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Home My WebLink AboutMINUTES - 06242025 - BOS Complete Min PktMeeting Minutes CONTRA COSTA COUNTY BOARD OF SUPERVISORS Supervisor John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Shanelle Scales-Preston, District V Clerk of the Board (925) 655-2000 clerkoftheboard@cob.cccounty.us 9:00 AMTuesday, June 24, 2025 1.CALL TO ORDER; ROLL CALL District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, and District V Supervisor Shanelle Scales-Preston Present: 2.PLEDGE OF ALLEGIANCE 3.CLOSED SESSION A.CONFERENCE WITH LABOR NEGOTIATORS (Gov. Code § 54957.6) 1.Agency Negotiators: Monica Nino. Employee Organizations: Public Employees Union, Local 1; AFSCME Locals 512 and 2700; California Nurses Assn.; SEIU Locals 1021 and 2015; District Attorney Investigators’ Assn.; Deputy Sheriffs Assn.; United Prof. Firefighters I.A.F.F., Local 1230; Physicians’ & Dentists’ Org. of Contra Costa; Western Council of Engineers; United Chief Officers Assn.; Contra Costa County Defenders Assn.; Contra Costa County Deputy District Attorneys’ Assn.; Prof. & Tech. Engineers IFPTE, Local 21; and Teamsters Local 856. 2.Agency Negotiators: Monica Nino. Unrepresented Employees: All unrepresented employees. There were no announcements from closed session . 4.Inspirational Thought- Page 1 of 41 BOARD OF SUPERVISORS Meeting Minutes June 24, 2025 "Even the smallest act of caring for another person is like a drop of water - it will make ripples throughout the entire pond." ~ Jessy Mateo, motivational speaker 5.CONSIDER CONSENT ITEMS (Items listed as C.1 through C.185 on the following agenda) – Items are subject to removal from Consent Calendar by request of any Supervisor. Items removed from the Consent Calendar will be considered with the Discussion Items. 6.PRESENTATIONS PR.1 PR.2 PR.3 7.DISCUSSION ITEMS D.1.HEARING to consider adoption of Resolution No. 2025-225, to adjust regulatory fees charged by the Health Services Department, Environmental Health Division, effective June 24, 2025. (Kristian Lucas, Environmental Health Services Director) RES 2025-225 Attachments:Attachment 1_EHD Apportionment Report Attachment 2_NBS_CCH EHD_Fee Study_6.6.25 Attachment A_EHD Fee Schedule_FINAL_6.24.25 Attachment 3_Resolution_EH Fee Updates Notice of Hearing - Environmental Health Fees_05.20.2025 FINAL_Board of Supervisors Presentation_6.24.25 Final Fee Schedule Resolution No. 2025-225 Adopted as amended Page 2 of 41 BOARD OF SUPERVISORS Meeting Minutes June 24, 2025 D.2.CONSIDER certifying the Final Revised Environmental Impact Report, adopting findings, adopting the revised mitigation monitoring and reporting program, and taking related actions for the Marathon (Tesoro) Martinez Refinery Renewable Fuels Project (State Clearinghouse #2021020289) located at 150 Solano Way in the unincorporated Martinez area. (100% Applicant fees) (Joe Lawlor, Department of Conservation and Development) 25-2585 Attachments:Attachment A - CEQA Findings Attachment B - CEQA Documents Link Attachment C - Revised MMRP Attachment D - 2022 EIR CEQA Findings and Statement of Overriding Considerations Attachment E - CDLP20-02046 PERMIT Attachment F - Presentation Marathon.pdf Approved Motion:Scales-Preston BurgisSecond: D.3.CONSIDER accepting a report on a 2026 ballot measure to renew the County's Urban Limit Line and providing direction to staff. (John Kopchik, Conservation and Development Director) 25-2589 Attachments:Exhibit A - Updated Urban Limit Line Adjustments Map Series Exhibit B - Public Comments Exhibit C - Urban Limit Line PowerPoint Presentation Correspondence Received Speakers: Diane Kindermann, Esq ., Bixler P, LLC; Vincent Moita on behalf of family and Robert Cort; Juan Pablo Galvan Martinez, Senior Land Use Manager, Save Mount Diablo; Victor Flores ,East Bay Resilience Manager, Greenbelt Alliance; Jan; Matthew Henderson, Miller Star Regalia; Brandy . Written commentary provided by: Delta Stewardship Council; Miller Star Regalia; Abbott & Kindermann. (attached) District I Supervisor Gioia, District II Supervisor Andersen, District III Supervisor Burgis, District IV Supervisor Carlson, and District V Supervisor Scales-Preston Aye: Result:Passed D.4.CONSIDER providing direction to staff on the transfer of the Hazardous Materials Program functions and employees from the Contra Costa County Health Services Department to the Contra Costa County Fire Protection District. (Monica Nino, County Administrator, Dr. Ori Tzvieli, Interim Health Services Director, Lewis Broschard, Fire Chief and David Sanford, Labor Relations) 25-2591 Attachments:HM Transition Discussion.pdf Page 3 of 41 BOARD OF SUPERVISORS Meeting Minutes June 24, 2025 Speakers: Charles Davidson; Chris Humble; Craig Lazzeretti; Jan Warren . District I Supervisor Gioia, District II Supervisor Andersen, District III Supervisor Burgis, District IV Supervisor Carlson, and District V Supervisor Scales-Preston Aye: Result:Passed D.5.CONSIDER providing direction on next steps related to the unallocated portion of former COVID-19 FEMA Reserve funds totaling $14,729,868 appropriated as Appropriation for Contingencies within the General Fund in fiscal year 2025-26. (Timothy Ewell, Chief Assistant County Administrator) (Continued from June 10, 2025) 25-2587 Attachments:Staff Report w/ Footnotes (PDF) PowerPoint Presentation Correspondence Received - Supervisor Gioia, June 17, 2025 This matter will resume on August 5, 2025. Motion:Carlson BurgisSecond: Page 4 of 41 BOARD OF SUPERVISORS Meeting Minutes June 24, 2025 District I Supervisor Gioia, District II Supervisor Andersen, District III Supervisor Burgis, District IV Supervisor Carlson, and District V Supervisor Scales-Preston Aye: Result:Passed D.6.CONSIDER approving the Contra Costa THRIVES Guaranteed Income Pilot Program for administration by the Employment and Human Services Department to serve 170 recipients over an 18 month time period. (Marla Stuart, Employment and Human Services Director) 25-2588 Attachments:Contra Costa Thrives - CCC EHSD GBI Proposed Program Design BOS presentation FINAL Contra Costa Thrives Guaranteed Basic Income Program Design Proposal FINAL This Discussion Item was continued to July 8 2025. D.7.CONSIDER accepting the monthly update on the activities and oversight of the County's Head Start Program, and provide guidance. (Marla Stuart, Employment and Human Services Director) 25-2586 Attachments:June 2025 BOS Head Start Update.pdf 1. CCB-25-07 Travel and Mileage Reimbursement Guidance.pdf 2. CCB-25-08 CA CalWORKs Stages One, Two, and Three Child Care Programs for Family Reunification Participants .pdf 3. CCB-25-09 FY25-26 Voucher-Based Child Care and Development Initial Contract Award Allocations .pdf 4. CCB-25-10 FY25-26 Direct Services Child Care and Developmental Initial Contract Award Allocations.pdf 5. CCB-25-12 FY25-26 CalWORKs Initial Contract Award Allocations.pdf 6. CCB-25-13 Guidance for Implementation of AB 393 for Dual Language Learners.pdf 7. New HSPPS Compliance Timeline and Analysis.pdf This Discussion Item was approved. D.8 CONSIDER consent item previously removed. D.9 PUBLIC COMMENT (2 Minutes/Speaker) There were no requests to speak at public comment . D.10 CONSIDER reports of Board members. There were no items reported today. 8.ADJOURN Adjourned today's meeting at 6:28 p.m. 9.CONSENT CALENDAR Agriculture/Weights and Measures Page 5 of 41 BOARD OF SUPERVISORS Meeting Minutes June 24, 2025 C.1.APPROVE and AUTHORIZE the Agricultural Commissioner, or designee, to execute a contract with The City of Martinez to pay County an amount not to exceed $45,000 to provide services to treat invasive weeds in designated locations from May 1, 2024, through December 31, 2026. (100% City of Martinez) 25-2417 Approved. C.2.APPROVE and AUTHORIZE the Agricultural Commissioner, or designee, to execute a contract with John Muir Land Trust to pay County an amount not to exceed $6,000 to provide services to treat invasive weeds in designated locations from April 1, 2025, through March 31, 2026. (100% John Muir Land Trust) 25-2418 Approved. C.3.APPROVE and AUTHORIZE the Agricultural Commissioner, or designee, to execute a contract with State of California – Department of Parks and Recreation to pay County an amount not to exceed $55,205 to provide services to treat invasive weeds in Mount Diablo State Park from May 1, 2025, through April 30, 2028. (100% State) 25-2419 Approved. C.4.APPROVE and AUTHORIZE the Agricultural Commissioner, or designee, to execute a contract with East Bay Municipal Utility District to pay the County an amount not to exceed $62,000 to provide services to treat invasive weeds in assigned districts from April 14, 2025, through April 13, 2026. (100% East Bay Municipal Utility District) 25-2420 Approved. Animal Services C.5.APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Animal Services Director, to renew a Blanket Purchase Order with MWI Veterinary Supply Co. with a payment limit of $500,000 for veterinary pharmaceutical supplies and chemicals for the period of July 1, 2025, through June 30, 2026. (58% Contract Cities, 9% User Fees, 33% County General Fund) 25-2421 approved. C.6.APPROVE and AUTHORIZE the Animal Services Director, or designee, to execute a contract with Dr. Michelle Mehalick, DVM, in an amount not to exceed $235,000 to provide veterinary services and operational oversight for the period July 1, 2025, through June 30, 2026. (58% City Contracts, 9% User Fees, 33% County General Fund) 25-2422 approved. C.7.APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Animal Services Director, to execute a blanket purchase order 25-2423 Page 6 of 41 BOARD OF SUPERVISORS Meeting Minutes June 24, 2025 amendment with MWI Veterinary Supply Co. to increase the payment limit by $200,000 to a new payment limit of $700,000 for veterinary pharmaceutical supplies with no change to the term of July 1, 2024, through June 30, 2025. (34% General Fund, 58% Contract Cities, 8% Licenses and Fees) approved. C.8.APPROVE and AUTHORIZE the Animal Services Director, or designee, to execute a contract amendment with SAGE Veterinary Partners, LLC. to continue providing emergency veterinary care, with no change in the payment limit of $500,000, and extend the term through June 30, 2026. (58.4% City Contracts, 9.1% User Fees, 32.5% County General Fund). 25-2424 approved. C.9.RATIFY the Animal Services Director’s execution of a contract with R&S Erection of Concord, Inc., in the amount of $7,668 to repair two gates at the Animal Services facility in Martinez, dated May 15, 2025. (34% General Fund, 58% Contract Cities, 8% Licenses and Fees) 25-2425 approved Board of Supervisors C.10 . ACCEPT Board members meeting report for May 2025.25-2426 Attachments:District III May 2025.pdf District IV May 2025 report.pdf approved C.11 . APPROVE and AUTHORIZE the Board Chair to sign an amendment to the Employment Agreement between the County and County Administrator Monica Nino, effective June 24, 2025, to authorize: a 5% merit increase to base pay; a contract term extension through June 30, 2027; a modification of the vacation buy-back provision; and the elimination of a cash settlement provision in the event of early contract termination. 25-2427 Attachments:CAO employment agreement - 2025 amendment.pdf 2025-06-24 C.11 Employment Agmt Amend approved Child Support Services C.12 . APPROVE and AUTHORIZE the Director of Child Support Services, or designee, to execute a Memorandum of Understanding with Butte County Department of Child Support Services at no cost to the County, to provide call center services for the period July 1, 2025 through June 30, 2028. (No fiscal impact) 25-2428 Page 7 of 41 BOARD OF SUPERVISORS Meeting Minutes June 24, 2025 approved Clerk of the Board C.13 . ADOPT Resolution No. 2025-220 proclaiming June 2025 as Community Action Month in Contra Costa County, as recommended by the Employment and Human Services Director. Attachments:Resolution No. 2025-220 adopted C.14 . ADOPT Resolution No. 2025-221 recognizing Sandra Scherer, upon her retirement as the Executive Director of Monument Crisis Center, as recommended by Supervisor Carlson. RES 2025-221 Attachments:Resolution No. 2025-221 adopted C.15 . ADOPT Resolution No. 2025-222 recognizing the contributions of John Steere on the occasion of his retirement from Contra Costa County, as recommended by the Public Works Director. RES 2025-222 Attachments:Resolution No. 2025-222 adopted C.16 . ADOPT Resolution No. 2025-223 proclaiming June 2025 as Gun Violence Awareness Month in Contra Costa County, as recommended by the District Attorney. RES 2025-223 Attachments:Resolution No. 2025-223 adopted C.17 . ADOPT Resolution No. 2025-224 recognizing Stephen Griswold III, District III Deputy Chief of staff, for three years of dedicated service to Contra Costa County, as recommended by Supervisor Burgis. RES 2025-224 Attachments:Resolution No. 2025-224 adopted C.18 . ACCEPT the resignation of Naomi Lewis-Mauricio, DECLARE a vacancy in the Alternate Community Representative (School-Aged Youth Community-Based Organization) Seat 1 on the Racial Justice Oversight Body for a term ending on December 31, 2026, and DIRECT the Clerk of the Board to post the vacancy. 25-2548 Attachments:Vacancy Notice approved C.19 . ACCEPT the resignation of Nicolas Angel-Ordonez, effective immediately; DECLARE a vacancy in the Youth Representative Seat on the Alamo Municipal Advisory Council, and DIRECT the Clerk of the Board to post the vacancy, for a term ending December 31, 2028, as 25-2549 Page 8 of 41 BOARD OF SUPERVISORS Meeting Minutes June 24, 2025 recommended by Supervisor Andersen. Attachments:Vacancy Notice approved C.20 . APPOINT Tim Fares to the District 3 seat on the Measure X Community Fiscal Oversight Committee to a term ending on December 31, 2026, as recommended by Supervisor Diane Burgis 25-2550 approved C.21 . APPOINT Tim Fares to the District 3 seat on Fish & Wildlife Committee for a term ending February 28, 2026, as recommended by Supervisor Diane Burgis. 25-2551 approved C.22 . APPOINT Sanjiv Bhandari to the District II seat of the Contra Costa County Planning Commission for a four-year term with an expiration date of June 30, 2029, as recommended by Supervisor Andersen. 25-2552 approved C.23 . APPOINT Arnold Fitzgerald to the District 3 seat on the County Library Commission for a term ending June 30, 2026, and APPOINT Tim Fares to the District 3 Alternate Seat on the Library Commission also to a term expiring June 30, 2026, as recommended by Supervisor Burgis. 25-2553 approved C.24 . APPOINT Bessie Marie Scott, Manager of the City of Antioch, to the City Government representative Seat on the Council on Homelessness for a term ending on December 31, 2025, as recommended by the Family and Human Services Committee. 25-2554 Attachments:COH City Government Seat Applicant Roster 2025 Applications of Recommended Applicants 2025 2024 FINAL Nominating Scoring Rubric approved C.25 . APPOINT Khulood Jamil to the Discretionary Representative #3 - Central/South seat and Sara Guillermo to the Child Care Consumer #3 - Central/South seat, and REAPPOINT Crystal McClendon Gourdine to the Community Representative #1 - West County seat and Pamm Shaw to the Child Care Consumer #2 - Central/South seat on the Local Planning and Advisory Council for Early Care and Education, as recommended by the Family and Human Services Committee. 25-2555 Attachments:Jamil, Khulood Application_Redacted Guillermo, Sara Application_Redacted McClendon-Gourdine, Crystal Application_Redacted Shaw, Pamm Application_Redacted Contra Costa LPC roster 24-25_Redacted Page 9 of 41 BOARD OF SUPERVISORS Meeting Minutes June 24, 2025 approved C.26 . REAPPOINT Kanwar Singh to the District V Public Sector seat on the Economic Opportunity Council, for a term ending on June 30, 2029, as recommended by Supervisor Scales-Preston. 25-2556 approved C.27 . REAPPOINT Devlyn Sewell to Private/Non-Profit Seat #5, Karen Coleman to Private Non-Profit Seat #2, Jessica Cisneros to Low-Income Seat #5, Nicola Lopez to Low Income Seat #1, Desire Medlen to Low Income Seat #3, Karanbir Bal to Private/Non-Profit Seat #3, and Monisha Merchant to Private/Non-Profit Seat #4, and APPOINT Christian Dean to Private/Non-Profit Alternate Seat #1, all with terms ending June 30, 2027, on the Economic Opportunity Council, as recommended by the Family and Human Services Committee. 25-2557 Attachments:Sewell Devlyn_Redacted Application Merchant Monisha_Redacted Application Medlen Desire_Redacted Application Lopez Nicola_Redacted Application Dean Christian_Redacted Application Coleman Karen_Redacted Application Cisneros Jessica_Redacted Application Bal Karanbir_Redacted Application Economic Opportunity Council Roster 5-16-25 approved C.28 . REAPPOINT Matthew Guichard to the District II Seat of the Contra Costa County Fire Protection District's Fire Advisory Commissioners for a four-year term with an expiration date of June 30, 2029, as recommended by Supervisor Andersen. 25-2558 approved C.29 . REAPPOINT Dennis Reigle to the District II Seat on the Contra Costa County Merit Board for a four-year term with an expiration date of June 30, 2029, as recommended by Supervisor Andersen. 25-2559 approved C.30 . APPROVE Board meeting minutes for May 2025.25-2560 approved Clerk-Recorder/Elections C.31 . APPROVE and AUTHORIZE the Clerk-Recorder, or designee, to execute a contract amendment with NBS Government Finance Group to extend the term from May 31, 2025 through July 31, 2025 with no change to the payment limit of $14,000 or other terms, for continuing consultation on, and analysis of, the Department's cost recovery 25-2429 Page 10 of 41 BOARD OF SUPERVISORS Meeting Minutes June 24, 2025 program. (No fiscal impact) approved C.32 . AUTHORIZE relief of cash shortage in the Office of the Clerk-Recorder in the amount of $2,303, as recommended by the County Administrator. (100% General Fund) 25-2430 Attachments:Relief of Cash Shortage approved Conservation & Development C.33 . APPROVE and AUTHORIZE the Conservation and Development Director to execute a Memorandum of Understanding with the Contra Costa Transportation Authority in an amount not to exceed $2,975,280 to implement the Accessible Transportation Strategic Plan for the period July 1, 2024 through June 30, 2026. (100% Measure X funds) 25-2590 Attachments:FY24-25 Measure X Allocations Adopted 5.21.24 Measure X ATSP CCTA Funding Cycle 3 MOU approved C.34 . APPROVE award of $1,054,134 of Inclusionary Housing Ordinance In-Lieu funds, $9,707,500 of Measure X Housing funds, and $1,767,453 of Permanent Local Housing Allocation to four projects that comprise 398 housing units; and APPROVE the recapture of FY 2023/24 Measure X Housing funding of $2,000,000 previously awarded to the Anton San Ramon project in San Ramon, developed by Anton Development Company, as recommended by the Conservation and Development Director. (77% Measure X Housing, 23% State/Local Sources) 25-2579 Attachments:Att. A - Summary of 25-26 HSG Apps Recd Att. B - Housing Application Staff Reports Att. C - Staff Funding Recommendations Att. D - Housing Applications Scoring-Ranking approved C.35 . APPROVE modifications to contingencies related to an award of FY 2022/23 Permanent Local Housing Allocation and FY 2024/25 Community Development Block Grant funds for The Riveter-Supportive project located at 100 38th Street in Richmond, as recommended by the Conservation and Development Director. (2% State, 98% Federal funds) 25-2580 approved C.36 . APPROVE allocation of FY 2025/26 Community Development Block Grant ($4,889,000), HOME Investment Partnerships Program/HOME-ARP ($3,456,343 HOME and $2,550,000 in recaptured HOME-ARP), and Emergency Solutions Grant ($405,597) programs as recommended by the Family & Human Services Committee, Finance Committee, and staff; ADOPT and APPROVE the FY 2025-2030 25-2581 Page 11 of 41 BOARD OF SUPERVISORS Meeting Minutes June 24, 2025 Consolidated Plan and the FY 2025/26 Annual Action Plan; ADOPT related California Environmental Quality Act findings; and AUTHORIZE the Conservation and Development Director to execute related administrative actions implementing each program. (100% Federal funds) Attachments:Attachment A - 2025-2030 Consolidated Plan (Final) Attachment B - FY 2025-26 Action Plan Attachment C - FY 2025-26 PS Recommendations Attachment D - FY 2025-26 ED Recommendation Table Attachment E - FY 2025-26 IPF Recommendations Attachment F - FY 2025-26 ESG Recommendation Table Attachment G - FY2025-26 Hsg. Application Recd with Amount of Funds Requested Attachment H - Staff Funding Recommendations - Housing Programs approved. C.37 . APPROVE and AUTHORIZE the Conservation and Development Director, or designee, to execute contract amendment with the City of Pinole, to extend the term from June 30, 2025 through April 30, 2027 and increase the payment limit to the County by $150,000 to a new payment limit of $400,000 for the County to continue to implement and administer an Enhanced Energy Efficiency/Electrification Pilot Program. (100% City of Pinole funding) 25-2582 approved. C.38 . APPROVE and AUTHORIZE the Auditor-Controller to issue payment in the amount of $31,250 to the City of El Cerrito to reimburse a penalty incurred by the City due to a delay in action by the County Oversight Board and, consequently, the late filing of City’s FY 2025/26 Recognized Obligation Payment Schedule, as recommended by the Conservation and Development Director. (100% Housing Administration funds, no General Fund impact) 25-2583 approved. C.39 . RATIFY the Conservation and Development Director's execution of a tolling agreement with New Cingular Wireless PCS, LLC (dba AT&T Mobility), to extend through July 18, 2025 the time to act on a land use permit for a wireless telecommunication facility at 5707 Highland Road in the unincorporated San Ramon area. (No fiscal impact) 25-2584 Attachments:Tolling Agreement approved. County Administration C.40 . APPROVE and AUTHORIZE the County Administrator, or designee, to execute a contract with Nielsen Merksamer for State Legislative Advocacy Services, with an initial term of three (3) years, with two (2) 25-2431 Page 12 of 41 BOARD OF SUPERVISORS Meeting Minutes June 24, 2025 one-year options for extension, with a three-year payment limit of $587,640, as recommended by Legislation Committee. (100% General Fund) approved. C.41 . APPROVE and AUTHORIZE the County Administrator, or designee, to execute a contract with Thorn Run Partners for Federal Legislative Advocacy Services, with an initial term of three (3) years, with two (2) one-year options for extension, with a three-year payment limit of $330,000, as recommended by Legislation Committee. (100% General Fund) 25-2432 approved. C.42 . APPROVE and AUTHORIZE the County Administrator, or designee, to execute a contract amendment Sletten Construction Company, a Montana Corporation to increase the payment limit of the preconstruction phase contract to $1,163,356 to allow for the production of building permit drawings and submittal for the West County Detention Facility Accessible Room Conversion (WARC) Project . (100% General Fund) 25-2433 approved. C.43 . RECEIVE Civil Grand Jury Report No. 2508, titled “Contra Costa County Hiring Challenges,” and REFER the report to the County Administrator and Human Resources Director for response. (No fiscal impact) 25-2434 Attachments:Grand Jury Report 2508 - Contra Costa County Hiring Challenges approved. County Counsel C.44 . APPROVE and AUTHORIZE the County Counsel, or designee, to execute a legal services contract with the law firm of the Renne Public Law Group, effective June 24, 2025, in connection with employment and wage and hour litigation. (100% General Fund) 25-2435 approved. District Attorney C.45 . APPROVE and AUTHORIZE the Purchasing Agent or designee to execute, on behalf of the District Attorney, a purchase order and related license agreement with Baressays.com LLC in an amount not to exceed $1,575 for the usage of a legal study tool for the period June 1, 2025 through May 31, 2026. (100% General Fund) 25-2436 approved. Page 13 of 41 BOARD OF SUPERVISORS Meeting Minutes June 24, 2025 C.46 . APPROVE and AUTHORIZE the District Attorney, or designee, to apply for and accept the Workers’ Rights Enforcement Grant from the California Department of Industrial Relations in an amount up to $700,000 to fund a Wage Theft Prevention Unit for the period August 1, 2025 through July 31, 2026. (100% State, no County match) 25-2437 approved. Employment & Human Services C.47 . ADOPT Resolution No. 2025-219 to approve and authorize the Employment and Human Services Director, or designee, to execute a revenue amendment with the State of California Department of Community Services and Development to increase funding by $1,257,070 for a new payment limit not to exceed $5,399,608 for the Low Income Home Energy Assistance Program with no change to the term through June 30, 2026. (100% Federal) RES 2025-219 Adopted. C.48 . APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Employment and Human Services Director, a Blanket Purchase Order and related agreement with CARFAX, Inc . in an amount not to exceed $3,000 for the purchase of vehicle report histories for the KEYS Auto Loan Program participants for the period March 1, 2025, through February 28, 2027. (100% Federal) 25-2530 approved. C.49 . APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of Employment and Human Services Director, a purchase order with Quadient, Inc., in an amount not to exceed $4,000 to renew a mail opener machine maintenance agreement for the term January 1, 2025 through December 31, 2027. (54% Federal, 38% State, 8% County General Fund) 25-2531 approved. C.50 . APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a revenue agreement with Mount Diablo Unified School District in an amount not to exceed $12,651, for the provision of food services to the Crossroads High School childcare program for the period July 1, 2025 through December 31, 2025. (100% Mount Diablo Unified School District Funds) 25-2532 approved. C.51 . APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract amendment with Trio Community Meals, LLC, to increase the payment limit by $286,377 to a new payment limit not to exceed $3,418,444 for additional meal services to seniors with no change to the term through June 30, 2025. (100% 25-2533 Page 14 of 41 BOARD OF SUPERVISORS Meeting Minutes June 24, 2025 Federal) approved. C.52 . APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract amendment with Delta Personnel Services, Inc., dba Guardian Security Agency, to increase the payment limit by $713,650, to a new payment limit not to exceed $1,625,000 for security guard services and extend the term through June 30, 2026. (54% Federal, 38% State, 8% County General Fund) 25-2534 approved. C.53 . APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract amendment with California State University, Fresno Foundation, a nonprofit corporation, to amend the billing structure to provide additional Grievance Hearing Officer Services for Children and Family Services, with no change in the payment limit not to exceed $994,240 or term ending June 30, 2027. (56% Federal, 38% State, 6% County) 25-2535 approved. C.54 . APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a revenue amendment, including any amendments or extensions thereof, pursuant to the Regional Equity and Recovery Partnership guidelines, with the California Workforce Development Board and the Labor and Workforce Development Agency, to extend the term through December 31, 2026 with no change to the funding amount. (100% State) 25-2536 approved. C.55 . APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with CocoKids, Inc ., a non-profit corporation, in an amount not to exceed $1,001,441 to provide Emergency Child Care Bridge Program Services for Foster Children for the period July 1, 2025 through June 30, 2026. (85% State, 15% Federal) 25-2537 approved. C.56 . APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Rubicon Programs Incorporated in an amount not to exceed $1,934,200 to operate and manage Contra Costa County’s America’s Job Center of California locations and provide Adult and Dislocated Worker Career Services under the Workforce Innovation and Opportunity Act to County residents, for the period July 1, 2025 through June 30, 2026. (72% Federal, 28% State) 25-2538 approved. Page 15 of 41 BOARD OF SUPERVISORS Meeting Minutes June 24, 2025 C.57 . APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with STAND! For Families Free of Violence, in an amount not to exceed $132,744 to provide shelter and crisis line services for victims of intimate partner violence and their children for the period July 1, 2025 through June 30, 2026. (100% County General Fund) 25-2539 approved. C.58 . APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract amendment with Northwoods Consulting Partners, Inc., to increase the payment limit by $549,991 to a new payment limit not to exceed $10,915,909 for continued access to Compass Pilot/OnBase Application Support software, and to extend the term through June 30, 2027. (54% Federal, 38% State, 8% General County Fund) 25-2540 approved. C.59 . APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Employment and Human Services Director, a purchase order and related agreement with General Datatech, Limited Partnership in an amount not to exceed $14,966 for the purchase of Omnissa Licenses, for the period June 15, 2025 through June 30, 2028. (54% Federal, 38% State, 8% County General Fund) 25-2541 approved. C.60 . APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Wayfinder Family Services, in an amount not to exceed $972,400 to provide family finding, engagement and resource family pre-approval supportive services for the period July 1, 2025 through June 30, 2026. (87% State, 13% Federal) 25-2542 approved. C.61 . APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Employment and Human Services Director, a purchase order with General Datatech, L.P., for the purchase of Rubrik, Inc.’s backup appliances and support subject to Rubrik, Inc.’s End User License Agreement, in an amount not to exceed $549,315 for the period June 2, 2025 through August 31, 2028. (54% Federal, 38% State, 8% County) 25-2543 approved. C.62 . APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Child Abuse Prevention Council of Contra Costa County, in an amount not to exceed $1,687,105 to provide child abuse prevention services for the period July 1, 2025 through June 30, 2026. (69% State, 26% County, 5% Federal) 25-2544 Page 16 of 41 BOARD OF SUPERVISORS Meeting Minutes June 24, 2025 approved. C.63 . APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Growth Sector Company in an amount not to exceed $3,969,500 to scale and operate the Civil Engineering Degree Apprenticeship Pathway model developed by Growth Sector in partnership with a network of employers and local community colleges and universities, for the period February 1, 2025 through September 30, 2029. (100% Federal) 25-2545 approved. C.64 . APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute rental agreements with Pleasant Hill Recreation & Park District, in an amount not to exceed $20,000 to provide hosted space for various professional development and training events for Employment and Human Services programs attended by both the public and Employment and Human Services staff from June 1, 2025 through June 30, 2027. (50% Federal, 50% State) 25-2546 approved. C.65 . AUTHORIZE the Chair of the Board of Supervisors to sign, and APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to sign and submit to the California Department of Community Services and Development, the County’s 2026-2027 Community Action Plan to ameliorate poverty and increase self-sufficiency for impacted Contra Costa County residents . 25-2547 Attachments:CSBG Community Action Plan - FINAL 6-16-2025 approved. Health Services C.66 . APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Interim Health Services Director, a purchase order with Illumina, Inc. in an amount not to exceed $165,119 and related agreements for the purchase of laboratory equipment and the provision of training, maintenance, and nucleic acid (DNA/RNA) sequencing services at Contra Costa Health’s Public Health Laboratory for four years following delivery and installation of the equipment. (100% Enhanced Detection Expansion Funds) 25-2438 Attachments:Quote with Terms and Conditions approved. C.67 . APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with HealthPlanCRM, LLC, in an amount not to exceed $510,000 for an electronic Medicare Advantage customer relationship management system and services for Contra Costa Health Plan for the period from June 24, 2025 through June 23, 2028. (100% 25-2439 Page 17 of 41 BOARD OF SUPERVISORS Meeting Minutes June 24, 2025 Contra Costa Health Plan Enterprise Fund II) approved. C.68 . APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with Foley & Lardner, LLP, in an amount not to exceed $450,000 for the provision of legal services related to Medi-Cal audit appeals and other Contra Costa Health Plan appeals, report issues, and authorized litigation issues for the period July 1, 2025 through June 30, 2026. (100% Hospital Enterprise Fund I) 25-2440 approved. C.69 . APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Interim Health Services Director, a purchase order with SEER Technology, Inc. in an amount not to exceed $100,000, and Standard Terms and Conditions of Sale for the purchase of the AccuSense Chemical Recognition System and all necessary accessories and/or components, and warranty for the Contra Costa Hazardous Materials Division. (100% 2024 Urban Area Security Initiative Grant) 25-2441 Attachments:Terms and Conditions of Sale approved. C.70 . APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with Fierce Advocates (Families and Individuals Equitably Rooted in Collective Empowerment), Inc., in an amount not to exceed $270,609 to provide Mental Health Services Act prevention and early intervention services for underserved cultural communities in West Contra Costa County for the period July 1, 2025 through June 30, 2026. (100% Mental Health Services Act) 25-2442 approved. C.71 . APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with Maverick Medical, Inc. (dba Medical Dynamics Enterprises), in an amount not to exceed $1,200,000 to provide durable medical equipment services for Contra Costa Health Plan members and County recipients for the period June 1, 2025 through May 31, 2028. (100% Contra Costa Health Plan Enterprise Fund II) 25-2443 approved. C.72 . APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract amendment with Lydia Yun DPM, Inc ., to include additional on-call coverage for podiatry services at Contra Costa Regional Medical Center and Health Centers with no change in the payment limit of $840,000 or term ending June 30, 2027. (100% Hospital Enterprise Fund I) 25-2444 approved. Page 18 of 41 BOARD OF SUPERVISORS Meeting Minutes June 24, 2025 C.73 . APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract amendment with The Sun Healthcare and Surgery Group, Inc., to include additional on-call coverage for podiatry services at Contra Costa Regional Medical Center and Health Centers with no change in the payment limit of $840,000 or term ending September 30, 2026. (100% Hospital Enterprise Fund I) 25-2445 approved. C.74 . APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract amendment with Esther Kwon, M.D., to include additional on-call coverage for podiatry services at Contra Costa Regional Medical Center and Health Centers with no change in the payment limit of $630,000 or term ending September 30, 2027. (100% Hospital Enterprise Fund I) 25-2446 approved. C.75 . ACCEPT the recommendation of the Behavioral Health Services Director to adopt the Mental Health Services Act Fiscal Year 2025-26 Annual Update to the Three-Year Plan; APPROVE the Psychiatric Advance Directives Multi-County Collaborative, Mental Health Services Act Funded Project, Fiscal Year 2024-2029, and the Program Improvements for Valued Outpatient Treatment Innovation Project; and AUTHORIZE and DIRECT the Chair of the Board of Supervisors to send a letter to that effect to the Department of Health Care Services and the Behavioral Health Services Oversight and Accountability Commission to inform these agencies of their approval of the adoption of this Plan Update and attached Innovation Projects, as recommended by the Interim Health Services Director. (100% Mental Health Services Act) 25-2447 Attachments:FY 25-26 Annual Update PADs Phase II Innovation Project Phase II FY 24-29 PIVOT Innovation Proposal approved. C.76 . APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract amendment with Luma Health, Inc. (dba Luma Health Technologies), to increase the payment limit by $1,351,050 to an amount not to exceed $3,031,050 through June 20, 2028 and for successive one-year terms thereafter until terminated for additional patient messaging software subscriptions for Contra Costa Health. (100% Hospital Enterprise Fund I) 25-2448 approved. C.77 . APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute an amendment with Experian Health, Inc ., in an amount not to exceed $2,000,000 for electronic claims and remittance software and services for Contra Costa Health for the period June 30, 25-2449 Page 19 of 41 BOARD OF SUPERVISORS Meeting Minutes June 24, 2025 2025 through June 9, 2030, and for successive 12-month terms thereafter until terminated. (100% Hospital Enterprise Fund I) approved. C.78 . APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with Cross Country Staffing, Inc ., in an amount not to exceed $5,500,000 to provide temporary medical and specialty staffing services at Contra Costa Regional Medical Center and Health Centers for the period July 1, 2025 through June 30, 2026. (100% Hospital Enterprise Fund I) 25-2450 approved. C.79 . APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with Amergis Healthcare Staffing, Inc., in an amount not to exceed $1,500,000 to provide temporary medical staffing services at Contra Costa Regional Medical Center and Health Centers for the period July 1, 2025 through June 30, 2026. (100% Hospital Enterprise Fund I) 25-2451 approved. C.80 . APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with Contra Costa Crisis Center, in an amount not to exceed $456,092 to provide Mental Health Services Act Prevention and Early Intervention services through a twenty-four-hour crisis line for the period July 1, 2025 through June 30, 2026. (100% Mental Health Services Act-Prevention and Early Intervention) 25-2452 approved. C.81 . APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with Sequoia Surgical Center, L.P. (dba Sequoia Surgical Pavillion), in an amount not to exceed $21,000,000 to provide ambulatory surgery center services to Contra Costa Health Plan members and County recipients for the period June 1, 2025 through May 31, 2028. (100% Contra Costa Health Plan Enterprise Fund II) 25-2453 approved. C.82 . APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract amendment with Karen Weinbaum, M.D., to increase the payment limit by $170,000 to an amount not to exceed $620,000 to provide additional emergency medicine physician services at Contra Costa Regional Medical Center and Health Centers with no change in the term ending September 30, 2026. (100% Hospital Enterprise Fund I) 25-2454 approved. C.83 . APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract amendment with Duffygroup, Inc ., to 25-2455 Page 20 of 41 BOARD OF SUPERVISORS Meeting Minutes June 24, 2025 increase the payment limit by $150,000 to an amount not to exceed $530,000 for additional professional outreach and advisory services with regard to recruitment for the Health Services Department with no change in the term ending July 31, 2026. (100% Hospital Enterprise Fund I) approved. C.84 . APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with Benjamin Yim, MD, APC, in an amount not to exceed $840,000 to provide neurology services at Contra Costa Regional Medical Center and Health Centers for the period June 1, 2025 through May 31, 2027. (100% Hospital Enterprise Fund I) 25-2456 approved. C.85 . APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with Ever Well Health Systems, LLC, in an amount not to exceed $1,506,633 to provide residential and mental health services to adults diagnosed with Serious Mental Illness and Serious Persistent Mental Illness for the period July 1, 2025 through June 30, 2026. (100% Behavioral Health Services Act) 25-2457 approved. C.86 . APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with Chiu-Hung Tung M.D. Inc., in an amount not to exceed $250,000 to provide anesthesiology services at Contra Costa Regional Medical Center and Health Centers for the period June 1, 2025 through May 31, 2026. (100% Hospital Enterprise Fund I) 25-2458 approved. C.87 . APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with George Lee, M .D., in an amount not to exceed $980,000 to provide anesthesiology services at Contra Costa Regional Medical Center and Health Centers for the period June 1, 2025 through May 31, 2026. (100% Hospital Enterprise Fund I) 25-2459 approved. C.88 . APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with AYA Healthcare, Inc., in an amount not to exceed $3,000,000 to provide temporary nursing staff for Contra Costa Regional Medical Center and Health Centers for the period July 1, 2025 through June 30, 2026. (100% Hospital Enterprise Fund I) 25-2460 approved. C.89 . APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with Laura Swafford, in an amount not to exceed $669,900 to provide technical support and training services for the Health Services Department for County’s ccLink System for the period July 1, 2025 through June 30, 2027. (100% Hospital Enterprise 25-2461 Page 21 of 41 BOARD OF SUPERVISORS Meeting Minutes June 24, 2025 Fund I) approved. C.90 . APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with Contra Costa Interfaith Transitional Housing, Inc. (dba Hope Solutions), in an amount not to exceed $464,438 to provide Mental Health Services Act Prevention and Early Intervention program services for formerly homeless families for the period July 1, 2025 through June 30, 2026. (100% Mental Health Services Act - Prevention and Early Intervention) 25-2462 approved. C.91 . APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Interim Health Services Director, a purchase order with R.S. Hughes Company, Inc. in an amount not to exceed $195,209 for air monitoring equipment and supplies for the Contra Costa Health Hazardous Materials Program during the period from April 15, 2025 through October 22, 2025. (100% Supplemental Environmental Project Enforcement funds) 25-2463 approved. C.92 . APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with Counseling Options & Parent Education Support Center, Inc., in an amount not to exceed $305,111 to provide Triple-P parent education classes and practitioner trainings for the period July 1, 2025 through June 30, 2026. (100% Behavioral Health Services Act) 25-2464 approved. C.93 . APPROVE and AUTHORIZE the Purchasing Agent, or designee, to purchase on behalf of the Interim Health Services Director, 876 Albertsons gift cards for a total amount not to exceed $24,966 to be used as incentives for consumer participation in Mental Health Services Act-Prop 63 planning processes. (100% Mental Health Services Act-Prop 63 Funds) 25-2465 approved. C.94 . APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with Carolyn Breaud, LMFT, in an amount not to exceed $450,000 to provide telehealth behavioral health therapy services for Contra Costa Health Plan members and County recipients for the period June 1, 2025 through May 31, 2028. (100% Contra Costa Health Plan Enterprise Fund II) 25-2466 approved. C.95 . APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract amendment with the California 25-2467 Page 22 of 41 BOARD OF SUPERVISORS Meeting Minutes June 24, 2025 Department of Public Health, to increase the amount payable to County by $190,347 to an amount not to exceed $298,886 and extend the term through June 30, 2027 for the continuation of the LabAspire Public Director Fellowship Program. (No County match) approved. C.96 . APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract amendment with the Contra Costa County Fire Protection District, to increase the payment limit by $1,897,287 to an amount not to exceed $7,273,656 and extend the term through June 30, 2026 for additional paramedic emergency medical first responder services. (100% CSA EM-1 Measure H funds) 25-2468 approved. C.97 . APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract amendment with the City of El Cerrito for its Fire Department, to increase the payment limit by $109,851 to an amount not to exceed $341,477 and extend the term through June 30, 2026 for additional paramedic emergency medical first responder services. (100% CSA EM-1 Measure H funds) 25-2469 approved. C.98 . APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract amendment with Moraga Orinda Fire District, to increase the payment limit by $92,933 to an amount not to exceed $361,457 and extend the term through June 30, 2026 for additional paramedic emergency medical first responder services within the cities of Moraga and Orinda. (100% CSA EM-1 Measure H Funds) 25-2470 approved. C.99 . APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with Sustainable Wellness Solutions (dba Consumer Self-Help Center), in an amount not to exceed $377,191 to provide a Patients’ Rights Program for the period July 1, 2025 through June 30, 2026. (100% Mental Health Realignment) 25-2471 approved. C.10 0. APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with Center for Human Development, in an amount not to exceed $740,188 to provide community outreach, care coordination and Medi-Cal navigation services for the period July 1, 2025 through June 30, 2026. (25% Medi-Cal Administrative Activities; 75% Reducing Health Disparities Grant) 25-2472 approved. C.10 1. APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with GHC of Contra Costa, LLC (dba 25-2473 Page 23 of 41 BOARD OF SUPERVISORS Meeting Minutes June 24, 2025 Bayberry Skilled Nursing and Healthcare Center), in an amount not to exceed $702,980 to provide subacute skilled nursing care services with special treatment programs for adults with serious and persistent mental illness for the period July 1, 2025 through June 30, 2026. (100% Mental Health Realignment) approved. C.10 2. APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract amendment with YWCA Contra Costa/Sacramento, to increase the payment limit by $374,789 to an amount not to exceed $824,789 and to extend the term through June 30, 2026 for additional mental health services to individual recipients of the CalWORKs Program and their families. (100% Substance Abuse Mental Health Works) 25-2474 approved. C.10 3. APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with the County of Alameda, to pay Contra Costa County an amount not to exceed $200,000 annually through the federal Ending the HIV Epidemic program for coordination and support for newly diagnosed residents with HIV in Contra Costa County, and related Business Associate Agreement, for the period July 1, 2024 through February 28, 2025, and for successive one-year periods until terminated. (No County match) 25-2475 approved. C.10 4. APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with Psynergy Programs, Inc ., in an amount not to exceed $917,500 to provide residential care services to adults diagnosed with Serious Mental Illness and Serious and Persistent Mental Illness for the period July 1, 2025 through June 30, 2026. (88% Mental Health Realignment; 12% Behavioral Health Services Act) 25-2476 approved. C.10 5. APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract amendment with California Mental Health Services Authority, to extend the term through June 30, 2027 to continue to act as fiscal agent for the provision of specialty mental health services for Contra Costa County dependents placed out of County with no change in the payment limit of $240,791. (100% Mental Health Realignment) 25-2477 approved. C.10 6. APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract amendment with Public Health Foundation Enterprises, Inc. (dba Heluna Health), to increase the payment limit by $326,365 to an amount not to exceed $10,214,413 to 25-2478 Page 24 of 41 BOARD OF SUPERVISORS Meeting Minutes June 24, 2025 reimburse Contractor for maintaining a vehicle fleet for staff to use to provide shelter, coordinated entry, and transitional and permanent supportive housing services for homeless youth and adults with no change in the term ending June 30, 2025. (15% Federal Grant Funds; 78% State Grant Funds; 4% County General Fund; 3% Local Grants Funds) approved. C.10 7. APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract amendment with Public Health Foundation Enterprises, Inc. (dba Heluna Health), to increase the payment limit by $201,894 to an amount not to exceed $6,931,656 to reimburse Contractor for maintaining a vehicle fleet for staff to use to provide Coordinated Entry, Outreach, Referral and Engagement services for chronically homeless individuals in Contra Costa County with no change in the term ending June 30, 2025. (7% Federal Grant Funds; 57% State Grant Funds; 36% Local Grants Funds) 25-2479 approved. C.10 8. APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract amendment with Rodney J . Chan, DPM, to include additional on-call coverage for podiatry services at Contra Costa Regional Medical Center and Health Centers with no change in the payment limit of $575,000 or term ending July 31, 2025. (100% Hospital Enterprise Fund I) 25-2480 approved. C.10 9. APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract amendment with Stanford Health Care (dba SHC Reference Laboratory), to include additional specialized tests for outside clinical laboratory services for Contra Costa Regional Medical Center and Health Centers with no change in the payment limit of $20,000 or term ending August 31, 2027. (100% Hospital Enterprise Fund I) 25-2481 approved C.11 0. APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract amendment with ECG Management Consultants, LLC, to increase the payment limit by $792,000 to an amount not to exceed $1,200,500 for additional consultation and technical assistance in reviewing compensation, benefits, productivity levels and performance for physicians at Contra Costa Regional Medical Center and Health Centers with no change in the term ending June 14, 2027. (100% Hospital Enterprise Fund I) 25-2482 approved Page 25 of 41 BOARD OF SUPERVISORS Meeting Minutes June 24, 2025 C.11 1. APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract amendment with Granicus, LLC, to increase the payment limit by $187,721 to an amount not to exceed $1,168,479 and to extend the term through May 31, 2028 for additional software and support services for Contra Costa Health’s website. (100% Hospital Enterprise Fund I) 25-2483 approved C.11 2. APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract amendment with Frederick J . Nachtwey, M.D., to increase the payment limit by $300,000 to an amount not to exceed $900,000 to provide additional pulmonary services at Contra Costa Regional Medical Center and Health Centers with no change in the term ending October 31, 2027. (100% by Hospital Enterprise Fund I) 25-2484 approved C.11 3. APPROVE and AUTHORIZE the Auditor Controller, or designee, on behalf of the Health Services Department to reissue payment of $156,214.20 Medline Industries, LP. (100% Hospital Enterprise Fund I) 25-2485 approved C.11 4. APPROVE the list of providers recommended by Contra Costa Health Plan's Medical Director and the Interim Health Services Director on May 15 and 30, 2025, as required by the State Departments of Health Care Services and Managed Health Care, and the Centers for Medicare and Medicaid Services. (No fiscal impact) 25-2486 Attachments:Provider Lists-May 15 and 30, 2025 approved C.11 5. APPROVE and AUTHORIZE the Auditor Controller, or designee, on behalf of the Health Services Department to reissue payment of $92,680.72 to Granicus, LLC. (100% Hospital Enterprise Fund I) 25-2487 approved Human Resources C.11 6. ADOPT Ordinance No. 2025-10 amending the County Ordinance Code to exempt from the merit system the new classification of Deputy Director of Risk Management – Exempt, update the section heading, and make non-substantive section formatting changes. (No fiscal impact) 25-2488 Attachments:Ord 2025-10 re add Deputy Director of Risk Managment- May 2025.doc approved C.11 7. ADOPT Position Adjustment Resolution No. 26466 to add one Deputy Public Works Director-Exempt (unrepresented) position in the Public Works Department. (100% General Fund) 25-2489 Page 26 of 41 BOARD OF SUPERVISORS Meeting Minutes June 24, 2025 Attachments:PAR Public Works Deputy Director HR Signed 6.17.25.pdf Signed PAR 26466 approved C.11 8. APPROVE and AUTHORIZE the Director of Human Resources, or designee, to execute a contract amendment with Biometrics 4ALL, Inc. to increase the contract payment limit by $133,200 to $628,200 to provide live scan fingerprinting and related services and extend the term through June 20, 2026. (100% User Departments) 25-2490 approved Information and Technology C.11 9. APPROVE and AUTHORIZE the Chief Information Officer, or designee, to execute a contract amendment with Graviton Consulting Services, Inc., to increase the payment limit by $240,000 to a new payment limit of $1,160,000 to provide PeopleSoft technical support services and extend the term from June 30, 2025 to June 30, 2026. (100% User Departments) 25-2491 approved C.12 0. APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Chief Information Officer, to execute a purchase order with ePlus Technology Inc., subject to the NASPO Agreement and Participating Addendum with Palo Alto Networks, Inc., in an amount not to exceed $210,000 for Palo Alto security subscription and support services for the period of July 19, 2025, through July 18, 2026. (100% User Departments). 25-2492 approved C.12 1. APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Chief Information Officer, to execute a Purchase Order with SurveyMonkey, Inc., subject to their Governing Services Agreement, in an amount not to exceed $11,000 for the renewal of survey management software for the period of July 20, 2025, through July 19, 2026, and for annual periods thereafter. (100% User Departments). 25-2493 approved C.12 2. APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Chief information Officer, to execute a purchase order with Spok, Inc . in an amount not to exceed $32,000, subject to Spok’s February 2024 Master Services Agreement, for the maintenance of the Enterprise Alert telephone equipment at the Contra Costa Regional Medical Center, for period of July 1, 2025 through June 30, 2026. (100% Hospital Enterprise Fund I) 25-2494 approved Page 27 of 41 BOARD OF SUPERVISORS Meeting Minutes June 24, 2025 C.12 3. APPROVE and AUTHORIZE the Chief Information Officer, or designee, to execute a Master Agreement and an Enterprise Agreement with Environmental Systems Research Institute, Inc. in an amount not to exceed $1,600,000 for geospatial software licenses, maintenance, and online services for the period of July 1, 2025, through June 30, 2028. (100% User Departments) 25-2495 approved C.12 4. APPROVE Budget Amendment No. BDA-25-00075 authorizing the transfer of $103,035 in appropriations from the Department of Information Technology (0147) to Public Works, Facility Lifecycle Improvement (0085) for the Sheriff’s Network Infrastructure Upgrade Project at the Marsh Creek Detention Facility. 25-2496 Attachments:BDA-25-00075.pdf approved Library C.12 5. APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the County Librarian, a purchase order with SenSource, Inc ., in an amount not to exceed $9,501 for the annual maintenance of the Library’s electronic people counting sensors for the period May 31, 2025 through May 30, 2026. (100 % Library Fund) 25-2497 approved C.12 6. APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the County Librarian, a purchase order with Age of Learning, Inc., in an amount not to exceed $18,247 for the renewal of the ABCmouse early math and literacy learning subscription, for the period September 1, 2025 through August 31, 2026. (100% Library Fund) 25-2498 approved C.12 7. APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the County Librarian, a purchase order with EBSCO Information Services, LLC, in an amount not to exceed $38,598 for the renewal of the Rosetta Stone language learning subscription, for the period September 1, 2025 through August 31, 2026. (100% Library Fund) 25-2499 approved C.12 8. APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the County Librarian, a purchase order with Califa Group in an amount not to exceed $50 for the renewal of Discover & Go Opening Day Collection subscription, for the period July 1, 2025 through June 30, 2026. (100% Library Fund) 25-2500 approved Page 28 of 41 BOARD OF SUPERVISORS Meeting Minutes June 24, 2025 C.12 9. APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the County Librarian, a purchase order with OverDrive, Inc ., in an amount not to exceed $12,000,000 for eBooks, eAudiobooks, and eMagazines for the period July 1, 2025 through June 30, 2028. (100% Library Fund) 25-2501 approved C.13 0. APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the County Librarian, a purchase order with Califa Group in an amount not to exceed $120,690 for the renewal of Carahsoft Technology Corp’s LinkedIn Learning for Library subscription, for the period October 1, 2025 through September 30, 2028. (100% Library Fund) 25-2502 approved C.13 1. APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the County Librarian, a purchase order with Baker and Taylor in an amount not to exceed $1,223,823 for leasing library books for the period July 1, 2025 through June 30, 2028. (100% Library Fund) 25-2503 approved Office of Racial Equity and Social Justice C.13 2. RATIFY the Office of Racial Equity and Social Justice Co-Directors' application for Robert Wood Johnson Foundation grant funding in the amount of $200,000 to help cover the implementation, planning, and evaluation expenses for the first phase of the African American Holistic Wellness and Resource Hub (No County Match) 25-2504 approved Public Works C.13 3. ADOPT Resolution No. 2025-203 approving the Parcel Map for urban lot split minor subdivision MS24-00007, for a project being developed by Brian Carrozzi, as recommended by the Public Works Director, Alamo area. (No fiscal impact) RES 2025-203 Attachments:Parcel Map Tax Letter & Deposit adopted C.13 4. ADOPT Resolution No. 2025-204 approving the Stormwater Management Facilities Operation and Maintenance Agreement for development plan permit DP17-03045, for a project being developed by Scannell Properties #601, LLC, Scannell Properties #304, LLC, and Arroyo/Livermore Business Park, L.P., as recommended by the Public Works Director, North Richmond area. (No fiscal impact) RES 2025-204 Attachments:Recordable Resolution for DP17-03045 Page 29 of 41 BOARD OF SUPERVISORS Meeting Minutes June 24, 2025 Stormwater Management Facilities Operation and Maintenance Agreement, and Right of Entry Resolution No. 2025-204 adopted C.13 5. ADOPT Resolution No. 2025-205 accepting a Relinquishment of Abutter’s Rights for development plan permit DP17-03045, for a project being developed by Scannell Properties #601, LLC, Scannell Properties #304, LLC, and Arroyo/Livermore Business Park, L.P., as recommended by the Public Works Director, North Richmond area. (No fiscal impact) Attachments:Recordable Resolution Relinquishment of Abutter's Rights, Scannell Properties #601, LLC Relinquishment of Abutter's Rights, Arroyo/Livermore Business Park, L.P. adopted C.13 6. ADOPT Resolution No. 2025-206 approving and authorizing the Public Works Director, or designee, to fully close a portion of Chesley Avenue, between 5th Street and 6th Street, on July 12, 2025, from 6:00 a.m. through 7:00 p.m., for the purpose of the 14th Annual Music Festival, North Richmond area. (No fiscal impact) RES 2025-206 adopted C.13 7. ADOPT Resolution No. 2025-207 approving and authorizing the Public Works Director, or designee, to fully close a portion of Coventry Road, between Berkeley Park Blvd. and Valley Road, on June 30, 2025, from 7:30 a.m. through 5:30 p.m., for the purpose of replacing a utility pole, Kensington area. (No fiscal impact) RES 2025-207 adopted C.13 8. ADOPT Resolution No. 2025-208 accepting completion of landscape improvements without the need of a warranty period, for subdivision SD14-09297, for a project developed by Shapell Industries, Inc., as recommended by the Public Works Director, San Ramon (Dougherty Valley) area. (No fiscal impact) RES 2025-208 adopted C.13 9. ADOPT Resolution No. 2025-209 accepting completion of landscape improvements without the need of a warranty period, for subdivision SD12-09298, for a project developed by Shapell Industries, Inc., as recommended by the Public Works Director, San Ramon (Dougherty Valley) area. (No fiscal impact) RES 2025-209 adopted C.14 0. ADOPT Resolution No. 2025-210 accepting completion of landscape improvements without the need of a warranty period, for subdivision SD14-09341, for a project developed by Shapell Industries, Inc., as RES 2025-210 Page 30 of 41 BOARD OF SUPERVISORS Meeting Minutes June 24, 2025 recommended by the Public Works Director, San Ramon (Dougherty Valley) area. (No fiscal impact) adopted C.14 1. ADOPT Resolution No. 2025-211 accepting completion of landscape improvements without the need of a warranty period, for subdivision SD17-09299, for a project developed by Shapell Industries, Inc., as recommended by the Public Works Director, San Ramon (Dougherty Valley) area. (No fiscal impact) RES 2025-211 adopted C.14 2. Acting as the governing body of the Contra Costa County Flood Control and Water Conservation District, ADOPT Resolution No. 2025-212, adopting and levying the annual Drainage Area Benefit Assessment in Drainage Area 67A for Fiscal Year 2025–2026, San Ramon area. (100% Drainage Area Benefit Assessment Funds) RES 2025-212 Attachments:DA 67A Exhibit A FY Comparison Exhibit B Proposed_fees_2025 adopted C.14 3. Acting as the governing body of the Contra Costa County Flood Control and Water Conservation District, ADOPT Resolution No. 2025-213, adopting and levying the annual Drainage Area Benefit Assessment in Drainage Area 75A for Fiscal Year 2025–2026, Danville and San Ramon areas. (100% Drainage Area Benefit Assessment Funds) RES 2025-213 Attachments:DA 75A Exhibit A FY Comparison Exhibit B Proposed_fees_2025 adopted C.14 4. Acting as the governing body of the Contra Costa County Flood Control and Water Conservation District, ADOPT Resolution No. 2025-214, adopting and levying the annual Drainage Area Benefit Assessment in Drainage Area 76A for Fiscal Year 2025–2026, Alamo area. (100% Drainage Area Benefit Assessment Funds) RES 2025-214 Attachments:DA 76A Exhibit A FY Comparison Exhibit B Proposed_fees_2025 adopted C.14 5. Acting as the governing body of the Contra Costa County Flood Control and Water Conservation District, ADOPT Resolution No. 2025-215, adopting and levying the annual Drainage Area Benefit Assessment in Drainage Area 520 for Fiscal Year 2025–2026, Oakley area. (100% Drainage Area Benefit Assessment Funds) RES 2025-215 Attachments:DA 520 Exhibit A FY Comparison Exhibit B Proposed_fees_2025 adopted Page 31 of 41 BOARD OF SUPERVISORS Meeting Minutes June 24, 2025 C.14 6. Acting as the governing body of the Contra Costa County Flood Control and Water Conservation District, ADOPT Resolution No. 2025-216, adopting and levying the annual Drainage Area Benefit Assessment in Drainage Area 910 for Fiscal Year 2025–2026, Danville area. (100% Drainage Area Benefit Assessment Funds) RES 2025-216 Attachments:DA 910 Exhibit A FY Comparison Exhibit B Proposed_fees_2025 adopted C.14 7. Acting as the governing body of the Contra Costa County Flood Control and Water Conservation District, ADOPT Resolution No. 2025-217, adopting and levying the annual Drainage Area Benefit Assessment in Drainage Area 1010 for Fiscal Year 2025–2026, Danville and San Ramon areas. (100% Drainage Area Benefit Assessment Funds) RES 2025-217 Attachments:DA 1010 Exhibit A FY Comparison Exhibit B Proposed_fees_2025 adopted C.14 8. Acting as the governing body of the Contra Costa County Flood Control and Water Conservation District, ADOPT Resolution No. 2025-218, adopting and levying the annual Drainage Area Benefit Assessment in Drainage Area 1010A for Fiscal Year 2025–2026, Danville area. (100% Drainage Area Benefit Assessment Funds) RES 2025-218 Attachments:DA 1010A Exhibit A FY Comparison Exhibit B Proposed_fees_2025 adopted C.14 9. Acting as the governing body of the Contra Costa County Flood Control and Water Conservation District, APPROVE and AUTHORIZE the Chief Engineer, or designee, to execute a contract amendment with the Contra Costa Resource Conservation District, effective June 29, 2025, to increase the payment limit by $129,150 to a new payment limit of $682,150, adjust the rates under the contract, and extend the term through June 30, 2026, for on-call watershed support and coordination of services, Countywide. (100% Flood Control District Funds) 25-2509 approved C.15 0. APPROVE and AUTHORIZE the Public Works Director, or designee, to submit one grant application to the United States Department of Transportation for the fiscal year 2024/2025 cycle of the Safe Streets and Roads for All (SSR4A) grant program, for the San Pablo Dam Road Complete Streets Project, El Sobrante area. (80% SS4A Funds and 20% Local Road Funds) 25-2510 approved C.15 1. APPROVE and AUTHORIZE the Public Works Director, or designee, to execute, on behalf of the County, an agreement with the City of 25-2511 Page 32 of 41 BOARD OF SUPERVISORS Meeting Minutes June 24, 2025 Concord to reimburse the City in an amount not to exceed $160,000 for resurfacing a segment of Concord Boulevard within unincorporated Contra Costa County as part of the City’s Residential Pavement Maintenance – Concord Boulevard project, Concord area. (89% City of Concord Funds and 11% Local Road Funds) Attachments:Agreement approved C.15 2. APPROVE the modified striping plans on Cummings Skyway and Crockett Boulevard and AUTHORIZE the Public Works Director’s prior instruction to the Contra Costa County Public Works Maintenance crews on the project, Rodeo and Crockett areas. (No fiscal impact) 25-2512 Attachments:Striping Plan approved C.15 3. APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute, on behalf of the Public Works Director, an amendment to a blanket purchase order for traffic painting materials with Ennis-Flint, Inc, effective June 24, 2025, to extend the term through October 31, 2027, with no change to the payment limit, Countywide. (No fiscal impact) 25-2513 approved C.15 4. APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute, on behalf of the Public Works Director, an amendment to a blanket purchase order for traffic painting materials with International Coatings Company Inc., effective June 24, 2025, to extend the term through October 31, 2027, with no change to the payment limit, Countywide. (No fiscal impact) 25-2514 approved dC.1 55. APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a Funding Agreement between Contra Costa County and the City of Walnut Creek for the design and construction of crosswalk improvements at the intersection of Oak Road and Kingston Place, Contra Costa Centre area. (50% City of Walnut Creek Funds and 50% Local Road Funds) 25-2515 Attachments:Agreement Proposed Imrprovements approved C.15 6. APPROVE and AUTHORIZE the Public Works Director, or designee, to execute an agreement between Contra Costa County and the City of San Pablo for the City to assume responsibility for code enforcement and homeless outreach services on County-owned property located on El Portal Drive. (No fiscal impact) 25-2516 Page 33 of 41 BOARD OF SUPERVISORS Meeting Minutes June 24, 2025 Attachments:250610_Contract_San Pablo_Abatement and Homeless Outreach approved C.15 7. APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute, on behalf of the Public Works Director, a blanket purchase order with VSS International, Inc., in an amount not to exceed $5,000,000, for asphalt emulsion products, for the period of June 24, 2025, through June 23, 2028, Countywide. (100% Local Road Funds) 25-2517 approved C.15 8. APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract with Western Truck Fabrication, Inc . in an amount not to exceed $500,000, to provide truck and vehicle upfitting services, for the period of August 1, 2025 through July 31, 2030, Countywide. (100% Fleet Internal Service Fund) 25-2518 approved C.15 9. APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Public Works Chief Engineer, a purchase order amendment with Downtown Ford, to increase the payment limit by $11,805 to a new payment limit of $236,805 for the purchase of a spray truck for the Flood Control District, Countywide. (100% Flood Control Funds) 25-2519 Attachments:Downtown Ford 2024 Ford F550 Quote approved C.16 0. APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract amendment with Matrix HG, Inc., effective June 1, 2025, to amend the scope of services to allow service agreements, with no change to the payment limit or contract term, for on-call plumbing services at various County sites and facilities, Countywide. (No fiscal impact) 25-2520 approved C.16 1. APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract amendment with TK Elevator Corporation, effective May 31, 2025, to increase the payment limit by $500,000 to a new payment limit of $1,800,000 and extend the term through May 31, 2026, for on-call elevator maintenance services at various County sites and facilities, Countywide. (100% General Fund) 25-2521 approved C.16 2. APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a lease between the County, as lessee, and STG 3220 Blume, LLC, as lessor, for approximately 11,846 square feet of office space for the Probation Department located at 3220 Blume Drive in Richmond, for a 10-year term with two options to renew for a term of three years for 25-2522 Page 34 of 41 BOARD OF SUPERVISORS Meeting Minutes June 24, 2025 each option at an initial annual rent of $355,380, with annual increases thereafter. (100% General Fund) Attachments:3220 Blume Drive Ste 250 Lease - Final approved C.16 3. APPROVE the Contra Costa Regional Medical Center Chiller Replacement Project, and AUTHORIZE the Public Works Director, or designee, to advertise the Project, Martinez area. (100% Hospital Enterprise I Fund) 25-2523 approved C.16 4. APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute, on behalf of the Public Works Director, a purchase order with The Garland Company, Inc., in an amount not to exceed $750,000 for roofing and waterproofing supplies, for the period July 1, 2025 through December 31, 2025, Countywide. (100% General Fund) 25-2524 approved C.16 5. APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute, on behalf of the County, a Participating Addendum with The HON Company, LLC, in an amount not to exceed $3,000,000, for the purchase of furniture, installation, and related services for the period of May 1, 2025 through December 31, 2027, under the terms of the Master Contract awarded by Omnia Partners and the Region 4 Education Service Center, a Texas Public Agency, Countywide. (100% User Departments) 25-2525 Attachments:WebsiteContract_HON_-_Redacted_2.18.25 Final Participating Addendum approved C.16 6. APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute, on behalf of the County, a Participating Addendum with Vactor Manufacturing, LLC, in an amount not to exceed $4,000,000, for the purchase of Sewer Vacuum, Hydro-Excavation, and Municipal Pumping equipment, and related Accessories and Supplies, for use by Public Works Road Maintenance during the period of June 24, 2025 through November 29, 2025, under the terms of the Master Contract awarded by Sourcewell, a State of Minnesota Public Agency, Countywide. (100% Local Road and Flood Control Funds) 25-2526 Attachments:Vactor Contract 101221 Participating Addendum - Vactor (Sourcewell) - FINAL 6 9 25 approved C.16 7. APPROVE the design and bid documents, and AUTHORIZE the Public Works Director, or designee, to advertise the Law Enforcement Training Structure project, 11990 Marsh Creek Road, Clayton. (100% General Fund) 25-2527 Page 35 of 41 BOARD OF SUPERVISORS Meeting Minutes June 24, 2025 approved C.16 8. DECLARE as surplus and AUTHORIZE the Purchasing Agent, or designee, to dispose of fully depreciated vehicles and equipment no longer needed for public use, as recommended by the Public Works Director, Countywide. (No fiscal impact) 25-2528 Attachments:Surplus Vehicles and Equipment approved C.16 9. AWARD and AUTHORIZE the Public Works Director, or designee, to execute a construction contract in the amount of $2,090,191 with Gordon N. Ball Inc. for the Wildcat Canyon Road Slope Failure Repair Project, Orinda area. (24% Local Road Funds, 76% Federal Emergency Relief Funds) (Continued from June 10, 2025) 25-2529 Attachments:Attachment A - Letter to EE Gilbert Construction_Final.pdf Attachment B-WCR Attachment C Attachment D Minerva Bid Protest approved Risk Management C.17 0. APPROVE and AUTHORIZE the Director of Risk Management to execute a contract with BSI America Professional Services, Inc. in an amount not to exceed $2,333,762 to provide on-site environmental health & safety and sustainability consulting support for the period of July 1, 2025, through June 30, 2026. (40% Workers’ Compensation Internal Service Fund, 60% User Departments) 25-2505 approved C.17 1. APPROVE and AUTHORIZE the Director of Risk Management, or designee, to execute a contract amendment with TCS Risk Management Services, LLC to extend the term through September 30, 2025, for continued ergonomic program support, with no increase in the payment limit. (No fiscal impact.) 25-2508 approved C.17 2. APPROVE and AUTHORIZE the Director of Risk Management, or designee, to execute a contract amendment with BSI America Professional Services, Inc. to increase the payment limit by $393,841 to a new total contract payment limit of $5,309,455 for additional occupational safety and health administration support services, with no change to the contract term through June 30, 2025. (40% Workers' Compensation Workers' Compensation Internal Service Fund, 60% User Departments). 25-2506 approved Page 36 of 41 BOARD OF SUPERVISORS Meeting Minutes June 24, 2025 C.17 3. DENY claims filed by Kane Brazeal Nelson; Kameshwari Devi Ralh; Danny Lamont Hamilton; Katie Harrison; Kanai Jackson; Progressive Direct Insurance Co., a subrogee of Donny Kountz; and Jaqueline Rodriquez Zepeda. 25-2507 approved Sheriff C.17 4. APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract with Sarah E. Avedschmidt M.D. in an amount not to exceed $3,000,000 for forensic pathology services, for the period July 1, 2025, through June 30, 2027. (100% General Fund) 25-2567 approved C.17 5. APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract with Forensic Pathology Services, LLC in an amount not to exceed $3,000,000 for forensic pathology services in the Coroner's Division for the period July 1, 2025 through June 30, 2027. (100% General Fund) 25-2568 approved C.17 6. APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract with Joseph Cohen M.D. in an amount not to exceed $3,000,000 for forensic pathology services, for the period July 1, 2025 through June 30, 2027. (100% General Fund) 25-2569 approved C.17 7. APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Sheriff-Coroner, a purchase order with Pitney Bowes, Inc. in an amount not to exceed $10,000, and ACCEPT Terms and Conditions for postal services for the Office of the Sheriff, for the period June 1, 2025 through May 31, 2026. (100% General Fund) 25-2570 approved C.17 8. APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Sheriff-Coroner, a purchase order with Grammarly, Inc., in an amount not to exceed $6,000, and ACCEPT a Customer Business Agreement for grammatical accuracy services for the Investigations Division of the Office of the Sheriff, for the period June 7, 2025 through June 06, 2026. (100% General Fund) 25-2571 approved C.17 9. APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract with Brinks, Inc. in an amount not to exceed $50,000 to provide cash-in-transit services for the Office of the Sheriff detention facilities, for the period February 1, 2025 through January 31, 2026. (100% General Fund) 25-2572 Page 37 of 41 BOARD OF SUPERVISORS Meeting Minutes June 24, 2025 approved C.18 0. APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Sheriff-Coroner, a purchase order with NicheVision Forensics LLC, in an amount not to exceed $60,000, and ACCEPT a Software License Agreement with STRmix Limited, to provide maintenance and updates for the STRmix DNA profile analysis application, for the period January 1, 2024 through July 31, 2026. (100% General Fund) 25-2573 approved C.18 1. APPROVE and AUTHORIZE the Sheriff-Coroner to execute a contract amendment with John Meyers, to increase the payment limit by $50,000 to a new payment limit of $650,000, for helicopter pilot services, with no change in the term ending June 30, 2025. (76% CSA P-6 Zone Funds, 22% State, 2% Agency User Fees) 25-2574 approved C.18 2. APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract amendment with Peace Officers Research Association of California (PORAC) and 911Media, to extend the term of the contract through June 30, 2026, with no change to the payment limit of $27,933 to provide recruiting advertisement opportunities for the Office of the Sheriff. (100% General Fund) 25-2575 approved C.18 3. APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to increase the payment limit under the Master Support Agreement with TriTech Software Systems, a Central Square Company (formerly Tiburon, Inc.) by $354,097, to a new payment limit of $2,792,612, to provide dispatch and records systems support, for the period September 10, 2025 through September 9, 2026. (81% General Fund, 19% Federal) 25-2576 approved C.18 4. APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Sheriff-Coroner, a purchase order with AT&T, Inc., in an amount not to exceed $189,350, for the Palo Alto Networks Firewall software annual renewal, for the period June 1, 2025 through May 31, 2026. (100% General Fund) 25-2577 approved C.18 5. APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Sheriff-Coroner, a purchase order amendment with StarChase to increase the payment limit by $150,000 to a new payment limit of $197,404 and extend the term through December 31, 2028, for the purchase of new Guardian VX GPS Launcher Systems, warranty and annual subscription renewals for the Guardian VX Total 25-2578 Page 38 of 41 BOARD OF SUPERVISORS Meeting Minutes June 24, 2025 GPS Solution Package. (100% General Fund) approved Page 39 of 41 BOARD OF SUPERVISORS Meeting Minutes June 24, 2025 GENERAL INFORMATION The Board meets in all its capacities pursuant to Ordinance Code Section 24-2.402. Any disclosable public records related to an open session item on a regular meeting agenda and distributed by the Clerk of the Board to a majority of the members of the Board of Supervisors less than 96 hours prior to that meeting are available for public inspection at 1025 Escobar Street, First Floor, Martinez, CA 94553, during normal business hours. All matters listed under CONSENT ITEMS are considered by the Board to be routine and will be enacted by one motion. There will be no separate discussion of these items unless requested by a member of the Board before the Board votes on the motion to adopt. Each member of the public will be allowed two minutes to comment on the entire consent agenda . Persons who wish to speak on matters set for PUBLIC HEARINGS will be heard when the Chair calls for public testimony. Each speaker during public testimony will be limited to two minutes. After public testimony, the hearing is closed and the matter is subject to discussion and action by the Board . Comments on matters listed on the agenda or otherwise within the purview of the Board of Supervisors can be submitted to the office of the Clerk of the Board via mail: Board of Supervisors, 1025 Escobar Street, First Floor, Martinez, CA 94553 or to clerkoftheboard@cob.cccounty.us. In the interest of facilitating the business of the Board, the total amount of time that a member of the public may use in addressing the Board on all agenda items is 10 minutes. Time limits for public speakers may be adjusted at the discretion of the Chair . The County will provide reasonable accommodations for persons with disabilities planning to attend Board meetings who contact the Clerk of the Board at least 24 hours before the meeting, at (925) 655-2000. Anyone desiring to submit an inspirational thought nomination for inclusion on the Board Agenda may contact the Office of the County Administrator or Office of the Clerk of the Board, 1025 Escobar Street, Martinez, California. Subscribe to receive to the weekly Board Agenda by calling the Office of the Clerk of the Board, (925) 655-2000 or using the County's on line subscription feature at the County’s Internet Web Page, where agendas and supporting information may also be viewed: www.contracosta.ca.gov DISCLOSURE OF CAMPAIGN CONTRIBUTIONS Pursuant to Government Code section 84308 (the Levine Act), members of the Board of Supervisors are disqualified and not able to participate in any agenda item involving contracts (except for contracts exempt from the Levine Act under Government Code section 84308(a)), franchises, discretionary land use permits and other entitlements, if the Board member received, within the previous 12 months, more than $500 in campaign contributions from the applicant or contractor, an agent of the applicant or contractor, or any financially interested participant who actively supports or opposes the County’s Page 40 of 41 BOARD OF SUPERVISORS Meeting Minutes June 24, 2025 decision on the agenda item. Members of the Board of Supervisors who have received, and applicants, contractors or their agents who have made, campaign contributions totaling more than $500 to a Board member within the previous 12 months are required to disclose that fact for the official record of the subject proceeding. Disclosures must include the amount of the campaign contribution and identify the recipient Board member, and may be made either in writing to the Clerk of the Board of Supervisors before the subject hearing or by verbal disclosure at the time of the hearing . BOARD OF SUPERVISORS STANDING COMMITTEES For more information please visit the Board of Supervisors Standing Committees page here : https://www.contracosta.ca.gov/8633/Board-of-Supervisors-Standing-Committees Airport Committee: September 4, 2025 at 10:00 a.m. Economic Development Committee: August 4, 2025 at 10:30 a.m. Equity Committee: June 30, 2025 at 1:00 p.m. Family and Human Services Committee: July 14, 2025 at 10:30 a.m. Finance Committee: July 7, 2025 at 9:30 a.m. Head Start Advisory Committee: July 21, 2025 at 9:00 a.m. Internal Operations Committee: July 28, 2025 at 10:30 a.m. Legislation Committee: July 28, 2025 at 1:30 p.m. Los Medanos Healthcare Operations Committee: June 30, 2025 at 3:30 p.m. Public Protection Committee: June 16th canceled; July 21, 2025 at 1:30 p.m. Resilient Shoreline Committee: July 14, 2025 at 9:00 a.m. Sustainability Committee: July 14, 2025 1:00 p.m. Transportation, Water and Infrastructure Committee : July 28, 2025 at 1:00 p.m. AGENDA DEADLINE: Thursday, 12 noon, 12 days before the Tuesday Board meetings. Glossary of Acronyms, Abbreviations, and other Terms Contra Costa County has a policy of making limited use of acronyms, abbreviations, and industry-specific language in its Board of Supervisors meetings and written materials. For a list of commonly used language that may appear in oral presentations and written materials associated with Board meetings, please visit https://www.contracosta.ca.gov/8464/Glossary-of-Agenda-Acronyms. Page 41 of 41 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2025- 225 Name: Status:Type:Discussion and Resolution Passed File created:In control:4/10/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:HEARING to consider adoption of Resolution No. 2025-225, to adjust regulatory fees charged by the Health Services Department, Environmental Health Division, effective June 24, 2025. (Kristian Lucas, Environmental Health Services Director) Attachments:1. Attachment 1_EHD Apportionment Report, 2. Attachment 2_NBS_CCH EHD_Fee Study_6.6.25, 3. Attachment A_EHD Fee Schedule_FINAL_6.24.25, 4. Attachment 3_Resolution_EH Fee Updates, 5. Notice of Hearing - Environmental Health Fees_05.20.pdf, 6. FINAL_Board of Supervisors Presentation_6.24.25, 7. Final Fee Schedule, 8. Resolution No. 2025-225 Action ByDate Action ResultVer.Tally adopted as amendedBOARD OF SUPERVISORS6/24/2025 1 To: Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Hearing to Consider Adoption of Revised Fees for the Contra Costa County Health Services Department, Environmental Health Division ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: 1.RECEIVE staff presentation regarding the adjustment of regulatory fees charged by the Contra Costa County Health Services Department, Environmental Health Division (“EH Division”); 2.OPEN a public hearing on the proposed Resolution, which would adjust regulatory fees charged by the EH Division, effective June 24, 2025; RECEIVE and CONSIDER all oral and written testimony, public comments, and any objections to the Resolution; and CLOSE the hearing; 3.CONSIDER staff’s presentation, all testimony, public comments, objections, the attached “Staff Report on the Determination and Apportionment of Certain Environmental Health Division Fees,” dated June 24, 2025, (Attachment 1), the NBS “Contra Costa County Health Services, Environmental Health Division Fee Study,” dated June 6, 2025, (Attachment 2), and all other testimony and materials presented to the Board prior to the close of the public hearing; 4.ADOPT the Resolution adjusting regulatory fees charged by the EH Division set forth in Attachment A to the Resolution, effective June 24, 2025; and 5.DIRECT the Interim Health Services Director, or designee, to reduce permit fees required to be paid by farmer’s markets to those fee amounts in effect as of June 23, 2025, not to exceed $50,000 in any fiscal CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 7 powered by Legistar™ File #:RES 2025-225,Version:1 year and subject to funding availability in that fiscal year, in consideration for the farmer’s markets’ agreement to allow the Contra Costa Health Plan to perform marketing activities at the farmer’s markets during the term of the permit. FISCAL IMPACT: Revenue from the adjusted Environmental Health Division Fees will recover the division’s reasonable costs to administer its various regulatory programs, including staff costs and overhead expenses connected with those programs. There will be no impact to the General Fund. BACKGROUND: The Environmental Health Division (“EH Division”) of the Health Services Department administers various regulatory programs including but not limited to the Body Art & Permanent Cosmetics, Land Use, Medical Waste Management, Recreational Health, Retail Food, Small Water Systems, and Solid Waste Management programs. Most activities of the EH Division are funded through regulatory permit and penalty fees. The “Staff Report on the Determination and Apportionment of Certain Environmental Health Division Fees,” dated June 24, 2025 ("Apportionment Report"), attached as Attachment 1, describes various EH Division programs, legal authorities for and standards applicable to the apportionment of the EH Division Fees, whereas the process used to set the regulatory fee amounts and the manner of apportionment was primarily conducted by NBS with oversight and data provided by the EH Division. This collaboration resulted in the NBS “Contra Costa County Health Services, Environmental Health Division Fee Study,” dated June 6, 2025, (“Fee Study”) attached as Attachment 2. The Resolution to adjust EH Division fees as set forth in the Fee Schedule attached thereto as Attachment A. Health Safety Code Section 101325, Contra Costa County Ordinance Code section 413-3.204, and other applicable laws, regulations, and ordinances, authorize the County to adopt fees to recover the EH Division’s reasonable costs to perform its regulatory activities. The Division’s operations and expenses connected with its regulatory activities are financed almost entirely by revenues from fees imposed by the EH Division. Fees charged by the EH Division were last reviewed and adopted by the Board of Supervisors in Resolution No. 2019/521. Since that time, the EH Division’s costs to administer its various regulatory programs have increased. These increased costs include increases in personnel and overhead costs, as well as other expenses. Therefore, revenues from current fees are insufficient to recover the EH Division’s reasonable costs to administer its regulatory programs. The purpose of the Fee Study and Apportionment Report is to ensure that fees charged by the EH Division are calculated to recover the reasonable costs of the Division’s regulatory activities for issuing licenses and permits, performing investigations, inspections, and audits connected with the Division’s regulatory programs; and to ensure that the manner in which the EH Division’s costs are allocated to each fee payor bears a fair and reasonable relationship to each payor’s burdens on, or benefits received from, the EH Division’s regulatory activities. The main component of each regulatory permit fee set forth in the Fee Study is based on the time associated with administering each regulated activity and the anticipated frequency of activities. The regulatory fees also recover administrative and overhead expenses connected with the regulatory activities. The Fee Schedules attached as Attachment A to the Resolution include a variety of miscellaneous service fees including, but not limited to, change of ownership and reinspection fees charged by the hour with a one hour minimum for various services that the EHD provides to regulated businesses. All fees are based on a fully burdened hourly rate of $376 as determined by NBS using methodology outlined in the Fee Study. The Fee Study determined that, while certain fees charged by the EH Division will need to increase to satisfy the above requirements, other fees charged by the EH Division will decrease. Additionally, minor modifications CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 7 powered by Legistar™ File #:RES 2025-225,Version:1 are being made to how fees are calculated in certain programs, including but not limited to the Certified Farmers Markets, Temporary Food Events, Mobile Food Facilities, and Schools programs. At this time, staff is not recommending any changes to the Solid Waste Tonnage Fees. As explained more fully in the Fee Study and Apportionment Report, EH Division staff have determined that the fees in the Fee Schedules (1) are calculated to recover the reasonable regulatory costs to the County for issuing licenses and permits, performing investigations, inspections, and audits connected with those regulatory activities performed by the EH Division, (2) are no more than necessary to recover the reasonable costs of EH Division’s regulatory activities, and (3) the manner in which those costs are allocated to payors of the fees bears a fair and reasonable relationship to each payor’s burdens on, and benefits received from, the EH Division’s regulatory activities. In exchange for providing Contra Costa Health Plan (CCHP) with a designated booth space at each farmer’s market event, the EH Division will waive the permit fee increases associated with the farmer’s market permits, including both Certified Agricultural vendors and non-agricultural vendors. This essentially means that farmer’s markets allowing advertising by CCHP will not see any increase in their current fees. An amount not to exceed $50,000 has been allocated annually to fund these fee waivers for the following permit types: Cert-Ag. Vendor- Farmers Market (w/agreement), and Non-Ag. Vendor-Farmers Market (w/agreement). These waived fee increases are reflected in the “Reduced Fees w/Agreement” column in the table below. If the total value of requested fee waivers exceeds the allocated amount, the EH Division will seek authorization to increase the annual allocation, to the extent funding is available. The fee waiver agreement will be incorporated into the permit application process and will serve as a formal agreement between the market operator and CCHP to provide booth space for marketing activities during the permit term in exchange for the fee credit. Markets that do not agree to the waiver conditions will be charged the full permit fee, as shown in the Fee Schedule recommended for adoption (Attachment A). Permit Type Unit Capacity Current Fees Attachment A Proposed Fees Reduced Fees w/Agreement Temporary Food - Certified Farmers Markets Cert-Ag. Vendor-Farmers Market (w/agreement) per booth 1 - 25 $597 $772 $597 Cert-Ag. Vendor-Farmers Market (w/agreement) per booth 26 - 45 $796 $1,054 $796 Cert-Ag. Vendor-Farmers Market (w/agreement) per booth 46+$995 $1,223 $995 Non-Ag. Food Vendor - Farmers Market (w/agreement) per booth 1 - 5 $478 $547 $478 Non-Ag. Food Vendor - Farmers Market (w/agreement) per booth 6 - 10 $600 $773 $600 Non-Ag. Food Vendor - Farmers Market (w/agreement) per booth 11+$839 $961 $839 CCHP proposes to establish a regular presence at local farmer’s markets throughout Contra Costa County as a way to increase community engagement, promotion health education, and strengthen partnership with Contra Costa Health and other local stakeholders. By participating in farmer’s markets, CCHP hopes to: CONTRA COSTA COUNTY Printed on 8/26/2025Page 3 of 7 powered by Legistar™ File #:RES 2025-225,Version:1 ·Provide health education and preventative care information to members and the public ·Offer basic health screenings and wellness resources ·Support resource navigation and connect individuals to services ·Enhance CCHP’s visibility and reputation within the community ·Foster direct, face-to-face engagement with members in a welcoming environment This initiative aligns with CCHP’s mission to support the health and well-being of our community and creates new opportunities for meaningful, grassroots outreach. In the unlikely event that funding no longer remains available in a future fiscal year, full fee amounts would be charged to all applicants, and staff would advise applicants that a fee credit is not available in that fiscal year. EH Division staff recommend that the Board adopt the Resolution to adopt the Fee Schedules, effective June 24, 2025. CONSEQUENCE OF NEGATIVE ACTION: If the Environmental Health Division’s current fee schedule remains in place, regulated businesses, collectively, will pay less than what is required to administer the division’s regulatory programs, resulting in a net financial loss for the division. Consequently, the division would not recover its reasonable costs of administering its regulatory programs. The division also would not recover fees for new programs the division administers. CONTRA COSTA COUNTY Printed on 8/26/2025Page 4 of 7 powered by Legistar™ File #:RES 2025-225,Version:1 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board IN THE MATTER OF ESTABLISHING AND ADJUSTING FEES CHARGED BY THE ENVIRONMENTAL HEALTH DIVISION OF THE CONTRA COSTA HEALTH SERVICES DEPARTMENT The Contra Costa County Board of Supervisors FINDS, as follows: A.Health Safety Code section 101325, Contra Costa County Ordinance Code section 413-3.204, and other applicable laws, regulations, and ordinances, authorize the County to adopt fees to recover the Health Service Department, Environmental Health Division’s (“EH Division”) costs to administer its regulatory programs and activities. B.Fees charged by the EH Division are intended to recover the reasonable regulatory costs to the County for issuing licenses and permits, performing investigations, inspections, and audits connected with regulatory programs administered by the EH Division. The amounts of the EH Division’s fees are calculated to be no more than necessary to cover the reasonable costs of the EH Division’s regulatory activities, and the manner in which those costs are allocated to each fee payor bears a fair and reasonable relationship to each payor’s burdens on, or benefits received from, the EH Division’s regulatory activities. (Cal. Const., art. XIII C, § 1(e).) C.The EH Division’s operations and expenses connected with its regulatory activities are financed almost entirely by revenues from fees imposed by the EH Division. Fees charged by the EH Division were last reviewed and adopted by the Board of Supervisors in Resolution No. 2019/521. Since that time, the EH Division’s costs to administer its various regulatory programs have increased. These increased costs include increases in personnel and overhead costs, as well as other expenses. Therefore, revenues from current fees are insufficient to recover the EH Division’s reasonable costs to administer its regulatory programs. The fees need to be adjusted to ensure that they continue to bear a fair and reasonable relationship to the fee payors’ burdens on or benefits from the regulatory programs administered by the EH Division, and to ensure the EH Division charges fees that recover the reasonable costs of administering the EH Division’s regulatory programs. D.In 2021, the Division contracted with independent financial consulting firm, NBS, to conduct a review of time accounting data to develop fees that are based on a fully-burdened hourly rates aligned with the Division’s regulatory activities, as more particularly described in the NBS Fee Study, dated June 6, 2025 (“Fee Study”) and the “Staff Report on the Determination and Apportionment of Certain Environmental CONTRA COSTA COUNTY Printed on 8/26/2025Page 5 of 7 powered by Legistar™ File #:RES 2025-225,Version:1 Health Division Fees,” dated June 24, 2025 (“Apportionment Report”), both of which are attached to the Staff Report in support of this Resolution. The Fee Study and Apportionment Report determined that certain regulatory fees for programs require adjustment to ensure the EH Division’s fees continue to bear a fair and reasonable relationship between the fee payors’ burdens on or benefits from the regulatory activities for which the fees are charged, and also to ensure the EH Division is able to recover its reasonable costs of performing its regulatory activities. E.In addition to adjusting current fee categories, new fee categories have been added to fund the EH Division’s existing Recreational Health, Mobile Food Facility, School, and Temporary Food Facility programs. Fees for these new fee categories were calculated to ensure they recover the reasonable regulatory costs of these programs, and to ensure the fees bear a fair and reasonable relationship to each payor’s burdens on, or benefits received from, these regulatory programs. F.Based on the Fee Study and Apportionment Report, the Health Services Department, Environmental Health Division recommends that the Board of Supervisors adopt the fee tables attached as Attachment A to this resolution (“Fee Schedule”) and incorporated herein, to establish fees to be charged for the EH Division’s regulatory activities. The fees set forth in the Fee Schedule are calculated to recover the reasonable regulatory costs to the County for issuing licenses and permits, performing investigations, inspections, and audits connected with those regulatory activities performed by the EH Division. Additionally, based on the Fee Study and Apportionment Report, the fees set forth in the Fee Schedule are no more than necessary to recover the reasonable costs of EH Division’s activities, and the manner in which those costs are allocated to payors of the fees bears a fair and reasonable relationship to each payor’s burdens on, or benefits received from, the EH Division’s activities. G.Because this is the first EH Division fee update in nearly six years, EH Division staff performed outreach activities, including providing a 60-day public comment period and holding a public workshop, to educate fee payors, and to receive comments on the proposed fee update. H.In accordance with Government Code section 66018, the EH Division caused a hearing notice to be published twice in the Contra Costa Times, on June 13, 2025, and June 20, 2025, to give notice of the June 24, 2025 hearing on the adoption of the Fee Schedule. I.On June 24, 2025, the Board of Supervisors held a noticed public hearing on the EH Division’s proposed fee update. The Board has considered all comments, testimony, and objections submitted verbally or in writing before the close of the public hearing. The Board of Supervisors has considered the Fee Study, the Apportionment Report, the Fee Schedule, the Staff Report, staff presentation, public comments and testimony, any objections to the fees, and all other information and materials presented to the Board before the close of the public hearing. NOW, THEREFORE, the Board of Supervisors of Contra Costa County hereby RESOLVES, as follows: 1.The Board FINDS that the fees set forth in the Fee Schedule, attached hereto as Attachment A, (a) are calculated to recover the reasonable regulatory costs to the EH Division for issuing licenses and permits, performing investigations, inspections, and audits in connection with the regulatory programs administered by the Division, and (b) each of the fees bears a fair and reasonable relationship to each payor’s burdens on and benefits from the regulatory programs administered by the EH Division. The Board further FINDS that the fees will recover the EH Division’s reasonable costs to administer its CONTRA COSTA COUNTY Printed on 8/26/2025Page 6 of 7 powered by Legistar™ File #:RES 2025-225,Version:1 regulatory programs. 2.The Board ADOPTS the Fee Schedule, attached hereto as Attachment A, as the Fee Schedule for the EH Division. The Fee Schedule attached hereto as Attachment A shall be effective as of June 24, 2025. 3.Authorize the Health Services Director, or designee, to collect delinquent accounts, including penalties and the County’s administrative, legal, and collection costs, in accordance with Ordinance Code section 413-3.1206, and any other applicable ordinances and laws. 4.Direct the Health Services Director, or designee, to reduce permit fees required to be paid by farmer’s markets to those fee amounts in effect as of June 23, 2025, not to exceed $50,000 in any fiscal year and subject to funding availability in that fiscal year, in consideration for the farmer’s markets’ agreement to allow the Contra Costa Health Plan to perform marketing activities at the farmer’s markets during the term of the permit. 5.This Resolution is effective immediately upon its adoption on June 24, 2025. This Resolution supersedes and replaces Resolution No. 2019/521 in its entirety. CONTRA COSTA COUNTY Printed on 8/26/2025Page 7 of 7 powered by Legistar™ Staff Report on the Determination and Apportionment of Certain Environmental Health Division Fees Community Health & Safety Branch Environmental Health Division Date: June 24, 2025 2 TABLE OF CONTENTS TABLE OF CONTENTS.................................................................................................................................. 2 INTRODUCTION ............................................................................................................................................................. 3 GENERAL OVERVIEW .................................................................................................................................................. 3 ENVIRONMENTAL HEALTH MANDATES AND FEE AUTHORITY ....................................................................... 5 A. FOOD PROGRAM ............................................................................................................................................. 5 i. FOOD FACILITY OPERATIONS ....................................................................................................... 6 ii. FOOD FACILITY PLAN REVIEW AND CONSTRUCTION............................................................ 6 iii. COTTAGE FOOD OPERATIONS ...................................................................................................... 6 iv. MICROENTERPRISE HOME KITCHEN OPERATIONS ................................................................. 7 B. RECREATIONAL HEALTH PROGRAM ......................................................................................................... 7 i. LAKES AND BEACHES ..................................................................................................................... 8 ii. PUBLIC SWIMMING POOLS/SPAS .................................................................................................. 8 iii. PUBLIC POOL PLAN CHECKS AND CONSTRUCTION ................................................................ 8 C. HOUSING AND INSTITUTIONS PROGRAM ................................................................................................ 9 i. JAILS/DETENTION FACILITIES ...................................................................................................... 9 ii. ORGANIZED CAMPS ......................................................................................................................... 9 D. PROGRAMS RELATED TO MEDICAL PROCEDURES .............................................................................. 10 i. BODY ART ........................................................................................................................................ 10 ii. MEDICAL WASTE ............................................................................................................................ 10 E. LAND USE PROGRAM................................................................................................................................... 11 i. LAND DEVELOPMENT PROJECT REVIEW ................................................................................. 11 ii. PUBLIC WATER SYSTEMS ............................................................................................................ 11 iii. WELL CONSTRUCTION/ABANDONMENT .................................................................................. 13 iv. LIQUID WASTE ................................................................................................................................ 13 F. SOLID WASTE PROGRAM ............................................................................................................................ 14 i. STATE-AUTHORIZED SOLID WASTE FACILITIES/OPERATIONS .......................................... 14 ii. LOCAL SOLID WASTE REQUIREMENTS .................................................................................... 14 G. CANNABIS ...................................................................................................................................................... 15 METHODOLOGY USED TO DEVELOP EH FEES ..................................................................................................... 17 A. LEGAL STANDARDS ..................................................................................................................................... 16 B. FEE STUDY ..................................................................................................................................................... 16 C. FEE APPORTIONMENT ................................................................................................................................. 16 CONCLUSION ............................................................................................................................................................... 19 3 INTRODUCTION This document addresses proposed fees to fund the Environmental Health Division (“Environmental Health” or “EH”) of the Contra Costa County Health Services Department in 2025 and beyond. The first part of this document is an overview of laws that authorize Environmental Health to conduct specified activities and collect fees to fund those activities. The second part discusses the data and methodology used to set the adjusted fees. In July 2019, the Board of Supervisors approved Resolution No. 2019/521 adjusting fees that fund the majority of EH programs. An increase in the largest expenditure for EH (i.e., salary and benefits costs) primarily due to union negotiated raises (due to existing contracts in effect from 2022 through 2026) for a total of 39 EH Specialists, 4 EH Investigators, and 19 administrative support personnel now necessitate another adjustment of the fees. GENERAL OVERVIEW Environmental Health comprises a wide variety of programs designed to protect and promote the health of the people of Contra Costa County by regulating food, drinking water, sewage disposal, solid waste handling and other matters. Legal authority to operate these programs is derived from the Health and Safety Code, Government Code, Public Resources Code, Water Code and California Code of Regulations and the police power under the California Constitution. Section 101030 of the Health and Safety Code requires the county health officer to enforce and observe , in the unincorporated territory of his county, all of the following: a) Orders and ordinances of the board of supervisors, pertaining to the public health and sanitary matters. b) Orders, including quarantine and other regulations, prescribed by the State Department of Health Services. c) Statutes relating to public health. Authority for the county health officer to provide health services within incorporated areas is found in Section 101375 of the Health and Safety Code, which provides that when the governing body of a city in the county consents by resolution or ordinance, the county health officer shall enforce and observe in the city all of the following: a) Orders and quarantine regulations prescribed by the State Department of Health Services and other regulations issued under the provisions of Health and Safety Code. b) Statutes relating to the public health. Eighteen cities and towns in Contra Costa County have affirmed by resolution to have the county health officer perform these services. Additionally, state regulations require local health departments to offer certain basic services in order to qualify for specified state funding, including the following environmental health and sanitation services and programs: • Food. • Housing and institutions. • Radiological health in local jurisdictions contracting with the State Department of Health Services to enforce the Radiation Control Law pursuant to Sections 25600-25654 and Sections 25800-25876 of the Health and Safety Code. • Milk and dairy products in local jurisdictions maintaining and approved milk inspection service pursuant to Section 32503 of the Food and Agriculture Code. • Water oriented recreation. 4 • Safety. • Vector control. • Waste management. • Water supply. • Air sanitation. • Additional environmentally related services and programs as required by the County Board of Supervisors, City Council, or Health District Board. • And may include land development and use.1 Environmental Health carries out some but not all of these services and programs. There are no commercial dairies in the county; thus, there is no milk and dairy program here. As allowed by state law, all 19 cities have opted to oversee the housing code in their jurisdictions. In the unincorporated area, the Department of Conservation and Development (DCD) carries out most housing oversight. A separate vector control district was established by the County to carry out vector control. Air quality is regulated by the Bay Area Air Quality Management District. In Contra Costa County, the state retains responsibility for radiation programs. In addition to carrying out health officer duties, Environmental Health is the state-certified solid waste local enforcement agency (LEA)2 and in that capacity provides oversight of solid waste activities. LEA functions are part of the EH Solid Waste Program. Staff assigned to the Solid Waste Program also perform duties concerning waste tires and stormwater. The waste tire program is state-funded, and the stormwater program is funded via a interagency services agreement with the Contra Costa County Public Works Department. The LEA solid waste activities are funded in part by tonnage fees applied to solid waste that is generated within the County. Environmental Health also regulates medical waste disposal, body art facilities, cottage food operations in accordance with state laws, commercial cannabis, edible food recovery, and administers various local programs, including the non-franchise solid waste hauler program, and pharmaceutical take-back program. 1 Cal. Code Regs., tit. 17, §§ 1275 & 1276., subd. (e). 2 Correspondence from Myron H. “Skip” Amerine, REHS, Permitting, California Integrated Waste Management Board to Charles Nicholson, Contra Costa County. Dated July 27, 1992. Subject: Issuance of Certification(s) to and Approval of the Designation for the Contra Costa County Health Services Department, Division of Environmental Health as the Local Enforcement Agency for the Jurisdiction of Contra Costa County. 5 ENVIRONMENTAL HEALTH MANDATES AND FEE AUTHORITY Health Safety Code Section 101325 provides the following general fee authority: Whenever the governing body of any city or county determines that the expenses of the local health officer or other officers or employees in the enforcement of any statute, order, quarantine, or regulation prescribed by a state officer or department relating to public health, requires or authorizes its health officer or other officers or employees to perform specified acts that are not met by fees prescribed by the state, the governing body may adopt an ordinance or resolution prescribing fees to pay the reasonable expenses of the health officer or other officers or employees incurred in the enforcement, and may authorize a direct assessment against the real property in cases where the real property is owned by the operator of a business and the property is the subject of the enforcement. The schedule of fees prescribed by ordinance or resolution shall be applicable in the area in which the local health officer or other officers or employees enforce any statue, order, quarantine, or regulation prescribed by a state officer or department relating to public health. The Board of Supervisors has made the determination set forth in the above statute. This means that when the health officer is required or authorized to enforce state requirements, and fees set by statute are not sufficient to fund those efforts, the Board of Supervisors is authorized to prescribe fees to cover the reasonable costs incurred in doing so. Contra Costa County Ordinance Code section 413-3.204 provides that fees prescribed in the Ordinance Code “will help pay the health officer’s reasonable ex penses incurred in such enforcement.” A prerequisite to the imposition of fees under Health and Safety Code section 101325 is either a state mandate or state authorization for Environmental Health to perform the services and provide the programs that are to be funded by fees. Fees that are not imposed under that statute must be authorized by either a different statute or by the Board of Supervisors. EH staff carries out activities that generally include: • Review construction plans and other documents. • Conduct inspections of permitted activities and construction. • Pursue corrective and enforcement action when out of compliance activities are observed or confirmed. • Develop departmental policies and guidelines and update existing policy memoranda as necessary. • Analyze proposed legislation and regulations as part of coordinated local jurisdiction effort. • Investigate all complaints, identify appropriate action or refer to appropriate agency, and follow up with complainant describing steps taken. • Respond to inquiries from clients, Board of Supervisors and their staff, other agencies and stakeholders in a timely manner, usually within one day. • Conduct outreach and education activities to decrease the need for enforcement and promote environmental health responsibilities. • Prepare for and respond to emergency incidents and provide for public and environmental protection and public safety. A review of the EH programs that the proposed fees will fund follows. A. FOOD PROGRAM The Food Program consists of three elements: (1) Food facility operations; (2) food facility plan review and construction; (3) cottage food operations; and (4) microenterprise home kitchen operations. Fee adjustments are proposed in all elements. 6 i. FOOD FACILITY OPERATIONS Food facilities in Contra Costa County are required to obtain an operating permit from Environmental Health.3 Food facilities include food establishments, vending machine businesses, taverns, cocktail lounges, bars, snack bars, commissaries, cart commissaries, food catering, special events food booths, school cafeterias, itinerant food facilities, retail food markets, roadside food stands, food salvagers, retail food vehicles, mobile food preparation units, bakeries, incidental retail food markets, and certified farmers’ market.4 Environmental Health issued operating permits to more than 4,700 fixed food facilities and 490 mobile food facilities in 2024. In addition to routine inspections of food facilities, Environmental Health has authority to impound food, equipment, or utensils that are found to be, or suspected of being unsanitary or in such disrepair that food, equipment, or utensils may become contaminated or adulterated, and inspect, impound, or inspect and impound any utensil that is suspected of releasing lead or cadmium in violation of Section 108860.5 ii. FOOD FACILITY PLAN REVIEW AND CONSTRUCTION Food facilities that are built or remodeled may not be placed in operation without first receiving a permit to operate, which is issued by Environmental Health upon the satisfactory completion of construction.6 State law establishes construction standards and plan submittal and review requirements applicable to food facilities. The law requires the local health agency to review the plans for new and remodeled food facilities within 20 working days after receipt.7 The goal in Environmental Health is to complete food facility plan reviews and either approved or rejected plans within 15 working days. Staff assigned to this element also evaluates cooking equipment as to the need for and type of mechanical ventilation to be provided8 and the acceptability of new types of food equipment to be used for use in restricted food service facilities.9 iii. COTTAGE FOOD OPERATIONS Cottage food operations are enterprises that involve the preparation or packaging of specified foods in private residences and have gross annual sales that do not exceed statutory maximums. A Class A cottage food operation may engage only in direct sales to consumers, while Class B operations may engage in either direct sales to consumers or indirect sales through third party retailers.10 All cottage food facilities must comply with requirements pertaining to sanitation and food labeling and workers must receive regular food processing training.11 3 Health & Saf. Code, § 114381. 4 CCC Ord. Code, § 413-3.604. 5 Health & Saf. Code, § 114393. 6 Health & Saf. Code, § 114380. 7 Health & Saf. Code, § 114380, subd. (e). 8 Health & Saf. Code, § 114149.1, subd. (c). 9 Health & Saf. Code, § 114130, subd. (c). 10 Health & Saf. Code, § 113758. 11 Health & Saf. Code, § 114365.2. 7 A Class A cottage food operation must be registered with the local enforcement agency, but is not subject to initial or routine inspections.12 Inspections may be made only if a consumer complaint has been made.13 If an inspection is made and a Class A cottage food operation is found to be in violation, the local enforcement agency has authority to seek recovery from the operation of an amount that does not exceed the agency’s reasonable inspection costs.14 Environmental Health is the local enforcement agency as to cottage food operations in its jurisdiction. A Class B cottage food operation must obtain a permit from the local enforcement agency and is subject to a yearly inspection.15 In 2024, approximately 54 Class A and 51 Class B cottage food operations were permitted by EH. iv. MICROENTERPRISE HOME KITCHEN OPERATIONS Microenterprise Home Kitchen Operations (MEHKO) entail the preparation and sale of food from a private residence16, subject to weekly meal17 and gross annual sales18 limitations prescribed by state law. These facilities are required to adhere to food sanitation regulations, obtain food training certifications19, and secure permits20 to operate from the local enforcement agency. Environmental Health serves as the local enforcement agency for both the incorporated and unincorporated areas of the county21. EH permitted 28 MEHKOs in 2024. A MEHKO is subject to annual permitting22 and routine23 inspections. Additional inspections may be warranted in response to consumer complaints or exigent circumstances requiring an emergency inspection24. If the food operation is found to be in violation, the local enforcement agency has authority to seek recovery from the operation of an amount that does not exceed the agency’s reasonable inspection costs25. Under state law, the local enforcement agency reviews the facility’s standard operating procedures to evaluate whether it adheres to state law and is followed26. A local enforcement agency may establish reasonable regulatory fees for issuing permits27 in an amount that does not exceed, but is sufficient to cover, the costs of administration of the program. B. RECREATIONAL HEALTH PROGRAM The Recreational Health Program consists of three elements: (1) Lakes and beaches; (2) public swimming pools/spas; and (3) public pool plan checks and construction. 12 Health & Saf. Code, § 114365, subds. (a)(1)(A), (a)(1)(C)(i). 13 Health & Saf. Code, § 114365, subd. (a)(1)(C)(ii)). 14 Health & Saf. Code, § 114365, subd. (a)(1)(C)(iv). 15 Health & Saf. Code, § 114365, subd. (a)(2)(B)(i)-(ii). 16 Health & Saf. Code § 113825. 17 Health & Saf. Code § 113825 (7); 114368.3 (a) (6). 18 Health & Saf. Code § 113825 (8); 114368.3 (a) (6). 19 Health & Saf. Code § 114367.1 (d), (e); 113947.1; 113948. 20 Health & Saf. Code § 114367.2 (a). 21 CCC Ord. Code § 413-3.20. 22 Health & Saf. Code § 114367.2 (d) (1). 23 Health & Saf. Code § 114367.3 (1). 24 Health & Saf. Code § 114367.3 (2)-(3). 25 Health & Saf. Code § 114367.3 (c). 26 Health & Saf. Code § 114367.2 (c) (1)-(5). 27 Health & Saf. Code § 114367.2, subd. (i). 8 i. LAKES AND BEACHES The purpose of this program element is to enforce sanitation standards at public beaches as defined in Health and Safety Code section 115875, subdivision (a). The health officer is charged with testing the waters adjacent to, and coordination the testing of, all public beaches within his or her jurisdiction.28 This can be done by utilizing test results from other parties conducting microbiological contamination testing of these waters.29 EH staff, which have been delegated the health officer’s duties regarding public beaches, fulfills this duty by reviewing bacteriological sampling results. The health officer is also required to, at a minimum, post a beach with warning signs to inform the public when the beach fails to meet the bacteriological standards.30 Other duties include inspecting the beaches for compliance with state sanitation standards pertaining to certain bacteria and other microbiological indicators, investigating complaints of violations of those standards, informing the agency responsible for the operation and maintenance of the beach whenever a beach is posted, closed or otherwise restricted, establishing a telephone hotline to inform the public of beaches currently closed, posted or otherwise restricted, reporting violation to the district attorney or city attorney, as applicable, testing waters adjacent to the beach in the event of a known untreated sewage release, and closing recreational waters adjacent to a beach in the event of an untreated sewage release that reaches those waters.31 EH staff also reviews plans and specifications for the construction, reconstruction or alteration of public beach sanitation facilities.32 ii. PUBLIC SWIMMING POOLS/SPAS Persons operating or maintaining a public swimming pool33 must do so in a sanitary, healthful and safe manner.34 The health officer is authorized to inspect the sanitary condition of public swimming pools35 and a condition at a public swimming pool that constitutes a nuisance may be abated or enjoined.36 An environmental health permit is required to operate public swimming pools, including spas.37 In 2024, Environmental Health issued approximately 1,600 permits for public swimming pools and spas in Contra Costa County. The Ordinance Code requires payment of a fee for an annual operating permit.38 iii. PUBLIC POOL PLAN REVIEW AND CONSTRUCTION New public pools may not be placed in operation without first receiving a permit to operate. Operating permits for new, reconstructed or altered pools are issued by Environmental Health upon the satisfactory completion of constructions. The health officer is authorized to enforce building standards applicable to public swimming pools.39 The purpose of this element is to enforce state laws and regulations pertaining to the design, construction and inspection of new pools. Title 24 of the California Code of Regulations establishes the standards for design 28 Health & Saf. Code, § 115880, subd. (e). 29 Health & Saf. Code, § 115880, subd. (f) 30 Health & Saf. Code, § 115915, subd. (a). 31 Health & Saf. Code, § 115885, subd. (a)(1)-(7). 32 Cal. Code Regs., tit. 17, § 7980. 33 Public swimming pools include any public swimming pools, bathhouse, public swimming and bathing place and all related appurtenances. (Health & Saf. Code, § 116025.) 34 Health & Saf. Code, § 116040. 35 Health & Saf. Code, § 116055. 36 Health & Saf. Code, § 116063. 37 CCC Ord. Code, § 413-3.604. 38 CCC Ord. Code, § 413-3.802. 39 Health & Saf. Code, § 116053. 9 of construction, reconstruction or alternation of swimming pools in compliance with plans approved by the “enforcing agent”40 which is either the health officer or environmental health director or their designated representatives.41 The regulations authorize inspections to be scheduled and conducted by the enforcing agent at three phases of construction.42 A pool may not be opened to the public without written approval by the enforcing agent.43 C. HOUSING AND INSTITUTIONS PROGRAM The Housing and Institutions Program consists of two elements: (1) Jail/detention facilities and (2) organized camps. i. JAILS/DETENTION FACILITIES The county health officer is required to inspect health and sanitary conditions in every county jail and every other publicly operated detention facility in the county at least annually.44 Deficiencies are reported to the responsible city/county officials and to the State Board of Corrections. Under this statute, EH staff inspects nine city detention facilities, four Superior Court temporary holding facilities, three adult detention facilities, and two juvenile detention facilities. ii. ORGANIZED CAMPS The local health officer is required to enforce building standards relating to organized camps.45 An organized camp is “a site with program and facilities established for the primary purposes of providing an outdoor group living experience with social, spiritual, educational, or recreational objectives, for five days or more during one or more seasons of the year.”46 State regulations require organized camps to be free or protected from hazards such as large numbers of insects and venomous snakes and uncontrolled poison oak.47 Organized camps must have an adequate and dependable supply of potable water, handwashing facilities adjacent to flush toilets, showers when campers are present three or more consecutive days and nights, and toilets.48 Housing must be kept in good repair and maintained in a safe and sanitary condition.49 Food facilities must comply with the California Retail Food Code50 and swimming facilities must be designed and constructed in accordance with specified requirements.51 Under state regulations, the site operator of an organized camp must submit various written notices to the health officer. Camps that operate year-round must submit an initial notice of operation. Other camps must submit a notice of intention to operate at least 30 days prior to the operation of any camp in any calendar year.52 Written notices must also be sent to the health officer prior to construction of a new camp, major expansion or changes in ownership, operation or dates of occupancy.53 Annually and upon change of 40 Cal. Code Regs., tit. 24, § 3103B.1. 41 Cal. Code Regs., tit. 22, 65501, subd. (d). 42 Cal. Code Regs., tit. 24, § 3105B. 43 Cal. Code Regs., tit. 22, § 65511; Cal. Code Regs., tit. 24, § 3105B. 44 Health & Saf. Code, § 101045. 45 Health & Saf. Code, § 18897.4. 46 Health & Saf. Code, § 18897, subd. (a). 47 Cal. Code Regs., tit. 17, § 30702. 48 Cal. Code Regs., tit. 17, § 30712 49 Cal. Code Regs., tit. 17, § 30722, subd. (a). 50 Cal. Code Regs., tit. 17, § 30730. 51 Cal. Code Regs., tit. 17, § 30740. 52 Cal. Code Regs., tit. 17, § 30703, subd. (a). 53 Cal. Code Regs., tit. 17, § 30703, subd. (b). 10 ownership, the site operation is also required to submit to the health officer either written verification of American Camp Association accreditation or written description of operating procedures for organized and supervised activities of the camp (including an emergency plan). EH reviews this documentation to see if it meets the minimum state requirements and provides written acknowledgment of receipt as required by regulation.54 No inspection requirement is stated in the laws or regulations, but the need to inspect is clearly implied. EH does not currently permit any organized camps because there are none operating in Contra Costa County that meet the definition of under state regulations55 however, a fee has been established in the event permit issuance becomes necessary. D. PROGRAMS RELATED TO MEDICAL PROCEDURES Program elements related to medical procedures pertain to (1) body art and (2) medical waste. i. BODY ART State law prohibits a body art facility from conducting business without a valid health permit issued by the local enforcement agency56 and requires body art practitioners (persons who perform body art) to register with the local enforcement agency and, if they practice at temporary body art events, obtain all necessary permits to conduct business, including a valid permit from the local enforcement agency.57 The sponsors of temporary body art events must also obtain permits from the local enforcement agency.58 The Environmental Health Director performs the functions of the local enforcement agency.59 Under state laws, the local enforcement agency may conduct inspections, impound unsafe instruments, review a facility’s infection prevention and control plan to evaluated whether it meets state law and is being followed, issue citations, and secure samples, photographs, or other evidence from a body art facility, or any facility suspected of being a body art facility.60 A local enforcement agency may establish reasonable regulatory fees for registering body art practitioners61 and issuing permits62 in an amount that does not exceed, but is sufficient to cover, the costs of administration of the program. ii. MEDICAL WASTE Local agencies may implement a medical waste management program by the adoption of an ordinance or resolution. In 1991, the Board of Supervisors adopted Resolution No. 91/27, implementing a medical waste management program. Environmental Health has been assigned to carry out this program as the local enforcement agency. The purpose of this program is to protect the health of the public, health care facility personnel, and landfill personnel from exposure to medical wastes containing potentially communicable pathogenic organisms. Medical waste generators are categorized based on the amount of medical waste they generate per month and whether they treat the waste on site or not. Large quantity generators, which generate 200 or more pounds of medical waste in any 12-month period, and small quantity generators, which generate less than 200 pounds 54 Cal. Code Regs., tit. 17, § 30703, subd. (c). 55 Health & Saf. Code, § 18897. 56 Health & Saf. Code, § 119312. 57 Health & Saf. Code, § 119306. 58 Health & Saf. Code, § 119308, subd. (a). 59 Health & Saf. Code, § 119301. 60 Health & Saf. Code, § 119319. 61 Health & Saf. Code, § 119306, subd. (b)(7). 62 Health & Saf. Code, § 119312, subd. (b)(2), 119317.5, 119318, subd. (a) 11 of medical waste per month and treat their waste onsite by specified technologies, must register with the enforcement agency63 and file a medical waste management plan.64 EH staff processes and reviews medical waste management plans.65 EH staff inspects approximately 80 large quantity generators every year66 and biennially inspects approximately 20 skilled nursing facilities that are small quantity medical waste generators.67 EH also conducts triennial inspections of approximately 1,200 registered, small quantity generators that do not treat onsite.68 The local enforcement agency may prescribe, by resolution or ordinance, the registration and permit fees necessary to pay its reasonable expenses to administer this program.69 Per County ordinance, an annual environmental health operating permit is required for medical waste generators.70 E. LAND USE PROGRAM The Land Use Program consists of four elements: (1) Land development project review; (2) public water systems; (3) well construction/abandonment; and (4) liquid waste. i. LAND DEVELOPMENT PROJECT REVIEW The purpose of this element is to protect against health hazards and environmental degradation that might result from land development projects. Counties are required to deny approval of subdivisions if their design is likely to cause serious public health problems or substantial environmental damage.71 The great majority of public health and environmental problems associated with land use projects can be prevented if they are identified, evaluated and mitigated in the planning stage. Therefore, it is essential that there be environmental health participation and input during the processing of such projects by the County and cities. EH reviews documents submitted by the Department of Conservation and Development, city planning departments and other agencies for proposed site plans, subdivision proposals, zone changes, use permits, general plan amendments, environmental impact reports, and sewage disposal system and water system designs, to name a few. If, in the initial review, EH identifies that the project may have public health implications which require EH oversight, a more thorough review is completed, and comments are submitted to the requesting agency. In particular, the proposed land development will be reviewed for compliance of laws, regulations, and ordinance requirements regarding domestic water supply and sewage disposal. ii. PUBLIC WATER SYSTEMS The goal of this element is to protect public health and prevent disease by assuring that domestic water served by water systems that serve more than two parcels and less than 200 parcels is safe, potable and available in adequate quantity and protected against contamination backflow. Among other duties, staff assigned to this element reviews the required bacteriological and chemical water test results for state small water systems.72 The state has delegated responsibility to the county health officer under Health and Safety Code section 116330 to administer and enforce state laws pertaining to public water systems that serve fewer than 200 connections. This is referred to as a “local primacy” delegation. Environmental Health, which has been 63 Health & Saf. Code, § 117680, 117890, 117890, 117895 64 Health & Saf. Code, § 117935, 117960 65 Health & Saf. Code, § 117820. 66 Health & Saf. Code, § 117965. 67 Health & Saf. Code, § 117938, subd. (a). 68 Health & Saf. Code, § 118335 69 Health & Saf. Code, § 117825. 70 CCC Ord. Code, § 413-3.604. 71 Gov. Code, § 66474, subds. (e) & (f). 72 Cal. Code Regs., tit. 22, §§ 64212, 64213. 12 assigned to perform these duties, is known as a local primacy agency (LPA). As an LPA, Environmental Health regulates the following three types of public water systems: • Community water systems: Serve at least 15 service connections used by yearlong residents or regularly serve at least 25 yearlong residents of the areas served by the system.73 Examples might be systems serving a mobile home park or residential subdivision. In 2024, EH permitted 29 community water systems. • Non-transient non-community water systems: Regularly serve 25 or more of the same persons over six months per year and is not a community water system.74 Examples might be systems that serve a school or business. In 2024, EH permitted 6 non-transient non-community systems. • Transient non-community water systems: Non-community water systems that regularly serve 25 or more persons at least 60 days per year.75 Examples might be systems that serve a restaurant, campground or church. In 2024, EH permitted 41 transient non-community water systems, 2 of which used surface water as the source. Public water systems serving fewer than 1,000 connections must pay an annual drinking water operating fee to either the state or the local primacy agency, as applicable, to cover costs incurred from mandated activities relating to inspections, monitoring, surveillance and water quality evaluation.76 Public water systems must also reimburse a local primacy agency for costs incurred pertaining to orders and citations, public notifications and hearings.77 In addition to performing the duties of a local primacy agency, Environmental Health regulates two other types of water systems, as follows: • State small water systems: These systems provide piped drinking water to the public and serve at least five but not more than 14 service connections and do not regularly serve drinking water to more than an average of 25 individuals daily more than 60 days out of the year.78 Examples might be a system that serves a subdivision of eight homes. In 2024, EH permitted 14 state small water systems. The local health officer enforces the minimum requirements pertaining to state small water systems.79 The reasonable costs of the local health officer in enforcing these requirements may be recovered through the imposition of fees on state small water systems in accordance with Health and Safety Code section 101325.80 • Local small water systems: “Local small water system” is the informal name given to the remainder of the water systems regulated by Environmental Health – namely, small water systems81 that have two or four service connections. An example is a system that serves two residences on separate parcels. In 2024, EH permitted 20 local small water systems. The County Ordinance Code requires persons proposing to install, construct or operate a small water system to apply to the health officer for approval of the water source and utility system and pay appro priate fees.82 The health officer may then conduct the necessary investigation and/or site evaluation of the proposed or 73 Health & Saf. Code, § 116275, subd. (i). 74 Health & Saf. Code, § 116275, subd. (k). A non-community water system is a public water system that is not a community water system. (Health & Saf. Code, § 116275, subd. (j). 75 Health & Saf. Code, § 116275, subd. (o). 76 Health & Saf. Code, §§ 116565, subds. (a)-(b) & (f). 77 Health & Saf. Code, § 116595, subd. (a). 78 Health & Saf. Code, § 116275, subd. (n). 79 Health & Saf. Code, § 116340. 80 Health & Saf. Code, § 116340, subd. (c). 81 CCC Ord. Code, § 414-4.221. 82 CCC Ord. Code, § 414-4.401, subd. (a). 13 existing system.83 Upon approval of the completed installation of the water system, the health officer issues a water supply permit and a public health license to operate the system.84 Annual operating permits are required for all small water systems.85 Fees for the application, issuance, and renewal of environmental health permits are set by the Board by resolution.86 iii. WELL CONSTRUCTION/ABANDONMENT The well construction/abandonment element employs a preventive approach to protect against chemical and bacterial contamination of groundwater and protects people from safety hazards associated with improperly constructed or abandoned wells. The County Ordinance Code requires every person proposing to dig, drill, bore or drive any water well, or rebore, deepen, cut new perforations in, or seal the aquifers of any existing well, to apply for and obtain a permit to do the work.87 The Ordinance Code also requires abandoned wells to be destroyed in accordance with state standards.88 When first installed, a domestic water well must also demonstrate water quality and water quantity adequacy.89 Fees are due at time of filing for or requesting an investigation, test, inspection, or permit.90 iv. LIQUID WASTE The primary purpose of this element is protection of the health of the public and environment from the improper disposal of sewage. This is accomplished through measures that include the evaluation and permitting of onsite wastewater treatment systems91 and septic tank-chemical toilet cleaners.92 This element is linked to the well construction/abandonment element. Improper disposal of wastewater can result in significant groundwater and health problems, including vectors, odors and exposure to pathogens. Activities specific to the Liquid Waste element include: • Maintaining records of septage haulers and chemical toilet service companies. • Working with the Regional Water Quality Control Boards to keep the local onsite wastewater treatment system program in compliance with the Basin Plan. • Evaluating new methods of onsite wastewater treatment systems. • Evaluating and permitting onsite wastewater treatment systems. A permit is required to construct, alter, relocate or replace an onsite wastewater treatment system93 and fees are collected when an applicant requests an investigation, inspection, or observation of site evaluations or tests.94 An annual environmental health permit is required for septic tank-chemical toilet cleaners.95 83 CCC Ord. Code, § 414-4.403. 84 CCC Ord. Code, § 414-4.401, subd. (c). 85 CCC Ord. Code, § 413-3.604. 86 CCC Ord. Code, § 413-3.1212. 87 CCC Ord. Code, § 414-4.801, subd. (a). 88 CCC Ord. Code, § 414-4.809. 89 CCC Ord. Code, § 414-4.601. 90 CCC Ord. Code, § 414-4.1201. & CCC Ord. Cord § 18-2.002 91 CCC Ord. Code, Chapter 420-6 92 CCC Ord. Code, Article 420-6.14. 93 CCC Ord. Code, § 420-6.806. 94 CCC Ord. Code, § 420-6.2004, subd. (a). 95 CCC Ord. Code, § 413-3.604. 14 F. SOLID WASTE PROGRAM Solid waste needs to be properly handled, or it can cause harm to public health, welfare and safety. EH is charged with enforcing state laws and local ordinances aimed at controlling the collection, treatment and disposal of solid waste. i. STATE-AUTHORIZED SOLID WASTE FACILITIES/OPERATIONS State law authorizes local agencies to enforce requirements pertaining to solid waste facilities and solid waste handling and disposal if they are designated by the governing body and certified by the state as a local enforcement agency (LEA).96 Currently, LEA staff oversees six full permit facilities, one registration tier permit facility, and eight enforcement agency notification sites. The full permit and registration sites must be inspected monthly, while notification sites are inspected quarterly. The LEA may prescribe, revise, and collect fees or other charges from each operator of a solid waste facility or from any person who conducts solid waste handling if the local governing body having rate setting authority has approved rate adjustments to compensate the solid waste hauler or solid waste facility operator for the amount of the fee or charges imposed pursuant to this section.97 Fees may also be based on volume or type of solid waste or on any other appropriate basis. Currently, a solid waste fee is collected based on tonnage98, while other fees are charged based on the schedule of fees adopted by the Board of Supervisors similar to other Environmental Health programs. No changes to the solid waste tonnage feeis being proposed at this time. ii. LOCAL SOLID WASTE REQUIREMENTS Mandatory garbage service has been required in the unincorporated area since 1985.99 With limited exceptions, a residential, hotel, bar or food establishment must have weekly pickup of solid waste. EH is charged with enforcing this ordinance, and as such is given authority to subscribe a property for garbage service if the owner does not comply with directions to do so and to take enforcement action against the owner to recover the costs of collection. Exemptions from the mandatory subscription requirement may also be granted in specified circumstances. In 2017, the Board of Supervisors amended the County Ordinance Code creating Chapter 418-2 requiring a non-franchise solid waste hauler to obtain an annual permit to collect and transport solid waste in the unincorporated area of the county.100 Subsequently, in response to the passage of Assembly Bill 592, the Board of Supervisors amended the County Ordinance Code in 2024 creating Chapter 418-3 requiring a commercial non-franchise solid waste hauler to obtain an annual permit for simply transporting solid waste in the unincorporated area of the county.101 These are examples of several actions taken to address the problems of illegal dumping of solid waste. To comply with Chapter 418-2, EH first reaches out to solid waste franchise agencies to seek verification that an applicant’s proposed activities do not conflict with franchise agreements. In both chapters, an applicant must have the required commercial insurance and provide a bond. EH then inspects each transport vehicle to determine if it can safely haul the solid waste. If the permitted hauler collects waste in the unincorporated areas of the county, they must submit quarterly load reports indicating the pick- up location, amount of solid waste collected, and disposal locations. 96 Pub. Resources Code, § 43200 et seq. 97 Pub. Resources Code, § 43213. 98 Resolution No. 88/783. 99 CCC Ord. Code, § 418-6. 100 CCC Ord. Code, § 418-2. 101 CCC Ord. Code, § 418-3. 15 On December 20, 2016, the Board of Supervisors adopted Ordinance No. 2016-24, requiring pharmaceutical drug manufacturers to provide for the collection of unused drugs, in an effort to prevent accidental poisonings or intentional misuse of drugs such as prescription opioids.102 EH enforces the ordinance by inspecting and approving initial and amended stewardship plans. After plan approval, EH receives and reviews annual reports from plan operators. G. CANNABIS Article 413-4 of the County Ordinance Code requires that any person conducting any commercial cannabis activity in the unincorporated area of the County to obtain a health permit from the Environmental Health Division. The requirement to obtain a health permit also applies to any commercial cannabis delivery business located outside the unincorporated area of the County that delivers cannabis or cannabis products to any location in the unincorporated area of the County. The health permit requirement is in addition to any other state or locally required permits or licenses. Pursuant to the County Ordinance Code, the Environmental Health Division will enforce general health standards that apply to all commercial cannabis activities (e.g., odor control, no consumption on site) and other standards specific to the activity conducts. Specific standards apply to manufacturing (e.g., the use of volatile solvents is prohibited), retail sale (e.g., transaction limits on edible cannabis products, requirements for consumer warnings), and retail delivery (e.g., delivery employees are required to examine government issued identification cards upon delivery). Consistent with the County’s tobacco control ordinance, the sale or delivery of flavored cannabis products for which the primary use is human inhalation is also prohibited. Permitted commercial cannabis activities and cannabis delivery operations must comply with all State and local laws, maintain a valid State license and County business license, and maintain a valid County land use permit if required. The Environmental Health Division reviews applications, issue commercial cannabis health permits, inspects commercial cannabis activity premises and delivery vehicles, and takes enforcement actions for violations of the permit terms, the health permit ordinance, or other State or local laws and regulations. 102 CCC Ord. Code, § 418-16. 16 METHODOLOGY USED TO DEVELOP EH FEES A. LEGAL STANDARDS Environmental Health fees, which cover costs associated with issuing permits, conducting inspections and administrative enforcement activities, are regulatory fees103 that may be imposed by the Board of Supervisors. Regulatory fees are fees charged in connection with regulatory activities that “do not exceed the reasonable cost of providing services necessary to the activity for which the fee is charged and which are not levied for unrelated revenue purposes.”104 A local agency imposing a regulatory fee, or any other type of levy, charge or exaction, must establish that it is not a tax, that the amount is no more than necessary to cover the reasonable costs of the government activity, and that the manner in which those costs are allocated to a payor bear a fair or reasonable relationship to the payor’s burdens on, or benefits received from, the governmental activity.105 B. FEE STUDY Environmental Health contracted NBS, national experts in the development of fee studies and cost allocation plans, to conduct a comprehensive analysis of the division’s fee schedule across all program areas. NBS used the adopted budget for Fiscal Year 2024-2025 to project expenses of all fee-funded Environmental Health programs. Their fee study included a cost-of-service analysis, proposed fee establishment, and cost recovery evaluation based on projected expenses per program. The NBS Contra Costa County Health Services, Environmental Health Division – Fee Study Final Report (dated June 6, 2025) is referenced herein and attached as Exhibit A. C. FEE APPORTIONMENT The vast majority of fees in all of the Environmental Health programs are calculated based on the amount of time projected to be spent by a specialist performing an activity or service for which the fee is charged. These times have been determined based on timekeeping data and estimates developed by staff. Average hours projected to be spent on inspections and other activities for which EH fees are charged are shown on Exhibit A. In setting fees in this manner, the fees are tied directly to the burden that each payor has on the particular program. 106 The actual cost associated with one hour of a specialist’s time spent on an inspection or plan review or other service includes more than just the salaries and benefits of the inspector for that one hour. It includes a proportional cost of time spent on activities for which no fees are collected (Other Time), and proportional shares of other reasonable costs of the division; i.e., direct and indirect personnel costs, direct and indirect non-personnel costs, and overhead costs. In order to recoup all of these costs, fees are based on what is referred to as a “fully burdened hourly rate”.. The amount of time that it takes a specialist to conduct an inspection or plan review or other service is multiplied by the fully burdened hourly rate in order to set the applicable permit fee. Refer to Section 3.1, Table 2 of Exhibit A for the calculation of the fully burdened hourly rate. Program fees are set so that revenues collected to fund EH operations balance with expenditures needed to carry out regulatory activities each fiscal year. If more revenues are collected than are needed to cover the total operating costs in any given fiscal year, such excess revenue will be carried forward to the following 103 Cal. Const., art. XIIIC, § 1, subd. (e)(3). 104 Sinclair Paint Co. v. State Bd. of Equalization (1997) 15 Cal.4th 866, 876. 105 Cal. Const., art. XIIIC, § 1, subd. (e). 106 Cal. Assn. of Prof. Scientists v. Dept. of Fish and Game (2000) 79 Cal.App.4th 935, 945; Pennell v. City of San Jose (1986) 42 Cal.3d 365, 375; United Business Com. v. City of San Diego (1979) 91 Cal.App.3d 156, 166. 17 year, and fees would be adjusted accordingly. Conversely, if expenses exceed the revenues collected, leaving a shortfall in funding, revenues to be collected in following years are borrowed to cover the shortfall, and the shortfall becomes an expense to be funded in the following year and fees would be adjusted accordingly. Fees are primarily set at the PE level, which is based on the type of unit of work or facility type. EH work can be broadly described as falling into two types: unit work for which there is a beginning and an end and work that is conducted annually, usually year after year. All plan review work and most land use work is described as unit work for which there is a beginning and an end. Most food facility, pool, body art, medical waste, permit work is conducted in yearly increments. PEs are further broken down in certain program areas based on the type of facility. For instance, inspection and plan check for retail food facilities have a program element for many different types of fixed food facilities, e.g., small restaurant, large grocery store, bakery. Similarly, land use has different PEs based on the type of work being proposed, e.g., drilling of soil boring, well destruction, soil profile evaluation for a proposed on-site wastewater treatment system (OWTS). There are PEs for staff time used in general program development, training, division and team meetings, and time off for each program area. Within each PE, the field staff further assigns their time using service codes (SCs). For instance, for the annual permitting programs, when conducting a routine inspection of a food facility, pool or beach, body art, medical waste generator, solid waste facility, the SC “002” is used and the time is linked to a particular facility/permit. For the unit work done in plan review and land use entails, the following typical activities: review of the application and proposed work, comments to applicant if changes or additional information is needed, inspection at proscribed times in the project, and final approval, and each the time for each activity has its own SC that the staff assign their time. Some of the SCs are used when an inspector is not working on a particular project unit or facility. Inspectors attribute time to certain division-wide activities such as emergency operations, training- public, official meeting, training in-service, and staff meeting. In addition, each workday, inspectors spend a portion of their day in the office to be available for office visits, returning phone calls and responding to emails in addition to various other activities including recording the previous day’s activities in the software system. This activity is captured as office activity. The data used to develop the fee for a particular PE is based on the time recorded for certain SCs that are linked to a particular facility or project unit. In the subsequent sections, we will describe how the SCs are grouped by a particular program area and provide the base time for each PE in each program area relevant to those programs for which fees are being adjusted with this resolution. Under current County ordinance, exemptions from paying environmental health permit fees exist for someone who is legally blind107 or is a veteran that was honorably discharged108 or to a religious or charitable organization.109 A more narrow exemption for honorable discharged veteran is described in the state law for those individuals desiring to peddle, sell, and vend.110 Revenues collected from penalties cover service cost and fee gaps from these exemptions. An analysis of EH field inspector activity shown in the appendices of Exhibit A, indicates that in many cases, changes to the permit fees are needed based on the amount of time Environmental Health spent conducting a particular service. Environmental Health is proposing amendments to the fee schedule for most programs based on the analysis by NBS. 107 CCC Ord. Code, § 413-3.1002. 108 CCC Ord. Code, § 413-3.1006. 109 CCC Ord. Code, § 413-3.1004. 110 Bus. & Prof. Code, § 16102. 18 CONCLUSION Based on the above analysis, staff has determined that (1) the services to be provided by Environmental Health in Fiscal Year 2025-2026 are necessary, and the associated costs are reasonable to fund those services; (2) the projected expenses of Environmental Health in Fiscal Year 2025-2026 are a reasonable estimate of the costs Environmental Health will actually incur; (3) the fees for the fee-funded programs are set at a level sufficient to fund but not exceed the costs of the respective programs; and (4) the proposed fees have been reasonably apportioned based on the payors' burdens on those programs. Staff therefore recommends adoption of Resolution No. 2025/???, adopting revised fees for Environmental Health, effective June 24, 2025. Exhibits: A. NBS Contra Costa County Health Services, Environmental Health Division – Fee Study Final Report (dated June 6, 2025) nbsgov.com Prepared by: Corporate Headquarters 32605 Temecula Parkway, Suite 100 Temecula, CA 92592 Toll free: 800.676.7516 Final Report for: Fee Study June 6, 2025 Contra Costa Environmental Health Fee Study 2 TABLE OF CONTENTS 1. Executive Summary ........................................................................................................ 4 1.1 Findings ................................................................................................................... 4 1.2 Report Format ......................................................................................................... 5 2. Introduction and Fundamentals ...................................................................................... 6 2.1 Scope of Study ......................................................................................................... 6 2.2 Methods of Analysis ................................................................................................ 6 3. Environmental Health Division ...................................................................................... 11 3.1 Cost of Service Analysis ......................................................................................... 11 3.2 Fee Establishment ................................................................................................. 12 3.3 Cost Recovery Evaluation ...................................................................................... 14 4. Conclusion .................................................................................................................... 15 Contra Costa Environmental Health Fee Study 3 APPENDICES Cost of Service Analysis (Fee Tables) Solid Waste Appendix A.1 Medical Waste Appendix A.2 Body Art Appendix A.3 Commercial Cannabis Appendix A.4 Land Use Appendix A.5 Small Water Systems Appendix A.6 Recreational Health Appendix A.7 Retail Food Appendix A.8 Plan Review Appendix A.9 General Program Fees Appendix A.10 Fully Burdened Hourly Rate Appendix B Comparative Fee Survey Solid Waste Appendix C.1 Medical Waste Appendix C.2 Body Art Appendix C.3 Commercial Cannabis Appendix C.4 Land Use Appendix C.5 Small Water Systems Appendix C.6 Recreational Health Appendix C.7 Retail Food Appendix C.8 Plan Review Appendix C.9 General Program Fees Appendix C.10 Contra Costa Environmental Health Fee Study 4 1. EXECUTIVE SUMMARY NBS performed a Fee Study (Study) for Contra Costa Environmental Health (CCEH), a Division of the Contra Costa County Health Services Department. The purpose of this report is to present the findings and recommendations of the various fee analyses performed as part of the Study and provide CCEH with the information needed to update and establish regulatory fees for service. Throughout the process, the Study afforded much effort to ensure that not only are the fees and charges reasonable and equitable, but that they also meet industry standards and uphold the statutory and Constitutional requirements of the State of California. California cities, counties, and special districts may impose regulatory fees for services and activities they provide through provisions set forth in the Health and Safety Code, Government Code, Public Resources Code, Water Code and California Code of Regulations and the police power under the California Constitution. Under this legal framework, a fee may not exceed the reasonable cost of providing the service or performing the activity. For a regulatory fee to qualify as a fee and not a tax, the estimated costs of the regulatory service or regulatory activity must be provided, and the basis for determining the manner in which the costs are apportioned must bear a fair or reasonable relationship to the payor’s burdens on, or benefits from, the regulatory activity. Regulatory fees pay for the reasonable regulatory costs associated with operating a regulatory program, including issuing licenses and permits, performing investigations, inspections and audits, as well as other regulatory activities such as associated training, travel and overhead. CCEH’s main reason for conducting this Study was twofold: (1) first, to ensure that existing fees do not exceed the costs of service and bear a reasonable relationship to the payor’s burdens on or benefit from regulatory activity; and (2) second, to provide an opportunity for the Board of Supervisors to re-align fee amounts with localized cost recovery policies. 1.1 Findings This Study examined regulatory fees managed by the Contra Costa Environmental Health Division (CCEH). The Study identified an estimated $12.2 million in eligible costs for recovery from fees for service compared to approximately $9.1 million CCEH is currently collecting each year from fees. The table on the following page provides a summary of the Study’s results: Contra Costa Environmental Health Fee Study 5 Table 1. Report Summary Should the Board adopt fees at the full cost recovery amounts determined by this Study, an additional $3.1 million in costs could be recovered, to recover the full costs of the regulatory programs. The fees have been calculated to ensure they remain proportional to a payor’s burdens on or benefits from the regulatory program. 1.2 Report Format This report documents the analytical methods and data sources used in the Study, presents findings regarding current levels of cost recovery achieved from proportional regulatory fees, and provides a comparative survey of fees to neighboring agencies for similar services. The report is organized into the following sections:  Section 2 - Outlines the general framework, approach, and methodology of the Fee Study.  Section 3 - Discusses the results of the cost of service analysis for each program including calculation of the fully burdened hourly rate, and calculation of the costs of providing service.  Section 4 - Presents the conclusions of the analysis provided in the preceding sections.  Appendices to this report - Include additional details of the analysis performed and a comparison of the fees imposed by neighboring agencies for similar services. Fee Category Annual Estimated Revenues at Current Fee Annual Estimated Revenues at Full Cost Recovery Fee Annual Cost Recovery Surplus/ Deficit Solid Waste 18,992$ 28,028$ (9,036)$ Medical Waste 241,752 320,437 (78,685) Body Art 187,702 256,329 (68,627) Commercial Cannabis 18,172 8,947 9,225 Land Use 1,179,178 937,927 241,251 Small Water Systems 90,213 285,375 (195,162) Recreational Health 930,340 781,402 148,937 Retail Food 5,748,569 8,097,605 (2,349,036) Plan Review 586,169 1,234,604 (648,435) General Program Fees 72,712 203,032 (130,320) Total 9,073,799$ 12,153,687$ (3,079,888)$ Contra Costa Environmental Health Fee Study 6 2. INTRODUCTION AND FUNDAMENTALS 2.1 Scope of Study The Contra Costa Environmental Health Division administers the following programs:  Solid Waste  Medical Waste, including safe drug disposal  Body Art  Commercial Cannabis  Land Use  Small Water Systems  Recreational Health  Retail Food, including detention facilities  Plan Review  General Program Fees The fees examined in this report focus on regulatory fees and other applicable fees for services, and specifically excludes fines and penalties imposed by CCEH for violations of its requirements or codes.1 2.2 Methods of Analysis Three phases of analysis were completed for the Environmental Health Division: 2.2.1 COST OF SERVICE ANALYSIS This cost of service analysis is a quantitative effort that compiles the full cost of providing governmental services and activities. There are two primary types of costs considered: direct and indirect costs. Direct costs are those that specifically relate to an activity or service, including the real-time provision of the service. Indirect costs are those that support the provision of services in general but cannot be directly or easily assigned to a singular activity or service. Direct Costs:  Direct personnel costs – Salary, wages and benefits expenses for personnel specifically involved in the provision of services and activities to the public.  Direct non-personnel costs – Discrete expenses attributable to a specific service or activity performed, such as contractor costs, third-party charges, and materials used in the service or activity. 1 According to the California Constitution Article XIII C § 1 (e) (4) and (5), the CCEH is not limited to the costs of service when imposing fines and penalties. Cost of Service Analysis Fee Establishment Cost Recovery Evaluation Contra Costa Environmental Health Fee Study 7 Indirect Costs:  Indirect personnel costs – Personnel expenses supporting the overall provision of services, including and not limited to line supervision, departmental management, administrative support, and time spent on general training related activities. These support activities cannot be identified to a single fee objective, but rather support the entire fee program as a whole.  Indirect non-personnel costs – Expenses other than labor involved in the provision of services. In most cases, these costs are allocated across all services provided by a department, rather than directly assigned to individual fee/rate categories.  Overhead costs – These are expenses, both labor and non-labor, related to County-wide support services. Support services include general administrative services such as County Administrator, Finance, Human Resources, etc. The amount of costs attributable to CCEH included in this Study were sourced from the CCEH Cost Allocation Plan published on the California State Controller Office website and adopted operating budget. All cost components in this Study use annual (or annualized) figures, representing a twelve-month cycle of expenses incurred by the Division in the provision of all services and activities County-wide. Nearly all the fees reviewed in this Study require specific actions on the part of CCEH staff to provide the service or conduct the activity. Since labor is the primary underlying factor in these activities, the Study expresses the full cost of service as a fully burdened cost per labor hour. NBS calculated a composite, fully burdened, hourly rate for the Environmental Health fee programs. This rate serves as the basis for further quantifying the average full cost of providing individual services and activities. Determining the fully burdened rate requires two data sets: (1) the full costs of service, and (2) the number of staff hours available to perform those services. The annual cost of providing services was derived from the earlier steps of the cost of service analysis described above. The number of staff hours available was determined through a review of a complete list of the County’s Environmental Health Division staff and/or available service hours of its contracted professionals (where applicable). CCEH also supplied the total number of paid labor hours for each employee involved in the delivery of services included in this Study. NBS reviewed documentation regarding basic types of leave such as vacation, sick, and holiday time to establish a Net Paid Productive Hours for each position. These “net” available hours represent the amount of time available to provide both fee-recoverable and non-fee recoverable services and activities. Time tracking records for the fee programs studied as part of this analysis, when available, proved useful in identifying time spent providing indirect categories of service (e.g., division administration, plan review, inspection, public information assistance, etc.), versus direct categories of service for individual fee for service activities. The annual full cost of providing fee for service activities divided by the available labor hours attributable to the fee program equals the composite, fully burdened hourly rate. The fully burdened rate was then applied at the individual fee level through further time data analysis to yield the average total cost of providing each fee for service or activity. NBS received three (3) fiscal years’ worth of time tracking data that was used to establish an average amount of time spent per year on each individual fee for service activity. This data was analyzed and then reviewed and revised carefully by the Division’s staff and managers. Based on the results of this review, CCEH reconsidered its time estimates until all parties were comfortable that the fee models reasonably reflected the average service level Contra Costa Environmental Health Fee Study 8 provided. Where needed, NBS also assisted CCEH in estimating the average amount of staff time required for services that did not have tracked time data to rely upon or where the tracked time data did not reflect the reasonable level of effort required to perform the service. It should be noted that the development of these time estimates was not a one-step process but required careful review by both NBS and Division managers to assess the reasonableness of such estimates. 2.2.2 FEE ESTABLISHMENT The fee establishment process includes a range of considerations, including the following:  Addition to and deletion of fees – The Study provided the opportunity to propose additions and deletions to the current fee schedule, as well as to re-name, re-organize, and clarify fee names and categories as needed. Many of these fee revisions allow for better adherence to current practices, as well as for improvement in the calculation, application, and collection of the fees when administered by staff.  Revision to the structure of fees – In most cases, the focus was to re-align the fee amount to match the costs of service and leave the current structure of fees unchanged. However, in several cases, fee categories and fee names had to be simplified or re-structured to increase the likelihood of full cost recovery or to enhance the fairness of how the fee is applied to the various types of fee payers.  Documentation of the tools used to calculate special cost recovery – CCEH’s fee schedule should include the fully burdened rate developed by the Study. Documenting that rate in the fee schedule provides an opportunity for the Board of Supervisors to approve a rate for cost recovery under a “time and materials” approach, when needed. It also provides clear publication of the rate so that all fee payers can readily reference the basis of any fee amounts. The fee schedule should provide language that supports special forms of cost recovery for activities and services not included in the adopted master fee schedule. In these rare instances, the published hourly rate is used to estimate a flat fee or bill on an hourly basis, at the director’s discretion. 2.2.3 COST RECOVERY EVALUATION The NBS fee model compares the existing fee for each service or activity to the average total cost of service quantified through this analysis. Possible and typical outcomes of the fee analysis include:  No current recovery of costs from fee revenues (or insufficient information available for evaluation).  Partial recovery of the full cost of service through fees.  Fee exceeds the full cost of service. In all cases, Regulatory fees should not exceed the full cost of service. In most cases, imposing a fee above this threshold could change the definition of the charge from a cost of service based fee to a tax, which would require voter approval to implement. The purpose of any fee study is to establish the necessary and reasonable cost of providing regulatory services. For any fee that exceeds the full cost recovery outcome, the fee must be reestablished at no more than the full cost of service. Contra Costa Environmental Health Fee Study 9 The County can decide upon the “recommended” or “target” level of cost recovery for each fee, established at either the full cost of service or any amount less than the calculated full cost of service. Targets and recommendations reflect discretion on the part of the agency based on a variety of factors, such as existing CCEH policies and County-wide or departmental revenue objectives, economic goals, community values, market conditions, level of demand, and others. 2.2.4 COMPARATIVE FEE SURVEY Policy makers often request a comparison of their jurisdictional fees to those of surrounding or similar communities. The purpose of a comparison is to provide a sense of market pricing for services, and to use that information to gauge the impact of recommendations for fee adjustments. NBS worked with CCEH to choose five comparative agencies – Alameda County, Sacramento County, San Mateo County, Santa Clara County and Sonoma County. The results of the comparison are detailed in Appendix C, and are for informational and comparative purposes only. It is important to keep the following in mind when interpreting the general approach to, and use of, comparative survey data:  Comparative surveys do not provide information about cost recovery policies or procedures inherent in each comparison agency.  A “market-based” decision to price services below the full cost of service calculation is the same as deciding to subsidize that service from other funding sources (e.g. General Fund monies).  Comparative agencies may or may not base their fee amounts on the estimated and reasonable cost of providing services. NBS did not perform the same level of analysis of the comparative agencies’ fees.  The results of comparative fee surveys are often non-conclusive for many fee categories due to comparative agencies using varied terminology for similar services and different fee setting methodologies. NBS made every reasonable attempt to source each comparison agency’s fee schedule from their respective websites and compile a comparison of fee categories and amounts for the most readily comparable fee items that match CCEH’s existing fee structure. 2.2.5 DATA SOURCES The following data sources were used to support the cost of service analysis and fee calculation phases of this Study:  The Adopted Budget for Fiscal Year 2024-25  A complete list of all CCEH personnel, salary/wage rates, regular hours, paid benefits, and paid leave amounts provided by the Finance Department  Prevailing adopted fee schedules  Annual workload data (number of permits processed/services performed) The adopted budget serves as an important source of information that affects the cost of service results. NBS did not audit or validate CCEH’s financial documents and budget practices, nor was the cost Contra Costa Environmental Health Fee Study 10 information adjusted to reflect different levels of service or any specific, targeted performance benchmarks. This Study accepts CCEH’s budget as a legislatively adopted directive describing the most appropriate and reasonable level of CCEH spending. NBS consultants accept the Board of Supervisors’ deliberative process and CCEH’s budget plan and further assert that through this legislative process, CCEH has yielded a reasonable and valid expenditure plan to use in setting cost-based fees. Contra Costa Environmental Health Fee Study 11 3. ENVIRONMENTAL HEALTH DIVISION The mission of the Contra Costa Environmental Health Division (CCEH) is to protect and promote the health of the people of Contra Costa County, through programs for safe food, safe water for drinking and recreation, and the sanitary management of wastes. CCEH is a regulatory agency that provides oversight for businesses and property owners to protect the health and safety of the citizens of Contra Costa County and our environment. CCEH is organized into various programs, summarized as follows:  Solid Waste – Enforcement of standards for the collection, handling, storage and disposal of residential, commercial and industrial solid waste.  Medical Waste – Services include conducting required inspections, complaint investigations, in-service training, and consultation to all generators of medical waste. Also includes review of stewardship programs for safe drug disposal.  Body Art – Services include conducting required inspections, complaint investigations, in- service training, and consultation to all generators of body art practitioners.  Commercial Cannabis – Regulation of commercial cannabis health permits required to conduct any type of commercial cannabis activity. This includes review of applications and unannounced inspections of cannabis operations.  Land Use – Ensures the compliance of wells & septic systems.  Small Water Systems – Regulation of small water systems, including small Public Water Systems and Non-Public Water Systems.  Recreational Health – Ensures that public swimming pools, spas, water recreation attractions and natural bathing places are maintained or operated in compliance with local and state regulations.  Retail Food – Ensuring that food establishments operate in compliance with Local, State and Federal regulations.  Plan Review – Ensures that all construction or remodeling of food and recreational health facilities conform to local and state regulations.  General Program Fees – Miscellaneous fees that are applicable to all programs, where required. 3.1 Cost of Service Analysis NBS developed a composite, fully burdened, hourly rate for CCEH as shown in Table 2 on the next page: Contra Costa Environmental Health Fee Study 12 Table 2. Fully Burdened Hourly Rate CCEH incurs a total annual cost of approximately $14.6 million, of which approximately $12.8 million is eligible for recovery from fees for service. These costs are first offset by revenue from alternate funding sources such as grants, fines and penalties. Approximately $12.6 million remains targeted for recovery from fees for service. All subsequent cost of service calculations at the individual fee level assume a fully burdened hourly rate of $376, rounded to the nearest dollar. 3.2 Fee Establishment The following is a summary of the overall changes to the CCEH fee schedule:  Solid Waste o Deletion of fees that are no longer used or needed, such as application fee. o Reorganization of fee categories or clarification of fee names to create a more user- friendly fee structure such as moving safe drug disposal to medical waste fee schedule.  Medical Waste: Deletion of fees that are no longer used or needed, such as application fee.  Body Art o Deletion of fees that are no longer used or needed, such as application fee. o Addition of new fee categories, notated as “New” in the Current Fee column of Appendix A.32 such as body art school plan review.  Commercial Cannabis: Deletion of fees that are no longer used or needed, such as application fee.  Land Use o Deletion of fees that are no longer used or needed, such as:  Application fee 2 Refer to Section 2.2, Methods of Analysis, for additional discussion on the Study’s approach to adding, deleting, and revising fee categories. Expenditure Type Other Funding Sources Direct Services (Fee Recovery) Total Labor 1,539,239$ 4,194,236$ 5,733,475$ Recurring Non-Labor 154,773 421,738 576,512 Overhead 63,033 171,758 234,791 Division Administration [4]- 8,028,917 8,028,917 Division Subtotal 1,757,045$ 12,816,649$ 14,573,694$ Other Funding Sources [3](1,757,045)$ (182,000)$ Division Total -$ 12,634,649$ Fully Burdened Hourly Rate n/a 376$ 33,565 [3] Includes revenue from misc forfeits & penalties, CalRecycle LEA, waste tire grants, stormwater, etc. [4] Refer to Section 2.2.1 and Appendix B for more information on the types of costs included in the analysis. Reference: Direct Hours Only Contra Costa Environmental Health Fee Study 13  Well destruction permit – when done at inspection of replacement well  Soil Borings 11 or more  Soil Vapor Probe 11 or more  CPT Permit 11 or more  Piezometer w/out Casing Permit 11 or more  Annual Permit for Driller Conducting Shallow Hole/Notification Only  Shallow Hole Notification o Addition of new fee categories, notated as “New” in the Current Fee column of Appendix A.5 such as health officer appeal hearing.  Water System: Deletion of fees that are no longer used or needed, such as application fee and non-community ground water system – prepackaged food only.  Recreational Health: Deletion of fees that are no longer used or needed, such as application fee, and addition of new fee categories, notated as “New” in the Current Fee column of Appendix A.7 such as temporary inactive pool.  Retail Food Permit o Deletion of fees that are no longer used or needed, such as:  Application fee  Campus without Cafeteria  Wiping Rags Business o Addition of new fee categories, notated as “New” in the Current Fee column of Appendix A.8 such as:  Microenterprise Home Kitchen Operations  Detention Facility Kitchen  School w/1 On-Campus Food Service Location  MFF:  Full Prep (Unenclosed/Enclosed)  Limited Commissary – Prepackaged only  Registered Service Commissary (Parking only)  CMFO:  Prepackaged non-PHF > 25 sq. ft (non-motorized)  Prepackaged PHF (non-motorized)  Temporary Events  Sampling/Demonstrators  Prepackaged/Beverage  Temporary event application penalties when submitted less than 2 weeks prior to event.  Plan Review: Addition of new fee categories, notated as “New” in the Current Fee column of Appendix A.9 such as CMFO – Limited Prep and Spray Ground.  General Program Fees: Relocated miscellaneous fees from Recreational Health to General Program Fees. These fees are applicable to all programs where required. Contra Costa Environmental Health Fee Study 14 3.3 Cost Recovery Evaluation Appendix A.1 – A.10 presents the results of the detailed cost recovery analysis of fees for Contra Costa’s Environmental Health Division. In the Appendix, the “Cost of Service per Activity” column establishes the maximum adoptable fee amount for the corresponding service identified in the “Fee Description” list. Currently, CCEH is recovering approximately $9.1 million per year in revenue at the current fee amounts. At full cost recovery and the same demand level for these services, approximately $12.2 million would be recovered. Table 3. Cost Recovery Outcomes NBS provided a full cost of service evaluation and the framework for considering fees, while CCEH staff determined the appropriate cost recovery levels at or below full cost amounts. Fee Category Annual Estimated Revenues at Current Fee Annual Estimated Revenues at Full Cost Recovery Fee Annual Cost Recovery Surplus/ Deficit Solid Waste 18,992$ 28,028$ (9,036)$ Medical Waste 241,752 320,437 (78,685) Body Art 187,702 256,329 (68,627) Commercial Cannabis 18,172 8,947 9,225 Land Use 1,179,178 937,927 241,251 Small Water Systems 90,213 285,375 (195,162) Recreational Health 930,340 781,402 148,937 Retail Food 5,748,569 8,097,605 (2,349,036) Plan Review 586,169 1,234,604 (648,435) General Program Fees 72,712 203,032 (130,320) Total 9,073,799$ 12,153,687$ (3,079,888)$ Contra Costa Environmental Health Fee Study 15 4. CONCLUSION Based on the outcomes of the Cost of Service Analysis, Fee Establishment, and Cost Recovery Evaluation presented in this Study, the proposed Fee Schedule has been prepared by CCEH staff for implementation and included in the Division’s Staff Report to the Board of Supervisors. The adopted Fee Schedule should become a living document. The following are recommended best management practices for the County’s future consideration:  A fundamental purpose of the fee schedule is to provide clarity and transparency to the public and to staff regarding fees imposed by the CCEH. Once adopted by the Board of Supervisors, the fee schedule establishes fees that will be charged and supersedes all previous fee schedules.  A comprehensive review and analysis to the extent presented in this report is recommended on a periodic basis, approximately every three to five years. Conducting a comprehensive fee study is not an annual requirement, and only becomes worthwhile over time as shifts in organization, local practices, legislative values, or legal requirements result in significant change. In between comprehensive fee program reviews, CCCEH could consider recommending adjusting these fees on an annual basis to keep pace with negotiated wage increases for staff and cost increases for supplies. As discussed throughout this report, the intent of the proposed fee schedule is to improve CCEH’s recovery of costs incurred to provide individual services within the regulatory program. Predicting the amount to which any adopted fee increases will affect CCEH revenues is difficult to quantify. For the near- term, CCEH should not count on increased revenues to meet any specific expenditure plan. Experience with the revised fee amounts should be gained first before revenue projections are revised. However, unless there is some significant, long-term change in activity levels, proposed fee amendments should enhance cost recovery performance over time, providing CCCEH the ability to stretch other resources (e.g. General Fund monies) further for the benefit of the public at-large. Disclaimer: In preparing this report and the opinions and recommendations included herein, NBS has relied on a number of principal assumptions and considerations with regard to financial matters, conditions and events that may occur in the future. This information and assumptions, including CCEH’s budgets, time estimate data, and workload information from CCEH staff, were provided by sources we believe to be reliable; however, NBS has not independently verified such information and assumptions. While we believe NBS’ use of such information and assumptions is reasonable for the purpose of this report, some assumptions will invariably not materialize as stated herein and may vary significantly due to unanticipated events and circumstances. Therefore, the actual results can be expected to vary from those projected to the extent that actual future conditions differ from those assumed by us or provided to us by others. Prepared by NBS for the County of Contra Costa Environmental Health Division APPENDIX A.1 Cost of Service Analysis – Solid Waste County of Contra Costa Environmental Health Services - User Fee Study FY 2025 Appendix A.1 Cost Estimation for Providing Fee Related Activities and Services Current Fee Full Cost Recovery Solid Waste [1,2] 1 Solid Waste Tonnage Fee per ton [3]1,587.49 1.25$ 861023 2 Mandatory Garbage Service Subscription 4493 Exemption flat 0.00 0.00 0.57 0.57 376$ $ 215 89$ 28 $ 2,492 $ 6,008 3 Non-Franchise Solid Waste Collection & Transport 4425 Permit per vehicle 0.00 0.00 0.78 0.78 376$ $ 294 220$ 75 $ 16,500 $ 22,020 4 Bio Solid Facility Sites Annual Inspection flat 0.00 0.00 2.00 2.00 376$ $ 753 316$ 0 $ - $ - Quarterly Inspection per quarter 0.00 0.00 8.00 8.00 376$ $ 3,011 1,264$ 0 $ - $ - Monthly Inspection per month 0.00 0.00 16.00 16.00 376$ $ 6,023 2,528$ 0 $ - $ - 5 Bio-Solid Facility Application and Review Fee 4406 With Public Hearings flat 0.00 0.00 10.00 10.00 376$ $ 3,764 1,580$ 0 $ - $ - 4407 Without Public Hearings flat 0.00 0.00 4.94 4.94 376$ $ 1,860 780$ 0 $ - $ - 6 Solid Waste Facility Permit 4404 Review Fee flat 0.00 0.00 36.58 36.58 376$ $ 13,771 1,580$ 0 $ - $ - 7 n/a For services requested, which have no fee listed in this fee schedule During Work Hours per hour 0.00 0.00 1.00 1.00 376$ $ 376 199$ 0 $ - $ - After Work Hours per hour 0.00 0.00 1.00 1.00 423$ $ 423 224$ 0 $ - $ - TOTAL Solid Waste 18,992$ 28,028$ Notes [1] Sourced from: "2019 Land Use Fee Schedule" downloaded from the County's website [2] [3]NBS did not evaluate Activity Service Cost Analysis EHS - DARS Data No. PE Fee Description Fee Unit Type Any person violating Section 414-4.1019 or regulations issued hereunder, by failing to submit plans, obtain necessary inspections and approvals, or pay fees, or by commencing or continuing construction or remodeling in violation hereof, shall pay triple the appropriate fee as a penalty and remain subject to other applicable penalties and enforcement procedures authorized by the state law and/or this code. Estimated Volume of Activity Annual Estimated Revenues Annual Estimated Revenue Analysis Cost of Service Per Activity Current Fee FBHR Estimated Average Labor Time Per Activity (hours) Office Admin Estimated Average Labor Time Per Activity (hours) TravelNo t e s NBS Web: www.nbsgov.com Toll-Free:800.676.7516 EHS - Solid Waste - COS, 1 of 1 Prepared by NBS for the County of Contra Costa Environmental Health Division APPENDIX A.2 Cost of Service Analysis – Medical Waste County of Contra Costa Environmental Health Services - User Fee Study FY 2025 Appendix A.2 Cost Estimation for Providing Fee Related Activities and Services Current Fee Full Cost Recovery Medical Waste [1,2] 1 4501 Health Care Service Plan Facility flat 0.07 0.05 24.15 24.27 376$ $ 9,134 2,024$ 8 $ 16,192 $ 73,076 2 Medical/Dental/Veterinary Clinic 4503 < 200 lbs/month flat 0.07 0.05 0.21 0.33 376$ $ 123 116$ 1199 $ 139,084 $ 147,507 4502 > 200 lbs/month flat 0.07 0.05 6.75 6.87 376$ $ 2,585 1,054$ 20 $ 21,080 $ 51,696 3 Medical/Dental/Veterinary Clinic w/on-site treatment systems 4504 < 200 lbs/month flat 0.00 0.00 0.92 0.92 376$ $ 345 280$ 0 $ - $ - 4506 > 200 lbs/month flat 0.07 0.05 1.71 1.83 376$ $ 688 589$ 3 $ 1,767 $ 2,063 4 4505 Small Quantity Generator w/on-site treatment system (< 200 lbs/month)flat 0.00 0.00 0.56 0.56 376$ $ 211 112$ 0 $ - $ - 5 4520 Primary Care Clinic flat 0.00 0.00 4.68 4.68 376$ $ 1,762 931$ 0 $ - $ - 6 4521 Intermediate Care Facility flat 0.00 0.00 2.91 2.91 376$ $ 1,095 580$ 0 $ - $ - 7 5422 Acute Psychiatric Care flat 0.00 0.00 2.69 2.69 376$ $ 1,013 536$ 0 $ - $ - 8 Acute Care Hospital 4526 1-99 Beds flat 0.07 0.05 6.00 6.12 376$ $ 2,302 1,807$ 1 $ 1,807 $ 2,302 4525 100-199 Beds flat 0.07 0.05 3.22 3.34 376$ $ 1,256 2,207$ 4 $ 8,828 $ 5,024 4524 200-250 Beds flat 0.07 0.05 6.83 6.95 376$ $ 2,615 2,783$ 1 $ 2,783 $ 2,615 4523 251+ Beds flat 0.07 0.05 5.35 5.47 376$ $ 2,058 3,373$ 2 $ 6,746 $ 4,116 9 Skilled Nursing 4528 < 200 lbs/month flat 0.07 0.05 0.62 0.74 376$ $ 277 245$ 23 $ 5,635 $ 6,379 4527 > 200 lbs/month flat 0.07 0.05 1.54 1.66 376$ $ 624 1,013$ 7 $ 7,091 $ 4,366 10 4529 Skilled Nursing Facility w/on-site treatment (< 200 lbs/month)flat 0.00 0.00 1.83 1.83 376$ $ 689 364$ 0 $ - $ - 11 4533 Specialty Clinic (< 200 lbs/month)flat 0.07 0.05 0.94 1.06 376$ $ 398 931$ 19 $ 17,689 $ 7,558 12 Clinical Lab 4536 < 200 lbs/month flat 0.00 0.00 0.66 0.66 376$ $ 248 116$ 0 $ - $ - 4530 > 200 lbs/month flat 0.07 0.05 4.23 4.35 376$ $ 1,636 1,391$ 2 $ 2,782 $ 3,272 13 4537 Clinical Lab w/on-site treatment (< 200 lbs/month)flat 0.07 0.05 1.83 1.95 376$ $ 733 364$ 1 $ 364 $ 733 Activity Service Cost Analysis EHS - DARS Data No. PE Fee Description Fee Unit Type Estimated Volume of Activity Annual Estimated Revenues Annual Estimated Revenue Analysis Cost of Service Per Activity Current Fee Estimated Average Labor Time Per Activity (hours) FBHR Office Admin Estimated Average Labor Time Per Activity (hours) TravelNo t e s NBS Web: www.nbsgov.com Toll-Free:800.676.7516 EHS - Medical Waste - COS, 1 of 2 County of Contra Costa Environmental Health Services - User Fee Study FY 2025 Appendix A.2 Cost Estimation for Providing Fee Related Activities and Services Current Fee Full Cost Recovery Activity Service Cost Analysis EHS - DARS Data No. PE Fee Description Fee Unit Type Estimated Volume of Activity Annual Estimated Revenues Annual Estimated Revenue Analysis Cost of Service Per Activity Current Fee Estimated Average Labor Time Per Activity (hours) FBHR Office Admin Estimated Average Labor Time Per Activity (hours) TravelNo t e s 14 Bio Producer 4535 < 200 lbs/month flat 0.07 0.05 0.86 0.98 376$ $ 368 349$ 4 $ 1,396 $ 1,471 4534 > 200 lbs/month flat 0.07 0.05 1.33 1.45 376$ $ 545 1,339$ 4 $ 5,356 $ 2,178 15 Bio Producer w/on-site treatment 4531 < 200 lbs/month flat 0.00 0.00 1.83 1.83 376$ $ 689 364$ 0 $ - $ - 4532 > 200 lbs/month flat 0.07 0.05 7.96 8.08 376$ $ 3,040 1,576$ 2 $ 3,152 $ 6,081 16 Common Storage Facility 4512 2-10 Generators flat 0.00 0.00 1.83 1.83 376$ $ 689 364$ 0 $ - $ - 4541 11-49 Generators flat 0.00 0.00 2.92 2.92 376$ $ 1,098 382$ 0 $ - $ - 4540 50+ Generators flat 0.00 0.00 5.09 5.09 376$ $ 1,916 1,013$ 0 $ - $ - 17 Safe Drug Disposal 4580 Initial Plan Review flat 0.00 0.00 31.04 31.04 376$ $ 11,685 21,691$ 0 $ - $ - 4585 Amended Plan Review flat 0.00 0.00 34.00 34.00 376$ $ 12,798 1,194$ 0 $ - $ - 18 n/a For services requested, which have no fee listed in this fee schedule During Work Hours per hour 0.00 0.00 1.00 1.00 376$ $ 376 199$ 0 $ - $ - After Work Hours per hour 0.00 0.00 1.00 1.00 423$ $ 423 266$ 0 $ - $ - TOTAL Medical Waste 241,752$ 320,437$ Notes [1] Sourced from: "2019 Land Use Fee Schedule" downloaded from the County's website [2] Any person violating Section 414-4.1019 or regulations issued hereunder, by failing to submit plans, obtain necessary inspections and approvals, or pay fees, or by commencing or continuing construction or remodeling in violation hereof, shall pay triple the appropriate fee as a penalty and remain subject t other applicable penalties and enforcement procedures authorized by the state law and/or this code. NBS Web: www.nbsgov.com Toll-Free:800.676.7516 EHS - Medical Waste - COS, 2 of 2 Prepared by NBS for the County of Contra Costa Environmental Health Division APPENDIX A.3 Cost of Service Analysis – Body Art County of Contra Costa Environmental Health Services - User Fee Study FY 2025 Appendix A.3 Cost Estimation for Providing Fee Related Activities and Services Current Fee Full Cost Recovery BODY ART 1 Body Art Facility 4960 Tattoo/Body Piercing flat 0.43 0.24 0.48 1.14 376$ $ 430 796$ 45 $ 35,820 $ 19,372 4961 Permanent Cosmetics flat 0.43 0.24 0.32 0.98 376$ $ 370 796$ 64 $ 50,944 $ 23,697 2 4950 Body Arts Facility & School Permit flat 0.43 0.24 1.65 2.31 376$ $ 871 1,194$ 4 $ 4,776 $ 3,484 3 NEW Body Arts School Plan Review flat 0.00 0.00 2.00 2.00 376$ $ 753 NEW 0 $ - $ - 4 4962 Body Arts Practitioner Yearly Registration flat 0.00 0.00 0.75 0.75 376$ $ 282 150$ 0 $ - $ - 5 4955 Body Arts Temporary Practitioner Registration - 15 days flat 0.00 0.00 0.50 0.50 376$ $ 188 100$ 0 $ - $ - 6 Body Arts Event Permit 4964 Organizer per event 0.43 0.24 5.17 5.83 376$ $ 2,196 244$ 1 $ 244 $ 2,196 4965 Demonstrator per station/ booth 0.00 0.00 0.33 0.33 376$ $ 124 66$ 0 $ - $ - 7 Mobile Body Arts 4974 Application to Operate (up to 4 hours) flat 0.00 0.00 4.00 4.00 376$ $ 1,506 796$ 0 $ - $ - 4966 Permit flat 0.00 0.00 2.00 2.00 376$ $ 753 398$ 0 $ - $ - 8 Fixed Facility Application to Operate (up to 4 hours) 4970 Tattoo/Body Piercing flat 0.43 0.24 3.65 4.31 376$ $ 1,624 796$ 18 $ 14,328 $ 29,227 4971 Permanent Cosmetics flat 0.43 0.24 3.60 4.26 376$ $ 1,605 796$ 94 $ 74,824 $ 150,862 4972 Piercing flat 0.43 0.24 3.75 4.41 376$ $ 1,661 796$ 3 $ 2,388 $ 4,984 4973 Branding flat 0.00 0.00 4.00 4.00 376$ $ 1,506 796$ 0 $ - $ - 9 4968 Blood Borne Pathogen Trainer (up to 2 hours) flat 0.43 0.24 5.89 6.55 376$ $ 2,467 398$ 8 $ 3,184 $ 19,735 10 Practitioner ID Card flat 0.00 0.00 0.23 0.23 376$ $ 87 45$ 0 $ - $ - 11 4975 Body Arts Facility Remodel Plan Review (up to 2 hours) flat 0.43 0.24 1.79 2.45 376$ $ 924 398$ 3 $ 1,194 $ 2,771 12 4967 Body Arts Plan Review (up to 4 hours) flat 0.00 0.00 4.67 4.67 376$ $ 1,758 796$ 0 $ - $ - Estimated Average Labor Time Per Activity (hours) Travel No. Fee Description No t e s Cost of Service Per Activity PE Fee Unit Type EHS - DARS Data Estimated Average Labor Time Per Activity (hours) FBHR Office Admin Activity Service Cost Analysis Annual Estimated Revenues Annual Estimated Revenue Analysis Estimated Volume of Activity Current Fee NBS Web: www.nbsgov.com Toll-Free:800.676.7516 EHS - Body Art - COS, 1 of 2 County of Contra Costa Environmental Health Services - User Fee Study FY 2025 Appendix A.3 Cost Estimation for Providing Fee Related Activities and Services Current Fee Full Cost Recovery Estimated Average Labor Time Per Activity (hours) Travel No. Fee Description No t e s Cost of Service Per Activity PE Fee Unit Type EHS - DARS Data Estimated Average Labor Time Per Activity (hours) FBHR Office Admin Activity Service Cost Analysis Annual Estimated Revenues Annual Estimated Revenue Analysis Estimated Volume of Activity Current Fee 13 n/a For services requested, which have no fee listed in this fee schedule During Work Hours per hour 0.00 0.00 1.00 1.00 376$ $ 376 199$ 0 $ - $ - After Work Hours per hour 0.00 0.00 1.00 1.00 423$ $ 423 266$ 0 $ - $ - TOTAL BODY ART 187,702$ 256,329$ Notes [1]Sourced from: "2019-body-art-program-fees.pdf" downloaded from the County's website [2]A technology fee surcharge will be assessed separately from the fees shown here to offset County costs associated with the permit tracking system. [3]Unless otherwise noted, all inspections are annual regulatory inspections NBS Web: www.nbsgov.com Toll-Free:800.676.7516 EHS - Body Art - COS, 2 of 2 Prepared by NBS for the County of Contra Costa Environmental Health Division APPENDIX A.4 Cost of Service Analysis – Commercial Cannabis County of Contra Costa Environmental Health Services - User Fee Study FY 2025 Appendix A.4 Cost Estimation for Providing Fee Related Activities and Services Current Fee Full Cost Recovery COMMERCIAL CANNABIS [1, 2] 1 410 Testing Laboratory Permit flat 0.00 0.00 7.50 7.50 376$ $ 2,823 1,492$ 0 $ - $ - 2 420 Retail Storefront Permit (Type 10 State License) flat [3]0.36 0.30 2.13 2.79 376$ $ 1,050 2,985$ 2 $ 5,970 $ 2,100 3 430 Cannabis Delivery Permit (Originates Within Unincorporated) flat 0.36 0.30 7.58 8.24 376$ $ 3,101 2,985$ 1 $ 2,985 $ 3,101 4 Distribution Permit 435 Type 13 State License flat 0.36 0.30 0.65 1.31 376$ $ 493 1,492$ 1 $ 1,492 $ 493 438 Transport Only - Type 11 State License flat 0.00 0.00 7.50 7.50 376$ $ 2,823 1,492$ 0 $ - $ - 5 Manufacturing Permit 440 Type 6 State License flat 0.36 0.30 0.65 1.31 376$ $ 493 2,985$ 1 $ 2,985 $ 493 445 Type N State License flat 0.00 0.00 15.00 15.00 376$ $ 5,646 2,985$ 0 $ - $ - 450 Type P State License flat 0.00 0.00 15.00 15.00 376$ $ 5,646 2,985$ 0 $ - $ - 6 448 Manufacturing Only (Type S State License) flat 0.00 0.00 2.50 2.50 376$ $ 941 497$ 0 $ - $ - 7 460 Cultivation Indoor Permit (Small or Medium State License)flat 0.36 0.30 0.33 0.99 376$ $ 372 1,990$ 2 $ 3,980 $ 744 8 465 Cultivation Outdoor Permit (Specialty or Nursery State License)flat 0.00 0.00 7.50 7.50 376$ $ 2,823 1,492$ 0 $ - $ - 9 425 Cannabis Delivery Permit (Originates Outside Unincorporated) flat 0.36 0.30 2.02 2.68 376$ $ 1,008 380$ 2 $ 760 $ 2,017 10 Additional Inspection / Verified Complaint Inspection per hour 0.00 0.00 1.00 1.00 376$ $ 376 199$ 0 $ - $ - 11 n/a For services requested, which have no fee listed in this fee schedule During Work Hours per hour 0.00 0.00 1.00 1.00 376$ $ 376 199$ 0 $ - $ - After Work Hours per hour 0.00 0.00 1.00 1.00 423$ $ 423 266$ 0 $ - $ - TOTAL COMMERCIAL CANNABIS 18,172$ 8,947$ Notes [1]Sourced from: "2019 Commercial Cannabis Fees" downloaded from the County's website [2]Penalties will be imposed for delinquent payments as provided in County Ordinance No. 93-58; Article 413-3.1206 [3]Retail storefronts that also do deliveries need a retail storefront health permit and a delivery health permit Estimated Average Labor Time Per Activity (hours) FBHR TravelOffice Admin Estimated Average Labor Time Per Activity (hours) Activity Service Cost Analysis Annual Estimated Revenue Analysis Annual Estimated Revenues No. PE Fee Description Fee Unit Type No t e s EHS - DARS Data Cost of Service Per Activity Current Fee Estimated Volume of Activity NBS Web: www.nbsgov.com Toll-Free:800.676.7516 EHS - Comm Cannabis - COS, 1 of 1 Prepared by NBS for the County of Contra Costa Environmental Health Division APPENDIX A.5 Cost of Service Analysis – Land Use County of Contra Costa Environmental Health Services - User Fee Study FY 2025 Appendix A.5 Cost Estimation for Providing Fee Related Activities and Services Current Fee Full Cost Recovery Land Use [1,2] Sewage Collection & Disposal 1 Preliminary Investigations 4230 Site Evaluation flat 1.10 0.00 0.06 1.16 376$ $ 438 697$ 10 $ 6,915 $ 4,350 4238 Percolation Test flat 1.10 0.00 0.50 1.60 376$ $ 604 995$ 42 $ 41,567 $ 25,233 4233 Soil Profile Test flat 1.10 0.00 0.26 1.36 376$ $ 514 796$ 40 $ 31,798 $ 20,520 2 Standard/Conventional OWTS 4242 Standard/Conventional System Plan Review flat 1.10 0.00 5.10 6.20 376$ $ 2,336 697$ 6 $ 4,186 $ 14,025 4212 Standard/Conventional System Construction/Replacement/Relocation Permit flat 1.10 0.00 0.28 1.38 376$ $ 521 1,592$ 22 $ 34,916 $ 11,431 3 Alternative OWTS 4243 Alternative System Plan Review flat 1.10 0.00 7.22 8.32 376$ $ 3,134 1,194$ 7 $ 8,417 $ 22,090 4215 Alternative System Construction/Replacement/Relocation Permit flat 1.10 0.00 18.41 19.51 376$ $ 7,346 2,189$ 10 $ 21,719 $ 72,881 Monitoring Report Audit flat 0.00 0.00 0.50 0.50 376$ $ 188 100$ 0 $ - $ - Additional Plan Review per hour 0.00 0.00 1.00 1.00 376$ $ 376 199$ 0 $ - $ - 4 Related OWTS and Other Activities 4240 Building Plan Reviews - Building Additions/Remodels flat 1.10 0.00 2.55 3.65 376$ $ 1,376 697$ 35 $ 24,568 $ 48,490 4221 Septic Tank Abandonment Permit flat 1.10 0.00 0.15 1.25 376$ $ 472 697$ 76 $ 52,775 $ 35,759 4225 Septic Tank Replacement flat 1.10 0.00 3.55 4.65 376$ $ 1,752 697$ 23 $ 15,833 $ 39,799 4253 Vault Privy flat 1.10 0.00 5.58 6.69 376$ $ 2,517 697$ 2 $ 1,638 $ 5,916 4218 Sewage Holding Tank flat 1.10 0.00 1.78 2.88 376$ $ 1,085 1,364$ 3 $ 3,561 $ 2,833 4219 OWTS Alteration Permit flat 1.10 0.00 0.05 1.15 376$ $ 435 1,277$ 11 $ 13,670 $ 4,653 4241 General Building Plan Review flat 1.10 0.00 0.15 1.25 376$ $ 472 498$ 79 $ 39,268 $ 37,239 Liquid Waste Disposal Annual Permits 5 4255 Portable Toilet Pumper Vehicle flat 1.10 0.00 0.61 1.71 376$ $ 645 252$ 4 $ 921 $ 2,359 6 4244 Septic System Pumper Vehicle flat 1.10 0.00 0.54 1.64 376$ $ 619 229$ 2 $ 538 $ 1,455 7 4245 Sewage Pumper Company flat 1.10 0.00 1.57 2.67 376$ $ 1,007 772$ 6 $ 4,838 $ 6,309 Activity Service Cost Analysis EHS - DARS Data No. PE Fee Description Fee Unit Type Estimated Volume of Activity Annual Estimated Revenues Annual Estimated Revenue Analysis Cost of Service Per Activity Current Fee Estimated Average Labor Time Per Activity (hours) FBHR Office Admin Estimated Average Labor Time Per Activity (hours) TravelNo t e s NBS Web: www.nbsgov.com Toll-Free:800.676.7516 EHS - Land Use - COS, 1 of 3 County of Contra Costa Environmental Health Services - User Fee Study FY 2025 Appendix A.5 Cost Estimation for Providing Fee Related Activities and Services Current Fee Full Cost Recovery Activity Service Cost Analysis EHS - DARS Data No. PE Fee Description Fee Unit Type Estimated Volume of Activity Annual Estimated Revenues Annual Estimated Revenue Analysis Cost of Service Per Activity Current Fee Estimated Average Labor Time Per Activity (hours) FBHR Office Admin Estimated Average Labor Time Per Activity (hours) TravelNo t e s Wells and Soil Borings 8 4301 Soil Boring Permit per parcel 0.04 0.00 0.42 0.46 376$ $ 171 614$ 379 $ 232,935 $ 65,020 Each Additional Soil Boring per parcel 0.00 0.00 0.25 0.25 376$ $ 94 50$ 0 $ - $ - 9 4302 Soil Vapor Probe Permit per parcel 0.04 0.00 1.49 1.53 376$ $ 574 614$ 52 $ 31,865 $ 29,797 Each Additional Soil Vapor Probe per parcel 0.00 0.00 0.25 0.25 376$ $ 94 50$ 0 $ - $ - 10 4348 Geothermal Heat Exchange Well Permit flat 0.04 0.00 4.86 4.90 376$ $ 1,843 796$ 1 $ 623 $ 1,443 11 4349 Cathodic Protection Well Permit flat 0.04 0.00 2.43 2.47 376$ $ 928 697$ 20 $ 13,649 $ 18,172 12 4351 Dewatering Well Permit Up to 10 Wells per parcel 0.04 0.00 2.30 2.34 376$ $ 879 706$ 20 $ 14,009 $ 17,443 13 4352 Inclinometer Permit per parcel 0.04 0.00 2.91 2.95 376$ $ 1,109 608$ 9 $ 5,239 $ 9,552 14 4353 CPT Permit per parcel 0.04 0.00 1.97 2.01 376$ $ 755 557$ 83 $ 46,392 $ 62,870 Each Additional CPT per parcel 0.00 0.00 0.25 0.25 376$ $ 94 50$ 0 $ - $ - 15 4365 Monitoring Well Permit flat 0.04 0.00 1.57 1.61 376$ $ 604 697$ 160 $ 111,738 $ 96,872 16 4366 Piezometer w/out Casing Permit per parcel 0.04 0.00 3.93 3.97 376$ $ 1,493 614$ 2 $ 1,122 $ 2,728 Each Additional Piezometer w/out Casing per parcel 0.00 0.00 0.25 0.25 376$ $ 94 50$ 0 $ - $ - 17 4367 Piezometer with Casing Permit flat 0.04 0.00 0.98 1.02 376$ $ 382 632$ 9 $ 5,940 $ 3,592 18 NEW Inclinometer/Piezometer Destruction Permit flat 0.00 0.00 2.72 2.72 376$ $ 1,024 NEW 0 $ - $ - 19 4368 Well Destruction Permit flat 0.04 0.00 1.32 1.36 376$ $ 510 671$ 296 $ 198,322 $ 150,785 20 4369 Domestic Well Construction Permit flat 0.04 0.00 2.44 2.48 376$ $ 932 1,383$ 86 $ 118,801 $ 80,038 21 4370 Well Variance flat 0.04 0.00 0.44 0.48 376$ $ 179 367$ 37 $ 13,511 $ 6,587 22 4371 Well Site Evaluation per well 0.00 0.00 3.00 3.00 376$ $ 1,129 597$ 0 $ - $ - 23 4372 Irrigation/Ag Well Construction Permit flat 0.04 0.00 1.38 1.42 376$ $ 533 1,383$ 53 $ 73,664 $ 28,376 24 4399 Well Flow Test flat 0.04 0.00 4.95 4.99 376$ $ 1,877 796$ 5 $ 3,949 $ 9,309 NBS Web: www.nbsgov.com Toll-Free:800.676.7516 EHS - Land Use - COS, 2 of 3 County of Contra Costa Environmental Health Services - User Fee Study FY 2025 Appendix A.5 Cost Estimation for Providing Fee Related Activities and Services Current Fee Full Cost Recovery Activity Service Cost Analysis EHS - DARS Data No. PE Fee Description Fee Unit Type Estimated Volume of Activity Annual Estimated Revenues Annual Estimated Revenue Analysis Cost of Service Per Activity Current Fee Estimated Average Labor Time Per Activity (hours) FBHR Office Admin Estimated Average Labor Time Per Activity (hours) TravelNo t e s Subdivisions - Land Use Projects 25 Department of Conservation & Development (DCD) report reviewed for land use permits; rezoning; developmental plans; EIR review; lot line adjustments; and DCD variance requests per hour 0.00 0.00 1.00 1.00 376$ $ 376 199$ 0 $ - $ - 26 Environmental Health Review of DCD Applications flat 0.00 0.00 0.30 0.30 376$ $ 113 59$ 0 $ - $ - Miscellaneous 27 NEW Health Officer Appeal Hearing flat 0.00 0.00 4.00 4.00 376$ $ 1,506 NEW 0 $ - $ - 28 n/a For services requested, which have no fee listed in this fee schedule During Work Hours per hour 0.00 0.00 1.00 1.00 376$ $ 376 199$ 0 $ - $ - After Work Hours per hour 0.00 0.00 1.00 1.00 423$ $ 423 266$ 0 $ - $ - TOTAL Land Use 1,179,178$ 937,927$ Notes [1] Sourced from: "2019 Land Use Fee Schedule" downloaded from the County's website [2] Any person violating Section 414-4.1019 or regulations issued hereunder, by failing to submit plans, obtain necessary inspections and approvals, or pay fees, or by commencing or continuing construction or remodeling in violation hereof, shall pay triple the appropriate fee as a penalty and remain subject t other applicable penalties and enforcement procedures authorized by the state law and/or this code. NBS Web: www.nbsgov.com Toll-Free:800.676.7516 EHS - Land Use - COS, 3 of 3 Prepared by NBS for the County of Contra Costa Environmental Health Division APPENDIX A.6 Cost of Service Analysis – Small Water Systems County of Contra Costa Environmental Health Services - User Fee Study FY 2025 Appendix A.6 Cost Estimation for Providing Fee Related Activities and Services Current Fee Full Cost Recovery Small Water System [1,2] 1 4623 Non-Community Surface Water System flat 1.58 0.00 13.64 15.22 376$ $ 5,728 1,392$ 1 $ 1,392 $ 5,728 2 Non-Community, Non-Transient 4626 Surface Waster System flat 0.00 0.00 6.99 6.99 376$ $ 2,631 1,392$ 0 $ - $ - 4624 Groundwater System flat 1.58 0.00 9.20 10.78 376$ $ 4,058 1,215$ 3 $ 3,645 $ 12,174 4625 Groundwater System w/Treatment flat 1.58 0.00 9.53 11.10 376$ $ 4,180 1,392$ 4 $ 5,568 $ 16,720 3 4663 Non-Community, Transient Groundwater System flat 1.58 0.00 4.61 6.19 376$ $ 2,329 510$ 36 $ 18,360 $ 83,858 4 Community Ground Water System 4627 15-24 Connections flat 1.58 0.00 8.70 10.27 376$ $ 3,867 1,392$ 10 $ 13,920 $ 38,675 4630 25-99 Connections flat 1.58 0.00 8.07 9.65 376$ $ 3,631 1,392$ 13 $ 18,096 $ 47,200 4633 100-199 Connections flat 1.58 0.00 10.90 12.48 376$ $ 4,697 1,740$ 5 $ 8,700 $ 23,483 5 Community Ground Water System w/Treatment 4628 15-24 Connections flat 0.00 0.00 0.33 0.33 376$ $ 125 1,392$ 0 $ - $ - 4631 25-99 Connections flat 1.58 0.00 10.03 11.60 376$ $ 4,368 1,392$ 1 $ 1,392 $ 4,368 4634 100-199 Connections flat 0.00 0.00 4.28 4.28 376$ $ 1,611 851$ 0 $ - $ - 6 Community Surface Water System 4632 25-99 Connections flat 0.00 0.00 3.43 3.43 376$ $ 1,291 682$ 0 $ - $ - 4635 100-199 Connections flat 0.00 0.00 4.28 4.28 376$ $ 1,611 851$ 0 $ - $ - 7 4661 Local Small Water System flat 1.58 0.00 1.01 2.59 376$ $ 974 348$ 20 $ 6,960 $ 19,485 8 4662 State Small Water System flat 1.58 0.00 2.17 3.74 376$ $ 1,409 522$ 15 $ 7,830 $ 21,139 9 Non-Community Ground Water System With Food Preparation flat 0.00 0.00 2.56 2.56 376$ $ 964 510$ 0 $ - $ - 4664 With Treatment flat 1.58 0.00 5.09 6.67 376$ $ 2,509 870$ 5 $ 4,350 $ 12,546 10 Public Water System Plan Review 4665 New Community Water System flat 0.00 0.00 8.74 8.74 376$ $ 3,290 1,740$ 0 $ - $ - 4666 New Non-Community Water System flat 0.00 0.00 8.74 8.74 376$ $ 3,290 1,740$ 0 $ - $ - 4667 Amended Permit because of Ownership Change flat 0.00 0.00 6.12 6.12 376$ $ 2,304 1,218$ 0 $ - $ - 4668 Amended Permit because of System Change flat 0.00 0.00 13.12 13.12 376$ $ 4,939 2,610$ 0 $ - $ - Activity Service Cost Analysis EHS - DARS Data No. PE Fee Description Fee Unit Type Estimated Volume of Activity Annual Estimated Revenue Analysis Annual Estimated Revenues Cost of Service Per Activity Current Fee Estimated Average Labor Time Per Activity (hours) FBHR Office Admin Estimated Average Labor Time Per Activity (hours) TravelNo t e s NBS Web: www.nbsgov.com Toll-Free:800.676.7516 EHS - Water System - COS, 1 of 2 County of Contra Costa Environmental Health Services - User Fee Study FY 2025 Appendix A.6 Cost Estimation for Providing Fee Related Activities and Services Current Fee Full Cost Recovery Activity Service Cost Analysis EHS - DARS Data No. PE Fee Description Fee Unit Type Estimated Volume of Activity Annual Estimated Revenue Analysis Annual Estimated Revenues Cost of Service Per Activity Current Fee Estimated Average Labor Time Per Activity (hours) FBHR Office Admin Estimated Average Labor Time Per Activity (hours) TravelNo t e s 11 n/a For services requested, which have no fee listed in this fee schedule During Work Hours per hour 0.00 0.00 1.00 1.00 376$ $ 376 199$ 0 $ - $ - After Work Hours per hour 0.00 0.00 1.00 1.00 423$ $ 423 224$ 0 $ - $ - TOTAL Small Water System 90,213$ 285,375$ Notes [1] Sourced from: "2019 Land Use Fee Schedule" downloaded from the County's website [2] Any person violating Section 414-4.1019 or regulations issued hereunder, by failing to submit plans, obtain necessary inspections and approvals, or pay fees, or by commencing or continuing construction or remodeling in violation hereof, shall pay triple the appropriate fee as a penalty and remain subject t other applicable penalties and enforcement procedures authorized by the state law and/or this code. NBS Web: www.nbsgov.com Toll-Free:800.676.7516 EHS - Water System - COS, 2 of 2 Prepared by NBS for the County of Contra Costa Environmental Health Division APPENDIX A.7 Cost of Service Analysis – Recreational Health County of Contra Costa Environmental Health Services - User Fee Study FY 2025 Appendix A.7 Cost Estimation for Providing Fee Related Activities and Services Current Fee Full Cost Recovery Recreational Health [1,2] Swimming Pools/Spas 1 Swimming Pool (Seasonal) 3630 Multi-Use flat 0.22 0.24 0.80 1.26 376$ $ 474 730$ 914 $ 667,220 $ 433,451 3634 Each Additional Pool flat 0.22 0.24 0.70 1.16 376$ $ 437 261$ 158 $ 41,238 $ 68,982 2 Spa (Seasonal) 3632 Multi-Use flat 0.22 0.24 0.51 0.97 376$ $ 365 631$ 7 $ 4,417 $ 2,556 3634 Each Additional Spa flat 0.22 0.24 0.70 1.16 376$ $ 437 261$ 158 $ 41,238 $ 68,982 3 Public School/Municipal/Public Pools (Seasonal) 3601 First Pool flat 0.22 0.24 0.84 1.30 376$ $ 489 730$ 2 $ 1,460 $ 979 3606 Each Additional Pool flat 0.22 0.24 1.17 1.63 376$ $ 614 261$ 1 $ 131 $ 307 4 Public School/Municipal/Public Spa (Seasonal) 3603 First Spa flat 0.00 0.00 3.17 3.17 376$ $ 1,193 631$ 0 $ - $ - 3606 Each Additional Spa flat 0.22 0.24 1.17 1.63 376$ $ 612 261$ 1 $ 261 $ 612 5 Recreational Water Park (Seasonal) 3620 One System flat 0.22 0.24 1.00 1.46 376$ $ 550 1,263$ 1 $ 1,263 $ 550 3624 Each Additional flat 0.22 0.24 5.31 5.77 376$ $ 2,172 631$ 5 $ 3,155 $ 10,859 6 Splash/Spray Park (Seasonal) 3636 One System flat 0.22 0.24 0.61 1.07 376$ $ 403 730$ 3 $ 2,190 $ 1,208 Each Additional flat 0.00 0.00 0.31 0.31 376$ $ 117 261$ 0 $ - $ - 7 Swimming Pool (Year Round) 3660 Multi-Use flat 0.22 0.24 1.41 1.87 376$ $ 704 835$ 121 $ 101,035 $ 85,166 3664 Each Additional Pool flat 0.22 0.24 1.22 1.68 376$ $ 632 299$ 71 $ 21,229 $ 44,895 8 NEW Temporarily Inactive Pool flat 0.00 0.00 1.00 1.00 376$ $ 376 NEW 0 $ - $ - 9 Spa (Year Round) 3662 Multi-Use flat 0.22 0.24 0.59 1.05 376$ $ 395 722$ 11 $ 7,942 $ 4,347 3664 Each Additional Spa flat 0.22 0.24 1.22 1.68 376$ $ 632 299$ 71 $ 21,229 $ 44,895 10 Public School/Municipal/Public Pools (Year Round) 3650 First Pool flat 0.22 0.24 0.89 1.35 376$ $ 508 835$ 9 $ 7,515 $ 4,573 3656 Each Additional Pool flat 0.22 0.24 0.66 1.12 376$ $ 422 299$ 10 $ 2,990 $ 4,215 Activity Service Cost Analysis EHS - DARS Data No. PE Fee Description Fee Unit Type Estimated Volume of Activity Annual Estimated Revenue Analysis Annual Estimated Revenues Cost of Service Per Activity Current Fee Estimated Average Labor Time Per Activity (hours) FBHR Office Admin Estimated Average Labor Time Per Activity (hours) TravelNo t e s NBS Web: www.nbsgov.com Toll-Free:800.676.7516 EHS - Recreational Health - COS, 1 of 2 County of Contra Costa Environmental Health Services - User Fee Study FY 2025 Appendix A.7 Cost Estimation for Providing Fee Related Activities and Services Current Fee Full Cost Recovery Activity Service Cost Analysis EHS - DARS Data No. PE Fee Description Fee Unit Type Estimated Volume of Activity Annual Estimated Revenue Analysis Annual Estimated Revenues Cost of Service Per Activity Current Fee Estimated Average Labor Time Per Activity (hours) FBHR Office Admin Estimated Average Labor Time Per Activity (hours) TravelNo t e s 11 Public School/Municipal/Public Spa (Year Round) 3653 First Spa flat 0.00 0.00 3.17 3.17 376$ $ 1,193 722$ 0 $ - $ - 3647 Each Additional Spa flat 0.22 0.24 1.00 1.46 376$ $ 550 299$ 5 $ 1,495 $ 2,748 12 Splash/Spray Park (Year Round) 3666 One System flat 0.00 0.00 4.20 4.20 376$ $ 1,581 835$ 0 $ - $ - Each Additional flat 0.00 0.00 1.50 1.50 376$ $ 565 299$ 0 $ - $ - 13 3680 Public Beach (Seasonal) - One System flat 0.22 0.24 1.38 1.84 376$ $ 693 1,444$ 3 $ 4,332 $ 2,078 14 n/a For services requested, which have no fee listed in this fee schedule During Work Hours per hour 0.00 0.00 1.00 1.00 376$ $ 376 199$ 0 $ - $ - After Work Hours per hour 0.00 0.00 1.00 1.00 423$ $ 423 224$ 0 $ - $ - TOTAL Recreational Health 930,340$ 781,402$ Notes [1] Sourced from: "2019 Land Use Fee Schedule" downloaded from the County's website [2] Any person violating Section 414-4.1019 or regulations issued hereunder, by failing to submit plans, obtain necessary inspections and approvals, or pay fees, or by commencing or continuing construction or remodeling in violation hereof, shall pay triple the appropriate fee as a penalty and remain subject t other applicable penalties and enforcement procedures authorized by the state law and/or this code. NBS Web: www.nbsgov.com Toll-Free:800.676.7516 EHS - Recreational Health - COS, 2 of 2 Prepared by NBS for the County of Contra Costa Environmental Health Division APPENDIX A.8 Cost of Service Analysis – Retail Food County of Contra Costa Environmental Health Services - User Fee Study FY 2025 Appendix A.8 Cost Estimation for Providing Fee Related Activities and Services Current Fee Full Cost Recovery RETAIL FOOD PERMIT [2,3,6] Fixed Food Facilities 1 Restaurant 0-25 Seats 601 RC1 flat 1.25 0.85 1.21 3.30 376$ $ 1,244 798$ 235 $ 187,530 $ 292,240 602 RC2 flat 1.25 0.85 2.35 4.44 376$ $ 1,673 1,188$ 591 $ 702,108 $ 988,559 603 RC3 flat 1.25 0.85 3.57 5.66 376$ $ 2,132 1,686$ 175 $ 295,050 $ 373,086 26-49 Seats 604 RC1 flat 1.25 0.85 1.47 3.56 376$ $ 1,341 896$ 49 $ 43,904 $ 65,731 605 RC2 flat 1.25 0.85 2.79 4.88 376$ $ 1,838 1,258$ 365 $ 459,170 $ 670,984 606 RC3 flat 1.25 0.85 3.99 6.08 376$ $ 2,290 1,767$ 189 $ 333,963 $ 432,813 50-149 Seats 607 RC1 flat 1.25 0.85 1.55 3.64 376$ $ 1,372 1,194$ 16 $ 19,104 $ 21,945 608 RC2 flat 1.25 0.85 2.75 4.84 376$ $ 1,823 1,315$ 338 $ 444,470 $ 616,261 609 RC3 flat 1.25 0.85 4.51 6.60 376$ $ 2,486 1,885$ 347 $ 654,095 $ 862,556 150+ Seats 610 RC1 flat 1.25 0.85 0.59 2.68 376$ $ 1,010 1,242$ 10 $ 12,420 $ 10,102 611 RC2 flat 1.25 0.85 2.60 4.69 376$ $ 1,767 1,512$ 40 $ 60,480 $ 70,672 612 RC3 flat 1.25 0.85 5.42 7.51 376$ $ 2,828 2,073$ 138 $ 286,074 $ 390,304 2 619 Cocktail Lounge / Bar flat 1.25 0.85 0.81 2.90 376$ $ 1,093 884$ 63 $ 55,692 $ 68,859 3 620 Intermittent Snack Bar flat 1.25 0.85 0.66 2.75 376$ $ 1,037 732$ 49 $ 35,868 $ 50,791 4 614 Registered Exempt Retail Food Markets flat 1.25 0.85 0.12 2.21 376$ $ 833 No Charge 119 $ - $ 99,160 5 613 Incidental Retail Food Markets flat 1.25 0.85 0.80 2.89 376$ $ 1,089 498$ 112 $ 55,776 $ 121,995 6 Retail Food Markets Less than 2,000 s.f. 615 RC1 flat 1.25 0.85 0.99 3.08 376$ $ 1,161 793$ 454 $ 360,022 $ 526,985 644 RC2 flat 1.25 0.85 1.95 4.04 376$ $ 1,522 1,028$ 28 $ 28,784 $ 42,619 2,001 to 4,000 s.f. 616 RC1 flat 1.25 0.85 1.17 3.26 376$ $ 1,229 892$ 234 $ 208,728 $ 287,473 645 RC2 flat 1.25 0.85 1.66 3.75 376$ $ 1,413 1,200$ 15 $ 18,000 $ 21,194 4,001 to 6,000 s.f. 617 RC1 flat 1.25 0.85 1.60 3.69 376$ $ 1,390 973$ 25 $ 24,325 $ 34,759 646 RC2 flat 1.25 0.85 4.54 6.63 376$ $ 2,497 1,374$ 4 $ 5,496 $ 9,988 6,001+ s.f. 618 RC1 flat 1.25 0.85 1.95 4.04 376$ $ 1,522 1,099$ 134 $ 147,266 $ 203,964 647 RC2 flat 1.25 0.85 3.88 5.97 376$ $ 2,249 1,430$ 25 $ 35,750 $ 56,215 Annual Estimated Revenue Analysis Annual Estimated Revenues Office Admin Estimated Volume of Activity Estimated Average Labor Time Per Activity (hours) Travel Activity Service Cost Analysis No. PE Fee Description Fee Unit Type No t e s EHS - DARS Data Cost of Service Per Activity Current Fee Estimated Average Labor Time Per Activity (hours) FBHR NBS Web: www.nbsgov.com Toll-Free:800.676.7516 EHS - Retail Food - COS, 1 of 6 County of Contra Costa Environmental Health Services - User Fee Study FY 2025 Appendix A.8 Cost Estimation for Providing Fee Related Activities and Services Current Fee Full Cost Recovery Annual Estimated Revenue Analysis Annual Estimated Revenues Office Admin Estimated Volume of Activity Estimated Average Labor Time Per Activity (hours) Travel Activity Service Cost Analysis No. PE Fee Description Fee Unit Type No t e s EHS - DARS Data Cost of Service Per Activity Current Fee Estimated Average Labor Time Per Activity (hours) FBHR 7 649 Remote Food Storage flat 1.25 0.85 0.55 2.64 376$ $ 995 299$ 3 $ 897 $ 2,985 8 Bakery Less than 2,000 s.f. 628 RC1 flat 1.25 0.85 1.10 3.19 376$ $ 1,202 651$ 97 $ 63,147 $ 116,610 629 RC2 flat 1.25 0.85 1.65 3.74 376$ $ 1,409 1,095$ 28 $ 30,660 $ 39,457 2,001 to 4,000 s.f. 630 RC1 flat 1.25 0.85 1.28 3.37 376$ $ 1,270 749$ 16 $ 11,984 $ 20,319 631 RC2 flat 1.25 0.85 3.10 5.19 376$ $ 1,955 1,194$ 2 $ 2,388 $ 3,910 4,001 to 6,000 s.f. 632 RC1 flat 1.25 0.85 2.00 4.09 376$ $ 1,541 1,059$ 0 $ - $ - 633 RC2 flat 1.25 0.85 4.00 6.09 376$ $ 2,294 1,294$ 0 $ - $ - 6,001+ s.f. 634 RC1 flat 1.25 0.85 6.05 8.14 376$ $ 3,065 1,204$ 0 $ - $ - 635 RC2 flat 1.25 0.85 7.00 9.09 376$ $ 3,423 1,393$ 0 $ - $ - 9 Production Kitchen 637 First Permit flat 1.25 0.85 1.08 3.17 376$ $ 1,195 1,052$ 34 $ 35,768 $ 40,618 638 Additional Permit (Restaurant/Caterer) flat 1.25 0.85 0.52 2.61 376$ $ 984 199$ 10 $ 1,990 $ 9,838 643 Fee Exempt flat 1.25 0.85 0.55 2.64 376$ $ 995 -$ 12 $ - $ 11,942 10 Microenterprise Home Kitchen Operations 658 Initial Permit flat 0.00 0.00 2.25 2.25 376$ $ 847 NEW 0 $ - $ - 659 Annual Renewal Permit flat 0.00 0.00 1.50 1.50 376$ $ 565 NEW 0 $ - $ - 11 NEW Detention Facility Kitchen flat 0.00 0.00 1.46 1.46 376$ $ 550 NEW 0 $ - $ - 12 652 Catering Operation Self Owner flat 1.25 0.85 1.30 3.39 376$ $ 1,277 1,052$ 16 $ 16,832 $ 20,439 13 622 Catering Operation flat 1.25 0.85 1.28 3.37 376$ $ 1,270 1,052$ 66 $ 69,432 $ 83,815 14 653 Host Facility flat 1.25 0.85 2.08 4.18 376$ $ 1,572 1,052$ 1 $ 1,052 $ 1,572 15 636 Food Demonstrator flat 1.25 0.85 4.33 6.42 376$ $ 2,418 424$ 6 $ 2,544 $ 14,508 16 Schools 624 Summer Food Service Program (grant funded) flat 1.25 0.85 3.00 5.09 376$ $ - 299$ 2 $ 598 $ - 626 School Food Distribution Center flat 1.25 0.85 2.87 4.96 376$ $ 1,868 299$ 38 $ 11,362 $ 71,000 625 School w/3+ On-Campus Food Service Locations flat 1.25 0.85 2.48 4.57 376$ $ 1,722 995$ 256 $ 254,720 $ 440,736 627 School w/2 On-Campus Food Service Locations flat 1.25 0.85 0.31 2.41 376$ $ 906 299$ 25 $ 7,475 $ 22,643 NEW School w/1 On-Campus Food Service Location flat 1.25 0.85 0.25 2.34 376$ $ 882 299$ 0 $ - $ - NEW Addtl. School On-Campus Food Service Location flat No Fee No Fee NBS Web: www.nbsgov.com Toll-Free:800.676.7516 EHS - Retail Food - COS, 2 of 6 County of Contra Costa Environmental Health Services - User Fee Study FY 2025 Appendix A.8 Cost Estimation for Providing Fee Related Activities and Services Current Fee Full Cost Recovery Annual Estimated Revenue Analysis Annual Estimated Revenues Office Admin Estimated Volume of Activity Estimated Average Labor Time Per Activity (hours) Travel Activity Service Cost Analysis No. PE Fee Description Fee Unit Type No t e s EHS - DARS Data Cost of Service Per Activity Current Fee Estimated Average Labor Time Per Activity (hours) FBHR 17 656 Event Center flat 1.25 0.85 0.36 2.45 376$ $ 924 1,052$ 17 $ 17,884 $ 15,701 18 639 Season Fixed Facility flat 1.25 0.85 2.43 4.52 376$ $ 1,703 570$ 4 $ 2,280 $ 6,811 Mobile Food Facilities 19 CMFO - Prepackaged Ice Cream Carts (non-motorized) 701 1 to 4 each 0.25 0.17 0.68 1.10 376$ $ 414 183$ 10 $ 1,830 $ 4,141 702 5 to 10 each 0.25 0.17 0.65 1.07 376$ $ 403 150$ 0 $ - $ - 703 11+ each 0.25 0.17 0.63 1.05 376$ $ 395 137$ 9 $ 1,233 $ 3,557 20 708 CMFO - Limited Food Prep (non-motorized) flat 1.06 0.31 1.19 2.55 376$ $ 961 728$ 38 $ 27,664 $ 36,522 21 718 MFF - Limited Food Prep flat 1.06 0.31 1.26 2.62 376$ $ 987 896$ 194 $ 173,824 $ 191,564 22 NEW MFF - Full Prep flat 1.06 0.31 1.55 2.91 376$ $ 1,097 NEW 0 $ - $ - 23 728 MFF - Prepackaged Ice Cream Vehicle (motorized) flat 1.06 0.31 0.34 1.70 376$ $ 641 454$ 32 $ 14,528 $ 20,516 24 738 MFF Pre-packaged Non-PHF flat 1.06 0.31 0.76 2.12 376$ $ 799 454$ 2 $ 908 $ 1,598 25 NEW CMFO - Prepackaged Non-PHF (non-motorized, >25 sq. ft.) flat 1.06 0.31 0.80 2.16 376$ $ 814 NEW 0 $ - $ - 26 NEW CMFO - Prepackaged PHF (non-motorized) flat 1.06 0.31 1.00 2.36 376$ $ 890 NEW 0 $ - $ - 27 740 MFF - Whole Uncut Produce flat 1.06 0.31 0.50 1.86 376$ $ 701 NEW 0 $ - $ - 28 745 MFF/CMFO - Mobile Support Unit flat 1.06 0.31 0.55 1.91 376$ $ 720 110$ 1 $ 110 $ 720 29 746 CMFO - Auxiliary Conveyance Unit flat 1.06 0.31 0.71 2.07 376$ $ 780 110$ 1 $ 110 $ 780 30 747 MFF/CMFO - Addtl. MFF Operating Unit flat 1.06 0.31 1.00 2.36 376$ $ 890 110$ 3 $ 330 $ 2,669 31 754 MFF - Limited Commissary Addtl. Permit (prepackaged only) flat 1.06 0.31 0.50 1.86 376$ $ 701 NEW 0 $ - $ - 32 755 MFF - Limited Commissary (prepackaged only) flat 1.06 0.31 0.50 1.86 376$ $ 701 NEW 0 $ - $ - 33 756 MFF - Registered Service Commissary (parking only) flat 1.06 0.31 0.50 1.86 376$ $ 701 NEW 0 $ - $ - 34 758 MFF - Commissary flat 1.06 0.31 0.58 1.94 376$ $ 731 798$ 15 $ 11,970 $ 10,972 35 757 MFF - Commissary Addtl. Permit (restaurant) flat 1.06 0.31 0.31 1.67 376$ $ 630 199$ 32 $ 6,368 $ 20,155 NBS Web: www.nbsgov.com Toll-Free:800.676.7516 EHS - Retail Food - COS, 3 of 6 County of Contra Costa Environmental Health Services - User Fee Study FY 2025 Appendix A.8 Cost Estimation for Providing Fee Related Activities and Services Current Fee Full Cost Recovery Annual Estimated Revenue Analysis Annual Estimated Revenues Office Admin Estimated Volume of Activity Estimated Average Labor Time Per Activity (hours) Travel Activity Service Cost Analysis No. PE Fee Description Fee Unit Type No t e s EHS - DARS Data Cost of Service Per Activity Current Fee Estimated Average Labor Time Per Activity (hours) FBHR Other Types of Food Facilities 36 Temporary Events 817 Food Prep 1 to 2 per booth 0.00 0.05 0.68 0.73 376$ $ 273 196$ 572 $ 112,112 $ 156,134 818 Food Prep 3 to 7 per booth 0.00 0.05 0.42 0.47 376$ $ 178 142$ 367 $ 52,114 $ 65,503 819 Food Prep 8+ per booth 0.00 0.05 0.35 0.40 376$ $ 151 126$ 1220 $ 153,720 $ 183,764 NEW Sampling/Demonstrators 1 to 2 per booth 0.00 0.00 0.34 0.34 376$ $ 128 NEW 0 $ - $ - NEW Sampling/Demonstrators 3 to 7 per booth 0.00 0.00 0.23 0.23 376$ $ 87 NEW 0 $ - $ - NEW Sampling/Demonstrators 8+ per booth 0.00 0.00 0.20 0.20 376$ $ 75 NEW 0 $ - $ - NEW Prepackaged/Beverage 1 to 2 per booth 0.00 0.00 0.17 0.17 376$ $ 64 NEW 0 $ - $ - NEW Prepackaged/Beverage 3 to 7 per booth 0.00 0.00 0.12 0.12 376$ $ 45 NEW 0 $ - $ - NEW Prepackaged/Beverage 8+ per booth 0.00 0.00 0.10 0.10 376$ $ 38 NEW 0 $ - $ - 37 Temporary Event Application Submitted two weeks prior to event flat [5]0.00 0.00 0.75 0.75 376$ $ 282 45$ 0 $ - $ - Submitted < 2 weeks and > 1 week prior to event per booth [4] 25% of permit fee Submitted < 1 week prior to event per booth [4] 40% of permit fee 38 Swap Meet/Flea Market Pre-Packaged Food Stand 814 < 20,000 s.f. flat 0.00 0.00 2.00 2.00 376$ $ 753 1,716$ 0 $ - $ - 815 >20,000 s.f. flat 0.00 0.00 3.00 3.00 376$ $ 1,129 3,432$ 0 $ - $ - 39 Cert-Ag. Vendor - Farmers Market RC 2 802 1-25 Booths flat 0.00 0.05 2.00 2.05 376$ $ 772 597$ 14 $ 8,358 $ 10,804 803 26-45 Booths flat 0.00 0.05 2.75 2.80 376$ $ 1,054 796$ 4 $ 3,184 $ 4,216 804 46+ Booths flat 0.00 0.00 3.25 3.25 376$ $ 1,223 995$ 0 $ - $ - 40 Non-Ag. Food Vendor - Farmers Market 805 1-5 Booths flat 0.00 0.05 1.40 1.45 376$ $ 547 478$ 6 $ 2,868 $ 3,281 806 6-10 Booths flat 0.00 0.05 2.00 2.05 376$ $ 773 600$ 3 $ 1,800 $ 2,318 807 11+ Booths flat 0.00 0.05 2.50 2.55 376$ $ 961 839$ 9 $ 7,551 $ 8,649 41 801 Farm Stands flat 0.00 0.05 0.48 0.53 376$ $ 200 498$ 2 $ 996 $ 399 42 Vending Machines 1644 1-4 Machines flat 0.00 0.00 1.64 1.64 376$ $ 617 249$ 3 $ 747 $ 1,852 1644 5+ Machines each 0.00 0.00 1.64 1.64 376$ $ 617 37$ 0 $ - $ - 43 Skilled Nursing Facility 1501 0-50 Beds flat 0.00 0.00 1.66 1.66 376$ $ 625 1,147$ 8 $ 9,176 $ 4,999 1502 51-100 Beds flat 0.00 0.00 1.59 1.59 376$ $ 599 1,434$ 11 $ 15,774 $ 6,584 1503 101-200 Beds flat 0.00 0.00 1.81 1.81 376$ $ 681 1,720$ 10 $ 17,200 $ 6,813 1504 201-300 Beds flat 0.00 0.00 10.09 10.09 376$ $ 3,798 2,008$ 0 $ - $ - 1505 301+ Beds flat 0.00 0.00 11.53 11.53 376$ $ 4,340 2,295$ 0 $ - $ - NBS Web: www.nbsgov.com Toll-Free:800.676.7516 EHS - Retail Food - COS, 4 of 6 County of Contra Costa Environmental Health Services - User Fee Study FY 2025 Appendix A.8 Cost Estimation for Providing Fee Related Activities and Services Current Fee Full Cost Recovery Annual Estimated Revenue Analysis Annual Estimated Revenues Office Admin Estimated Volume of Activity Estimated Average Labor Time Per Activity (hours) Travel Activity Service Cost Analysis No. PE Fee Description Fee Unit Type No t e s EHS - DARS Data Cost of Service Per Activity Current Fee Estimated Average Labor Time Per Activity (hours) FBHR 44 General Acute Care Facility 1506 0-100 Beds flat 0.00 0.00 1.30 1.30 376$ $ 489 2,295$ 1 $ 2,295 $ 489 1507 101-200 Beds flat 0.00 0.00 1.17 1.17 376$ $ 439 2,581$ 1 $ 2,581 $ 439 1508 201+ Beds flat 0.00 0.00 1.33 1.33 376$ $ 501 2,868$ 1 $ 2,868 $ 501 45 General Acute Care Facility 0-100 1509 0-50 Beds & Seats flat 0.00 0.00 2.17 2.17 376$ $ 817 3,155$ 1 $ 3,155 $ 817 1510 51-149 Beds & Seats flat 0.00 0.00 17.29 17.29 376$ $ 6,508 3,441$ 0 $ - $ - 1511 150+ Beds & Seats flat 0.00 0.00 18.73 18.73 376$ $ 7,050 3,728$ 0 $ - $ - 101-200 1512 0-50 Beds & Seats flat 0.00 0.00 2.08 2.08 376$ $ 783 4,015$ 1 $ 4,015 $ 783 1513 51-149 Beds & Seats flat 0.00 0.00 2.13 2.13 376$ $ 802 4,060$ 1 $ 4,060 $ 802 1514 150+ Beds & Seats flat 0.00 0.00 1.92 1.92 376$ $ 723 4,588$ 1 $ 4,588 $ 723 201+ 1515 0-50 Beds & Seats flat 0.00 0.00 4.18 4.18 376$ $ 1,573 4,875$ 1 $ 4,875 $ 1,573 1516 51-149 Beds & Seats flat 0.00 0.00 4.00 4.00 376$ $ 1,506 5,162$ 0 $ - $ - 1517 150+ Beds & Seats flat 0.00 0.00 3.64 3.64 376$ $ 1,370 5,448$ 1 $ 5,448 $ 1,370 1518 Food Stations 1-20 flat 0.00 0.00 1.53 1.53 376$ $ 576 440$ 9 $ 3,960 $ 5,183 Cottage Food Operations 46 Class A 809 Application Packet Review flat 0.00 0.05 0.83 0.88 376$ $ 331 498$ 47 $ 23,406 $ 15,571 810 Renewal of Class A Registration flat 0.00 0.05 0.69 0.74 376$ $ 279 109$ 118 $ 12,862 $ 32,876 47 Class B 811 Application Packet Review & Inspection flat 0.00 0.05 0.86 0.91 376$ $ 343 796$ 13 $ 10,348 $ 4,454 812 Renewal of Class B Permit flat 0.00 0.05 0.84 0.89 376$ $ 335 348$ 40 $ 13,920 $ 13,403 Housing 48 2468 City Jails flat 0.00 0.00 1.73 1.73 376$ $ 651 710$ 11 $ 7,810 $ 7,163 49 2466 Court Holding flat 0.00 0.00 2.67 2.67 376$ $ 1,005 603$ 4 $ 2,412 $ 4,020 50 2467 Detention Facilities flat 0.00 0.00 4.34 4.34 376$ $ 1,634 1,603$ 5 $ 8,015 $ 8,168 51 2444 Organized Camps flat 3.50 0.83 1.38 5.71 376$ $ 2,149 597$ 4 $ 2,388 $ 8,597 NBS Web: www.nbsgov.com Toll-Free:800.676.7516 EHS - Retail Food - COS, 5 of 6 County of Contra Costa Environmental Health Services - User Fee Study FY 2025 Appendix A.8 Cost Estimation for Providing Fee Related Activities and Services Current Fee Full Cost Recovery Annual Estimated Revenue Analysis Annual Estimated Revenues Office Admin Estimated Volume of Activity Estimated Average Labor Time Per Activity (hours) Travel Activity Service Cost Analysis No. PE Fee Description Fee Unit Type No t e s EHS - DARS Data Cost of Service Per Activity Current Fee Estimated Average Labor Time Per Activity (hours) FBHR Miscellaneous 52 n/a For services requested, which have no fee listed in this fee schedule During Work Hours per hour 0.00 0.00 1.00 1.00 376$ $ 376 199$ 0 $ - $ - After Work Hours per hour 0.00 0.00 1.00 1.00 423$ $ 423 266$ 0 $ - $ - TOTAL RETAIL FOOD PERMIT 5,748,569$ 8,097,605$ Notes [1] Sourced from: "2019 Retail Food Permit Fee Schedule" downloaded from the County's website [2] Penalties will be imposed for delinquent payments as provided in County Ordinance No. 93-58; Article 413-3.1206 [3] A fee will be charged equal to the current hourly rate for verified complaints at permitted and fee exempt facility. A second re-inspection of verified complaints will be charged to the property owner/responsible party. [4] [5]Non-refundable [6]Frequency of inspections conducted is based on the Risk Type of each establishment The permit fee for a temporary event application form submitted less than 2 weeks and greater than 1 week prior to the event shall be increased by 25%. An additional penalty of 40% of the permit fee will be imposed for any temporary event application form submitted less than 1 week prior to the event (similar to preexisting penalty language in Contra Costa County Ordinance NBS Web: www.nbsgov.com Toll-Free:800.676.7516 EHS - Retail Food - COS, 6 of 6 Prepared by NBS for the County of Contra Costa Environmental Health Division APPENDIX A.9 Cost of Service Analysis – Plan Review County of Contra Costa Environmental Health Services - User Fee Study FY 2025 Appendix A.9 Cost Estimation for Providing Fee Related Activities and Services Current Fee Full Cost Recovery Plan Review [1,2,3] Food Establishments 1 Restaurant 901 0-25 Seats flat 2.84 0.01 6.55 9.40 376$ $ 3,539 2,189$ 37 $ 81,011 $ 130,958 902 26-49 Seats flat 2.84 0.01 8.06 10.91 376$ $ 4,107 2,388$ 22 $ 52,553 $ 90,383 903 50-149 Seats flat 2.84 0.01 8.30 11.15 376$ $ 4,197 2,985$ 18 $ 53,217 $ 74,831 904 150+ Seats flat 2.84 0.01 9.09 11.94 376$ $ 4,495 3,383$ 4 $ 14,389 $ 19,117 2 928 Cocktail Lounge/Bar flat 2.84 0.01 6.07 8.92 376$ $ 3,358 2,189$ 2 $ 4,743 $ 7,276 3 927 Snack Bar flat 2.84 0.01 4.45 7.30 376$ $ 2,748 2,189$ 2 $ 3,361 $ 4,219 4 Retail Food Market 914 Less than 2,000 s.f. flat 2.84 0.01 6.30 9.15 376$ $ 3,445 1,990$ 8 $ 15,461 $ 26,762 915 2,001 to 4,000 s.f. flat 2.84 0.01 6.45 9.30 376$ $ 3,501 2,587$ 6 $ 16,500 $ 22,330 916 Greater than 4,001 s.f. flat 2.84 0.01 7.76 10.61 376$ $ 3,994 3,184$ 5 $ 17,259 $ 21,650 5 Bakery 917 Less than 4,000 s.f. flat 2.84 0.01 7.88 10.73 376$ $ 4,039 2,388$ 4 $ 10,199 $ 17,251 918 Greater than 4,000 s.f. flat 2.84 0.01 14.00 16.85 376$ $ 6,343 2,786$ $ - $ - 6 933 Production Kitchen/Event Center flat 2.84 0.01 7.28 10.13 376$ $ 3,813 2,587$ 4 $ 10,475 $ 15,441 7 Host Facility flat 2.84 0.01 4.00 6.85 376$ $ 2,579 796$ 0 $ - $ - 8 926 School flat 2.84 0.01 7.90 10.75 376$ $ 4,047 1,990$ 7 $ 13,499 $ 27,451 9 934 Commissary - MFF flat 2.84 0.01 7.58 10.43 376$ $ 3,926 2,388$ 1 $ 2,695 $ 4,431 10 935 Cart Commissary flat 2.84 0.01 4.78 7.63 376$ $ 2,872 1,393$ 0 $ - $ - 11 957 Food Minor Remodel flat 2.84 0.01 4.41 7.26 376$ $ 2,733 1,194$ 78 $ 92,845 $ 212,524 12 Equipment Change 945 1 Equipment Change flat 2.84 0.01 1.73 4.58 376$ $ 1,724 398$ 16 $ 6,374 $ 27,613 946 2 Equipment Change flat 2.84 0.01 2.48 5.33 376$ $ 2,007 597$ 19 $ 11,299 $ 37,977 947 3 Equipment Change flat 2.84 0.01 4.45 7.30 376$ $ 2,748 796$ 3 $ 2,714 $ 9,370 13 Mobile Food Facility 983 Limited Prep flat 1.06 0.01 1.55 2.62 376$ $ 986 398$ 4 $ 1,600 $ 3,964 984 Full Prep flat 1.06 0.01 2.14 3.21 376$ $ 1,208 498$ 33 $ 16,202 $ 39,295 Activity Service Cost Analysis Annual Estimated Revenues Annual Estimated Revenue Analysis FBHR Cost of Service Per Activity Current Fee Office Admin EHS - DARS Data No t e s Estimated Average Labor Time Per Activity (hours) Travel Estimated Average Labor Time Per Activity (hours) Estimated Volume of Activity No. PE Fee Description Fee Unit Type NBS Web: www.nbsgov.com Toll-Free:800.676.7516 EHS - Plan Review - COS, 1 of 2 County of Contra Costa Environmental Health Services - User Fee Study FY 2025 Appendix A.9 Cost Estimation for Providing Fee Related Activities and Services Current Fee Full Cost Recovery Activity Service Cost Analysis Annual Estimated Revenues Annual Estimated Revenue Analysis FBHR Cost of Service Per Activity Current Fee Office Admin EHS - DARS Data No t e s Estimated Average Labor Time Per Activity (hours) Travel Estimated Average Labor Time Per Activity (hours) Estimated Volume of Activity No. PE Fee Description Fee Unit Type 14 NEW CMFO - Limited Prep flat 1.06 0.01 1.15 2.22 376$ $ 835 NEW 0 $ - $ - Public Pools 15 967 Swimming Pool flat 2.84 0.01 6.57 9.42 376$ $ 3,546 2,786$ 7 $ 19,590 $ 24,936 968 Plus 1 flat 2.84 0.01 8.78 11.63 376$ $ 4,378 4,179$ 3 $ 13,023 $ 13,644 969 Plus 2 flat 2.84 0.01 11.28 14.13 376$ $ 5,319 6,766$ 0 $ 1,714 $ 1,347 16 974 Spa flat 2.84 0.01 7.24 10.09 376$ $ 3,798 2,189$ 3 $ 7,496 $ 13,007 17 994 Public Pool Minor Remodel flat 2.84 0.01 5.89 8.74 376$ $ 3,290 1,194$ 68 $ 81,159 $ 223,643 18 Equipment Change 987 1 Equipment Change flat 2.84 0.01 1.90 4.75 376$ $ 1,788 398$ 13 $ 5,312 $ 23,869 988 2 Equipment Change flat 2.84 0.01 3.85 6.70 376$ $ 2,522 597$ 5 $ 3,145 $ 13,289 989 3 Equipment Change flat 2.84 0.01 2.78 5.63 376$ $ 2,120 796$ 4 $ 3,239 $ 8,625 19 985 Replastering or Replacement flat 2.84 0.01 4.97 7.82 376$ $ 2,944 597$ 35 $ 21,105 $ 104,072 20 986 Deck or Fence Replacement flat 2.84 0.01 3.24 6.09 376$ $ 2,293 597$ 7 $ 3,991 $ 15,327 21 NEW Spray Ground flat 2.84 0.01 3.58 6.43 376$ $ 2,420 NEW 0 $ - $ - Miscellaneous 22 n/a For services requested, which have no fee listed in this fee schedule During Work Hours per hour 0.00 0.00 1.00 1.00 376$ $ 376 199$ 0 $ - $ - After Work Hours per hour 0.00 0.00 1.00 1.00 423$ $ 423 266$ 0 $ - $ - TOTAL Plan Review 586,169$ 1,234,604$ Notes [1] Sourced from: "2019 Land Use Fee Schedule" downloaded from the County's website [2] [3]Any excess time incurred for a plan review beyond the time covered by the fee above will be charged at the current hourly rate. Any person violating Section 414-4.1019 or regulations issued hereunder, by failing to submit plans, obtain necessary inspections and approvals, or pay fees, or by commencing or continuing construction or remodeling in violation hereof, shall pay triple the appropriate fee as a penalty and remain subject t other applicable penalties and enforcement procedures authorized by the state law and/or this code. NBS Web: www.nbsgov.com Toll-Free:800.676.7516 EHS - Plan Review - COS, 2 of 2 Prepared by NBS for the County of Contra Costa Environmental Health Division APPENDIX A.10 Cost of Service Analysis – General Program Fees County of Contra Costa Environmental Health Services - User Fee Study FY 2025 Appendix A.10 Cost Estimation for Providing Fee Related Activities and Services Current Fee Full Cost Recovery General Program Fees [1, 3] Miscellaneous 1 Application Fee flat [2]0.00 0.00 0.23 0.23 376$ $ 87 45$ 0 $ - $ - 2 General Program Fee Violation Re-inspection per hour 0.00 0.00 1.00 1.00 376$ $ 376 199$ 0 $ - $ - Change of Ownership/Site Evaluation flat 0.00 0.00 1.81 1.81 376$ $ 681 244$ 298 $ 72,712 $ 203,032 3 Special Services Fee Administrative Hearings per hour (2 hr min) 0.00 0.00 1.00 1.00 376$ $ 376 199$ 0 $ - $ - Field & Office Consultations per hour (1 hr min) 0.00 0.00 1.00 1.00 376$ $ 376 199$ 0 $ - $ - Non-Routine Site Evaluations per hour (1 hr min) 0.00 0.00 1.00 1.00 376$ $ 376 199$ 0 $ - $ - Non-Routine Field Inspections and/or reinspections per hour (1 hr min) 0.00 0.00 1.00 1.00 376$ $ 376 199$ 0 $ - $ - 4 Special Services Fee per hour (2 hr min) 0.00 0.00 1.00 1.00 376$ $ 376 199$ 0 $ - $ - 5 n/a For services requested, which have no fee listed in this fee schedule During Work Hours per hour 0.00 0.00 1.00 1.00 376$ $ 376 199$ 0 $ - $ - After Work Hours per hour 0.00 0.00 1.00 1.00 423$ $ 423 224$ 0 $ - $ - TOTAL General Program Fees 72,712$ 203,032$ Notes [1] Applicable to all programs where required [2] Non-refundable [3]Hourly fee will be charged for verified complaints at permitted and fee exempt facilities Activity Service Cost Analysis EHS - DARS Data Estimated Average Labor Time Per Activity (hours) FBHR Cost of Service Per Activity Current Fee Annual Estimated Revenue Analysis No. PE Fee Description Fee Unit Type No t e s Estimated Average Labor Time Per Activity (hours)Estimated Volume of Activity Annual Estimated Revenues Office Admin Travel NBS Web: www.nbsgov.com Toll-Free:800.676.7516 EHS - General Program, 1 of 1 Prepared by NBS for the County of Contra Costa Environmental Health Division APPENDIX B Fully Burdened Hourly Rate APPENDIX BCounty of Contra Costa Environmental Health Services - User Fee Study FY 2025 Fully Burdened Hourly Rate LABOR EXPENDITURES AND STATISTICS Expenditure or Statistic N o t e s 2024-25 Adopted Budget Adjustments Net Divisional Expenditures to be Considered General Support Activities Other Funding Sources Direct Services (Fee Recovery) Labor Hours Allocation Percentage 100% 53.92% 12.37% 33.71% Environmental Health - 5800 [1] 1011 Permanent Salaries 8,105,193$ - 8,105,193$ 4,370,483$ 1,002,640$ 2,732,071$ 1013 Temporary Salaries 100,000 - 100,000 53,922 12,370 33,708 1014 Permanent Overtime 150,000 (150,000) - - - - 1015 Deferred Comp 73,228 - 73,228 39,486 9,059 24,683 1019-1070 Benefits 4,164,557 - 4,164,557 2,245,612 515,170 1,403,774 TOTAL LABOR 12,592,978$ (150,000)$ 12,442,978$ 6,709,503$ 1,539,239$ 4,194,236$ Functional "Productive" Labor Hours 106,384 59,739 13,080 33,565 Allocated or Direct Assignment of Cost to Functional Activity NBS Web: www.nbsgov.com Toll-Free:800.676.7516 EHS - FBHR , 1 of 4 APPENDIX BCounty of Contra Costa Environmental Health Services - User Fee Study FY 2025 Fully Burdened Hourly Rate RECURRING NON-LABOR EXPENDITURES Operating Expenditures By Budget Unit N o t e s 2024-25 Adopted Budget Adjustments Net Divisional Expenditures to be Considered General Support Activities Other Funding Sources Direct Services (Fee Recovery) Environmental Health - 5800 [1] 2100 OFFICE EXPENSE 65,000$ -$ 65,000$ 35,049$ 8,041$ 21,910$ 2102 BOOKS,PERIODICALS,SUBSCRP 5,000 - 5,000 2,696 619 1,685 2103, 2305 POSTAGE, FREIGHT 20,000 - 20,000 10,784 2,474 6,741 2110 COMMUNICATIONS 100,000 - 100,000 53,922 12,370 33,708 2111 TELEPHONE EXCHANGE 12,500 - 12,500 6,740 1,546 4,214 2130 SMALL TOOLS & INSTRUMENTS 5,000 - 5,000 2,696 619 1,685 2131, 2132 MINOR EQUIPMENT 50,000 - 50,000 26,961 6,185 16,854 2140 MEDICAL & LAB SUPPLIES 10,000 - 10,000 5,392 1,237 3,371 2150 FOOD 9,000 - 9,000 4,853 1,113 3,034 2160 CLOTHING & PERSONAL SUP 22,500 - 22,500 12,132 2,783 7,584 2170 HOUSEHOLD EXPENSE 5,000 - 5,000 2,696 619 1,685 2190 PUB & LEGAL NOTICES 2,500 - 2,500 1,348 309 843 2200 MEMBERSHIPS 12,500 - 12,500 6,740 1,546 4,213 2250, 2260 RENTS & LEASES-EQUIPMENT 10,000 - 10,000 5,392 1,237 3,371 2251 COMPUTER SOFTWARE COST 5,000 - 5,000 2,696 619 1,685 2262, 2265 BLDG OCCUPANCY COSTS 441,346 - 441,346 237,983 54,596 148,767 2276 MNTN RADIO-ELECTRON EQUIP 5,000 - 5,000 2,696 619 1,685 2284, 2281, REQUESTED MAINTENANCE 50,000 - 50,000 26,961 6,185 16,854 2301 AUTO MILEAGE - EMPLOYEES 75,000 - 75,000 40,442 9,278 25,281 2303 OTHER TRAVEL - EMPLOYEES 25,000 - 25,000 13,481 3,093 8,427 2310 PROFESSIONAL/SPEC SVCS 350,000 - 350,000 350,000 2314 CONTRACTED SERVICES 20,000 - 20,000 20,000 - - 2315 DATA PROCESSING SVCS 104,589 - 104,589 56,396 12,938 35,254 2320 OUTSIDE MEDICAL SERVICES 500 - 500 270 62 169 2326 Information Security charges 25,000 - 25,000 13,481 3,093 8,427 2328 ADMINISTRATION [2]337,886 (337,886) - - - - 2331 GSD Courier Svc.4,230 - 4,230 2,281 523 1,426 2335 Other Telecom Charges 25,000 - 25,000 13,481 3,093 8,427 2340 OTHER INTRDPTMNTL CHARGES 15,000 - 15,000 8,088 1,856 5,056 2467, 2477 ED SUPPLIES & COURSES 20,000 - 20,000 10,784 2,474 6,742 2479 OTHER SPECIAL DEPT EXP 120,000 - 120,000 64,706 14,844 40,449 2490, 2491 MISC SERVICES & SUPPLIES 5,000 - 5,000 2,696 619 1,685 3000 Other Charges 1,500 - 1,500 809 186 506 4000 Fixed Assets 100,000 (100,000) - - - - 5000 Expenditure Transfers 209,668 (209,668) - - - - Total Non-Labor 2,268,719$ (647,554)$ 1,621,165$ 1,044,653$ 154,773$ 421,738$ Allocated or Direct Assignment of Cost to Functional Activity NBS Web: www.nbsgov.com Toll-Free:800.676.7516 EHS - FBHR , 2 of 4 APPENDIX BCounty of Contra Costa Environmental Health Services - User Fee Study FY 2025 Fully Burdened Hourly Rate OVERHEAD COSTS Allocated Indirect/Support Services N o t e s Overhead Cost Adjustments Net Divisional Expenditures to be Considered General Support Activities Other Funding Sources Direct Services (Fee Recovery) Department Overhead 337,886$ -$ 337,886$ 182,195$ 41,798$ 113,893$ Countywide Overhead 171,666 - 171,666 92,565 21,236 57,864 TOTAL OVERHEAD COSTS 509,552$ -$ 509,552$ 274,760$ 63,033$ 171,758$ SUMMARY OF LABOR, NON-LABOR, & OVERHEAD COSTS Cost Element N o t e s Established Cost General Support Activities Other Funding Sources Direct Services (Fee Recovery) Labor 12,442,978$ 6,709,503$ 1,539,239$ 4,194,236$ Recurring Non-Labor 1,621,165 1,044,653 154,773 421,738 Overhead 509,552 274,760 63,033 171,758 TOTAL LABOR, NON-LABOR, & OVERHEAD COST 14,573,694$ 8,028,917$ 1,757,045$ 4,787,732$ ALLOCATION OF COMMON ACTIVITIES Cost Layer N o t e s Established Cost Other Funding Sources Direct Services (Fee Recovery) General Support Activities 8,028,917$ -$ 8,028,917$ Total 8,028,917$ -$ 8,028,917$ Allocated or Direct Assignment of Cost to Functional Activity Allocated or Direct Assignment of Cost to Functional Activity Allocated or Direct Assignment of Cost to Functional Activity NBS Web: www.nbsgov.com Toll-Free:800.676.7516 EHS - FBHR , 3 of 4 APPENDIX BCounty of Contra Costa Environmental Health Services - User Fee Study FY 2025 Fully Burdened Hourly Rate FULLY-BURDENED HOURLY BILLING RATE FOR RECOVERY IN FEES Expenditure Type N o t e s Other Funding Sources Direct Services (Fee Recovery) Total Labor 1,539,239$ 4,194,236$ 5,733,475$ Recurring Non-Labor 154,773 421,738 576,512 Overhead 63,033 171,758 234,791 Division Administration - 8,028,917 8,028,917 Division Subtotal 1,757,045$ 12,816,649$ 14,573,694$ Other Funding Sources [3] (1,757,045)$ (182,000)$ Division Total -$ 12,634,649$ Fully Burdened Hourly Rate n/a 376$ 33,565 Notes [1] Sourced from: "FY 24-25 budget (002)_NBS" provided by County [2] Reclassed as overhead expenses [3] Includes revenue from misc forfeits & penalties, CalRecycle LEA, waste tire grants, stormwater, etc. Reference: Direct Hours Only Functional Activities / Cost Pools NBS Web: www.nbsgov.com Toll-Free:800.676.7516 EHS - FBHR , 4 of 4 Prepared by NBS for the County of Contra Costa Environmental Health Division APPENDIX C.1 Comparative Fee Survey – Solid Waste Contra Costa County User Fee Study APPENDIX C.1 Fee Comparison - Environmental Health - Solid Waste Solid Waste 1 Solid Waste Tonnage Fee per ton 1$ NBS did not evaluate $ 0.38 No comparison available No comparison available No comparison available 2 Mandatory Garbage Service Subscription 4493 Exemption flat 89$ 215$ No comparison available No comparison available Annual request for excluded status: $274 $ 1,960 3 Non-Franchise Solid Waste Collection & Transport 4425 Permit per vehicle 220$ 294$ $ 174 No comparison available No comparison available No comparison available 4 Bio Solid Facility Sites Annual Inspection flat 316$ 753$ Quarterly Inspection per quarter 1,264$ 3,011$ Monthly Inspection per month 2,528$ 6,023$ 5 Bio-Solid Facility Application and Review Fee 4406 With Public Hearings flat 1,580$ 3,764$ 4407 Without Public Hearings flat 780$ 1,860$ 6 Solid Waste Facility Permit 4404 Review Fee flat 1,580$ 13,771$ No comparison available No comparison available $ 3,122 Application fee/Registration: $1,099 New Facility Application: (18 hours + hourly rate): $3,918 7 n/a For services requested, which have no fee listed in this fee schedule During Work Hours per hour 199$ 376$ After Work Hours per hour 224$ 423$ No comparison available $ 218 No comparison available No comparison available $ 271 No comparison available No comparison available Santa Clara County $ 213 $ 198 No comparison available No comparison available No comparison available Sonoma County $ 174 No comparison available Contra Costa County Comparison Agencies No. PE Fee Description Fee Unit Type Current Fee Full Cost Recovery Alameda County Sacramento County San Mateo County NBS Web: www.nbsgov.com Toll-Free:800.676.7516 Solid Waste, 1 of 1 Prepared by NBS for the County of Contra Costa Environmental Health Division APPENDIX C.2 Comparative Fee Survey – Medical Waste Contra Costa County User Fee Study APPENDIX C.2 Fee Comparison - Environmental Health - Medical Waste Medical Waste 1 4501 Health Care Service Plan Facility flat 2,024$ 9,134$ No comparison available No comparison available Health care facility/SNF: $1,068 $ 697 No comparison available 2 Medical/Dental/Veterinary Clinic LQG w/ off-site treatment 4503 < 200 lbs/month flat 116$ 123$ No comparison available 4502 > 200 lbs/month flat 1,054$ 2,585$ $ 1,335 3 Medical/Dental/Veterinary Clinic w/on-site treatment systems LQG w/ on-site treatment 4504 < 200 lbs/month flat 280$ 345$ No comparison available 4506 > 200 lbs/month flat 589$ 688$ $ 1,335 4 4505 Small Quantity Generator w/on-site treatment system (< 200 lbs/month)flat 112$ 211$ $ 546 $ 706 SQG off-site and/or on- site treatment (1-199 lbs/mo): $800 No comparison available SQG: $92 5 4520 Primary Care Clinic flat 931$ 1,762$ No comparison available $ 836 No comparison available $ 697 $ 1,318 6 4521 Intermediate Care Facility flat 580$ 1,095$ No comparison available No comparison available No comparison available $ 697 $ 1,022 7 5422 Acute Psychiatric Care flat 536$ 1,013$ No comparison available $ 836 No comparison available Psych Hospital - 100- 199 Beds: $697 Psych Hospital 200+ beds: $798 $ 2,281 Veterinary Clinic: $836 $ 836 Medical Office LQG: $839 Contra Costa County Comparison Agencies No. PE Fee Description Fee Unit Type Current Fee Full Cost Recovery No comparison available No comparison available Alameda County Sacramento County San Mateo County Santa Clara County Sonoma County Dental LQG: $398 Dental Practice: $54 Veterinary Office: $54 Medical Practice: $54 NBS Web: www.nbsgov.com Toll-Free:800.676.7516 Medical Waste, 1 of 3 Contra Costa County User Fee Study APPENDIX C.2 Fee Comparison - Environmental Health - Medical Waste Contra Costa County Comparison Agencies No. PE Fee Description Fee Unit Type Current Fee Full Cost Recovery Alameda County Sacramento County San Mateo County Santa Clara County Sonoma County 8 Acute Care Hospital LQG Hospital LQG - Hospital Beds 4526 1-99 Beds flat 1,807$ 2,302$ $ 1,455 $ 1,194 $ 2,303 4525 100-199 Beds flat 2,207$ 1,256$ $ 1,910 $ 1,714 $ 3,298 4524 200-250 Beds flat 2,783$ 2,615$ $ 2,247 $ 2,192 $ 4,188 4523 251+ Beds flat 3,373$ 2,058$ $ 2,837 $ 2,788 $ 5,358 9 Skilled Nursing 4528 < 200 lbs/month flat 245$ 277$ No comparison available 4527 > 200 lbs/month flat 1,013$ 624$ LQG: $890 10 4529 Skilled Nursing Facility w/on-site treatment (< 200 lbs/month)flat 364$ 689$ No comparison available No comparison available No comparison available No comparison available No comparison available 11 4533 Specialty Clinic (< 200 lbs/month) flat 931$ 398$ No comparison available $ 836 No comparison available Specialty clinic: $697 $ 1,318 12 Clinical Lab 4536 < 200 lbs/month flat 116$ 248$ 4530 > 200 lbs/month flat 1,391$ 1,636$ 13 4537 Clinical Lab w/on-site treatment (< 200 lbs/month) flat 364$ 733$ No comparison available No comparison available No comparison available 14 Bio Producer 4535 < 200 lbs/month flat 349$ 368$ 4534 > 200 lbs/month flat 1,339$ 545$ 15 Bio Producer w/on-site treatment 4531 < 200 lbs/month flat 364$ 689$ 4532 > 200 lbs/month flat 1,576$ 3,040$ 1-99 Beds: $1,077 100-199 Beds: $1,152 200+ Beds: $1,266 $ 836 W/O Onsite Treatment: <100 Beds $1,013 100-200 Beds: $1,222 >200 Beds: $1,310 W Onsite Treatment: <100 Beds $1,627 100-200 Beds: $1,730 >200 Beds: $1,832 No comparison available No comparison available No comparison available No comparison available 1-99 Beds: $547 100-199 Beds: $697 200+ Beds: $798 Clinical Lab: $970 No comparison available No comparison available No comparison available No comparison available No comparison available Health care facility/SNF: $1,068 No comparison available No comparison available No comparison available SQG: $54 Clinical Lab: $398 No comparison available No comparison available No comparison available NBS Web: www.nbsgov.com Toll-Free:800.676.7516 Medical Waste, 2 of 3 Contra Costa County User Fee Study APPENDIX C.2 Fee Comparison - Environmental Health - Medical Waste Contra Costa County Comparison Agencies No. PE Fee Description Fee Unit Type Current Fee Full Cost Recovery Alameda County Sacramento County San Mateo County Santa Clara County Sonoma County 16 Common Storage Facility 4512 2-10 Generators flat 364$ 689$ 2-15: $658 SQG member of CSF: $198 $ 201 4541 11-49 Generators flat 382$ 1,098$ 16-49:$769 1-199 lbs/mo: $535 $ 500 4540 50+ Generators flat 1,013$ 1,916$ 50+: $1,076 > 200 lbs/mo: $1,335 $ 997 17 Safe Drug Disposal 4580 Initial Plan Review flat 21,691$ 11,685$ 2-15: $658 SQG member of CSF: $198 $ 201 4585 Amended Plan Review flat 1,194$ 12,798$ 16-49:$769 1-199 lbs/mo: $535 $ 500 18 n/a For services requested, which have no fee listed in this fee schedule During Work Hours per hour 199$ 376$ After Work Hours per hour 266$ 423$ $ 213 No comparison available $ 174 $246 per hour $ 218 No comparison available No comparison available Common Storage Facility: $476 $ 271 NBS Web: www.nbsgov.com Toll-Free:800.676.7516 Medical Waste, 3 of 3 Prepared by NBS for the County of Contra Costa Environmental Health Division APPENDIX C.3 Comparative Fee Survey – Body Art Contra Costa County User Fee Study APPENDIX C.3 Fee Comparison - Environmental Health - Body Art BODY ART 1 Body Art Facility 4960 Tattoo/Body Piercing flat 796$ 430$ Body Art Establishment: $435 4961 Permanent Cosmetics flat 796$ 370$ Lower Ear Lobe Piercing Establishment/ Mechanical Stud & Clasp Ear Piercing Facility: $45 2 4950 Body Arts Facility & School Permit flat 1,194$ 871$ No Comparison Available No Comparison Available No Comparison Available No Comparison Available No Comparison Available 3 NEW Body Arts School Plan Review flat NEW 753$ No Comparison Available No Comparison Available No Comparison Available No Comparison Available No Comparison Available 4 4962 Body Arts Practitioner Yearly Registration flat 150$ 282$ $ 174 Owner: $92 Practicioner: $181 $ 198 $ 175 Initial: $209 Renewal: $132 5 4955 Body Arts Temporary Practitioner Registration - 15 days flat 100$ 188$ No Comparison Available No Comparison Available No Comparison Available No Comparison Available $ 75 6 Body Arts Event Permit 4964 Organizer per event 244$ 2,196$ $ 428 $ 217 $ 396 $ 532 1.5 hours + Hourly Rate: $381 4965 Demonstrator per station/ booth 66$ 124$ $ 174 No Comparison Available $100 per 100 s.f. of booth space $ 120 1/2 Hour + Hourly Rate: $115 7 Mobile Body Arts 4974 Application to Operate (up to 4 hours) flat 796$ 1,506$ No Comparison Available No Comparison Available Temporary: $120 4966 Permit flat 398$ 753$ $ 435 Facility Permit: $108 $ 798 PE Comparison Agencies No. Fee Description Fee Unit Type Current Fee Full Cost Recovery Contra Costa County Alameda County Sacramento County San Mateo County Santa Clara County Sonoma County $ 400 Facility Registration (Annual): 1 Artist: 612 2-4 Artists: $659 5+ Artists: $690 No Comparison Available No Comparison Available Facility Permit: $366 Mechanical Ear Piercing Notification: $45 Body Art Establishment: 396 NBS - Local Government Solutions Web: www.nbsgov.com Toll-Free:800.676.7516 Body Art, Page 1 of 2 Contra Costa County User Fee Study APPENDIX C.3 Fee Comparison - Environmental Health - Body Art PE Comparison Agencies No. Fee Description Fee Unit Type Current Fee Full Cost Recovery Contra Costa County Alameda County Sacramento County San Mateo County Santa Clara County Sonoma County 8 Fixed Facility Application to Operate (up to 4 hours) 4970 Tattoo/Body Piercing flat 796$ 1,624$ 4971 Permanent Cosmetics flat 796$ 1,605$ 4972 Piercing flat 796$ 1,661$ 4973 Branding flat 796$ 1,506$ 9 4968 Blood Borne Pathogen Trainer (up to 2 hours) flat 398$ 2,467$ No Comparison Available No Comparison Available No Comparison Available No Comparison Available No Comparison Available 10 Practitioner ID Card flat 45$ 87$ $ 50 No Comparison Available $ 67 $ 50 No Comparison Available 11 4975 Body Arts Facility Remodel Plan Review (up to 2 hours)flat 398$ 924$ $684/hr $ 386 No Comparison Available $ 458 $218/hr 12 4967 Body Arts Plan Review (up to 4 hours) flat 796$ 1,758$ $ 684 $ 551 No Comparison Available $ 916 $218/hr 13 For services requested, which have no fee listed in this fee schedule During Normal Business Hours per hour 199$ 376$ After Normal Business Hours per hour 266$ 423$ No Comparison Available $ 266 $ 218 $ 198 $ 213 No Comparison Available No Comparison Available No Comparison Available No Comparison Available No Comparison Available NBS - Local Government Solutions Web: www.nbsgov.com Toll-Free:800.676.7516 Body Art, Page 2 of 2 Prepared by NBS for the County of Contra Costa Environmental Health Division APPENDIX C.4 Comparative Fee Survey – Commercial Cannabis Contra Costa County User Fee Study APPENDIX C.4 Fee Comparison - Environmental Health - Commercial Cannabis COMMERCIAL CANNABIS 1 410 Testing Laboratory Permit flat 1,492$ 2,823$ No comparison available 2 420 Retail Storefront Permit (Type 10 State License) flat 2,985$ 1,050$ Dispensary: $3,136 3 430 Retail Delivery Only Permit (Type 9 State License) flat 2,985$ 3,101$ Microbusiness: $5,155 4 Distribution Permit 435 Type 13 State License flat 1,492$ 493$ 438 Transport Only - Type 11 State License flat 1,492$ 2,823$ 5 Manufacturing Permit 440 Type 6 State License flat 2,985$ 493$ Plan Check (10 Hours + Hourly Rate): $2,180 445 Type N State License flat 2,985$ 5,646$ Site Review (4 hours + Hourly Rate): $872 450 Type P State License flat 2,985$ 5,646$ Edible Product: $4,356 6 448 Manufacturing Only (Type S State License) flat 497$ 941$ No comparison available 7 460 Cultivation Indoor Permit (Small or Medium State License)flat 1,990$ 372$ No comparison available 8 465 Cultivation Outdoor Permit (Specialty or Nursery State License)flat 1,492$ 2,823$ No comparison available 9 425 Out of County Delivery Permit flat 380$ 1,008$ No comparison available 10 Additional Inspection / Verified Complaint Inspection per hour 199$ 376$ $ 218 11 For services requested, which have no fee listed in this fee schedule During Work Hours per hour 199$ 376$ After Work Hours per hour 266$ 423$ Contra Costa County Current FeeFee Unit TypeFee DescriptionPENo. Alameda County Sacramento County San Mateo County Santa Clara County Sonoma County Comparison Agencies $ 218 No comparison available Full Cost Recovery Commercial Kitchen Cannabis: $1,194 No comparison available No comparison available No comparison available NBS Web: www.nbsgov.com Toll-Free:800.676.7516 Comm Cannabis, 1 of 1 Prepared by NBS for the County of Contra Costa Environmental Health Division APPENDIX C.5 Comparative Fee Survey – Land Use Contra Costa County User Fee Study APPENDIX C.5 Fee Comparison - Environmental Health - Land Use Land Use Sewage Collection & Disposal 1 Preliminary Investigations 4230 Site Evaluation flat 697$ 438$ OWTS Preliminary Design: $174 Plot Plan Review/Approval: $287 $ 1,199 $ 615 4238 Percolation Test flat 995$ 604$ Existing OWTS As-Built Plans: $174 Engineering/Perc Test Review/Approval: $1,038 $ 2,181 $ 894 4233 Soil Profile Test flat 796$ 514$ Existing OWTS - Performance Eval.: $174 No comparison available Wet weather testing: $1,141 $ 615 2 Standard/Conventional OWTS Septic Install 4242 Standard/Conventional System Plan Review flat 697$ 2,336$ OWTS Final Design: $174 OWTS Operating Permit: Tier 1 (Annual): $627 Tier 2 ( 3 year): $189 Tier 3 (5 year): $106 <2,500 s.f.: $2,181 4212 Standard/Conventional System Construction/Replacement/Relocation Permit flat 1,592$ 521$ OWTS Construction Permit: $174 OWTS Operation Permit: $174 $ 1,028 2,501-3,500 s.f.: $3,319 >3,501 s.f.: $4,561 3 Alternative OWTS 4243 Alternative System Plan Review flat 1,194$ 3,134$ OWTS Operating Permit: Tier 1 (Annual): $627 Tier 2 ( 3 year): $189 Tier 3 (5 year): $106 No comparison available $ 1,898 4215 Alternative System Construction/Replacement/Relocation Permit flat 2,189$ 7,346$ $ 1,654 Installation Permit: $5,944 Monitoring Report Audit flat 100$ 188$ Alternate/Pressure Dosed System - Annual Oversight: $515 Additional Plan Review per hour 199$ 376$ $ 174 $ 198 Contra Costa County Comparison Agencies No. PE Fee Description Fee Unit Type Current Fee Full Cost Recovery Alameda County Sacramento County San Mateo County Santa Clara County Sonoma County No comparison available No comparison available No comparison available No comparison available No comparison available No comparison available No comparison available NBS Web: www.nbsgov.com Toll-Free:800.676.7516 Land Use, 1 of 4 Contra Costa County User Fee Study APPENDIX C.5 Fee Comparison - Environmental Health - Land Use Contra Costa County Comparison Agencies No. PE Fee Description Fee Unit Type Current Fee Full Cost Recovery Alameda County Sacramento County San Mateo County Santa Clara County Sonoma County 4 Related OWTS and Other Activities 4240 Building Plan Reviews - Building Additions/Remodels flat 697$ 1,376$ No comparison available No comparison available No comparison available 4221 Septic Tank Abandonment Permit flat 697$ 472$ $ 237 Destruction: $1,046 $ 447 4225 Septic Tank Replacement flat 697$ 1,752$ $ 835 Replacement (same location): $1,046 4253 Vault Privy flat 697$ 2,517$ No comparison available 4218 Sewage Holding Tank flat 1,364$ 1,085$ Temporary: $414 Fixed/Special Condition: $520 4219 OWTS Alteration Permit flat 1,277$ 435$ No comparison available Variance: $828 4241 General Building Plan Review flat 498$ 472$ No comparison available No comparison available Liquid Waste Disposal Annual Permits 5 4255 Portable Toilet Pumper Vehicle flat 252$ 645$ No comparison available No comparison available No comparison available No comparison available No comparison available 6 4244 Septic System Pumper Vehicle flat 229$ 619$ No comparison available Septic Tank Cleaner Registration: $473 $ 760 No comparison available Pumper Truck: $599 7 4245 Sewage Pumper Company flat 772$ 1,007$ No comparison available Pumper Truck/Portable Toilet Facility Tier 1 (Annual): $746 Tier 2 (3 Year): $249 Tier 3 (5 Year): $150 $ 1,682 No comparison available No comparison available Wells and Soil Borings 8 4301 Soil Boring Permit per parcel 614$ 171$ $ 460 Each Additional Soil Boring up to 10 per parcel 50$ 94$ $ 120 9 4302 Soil Vapor Probe Permit per parcel 614$ 574$ Each Additional Soil Vapor Probe up to 10 per parcel 50$ 4304 Soil Vapor Probe 11 or more per parcel 1,112$ 845$ No comparison available No comparison available No comparison available No comparison available No comparison available No comparison available No comparison available No comparison available No comparison available No comparison available No comparison available Exploratory Hole (Boring) within 10 feet of groundwater such as: (Seismic, Site Assessment or Geotech Borings) and Soil Vapor Probes: $803 NBS Web: www.nbsgov.com Toll-Free:800.676.7516 Land Use, 2 of 4 Contra Costa County User Fee Study APPENDIX C.5 Fee Comparison - Environmental Health - Land Use Contra Costa County Comparison Agencies No. PE Fee Description Fee Unit Type Current Fee Full Cost Recovery Alameda County Sacramento County San Mateo County Santa Clara County Sonoma County 10 4348 Geothermal Heat Exchange Well Permit flat 796$ 1,843$ No comparison available $ 1,179 Heat Exchange Bores/Wells 1-3 Bores: $1,634 4-8 Bores: $3,269 9-13 Bores: $4,903 14-19 Bores: $6,537 20-29 Bores: $8,172 30-39 Bores: $9,806 40-49 Bores: $11,440 No comparison available First Geotechnical Boring: $460 Ea. Addtl.: $120 11 4349 Cathodic Protection Well Permit flat 697$ 928$ No comparison available $ 1,179 No comparison available No comparison available No comparison available 12 4351 Dewatering Well Permit Up to 10 Wells per parcel 706$ 879$ No comparison available No comparison available No comparison available No comparison available No comparison available 13 4352 Inclinometer Permit per parcel 608$ 1,109$ No comparison available No comparison available No comparison available No comparison available No comparison available 14 4353 CPT Permit per parcel 557$ 755$ Each Additional CPT up to 10 per parcel 50$ 94$ 15 4365 Monitoring Well Permit flat 697$ 604$ No comparison available Installation/Destruction: $747 No comparison available Motioring Well Drilling: $574 Ea. Addtl.: $120 16 4366 Piezometer w/out Casing Permit per parcel 614$ 1,493$ Each Additional Piezometer w/out Casing per parcel 50$ 94$ 17 4367 Piezometer with Casing Permit flat 632$ 382$ No comparison available No comparison available No comparison available No comparison available 18 NEW Inclinometer/Piezometer Destruction Permit flat NEW 1,024$ No comparison available No comparison available No comparison available No comparison available No comparison available 19 4368 Well Destruction Permit flat 671$ 510$ No comparison available Supply Well: $1,151 Any Other Well: $889 Well abandonment/destructi on: $828 No comparison available First: $574 Ea. Addtl.: $120 No comparison available No comparison available No comparison available No comparison available No comparison available No comparison available No comparison available No comparison available No comparison available Monitoring Well, Extraction Well, Soil Vapor Extraction Well, Piezometer (+- Jump): $935 NBS Web: www.nbsgov.com Toll-Free:800.676.7516 Land Use, 3 of 4 Contra Costa County User Fee Study APPENDIX C.5 Fee Comparison - Environmental Health - Land Use Contra Costa County Comparison Agencies No. PE Fee Description Fee Unit Type Current Fee Full Cost Recovery Alameda County Sacramento County San Mateo County Santa Clara County Sonoma County 20 4369 Domestic Well Construction Permit flat 1,383$ 932$ No comparison available New Supply Well w/ Pump Installation (Public, Domestic): $1,310 Cert. Quality/Quantity Domestic Use: $1,656 No comparison available No comparison available 21 4370 Well Variance flat 367$ 179$ No comparison available No comparison available Well exception/variance: $828 $ 223 No comparison available 22 4371 Well Site Evaluation per well 597$ 1,129$ No comparison available No comparison available No comparison available No comparison available No comparison available 23 4372 Irrigation/Ag Well Construction Permit flat 1,383$ 533$ No comparison available No comparison available No comparison available No comparison available No comparison available 24 4399 Well Flow Test flat 796$ 1,877$ No comparison available No comparison available No comparison available No comparison available No comparison available Subdivisions - Land Use Projects 25 Department of Conservation & Development (DCD) report reviewed for land use permits; rezoning; developmental plans; EIR review; lot line adjustments; and DCD variance requests per hour 199$ 376$ No comparison available No comparison available No comparison available No comparison available No comparison available 26 Environmental Health Review of DCD Applications flat 59$ 113$ No comparison available No comparison available No comparison available EIR Review: $894 No comparison available Miscellaneous 27 NEW Health Officer Appeal Hearing flat NEW 1,506$ No comparison available No comparison available No comparison available No comparison available No comparison available 28 n/a For services requested, which have no fee listed in this fee schedule During Work Hours per hour 199$ 376$ After Work Hours per hour 266$ 423$ $ 223 $ 198 $ 218 $ 213 No comparison available NBS Web: www.nbsgov.com Toll-Free:800.676.7516 Land Use, 4 of 4 Prepared by NBS for the County of Contra Costa Environmental Health Division APPENDIX C.6 Comparative Fee Survey – Small Water Systems Contra Costa County User Fee Study APPENDIX C.6 Fee Comparison - Environmental Health - Small Water System Small Water System 1 4623 Non-Community Surface Water System flat 1,392$ 5,728$ No comparison available No comparison available Individual Water Clearance: $1,118 No comparison available 2 Non-Community, Non-Transient 4626 Surface Waster System flat 1,392$ 2,631$ 4624 Groundwater System flat 1,215$ 4,058$ 4625 Groundwater System w/Treatment flat 1,392$ 4,180$ 3 4663 Non-Community, Transient Groundwater System flat 510$ 2,329$ No comparison available No comparison available No comparison available No comparison available 4 Community Ground Water System 4627 15-24 Connections flat 1,392$ 3,867$ 4630 25-99 Connections flat 1,392$ 3,631$ 4633 100-199 Connections flat 1,740$ 4,697$ 5 Community Ground Water System w/Treatment 4628 15-24 Connections flat 1,392$ 125$ 4631 25-99 Connections flat 1,392$ 4,368$ 4634 100-199 Connections flat 851$ 1,611$ 6 Community Surface Water System 4632 25-99 Connections flat 682$ 1,291$ 4635 100-199 Connections flat 851$ 1,611$ 7 4661 Local Small Water System flat 348$ 974$ (5 - 14 Conn.) $174 No comparison available No comparison available No comparison available 8 4662 State Small Water System flat 522$ 1,409$ (2 to 4 Conn.) $174 $ 1,395 (5-14 SVC Conn): $824 $ 1,221 No comparison available No comparison available No comparison available No comparison available No comparison available No comparison available No comparison available No comparison available No comparison available No comparison available No comparison available No comparison available No comparison available No comparison available No comparison available No comparison available No comparison available Contra Costa County Comparison Agencies No. PE Fee Description Fee Unit Type Current Fee Full Cost Recovery Alameda County Sacramento County San Mateo County Santa Clara County Sonoma County NBS Web: www.nbsgov.com Toll-Free:800.676.7516 Water System, 1 of 2 Contra Costa County User Fee Study APPENDIX C.6 Fee Comparison - Environmental Health - Small Water System Contra Costa County Comparison Agencies No. PE Fee Description Fee Unit Type Current Fee Full Cost Recovery Alameda County Sacramento County San Mateo County Santa Clara County Sonoma County 9 Non-Community Ground Water System With Food Preparation flat 510$ 964$ Water well at food facility: $267 4664 With Treatment flat 870$ 2,509$ Water Tank at food facility: $267 10 Public Water System Plan Review 4665 New Community Water System flat 1,740$ 3,290$ 4666 New Non-Community Water System flat 1,740$ 3,290$ 4667 Amended Permit because of Ownership Change flat 1,218$ 2,304$ Change of ownership: $425 4668 Amended Permit because of System Change flat 2,610$ 4,939$ Permit Amendment: $707 11 n/a For services requested, which have no fee listed in this fee schedule During Work Hours per hour 199$ 376$ After Work Hours per hour 224$ 423$ $ 213 $ 174 No comparison available No comparison available No comparison available No comparison available $ 218 Plan Review (2 Hours + Hourly Rate): $436 $ 198 No comparison available Permit application: Non- Community System: $850 $ 223 No comparison available No comparison available NBS Web: www.nbsgov.com Toll-Free:800.676.7516 Water System, 2 of 2 Prepared by NBS for the County of Contra Costa Environmental Health Division APPENDIX C.7 Comparative Fee Survey – Recreational Health Contra Costa County User Fee Study APPENDIX C.7 Fee Comparison - Environmental Health - Recreational Health Recreational Health Swimming Pools/Spas 1 Swimming Pool (Seasonal) 3630 Multi-Use flat 730$ 474$ $ 579 3634 Each Additional Pool flat 261$ 437$ No comparison available 2 Spa (Seasonal) 3632 Multi-Use flat 631$ 365$ $ 579 3634 Each Additional Spa flat 261$ 437$ No comparison available 3 Public School/Municipal/Public Pools (Seasonal) 3601 First Pool flat 730$ 489$ 3606 Each Additional Pool flat 261$ 614$ 4 Public School/Municipal/Public Spa (Seasonal) 3603 First Spa flat 631$ 1,193$ 3606 Each Additional Spa flat 261$ 612$ 5 Recreational Water Park (Seasonal) 3620 One System flat 1,263$ 550$ 3624 Each Additional flat 631$ 2,172$ Pool: $602 Spa: $564 No comparison available No comparison available No comparison available Pool: $645 No comparison available No comparison available No comparison available No comparison available No comparison available Recreational Body of Water up to 4,999 SQ FT RC 2: $646 Recreational Body of Water up to 4,999 SQ FT RC 3: $870 Recreational Body of Water >5,000 SQ FT RC 2: $898 Recreational Body of Water >5,000 SQ FT RC 3: $1,214 Recreational Body of Water - Temp Inactive PMT (per hour): $219 No comparison available No comparison available No comparison available No comparison available No comparison available No comparison available No comparison available No comparison available Contra Costa County Comparison Agencies No. PE Fee Description Fee Unit Type Current Fee Full Cost Recovery Alameda County Sacramento County San Mateo County Santa Clara County Sonoma County No comparison available No comparison available No comparison available NBS Web: www.nbsgov.com Toll-Free:800.676.7516 Recreational Health, 1 of 2 Contra Costa County User Fee Study APPENDIX C.7 Fee Comparison - Environmental Health - Recreational Health Contra Costa County Comparison Agencies No. PE Fee Description Fee Unit Type Current Fee Full Cost Recovery Alameda County Sacramento County San Mateo County Santa Clara County Sonoma County 6 Splash/Spray Park (Seasonal) 3636 One System flat 730$ 403$ Each Additional flat 261$ 117$ 7 Swimming Pool (Year Round) 3660 Multi-Use flat 835$ 704$ $ 891 $ 548 3664 Each Additional Pool flat 299$ 632$ No comparison available $ 277 8 NEW Temporarily Inactive Pool flat NEW 376$ No comparison available No comparison available No comparison available No comparison available No comparison available 9 Spa (Year Round) 3662 Multi-Use flat 722$ 395$ $ 891 $ 548 3664 Each Additional Spa flat 299$ 632$ No comparison $ 277 10 Public School/Municipal/Public Pools (Year Round) 3650 First Pool flat 835$ 508$ 3656 Each Additional Pool flat 299$ 422$ 11 Public School/Municipal/Public Spa (Year Round) 3653 First Spa flat 722$ 1,193$ 3647 Each Additional Spa flat 299$ 550$ 12 Splash/Spray Park (Year Round) 3666 One System flat 835$ 1,581$ Each Additional flat 299$ 565$ 13 3680 Public Beach (Seasonal) - One System flat 1,444$ 693$ No comparison available No comparison available No comparison available No comparison available No comparison available 14 n/a For services requested, which have no fee listed in this fee schedule During Work Hours per hour 199$ 376$ After Work Hours per hour 224$ 423$ $ 213 Spray grounds: $407 No comparison available No comparison available No comparison available No comparison available Pool: $602 No comparison available $ 198 $ 218 No comparison available Pool: $645 No comparison available No comparison available No comparison available No comparison available No comparison available No comparison available No comparison available High use pool/spa: $1,094 No comparison available $ 219 No comparison available No comparison available No comparison available No comparison available No comparison available No comparison available No comparison available No comparison available No comparison available NBS Web: www.nbsgov.com Toll-Free:800.676.7516 Recreational Health, 2 of 2 Prepared by NBS for the County of Contra Costa Environmental Health Division APPENDIX C.8 Comparative Fee Survey – Retail Food Contra Costa County User Fee Study APPENDIX C.8 Fee Comparison - Environmental Health - Retail Food RETAIL FOOD PERMIT Fixed Food Facilities 1 Restaurant 0-25 Seats <26 Seats Food Prep - <10 Seats Food Prep/Food Svc 0- 5 Employees Less than 2,000 s.f. 601 RC1 flat 798$ 1,244$ $ 594 $ 635 Moderate prep: $1,255 602 RC2 flat 1,188$ 1,673$ $ 793 $ 789 Extensive prep: $1,637 603 RC3 flat 1,686$ 2,132$ $ 1,387 $ 1,227 2,000-6,000 s.f.: 26-49 Seats 26-50 Seats 11-100 Seats Food Prep/Food Svc 6- 25 Employees 604 RC1 flat 896$ 1,341$ No comparison available $ 865 605 RC2 flat 1,258$ 1,838$ $ 991 $ 1,085 606 RC3 flat 1,767$ 2,290$ $ 1,684 $ 1,435 50-149 Seats 51-75 Seats >100 Seats Food Prep/Food Svc 26+ Employees 607 RC1 flat 1,194$ 1,372$ No comparison available $ 986 >6,000 s.f.: 608 RC2 flat 1,315$ 1,823$ $ 1,189 $ 1,424 Moderate prep: $1,582 609 RC3 flat 1,885$ 2,486$ $ 1,981 $ 1,578 Extensive prep: $1,963 150+ Seats >75 Seats 610 RC1 flat 1,242$ 1,010$ 611 RC2 flat 1,512$ 1,767$ 612 RC3 flat 2,073$ 2,828$ 2 619 Cocktail Lounge / Bar flat 884$ 1,093$ $ 736 $ 815 No comparison available No comparison available No comparison available 3 620 Intermittent Snack Bar flat 732$ 1,037$ $ 834 No comparison available Coffee House/Bar/Minimal Handling RC 1: $594 No comparison available No comparison available 4 614 Registered Exempt Retail Food Markets flat No Charge 833$ No comparison available No comparison available No comparison available No comparison available No comparison available Contra Costa County Comparison Agencies No. PE Fee Description Fee Unit Type Current Fee Full Cost Recovery Alameda County Sacramento County San Mateo County Santa Clara County $ 998 $ 1,129 $ 1,194 $ 1,325 Sonoma County Moderate prep: $1,364 Extensive prep: $1,767 Restaurant: $1,292 NBS Web: www.nbsgov.com Toll-Free:800.676.7516 Retail Food, 1 of 8 Contra Costa County User Fee Study APPENDIX C.8 Fee Comparison - Environmental Health - Retail Food Contra Costa County Comparison Agencies No. PE Fee Description Fee Unit Type Current Fee Full Cost Recovery Alameda County Sacramento County San Mateo County Santa Clara County Sonoma County 5 613 Incidental Retail Food Markets flat 498$ 1,089$ No comparison available No comparison available Retail Store w/ Inc Food sales 25-300 RC 1: $496 No comparison available No comparison available 6 Retail Food Markets No Food Prep (Grocery Store) Food Less than 2,000 s.f. <3,000 s.f. 25-300 s.f. < 2,000 s.f. <5,000 s.f. < 2,000 s.f. 615 RC1 flat 793$ 1,161$ RC 1: $594 Moderate prep: $1,255 644 RC2 flat 1,028$ 1,522$ RC 2: $991 Extensive prep: $1,637 2,001 to 4,000 s.f. 3,000-10,000 s.f. <6,000 s.f. RC 3: $1,090 5,000-20,000 s.f. 2,000-6,000 s.f.: 616 RC1 flat 892$ 1,229$ > 2,000 s.f. 645 RC2 flat 1,200$ 1,413$ RC 1: $694 4,001 to 6,000 s.f. <10,000 s.f. RC 2: $1,585 >20,000 s.f. 617 RC1 flat 973$ 1,390$ RC 3: $1,981 646 RC2 flat 1,374$ 2,497$ 6,001+ s.f. >15,000 s.f.: >6,000 s.f.: 618 RC1 flat 1,099$ 1,522$ Moderate prep: $1,582 647 RC2 flat 1,430$ 2,249$ Extensive prep: $1,963 7 649 Remote Food Storage flat 299$ 995$ No comparison available No comparison available No comparison available No comparison available No comparison available 8 Bakery Less than 2,000 s.f. 628 RC1 flat 651$ 1,202$ 629 RC2 flat 1,095$ 1,409$ 2,001 to 4,000 s.f. 2,000-6,000 s.f. 630 RC1 flat 749$ 1,270$ 631 RC2 flat 1,194$ 1,955$ 4,001 to 6,000 s.f. 632 RC1 flat 1,059$ 1,541$ 633 RC2 flat 1,294$ 2,294$ 6,001+ s.f. >6,000 s.f. 634 RC1 flat 1,204$ 3,065$ 635 RC2 flat 1,393$ 3,423$ $ 684 $ 870 $ 1,069 No comparison available $ 589 $ 540 Moderate prep: $1,364 Extensive prep: $1,767 No comparison available $ 687 $ 802 $ 1,063 $ 933 Prepackaged, non-PHF: $365 6,000 - 14,999 s.f.: $933 $ 619 $ 1,091 Bakery - No Prep: $568 No comparison available NBS Web: www.nbsgov.com Toll-Free:800.676.7516 Retail Food, 2 of 8 Contra Costa County User Fee Study APPENDIX C.8 Fee Comparison - Environmental Health - Retail Food Contra Costa County Comparison Agencies No. PE Fee Description Fee Unit Type Current Fee Full Cost Recovery Alameda County Sacramento County San Mateo County Santa Clara County Sonoma County 9 Production Kitchen 637 First Permit flat 1,052$ 1,195$ 638 Additional Permit (Restaurant/Caterer) flat 199$ 984$ 643 Fee Exempt flat -$ 995$ 10 Microenterprise Home Kitchen Operations 658 Initial Permit flat NEW 847$ 659 Annual Renewal Permit flat NEW 565$ 11 NEW Detention Facility Kitchen flat NEW 550$ No comparison available No comparison available No comparison available No comparison available No comparison available 12 652 Catering Operation Self Owner flat 1,052$ 1,277$ No comparison available No comparison available No comparison available No comparison available No comparison available 13 622 Catering Operation flat 1,052$ 1,270$ $ 1,194 $ 391 Catering/Kitchen Rental RC 2: $793 Caterer Food Prep RC 1: $305 Caterer Food Prep RC 2: $458 $ 983 14 653 Host Facility flat 1,052$ 1,572$ $ 408 Host Facility A: $73 Host Facility B: $365 No comparison available $ 438 $ 572 15 636 Food Demonstrator flat 424$ 2,418$ No comparison available No comparison available $ 175 No comparison available 16 Schools 624 Summer Food Service Program (grant funded) flat 299$ $ - No comparison available No comparison available No comparison available No comparison available $ 841 626 School Food Distribution Center flat 299$ $ 1,868 No comparison available School Satellite: $496 Satellite Serving Area: $0 No comparison available No comparison available 625 School w/3+ On-Campus Food Service Locations flat 995$ $ 1,722 627 School w/2 On-Campus Food Service Locations flat 299$ $ 906 NEW School w/1 On-Campus Food Service Location 299$ $ 882 NEW Addtl. School On-Campus Food Service Location No Fee No Fee No comparison available No comparison available No comparison available No comparison available No comparison available No comparison available No comparison available $ 834 $ 686 Private School (1 Inspection/yr): $654 Satellite (2 Inspections/yr): $872 Processing Kitchen (2 Inspections/yr): $1,309 No comparison available School Food Service RC 2: $396 School Food Service RC 3: $1,090 No comparison available No comparison available School Food Service: RC 0: No Fee RC 1: $394 RC 2: $756 RC 3: $876 No comparison available No comparison available No comparison available No comparison available No comparison available NBS Web: www.nbsgov.com Toll-Free:800.676.7516 Retail Food, 3 of 8 Contra Costa County User Fee Study APPENDIX C.8 Fee Comparison - Environmental Health - Retail Food Contra Costa County Comparison Agencies No. PE Fee Description Fee Unit Type Current Fee Full Cost Recovery Alameda County Sacramento County San Mateo County Santa Clara County Sonoma County 17 656 Event Center flat 1,052$ 924$ No comparison available No comparison available No comparison available No comparison available No comparison available 18 639 Season Fixed Facility flat 570$ 1,703$ $ 377 Seasonal Restaurant/Bar: $869 Seasonal low risk: $244 Seasonal high risk: $298 Seasonal Business: $0 No comparison available Seasonal (<5 consecutive months/year): $719 Mobile Food Facilities 19 CMFO - Prepackaged Ice Cream Carts (non-motorized) 701 1 to 4 each 183$ 769$ Hot Dog Cart w/ Steam Table and 1 Sink/Tamales: $500 702 5 to 10 each 150$ 1,025$ MFF: Espresso: $657 703 10+ each 137$ 750$ Cooking Cart CRFC + 4 Sinks: $500 20 708 CMFO - Limited Food Prep (non-motorized) flat 728$ 961$ No comparison available Limited Prep Unit RC 2: $828 21 718 MFF - Limited Food Prep flat 896$ 987$ Enclosed/Occupied Truck/Trailer Low Risk: $657 No comparison available 22 NEW MFF - Full Prep flat NEW 1,097$ No comparison available No comparison available 23 728 MFF - Prepackaged Ice Cream Vehicle (motorized) flat 454$ 641$ Prepack only: $444 No comparison available 24 738 MFF Pre-packaged Non-PHF flat 454$ 799$ $ 370 Pre-Packaged Truck RC 1: $550 MFF Pre-packaged Cart RC 1: $383 Mobile Food Facility: Min. to no prep. $149 Moderate prep: $587 Extensive prep: $841 Mobile Food Facility: No Food Prep: $138 Limited Food Prep: $438 Full Food Prep: $635 MFF: Category A: $190 Category B: $381 Category C: $378 Category D: $670 NBS Web: www.nbsgov.com Toll-Free:800.676.7516 Retail Food, 4 of 8 Contra Costa County User Fee Study APPENDIX C.8 Fee Comparison - Environmental Health - Retail Food Contra Costa County Comparison Agencies No. PE Fee Description Fee Unit Type Current Fee Full Cost Recovery Alameda County Sacramento County San Mateo County Santa Clara County Sonoma County 25 NEW CMFO - Prepackaged Non-PHF (non-motorized, >25 sq. ft.) flat NEW 814$ No comparison available No comparison available No comparison available No comparison available 26 NEW CMFO - Prepackaged PHF (non-motorized) flat NEW 890$ No comparison available No comparison available No comparison available No comparison available 27 740 MFF - Whole Uncut Produce flat NEW 701$ No comparison available No comparison available No comparison available No comparison available 28 745 MFF/CMFO - Mobile Support Unit flat 110$ 720$ $ 500 $ 295 Prep Unit RC 2: $1,245 $ 219 29 746 CMFO - Auxiliary Conveyance Unit flat 110$ 780$ No comparison available No comparison available No comparison available No comparison available 30 747 MFF/CMFO - Addtl. MFF Operating Unit flat 110$ 890$ No comparison available No comparison available No comparison available No comparison available 31 754 MFF - Limited Commissary Addtl. Permit (prepackaged only) flat NEW 701$ No comparison available No comparison available No comparison available No comparison available 32 755 MFF - Limited Commissary (prepackaged only) flat NEW 701$ No comparison available No comparison available No comparison available No comparison available 33 756 MFF - Registered Service Commissary (parking only) flat NEW 701$ No comparison available No comparison available No comparison available No comparison available 34 758 MFF - Commissary flat 798$ 731$ $ 671 No comparison available No comparison available No comparison available 35 757 MFF - Commissary Addtl. Permit (restaurant) flat 199$ 630$ No comparison available No comparison available No comparison available No comparison available Mobile Food Facility: Min. to no prep. $149 Moderate prep: $587 Extensive prep: $841 NBS Web: www.nbsgov.com Toll-Free:800.676.7516 Retail Food, 5 of 8 Contra Costa County User Fee Study APPENDIX C.8 Fee Comparison - Environmental Health - Retail Food Contra Costa County Comparison Agencies No. PE Fee Description Fee Unit Type Current Fee Full Cost Recovery Alameda County Sacramento County San Mateo County Santa Clara County Sonoma County Other Types of Food Facilities 36 Temporary Events 817 Food Prep 1 to 2 per booth 196$ 273$ 1-10 Booths: $172 818 Food Prep 3 to 7 per booth 142$ 179$ 11-20 Booths: $252 819 Food Prep 8+ per booth 126$ 151$ >20 Booths: $343 NEW Sampling/Demonstrators 1 to 2 per booth NEW 128$ NEW Sampling/Demonstrators 3 to 7 per booth NEW 87$ NEW Sampling/Demonstrators 8+ per booth NEW 75$ NEW Prepackaged/Beverage 1 to 2 per booth NEW 64$ NEW Prepackaged/Beverage 3 to 7 per booth NEW 45$ NEW Prepackaged/Beverage 8+ per booth NEW 38$ 37 Temporary Event Application flat Submitted two weeks prior to event flat 45$ 282$ Submitted < 2 weeks and > 1 week prior to event [4] per booth 25% of permit fee NBS did not evaluate Submitted < 1 week prior to event [4] per booth 40% of permit fee NBS did not evaluate 38 Swap Meet/Flea Market Pre-Packaged Food Stand 814 < 20,000 s.f. flat 1,716$ 753$ Organizer: $346 815 >20,000 s.f. flat 3,432$ 1,129$ Prepackaged food stand: $150 39 Cert-Ag. Vendor - Farmers Market RC 2 CFM 802 1-25 Booths flat 597$ 772$ 2-10 Permits: $172 803 26-45 Booths flat 796$ 1,054$ 11-20 Permits: $252 804 46+ Booths flat 995$ 1,223$ >20 Permits: $343 40 Non-Ag. Food Vendor - Farmers Market 805 1-5 Booths flat 478$ 1,144$ TST Demo Sampler 806 6-10 Booths flat 600$ 832$ $ 88 807 11+ Booths flat 839$ 1,991$ RC 2: $976 Temp Event Coord.: $198 Temp Event Vendor - No Prep RC 1: $100 Temp Event Vendor RC 2: $149 Non-Profit Temp Event Coord.: $0 Non-Profit Temp Event Vendor: $0 Temp Event Vendor No Prep RC 1: $298 Temp Event Vendor w/ Prep RC 2: $447 RC 1: $99 RC 2: 1-12 Days: $145 RC 2: $202 RC 3: 1-12 Days: $186 RC 3: $241 RC 1: Annual: $99 RC 2: 13+ Days Annual: $202 RC 3: 13+ Days Annual: $241 5 Days or Less Prepackaged: $105 Minimal Prep: $212 Moderate Prep: $284 Estensive Prep: $449 Annual Prepackaged: $141 Minimal Prep: $294 Moderate Prep: $384 Estensive Prep: $714 No comparison available No comparison available (1.5 Hours + Hourly Rate): $329 Certified Farmer's Market: $539 No comparison available Certified Farmer's Market: $539 No comparison available Temp Event <12 mo: $207 Sponser - 2-15 Booths: $218 16-50 Booths: $349 >50 Booths: $433 Event Coordinator: Community Event (5 or Less): $362 6 or Less: $493 Over 80 vendors: $10,938 No comparison available NBS Web: www.nbsgov.com Toll-Free:800.676.7516 Retail Food, 6 of 8 Contra Costa County User Fee Study APPENDIX C.8 Fee Comparison - Environmental Health - Retail Food Contra Costa County Comparison Agencies No. PE Fee Description Fee Unit Type Current Fee Full Cost Recovery Alameda County Sacramento County San Mateo County Santa Clara County Sonoma County 41 801 Farm Stands flat 498$ 200$ No comparison available $ 402 No comparison available No comparison available $ 141 42 Vending Machines 1-5/Facility - Hourly Rate 1-5 at same location 1644 1-4 Machines flat 249$ 617$ 1644 5+ Machines each 37$ 617$ 43 Skilled Nursing Facility 1501 0-50 Beds flat 1,147$ 625$ 1502 51-100 Beds flat 1,434$ 599$ 16-25 Beds: $998 1503 101-200 Beds flat 1,720$ 681$ 26-50 Beds: $1,129 1504 201-300 Beds flat 2,008$ 3,798$ 51-75 Beds: $1,194 1505 301+ Beds flat 2,295$ 4,340$ 76+ Beds: $1,325 44 General Acute Care Facility Licensed Healthcare Facility 1506 0-100 Beds flat 2,295$ 489$ Subfacility 11-100 Beds RC 2: $793 1507 101-200 Beds flat 2,581$ 439$ Subfacility >100 Beds RC 2: $793 1508 201+ Beds flat 2,868$ 501$ Food Prep 11-100 Beds RC 2: $991 Food Prep 11-100 Beds RC 3: $1,684 45 General Acute Care Facility Food Prep >100 Beds RC 3: $1,981 0-100 1509 0-50 Beds & Seats flat 3,155$ 817$ 1510 51-149 Beds & Seats flat 3,441$ 6,508$ 1511 150+ Beds & Seats flat 3,728$ 7,050$ 101-200 1512 0-50 Beds & Seats flat 4,015$ 783$ 1513 51-149 Beds & Seats flat 4,060$ 802$ 1514 150+ Beds & Seats flat 4,588$ 723$ 201+ 1515 0-50 Beds & Seats flat 4,875$ 1,573$ 1516 51-149 Beds & Seats flat 5,162$ 1517 150+ Beds & Seats flat 5,448$ 1,370$ 1518 Food Stations 1-20 flat 440$ 576$ $ 198 No comparison available No comparison available No comparison available No comparison available No comparison available No comparison available $ 22 No comparison available No comparison available No comparison available $ 298 No comparison available $ 46 No comparison available Licensed Health Care Facility: $1,204 NBS Web: www.nbsgov.com Toll-Free:800.676.7516 Retail Food, 7 of 8 Contra Costa County User Fee Study APPENDIX C.8 Fee Comparison - Environmental Health - Retail Food Contra Costa County Comparison Agencies No. PE Fee Description Fee Unit Type Current Fee Full Cost Recovery Alameda County Sacramento County San Mateo County Santa Clara County Sonoma County Cottage Food Operations 46 Class A 809 Application Packet Review flat 498$ 331$ $ 268 $ 198 810 Renewal of Class A Registration flat 109$ 279$ $ 201 No comparison available 47 Class B 811 Application Packet Review & Inspection flat 796$ 343$ $ 421 $ 396 812 Renewal of Class B Permit flat 348$ 335$ $ 201 No comparison available Housing 48 2468 City Jails flat 710$ 651$ No comparison available No comparison available No comparison available No comparison available No comparison available 49 2466 Court Holding flat 603$ 1,005$ No comparison available No comparison available No comparison available No comparison available $ 366 50 2467 Detention Facilities flat 1,603$ 1,634$ $ 1,436 No comparison available No comparison available No comparison available Adult: $2,803 Juvenile: $1,832 51 2444 Organized Camps flat 597$ 2,149$ No comparison available No comparison available No comparison available No comparison available Year-Round: $2,114 Seasonal: $1,047 Miscellaneous 52 n/a For services requested, which have no fee listed in this fee schedule During Work Hours per hour 199$ 376$ After Work Hours per hour 266$ 423$ $ 198 $ 635 $ 219 $ 218 $218 + hourly rate after 1 hour $547 + hourly rate after 2.5 hours No comparison available $ 219 $ 213 $ 174 No comparison available NBS Web: www.nbsgov.com Toll-Free:800.676.7516 Retail Food, 8 of 8 Prepared by NBS for the County of Contra Costa Environmental Health Division APPENDIX C.9 Comparative Fee Survey – Plan Review Contra Costa County User Fee Study APPENDIX C.9 Fee Comparison - Environmental Health - Plan Review Plan Review Food Establishments 1 Restaurant 901 0-25 Seats flat 2,189$ 5,214$ <26 Seats: $909 902 26-49 Seats flat 2,388$ 5,590$ 26-50 Seats: $1,296 903 50-149 Seats flat 2,985$ 6,719$ 51-75 Seats: $1,662 904 150+ Seats flat 3,383$ 7,472$ No Comparison Available 2 928 Cocktail Lounge/Bar flat 2,189$ 5,214$ $ 929 No comparison available 3 927 Snack Bar flat 2,189$ 5,214$ $ 891 No comparison available 4 Retail Food Market No Prep: $952 914 Less than 2,000 s.f. flat 1,990$ 4,837$ <3,000 s.f.: $891 <2,000 s.f.: $2,344 No Food Prep - Grocery Store <5K s.f.: $1,565 915 2,001 to 4,000 s.f. flat 2,587$ 5,967$ 3,000-10,000 s.f.: $1,330.50 2,000-6,000 s.f.: $2,615 No Food Prep - Grocery Store 5K-20K s.f.: $1,899 916 Greater than 4,001 s.f. flat 3,184$ 7,096$ <10,000 s.f.: $1,666.50 >6,000 s.f.: $3,824 No Food Prep - Grocery Store: >20K s.f.: $2,235 5 Bakery 917 Less than 4,000 s.f. flat 2,388$ 5,590$ <2,000 s.f.: $1,045.50 918 Greater than 4,000 s.f. flat 2,786$ 6,343$ 2,000-6,000 s.f.: $1,357 >6,000 s.f.: $1,693.50 6 933 Production Kitchen/Event Center flat 2,587$ 5,967$ No comparison available No comparison available No comparison available 7 Host Facility flat 796$ 2,579$ No comparison available No comparison available No comparison available Food Plan Check - Min. 3 hours @ Hourly Rate (minor equip. change): $594 Food Plan Review - Major: $1,932 No comparison available No comparison available Contra Costa County Comparison Agencies No. PE Fee Description Fee Unit Type Current Fee Full Cost Recovery No comparison available New Construction (4 hours + Hourly Rate): $872 New/Major Remodel: RC 1 up to 1000 s.f.: $1,452 RC 1 >1000 s.f.: $1,788 RC 2-3 up to 1000 s.f.: $2,011 RC 2-3 >1000 s.f.: $2,347 Alameda County Sacramento County San Mateo County Santa Clara County Sonoma County NBS Web: www.nbsgov.com Toll-Free:800.676.7516 Plan Review, 1 of 3 Contra Costa County User Fee Study APPENDIX C.9 Fee Comparison - Environmental Health - Plan Review Contra Costa County Comparison Agencies No. PE Fee Description Fee Unit Type Current Fee Full Cost Recovery Alameda County Sacramento County San Mateo County Santa Clara County Sonoma County 8 926 School flat 1,990$ 4,837$ $ 891 No comparison available No comparison available 9 934 Commissary - MFF flat 2,388$ 5,590$ $ 1,241 No comparison available No comparison available 10 935 Cart Commissary flat 1,393$ 3,708$ $ 907 No comparison available No comparison available 11 957 Food Minor Remodel flat 1,194$ 3,332$ No comparison available W/ Inspection: $572 W/O Inspection: $191 Minor Remodel (add'l operation): $894 Minor Remodel: $1,118 11 Equipment Change 945 1 Equipment Change flat 398$ 1,826$ $ 175 946 2 Equipment Change flat 597$ 2,202$ 947 3 Equipment Change flat 796$ 2,579$ 12 Mobile Food Facility 983 Limited Prep flat 398$ 1,073$ 984 Full Prep flat 498$ 1,073$ 14 NEW CMFO - Limited Prep flat NEW 1,638$ No comparison available No comparison available No comparison available No comparison available No comparison available Public Pools 15 967 Swimming Pool flat 2,786$ 6,343$ 1,256$ $ 2,410 968 Plus 1 flat 4,179$ 8,978$ PO/FR: $3,372 969 Plus 2 flat 6,766$ 13,871$ WF/WS: $3,478 16 974 Spa flat 2,189$ 5,214$ 1,256$ $ 2,410 Food Plan Check - Min. 3 hours @ Hourly Rate (minor equip. change): $594 Food Plan Review - Major: $1,932 Major Remodel: $1,583 MFF: New Contruction: $725 One Pool/Spa: $1,493 Ea. Addtl.: $1,119 Pool/Spa w/ auxillary areas: $2,238 1 Hour + Hourly Rate: $218 Remodel (2 Hours + Hourly Rate): $436 New Construction (4 hours + Hourly Rate): $872 No comparison available No comparison available No food prep: $223 Limited Food Prep: $447 Full Food Prep: $648 Single PC - Equip Addition or Replacement: $336 Recreational body of water <4,999 s.f.: $2,011 Recreational body of water >5,000 s.f.: $2,682 Plan Check - New Const. (4 hour min. + hourly rate): $872 NBS Web: www.nbsgov.com Toll-Free:800.676.7516 Plan Review, 2 of 3 Contra Costa County User Fee Study APPENDIX C.9 Fee Comparison - Environmental Health - Plan Review Contra Costa County Comparison Agencies No. PE Fee Description Fee Unit Type Current Fee Full Cost Recovery Alameda County Sacramento County San Mateo County Santa Clara County Sonoma County 17 994 Public Pool Minor Remodel flat 1,194$ 3,332$ $ 535 W/ Inspection: $572 W/O Inspection: $191 Major Pool/Spa Remodel: $1,024 Ea. Addtl: $768 Recreational body of water <4,999 s.f.: $1,006 Recreational body of water >5,000 s.f.: $1,267 Plan Check - Remodel (1 hour min. + hourly rate): $218 18 Equipment Change 987 1 Equipment Change flat 398$ 1,073$ 988 2 Equipment Change flat 597$ 1,073$ 989 3 Equipment Change flat 796$ 1,073$ 19 985 Replastering or Replacement flat 597$ 2,202$ No comparison available No comparison available No comparison available $ 570 No comparison available 20 986 Deck or Fence Replacement flat 597$ 2,202$ No comparison available No comparison available No comparison available No comparison available No comparison available 21 NEW Spray Ground flat NEW 2,420$ No comparison available No comparison available No comparison available No comparison available No comparison available Miscellaneous 22 n/a For services requested, which have no fee listed in this fee schedule During Work Hours per hour 199$ 376$ After Work Hours per hour 266$ 423$ $ 213 Single Equipment Replacement: $175 Minor Pool/Spa Remodel: $275 Ea. Addtl: $206 $ 198 No comparison available $ 218 No comparison available No comparison available No comparison available $ 223 NBS Web: www.nbsgov.com Toll-Free:800.676.7516 Plan Review, 3 of 3 Prepared by NBS for the County of Contra Costa Environmental Health Division Cost of Service Analysis – General Program Fees APPENDIX C.10 Contra Costa County User Fee Study APPENDIX C.10 Fee Comparison - Environmental Health - General Program Fees General Program Fees Miscellaneous 1 Application Fee flat 45$ 87$ No comparison available No comparison available No comparison available No comparison available No comparison available 2 General Program Fee Violation Re-inspection per hour 199$ 376$ No comparison available No comparison available No comparison available $ 218 Change of Ownership/Site Evaluation flat 244$ 681$ 3 Special Services Fee Administrative Hearings per hour (1 hr min) 199$ 376$ No comparison available Field & Office Consultations per hour (1 hr min) 199$ 376$ Site Review: $436 Non-Routine Site Evaluations per hour (1 hr min) 199$ 376$ Non-Routine Field Inspections and/or reinspections per hour (1 hr min) 199$ 376$ 4 Special Services Fee per hour (2 hr min) 199$ 376$ No comparison available No comparison available No comparison available AB1020 State Fee: $5 AB1020 Agency Fee: $1 No comparison available 5 n/a For services requested, which have no fee listed in this fee schedule During Work Hours per hour 199$ 376$ After Work Hours per hour 224$ 423$ Contra Costa County Comparison Agencies No. PE Fee Description Fee Unit Type Current Fee Full Cost Recovery Alameda County No comparison available Sacramento County San Mateo County Santa Clara County Sonoma County No comparison available No comparison available No comparison available No comparison available No comparison available No comparison available $ 213 $ 198 $ 219 $ 218 NBS Web: www.nbsgov.com Toll-Free:800.676.7516 General Program Fees, 1 of 1 Permit Type Unit Capacity Current Fees Recommended Fees (up to (starting Restaurants RC1 seats 0 – 25 $798 $1,244 $1,021 $1,244 Restaurants RC2 seats 0 – 25 $1,188 $1,673 $1,431 $1,673 Restaurants RC3 seats 0 – 25 $1,686 $2,132 $1,909 $2,132 Restaurants RC1 seats 26 - 49 $896 $1,341 $1,119 $1,341 Restaurants RC2 seats 26 - 49 $1,258 $1,838 $1,548 $1,838 Restaurants RC3 seats 26 - 49 $1,767 $2,290 $2,029 $2,290 Restaurants RC1 seats 50 - 149 $1,194 $1,372 $1,283 $1,372 Restaurants RC2 seats 50 - 149 $1,315 $1,823 $1,569 $1,823 Restaurants RC3 seats 50 - 149 $1,885 $2,486 $2,186 $2,486 Restaurants RC1 seats 150+ $1,242 $1,010 N/A N/A Restaurants RC2 seats 150+ $1,512 $1,767 $1,640 $1,767 Restaurants RC3 seats 150+ $2,073 $2,828 $2,451 $2,828 Cocktail Lounge / Bar $844 $1,093 $969 $1,093 Intermittent Snack Bar $732 $1,037 $885 $1,037 Registered Exempt Retail Food Market No Fee No change N/A N/A Incidental Retail Food Market $498 $1,089 $794 $1,089 Retail Food Markets RC1 square foot <2,000 $793 $1,161 $977 $1,161 Retail Food Markets RC2 square foot <2,000 $1,028 $1,522 $1,275 $1,522 Retail Food Markets RC1 square foot 2,001 – 4,000 $892 $1,229 $1,061 $1,229 Retail Food Markets RC2 square foot 2,001 – 4,000 $1,200 $1,413 $1,307 $1,413 Retail Food Markets RC1 square foot 4,001 – 6,000 $973 $1,390 $1,182 $1,390 Retail Food Markets RC2 square foot 4,001 – 6,000 $1,374 $2,497 $1,936 $2,497 Retail Food Markets RC1 square foot 6,001+ $1,099 $1,522 $1,311 $1,522 Retail Food Markets RC2 square foot 6,001+ $1,430 $2,249 $1,840 $2,249 Remote Food Storage $299 $995 $647 $995 Bakery RC1 square foot <2,000 $651 $1,202 $927 $1,202 Bakery RC2 square foot <2000 $1,095 $1,409 $1,252 $1,409 Bakery RC1 square foot 2,001 – 4,000 $749 $1,270 $1,010 $1,270 Bakery RC2 square foot 2,001 – 4,000 $1,194 $1,955 $1,575 $1,955 Bakery RC1 square foot 4,001 – 6,000 $1,059 $1,541 $1,300 $1,541 Bakery RC2 square foot 4,001 – 6,000 $1,294 $2,294 $1,794 $2,294 Bakery RC1 square foot 6,001+ $1,204 $3,065 $2,135 $3,065 Bakery RC2 square foot 6,001+ $1,393 $3,423 $2,408 $3,423 Production Kitchen - First Permit $1,052 $1,195 $1,124 $1,195 Production Kitchen - Additional Permit (Restaurant/Caterer) $199 $984 $592 $984 Production Kitchen - Fee Exempt No Fee No change N/A N/A 1 Permit Type Unit Capacity Current Fees Recommended Fees (up to (starting Detention Facility Kitchen NEW $550 $275 $550 Catering Operation Self Owned $1,052 $1,277 $1,165 $1,277 Catering Operation $1,052 $1,270 $1,161 $1,270 Host Facility $1,052 $1,572 $1,312 $1,572 Food Demonstrator $424 $2,418 $1,421 $2,418 School Summer Food Service Program (grant funded) $299 No fee N/A N/A School Food Distribution Center $299 $1,868 $1,084 $1,868 School Cafeteria w/3+ On-Campus Food Service Locations $995 $1,722 $1,359 $1,722 School w/2 On-Campus Food Service Location $299 $906 $603 $906 School Satellite on campus w/cafeteria w/1 On-Campus Food Service Location $299 $882 $591 $882 Additional School On-Campus Food Service Location NEW No fee N/A N/A Event Center $1,052 $924 N/A N/A Seasonal Fixed Facility F1 $570 $1,703 $1,137 $1,703 Push Cart Compact Mobile Food Operation (CMFO) - Prepackaged Ice Cream Carts (non- motorized) each 1 – 4 $183 $414 Push Cart CMFO - Prepackaged Ice Cream Carts (non-motorized) each 5 – 10 $150 $403 $277 $403 Push Cart CMFO - Prepackaged Ice Cream Carts (non-motorized) each 11+ $137 $395 $266 $395 Limited Use Mobile Food Facility CMFO - Limited Food Prep (non-motorized) $728 $961 $845 $961 MFF - Enclosed or Unenclosed Mobile Food Facility (MFF) – Limited Food Prep $896 $987 $942 $987 MFF- Full Prep NEW $1,097 $549 $1,097 MFF- Prepackaged Seasonal Ice Cream Vehicle (motorized) $454 $641 $548 $641 MFF - Prepackaged Non-Potentially Hazardous Food (PHF) $454 $799 $627 $799 CMFO - Prepackaged Non-PHF (non-motorized, >25 sq. ft) NEW $814 $407 $814 CMFO - Prepackaged PHF(non- motorized) NEW $890 $445 $890 MFF - Whole Uncut Produce NEW $701 $351 $701 MFF/CMFO - Mobile Support Unit $110 $720 $415 $720 CMFO - Auxiliary Conveyance Unit $110 $780 $445 $780 MFF/CMFO - Additional MFF Operating Unit $110 $890 $500 $890 MFF - Limited Commissary Addtl. Permit (prepackaged only) NEW $701 $351 $701 MFF- Limited Commissary (prepackaged only) NEW $701 $351 $701 MFF- Registered Service Commissary (parking only) NEW $701 $351 $701 MFF - Commissary $798 $731 N/A N/A MFF - Commissary Additional Permit (Restaurant) Temporary Food 2 Permit Type Unit Capacity Current Fees Recommended Fees (up to (starting Temporary Event Sampling/Demonstrators (1 to 2 total temporary event booths) per booth NEW $128 $64 $128 Temporary Event Sampling/Demonstrators (3 to 7 total temporary event booths) per booth NEW $87 $44 $87 Temporary Event Sampling/Demonstrators (8+ total temporary event booths) per booth NEW $75 $38 $75 Temporary Event Prepackaged/Beverage (1 to 2 total temporary event booths) per booth NEW $64 $32 $64 Temporary Event Prepackaged/Beverage (3 to 7 total temporary event booths) per booth NEW $45 $23 $45 Temporary Event Prepackaged/Beverage (8+ total temporary event booths) per booth NEW $38 $19 $38 Temporary Event - Event Coordinator Application $45 $87 N/A N/A Temporary Event Application not submitted two weeks prior to event Cottage Food Microenterprise Home Kitchen Operation Licensed Health Care 3 Permit Type Unit Capacity Current Fees Recommended Fees (up to (starting General Acute Care Facility RC2 beds 201+ $2,868 $501 N/A N/A General Acute Care Facility RC2 beds, seats 0 – 100, 0 – 50 $3,155 $817 N/A N/A General Acute Care Facility RC2 beds, seats 0 – 100, 51 - 149 $3,441 $6,508 $4,975 $6,508 General Acute Care Facility RC2 beds, seats 0 – 100, 150+ $3,728 $7,050 $5,389 $7,050 General Acute Care Facility RC2 beds, seats 101 – 200, 0 - 50 $4,015 $783 N/A N/A General Acute Care Facility RC2 beds, seats 101 – 200, 51 - 149 $4,060 $802 N/A N/A Consumer Protection Notes •Temporary Event – Event Coordinator applications must be submitted two weeks before the event date. The permit fee for a temporary event application form submitted less than 2 weeks and greater than 1 week prior to the event shall be increased by 25%. An additional penalty of 40% of the permit fee will be imposed for any temporary event application form submitted less than 1 week prior to the event •Certiﬁed Ag. Vendors at a Farmers’ Market are permitted annually •Temporary events may be permitted quarterly for an event not more than 25 consecutive or nonconsecutive days in a 90-day period •Frequency of inspections conducted is based on the Risk Type of each establishment 4 Permit Type Unit Capacity Current Fees Recommended Fees Public Swimming Pool - First Pool (Seasonal) 1 $730 $474 Public Swimming Pool - Each Additional Pool (Seasonal) $261 $437 Public Spa - First Spa (Seasonal) 1 $631 $365 Public Spa - Each Additional Spa (Seasonal) $261 $437 Public School Pool - First Pool (Seasonal) 1 $730 $489 Public School Pool - Each Additional Pool (Seasonal) $261 $614 Municipal Pool - First Pool (Seasonal) Body Art 5 Permit Type Unit Capacity Current Fees Recommended Fees Body Art Temporary Practitioner Registration – 15 days $100 $188 Body Art Temporary Event Organizer Permit per event $244 $2,196 Body Art Temporary Demonstrator Booth booth each station $66 $124 Body Art Mobile Facility Permit $398 $753 Body Art Mobile Facility Plan Review $796 $1,506 Body Art Tattoo Facility Plan Review $796 $1,624 Body Art Semi-Permanent Cosmetics Facility Plan Review $796 $1,605 Body Art Piercing Facility Plan Review $796 $1,661 Body Art Branding Facility Plan Review $796 $ 1, 506 Body Art Blood Borne Pathogen Trainer $398 $2,467 Body Art Practitioner ID Card Replacement $45 $87 Body Art Facility Remodel Plan Review $398 $924 Body Art Facility & School Plan Review Commercial Cannabis Plan Review 6 Permit Type Unit Capacity Current Fees Recommended Fees Plan Review-Bakery (up to 14 hours) square foot 4,001+ $2,786 $6,343 Plan Review-Production Kitchen/Event Center (up to 13 hours) $2,587 $3,813 Plan Review – Host Facility (up to 4 hours) $796 $2,579 Plan Review-School (up to 10 hours) $1,990 $4,047 Plan Review-Commissary - Mobile Food Facility (MFF) (up to 12 hours) $ 2, 388 $3,926 Plan Review- Commissary - Compact Mobile Food Operation (CMFO) Cart (up to 7 hours) $1,393 $2,872 3 hours) $597 $2,944 Housing Other Consumer Protection Notes • Cannabis retail storefronts that also make deliveries need a retail storefront health permit and a delivery health permit • Body Art Facility – School inspections conducted twice during the permit year • Any excess time incurred for a plan review beyond the time covered by the fee above will be charged at the current hourly rate • Retail Food Markets include retail food stores, wholesale food establishments (if under the jurisdiction of Contra Costa Health - Environmental Health Division), bakeries, food processing establishments, food packaging establishments and food storage establishments • Types of public pools include, but are not limited to, swimming, diving, wading, therapy, recreational water parks, spray grounds, spa, and hot tub pools other than private pools maintained by an individual for the use of family and friends. Public pools include, but are not limited to, all commercial pools, recreational pools, community and municipal pools, pools at public or private schools, hotels, motels, resorts, auto and trailer parks, auto courts, apartments, condominiums, housing developments, clubs, gymnasiums, and health establishments 7 Permit Type Unit Capacity Current Fees Recommended Fees Solid Waste Tonnage Fee per ton $1.25 No Change Bio Solid Facility Sites per year $316 $753 Bio Solid Facility Sites per quarter $1,264 $3,011 Bio Solid Facility Sites per month $2,528 $6,023 Bio Solid Facility Application and Review Fee With Public Hearings $1,580 $3,764 Bio Solid Facility Application and Review Fee Without Public Hearings $780 $1,860 Solid Waste Facility Permit Review Fee $1,580 $13,771 Exemption $89 $215 Hauler Permit per vehicle $220 $294 Health Care Service Plan Facility $2,024 $9,134 Medical/Dental/Veterinary Clinic lbs./month <200 $116 $123 Medical/Dental/Veterinary Clinic lbs./month >200 $1,054 $2,585 Med/Dental/Veterinary Clinic with on-site treatment systems lbs./month <200 $280 $345 Med/Dental/Veterinary Clinic with on-site treatment systems lbs./month >200 $589 $688 Small Quantity Gen W/Onsite Treatment System lbs./month <200 $112 $211 Acute Psychiatric Care $536 $1,013 Intermediate Care Facility $580 $1,095 Primary Care Clinic $931 $1,762 Acute Care Hospital beds 1 - 99 $1,807 $2,302 Acute Care Hospital beds 100 - 199 $2,207 $1,256 Acute Care Hospital beds 200 - 250 $2,783 $2,615 Acute Care Hospital beds 251+ $3,373 $2,058 Skilled Nursing Facility (SNF) lbs./month <200 $245 $277 SNF with onsite treatment lbs./month <200 $364 $689 Skilled Nursing Facility lbs./month >200 $1,013 $624 Specialty Clinics lbs./month <200 $931 $398 Clinical Lab lbs./month <200 $116 $248 Clinical Lab lbs./month >200 $1,391 $1,636 Clinical Lab with on-site treatment lbs./month <200 $364 $733 Bio-Med Producer lbs./month <200 $349 $368 Bio-Med Producer lbs./month >200 $1,339 $545 Bio-Med Producer with on-site treatment lbs./month <200 $364 $689 Bio-Med Producer with on-site treatment lbs./month >200 $1,576 $3,040 Common Storage Facility generators 2-10 $364 $689 Common Storage Facility generators 11-49 $382 $1,098 8 Permit Type Unit Capacity Current Fees Recommended Fees Common Storage Facility generators 50+ $1,013 $1,916 Safe Drug Disposal - Initial Plan Review $21,691 $11,685 Safe Drug Disposal - Amended Plan Review $1,194 $12,798 9 Permit Type Unit Capacity Current Fees Recommended Fees Site Evaluation (up to 3.5 hours) $697 $438 Percolation Test $995 $604 Soil Profile Test (up to 4 hours) $796 $514 Plan Review (up to 3.5 hours) $697 $2,336 Construction Permit (construction/relocation/replacement) (up to 11.55 hours) $1,592 $521 Plan Review (up to 6 hours) $1,194 $3,134 Construction Permit (construction/relocation/replacement) (up to 16.81 hours) $2,189 $7,346 Monitoring Report Audit (up to .5 hours) $100 $188 Additional Plan Review per hour hourly rate No change Building Plan Review – Building Additions/Remodels/New Structures w/Plumbing Fixtures (up to 3.5 hours) $697 $1,376 (limited application; see Ord. Code §420-6.806(a)) Liquid Waste Transport Wells and Soil Borings 10 Permit Type Unit Capacity Current Fees Recommended Fees CPT Permit (per parcel) 11 or more per parcel >10 $1,054 N/A Monitoring Well Permit $697 $604 Piezometer w/out Casing Permit per parcel 1 – 10 $614 $1,493 Piezometer w/out Casing Permit - Each Additional Piezometer w/out Casing up to 10 per parcel 1 – 10 $50 $94 Piezometer w/o Casing Permit 11 or more >10 $1,112 N/A Piezometer w/Casing Permit $632 $382 Inclinometer/Piezometer Destruction Permit Subdivision Land Use Projects Dept. of Conservation & Development (DCD) report reviewed for land use permits; rezoning; developmental plans; EIR Review; Lot Line adjustment; and DCD variance requestions per hour hourly rate No change Miscellaneous Land Use Small Public Water Systems 11 Permit Type Unit Capacity Current Fees Recommended Fees Community Surface Water System connections 100 – 199 $851 $1,611 Local Small Water System connections 2 – 4 $348 $974 State Small Water System connections 5 – 14 Small Public Water System Plan Review Land Use Notes • Any person violating Section 414-4.1019 or regulations issued hereunder, by failing to submit plans, obtain necessary inspections and approvals, or pay fees, or by commencing or continuing construction or remodeling in violation hereof, shall pay triple the appropriate fee as a penalty and remain subject to other applicable penalties and enforcement procedures authorized by the state law and/or this code. 12 Permit Type Unit Capacity Current Fees Recommended Fees Application Fee (Non-Refundable) $45 $87 General Program Fee - Violation Reinspection per hour $199 $376 General Program - Change of Ownership / Site Evaluation $244 $681 Special Services - Administrative Hearing per hour 2 hr. min. $199 $376 Special Services - Field & Office Consultations per hour 1 hr. min. $199 $376 Special Services - Non-Routine Site Evaluations per hour 1 hr. min. $199 $376 Special Services - Non-Routine Field Inspection and/or Reinspection per hour 1 hr. min. $199 $376 Special Services Fee per hour 2 hr. min. $199 $376 For services requested, which have no fee listed in this fee schedule (Straight Time) per hour during work hours $199 $376 Miscellaneous General Fees Notes • Applicable to all programs where required • Application fees are non-refundable • Hourly fee will be charged for veriﬁed complaints at permitted and fee exempt facilities • Veriﬁed complaints will be charged to the property owner/responsible party • A fee will be charged equal to the current hourly rate for veriﬁed complaint investigations during any site visit • Additional charges will be incurred after the minimum hourly charges have been expended • Time exceeding the hours provided in the service fees set below will be charged at the straight time rate per hour during normal business hours and the overtime rate per hour after normal business hours • Penalties will be imposed for delinquent payments as provided in County Ordinance No. 93-58; Article 413-3.1206 13 1 Resolution IN THE MATTER OF ESTABLISHING AND ADJUSTING FEES CHARGED BY THE ENVIRONMENTAL HEALTH DIVISION OF THE CONTRA COSTA HEALTH SERVICES DEPARTMENT The Contra Costa County Board of Supervisors FINDS, as follows: A. Health Safety Code section 101325, Contra Costa County Ordinance Code section 413- 3.204, and other applicable laws, regulations, and ordinances, authorize the County to adopt fees to recover the Health Service Department, Environmental Health Division’s (“EH Division”) costs to administer its regulatory programs and activities. B. Fees charged by the EH Division are intended to recover the reasonable regulatory costs to the County for issuing licenses and permits, performing investigations, inspections, and audits connected with regulatory programs administered by the EH Division. The amounts of the EH Division’s fees are calculated to be no more than necessary to cover the reasonable costs of the EH Division’s regulatory activities, and the manner in which those costs are allocated to each fee payor bears a fair and reasonable relationship to each payor’s burdens on, or benefits received from, the EH Division’s regulatory activities. (Cal. Const., art. XIII C, § 1(e).) C. The EH Division’s operations and expenses connected with its regulatory activities are financed almost entirely by revenues from fees imposed by the EH Division. Fees charged by the EH Division were last reviewed and adopted by the Board of Supervisors in Resolution No. 2019/521. Since that time, the EH Division’s costs to administer its various regulatory programs have increased. These increased costs include increases in personnel and overhead costs, as well as other expenses. Therefore, revenues from current fees are insufficient to recover the EH Division’s reasonable costs to administer its regulatory programs. The fees need to be adjusted to ensure that they continue to bear a fair and reasonable relationship to the fee payors’ burdens on or benefits from the regulatory programs administered by the EH Division, and to ensure the EH Division charges fees that recover the reasonable costs of administering the EH Division’s regulatory programs. D. In 2021, the Division contracted with independent financial consulting firm, NBS, to conduct a review of time accounting data to develop fees that are based on a fully- burdened hourly rates aligned with the Division’s regulatory activities, as more particularly described in the NBS Fee Study, dated June 6, 2025 (“Fee Study”) and the “Staff Report on the Determination and Apportionment of Certain Environmental Health Division Fees,” dated June 24, 2025 (“Apportionment Report”), both of which are attached to the Staff Report in support of this Resolution. The Fee Study and Apportionment Report determined that certain regulatory fees for programs require adjustment to ensure the EH Division’s fees continue to bear a fair and reasonable relationship between the fee payors’ burdens on or benefits from the regulatory activities 2 for which the fees are charged, and also to ensure the EH Division is able to recover its reasonable costs of performing its regulatory activities. E. In addition to adjusting current fee categories, new fee categories have been added to fund the EH Division’s existing Recreational Health, Mobile Food Facility, School, and Temporary Food Facility programs. Fees for these new fee categories were calculated to ensure they recover the reasonable regulatory costs of these programs, and to ensure the fees bear a fair and reasonable relationship to each payor’s burdens on, or benefits received from, these regulatory programs. F. Based on the Fee Study and Apportionment Report, the Health Services Department, Environmental Health Division recommends that the Board of Supervisors adopt the fee tables attached as Attachment A to this resolution (“Fee Schedule”) and incorporated herein, to establish fees to be charged for the EH Division’s regulatory activities. The fees set forth in the Fee Schedule are calculated to recover the reasonable regulatory costs to the County for issuing licenses and permits, performing investigations, inspections, and audits connected with those regulatory activities performed by the EH Division. Additionally, based on the Fee Study and Apportionment Report, the fees set forth in the Fee Schedule are no more than necessary to recover the reasonable costs of EH Division’s activities, and the manner in which those costs are allocated to payors of the fees bears a fair and reasonable relationship to each payor’s burdens on, or benefits received from, the EH Division’s activities. G. Because this is the first EH Division fee update in nearly six years, EH Division staff performed outreach activities, including providing a 60-day public comment period and holding a public workshop, to educate fee payors, and to receive comments on the proposed fee update. H. In accordance with Government Code section 66018, the EH Division caused a hearing notice to be published twice in the Contra Costa Times, on June 13, 2025, and June 20, 2025, to give notice of the June 24, 2025 hearing on the adoption of the Fee Schedule. I. On June 24, 2025, the Board of Supervisors held a noticed public hearing on the EH Division’s proposed fee update. The Board has considered all comments, testimony, and objections submitted verbally or in writing before the close of the public hearing. The Board of Supervisors has considered the Fee Study, the Apportionment Report, the Fee Schedule, the Staff Report, staff presentation, public comments and testimony, any objections to the fees, and all other information and materials presented to the Board before the close of the public hearing. NOW, THEREFORE, the Board of Supervisors of Contra Costa County hereby RESOLVES, as follows: 1. The Board FINDS that the fees set forth in the Fee Schedule, attached hereto as Attachment A, (a) are calculated to recover the reasonable regulatory costs to the EH Division for issuing licenses and permits, performing investigations, inspections, and 3 audits in connection with the regulatory programs administered by the Division, and (b) each of the fees bears a fair and reasonable relationship to each payor ’s burdens on and benefits from the regulatory programs administered by the EH Division. The Board further FINDS that the fees will recover the EH Division’s reasonable costs to administer its regulatory programs. 2. The Board ADOPTS the Fee Schedule, attached hereto as Attachment A, as the Fee Schedule for the EH Division. The Fee Schedule attached hereto as Attachment A shall be effective as of June 24, 2025. 3. Authorize the Health Services Director, or designee, to collect delinquent accounts, including penalties and the County’s administrative, legal, and collection costs, in accordance with Ordinance Code section 413-3.1206, and any other applicable ordinances and laws. 4. Direct the Health Services Director, or designee, to reduce permit fees required to be paid by farmer’s markets to those fee amounts in effect as of June 23, 2025, not to exceed $50,000 in any fiscal year and subject to funding availability in that fiscal year, in consideration for the farmer’s markets’ agreement to allow the Contra Costa Health Plan to perform marketing activities at the farmer’s markets during the term of the permit. 5. This Resolution is effective immediately upon its adoption on June 24, 2025. This Resolution supersedes and replaces Resolution No. 2019/521 in its entirety. NOTICE OF PUBLIC HEARING The Contra Costa County Board of Supervisors will hold a public hearing on Tuesday, May 20, 2025, in the Board of Supervisors Chambers, 1025 Escobar Street, Martinez, California to consider the adoption of adjusted regulatory fees to fund regulatory activities of the Environmental Health Division of the Contra Costa County Health Department, effective May 20, 2025. The Environmental Health Division administers the following regulatory programs: solid waste; medical waste; body art; commercial cannabis; land use; small water systems; recreational health; retail food. The fees being adjusted include fees for those regulatory programs, as well as plan review and general program fees for such programs. It is proposed that the Board of Supervisors adopt adjusted fees in amounts determined in the “Contra Costa County Health Services, Environmental Health Division Fee Study,” dated March 7, 2025. A copy of the resolution and a copy of the fee study are available for review in the office of the Clerk of the Board of Supervisors at 1025 Escobar Street, Martinez, California, (925) 655-2000 or clerkoftheboard@cob.cccounty.us. Members of the public may attend the Board of Supervisors meeting and participate in this public hearing in-person at 1025 Escobar Street, Martinez, California, on the date and at the time specified above. The public hearing will also be accessible to the public for participation via teleconference (Dial 669-900-9128, followed by Access Code 92253393385#) and Zoom. The Zoom login details will be included on the meeting agenda posted in advance of the meeting at: https://contra-costa.legistar.com/Calendar.aspx. cchealth.org Environmental Health Division Proposed Fees Kristian Lucas Director of Environmental Health June 24, 2025 cchealth.org CCH Mission Our mission is to care for and improve the health of all people in Contra Costa County with special attention to those who are most vulnerable to health problems. Food Safety Recreational Health & Safety Land Use Solid Waste Consumer Protection cchealth.org Fee Authority …the governing body may adopt an ordinance or resolution prescribing fees to pay the reasonable expenses of the health officer or other officers or employees incurred in the enforcement,… Health & Safety Code Section 101325 cchealth.org Addressing the Funding Gap EHD funded almost entirely through fees Costs have increased since 2019 but fees haven’t kept up Current fees only cover 73% of program costs Estimated $3.1 million shortfall annually Adjusting fees ensures continued protection of public health and compliance with state mandates Why Fee Adjustments Are Necessary cchealth.org What’s Changing? Updated Categories Including new compact mobile carts, temporary events, farmer’s markets, pools, and schools Simplified Structure 3rd party consultant performed the fee study and recommended updates to the fee structure based on industry standards Transparent Calculations Fees based on a standardized $376/hour rate, reflecting actual service costs (inspections, administration, and overhead) Overview of Proposed Fees cchealth.org Fee Study Performed by Contracted Consultant Independent 3rd-party analysis Industry standards Transparent and data-driven methodology Report available to the public on our website Fee Development Process cchealth.org Stakeholder Outreach Individualized Fee Letters Public Comment Period Stakeholder Meeting Response to Comments cchealth.org Main Concerns from Stakeholder Input Public Comment Period Extension •Initial 30-days not long enough Public comment period extended to 60 days Retail Food Program – Restaurants / Retail Markets •Overall increase must be phased in over time Retail Food Program – Certified Farmers’ Markets •Markets support local communities with healthy food options and any fee increases put markets at risk of going out of business Small Water Systems Program •Overall increase too large placing undue burdens on consumers of systems many of whom are in socioeconomically disadvantaged communities cchealth.org Retail Food Program Fee Changes Restaurants / Retail Markets •Phased increase over two years: o Initial 50% increase prior to 12/31/2026 o Add’l 50% increase after 1/1/2027 Certified Farmers’ Markets (CFMs) •CCHP stipend w/ marketing agreement: o Reduce fees to June 23rd amount o Requires CFMs to allow CCHP space to advertise at local markets •Full permit fee Temporary Food Events •Add’l booth type tiers added •Phased increase over two years: o Initial 50% increase prior to 12/31/2026 o Add’l 50% increase after 1/1/2027 cchealth.org Retail Food Program – Restaurants / Retail Markets Permit Type Unit Capacity Current Fees Recommended Fees Phased Increase (up to 12/31/2026) Phased Increase (starting 1/1/2027) Consumer Protection Retail Food Restaurants RC1 Seats 0 – 25 $798 $1,244 $1,021 $1,244 Restaurants RC2 Seats 0 – 25 $1,188 $1,673 $1,431 $1,673 Restaurants RC3 Seats 0 – 25 $1,686 $2,132 $1,909 $2,132 Restaurants RC1 Seats 26 - 49 $896 $1,341 $1,119 $1,341 Restaurants RC2 Seats 26 - 49 $1,258 $1,838 $1,548 $1,838 Restaurants RC3 Seats 26 - 49 $1,767 $2,290 $2,029 $2,290 Restaurants RC1 Seats 50 - 149 $1,194 $1,372 $1,283 $1,372 Restaurants RC2 Seats 50 - 149 $1,315 $1,823 $1,569 $1,823 Restaurants RC3 Seats 50 - 149 $1,885 $2,486 $2,186 $2,486 Restaurants RC1 Seats 150+ $1,242 $1,010 N/A N/A Restaurants RC2 Seats 150+ $1,512 $1,767 $1,640 $1,767 Restaurants RC3 Seats 150+ $2,073 $2,828 $2,451 $2,828 cchealth.org Retail Food Program - Certified Farmers’ Markets Cert-Ag. Vendor-Farmers Market (w/agreement)per booth 1 – 25 $597 $772 $597 Cert-Ag. Vendor-Farmers Market (w/agreement)per booth 26 – 45 $796 $1,054 $796 Cert-Ag. Vendor-Farmers Market (w/agreement)per booth 46+$995 $1,223 $995 Non-Ag. Food Vendor – Farmers Market (w/agreement)per booth 1 – 5 $478 $547 $478 Non-Ag. Food Vendor – Farmers Market (w/agreement)per booth 6 – 10 $600 $773 $600 Non-Ag. Food Vendor – Farmers Market (w/agreement)per booth 11+$839 $961 $839 Temporary Food - Certified Farmers Markets Permit Type Unit Capacity Attachment A Proposed Fees Reduced Fees w/AgreementCurrent Fees cchealth.org Small Water Systems Program cchealth.org Small Water Systems Program Overview Currently regulate 75 small water systems with Env Health acting as the designated Local Primacy Agency (LPA) by the State Water Board, Division of Drinking Water (DDW) Small Water Systems regulated by our LPA consist of both groundwater and surface water systems ranging from 2-199 connections. Env Health previously received funding from the State of California to help offset program costs, but no longer does Env Health intends to return in a few months requesting Board approval to relinquish our LPA designation back to DDW cchealth.org Small Water System Fees Community ground water system connections 15-24 $1,392 $3,867 94%$677 10 Community ground water system connections 25-99 $1,392 $3,631 89%$677 - 1121 12 Community ground water system with treatment connections 25-99 $1,392 $4,368 103%$677 - 1121 1 Community ground water system connections 100-199 $1,740 $4,697 92%$1132 - 2253 5 Non-community, non-transient groundwater system $1,215 $4,058 108%$862 - 2256 3 Non-community, non-transient groundwater system w/ treatment $1,392 $4,180 100%$862 - 2256 3 Non-community surface water system $1,392 $5,728 122%$1,509 2 Non-community, transient groundwater system $510 $2,329 128%$1,509 35 Non-community ground water system with treatment $870 $2,509 97%$1,509 5 Percent Difference CA Division of Drinking Water Small Water System Annual Permit Fee Comparisons Permit Type Unit Capacity Current Fees Attachment A Proposed Fees Number of Active Water Systems cchealth.org Next Steps OPEN the public hearing regarding the adoption of the proposed fees charged by Env Health; RECEIVE testimony, public comments, and any objections to the resolution; and CLOSE the public hearing. CONSIDER staff’s presentation, all testimony, public comments, objections, Staff Report on the Determination and Apportionment of Certain Environmental Health Division Fees, NBS Fee Study, and all other testimony and materials presented to the Board prior to the close of the public hearing. ADOPT the proposed fees charged by Env Health, effective June 24, 2025. DIRECT staff to return to return at a later date to discuss relinquishing the small system program to the State of California. cchealth.org Thank you 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2585 Name: Status:Type:Discussion Item Passed File created:In control:6/11/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:CONSIDER certifying the Final Revised Environmental Impact Report, adopting findings, adopting the revised mitigation monitoring and reporting program, and taking related actions for the Marathon (Tesoro) Martinez Refinery Renewable Fuels Project (State Clearinghouse #2021020289) located at 150 Solano Way in the unincorporated Martinez area. (100% Applicant fees) (Joe Lawlor, Department of Conservation and Development) Attachments:1. Attachment A - CEQA Findings, 2. Attachment B - CEQA Documents Link, 3. Attachment C - Revised MMRP, 4. Attachment D - 2022 EIR CEQA Findings and Statement of Overriding Considerations, 5. Attachment E - CDLP20-02046 PERMIT, 6. Attachment F - Presentation Marathon.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass To:Board of Supervisors From:John Kopchik, Director, Conservation and Development Report Title:Marathon Martinez Refinery Renewable Fuels Project (County File CDLP20-02046) ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: 1. CERTIFY that the Final Revised Environmental Impact Report for the Marathon Martinez Refinery Renewable Fuels Project (State Clearinghouse No. 2021020289) was completed in compliance with the California Environmental Quality Act (CEQA), was reviewed and considered by the Board of Supervisors in connection with project approval, was completed in compliance with the Contra Costa County Superior Court’s July 20, 2023 statement of decision and August 23, 2023 peremptory writ of mandate, and reflects the County’s independent judgment and analysis. 2. ADOPT the CEQA findings for the project. 3. ADOPT the Revised Mitigation Monitoring and Reporting Program for the project. 4. ACKNOWLEDGE that: the Board of Supervisors certified a final environmental impact report (the “2022 EIR”), adopted CEQA findings and a statement of overriding considerations for the project, and approved the project when it approved the land use permit (CDLP#20-02046; the “LUP”) on May 3, 2022; the Superior Court only partially decertified the 2022 EIR, specifically limited to Chapter 4, Section 3.3 Air Quality, Mitigation Measure AQ-2 of the 2022 EIR, and the remaining portions of the 2022 EIR remain certified and valid; the CEQA findings unaffected by the REIR and the entirety of the statement of overriding considerations remain adopted; the Superior Court did not rescind, modify, or invalidate the LUP; and the LUP remains in effect. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 3 powered by Legistar™ File #:25-2585,Version:1 5. DIRECT the Department of Conservation and Development to file a CEQA Notice of Determination with the County Clerk and the State Clearinghouse. 6. SPECIFY that the Department of Conservation and Development, located at 30 Muir Road, Martinez, CA, is the custodian of the documents and other material which constitute the record of proceedings upon which the decision of the Board of Supervisors is based. 7. AUTHORIZE the County Counsel, or designee, to file a return to the peremptory writ of mandate issued in Communities for a Better Environment, et al. v. County of Contra Costa, et al., Contra Costa County Superior Court Case No. N22-1091, and to request that the Court discharge the writ. FISCAL IMPACT: The applicant has paid the necessary application deposit and is obligated to pay supplemental fees to cover any and all additional costs associated with the application process. BACKGROUND: The California Environmental Quality Act (CEQA) of 1970 (Public Resources Code [PRC] Sections 21000 et seq.) and the CEQA Guidelines (California Code of Regulations Title 14, Section 15000) require a public agency with discretionary authority to issue a permit or other approval to evaluate the environmental impacts of its action. Tesoro Refining & Marketing Company LLC, an indirect and wholly owned subsidiary of Marathon Petroleum Corporation (applicant) submitted a Land Use Permit (LUP) application for its proposed Marathon Martinez Refinery Renewable Fuels Project (Project) with the Contra Costa County Department of Conservation and Development in 2020. Approval or denial of the LUP is a discretionary action requiring review under CEQA (PRC Section 21080). As the CEQA Lead Agency with discretionary authority for approving the LUP (PRC Section 21067; California Code of Regulations Title 14, Section 15367), in May of 2022, the Board of Supervisors for Contra Costa County (County) certified an Environmental Impact Report (referenced herein as the “2022 EIR”) for the Project as having been prepared in compliance with CEQA and approved the Project. In June 2022, a CEQA lawsuit was filed in the Contra Costa County Superior Court challenging the certification of the 2022 EIR and the approval of the Project. (Communities for a Better Environment, et al., v. County of Contra Costa, et al., Contra Costa County Superior Court Case No. N22-1091.) On July 20, 2023, the Superior Court, the Honorable Edward G. Weil presiding, issued a Statement of Decision in which the Superior Court concluded that the 2022 EIR was adequate on all counts, except only in its discussion and deferral of odor mitigation and remanded to the County for reconsideration of the mitigation measures for the Project’s odor impacts only (refer to Appendix A). On August 23, 2023, the Superior Court entered judgment and issued a peremptory writ of mandate to the County to partially decertify the 2022 EIR, specifically limited to Chapter 4, Section 3.3 Air Quality, Mitigation Measure AQ-2 of the 2022 EIR, and to conduct further environmental review in compliance with CEQA to remedy the issue identified in the Statement of Decision. In August 2024, the County prepared and released for public comment a Draft Revised Environmental Impact Report (Draft REIR) to address the one issue of odor mitigation measures identified in the Statement of Decision and to conduct further environmental review in compliance with CEQA as directed by the Superior Court. Consistent with the peremptory writ of mandate issued by the Superior Court, the Revised EIR need only address the one issue specified in the Statement of Decision as necessary to achieve compliance with CEQA. The remainder of the 2022 EIR previously prepared and certified by the County was either not CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 3 powered by Legistar™ File #:25-2585,Version:1 challenged or was found by the Court to be in compliance with CEQA and therefore remains valid. The Final 2022 EIR (State Clearinghouse No. 2021020289), to the extent it does not conflict with the additional information provided in the Final REIR, is incorporated therein by reference. Analyses in the 2022 EIR that were not identified in the Statement of Decision and peremptory writ of mandate as requiring reconsideration have not been revised and were not recirculated in the Draft REIR. Pursuant to CEQA Guidelines Section 15088.5(f)(2), reviewers were notified that their comments should be limited to the revised chapters or sections of the Draft REIR. Pursuant to CEQA Guidelines Section 15088.5(f)(2), written responses were prepared only to comments received regarding the contents of the REIR. Comments were received through September 20, 2024. The Final REIR includes responses to the comments. The Final REIR is now being considered by Contra Costa County for certification. Certification entails determination by Contra Costa County, as Lead Agency, that the REIR has been completed in compliance with CEQA, that the decision-making body reviewed and considered the information in the REIR, and that the REIR reflects its independent judgment. If the REIR is certified, Contra Costa County will file a return to the writ specifying the actions taken to comply with the writ and take necessary actions to discharge the writ. Once certified, the REIR, together with all remaining portions of the 2022 EIR determined by the Superior Court to be in compliance with CEQA, will comprise the EIR for the project. CONSEQUENCE OF NEGATIVE ACTION: Failure of the Board to certify the Revised EIR would mean the pertinent sections of the 2022 EIR remain decertified and inadequate. Consequently, the County would remain obligated to rectify these deficiencies. Attachments: A.CEQA Findings B.CEQA Documents Link (including access to Final REIR, Draft REIR, and 2022 EIR) C.Revised MMRP D.2022 EIR CEQA Findings and Statement of Overriding Considerations E.LUP F.CDLP20-02046 Presentation CONTRA COSTA COUNTY Printed on 8/26/2025Page 3 of 3 powered by Legistar™ FINDINGS FOR THE MARATHON MARTINEZ REFINERY RENEWABLE FUELS PROJECT REIR; TESORO REFINING & MARKETING COMPANY LLC (APPLICANT & OWNER); COUNTY FILE# CDLP20-02046 California Environmental Quality Act (CEQA) Findings The Marathon Martinez Refinery Renewable Fuels Project proposes to modify the existing Marathon Martinez Refinery to repurpose the Refinery for production of fuels from renewable sources rather than from crude oil. Some existing Refinery equipment would be altered or replaced, and additional new equipment units and tanks would be installed, to facilitate production of fuels from renewable feedstock. Crude oil processing equipment that cannot be repurposed for processing of renewable feedstock would be shut down and removed from the Refinery based on an event-based decommissioning plan. As a result of the project, the facility would no longer refine crude oil into petroleum-based products. On May 3, 2022, the Board of Supervisors approved the Marathon Martinez Renewable Fuels Project and certified a final environmental impact report (“2022 EIR”) under CEQA for the project (State Clearinghouse No. 2021020289). The Board issued a land use permit for the project, allowing the Marathon Martinez refinery to be converted into a renewable fuels production facility enabling the production of diesel from renewable sources, including rendered fats, soybean and corn oil, and other cooking and vegetable oils. In June 2022, a CEQA lawsuit was filed in the Contra Costa County Superior Court challenging the Board of Supervisors’ certification of the 2022 EIR and the approval of the Project. (Communities for a Better Environment, et al., v. County of Contra Costa, et al., Contra Costa County Superior Court Case No. N22-1091.) On July 20, 2023, the Superior Court, the Honorable Edward G. Weil presiding, issued a Statement of Decision in which the Superior Court concluded that the 2022 EIR was adequate on all counts, except only in its discussion and deferral of odor mitigation and remanded to the County for reconsideration of the mitigation measures for the Project’s odor impacts only (refer to Appendix A). On August 23, 2023, the Superior Court entered judgment and issued a peremptory writ of mandate to the County to partially decertify the 2022 EIR, specifically limited to Chapter 4, Section 3.3 Air Quality, Mitigation Measure AQ-2 of the 2022 EIR, and to conduct further environmental review in compliance with CEQA to remedy the issue identified in the Statement of Decision. Analyses in the 2022 EIR that were not identified in the Statement of Decision and peremptory writ of mandate as requiring reconsideration have not been revised and were not recirculated in the Draft Revised Environmental Impact Report (Draft REIR). Pursuant to CEQA Guidelines Section 15088.5(f)(2), reviewers were notified that their comments should be limited to the revised chapters or sections of the Draft REIR. Pursuant to CEQA BOS – June 24, 2025 County File #CDLP20-02046 Findings Page 2 of 5 Guidelines Section 15088.5(f)(2)(ii), written responses have been prepared only to comments received regarding the contents of the REIR. The Final Revised EIR (Final REIR) constitutes the second part of the REIR for the Project and is intended to be a companion to the Draft REIR. The Draft REIR for the Project, which was circulated for public review and comment from August 6, 2024, through September 20, 2024, constitutes the first part of the REIR and is incorporated by reference and bound separately from the Final REIR (refer to https://www.contracosta.ca.gov/7961/Martinez-Refinery-Renewable-Fuels- Projec ). Accordingly, the REIR for the Project comprises the following: • Draft REIR and Appendices • Final REIR and Appendices The Draft REIR and Final REIR, as well as the portions of the 2022 EIR determined by the Superior Court to be in compliance with CEQA, or otherwise unchanged by the REIR comprise the EIR for the project – collectively considered the “2025 EIR”. Findings Regarding Potential Environmental Impacts Contra Costa County is the lead agency under the California Environmental Quality Act (CEQA) for preparation, review, and certification of the EIR for the Martinez Refinery Renewable Fuels Project. As the lead agency, the County is also responsible for determining the potential environmental impacts of the proposed action, which of those impacts are significant, and which impacts can be mitigated through imposition of feasible mitigation measures to avoid or minimize such impacts to a level of "less than significant." The 2022 EIR for the project considered the project’s impacts, which were summarized in Table ES-1 of the 2022 Draft EIR. The REIR CEQA review remedies the one issue of odor mitigation measures identified in the Statement of Decision. Consistent with the peremptory writ of mandate issued by the Superior Court, the Revised EIR need only address the one issue specified in the Statement of Decision as necessary to achieve compliance with CEQA. The remainder of the 2022 EIR previously prepared and certified by the County was either not challenged or was found by the Court to be in compliance with CEQA and therefore remains valid. The Final 2022 EIR (State Clearinghouse No. 2021020289), to the extent it does not conflict with the additional information provided in the 2025 REIR, is incorporated herein by reference. Impact AQ-5 addressing odor emissions is the only impact evaluation that is revised. All other sections including the environmental and regulatory setting, existing conditions, and impacts and mitigation measures unrelated to odor or other impacts are not repeated in the REIR. Those sections, and the information contained therein, were adequately BOS – June 24, 2025 County File #CDLP20-02046 Findings Page 3 of 5 addressed in the 2022 EIR and are not related to or impacted by the changes responding to the deficiencies identified in the Superior Court decision. Therefore, the findings related to the impacts evaluated in those sections are not affected and are also not discussed here. Additionally, the statement of overriding considerations adopted by the Board for the project is not affected and is also not discussed here. Pursuant to Public Resources Code Section 21081 and CEQA Guidelines Section 15091, no public agency shall approve and carry out a project where an EIR has been certified, which identifies one or more significant impacts on the environment that would occur if the project is approved, unless the public agency makes one or more findings for each of those significant impacts, accompanied by a brief explanation of the rationale for each finding. The possible findings, which must be supported by substantial evide nce in the record, are: • Changes or alterations have been required in, or incorporated into, the project that mitigate or avoid the significant impact on the environment. • Changes or alterations are within the responsibility and jurisdiction of another public agency and have been, or can and should be, adopted by that other agency. • Specific economic, legal, social, technological or other considerations make infeasible the mitigation measures or project alternatives identified in the EIR. The following impact has been identified in the Revised EIR and mitigated. “No Impact” or “Less than Significant Impact” FINDING: Potentially significant impacts were identified, all of which can be mitigated to a less-than-significant level. These impacts affect the environmental topics of: • Air Quality Potential new sources of odor associated with the Project are from organic vapors generated by the storage of renewable feedstock, including tallow. The potential for odors cannot be accurately predicted and therefore, the impact is potentially significant. Implementation of Mitigation Measure AQ-5 would reduce this impact to less than significant. Environmental analysis contained in the REIR determined that measures were available to mitigate these potential adverse impacts to less-than-significant levels. The BOS – June 24, 2025 County File #CDLP20-02046 Findings Page 4 of 5 recommended mitigation measures are included within the Mitigation Monitoring and Reporting Plan, which describes the timing and responsible agency for monitoring compliance with all mitigation measures. Refer to Final REIR Appendix A, Mitigation Monitoring and Reporting Program, which includes the final MMRP for the Martinez Refinery Renewable Fuels Project EIR. Certification of EIR On the basis of the whole record before it, including the Draft and Final EIRs, and Draft and Final Revised EIRs, and in accordance with Section 15090, the Board of Supervisors finds that: • The EIR has been completed in compliance with CEQA; • The EIR reflects the County’s independent judgement and analysis; • The EIR was presented to the decision-making body of the Lead Agency and the decision-making body reviewed and considered the information contained in the EIR prior to approving the project. Pursuant to CEQA Section 15097, a Mitigation Monitoring Program has been prepared, based on the identified impacts and mitigation measures in the EIR. The Mitigation Monitoring Program is intended to ensure that the mitigation measures identified in the EIR are implemented. All mitigation measures are included in the Conditions of Approval for the project. Differences of Opinion Regarding Environmental Analysis In making its determination to certify the EIR and to approve the project, the Board recognizes that the project involves controversial environmental issues and that a range of technical and scientific opinion exists with respect to those issues. The Board has acquired an understanding of the range of this technical and scientific opinion by its review of the Draft EIR, Final EIR, Draft REIR, and Final REIR, the comments received on the Draft EIR and Draft REIR and the responses to those comments in the Final EIR and Final REIR, as well as other testimony, letters, and reports submitted for the record. The Board recognizes that some of the comments submitted on the EIR and REIR, and at the hearing, disagree with the conclusions, analysis, methodology and factual bases stated in the EIR. The EIR was prepared by experts, and that some of these comments were from experts, thus creating a disagreement among experts. The Board has reviewed and considered, as a whole, the evidence and analysis presented in the 2025 EIR and in the BOS – June 24, 2025 County File #CDLP20-02046 Findings Page 5 of 5 record, and has gained a comprehensive and well-rounded understanding of the environmental issues presented by the project. In turn, this understanding has enabled the Board to make its decisions after weighing and considering the various viewpoints on these important issues. Documents and Records The various documents and other materials constitute the record upon which the Board bases these findings and the approvals contained herein. These findings cite specific pieces of evidence, but none of the Board’s findings are based solely on those pieces of evidence. These findings are adopted based upon the entire record, and the Board has relied upon and considered all of the evidence in the record in rendering each of its findings. The location and custodian of the documents and materials that comprise the record is Contra Costa County, Department of Conservation and Development, 30 Muir Road, Martinez, CA, 94553, telephone (925) 655-2705. All CEQA Documents, including the EIR, REIR, and MMRP are Available at: https://www.contracosta.ca.gov/7961/Mart inez-Refinery-Renewable-Fuels-Projec Martinez Refinery Renewable Fuels ProjectMitigation Monitoring and Reporting Program B-1 June 2025 Martinez Refinery Renewable Fuels Project Revised Mitigation Monitoring and Reporting Program As the lead agency under the California Environmental Quality Act (CEQA), the Contra Costa County (County) is required to adopt a program for reporting or monitoring regarding the implementation of mitigation measures for the Martinez Refinery Renewable Fuels Project (Project), if it is approved, to ensure that the adopted mitigation measures are implemented as defined in this Revised Environmental Impact Report (REIR). This lead agency responsibility originates in Public Resources Code section 21081.6, subdivision (a) (Findings), and the State Guidelines for Implementing CEQA sections 15091, subdivision (d) (Findings) and 15097 (Mitigation Monitoring or Reporting). MONITORING AUTHORITY The purpose of a Mitigation Monitoring and Reporting Program (MMRP) is to ensure that measures adopted to mitigate or avoid significant impacts are implemented. An MMRP can be a working guide to facilitate not only the implementation of mitigation measures by the Project Applicant, but also the monitoring, compliance, and reporting activities of the County and any monitors it may designate. The County may delegate duties and responsibilities for monitoring to other environmental monitors or consultants as deemed necessary, and some monitoring responsibilities may be assumed by responsible agencies, such as the Bay Area Air District. The County or its designee(s), however, would ensure that each person delegated any duties or responsibilities is qualified to monitor compliance. Any mitigation measure study or plan that requires the approval of the County must allow adequate review time. Other agencies and jurisdictions may require additional review time. It is the responsibility of the Applicant to ensure that appropriate agency reviews and approvals are obtained. The County or its designee would also ensure that any deviation from the procedures identified under the monitoring program is approved by the County. Any deviation and its correction shall be reported immediately to the County or its designee by the Applicant. ENFORCEMENT RESPONSIBILITY The County, as the lead agency, is responsible for enforcing the procedures adopted for monitoring. MITIGATION COMPLIANCE RESPONSIBILITY Marathon Petroleum Corporation (Marathon or Applicant) is responsible for successfully implementing all the mitigation measures in the MMRP, and shall ensure that these requirements are met by all of its contractors and field personnel. Standards for successful mitigation are implicit in mitigation measures that include such requirements as obtaining permits or avoiding a specific impact entirely. Other mitigation measures include detailed success criteria. Additional mitigation success thresholds may be established by applicable agencies with jurisdiction through the permit process and through the review and approval of plans required for implementation of mitigation measures. Martinez Refinery Renewable Fuels ProjectMitigation Monitoring and Reporting Program B-2 June 2025 MITIGATION MONITORING AND REPORTING TABLE The MMRP describes implementation and monitoring responsibilities, timing, implementation and reporting schedules, and implementation mechanisms or tools for each mitigation measure identified in the EIR, as described below. The table lists the following information, by column: •Mitigation Measure: Provides the full text of the measure from the Final EIR. •Monitoring/Reporting Action: Identifies the action to be taken by the Applicant. •Mitigation Timing: Implementation of mitigation measures may occur before, during, or after construction or during operation, etc. •Responsible Entity: Identifies the entities that will be responsible for directly implementing the mitigation measures, reporting, and monitoring. •Compliance Verification: Identifies how compliance will be verified. Martinez Refinery Renewable Fuels ProjectMitigation Monitoring and Reporting Program B-3 June 2025 Table 1. Martinez Renewable Fuels Program Mitigation Monitoring and Reporting Program MITIGATION MEASURE TIMING MONITORING/ REPORTING ACTION RESPONSIBLE ENTITY COMPLIANCE VERIFICATION 3.3 AIR QUALITY Mitigation Measure AQ-1a: Implement BAAD Basic Construction Measures and Additional Best Practices. The permittee shall implement the following Basic Construction Measures during construction of the Project: •All exposed surfaces (e.g., parking areas, staging areas, soil piles, graded areas and unpaved access roads) shall be watered two times per day. •All haul trucks transporting soil, sand or other loose material off-site shall be covered. •All visible mud or dirt track-out onto adjacent public roads shall be removed using wet power vacuum street sweepers at least once per day. The use of dry power sweeping is prohibited. •All vehicle speeds on unpaved roads shall be limited to 15 miles per hour. •All roadways, driveways and sidewalks to be paved shall be completed as soon as possible. Building pads shall be laid as soon as possible after grading unless seeding or soil binders are used. •Idling times shall be minimized either by shutting equipment off when not in use or reducing the maximum idling time to 5 minutes (as required by the California airborne toxics control measure Title 13, Section 2485 of California Code of Regulations). Clear signage shall be provided for construction workers at all access points. •All construction equipment shall be maintained and properly tuned in accordance with manufacturer’s specifications. All equipment shall be checked by a certified mechanic and determined to be running in proper condition prior to operation. •Post a publicly visible sign with the telephone number and person to contact at the Lead Agency regarding dust complaints. This person shall respond and take corrective action within 48 hours. The Air District’s phone number shall also be visible to ensure compliance with applicable regulations. The permittee shall implement the following Additional Best Practices measures during construction of the Project: •All exposed surfaces shall be watered at a frequency adequate to maintain minimum soil moisture of 12 percent. Moisture content can be verified by lab samples or moisture probe. •All excavation, grading, and/or demolition activities shall be suspended when average windspeeds exceed 20 mph. •Wind breaks (e.g., trees, fences) shall be installed on the windward side(s) of actively disturbed areas of construction. Wind breaks should have at maximum 50 percent air porosity. Construction Implement Basic Construction Measures DCD Verify implementation and compliance with Basic Construction Measures. Martinez Refinery Renewable Fuels ProjectMitigation Monitoring and Reporting Program B-4 June 2025 MITIGATION MEASURE TIMING MONITORING/ REPORTING ACTION RESPONSIBLE ENTITY COMPLIANCE VERIFICATION •Vegetative ground cover (e.g., fast-germinating native grass seed) shall be planted in disturbed areas as soon as possible and watered appropriately until vegetation is established. •The simultaneous occurrence of excavation, grading, and ground-disturbing construction activities on the same area at any one time shall be limited. Activities shall be phased to reduce the amount of disturbed surfaces at any one time. •All trucks and equipment, including tires, shall be washed off prior to leaving the site. •Site accesses to a distance of 100 feet from the paved road shall be treated with a 6 to 12 inch compacted layer of wood chips, mulch, or gravel. •Sandbags or other erosion control measures shall be installed to prevent silt runoff to public roadways from sites with a slope greater than one percent. •Only Tier 4 engines shall be used when practicable for construction equipment and zero-emission equipment as available. Minimization and Measure AQ-1b: Implement best management practices for construction activities. The following air emissions reduction BMPs shall be implemented to the maximum extent practicable by the applicant and construction contractors. The following measures shall be incorporated into all construction contracts related to the Project: •Provide the necessary infrastructure to support the zero and near-zero emission technology vehicles and equipment that will be operating on-site. Necessary infrastructure may include the physical (e.g., needed footprint), energy, and fueling infrastructure for construction equipment, on- site vehicles, and medium-heavy and heavy-heavy duty trucks. •Portable equipment used during construction should be powered by electricity from the grid or onsite renewable sources, instead of diesel-powered generators. •All off-road diesel-powered equipment used during construction shall be equipped with Tier 4 or cleaner engines, except for specialized construction equipment in which Tier 4 engines are not available. In place of Tier 4 engines, off-road equipment can incorporate retrofits such that emission reductions achieved equal or exceed that of a Tier 4 engine. •All off-road equipment with a power rating below 19 kilowatts (e.g., plate compactors, pressure washers), used during project construction shall be battery powered. •All heavy-duty trucks entering the construction site, during the grading and building construction phases shall be model year 2014 or later, to the maximum extent practicable. All heavy-duty haul trucks shall also meet CARB's lowest optional low-NOx standard starting in the year 2022, to the Construction Implement BMPs DCD Verify implementation and compliance with BMPS Martinez Refinery Renewable Fuels ProjectMitigation Monitoring and Reporting Program B-5 June 2025 MITIGATION MEASURE TIMING MONITORING/ REPORTING ACTION RESPONSIBLE ENTITY COMPLIANCE VERIFICATION Mitigation Measure AQ-2: During the construction phase of the Project, the operational Odor Management and Control Plan (OMCP) shall be developed and implemented upon commissioning of the renewable fuels processes, intended to become an integrated part of daily operations at the Facility and other sites, so as to prevent any objectionable offsite odors and effect diligent identification and remediation of any potential objectionable odors generated by the facility and associated sites. The OMCP shall outline equipment that is in place and procedures that facility personnel shall use to address odor issues, facility wide. The OMCP shall include continuous evaluation of the overall system performance, identification of trends to provide an opportunity for improvements to the plan, and updating the odor management and control strategies, as necessary. This OMCP shall be retained at the facility for County or other government agency inspection upon request. The following practices shall be included in the OMCP to reduce the potential of objectionable odors from the storage of renewable feedstocks, operation of the wastewater treatment plant, and any other odor generating activity at the facility and other sites: •Develop operating procedures to inspect and evaluate the effectiveness of odor control equipment and operation of the wastewater treatment plant. •All OMCP related records will be retained for a period of 5 years as required under Title V. •Random Self Inspections to be conducted eight times per calendar quarter. •At least semi-annually, the odor complaint log will be reviewed along with the WWTP monitoring data. •If there are fewer than an average of five confirmed complaints per year during the first three years of operation, then the formal review of the complaint log frequency can be reduced to an annual basis. •If there are more than five confirmed complaints in any single year, then the application shall develop additional mitigation strategies in consultation with the BAAD. •In the event that odor complaints are reported, the permittee shall immediately take action to prevent repeat complaints. Investigations by facility staff will begin within one hour, or as soon as practicable, within safety protocols and site logistics constraints. The permittee shall also develop and implement remedial odor mitigation strategies in consultation with the BAAD and County. •Prepare an annual evaluation report of the overall system performance, identifying any trends to provide an opportunity for improvements to the plan, and updates to the odor management and control strategies, as necessary. The report shall be provided to the BAAD and County for review and approval. •Training will be conducted annually for facility staff on the relevant plans for odor prevention, detection, and reporting. Records of this training will be kept onsite for at least five years. •Records will be maintained for any odor control equipment maintenance and repairs. •Records will be maintained for any odor related corrective actions. •Operators will complete monitoring and inspection rounds every day twice per 12-hour shift (i.e., four times per day) where they will walk through the Facility and report any noticeable odors or other issues that could lead to odors emanating offsite (e.g., gas or liquid leaks) to Shift Supervision. During construction Prepare Odor Management Plan DCD; BAAD Review and approve plan Upon commissioning of the renewable fuels process Implement Odor Management Plan DCD; BAAD Verify plan implementation Ongoing during operations Inspect equipment and prepare annual report DCD; BAAD Review and approve annual report Martinez Refinery Renewable Fuels ProjectMitigation Monitoring and Reporting Program B-6 June 2025 MITIGATION MEASURE TIMING MONITORING/ REPORTING ACTION RESPONSIBLE ENTITY COMPLIANCE VERIFICATION 3.4 BIOLOGICAL RESOURCES Mitigation Measure BIO-1a: General Work Site Best Management Practices. The following measures shall be included on all plans and employed by Marathon and its contractors to avoid and minimize impacts to water quality and other beneficial characteristics of wetlands at the Project Site: •All renovation personnel shall receive environmental awareness training provided by a County- approved qualified biologist. The training shall provide information about special-status species potentially occurring in the Project area, measures being implemented to avoid impacts to the species, and procedures to follow should a listed species be encountered during routine activities. Training shall be conducted to assure understanding by both Spanish and English speakers. Training materials and the qualified biologist’s resume shall be submitted to County staff for approval 2 weeks prior to program initiation. •No debris, soil, silt, sand, cement, concrete or washings thereof, or other construction-related materials or wastes, oil or petroleum products, or other organic or earthen material shall be allowed to enter into or be placed where it may be washed by rainfall or runoff into marshes or open water/ditches adjacent to the work areas. •All personnel and their equipment shall be required to stay within the designated construction area to perform job-related tasks and shall not be allowed to enter wetlands, drainages and habitat of listed species. •Pets shall not be allowed in or near the construction area. •Firearms shall not be allowed in or near the construction area, except for armed Marathon security officers who may periodically patrol work sites. No intentional killing or injury of wildlife shall be permitted. •The construction site shall be maintained in a clean condition. All trash (e.g., food scraps, cans, bottles, containers, wrappers, cigarette butts and other discarded items) shall be placed in closed containers and properly disposed off-Site. •After construction is completed, final cleanup shall include removal of all stakes, temporary fencing, flagging and other refuse generated by construction. Vegetation shall not be removed or disturbed Prior to construction Environmental awareness training DCD Review and approve training materials During construction Implement General Work Site Best Management Practices DCD Verify implementation and compliance Martinez Refinery Renewable Fuels ProjectMitigation Monitoring and Reporting Program B-7 June 2025 MITIGATION MEASURE TIMING MONITORING/ REPORTING ACTION RESPONSIBLE ENTITY COMPLIANCE VERIFICATION Mitigation Measure BIO-1b: Spill and Accidental Discharge Prevention. The following measures shall be included on all plans and employed by Marathon and its contractors. Marathon and its contractors shall be responsible for structure operations in a manner that minimizes the risk of spills or the accidental discharge of fuels or hazardous materials. Marathon and its contractors shall, at a minimum, ensure that: • All employees handling fuels and other hazardous materials are properly trained. • All equipment is in good operating order and inspected regularly. • Hazardous materials, including chemicals, fuels and lubricating oils, shall not be stored within 200 feet of a wetland or water body. This applies to storage of these materials and does not apply to normal operation or use of equipment in these areas. • If refueling is needed on-Site, it will occur at least 100 feet from a surface water feature, and in a Design Include measures on plans DCD Verify measure included on plans Construction Implement Spill and Accidental Discharge Prevention Measures DCD Verify implementation of measures Mitigation Measure BIO-1c: Emergency Spill and Containment Plan. The following measures shall be included on all plans and employed by Marathon and its contractors. In the event of an accidental spill, the Facility Oil Spill Contingency Plan shall be implemented. Site-specific provisions shall be listed on the Safe Work Permit and included within the job plan maintained on-Site. At a minimum, Marathon and its contractors shall: • Ensure that each construction crew (including clean-up crews) has sufficient supplies of absorbent and barrier materials on-Site to allow the rapid containment and recovery of spilled materials, and that each construction crew knows the procedure for reporting spills. • Ensure that each construction crew has sufficient tools and material on Site to stop leaks. • Know the contact names and telephone numbers for all Marathon Martinez Refinery contacts and local, state and federal agencies (including, if necessary, the U.S. Coast Guard and the National Response Center) that might need to be notified in the event of a spill. • Follow the requirements of those agencies in cleaning up the spill, excavating and disposing soils or other materials contaminated by a spill, and collecting and disposing waste generated during spill cleanup. Design Include measures on plans; Emergency Spill and Containment Plan DCD Verify measure included on plans; Review and approve Safe Work Permit; Review and approve Emergency Spill and Containment Plan Construction Implement plan DCD Verify plan implementation and compliance Martinez Refinery Renewable Fuels ProjectMitigation Monitoring and Reporting Program B-8 June 2025 MITIGATION MEASURE TIMING MONITORING/ REPORTING ACTION RESPONSIBLE ENTITY COMPLIANCE VERIFICATION Mitigation Measure BIO-1d: Stormwater Pollution Prevention Plan (SWPPP). The Project shall adhere to and implement the requirements of the respective existing SWPPP for the Marathon Martinez Refinery, Avon Marine Terminal and Amorco Marine Terminal during Project construction. Applicable measures in each SWPPP shall be incorporated into the construction plans by a qualified specialist and implemented prior to construction Design SWPPP SFRWQB Review and approve SWPPP Design Include applicable measures on construction plans DCD Verify measures included on construction plans Construction Implement measures DCD; SFRWQB Verify implementation and compliance Mitigation Measure BIO-1e: In-water Work Restrictions. The following work restrictions shall be included on all plans that include in-water work, and employed by Marathon and its contractors: • To the extent feasible, in-water work shall be performed between 30 minutes after sunrise and 30 minutes before sunset. • In-water work activity shall only occur during the work window specified by the NMFS and CDFW for avoidance of potential impacts to fish species in this region of the San Francisco Bay Estuary, August 1 to November 30. If in-water work outside this time period is required, the work window Construction In- Water Work Implement work restrictions DCD DCD; CDFW; NMFS; USFWS Verify compliance Coordinate work window adjustments Mitigation Measure BIO-1f: Nearshore Habitat Disturbance Minimization. The following measures shall be employed by Marathon and its contractors. The measures shall be included as recommended practices incorporated into all construction contracts related to the Project. The number of round trips made by barges during construction shall be limited to the extent feasible. Barge and support vessels shall transit through the shallows at a no-wake-producing speed to minimize disturbance to bottom sediments. Anchoring shall be minimized to the extent possible. Construction Minimize nearshore habitat disturbance DCD Review construction contracts Verify implementation and compliance Mitigation Measure BIO-1g: Demarcation of Limits of Work. Marathon and its contractors shall clearly demarcate the limits of work in the field. All Project-related activity shall be confined to the designated work areas; no entry into adjacent areas shall be allowed by Project personnel. Upon Project completion, material used to mark the work boundary shall be removed. Construction Designate work areas DCD Verify implementation of measure Mitigation Measure BIO-1h: Weed Spread Prevention. Marathon and its contractors shall implement measures to ensure that boots, clothing, vehicles and equipment are free of soils and plant parts prior to entering work areas. Construction Prevent weeds DCD Verify implementation of measure Martinez Refinery Renewable Fuels ProjectMitigation Monitoring and Reporting Program B-9 June 2025 MITIGATION MEASURE TIMING MONITORING/ REPORTING ACTION RESPONSIBLE ENTITY COMPLIANCE VERIFICATION Mitigation Measure BIO-1i: Preconstruction Focused Soft-Bird’s Beak Surveys. Focused surveys for soft-bird’s beak shall be conducted by a qualified biologist each year during the appropriate blooming period (June 1 through September 30) prior to construction to confirm its absence. Locations of rare plants in proposed construction areas will be recorded using a GPS unit and flagged for avoidance. A qualified biologist shall monitor construction activities occurring in the vicinity of the flagged plants to ensure that no direct or indirect impacts occur. June 1 through September 30 prior to construction Focused surveys and report DCD Review and approve report Mitigation Measure BIO-1j: Preconstruction Nesting Bird Surveys. No more than 5 days prior to construction during the nesting bird season (February 1 through September 15), a qualified biologist shall conduct a survey for nesting birds. If work within an area lapses for more than 14 days during the nesting season, the survey shall be repeated. The survey shall encompass all work areas and those areas within a buffer of 250 feet for passerines, 500 feet for small raptors, and 1,000 feet for large raptors. Where accessible, the location of active nests will be recorded using a handheld global-positioning system unit. Should an active nest be discovered, a biological monitor will be required on-Site during construction activities that could cause disturbance of the nest. The biologist may allow work to continue if they determine that the work activity is not likely to cause nest disturbance. The biological monitor shall have the authority to stop work should a nesting bird display signs of agitation. The qualified biologist conducting the nesting surveys should prepare a report that provides details about the nesting outcome and the removal of buffers. This report should be submitted to the County’s Department of Conservation and Development for review and approval prior to the time that buffers are removed. Prior to construction Construction Preconstruction survey and report(s) DCD Review and approve report(s) Mitigation Measure BIO-1k: California Ridgway’s Rail and California Black Rail Surveys. Prior to construction occurring during the rail nesting season (February 1 through August 31) within 700 feet of suitable rail habitat, surveys shall be conducted for California Ridgway’s rail and California black rail in accordance with the USFWS Survey protocol for California Ridgway’s rail. Surveys should be initiated between January 15 and February 1. For each survey station, four surveys are to be conducted. Surveys should be spaced at least two weeks apart and should cover the time period from the date of the first survey through the end of March or mid-April. If California Ridgway’s or California black rails are detected during the survey, no work within 700 feet of the rail calling centers (identified via compass bearing and distance estimate during surveys) shall occur between February 1 and August 31, unless otherwise approved by USFWS and CDFW. Prior to construction Focused surveys and report DCD Review and approve report Mitigation Measure BIO-2: Implement Mitigation Measure BIO-1a, Mitigation Measure BIO-1b, Mitigation Measure BIO-1c, Mitigation Measure BIO-1g and Mitigation Measure BIO-1h. See Mitigation Measure BIO-1a, Mitigation Measure BIO-1b, Mitigation Measure BIO-1c, Mitigation Measure BIO-1g and Mitigation Measure BIO-1h. Mitigation Measure BIO-3: Implement Mitigation Measure BIO-1a, Mitigation Measure BIO-1b, Mitigation Measure BIO-1c, Mitigation Measure BIO-1e, Mitigation Measure BIO-1g, Mitigation Measure BIO-1h, Mitigation Measure BIO-1j and Mitigation Measure BIO-1k See Mitigation Measure BIO-1a, Mitigation Measure BIO-1b, Mitigation Measure BIO-1c, Mitigation Measure BIO-1g and Mitigation Measure BIO-1h. Martinez Refinery Renewable Fuels ProjectMitigation Monitoring and Reporting Program B-10 June 2025 MITIGATION MEASURE TIMING MONITORING/ REPORTING ACTION RESPONSIBLE ENTITY COMPLIANCE VERIFICATION Mitigation Measure BIO-7a: Vessel Strike Minimization. The following mitigation measure shall be implemented during all on-going business operations and shall be included as part of contractual agreement language to ensure that contract vessels are informed of all on-going operational responsibilities. Marathon shall update pre-arrival document materials and instructions sent to tank vessels agents/operators scheduled to arrive at the Marine Terminal with the following information and requests: • Available outreach materials regarding the Blue Whales and Blue Skies incentive program. • Whale strike outreach materials and collision reporting from NOAA. • Request extra vigilance by ship crews upon entering the traffic separation scheme shipping lanes approaching San Francisco Bay and departing San Francisco Bay to aid in detection and avoidance of ship strike collisions with whales. • Inform all vessel traffic of vessels 300 gross registered tons or larger to reduce speeds to 10-knots when transiting within the designated Vessel Speed Reduction zones. • Request compliance to the maximum extent feasible (based on vessel safety) with the 10-knot speed reduction zone. Understand and agree that decisions concerning safe navigation and maneuvering of participating vessels remain entirely with ship masters and crew. • Encourage participation in the Blue Whales and Blue Skies incentive program. Construction, ongoing during operations Include measure in contracts Provide information and requests DCD Confirm measure included in contracts Review information and request materials Mitigation Measure BIO-7b: Sturgeon Action Funding. Marathon Refining and Marketing Company, LLC (Marathon) shall conduct and support the following activities to further the understanding of vessel strike vulnerability of sturgeon in San Francisco, San Pablo, and Suisun Bays and the Carquinez Strait. The support shall be based on criteria that establish Marathon’s commensurate share taking into account the increase in vessel calls to the Avon and Amorco Marine Oil Terminals. Support shall include coordination with CDFW and Research Sturgeon to ensure appropriate messaging on information flyers suitable for display at bait and tackle shops, boat rentals, fuel docks, fishing piers, ferry stations, dockside businesses, etc. to briefly introduce interesting facts about the sturgeon and research being conducted to learn more about its requirements and how the public’s observations can inform strategies being developed to improve fisheries habitat within the estuary. Operation Sturgeon Action Funding DCD; CDFW Confirm funding provided Mitigation Measure BIO-9a: Marathon Refining and Marketing Company, LLC (Marathon) shall continue to participate and assist in funding ongoing and future actions related to nonindigenous aquatic species (NAS) as described in Mitigation Measure BIO-9B of the Tesoro Avon Marine Oil Terminal Lease Consideration Project Final Environmental Impact Report (FEIR) and Mitigation Measure BIO-7b of the Amorco Marine Terminal FEIR. The level of funding shall be revisited through a cooperative effort between California State Lands Commission staff, the DWR, CDFW, and Marathon, and shall be based on criteria that establish Marathon’s commensurate share NAS actions costs taking into account the increase in vessel calls to the Avon and Amorco Marine Oil Terminals. Operation NAS funding DCD; CSLC Confirm funding provided Martinez Refinery Renewable Fuels ProjectMitigation Monitoring and Reporting Program B-11 June 2025 MITIGATION MEASURE TIMING MONITORING/ REPORTING ACTION RESPONSIBLE ENTITY COMPLIANCE VERIFICATION 3.5 CULTURAL AND TRIBAL RESOURCES Mitigation Measure CR-1: Discovery of Unknown Cultural or Archaeological Resources. The following Mitigation Measures shall be implemented during project related ground disturbance, and shall be included on all construction plans: All construction personnel, including operators of equipment involved in grading, or trenching activities will be advised of the need to immediately stop work if they observe any indications of the presence of an unanticipated cultural resource discovery (e.g. wood, stone, foundations, and other structural remains; debris- filled wells or privies; deposits of wood, glass, ceramics). If deposits of prehistoric or historical archaeological materials are encountered during ground disturbance activities, all work within 50 feet of the discovery shall be redirected and a qualified archaeologist, certified by the Society for California Archaeology (SCA) and/or the Society of Professional Archaeology (SOPA), shall be contacted to evaluate the finds and, if necessary, develop appropriate treatment measures in consultation with the County and other appropriate agencies. If the cultural resource is also a tribal cultural resource (TCR) the representative (or consulting) tribe(s) will also require notification and opportunity to consult on the findings. If the deposits are not eligible, avoidance is not necessary. If eligible, deposits will need to be avoided by impacts or such impacts must be mitigated. Upon completion of the archaeological assessment, a report should be prepared documenting the methods, results, and recommendations. The report should be submitted to the Northwest Information Center and appropriate Contra Costa County agencies. Should human remains be uncovered during grading, trenching, or other on-site excavation(s), earthwork within 30 yards of these materials shall be stopped until the County coroner has had an opportunity to evaluate the significance of the human remains and determine the proper treatment and disposition of the remains. Pursuant to California Health and Safety Code Section 7050.5, if the coroner determines the remains may those of a Native American, the coroner is responsible for contacting the Native American Heritage Commission (NAHC) by telephone within 24 hours. Pursuant to California Public Resources Code Section 5097.98, the NAHC will then determine a Most Likely Descendant (MLD) tribe and contact them. The MLD tribe has 48 hours from the time they are given access to the site to make recommendations to the land owner for treatment and disposition of the ancestor's remains. The land owner shall follow the requirements of Public Resources Code Section 5097.98 for the remains. In the event the Project design changes, and ground disturbance is anticipated beyond the Area of Potential Effect, as it is currently defined by the Cultural Resources Inventory Reports, further surveys shall be conducted in those new areas to assess the presence of cultural resources. Any newly discovered or previously recorded sites within the additional survey areas shall be recorded (or updated) on appropriate Department of Parks and Recreation (DPR) 523-series forms. If avoidance of these cultural resources is not feasible then an evaluation and/or data recovery program shall be drafted and implemented. Prior to any ground disturbance and throughout construction Upon find of prehistoric or historic-period archaeological resources DCD; Tribal representative, if required Confirm suspension of work upon find and resource determination; Approve avoidance or other applicable measures. Martinez Refinery Renewable Fuels ProjectMitigation Monitoring and Reporting Program B-12 June 2025 MITIGATION MEASURE TIMING MONITORING/ REPORTING ACTION RESPONSIBLE ENTITY COMPLIANCE VERIFICATION 3.7 GEOLOGY AND SOILS Mitigation Measure GEO-2: Submittal of Final Geotechnical Evaluation Report. Prior to issuance of a grading or building permit for the equipment changes associated with the Project, the Applicant shall submit a final geotechnical evaluation report prepared by a licensed engineer, for approval by the Department of Conservation and Development, Peer Review Geologist, along with payment for the peer review fee. The report shall specify final recommendations for seismically and structurally sound installation of new structures, equipment and foundations in accordance with the California Building Code standards in effect at the time the permit application is submitted. Construction drawings submitted with the building permit application shall include appropriate detail to demonstrate compliance of the Project with the standards of the applicable California Building Code. Prior to issuance of grading or building permit Prepare and submit to the County a Final Geotechnical Evaluation Report DCD; County Peer Reviewing Engineering Geologist or Geotechnical Engineer Review of Final Geotechnical Evaluation Report Mitigation Measure GEO-6: Implement Mitigation Measure GEO-2. See Mitigation Measure GEO-2. Mitigation Measure GEO-7: Implement Mitigation Measure GEO-2. See Mitigation Measure GEO-2. 3.9 HAZARDS AND HAZARDOUS MATERIALS Mitigation Measure HAZ-1: The permittee shall comply with mitigation measures as outlined in the Operational Safety/Risk of Accident sections of the EIRs for both Amorco and Avon MOTs and as incorporated by reference into the leases as regulatory (lease) conditions. These measures include CLSC-established requirements for preventative maintenance, including periodic inspection of all components related to transfer operations pipelines. The permittee shall comply with those requirements, as well as with the CSLC’s operational requirements, including Article 5.5 Marine Terminal Oil Pipelines 17 (California Code of Regulations, Title 2, Sections 2560-2571). The requirements, which are discussed in detail in the Avon and Amorco EIRs, are as follows: • Installation of Remote Release Systems • Maintaining of Tension Monitoring Systems • Maintaining of Allision Avoidance Systems • Development of a Fire Protection Assessment • Participation in USCG Ports and Waterways Safety Assessment Workshops • Response to any Vessel Spills near the Project Prior to Project operations, the permittee shall complete routine inspection, testing and maintenance of all equipment and systems conducted in accordance with manufacturers’ recommendations and industry guidance, as well as consideration of for general industry guidance on effective maintenance of critical equipment at the MOT. Prior to operations Complete routine inspection, testing, and maintenance DCD Verify routine inspection, testing, and maintenance Ongoing during operations and upon request Provide evidence of compliance DCD; OSPR; CSLC Verify evidence of compliance Ongoing during operations CSLC-approved third-party oversight DCD; CSLC- approved third- party Verify compliance Martinez Refinery Renewable Fuels ProjectMitigation Monitoring and Reporting Program B-13 June 2025 MITIGATION MEASURE TIMING MONITORING/ REPORTING ACTION RESPONSIBLE ENTITY COMPLIANCE VERIFICATION Upon request, Marathon shall provide evidence to relevant regulatory agencies that these facilities, operational response plans, and other applicable measures have been inspected and approved by CSLC and/or OSPR and determined to be in compliance. If terminal operations do not allow for regular compliance and inspection of LKS and MOTEMS requirements by the CSLC and OSPR, Marathon shall employ a CSLC-approved qualified third-party to provide oversight as needed to ensure the same level of compliance as for a petroleum-handling MOT facility, and to ensure maximum protection of the environment from potential spills and resulting impacts. Notes: Contra Costa County Department of Conservation & Development (DCD); Bay Area Air District (BAAD); San Francisco Regional Water Quality Control Board (SFRWQB); California Department of Fish and Wildlife (CDFW); National Marine Fisheries Service (NMFS); U.S. Fish & Wildlife Service (USFWS); California State Lands Commission (CSLC); CDFW Office of Spill Response (OSPR) Page 1 of 43 FINDINGS AND CONDITIONS OF APPROVAL FOR COUNTY FILE #CDLP20-02046, MARATHON PETROLEUM CORPORATION (APPLICANT / OWNER) I. FINDINGS A. CEQA Findings 1. Environmental Impact Report The Martinez Refinery Renewable Fuels Project proposes to modify the existing Marathon Martinez Refinery to repurpose the Refinery for production of fuels from renewable sources rather than from crude oil. Some existing Refinery equipment would be altered or replaced, and additional new equipment units and tanks would be installed, to facilitate production of fuels from renewable feedstock. Crude oil processing equipment that cannot be repurposed for processing of renewable feedstock would be shut down and removed from the Refinery based on an event-based decommissioning plan. As a result of the project, the facility would no longer refine crude oil into petroleum-based products. The Department of Conservation and Development determined that an environmental impact report (EIR) was required for the project. Accordingly, the County prepared an EIR for the project (State Clearinghouse# 2021020289). The Final EIR includes a Draft EIR, comments on the Draft EIR, and Responses to Comments on the Draft EIR. The Notice of Preparation of the EIR was posted on February 17, 2021, and a public Scoping Meeting was held on March 15, 2021. Both written and oral comments were received during public comment period and the Scoping Meeting; the Scoping Meeting comments were responded to in the Draft EIR, which was released for public review on October 14, 2021, with a Notice of Availability. A 60-day comment period for the Draft EIR began on October 18, 2021, and ended December 17, 2021. During the comment period, the County received 251 comment letters on the Draft EIR for the project. The comment topics included a wide breadth of concerns from local and state agencies as well as organizations and individuals. The major topics include Project Baseline, CEQA Alternatives, CEQA Cumulative Impacts, Land Use & Feedstock Impacts, and Public Safety. The County’s Reponses to Comments received are provided in the Final EIR that has been prepared for the project. The Final EIR also includes County-initiated updates and errata to the Draft EIR. These errata constitute minor text changes to the Draft EIR and occur in Chapter 1 Introduction; Chapter 2 Project Description; Chapter 3 Environmental Impact Analysis, Methodology and Baseline, Section 3.3 Air Quality, Section 3.4 Biological Resources, Section 3.5 Cultural Resources, Section 3.8 Greenhouse Gas Emissions, Section 3.9 Hazards and Hazardous Materials, Section 3.10 Hydrology and Water Resources, Page 2 of 43 Section 3.15 Utilities and Service Systems; and Chapter 4 Cumulative Impacts. All changes are identified in chapter 4 of the Final EIR. The changes were made primarily to correct grammatical and typographical errors, as well as to improve accuracy and readability of certain passages. The text changes are not the result of any new significant adverse environmental impact, and do not alter the effectiveness of any mitigation included in the pertinent section, and do not alter any findings in the Draft EIR. 2. Findings Regarding Potential Environmental Impacts “No Impact” or “Less than Significant Impact” Contra Costa County is the lead agency under the California Environmental Quality Act (CEQA) for preparation, review, and certification of the EIR for the Martinez Refinery Renewable Fuels Project. As the lead agency, the County is also responsible for determining the potential environmental impacts of the proposed action, which of those impacts are significant, and which impacts can be mitigated through imposition of feasible mitigation measures to avoid or minimize such impacts to a level of "less than significant." The EIR for the project considered the project’s impacts, which are summarized in Table ES-1 of the Draft EIR. The project would have either no impacts or less than significant impacts related to Agriculture and Forestry, Mineral Resources, Population and Housing, Recreation, and Wildfire. Potentially significant impacts were also identified, all of which can be mitigated to a less-than-significant level. These impacts affect the environmental topics of: x Air Quality x Biological Resources x Geology and Soils x Greenhouse Gas Emissions x Hazards and Hazardous Materials x Hydrology and Water Quality Environmental analysis contained in the EIR determined that measures were available to mitigate these potential adverse impacts to less-than-significant levels. The recommended mitigation measures are included within the Mitigation Monitoring and Reporting Plan, which describes the timing and responsible agency for monitoring compliance with all mitigation measures. The mitigation measures have also been incorporated into the recommended conditions of approval. Page 3 of 43 Significant Unavoidable Environmental Impacts Pursuant to Public Resources Code Section 21081 and CEQA Guidelines Section 15091, no public agency shall approve and carry out a project where an EIR has been certified, which identifies one or more significant impacts on the environment that would occur if the project is approved, unless the public agency makes one or more findings for each of those significant impacts, accompanied by a brief explanation of the rationale for each finding. The possible findings, which must be supported by substantial evidence in the record, are: x Changes or alterations have been required in, or incorporated into, the project that mitigate or avoid the significant impact on the environment. x Changes or alterations are within the responsibility and jurisdiction of another public agency and have been, or can and should be, adopted by that other agency. x Specific economic, legal, social, technological or other considerations make infeasible the mitigation measures or project alternatives identified in the EIR. The EIR for the proposed project identified six significant and unavoidable impacts related to air quality, biological resources, hazards, and water quality, including: Air Quality Impact AQ-2: NOx emissions from rail traffic in Placer County and marine vessels in the SJVAPCD would exceed significance thresholds, resulting in significant and unavoidable impacts. The County has no authority to impose mitigation measures on rail traffic based on federal preemption, even if any were feasible, on that activity. The NOx emissions from marine vessels (tugs and barges) and rail traffic in the SJVAPCD region are estimated to be 27.06 tpy which would exceed the SJVAPCD CEQA threshold of 10 tpy, with a majority (26.3 tpy) from marine vessels. The overall project will decrease NOx emissions by over 500 tpy. The majority of the emission reductions would take place in the BAAQMD. However, as documented in the EIR, it is well known that Bay Area emissions are transported to the San Joaquin Valley and contribute to air quality standard violations in that region. Therefore, a substantial reduction in NOx emissions in the Bay Area would have a positive effect on air quality in the San Joaquin Valley. Additional mitigations are not warranted given the overall reductions in NOx emissions and explanation of likely reduced NOx in San Joaquin Valley from reductions in NOx in the BAAQMD jurisdiction. Page 4 of 43 Thus, the project has incorporated components which avoid or substantially lessen the significant environmental effect. Impact AQ-4: Though the Project would result in an overall reduction in air emissions from the Refinery due to the reduction in the volume of feedstock refined at the facility, cumulative criteria pollutant health risk (i.e., emissions from the Project plus other development in the vicinity of the Project Site) would continue to exceed regional air quality thresholds of significance, and this impact would remain cumulatively significant and unavoidable. The maximum annual average PM2.5 concentration at both residential and worker receptors exceeded the significance threshold of 0.8 ug/m3. PM2.5 concentrations were highest in the immediate vicinity of highways and around the cement and aggregate materials handling operations located to the southwest of the facility. The highest residential receptor was located immediately adjacent to Interstate Highway 680, and nearly all PM2.5 at that receptor was due to highway mobile source emissions. The highest worker receptor was at the Valley Relocation & Storage Moving Company located across Highway 4 from the cement and aggregate materials handling operations. Over 95 percent of the PM2.5 at this receptor was from the two materials handling operations. The impact at other residential and worker receptors was below the threshold of 0.8 μg/m3. Project PM2.5 concentrations are negative (pre- Project PM2.5 concentrations exceed post- Project PM2.5 concentrations); therefore, implementation of this Project would reduce overall PM2.5 concentrations. Additional emissions reductions from non-Project sources would be required to reduce the PM2.5 concentration to below the significance threshold. Reductions from other sources are outside the purview of this Project; therefore, the impact on cumulative PM2.5 concentration is significant and unavoidable. Biological Resources Impact BIO-8: Adverse impacts to special status species, protected habitats, and migratory corridors and nursery sites for native species as a result of a major spill would remain significant and unavoidable. Marathon would be required to update the Refinery’s Facility Response Plan (FRP) and Spill Prevention, Control, and Countermeasure Plan (SPCC) to demonstrate preparedness to respond to vegetable oil and animal fat spills. However, there are limitations to thorough containment and cleanup of a major oil spill. As was determined in the Avon and Amorco EIRs certified by the SLC, even with specific procedures to protect sensitive biological resources in the Project vicinity, adverse impacts to special status species, protected habitats, and migratory corridors and nursery sites for native species as a result of a major spill would remain significant and unavoidable. The EIR imposes mitigation measures BIO-1b, BIO-1c and HAZ-1, which require updates and implementation of spill response plans, but discloses that those measures would be Page 5 of 43 unlikely to mitigate the project's impact to a less-than-significant level, and impacts would be significant and unavoidable. Impact BIO-9: Adverse impact to special status species, protected habitats, and migratory corridors and nursery sites for native species from introducing new nonindigenous aquatic species via ballast water and vessel biofouling to the San Francisco Bay Estuary waters remains significant and unavoidable. The EIR imposes mitigation measures BIO-9a but discloses that those measures would be unlikely to mitigate the project's impact to a less- than-significant level, and impacts would be significant and unavoidable. Hazards and Hazardous Materials Impact HAZ-1: Increased vessel calls would increase the potential for corresponding accidental releases of renewable fuel or feedstocks which would be significant and unavoidable. The EIR imposes mitigation measures BIO-1b, BIO-1c and HAZ-1, which require updates and implementation of spill response plans, but discloses that those measures would be unlikely to mitigate the project's impact to a less-than-significant level, and impacts would be significant and unavoidable. Water Quality Impact HWQ-1: Consequences of a large spills could result in significant residual impacts. Though the probability of a serious spill would be minimized to the extent feasible with mitigation measures, a large spill could still occur and result in impacts on water quality that would be significant and unavoidable. The EIR imposes mitigation measures BIO-1b, BIO-1c and HAZ-1, which require updates and implementation of spill response plans, but discloses that those measures would be unlikely to mitigate the project's impact to a less- than-significant level, and impacts would be significant and unavoidable. 3. Findings on Alternatives to the Martinez Renewable Fuels Project Alternatives Considered but Eliminated from Further Consideration The County finds that each of the alternatives eliminated from further consideration in the Draft EIR is infeasible, would not meet most project objectives, and/or would not reduce or avoid significant impacts of the Project, for the reasons detailed in Chapter 5 of the Draft EIR. Page 6 of 43 Alternatives Analyzed in the EIR In accordance with CEQA and the CEQA Guidelines, Chapter 5 of the Draft EIR evaluated a reasonable range of alternatives to the Martinez Renewable Fuels Project. The EIR’s analysis examined the feasibility of each alternative, the environmental impacts of each alternative, and each alternative’s ability to meet the project objectives described in Chapter 1, Section 1.2 of the EIR. In accordance with CEQA and the CEQA Guidelines, the alternatives analysis included an analysis of a no-project alternative and identified the environmentally superior alternative. FINDING: The County certifies that it has independently reviewed and considered the information on alternatives provided in the Draft EIR and in the administrative record. For the reasons set forth below, the County finds that the alternatives either fail to avoid or substantially lessen the Project’s significant impacts (and in some cases increase or create new significant and unavoidable impacts) or are “infeasible” as that term is defined by CEQA and the CEQA Guidelines. The Draft EIR evaluated three alternatives to the Project: • Alternative 1 – No Project Alternative • Alternative 2 – Reduced Renewable Feedstock Throughput Alternative • Alternative 3 – Green Hydrogen Alternative Brief summaries of these alternatives and findings regarding these alternatives are provided below. 1) Alternative 1 – No Project Alternative Under the No Project scenario, the proposed Renewable Fuels Project would not proceed. Rather, Refinery operations would resume as described in Section 2.4 of the Draft EIR. Current permits and entitlements for crude oil refining would remain unmodified and in effect, and the Refinery would operate under those current permits and entitlements. The Refinery’s operations are currently permitted by the Bay Area Air Quality Management District to have a crude oil refining capacity of 161,000 barrels per day (bpd). For the 5 years prior to the submittal of land use and air permit applications for the Project, actual Refinery throughput averaged approximately 121,000 bpd. The Refinery would operate 24 hours a day, 7 days a week with an estimated 700 workers consisting of production and maintenance employees on rotating shifts and administrative staff. (See Draft EIR, Chapter 5, Section 5.2.1) Page 7 of 43 FINDING: In accordance with Public Resources Code Section 21081(a)(3) and CEQA Guidelines Section 15091(a)(3), the County finds that specific legal, social, technological, or other considerations, including failure to meet project objectives, render the No Project alternative infeasible. This alternative would not achieve most of the objectives of the proposed project, with the exception of maintaining quality jobs. Moreover, the No Project Alternative would result in the same impacts to aesthetics, biological resources, hazards and hazardous materials, hydrology and water quality, land use and planning, noise, and public services as the proposed Renewable Fuels Project and would result in more severe impacts to air quality, energy use, greenhouse gas emissions, transportation, and utilities and service systems than the proposed Renewable Fuels Project. For these reasons, the County rejects this alternative. 2) Alternative 2 – Reduced Renewable Feedstock Throughput Alternative This alternative would involve conversion of the Refinery from a crude oil processing facility to a facility for the refining of renewable fuels at a reduced capacity compared to the proposed Project. As noted in the Project Description (Section 2.5.2 of the Draft EIR), the proponent anticipates phasing in the Project over two years, with an interim throughput of 23,000 bpd. In the Reduced Renewable Feedstock Throughput alternative, renewable feedstock throughput would not increase beyond this interim maximum. Other components of the Project, including installation of equipment necessary for renewable fuels refining, decommissioning and demolition of crude oil processing units, and changes to pipelines at the Avon and Amorco marine oil terminals (MOTs), would be components of this alternative. The refinery would continue to operate 24 hours per day, 7 days per week, with a level of staffing comparable to the proposed Project (130 to 150 workers) on a rotating shift basis. (See Draft EIR, Chapter 5, Section 5.2.2) FINDING: In accordance with Public Resources Code Section 21081(a)(3) and CEQA Guidelines Section 15091(a)(3), the County finds that specific legal, social, technological, or other considerations, including failure to meet project objectives, render the Reduced Renewable Feedstock Throughput alternative infeasible. By limiting renewable feedstock throughput, this alternative would generate fewer jobs, would result in a lower volume of renewable fuels being produced and brought to market to support the State’s renewable energy goals, and would not achieve the Project objectives as well as the proposed project. For these reasons, the County rejects the Reduced Renewable Feedstock Throughput alternative as infeasible. Page 8 of 43 3) Alternative 3 – Green Hydrogen Alternative In the Green Hydrogen alternative, green hydrogen would be used in the renewable fuels refining process. In contrast to the existing steam methane reforming technology that separates hydrogen atoms from hydrocarbon fuel molecules using the Refinery’s existing infrastructure, green hydrogen uses electricity from renewable energy sources to produce hydrogen via electrolysis of water molecules into their constituent elements of hydrogen and oxygen. Under this alternative, the proposed throughput would not change from the proposed Project’s throughput of 48,000 bpd of renewable feedstock, though green hydrogen from water electrolysis would be used in the refining process instead of the steam-methane reforming process. (See Draft EIR, Chapter 5, Section 5.2.3) FINDING: In accordance with Public Resources Code Section 21081(a)(3) and CEQA Guidelines Section 15091(a)(3), the County finds that specific legal, social, technological, or other considerations, including failure to meet project objectives, render the Green Hydrogen alternative infeasible. While the Green Hydrogen alternative would meet many project objectives, this alternative would not meet the project objective of repurposing and reusing existing Refinery infrastructure. Instead, it would require installation of a new hydrogen plant and renewable energy source(s), such as wind turbines or photovoltaic panels, as a power source for the new hydrogen plant. The County has assumed, for purposes of evaluating this alternative, that the renewable energy source would be solar because wind farms are limited to the County’s easternmost areas under General Plan policy (Policy 8-49). Because this alternative would require construction of a renewable energy source on-site, the developed footprint of the Site could increase with installation of solar panels on currently undeveloped lands at the Site. The need for a renewable energy source such as solar means that the Green Hydrogen alternative may have greater impacts on aesthetics, biological resources, and cultural and tribal resources than the proposed Project. A photovoltaic array of sufficient size to provide electricity to a new green hydrogen plant could create a new source of light and glare along the Site’s marshes or shoreline. This expansion of infrastructure into largely natural areas outside of the Refinery equipment area would change the existing industrial appearance of the property and could interfere with views of Mt. Diablo from the shoreline, in conflict with County General Plan Goal 9-F and Policy 9-25. Further, among the alternatives evaluated in the EIR, the Green Hydrogen alternative would result in the greatest long-term impacts to biological resources as a result of modifying the natural environment to develop several hundred acres undeveloped acres for use as a photovoltaic array. Finally, the installation of renewable energy infrastructure on currently undeveloped land required by the Green Hydrogen alternative has the potential to disturb unknown historic archaeological and Page 9 of 43 cultural resources. For these reasons, the County rejects the Green Hydrogen alternative as infeasible. Environmentally Superior Alternative FINDING: While the County finds that the Reduced Renewable Feedstock Throughput Alternative is the environmentally superior alternative because it would not result in impacts greater than the proposed Project and would in many cases result in reduced impacts compared to the proposed Project, the County also finds that the Reduced Renewable Feedstock Throughput alternative is infeasible under Public Resources Code Section 21081(a)(3) and CEQA Guidelines Section 15091(a)(3) because it would not meet many of the basis project objectives. The Reduced Renewable Feedstock Throughput alternative is infeasible because it would generate fewer jobs, result in a lower volume of renewable fuels being brought to market to support the State’s renewable energy goals, and would not achieve the Project objectives as well as the proposed project. For these reasons, the County rejects the environmentally superior alternative as infeasible. The County further finds that of the remaining alternatives evaluated in the EIR, each has varying levels of impacts on different environmental resources, as noted in the Findings above, and none of the remaining alternatives is superior to the Project for CEQA purposes. Compared to the remaining alternatives, the Martinez Renewable Fuels Project provides the best available and feasible balance between maximizing attainment of the project objectives and minimizing significant environmental impacts, and the Project is the environmentally superior alternative among those options. 4. Statement of Overriding Considerations As required under Public Resources Code section 21081 and CEQA Guidelines Section 15093, the County, having reviewed and considered the project EIR, all other written materials within the administrative record, and all oral testimony presented at public hearings and other public meetings on the project EIR, has balanced the benefits of the proposed project against the identified unavoidable adverse impacts associated with the project, and hereby adopts all feasible mitigation measures with respect to such impact, certifies the project EIR, and approves this project. After balancing the specific economic, legal, social, technological, and other benefits of the proposed project, the County has determined that the significant and unavoidable adverse impacts identified above are acceptable due to the following specific considerations in the record, which outweigh the unavoidable, adverse environmental impacts of the Martinez Renewable Fuels Project. Each of the considerations in the record, standing alone, is sufficient to support approval of the project, in accordance with CEQA. Page 10 of 43 The following legal requirements and benefits of the proposed project individually and collectively outweigh the potentially significant unavoidable adverse impacts for the following reasons: 1) The proposed project would repurpose the existing Marathon Martinez Refinery to a renewable fuels production facility allowing the continued operation of an existing industrial facility, preserving high quality jobs in the Martinez area, as well as, minimizing construction activities and related land use impacts associated with producing renewable fuels compliant with California LCFS. 2) The proposed project would reduce hazard impacts at the facility by eliminating further refining of crude oil, reducing the use and volumes of hazardous materials at the Marathon Martinez facility, and reducing the number of operating units at the Facility. Instead, the Facility would use non-hazardous renewable feedstocks as opposed to crude oil to produce transportation fuels. 3) The proposed project would result in large air quality benefits by reducing air emissions associated with the operation of the Martinez Facility. The emission reductions from the proposed project include nitrogen oxides (539.47 tons/year), sulfur dioxide (651.89 tons per year), carbon monoxide (598.64 tons per year), precursor organic compounds (POCs) (91.90 tons per year), particulate matter less than 10 microns in diameter (PM10) (246.69 tons per year) and PM2.5 (221.09 tons per year), providing large air quality benefits in the local Martinez and Bay Area. These emission reductions are associated with the shutdown of a number of refinery units, as well as emission reductions from marine vessels, employee vehicles, and trucks. Furthermore, by reducing emissions of air pollutants from existing conditions, the project will forward the goals of the Bay Area Air Quality Management District’s 2017 Clean Air Plan. Specifically, the project would be consistent with the plan’s Refinery Emissions Reduction Strategy by eliminating sources associated with petroleum refining, and with the plan’s call for refineries to transition to clean energy companies by 2050. 4) The proposed project would result in a reduction in toxic air contaminants from the Martinez Facility, resulting in a reduction in cancer risk and chronic health impacts across all receptors within the local Martinez area. This reduction provides a beneficial health impact to all land uses adjacent to the Martinez Facility. 5) The project would provide emission reductions throughout the Bay area by reducing emissions from marine vessels, including nitrogen oxides (245.02 tons/year), sulfur dioxide (401 tons per year), carbon monoxide (4.62 tons per year), precursor organic Page 11 of 43 compounds (15.23 tons per year), PM10 (27.40 tons per year) and PM2.5 (10.18 tons per year), providing a beneficial air quality impact in the Bay Area. 6) The proposed project would produce renewable fuels in compliance with California’s Low Carbon Fuel Standard (LCFS) mandates, to help allow California to achieve substantial progress towards meeting its renewable energy goals. The LCFS was designed to reduce the State’s reliance on petroleum-based fuels and encourage the use of less carbon-intensive fuels in the transportation sector. California officials have identified the LCFS as the centerpiece to the state’s efforts to combat climate change, e.g., CARB’s 2008 Climate Change Scoping Plan and its subsequent updates. Under California Assembly Bill (AB) 32, the Global Warming Solutions Act of 2006, refineries are subject to regulations aimed at reducing California’s global warming emissions and transitioning to a sustainable, low-carbon future (CARB 2021). The latest Update to the Climate Change Scoping Plan (CARB 2017) sets goals of a 40-percent GHG emission reduction below 1990 emission levels by 2030 and a substantial advancement toward the 2050 goal to reduce emissions by 80 percent below 1990 emission levels. Key provisions of AB 32 include the Low-Carbon Fuel Standard, which is intended to reduce California’s dependency on petroleum by encouraging the provision of low- carbon and renewable alternative fuels, and the Cap-and-Trade Regulation, which discourages major sources of GHG emissions and encourages investment in cleaner, more efficient technologies. By increasing production of renewable fuels, the project will provide a mechanism for compliance with these provisions through providing facilities in California. 7) The proposed project would provide a direct benefit on climate change by decreasing greenhouse gas emissions (88,456 metric tons of CO2e per year) from stationary mobile sources at the Martinez Facility, as well as mobile sources that visit the Facility. Governor Newsom’s Executive Order N-79-20 states: “clean renewable fuels play a role as California transitions to a decarbonized transportation sector” and “to support the transition away from fossil fuels consistent with the goals established in this Order and California’s goal to achieve carbon neutrality by no later than 2045, the California Environmental Protection Agency and the California Natural Resources Agency, in consultation with other State, local and federal agencies, shall expedite regulatory processes to repurpose and transition upstream and downstream oil production facilities...” The Governor’s Order also directs CARB to “develop and propose strategies to continue the State’s current efforts to reduce the carbon intensity of fuels beyond 2030 with consideration of the full life cycle of carbon. Additionally, the California Air Resources Board’s November 19, 2020, “California’s Greenhouse Gas Goals and Deep Decarbonization” presentation anticipates that biofuels will comprise 19 percent of the Page 12 of 43 transportation “fuel” sector by 2045.” As a major producer of renewable fuels, the project would materially contribute to California’s efforts to meet the goals of Executive Order N-79-20. 8) The proposed project would produce renewable fuels that significantly reduce the lifecycle generation of greenhouse gas emissions, as well as other criteria pollutants, including particulate matter, as compared to the manufacture and use of transportation fuels from fossil-fuel feedstocks. 9) The proposed project would reduce emissions from mobile sources by providing cleaner burning fuels in sources that use the renewable fuels, e.g., the Bay Area and California. These emission reductions provide a large air quality benefit as they would occur throughout California or wherever the renewable fuels are used. 10) The proposed project would result in beneficial impacts on energy demand by decreasing the electricity and natural gas demand from the Martinez Facility. Reducing natural gas and electricity consumption assists the public utilities to meet the state’s Renewable Portfolio Standard. 11) As evaluated in Section 3.14 – Transportation of the EIR, the proposed project would be consistent with CEQA Guidelines Section 15064.3(b) by resulting in a reduction in vehicle miles travelled from both employee and truck trips. 12) Recycling organic wastes and by-products such as used cooking oils, rendering wastes, and other fats, oils, and greases has a number of environmental and economic benefits. These include reducing demand on landfill space, reducing the carbon footprint of fuels, and generating a second revenue stream from the same material. By accepting large quantities of recyclable fats, oils, and grease to be processed into renewable fuels, the project will help realize those benefits. In balancing the benefits of the overall project described above with the proposed project's unavoidable and significant adverse environmental impacts, the County finds that the proposed project’s benefits individually and collectively outweigh the unavoidable adverse impacts, such that these impacts are acceptable. The County further finds that substantial evidence presented in the FEIR supports adopting the FEIR despite the proposed project's potential adverse impacts. Page 13 of 43 B. Growth Management Element Performance Findings 1. Traffic: The traffic impacts have been reviewed in the July 27, 2021 Transportation Analysis provided by the applicant and are not expected to have any permanent negative impacts on local traffic patterns. The report was prepared in compliance with Measure C 1998 requirements. The project includes conversion of the existing Refinery from its production of fossil fuels to the production of renewable fuels, including renewable diesel, renewable propane, renewable naphtha, and, potentially, renewable jet fuel. The Project would not include any housing or surrounding retail. The Project would involve short-term construction activities and is not anticipated to create a significant increase in the number of permanent jobs at the Refinery. In this context, the Project is not expected to spur new regional population or employment growth and will not result in significant growth- inducing impacts. 2. Water: The Refinery currently consumes 3,100 to 3,300 million gallons of fresh water per year. The Project is expected to reduce the overall water use at the facility by about 70 percent or about 1,310 – 1,320 million gallons of fresh water per year. Therefore, the proposed Project would not require additional water and would decrease water use. Further, the proposed Project would not result in the relocation or construction of new or expanded public water facilities. 3. Sanitary Sewer: The Project would result in decreases in throughput, production and employment at the Refinery, which in turn would be anticipated to result in generation of a lower volume of waste as compared to prior Refinery operations. The Pretreatment Unit produces a wastewater stream that would require partial pretreatment prior to treatment in the existing wastewater treatment facility. Existing tanks would be utilized and repurposed for equalization and biological treatment of the waste stream. Since Marathon treats its wastewater generated from the facility, the project will have no impact on any public wastewater treatment provider. 4. Fire Protection: Refinery operators maintain internal fire response teams and systems for the developed areas of the Refinery. On-site fire suppression systems include fire pumps, foam systems, firefighting engines and trucks, and fire hydrants spaced 200 feet apart in refining process areas and tank farms. As a supplemental fire protection resource, the Refinery and other Bay Area refineries and industrial facilities are members of the Petrochemical Mutual Aid Organization. CCCFPD has in prior years been called to respond to incidents at the Refinery. Additionally, a portion of the Project Site is currently provided emergency fire and emergency medical technician response services by the Contra Costa County Fire Protection District. The closest operating fire station to the Refinery is Contra Costa Fire Station 9, located at 209 Center Avenue in the unincorporated community of Pacheco, approximately 1.6 miles southwest of the Refinery. Access to the Refinery from Station 9 is via public streets (Center Avenue, Marsh Drive, and Solano Avenue). The closest fire station to the Amorco MOT is Station 14 located at 521 Jones Street in the City of Martinez. Access to the terminal from the fire station is via an approximately 1.4-mile route along Alhambra Avenue to Marina Vista Avenue. Page 14 of 43 5. Public Protection: The Refinery maintains its own private security staff and security infrastructure for day-to-day Site security needs. Public safety services for the Refinery and two terminals are and would continue to be provided by the County Sheriff’s Department, the Martinez Police Department and the California Highway Patrol. Police protections services within the City of Martinez are provided by the Martinez Police Department (MPD). As of 2020, the MPD included 33 sworn officers and four vacant positions. The Project would involve short-term construction activities and is not anticipated to create a significant increase in the number of permanent jobs at the Refinery. In this context, the Project is not expected to spur new regional population or employment growth and will not result in significant growth-inducing impacts. Since the project is not expected to induce population growth, no additional demand for public protection services is expected. 6. Parks and Recreation: Recreational facilities proximate to the Project Site include publicly- owned and publicly accessible parks and open spaces, as well as privately-owned lands on the Refinery property. Just east of the Refinery and Avon MOT are several hundred acres of undeveloped marshlands that include the Point Edith Wildlife Preserve, a 761-acre tidal area accessible to the public for wildlife viewing and hunting. The Preserve is managed by the California Department of Fish and Wildlife and located north of the Refinery’s on-site marshlands. The closest Martinez City owned park to the Amorco MOT is Waterfront Park, located approximately 2,500 feet west of the property line of the terminal. Approximately 76 acres at the southern end of the Project Site is developed with a complex of recreational baseball, softball and soccer fields that are used by local sports clubs and teams but are part of the property owned by Marathon. The Project would involve short-term construction activities and is not anticipated to create a significant increase in the number of permanent jobs at the Refinery. In this context, the Project is not expected to spur new regional population or employment growth and will not result in significant growth- inducing impacts. Since the project is not expected to induce population growth, no additional demand for parks and recreation facilities is expected. 7. Flood Control and Drainage: The operating portions of the Project Site where modifications and/or construction is proposed are designated Zone X by the FEMA, which means that it is an area determined to be an area of minimal flood hazard. Project construction activities would not result in physical changes in these designated areas. Therefore, the Project would not create or substantially increase risks from flooding. Project activities are not expected to result in the construction of additional impervious surfaces that would substantially alter existing drainage patterns. There are no streams, rivers or other natural drainages within the Project Site that would be impacted by the construction of new units or equipment. Stormwater and surface runoff within the Project Site are already treated within the existing wastewater treatment plant and managed under a NPDES permit. Construction activities are not expected to substantially alter drainage patterns to impede or redirect flood flows. Thus, the project is not expected to impact the flood control or drainage systems or facilities in the County. Page 15 of 43 C. Land Use Permit Findings 1. The project shall not be detrimental to the health, safety, and general welfare of the County. Project Finding: The EIR for the proposed Project identified significant impacts that cannot be fully mitigated to less-than-significant levels with implementation of identified mitigation measures. These significant and unavoidable impacts include marine biological resources, hazards, and hydrology and water quality related to marine vessel accidents, and air quality related to rail and vessel emissions outside the San Francisco Bay Area Air Basin. The County may only approve the Project with significant adverse environmental impacts that are not mitigated if the agency finds that specific economic, legal, social, technological or other considerations, including provision of employment opportunities for highly trained workers, make imposition of mitigation measures or Project alternatives infeasible (CEQA Guidelines Section 15091). When a public agency determines that a project will have significant and unavoidable effects, Public Resources Code section 21081(b) requires that the public agency make findings of overriding considerations to demonstrate that economic, legal, social, technological, or other benefits of the project outweigh the significant environmental effects of the project. Accordingly, the County has made the requisite findings of overriding consideration and has found that the potential benefits of the project do in fact outweigh the environmental impacts. The project’s benefits include providing jobs, improving air quality, reducing the amount of hazardous materials in the area, reduction in greenhouse gas emissions, and decrease energy (electricity and natural gas) demand at the facility. The EIR also identifies potentially significant impacts related to: construction-related air emissions; odor; marine and avian biological resources (non-spill related); cultural resources; seismicity; hazards; and tribal cultural resources. However, mitigation measures are identified for these impacts that ensure the Project will not cause a significant impact on the environment. The recommended mitigation measures are included within the Mitigation Monitoring and Reporting Plan, which describes the timing and responsible agency for monitoring compliance with all mitigation measures. The mitigation measures have also been incorporated into the recommended conditions of approval. Therefore, based on the forgoing, the Project will not be detrimental to health, safety, and general welfare of the County. The applicant has agreed to enter into a Community Benefits Agreement that provides financial support of workforce training and development and sustainability initiatives within Contra Costa County. This agreement directly supports the general welfare of the County and its residence through the commitment of one million dollars annually for a period of 10 years. As detailed in COA #32, the applicant is required to ensure the long-term reusability of the project site by implementing a Work Plan for the demolition and cleanup of the site. The condition requires the applicant to provide financial assurances for the removal of obsolete equipment and site remediation of hazardous materials. This assurance and Page 16 of 43 continued effort at cleaning up the site will ensure the project is not detrimental to the long-term health, safety, or general welfare of the County and its residents. 2. The project shall not adversely affect the orderly development within the County or the community. Project Finding: All elements of the Martinez Refinery Renewable Fuels Project would be located within the existing boundaries of the refinery property already developed for refining operations. The primary elements of the project will be within the portion of the lands designated for Heavy Industry use by the County General Plan and zoned Heavy Industrial (“H-I”) under the Contra Costa County Ordinance Code. Pursuant to these designations, refining and other manufacturing operations are allowed and are permitted uses, respectively. Based on the foregoing, the Project will not adversely affect the orderly development of property with the County. Condition of Approval #34 requires the applicant to ensure the long-term reusability of the project site by implementing a Work Plan for the demolition and cleanup of the site. The condition requires the applicant to provide financial assurances for the removal of obsolete equipment and site remediation of hazardous materials. This assurance and continued effort at cleaning up the site will ensure the project site is not burdened with obsolete equipment and hazardous materials that would prevent or hinder future development in the County. 3. The project shall not adversely affect the preservation of property values and the protection of the tax base within the County. Project Finding: The Refinery has operated as a facility for the production of petroleum- based fuels on the Project Site since its initial construction in 1913. The construction and operation of the project will result in the hiring of temporary and permanent employees at the refinery. Further, implementation of the Project will increase the assessed value of the refinery property, which would expand the County’s tax base. The repurposing of the existing refinery to a renewable fuels production facility allows for the continued operation of an existing industrial facility and associated jobs and tax revenue. Furthermore, the Project includes modifications to the Avon and Amorco MOTs to facilitate their use for receipt and distribution of renewable feedstocks and fuels, consistent with supporting economic viability of the County's existing ports, wharves and shipping lanes. Thus, the proposal will not adversely affect the preservation of property values and the protection of the tax base within the County. 4. The project as conditioned shall not adversely affect the policy and goals as set by the General Plan. Project Finding: The Refinery equipment and related structures and facilities are on lands designated by the County General Plan as Heavy Industry (HI). While the County has jurisdiction over the land occupied by the associated onshore Refinery, the County does not have jurisdiction over the Avon Terminal. Nonetheless, the County’s General Plan Page 17 of 43 assigns a land use designation of Water (WA) to the Avon MOT, as the waters offshore of unincorporated lands bear relation to the County’s long-term planning efforts. The pipeline between the Avon MOT and the Refinery is within a narrow strip of land designated as Open Space (OS). Pursuant to these designations, refining and other manufacturing operations are allowed and are permitted uses, respectively. The Contra Costa General Plan contains the following relevant policies related to the project. Countywide Polices Policy 3-30 A variety of appropriately-sized, well-located employment areas shall be planned in order that industrial and commercial activities can contribute to the continued economic welfare of the people of the county and to the stable economic and tax bases of the county and the various cities. As the industrial project is located in an industrially developed area of the County, it is consistent with this policy. Policy 3-42 Industrial development shall be concentrated in select locations adjacent to existing major transportation corridors and facilities. As the industrial project is located in an industrially developed area adjacent to major highways and waterway transportation in the County, it is consistent with this policy. Policy 3-43 Industrial employment centers shall be designed to be unobtrusive and harmonious with adjacent areas and development. As the industrial project is located in an industrially developed area of the County, it is consistent with this policy. Implementation Measure 3-b During project review, require that proposed uses on the edges of land use designations be evaluated to ensure compatibility with adjacent planned uses. As the industrial project is located in an industrially developed area of the County and is not proposing expansion, it is consistent with this policy. Implementation Measure 3-d Review proposed land development projects for consistency with land use designations and relevant policies and standards of each element of the General Plan. The project has been evaluated with the land use designations and standards of the General Plan. Policy 3-106 (Vine Hill/Pacheco Boulevard Area): The residential neighborhood east of I680 shall be buffered from the industrial/landfill-related uses. The project does not propose to expand the refinery use, thus the buffer shall remain. Fire Protection Polices Policy 7-58 Sheriff patrol beats shall be configured to assure minimum response times and efficient use of resources. No additional sheriff patrol services are expected since the refinery is an existing use. Page 18 of 43 Policy 7-62 The County shall strive to reach a maximum running time of 3 minutes and/or 1.5 miles from the first-due station, and a minimum of 3 firefighters to be maintained in all central business district (CBD), urban and suburban areas. Refinery operators maintain internal fire response teams and systems for the developed areas of the Refinery. On-site fire suppression systems include fire pumps, foam systems, firefighting engines and trucks, and fire hydrants spaced 200 feet apart in refining process areas and tank farms. As a supplemental fire protection resource, the Refinery and other Bay Area refineries and industrial facilities are members of the Petrochemical Mutual Aid Organization. CCCFPD has in prior years been called to respond to incidents at the Refinery. Policy 7-72 Special fire protection measures shall be required in high risk uses (e.g., midrise and high-rise buildings, and those developments in which hazardous materials are used and/or stored) as conditions of approval or else be available by the district prior to approval. Refinery operators maintain internal fire response teams and systems for the developed areas of the Refinery. On-site fire suppression systems include fire pumps, foam systems, firefighting engines and trucks, and fire hydrants spaced 200 feet apart in refining process areas and tank farms. As a supplemental fire protection resource, the Refinery and other Bay Area refineries and industrial facilities are members of the Petrochemical Mutual Aid Organization. CCCFPD has in prior years been called to respond to incidents at the Refinery. Policy 7-79 Local fire agencies shall be encouraged to identify and monitor uses involving the handling and storage of hazardous materials. As a supplemental fire protection resource, the Refinery and other Bay Area refineries and industrial facilities are members of the Petrochemical Mutual Aid Organization. CCCFPD has in prior years been called to respond to incidents at the Refinery. Policy 7-136 The environmental review process shall be utilized to monitor the ability of area schools to serve development. No increase in population is expected from the project, thus additional area schools would not be required to serve the project. Vegetation and Wildlife Policies 8-6 Significant trees, natural vegetation and wildlife populations generally shall be preserved. The project will not impact these resources. 8-9 Areas determined to contain significant ecological resources, particularly those containing endangered species, shall be maintained in their natural state and carefully regulated to the maximum legal extent. Acquisition of the most ecologically sensitive properties within the County by appropriate public agencies shall be encouraged. The environmental document evaluated ecological resources and identified mitigations that will mitigate impacts to them. 8-10 Any development located or proposed within significant ecological resource areas shall ensure that the resource is protected. Mitigation measures have been developed to protect ecological resources surrounding the site. Page 19 of 43 8-11 The County shall utilize performance criteria and standards which seek to regulate uses in and adjacent to significant ecological resource areas. Mitigation measures have been developed to protect ecological resources surrounding the site. 8-17 The ecological value of wetland areas, especially the salt marshes and tidelands of the bay and delta, shall be recognized. Existing wetlands in the County shall be identified and regulated. Restoration of degraded wetland areas shall be encouraged and supported wherever possible. Mitigation measures have been developed to protect wetland resources surrounding the site. 8-18 The filling and dredging of lagoons, estuaries, and bays which eliminate marshes and mud flats shall be allowed only for water-oriented projects. The project does not propose to dredge or fill waters in the County. Scenic Resources Policy 9-32 Major park lands shall be reserved to ensure that the present and future needs of the county's residents will be met and to preserve areas of natural beauty or historical interest for future generations. Apply the parks and recreation performance standards in the Growth Management Element. No population growth is expected from the implementation of the project, thus no additional park resources are needed. Policy 9-35 Regional-scale public access to scenic areas on the waterfront shall be protected and developed, and water-related recreation, such as fishing, boating, and picnicking, shall be provided. The project will not impact public access to scenic areas on the waterfront since the refinery is existing. 9-D To preserve and protect areas of identified high scenic value, where practical, and in accordance with the Land Use Element Map. The project will not expand into any scenic resources. 9-F To preserve the scenic qualities of the San Francisco Bay/Delta estuary system and the Sacramento-San Joaquin River/Delta shoreline. The project will not expend into scenic resources on the waterfront. All development is located within the existing refinery facility. 9-13 Providing public facilities for outdoor recreation should remain an important land use objective in the county, as a method of promoting high scenic quality, for air quality maintenance, and to enhance outdoor recreation opportunities of all residents. The industrial project on a developed industrial site will not impact access to outdoor recreation. 9-24 The appearance of the county shall be improved by eliminating negative features such as non-conforming signs and overhead utility lines, and by encouraging aesthetically designed facilities with adequate setbacks and landscaping. Project development is proposed within the existing refinery. Obsolete equipment will be removed, consistent with the policy. Page 20 of 43 9-25 Maintenance of the scenic waterways of the county shall be ensured through public protection of the marshes and riparian vegetation along the shorelines and delta levees, as otherwise specified in this Plan. The project will not expand into scenic areas as the development will take place on the developed portion of the industrial property. 9-27 Physical and visual public access to established scenic routes shall be protected. The project is located within an existing private industrial facility and will not block physical or visual public access. Implementation Measure 9-b Carefully study and review any development projects which would have the potential to degrade the scenic qualities of major significant ridges in the county or the bay and delta shoreline. The project is located within an existing industrial facility and will not further detriment the delta shoreline. Noise Polices Policy 11-1 establishes the acceptability of proposed new land uses within existing noise- impacted areas in accordance with the State of California General Plan Guidelines. The maximum exterior noise level considered to be “normally acceptable” for single-family residential uses is 60-dBA Ldn, and noise levels of up to 70-dBA Ldn are considered to be “conditionally acceptable.” The maximum exterior noise level considered to be “normally acceptable,” without condition, for industrial uses is 70-dBA Ldn. This policy does not apply to temporary noise levels, such as from construction. The project is not expected to create noises that would exceed thresholds within surrounding properties. Policy 11-8 states that construction activities shall be concentrated during the hours of the day that are not noise-sensitive for adjacent land uses and should be commissioned to occur during normal work hours of the day to provide relative quiet during the more sensitive evening and early morning periods. These limitations would be included as conditions of approval and the facility operates in an industrial area located away from other land uses. 5. The project shall not create a nuisance and/or enforcement problem within the neighborhood or community. Project Finding: The construction of the new equipment units would take place within the currently developed portions of the Project Site and are not expected to introduce nuisance sources. The EIR for the project included an assessment of the potential for the Project to cause a public nuisance by subjecting surrounding land uses (receptors) to objectionable odors. The primary source of odors from pre-Project operations are the treatment of sour gas streams, the Sulfur Recovery Unit (SRU), the Sulfuric Acid Plant (SAP), storage of crude oil and the wastewater treatment plant. The SRU, SAP, and crude oil storage would be shut down as part of this Project resulting in a reduction of odors. The wastewater treatment plant will be upgraded with a new Moving Bed Biological Reactor unit. Odors from wastewater are often created when treatment systems are under Page 21 of 43 designed or there is poor control of operational variables. The new wastewater treatment plant will have an equalization tank to provide a consistent feed to the plant creating fewer process swings and better control of process operating limits. The controls for chemical addition and outfall would be automated with updated technology that is more reliable. The combination of these upgrades will result in reduced odor from the wastewater treatment plant. Potential new sources of odor are the storage of renewable feedstock, including tallow. In order to determine the level of potential odor and whether controls would be needed, Marathon visited three facilities where fat, oils, and grease were stored. Noticeable odors were not observed at these facilities and odor control technologies used at these sites were incorporated into the design for this Project. Odor management controls including carbon canisters, nitrogen blanketing of storage tanks and a vapor recovery system would be used to reduce odors from the storage tanks and loading and unloading activities. An operational Odor Management Plan (OMP) will be developed and implemented, intended to become an integrated part of daily operations at the Facility and other sites, so as to prevent any objectionable offsite odors and effect diligent identification and remediation of any potential objectionable odors generated by the facility and associated sites. The Odor Management and Control Plan (OMCP) will include continuous evaluation of the overall system performance, identification of trends to provide an opportunity for improvements to the plan, and updating the odor management and control strategies, as necessary. The clean air strategy of the BAAQMD includes the preparation of plans for the attainment of ambient air quality standards, adoption and enforcement of rules and regulations concerning sources of air pollution, and issuance of permits for stationary sources of air pollution. The facility would implement control measures for emissions that would be incorporated into applicable permits issued by the BAAQMD and enforced by the district. Transportation conditions during construction were analyzed assuming the maximum number of construction trips. The traffic analysis in Section 3.14, Transportation, of the DEIR, is based on a construction schedule that presumes a total of 1,400 workers, most working day shifts. During construction, the number of truck trips would be estimated at between 60 and 310 trips per day, depending on timing and phasing. A number of trips would be used for deliveries and distribution of petroleum coke and products manufactured at the Refinery. Project truck trips would be scheduled to avoid peak travel times along major highways, and full road closures would not be expected. Due to the number of employees expected during Project construction, a short-term increase in vehicle trips and construction traffic would last for the duration of construction. The transportation impacts during Project construction would be less than significant. The Project would not require an increase in the number of workers required to operate the Refinery, and no long-term operational traffic impacts would be expected. Therefore, the proposal will not create a nuisance and/or enforcement problem within the neighborhood or community. Page 22 of 43 Condition of Approval #34 requires the applicant to ensure the long-term reusability of the project site by implementing a Work Plan for the demolition and cleanup of the site. The condition requires the applicant to provide financial assurances for the removal of obsolete equipment and site remediation of hazardous materials. This assurance and continued effort at cleaning up the site will ensure the project site does not become a nuisance and reduces the risk of hazardous materials impacting neighboring communities. 6. The project as conditioned shall not encourage marginal development within the neighborhood. Project Finding: The Martinez Refinery Renewable Fuels Project will be primarily located in areas zoned H-I under the County Ordinance Code and designated Heavy Industry in the County General Plan. The open waters of the Carquinez Strait and lower Suisun Bay are offshore to the north of the Project site. Onshore, undeveloped lands on and around the Project site include marsh habitats between open water and onshore facilities and ruderal/upland habitat onshore between the marsh habitat and developed lands. Developed lands in the immediate and general vicinity of the Project site include a variety of residential, commercial, industrial, and public uses. Just east of the Refinery and Avon MOT are several hundred acres of undeveloped marshlands. This area includes the Point Edith Wildlife Preserve, a 761-acre tidal area accessible to the public for wildlife viewing and hunting. The unincorporated residential community of Clyde is east of the Refinery’s on-site marshlands, on the opposite side of Port Chicago Highway from the Refinery’s eastern property line. The Contra Costa Water District’s Mallard Reservoir, and multiple complexes of light industrial warehouse buildings are also located east of the Project site. The refinery will not alter its use of the buffer zones. The proposal is intended to repurpose the existing refinery and would not expand development on the site. Therefore, it is not expected that the project would encourage marginal development within the neighborhood. 7. That special conditions or unique characteristics of the subject property and its location or surroundings are established. Project Finding: The Martinez refinery has existed in its present location for more than 100 years and is one of the few areas in the County suitable for the proposed project. The project areas are zoned Heavy Industrial District (H-I) by the County Ordinance Code. This designation allows a permitted use of oil refining and other manufacturing operations. The project will not result in any changes in the existing use of the refinery in that propane and butane are both already produced at the facility. Unique characteristics of the project have been reviewed in the EIR, including geologic characteristics described in the geotechnical investigation conducted by Hultgren-Tillis Engineers, the Biological Technical Report prepared by ERM Worldwide Group Ltd, and aesthetic characteristics identified in the project plans and satellite imagery. Any special conditions or unique characteristics have been fully evaluated and established. Marathon Martinez Refinery Renewable Fuels Project (County File CDLP20-02046) CONTRA COSTA COUNTY DEPARTMENT OF CONSERVATION AND DEVELOPMENT JOSEPH W. LAWLOR JR, AICP, PROJECT PLANNER CONTACT: JOSEPH.LAWLOR@DCD.CCOUNTY.US, 925-655-2872 1 Today’s Presentation 2 PROJECT BACKGROUND REVISED ENVIRONMENTAL IMPACT REPORT STAFF RECOMMENDATION Background 3 Review Timeline 4 Review Timeline 5 Project Overview 6 Project Site 7 150 Solano Way, Pacheco, CA Location 2,000-acre site 1,130 Acres Developed Refining Operations 870 Acres Undeveloped Marshlands and Grasslands Site Heavy Industry (HI), Water (WA), and Open Space (OS) Heavy Industrial District (H-I), Light Industrial District (L-I), and Railroad Corridor (-X) Combining District General Plan and Zoning 8 Marathon Martinez Refinery Renewable Fuels Project 9 Modifications and repurposing of the existing refinery facility to production of fuels from renewable sources including rendered fats, soybean and corn oil and other cooking or vegetable oils. Revised Environmental Impact Report 10 Statement of Decision and Peremptory Writ of Mandate 11 July 20, 2023, Statement of Decision concluded that the 2022 EIR was adequate on all counts, except only in its discussion and deferral of odor mitigation. In August 2024, County released for public comment a Draft REIR Pursuant to CEQA Guidelines Section 15088.5(f)(2), comments were limited to the revised chapters or sections of this Draft REIR Odor Mitigation 12 Superior Court concluded that only the discussion of odor mitigation measures was insufficient. The REIR provides new information regarding the Project’s odor mitigation that replaces those portions relating to Impact AQ-5 - Odor Prevention and Management Plan. Environmental Impacts Analysis 13 Potential new sources of odor associated with the Project are from organic vapors generated by the storage of renewable feedstock, including tallow. Mitigation Measure AQ-5 required that an operational Odor Management Plan be developed and implemented. The updated AQ-5 includes additional detailed actions. Staff Recommendation 14 151. CERTIFY that the Final Revised Environmental Impact Report for the Marathon Martinez Refinery Renewable Fuels Project (State Clearinghouse No. 2021020289) was completed in compliance with the California Environmental Quality Act (CEQA), was reviewed and considered by the Board of Supervisors in connection with project approval, was completed in compliance with the Contra Costa County Superior Court’s July 20, 2023 statement of decision and August 23, 2023 peremptory writ of mandate, and reflects the County’s independent judgment and analysis. 2. ADOPT the CEQA findings for the project. 3. ADOPT the Revised Mitigation Monitoring and Reporting Program for the project. 4. ACKNOWLEDGE that: the Board of Supervisors certified a final environmental impact report (the “2022 EIR”), adopted CEQA findings and statement of overriding considerations for the project, and approved the project when it approved the land use permit (CDLP#20-02046; the “LUP”) on May 3, 2022; the Superior Court only partially decertified the 2022 EIR, specifically limited to Chapter 4, Section 3.3 Air Quality, Mitigation Measure AQ-2 of the 2022 EIR, and the remaining portions of the 2022 EIR remain certified and valid; the CEQA findings unaffected by the REIR and the entirety of the statement of overriding considerations remain adopted; the Superior Court did not rescind, modify, or invalidate the LUP; and the LUP remains in effect. 5. DIRECT the Department of Conservation and Development to file a CEQA Notice of Determination with the County Clerk and the State Clearinghouse. 6. SPECIFY that the Department of Conservation and Development, located at 30 Muir Road, Martinez, CA, is the custodian of the documents and other material which constitute the record of proceedings upon which the decision of the Board of Supervisors is based. 7. AUTHORIZE the County Counsel, or designee, to file a return to the peremptory writ of mandate issued in Communities for a Better Environment, et al. v. County of Contra Costa, et al., Contra Costa County Superior Court Case No. N22-1091, and to request that the Court discharge the writ. Questions? 16 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:225-2589 Name: Status:Type:Discussion Item Passed File created:In control:1/23/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:CONSIDER accepting a report on a 2026 ballot measure to renew the County's Urban Limit Line and providing direction to staff. (John Kopchik, Conservation and Development Director) Attachments:1. Exhibit A - Updated Urban Limit Line Adjustments Map Series, 2. Exhibit B - Public Comments, 3. Exhibit C - Urban Limit Line PowerPoint Presentation, 4. Correspondence Received Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 2 Pass 5:0 To:Board of Supervisors From:John Kopchik, Director, Conservation and Development Report Title:Update on 2026 Urban Limit Line Ballot Measure ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT a report from the Conservation and Development Director on a 2026 ballot measure to renew the County's Urban Limit Line and 65/35 Land Preservation Plan Ordinance and PROVIDE direction to staff. FISCAL IMPACT: No fiscal impact currently. Department of Conservation and Development (DCD) staff time associated with preparing the ballot measure is covered entirely by the Land Development Fund. BACKGROUND: Brief History of the Urban Limit Line and 65/35 Land Preservation Plan Ordinance On November 6, 1990, Contra Costa County voters approved Measure C, the 65/35 Contra Costa County Land Preservation Plan Ordinance (the “65/35 Plan”), which established mechanisms aimed at containing urban sprawl and protecting resources like agricultural land and scenic ridges. The most significant and impactful of these mechanisms are the 65/35 Land Preservation Standard (the “65/35 Standard”) and Urban Limit Line (ULL). Pursuant to the 65/35 Standard, no more than 35 percent of the land in the county may be designated for urban uses (residential, commercial, industrial, etc.) in the General Plans of the County and 19 cities, and at least 65 percent must be designated for agriculture, open space, parks, and other non-urban uses. Meanwhile, the ULL establishes a regulatory boundary beyond which no urban land uses may be designated. Working in tandem, the 65/35 Standard and ULL limit the geographic extent of urban development across the county. Measure C was set to expire on December 31, 2010. On November 7, 2006, county voters approved Measure L, which carried forward most of the elements of Measure C while adding provisions for periodic ULL review and CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 15 powered by Legistar™ File #:25-2589,Version:2 establishing different processes for expanding the ULL by 30 acres or fewer and more than 30 acres. The provisions of Measure L are in effect through December 31, 2026. February 2025 Board of Supervisors Meeting On February 25, 2025, DCD staff made a presentation to the Board of Supervisors on a potential 2026 ballot measure to extend the ULL and 65/35 Plan. Topics discussed were: ·Contents of a proposed ballot measure. ·Effects of a County ULL ballot measure on cities. ·The relationship between a ULL ballot measure and the County’s 2045 General Plan and Ordinance Code. ·The term/duration of the ballot measure. ·Periodic ULL reviews. ·The process and findings for adjusting the ULL. ·Potential adjustments to the ULL map. ·The proposed schedule. These topics are revisited below. Staff is also providing additional information on the process for placing a measure on the ballot, results of public outreach since the February Board meeting, and the environmental review process. Summary of Recommended Components of the 2026 ULL Ballot Measure Staff recommends that the Board direct staff to prepare a ULL ballot measure that asks the voters of Contra Costa County to amend the Land Use Element of the 2045 General Plan and the 65/35 Contra Costa Land Preservation Plan Ordinance (County Ordinance Code Chapter 82-1) to: 1.Extend the term of the 65/35 Land Preservation Plan Ordinance and the County’s Urban Limit Line through December 31, 2051. 2.Modify the periodic ULL review requirements of the 65/35 Land Preservation Plan Ordinance to require review of the ULL boundary every eight (8) years for the purpose of aligning ULL reviews with Housing Element update cycles. 3.Modify the criteria and factors enumerated in the 65/35 Land Preservation Plan Ordinance for determining whether land should be considered for location outside the ULL to explicitly include undevelopable islands; lands with high or very high fire hazard risk; lands at risk of substantial inundation from flooding or sea level rise; lands with formal development restrictions such as certain easements or deeded development rights; and lands with inadequate urban infrastructure; and to make other non- substantive edits. 4.Retain, during the extended term of the 65/35 Land Preservation Plan Ordinance and the County’s ULL, the requirement for voter approval to expand the ULL by more than thirty (30) acres, except as specifically authorized in the 65/35 Land Preservation Plan Ordinance, and approved by the voters in the ballot measure, namely: a)The Board of Supervisors may, without subsequent voter approval, expand the ULL by more than thirty (30) acres within the Byron Airport Expansion Area based on a 4/5 vote of the Board of CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 15 powered by Legistar™ File #:25-2589,Version:2 Supervisors after holding a public hearing and making each of the following findings: i.That the expansion is occurring within the boundaries of the Byron Airport Expansion Area shown on the official ULL map contained in the Contra Costa County 2045 General Plan Land Use Element. ii.That the expansion is necessary to further the economic viability of Byron Airport and attain the County’s goals related to economic development. iii.That the expanded ULL area will accommodate uses directly linked to aeronautics, such as aviation research and development, aircraft manufacturing, and pilot/crew training. iv.That the expanded ULL area will not accommodate residential development, logistics/distributions centers, lodging, or any other type of development not directly associated with aeronautics except for minor ancillary uses necessary to support the airport workforce. 5.Retain in the General Plan and County Ordinance Code the requirement that a 4/5 vote of the Board of Supervisors is necessary to place a measure on the election ballot to expand the ULL boundary by more than thirty (30) acres through the year 2051. 6.Retain in the General Plan and County Ordinance Code the existing procedure for any change to the County’s ULL under thirty (30) acres based on a 4/5 vote of the Board of Supervisors after holding a public hearing and making at least one of seven findings, as prescribed in the General Plan and County Ordinance Code, based on substantial evidence in the record. 7.Modify the enumerated findings prescribed in the General Plan and County Ordinance Code required for a change to the County’s ULL to reflect a modified periodic ULL review, additional findings related to Byron Airport, and additional finding related to ULL contractions, and to make other non-substantive changes. 8.Retain the 65/35 standard for land preservation in Contra Costa County, whereby at least sixty-five (65) percent of the overall county land area will be retained for non-urban uses through the year 2051. 9.Retain the protections for the county’s prime agricultural land, specifically the area designated in the General Plan as the Agricultural Core by maintaining the 40-acre minimum parcel size and limiting uses to agricultural production or uses incidental to agricultural production. 10.Approve a new ULL Map for the General Plan (Figure LU-2 in the 2045 General Plan Land Use Element), which reflects the following changes: a)Moves 3,487 acres with significant development restrictions, such as ownership by government agencies or encumbrance with conservation or agricultural easements, outside the ULL. b)Moves 1,488 acres of buffer lands around subdivisions, cemeteries, and industrial facilities, outside the ULL. c)Moves 4,368 acres with significant development constraints, such as high fire hazards, steep slopes, and flood hazards, outside the ULL. d)Moves 873 acres outside the ULL and 923 acres inside the ULL to align the ULL with city limits. e)Moves 847 acres outside the ULL and 421 acres inside the ULL to simplify and improve understanding of the ULL along the county’s shoreline. CONTRA COSTA COUNTY Printed on 8/26/2025Page 3 of 15 powered by Legistar™ File #:25-2589,Version:2 f)Moves 130 acres occupied by existing development inside the ULL. g)Moves 129 acres inside the ULL to eliminate fragmentation in areas where various city annexations have left pockets of land remaining outside the ULL. Effects of County ULL Ballot Measure on Cities In February, staff reported its conclusion, based on review of city resolutions adopting the ULL, that the County’s ULL ballot measure would have no impact on the ULLs adopted by the 19 cities in the county. Staff forwarded the ULL materials from the February 25 Board meeting to the cities, made presentations to the City of San Ramon Open Space Advisory Committee (March 17), Contra Costa Planning Directors (April 11), Public Managers Association (May 8), and Brentwood City Council (May 27). Staff also consulted with staff and/or elected officials from the cities proximate to proposed ULL changes, namely the cities of Antioch, Brentwood, Martinez, Oakley, Pinole, Pittsburg, Pleasant Hill, Richmond, San Ramon, and Walnut Creek. Correspondence has been received from the cities of Brentwood and Oakley (included in Attachment B). No information has been submitted contesting staff’s initial conclusion that the 2026 ULL ballot measure would have no effect on the cities’ ULLs. Relationship Between the ULL Ballot Measure, 2045 General Plan, and County Ordinance Code In February, staff provided an overview of how the previous ULL ballot measures amended the Land Use Element of the County General Plan and County Ordinance Code Chapter 82-1, along with the consequences of failing to adopt a new ULL ballot measure in 2026. Here, once staff has prepared the proposed ballot measure based on Board direction, the Board would act by resolution to approve the ballot measure, including complete General Plan and ordinance language and the new ULL Map as they would appear in the measure and voter pamphlet, and direct the County Clerk to conduct the election on the measure pursuant to the California Elections Code. If approved by the voters, the amendments to the General Plan, Ordinance Code, and ULL Map would go into effect. The Board, itself, would not adopt the amendments to the General Plan or Ordinance Code. The significance of this distinction is process related. General Plan and zoning code amendments require public notification and a County Planning Commission (CPC) hearing where the CPC makes a recommendation to the Board of Supervisors. Those requirements do not apply when the amendments are enacted through a ballot measure. The Board’s action will be to place the measure on the ballot, not to adopt the amendments to the General Plan and Ordinance Code. Term/Duration of the Ballot Measure In February, staff recommended a term of at least 25 years for the 2026 ULL ballot measure (Measures C and L each had 20-year terms). Staff also indicated that another option would be to make the 65/35 Plan and ULL permanent. Following discussion, the Board appeared to favor a 25-year term, with the ballot measure expiring in 2051. Staff will proceed with drafting a 25-year ballot measure unless otherwise directed by the Board. Periodic ULL Reviews Measure L contains two provisions for reviewing the ULL: optional 5-year reviews and a mandatory mid-term (year 2016) review. The 2016 mid-term review, conducted in cooperation with the cities, demonstrated ample development capacity within the ULL through 2036. Furthermore, the County’s 2045 General Plan, adopted by the Board in November 2024, provides substantial development capacity in the unincorporated areas through its urban land use designations. The General Plan EIR analyzed the impacts of developing 23,200 residential units, 1.2 million square feet of commercial space, and 5 million square feet of industrial space on vacant and underutilized land inside the ULL through the General Plan’s 2045 horizon year. Given the considerable development capacity known to exist within the ULL, in February, staff recommended that the 2026 ballot measure align ULL reviews with the State-mandated Housing Element update cycle, which requires a housing CONTRA COSTA COUNTY Printed on 8/26/2025Page 4 of 15 powered by Legistar™ File #:25-2589,Version:2 capacity analysis every eight years. Doing so would result in three ULL reviews over a 25-year term. Following discussion, the Board appeared to support the concept of aligning ULL reviews with the Housing Element cycle. Staff will proceed with drafting a ballot measure that aligns ULL reviews with the County’s Housing Element update cycle unless otherwise directed by the Board. Process and Findings for Adjusting the ULL The County processes proposals to adjust the ULL as General Plan Amendments (GPAs), making them subject to State and County statutes and policies governing such applications. Requests to expand the ULL are also subject to supplemental procedures specified in Measure L. Adoption of a ULL expansion of 30 or fewer acres requires a 4/5 vote of the Board of Supervisors (whereas other GPAs require a simple majority) after making one or more of seven findings enumerated in Measure L. Adoption of a ULL expansion exceeding 30 acres requires a 4/5 vote of the Board after making one or more of the seven findings, plus countywide voter approval. Staff notes that an expansion exceeding 30 acres has never occurred. Below are the seven existing findings to change the ULL, each followed by staff’s rationale for how they may be revised in the future ballot measure: 1)A natural or man-made disaster or public emergency has occurred which warrants the provision of housing and/or other community needs within land located outside the ULL. Rationale for revising: Text could be streamlined and modernized. For example, “man-made” could be replaced with “human-made” consistent with the Board’s recently adopted policy on gender-specific pronouns in County documents. 2)An objective study has determined that the ULL is preventing the County from providing its fair share of affordable housing or regional housing as required by State law, and the Board of Supervisors finds that a change to the ULL is necessary and the only feasible means to enable the County to meet these requirements of State law. Rationale for revising: Text could be streamlined and modernized. For example, “fair share of affordable or regional housing” could be replaced with “Regional Housing Needs Allocation (RHNA),” the accurate term for the housing that’s described. This finding could also be revised to incorporate the Board’s direction to align ULL reviews with the Housing Element cycle. 3)A majority of the cities that are party to a preservation agreement and the County have approved a change to the ULL affecting all or any portion of the land covered by the preservation agreement. Rationale for revising: Intent could be clarified by specifying a preservation agreement must include interjurisdictional agreement on growth boundaries and a city affected the proposed ULL change must be a party. 4)A minor change to the ULL will more accurately reflect topographical characteristics or legal boundaries. Rationale for revising: There is no pressing need to revise this finding. 5)An objective study has determined that a change to the ULL is necessary or desirable to further the economic viability of the East Contra Costa County Airport, and either mitigate adverse aviation related environmental or community impacts attributable to Buchanan Field, or further the County’s aviation- related needs. CONTRA COSTA COUNTY Printed on 8/26/2025Page 5 of 15 powered by Legistar™ File #:25-2589,Version:2 Rationale for revising: This finding could be replaced entirely depending on the Board’s final direction regarding adjustment of the ULL around Byron Airport. See the section above summarizing the recommended components of the ballot measure, including proposed findings for a Byon Airport expansion. 6)A change is required to conform to applicable California or federal law. Rationale for revising: There is no apparent need to revise this finding. 7)A five-year cyclical review of the ULL has determined, based on the criteria and factors for establishing the ULL set forth above, that new information is available (from city or County growth management studies or otherwise) or circumstances have changed, warranting a change to the ULL. Rationale for revising: This finding could be deleted entirely. Five-year cyclical reviews will not occur if ULL reviews are aligned with the Housing Element cycle. Alternatively, it may be useful to retain the portion of this finding that allows for the ULL to be changed based on availability of “new information” or “change in circumstances.” For example, if an area was placed outside the ULL because it was mapped as a High Fire Hazard Severity Zone, but the hazard severity was later downgraded, then it might be appropriate to adjust the ULL in that location. Staff notes that Measure L (and therefore the General Plan and County Ordinance Code) does not expressly address the process for ULL contractions. The Measure L text broadly states that “changes” to the ULL require a 4/5 vote of the Board after making one or more of the seven findings, and although the findings also refer to “changes” to the ULL, the wording is suggestive of expansions and not contractions. Moreover, the requirement in Measure L for subsequent voter approval is specific to expansions of the ULL by more than 30 acres and does not refer to contractions. While the voter approval requirement does not apply to contractions, staff believes that clarifying this will benefit the public and decision-makers. Staff recommends that the future ballot measure contain language addressing contractions. Specifically, staff recommends the ballot measure include language clarifying that contractions of any acreage may be approved only by a 4/5 vote of the Board after making an appropriate finding based on substantial evidence in the record. Appropriate findings may include that: (i) the contraction will more accurately reflect topographical characteristics or legal boundaries; (ii) the contraction is approved by a majority of cities that are party to a preservation agreement; (iii) based on a periodic review, new information is available or circumstances have changed warranting the contraction; (iv) the contraction would more accurately reflect hazards or an area’s protection/conservation status; (v) the contraction is required to conform to applicable California or federal law; or (vi) the contraction would limit urban sprawl or protect resources. Potential Adjustment to the Urban Limit Line Map In February, staff presented a comprehensive series of draft maps depicting potential ULL contractions and expansions for the Board’s consideration. Following review of public comments received since February and a re-examination of the maps, staff recommends several additional adjustments resulting in the following acreage changes: February 2025 June 2025 Difference Contractions 10,787 11,063 +276 Expansions 1,634 1,603 -31 Net Acres of Contraction 9,153 9,460 +307 Not included is the approximately 500-acre Byron Airport Study Area expansion described below. CONTRA COSTA COUNTY Printed on 8/26/2025Page 6 of 15 powered by Legistar™ File #:25-2589,Version:2 Exhibit A is an updated map series reflecting the additional ULL adjustments (all acreage changes in parentheses are relative to the February 2025 maps). The changes appear in Figures 2-8 and Tiles A, D, E, G, and K. Potential adjustments are categorized as follows (more detailed descriptions of these categories were provided in staff’s February 25 report to the Board): ULL Contractions a)Restricted Development, 3,487 acres (+254 acres). These contractions would move outside the ULL land with permanent development restrictions. This acreage increase results from staff’s identification of land encumbered by a scenic easement in the Tassajara Valley and transfer of a 25-acre parcel south of Antioch from the Constraints category because it is encumbered by a conservation easement. b)Buffers, 1,488 acres (no change). These contractions would move outside the ULL land set aside as buffers around subdivisions, cemeteries, and industrial facilities (e.g., refineries and quarries). c)Constraints, 4,368 acres (-25 acres). These contractions move outside the ULL land with development constraints such as steep slopes, high or very high fire hazards, flood hazards, high quality agricultural soil, access issues/isolation, or lack of access to utilities. These lands are inappropriate for urban development. The reason for this acreage decrease is described above. d)Align with City Limits, 873 acres (-15 acres). These contractions move the ULL inward to align with the incorporated limits of several cities. This acreage decrease results from an unincorporated parcel adjacent to Pittsburg being part of a development proposal that includes annexation of the parcel to the city. e)Shoreline Simplification, 847 acres (+62 acres). These contractions smooth out the ULL along the shoreline and place undevelopable islands in San Pablo Bay and the Delta outside the ULL. This acreage increase results from adjusting the ULL to exclude a sandbar and water in San Francisco Bay near the West County Landfill. ULL Expansions a)Existing Development, 130 acres (-1 acre). These expansions would bring inside the ULL certain properties already developed with homes, businesses, a sports facility, and a former fire station. This acreage decrease results from correcting an overlap with a proposed contraction off Camino Tassajara. b)Improved Clarity, 129 acres (-30 acres). These expansions eliminate existing fragments or holes in the ULL that were created when land was annexed to cities, and new fragments that would be created by other recommended expansions and contractions. These expansions also eliminate instances where the ULL unnecessarily splits parcels. This acreage decrease results from staff proposing to leave more of the Stonegate HOA common area in Alamo outside the ULL. c)Align with City Limits, 923 acres (no change). These expansions move the ULL outward to align with the incorporated limits of several cities. d)Shoreline Simplification, 421 acres (no change). These expansions smooth out the ULL along the shoreline. e)Byron Airport Study Area, approximately 500 acres (no change). This expansion involves land between the airport and Byron Highway and is the only expansion contemplated as a precursor to potential future development. CONTRA COSTA COUNTY Printed on 8/26/2025Page 7 of 15 powered by Legistar™ File #:25-2589,Version:2 Staff reiterates that the recommended expansions do not approve new development. Moving land inside the ULL makes conversion to urban use a possibility if it hasn’t already occurred. Subsequent GPAs would be required to change non-urban land use designations to urban in support of more intense development. These GPAs could be adopted only if the Board found them to be consistent with the goals and policies of the General Plan, and after the required environmental review is conducted under the California Environmental Quality Act. Byron Airport Study Area In February, staff presented two options for expanding the ULL to the east/northeast of Byron Airport to advance the airport’s capacity as a job center and economic engine. The potential expansion area, approximately 500 acres, lies between the airport and Byron Highway and consists mainly of generally poor agricultural land; approximately 39 acres are developed with light industrial uses and a solar energy facility. The area is flat, within the State Route (SR) 239 corridor being planned by Caltrans and the Contra Costa Transportation Authority (CCTA), and not a conservation priority under the East Contra Costa County Habitat Conservation Plan/Natural Community Conservation Plan. The first option is to include the expansion on the ULL map that will be part of the ballot measure. If the voters passed the measure, then the ULL expansion illustrated on the map would take effect immediately. The second option is for the ballot measure’s ULL map to show an area of maximum possible expansion with accompanying language authorizing the Board to move the ULL within and up to the boundary of that area in the future. Because expansion ultimately could exceed 30 acres, the ballot measure would indicate that its adoption by the voters satisfied the requirement for a countywide vote to adopt a ULL expansion exceeding 30 acres. The ballot measure would also include findings limiting uses within the expansion area to aeronautical uses that benefit from proximity to the airport, such as aviation research and development and aircraft manufacturing. Staff indicated in February that the second option has advantages. First, the County has not been approached with a proposal for aviation development on the land in the expansion area, so there is no immediate pressure to move the ULL. Second, the SR 239 alignment has not been finalized and that could affect the ideal location of the ULL boundary. Finally, deferring ULL expansion until needed guards against real estate speculation. Staff recommends the second option and seeks Board direction to proceed with incorporating that option into the ballot measure. Factors for Determining Whether Land is Inside or Outside the ULL Measures L contains the “criteria and factors for determining whether land should be considered for location outside the ULL.” The criteria and factors, listed below, were added to the General Plan and County Ordinance Code through Measure L’s adoption: a)Land which qualifies for rating as Class I and Class II in the Soil Conservation Service Land Use Capability Classification. b)Open space, parks, and other recreation areas. c)Lands with slopes in excess of 26 percent. d)Wetlands. e)Other areas not appropriate for urban growth because of physical unsuitability for development, unstable geological conditions, inadequate water availability, the lack of appropriate infrastructure, distance from existing development, likelihood of substantial environmental damage or substantial injury CONTRA COSTA COUNTY Printed on 8/26/2025Page 8 of 15 powered by Legistar™ File #:25-2589,Version:2 to fish or wildlife or their habitat, and other similar factors. While criterion e) is broad and functions as a sort of “catch all,” staff nonetheless recommends updating these criteria to reflect contemporary considerations. Fire hazards and sea level rise, for example, are significantly greater concerns than when Measure L was drafted and should be called out explicitly. Staff recommends modifying the list of criteria and factors as follows: a)Lands which qualify for rating as Class I and Class II in the Soil Conservation Service Land Use Capability Classification. b)Lands designated as High or Very High Fire Hazard Severity Zones on maps published by the California Department of Forestry and Fire Protection. c)Lands with slopes exceeding 26 percent. d)Lands at risk from substantial inundation due to flooding or anticipated sea level rise. e)Lands with formal development restrictions such as agricultural, conservation, or scenic easements or deeded development rights. f)Open space, parks, and other recreation areas. g)Wetlands and undevelopable islands. h)Areas with inadequate water, sewer, and roadway infrastructure. i)Other areas not appropriate for urban growth because of separation from existing development, unstable geologic conditions, likelihood of substantial environmental damage or substantial injury to fish or wildlife or their habitat, and other similar factors rendering the land physically unsuitable for intense development. Outreach and Public Comment In February the Board directed staff to conduct public outreach. Staff forwarded the materials from the February Board meeting to all 13 Municipal Advisory Councils (MACs) and presented to the Alamo, Bethel Island, Byron, East Richmond Heights, El Sobrante, Knightsen, and Pacheco MACs at their request. No formal comments were received from any MAC. As indicated above, staff forwarded the materials from the February Board meeting to all 19 cities in the county, made presentations to city officials, and consulted with staff and/or elected officials from seven cities. Formal comments were received from the cities of Brentwood and Oakley indicating their support for the proposed ULL adjustments in the vicinity of their cities. No other formal comments from cities have been received. Staff met with staff from the Delta Stewardship Council and CCTA. Neither agency submitted formal comments. On May 14 the CPC conducted a study session on the ULL. The CPC took public testimony and did not recommend changes to the draft ULL maps presented to the Board in February. Finally, staff is using the Envision Contra Costa website and mailing list, which has over 1,200 subscribers representing a wide range of interests, to inform the public of Board meetings and publication of documents CONTRA COSTA COUNTY Printed on 8/26/2025Page 9 of 15 powered by Legistar™ File #:25-2589,Version:2 related to the ballot measure. Public Comments Twenty-one letters and emails were received between February 25 and June 4 (all are included in Exhibit B for the Board’s consideration). This correspondence falls into two broad categories: general comments and requests related to specific ULL adjustments. General comments were submitted by: Blake, Juliet Joffe, Marc City of Brentwood Bristow, Patricia Jordan, John City of Oakley Gonzelez, John Logue, Gretchen Contra Costa Water District Grover, Cheryll Nisen, Mike The above correspondence provides information, observations, opinions, and questions. Requests related to specific ULL adjustments were submitted by: Allison, Charlotte Mathias, Erin Environmental Coalition Cort, Robert Moita Family (Moita)Save Mt. Diablo Hempfling, Karl Moita Family (Kennedy) Jensen, Carol Nijjar, Jasbir Summaries of the requests and staff responses are provided below. ·Charlotte Allison (letter submitted by Moita and Moita, LLP). Ms. Allison owns two parcels totaling approximately 18 acres in Byron. Both parcels currently are split by the ULL and staff has recommended moving them entirely inside the ULL. Ms. Allison supports inclusion of her property inside the ULL and requested that the County also include a GPA and rezoning of her property in the ballot measure to support future residential development. Response: No parcels will have their General Plan land use designation or zoning changed by the ballot measure. ·Robert Cort (letter submitted by Moita and Moita, LLP). Mr. Cort owns the 201-acre Byron Hot Springs property north of Byron Airport. The western portion of the property, approximately 72 acres, is inside the ULL. In February staff recommended that this portion of the property be moved outside the ULL. Mr. Cort requests that it remain inside the ULL. Response: Staff does not recommend retaining the western portion of the Byron Hot Springs property inside the ULL. The property is in a High Fire Hazard Severity Zone in the State Responsibility Area (SRA) as designated by CalFire. The 2045 General Plan discourages residential density increases in High Fire Hazard Severity Zones in the SRA (General Plan Health and Safety Element policy HS-P7.1) unless there is a compelling reason to allow them. Most of the property inside the ULL also lies within Byron Airport Safety Zones 2 and 3, which restrict development to the following maximums: Safety Zone 2 Residential Density: 1 unit/10 acres maximum Nonresidential Intensity: 40 people/acre sitewide average; 80 people/single acre Safety Zone 3 CONTRA COSTA COUNTY Printed on 8/26/2025Page 10 of 15 powered by Legistar™ File #:25-2589,Version:2 Residential Density: 1 unit/5 acres maximum Nonresidential Intensity: 70 people/acre sitewide average; 210 people/single acre The Safety Zone limits on residential density are consistent with the General Plan’s Agricultural Lands land use designation, a non-urban designation that establishes a maximum density of 1 unit/10 acres. The Safety Zones do not preclude nonresidential development at urban intensities. However, urban services (water and sewer) to support such development are neither available nor planned in the area. Finally, the area in question is an isolated ULL fragment. Between Byron Hot Springs and Byron Airport are conserved parcels that serve as a permanent conservation bank for special status species or as permanent habitat mitigation for impact associated with construction of the airport. These parcels prevent contiguous urban development from the airport to the portion of Byron Hot Springs that is inside the ULL, meaning any urban development occurring at the Byron Hot Springs property would be stand-alone and disconnected from other existing or planned urban uses. Separation from other developed areas is a justification for moving land outside the ULL. ·Karl Hempfling. Mr. Hempfling owns two parcels totaling approximately 3.8 acres off Briones Road in the Alhambra Valley area. Mr. Hempfling requested that they be moved inside the ULL. Response: Staff does not recommend moving Mr. Hempfling’s parcels inside the ULL. Mr. Hempfling met briefly with staff and followed up with an email requesting inclusion of his parcels inside the ULL. Staff requested further explanation of the request and received no response. The parcels are already developed and located in a High Fire Hazard Severity Zone. ·Carol Jensen. Ms. Jensen requests that the ULL be moved east to include the previously developed portion of Byron Hot Springs, which includes the historic hotel. Response: In staff’s opinion there is no need to move the ULL as Ms. Jensen requests. Policy 5 in the Byron Community Profile (within the General Plan Stronger Communities Element) states: Encourage reuse of the previously developed portion of the Byron Hot Springs property in a way that is compatible with operations at Byron Airport, rehabilitates historic buildings, attracts regional tourists, and is not growth inducing. The County has long acknowledged Byron Hot Springs as unique. This policy encourages restoration of the historic hotel and, because of the site’s uniqueness, could allow for uses that normally may not be permissible outside the ULL. ·Erin Mathias. Ms. Mathias requested that properties she owns on Sellers Avenue near Oakley and Camino Tassajara near San Ramon remain outside the ULL. Response: Neither of Ms. Mathias’s properties was proposed to be moved inside the ULL on the February draft ULL maps. Both properties will remain outside the ULL. ·Moita Family (letters submitted by Moita and Moita, LLP and Dana Kennedy, Miller Starr Regalia). The Moita family owns approximately 164 acres off Marsh Creek Road along the eastern limit of the City of Clayton. Most of the property, approximately 151 acres, is outside the ULL. Approximately 54 acres are within Clayton’s Sphere of Influence. In February staff recommended that the remaining portion of the property that is inside the ULL, approximately 13 acres, be moved outside the ULL. The Moita Family requests that the family’s entire property, approximately 164 acres, be moved inside the CONTRA COSTA COUNTY Printed on 8/26/2025Page 11 of 15 powered by Legistar™ File #:25-2589,Version:2 ULL to support development of up to 103 large-lot single-family homes. Response: Staff does not recommend retaining the Moita property inside the ULL. The residential development the letters reference is envisioned in the Marsh Creek Road Specific Plan adopted by the City of Clayton in 1995. Specific Plan policy IM-8 states, “The City shall petition LAFCO to amend its Sphere of Influence to include the Specific Plan area shown in Figure 6,” and policy IM-9 states, “All development under this Specific Plan shall occur under the jurisdiction of the City of Clayton.” Most of the Moita property is outside the city’s ULL (the city adopted the County’s 2006 ULL, so the portion of the property the County is proposing to move outside its ULL is also within the city’s ULL). To staff’s knowledge, the city has never attempted to bring the Moita property entirely inside its ULL or Sphere of Influence. Conversely, Figure 3 of the Growth Management Element of the city’s General Plan illustrates areas proposed for removal from the city’s Sphere of Influence, including the portion of the Moita property outside the ULL. Specific Plan policy IM-12 recommends that the Specific Plan policies be applied in the unincorporated county, but the County’s 2045 General Plan is the controlling land use policy document. The County General Plan addresses the types of development constraints that exist on the Moita property. The entire property is in a Very High Fire Hazard Severity Zone in the SRA. General Plan policy HS-P7.1 instructs County decision-makers to deny entitlements for projects creating additional residential units (i.e., units not allowed by-right) in Very High Fire Hazard Severity Zones in the SRA. Any application for a GPA, rezoning, subdivision, or development plan to increase residential density therefore should be denied. General Plan policy HS-P11.5 prohibits development on slopes of 26 percent or greater (with exceptions for infrastructure projects and development of existing legal lots where no feasible alternatives exist) and discourages development on slopes exceeding 15 percent. The County’s geographic information system slope percentage map, which was created from source data obtained using Light Detection and Ranging (LiDAR) technology, shows that approximately 77 percent of the Moita property exceeds 26 percent slope and approximately 17 percent of the remaining acreage has a slope of 15 percent or greater. Policy HS-P11.5 therefore is applicable to approximately 94 percent of the property. Finally, the property is rich in biological resources that the General Plan aims to protect through policies in the Conservation, Open Space, and Working Lands Element. The combination of fire hazard, slope, and biological sensitivity justify the entire property’s exclusion from the ULL to preclude development at urban intensities. ·Jasbir Naijjar: Mr. Nijjar owns two parcels totaling approximately 353.7 acres along State Route 4 south of Discovery Bay. Mr. Nijjar requests that his entire property be moved inside the ULL to allow for development “as primarily an industrial job center.” Mr. Nijjar submitted a draft agreement outlining various contributions to the County, EBRPD, and charitable causes in exchange for moving his land inside the ULL. Response: Staff does not recommend moving Mr. Nijjar’s parcels inside the ULL. Sufficient land exists inside the ULL in East County to accommodate anticipated job growth. ·Environmental Coalition (consisting of Greenbelt Alliance, 350 Contra Costa Action, Contra Costa County Climate Leaders, and other organizations and individuals). The Environmental Coalition’s letter generally supports the draft ULL adjustments staff proposed in February. Areas of concern are Byron Airport and the Tassajara Parks project. The letter in part states the following regarding Byron Airport: We understand the value of long-term economic development but want to ensure that there is no way the Byron Airport area could trigger sprawl. The region surrounding the Byron Airport, especially with discussions around economic zones, poses a major risk of CONTRA COSTA COUNTY Printed on 8/26/2025Page 12 of 15 powered by Legistar™ File #:25-2589,Version:2 sprawl. Any infrastructure or policy changes in this area must explicitly rule out housing, distribution centers and tourism under the guise of “economic opportunity.”We implore the county to be extremely specific around what is defined by “airport use” so as to avoid cargo distribution centers and the like. Regarding the Tassajara Parks Project, the letter in part states: For Tassajara Parks, we believe that the line has been mistakenly drawn to indicate that this project is moving forward, however since the court determined that the movement of the line is conditional on the full approval of the Tassajara Parks Project, the Preservation Agreement, and the dedication of certain acreage on the protected side of the line, to East Bay Parks - none of which has occurred. The County has yet to legally establish all these necessary criteria for line movement, therefore the ULL should remain in its original position. Please see the letter in attachment A for more information. By “original position,” the Environmental Coalition is referring to the ULL location prior to the Tassajara Parks approval in 2021. Attachment A to the Coalition’s letter is a letter authored by Jessica Blome of Greenfire Law, PC, providing a more detailed explanation of the Coalition’s position. Ms. Blome’s letter concludes with: The court’s final judgment did not expand the ULL. Staff’s desire to now expand the ULL to accommodate the acreage desired for the Tassajara Parks Project during the 2026 voter-approval process must be understood for what it is-an effort to expand the ULL by voter-approval so that the developer may build Tassajara Parks. But the Tassajara Parks Project may not move forward; indeed, the developer may elect not to proceed with the Project, the Board of Supervisors may vote it down for a variety of reasons, and the East Bay Municipal District may hold-fast to its prior decision to decline water service to the Project. Voters must demand that the County transparently tell the public that the impact of its 2026 ULL maps includes preemptive, unnecessary expansion of the ULL to accommodate the conversion of cherished open space into a residential subdivision. The public deserves this critical information, so they can make informed decisions about whether to support staff’s 2026 maps. Moreover, greenspace advocates must demand that the County require the Tassajara Agreement in exchange for Tassajara Parks Project approval, even if voters approve the 2026 maps with the Tassajara Parks acreage expansion. If voters approve the expansion as a part of the 2026 ULL vote without this commitment, the County could approve the Tassajara Parks Project without the Tassajara Agreement. Response: Regarding Byron Airport, staff agrees that expanding the ULL in the vicinity of the airport should not lead to sprawl. Staff has drafted findings that may address the Environmental Coalition’s concerns (see the summary of recommended components of the ballot measure). Regarding the Tassajara Parks Project, the Superior Court ordered the County to set aside the project approvals and decertify the environmental impact report for the project. However, the Court found that the 30-acre modification to the ULL and the Tassajara Agreement were severable from the remainder of the Tassajara Parks Project and left those County approvals in place. Specifically, the County was ordered to set aside and vacate all Tassajara Parks Project-related approvals, “with the exception of (a) the expansion of the 30-acre expansion of the Urban Limit Line (ULL) under Contra Costa County Code section 82-1 .018(a)(3), to the extent that approval of the expansion of the ULL merely extends the ULL by 30 acres not limited by or to the Project's residential development of 125 homes under the CONTRA COSTA COUNTY Printed on 8/26/2025Page 13 of 15 powered by Legistar™ File #:25-2589,Version:2 Development Agreement, and (b) the approval of the Tassajara Agreement related to the 30-acre expansion of the ULL under CCC Code section 82-1.018(a)(3).” The County’s action in response to the Court order rescinded the Project approvals (i.e., the GPA, rezoning, subdivision, development plan, and development agreement), but did not rescind the 30-acre modification to the ULL. Documentation of this County action was submitted to and accepted by the Court. The ULL, as illustrated in detail on Tile D in Attachment A, is in the correct location. ·Save Mt. Diablo (SMD). SMD’s letter generally supports the draft ULL adjustments staff proposed in February. Areas of concern are Byron Airport and the Tassajara Parks Project. The letter in part states the following regarding Byron Airport: As long as the possibility of residential development is excluded, and care is taken that development in this area is consistent with the County General Plan and Climate Action Plan, the County staff proposal for the area east of Byron Airport is reasonable. We are obviously supportive of adjusting the ULL to exclude sensitive open space lands to the north, west and south of the airport. Regarding the Tassajara Parks Project, the letter in part states: The County Board of Supervisors fulfilled all requirements, including the creation of the Tassajara Valley Agricultural Preserve, to adjust the ULL by 30-acres to accommodate the development footprint of the project. While the Board also separately approved the Tassajara Parks project itself in the summer of 2021, a lawsuit was filed against the project approval, and a subsequent ruling in 2023 vacated that approval pending further analysis of water supply issues. In so much as these actions are relevant to the current County ULL renewal, we agree with County staff that the 30-acre adjustment made several years ago stands and the current County ULL includes what was the planned Tassajara Parks development footprint within it. We are pleased that the Tassajara Valley now and in the future has a double layer of protection: the ULL (assuming it is renewed) and the Agricultural Preserve. Response: See responses to the Environmental Coalition letter above. California Environmental Quality Act (CEQA) Compliance The Board’s action to approve a ULL ballot measure and placing the measure on an election ballot is a project subject to the requirements of CEQA. Staff estimates completion of the CEQA review within approximately 60 -90 days following direction from the Board on how to proceed with the various ballot measure components that remain unresolved. Project Schedule The 2026 Primary Election is scheduled for June 2, 2026, with the General Election scheduled for November 3, 2026. In February, the Board indicated its intent for the ULL ballot measure to appear on the 2026 Primary Election ballot and directed DCD to make every effort to bring the ballot measure back to the Board for final action in 2025. The remaining process is as follows: ·July/August 2025: Publish CEQA document for a 45-day public review period. ·October/November 2025: Board to consider approving final ballot measure language, directing the CONTRA COSTA COUNTY Printed on 8/26/2025Page 14 of 15 powered by Legistar™ File #:25-2589,Version:2 County Clerk place the measure on the 2026 Primary Election ballot, and taking related actions including actions to comply with the California Environmental Quality Act. Pursuant to the California Elections Code, the Board must submit the ballot measure to the County Clerk no fewer than 88 days prior to the June 2026 Primary Election, making Friday, March 6, 2026, the deadline for submission of the measure. CONSEQUENCE OF NEGATIVE ACTION: Staff would not receive direction from the Board on how to proceed with preparation of a 2026 ULL ballot measure. CONTRA COSTA COUNTY Printed on 8/26/2025Page 15 of 15 powered by Legistar™ EXHIBIT A UPDATED URBAN LIMIT LINE ADJUSTMENTS MAP SERIES AR SR E R H CCC SM TH NR KNS RO SP BI BV AV MV RV CH AL KNT NG DB VH PA BP CL DI CT BY PC NC MM ES SS PM ES CR BL RW }ÿ160 }ÿ4 }ÿ242 }ÿ4 }ÿ4}ÿ24 }ÿ4 §¨¦80 567J4 §¨¦680 §¨¦580 §¨¦680 }ÿ4 }ÿ4 §¨¦680 §¨¦80 }ÿ4 Carquinez Strait San Joaquin River OldRiver San Pablo Reservoir Briones Reser voir Clifton Court Forebay Big Break Franks Tract San Pablo Bay SanLeandroReservoir San Francisco Bay Suisun Bay Los Vaqueros Reser voir Old River C E R R I T O PA B L O M A R T I N E Z P L E A S A N T H I L L C L AY T O N P I T T S B U R G A N T I O C H O A K L E Y B R E N T W O O D S A N E L R I C H M O N D C O N C O R D L A F AY E T T EORINDA M O R A G A D A N V I L L E S A N R A M O N WA L N U T C R E E K H E R C U L E S P I N O L E Browns Island Winter Island Jersey Island Bradford Island Webb Tract Quimby Island Holland Tract Veale Tract Palm TractBixler Tract Orwood Tract Agricultural Core Byron Tract Coney Island Byron Airport Marsh Creek Bollinger Canyon Briones Franklin Canyon Canyon Morgan Territory Mount Diablo Tassajara Valley 0 5 102.5 Miles ° - North Richmond - Pacheco - Parkmead - Port Costa - Reliez Valley - Rodeo - Rollingwood - San Miguel - Sandmound Slough - Saranap - Shell Ridge - Tara Hills - Vine Hill NR PA PM PC RV RO RW SM SS SP SR TH VH - Diablo - Discovery Bay - East Richmond Heights - El Sobrante - Kensington - Knightsen - Montalvin Manor - Mountain View - Norris Canyon - North Gate DI DB ERH ES KNS KNT MM MV NC NG - Bethel Island - Blackhawk - Byron - Camino Tassajara - Castle Hill - Clyde - Contra Costa Centre - Crockett BI BL BY CT CH CL CCC CR - Acalanes Ridge - Alamo - Alhambra Valley - Bayview - Bay Point AR AL AV BV BP City Limits Current County Urban Limit Line Figure 1: Current C ounty Urban Limit Line June 24th, 2025 Unincorporated County Inside County ULL Outside County ULL Incorporated Cities Inside County ULL Outside County ULL AR SR E R H CCC SM TH NR KNS RO SP BI BV AV MV RV CH AL KNT NG DB VH PA BP CL DI CT BY PC NC MM ES SS PM ES CR BL RW }ÿ160 }ÿ4 }ÿ242 }ÿ4 }ÿ4}ÿ24 }ÿ4 §¨¦80 567J4 §¨¦680 §¨¦580 §¨¦680 }ÿ4 }ÿ4 §¨¦680 §¨¦80 }ÿ4 Carquinez Strait San Joaquin River OldRiver San Pablo Reservoir Briones Reser voir Clifton Court Forebay Big Break Franks Tract San Pablo Bay SanLeandroReservoir San Francisco Bay Suisun Bay Los Vaqueros Reser voir Old River C E R R I T O PA B L O M A R T I N E Z P L E A S A N T H I L L C L AY T O N P I T T S B U R G A N T I O C H O A K L E Y B R E N T W O O D S A N E L R I C H M O N D C O N C O R D L A F AY E T T EORINDA M O R A G A D A N V I L L E S A N R A M O N WA L N U T C R E E K H E R C U L E S P I N O L E Browns Island Winter Island Jersey Island Bradford Island Webb Tract Quimby Island Holland Tract Veale Tract Palm TractBixler Tract Orwood Tract Agricultural Core Byron Tract Coney Island Byron Airport Marsh Creek Bollinger Canyon Briones Franklin Canyon Canyon Morgan Territory Mount Diablo Tassajara Valley 0 5 102.5 Miles ° - North Richmond - Pacheco - Parkmead - Port Costa - Reliez Valley - Rodeo - Rollingwood - San Miguel - Sandmound Slough - Saranap - Shell Ridge - Tara Hills - Vine Hill NR PA PM PC RV RO RW SM SS SP SR TH VH - Diablo - Discovery Bay - East Richmond Heights - El Sobrante - Kensington - Knightsen - Montalvin Manor - Mountain View - Norris Canyon - North Gate DI DB ERH ES KNS KNT MM MV NC NG - Bethel Island - Blackhawk - Byron - Camino Tassajara - Castle Hill - Clyde - Contra Costa Centre - Crockett BI BL BY CT CH CL CCC CR - Acalanes Ridge - Alamo - Alhambra Valley - Bayview - Bay Point AR AL AV BV BP City Limits Current County Urban Limit Line Figure 2: Potential adjustments to the ULL: Contract the Line where development is con strained June 24th, 2025 Unincorporated County Inside County ULL Outside County ULL Incorporated Cities Inside County ULL Outside County ULL Contract the Line for land with development constraints Contract the Line (Restricted Development : parks, public lands, easements - move outside the ULL) Contract the Line (Buffers : industrial buffers, facility buffers,subdivision buffers - m ove outside the ULL) Contract the Line (Constraints : large areas with high fire/floodhazard, steep, and/or limited access - move outside the ULL) AR SR E R H CCC SM TH NR KNS RO SP BI BV AV MV RV CH AL KNT NG DB VH PA BP CL DI CT BY PC NC MM ES SS PM ES CR BL RW }ÿ160 }ÿ4 }ÿ242 }ÿ4 }ÿ4}ÿ24 }ÿ4 §¨¦80 567J4 §¨¦680 §¨¦580 §¨¦680 }ÿ4 }ÿ4 §¨¦680 §¨¦80 }ÿ4 Carquinez Strait San Joaquin River OldRiver San Pablo Reservoir Briones Reser voir Clifton Court Forebay Big Break Franks Tract San Pablo Bay SanLeandroReservoir San Francisco Bay Suisun Bay Los Vaqueros Reser voir Old River C E R R I T O PA B L O M A R T I N E Z P L E A S A N T H I L L C L AY T O N P I T T S B U R G A N T I O C H O A K L E Y B R E N T W O O D S A N E L R I C H M O N D C O N C O R D L A F AY E T T EORINDA M O R A G A D A N V I L L E S A N R A M O N WA L N U T C R E E K H E R C U L E S P I N O L E Browns Island Winter Island Jersey Island Bradford Island Webb Tract Quimby Island Holland Tract Veale Tract Palm TractBixler Tract Orwood Tract Agricultural Core Byron Tract Coney Island Byron Airport Marsh Creek Bollinger Canyon Briones Franklin Canyon Canyon Morgan Territory Mount Diablo Tassajara Valley 0 5 102.5 Miles ° - North Richmond - Pacheco - Parkmead - Port Costa - Reliez Valley - Rodeo - Rollingwood - San Miguel - Sandmound Slough - Saranap - Shell Ridge - Tara Hills - Vine Hill NR PA PM PC RV RO RW SM SS SP SR TH VH - Diablo - Discovery Bay - East Richmond Heights - El Sobrante - Kensington - Knightsen - Montalvin Manor - Mountain View - Norris Canyon - North Gate DI DB ERH ES KNS KNT MM MV NC NG - Bethel Island - Blackhawk - Byron - Camino Tassajara - Castle Hill - Clyde - Contra Costa Centre - Crockett BI BL BY CT CH CL CCC CR - Acalanes Ridge - Alamo - Alhambra Valley - Bayview - Bay Point AR AL AV BV BP City Limits Current County Urban Limit Line Figure 3: Potential adjustments to the ULL: Sim plify the Line along the shoreline June 24th, 2025 Unincorporated County Inside County ULL Outside County ULL Incorporated Cities Inside County ULL Outside County ULL Simplify the Line along the shoreline Contract the Line (Undevelopable islands, breakwaters, and smalltidelands - move o utside the ULL) Expand the Line (Develo ped marinas, harbors, and small inlets- move inside the ULL) AR SR E R H CCC SM TH NR KNS RO SP BI BV AV MV RV CH AL KNT NG DB VH PA BP CL DI CT BY PC NC MM ES SS PM ES CR BL RW }ÿ160 }ÿ4 }ÿ242 }ÿ4 }ÿ4}ÿ24 }ÿ4 §¨¦80 567J4 §¨¦680 §¨¦580 §¨¦680 }ÿ4 }ÿ4 §¨¦680 §¨¦80 }ÿ4 Carquinez Strait San Joaquin River OldRiver San Pablo Reservoir Briones Reser voir Clifton Court Forebay Big Break Franks Tract San Pablo Bay SanLeandroReservoir San Francisco Bay Suisun Bay Los Vaqueros Reser voir Old River C E R R I T O PA B L O M A R T I N E Z P L E A S A N T H I L L C L AY T O N P I T T S B U R G A N T I O C H O A K L E Y B R E N T W O O D S A N E L R I C H M O N D C O N C O R D L A F AY E T T EORINDA M O R A G A D A N V I L L E S A N R A M O N WA L N U T C R E E K H E R C U L E S P I N O L E Browns Island Winter Island Jersey Island Bradford Island Webb Tract Quimby Island Holland Tract Veale Tract Palm TractBixler Tract Orwood Tract Agricultural Core Byron Tract Coney Island Byron Airport Marsh Creek Bollinger Canyon Briones Franklin Canyon Canyon Morgan Territory Mount Diablo Tassajara Valley 0 5 102.5 Miles ° - North Richmond - Pacheco - Parkmead - Port Costa - Reliez Valley - Rodeo - Rollingwood - San Miguel - Sandmound Slough - Saranap - Shell Ridge - Tara Hills - Vine Hill NR PA PM PC RV RO RW SM SS SP SR TH VH - Diablo - Discovery Bay - East Richmond Heights - El Sobrante - Kensington - Knightsen - Montalvin Manor - Mountain View - Norris Canyon - North Gate DI DB ERH ES KNS KNT MM MV NC NG - Bethel Island - Blackhawk - Byron - Camino Tassajara - Castle Hill - Clyde - Contra Costa Centre - Crockett BI BL BY CT CH CL CCC CR - Acalanes Ridge - Alamo - Alhambra Valley - Bayview - Bay Point AR AL AV BV BP City Limits Current County Urban Limit Line Figure 4: Potential adjustments to the ULL: Align the Line with city limits June 24th, 2025 Unincorporated County Inside County ULL Outside County ULL Incorporated Cities Inside County ULL Outside County ULL Align the Line with city limits Expand the Line (These portions of incorporated cities- move inside the 'County' ULL) Contract the Line (Uninco rporated areas inside City voter-approvedUrban Growth Bo undaries (UGB /ULL) - move outside the 'Co unty' ULL, but remain inside City UGBs/ULLs ) AR SR E R H CCC SM TH NR KNS RO SP BI BV AV MV RV CH AL KNT NG DB VH PA BP CL DI CT BY PC NC MM ES SS PM ES CR BL RW }ÿ160 }ÿ4 }ÿ242 }ÿ4 }ÿ4}ÿ24 }ÿ4 §¨¦80 567J4 §¨¦680 §¨¦580 §¨¦680 }ÿ4 }ÿ4 §¨¦680 §¨¦80 }ÿ4 Carquinez Strait San Joaquin River OldRiver San Pablo Reservoir Briones Reser voir Clifton Court Forebay Big Break Franks Tract San Pablo Bay SanLeandroReservoir San Francisco Bay Suisun Bay Los Vaqueros Reser voir Old River C E R R I T O PA B L O M A R T I N E Z P L E A S A N T H I L L C L AY T O N P I T T S B U R G A N T I O C H O A K L E Y B R E N T W O O D S A N E L R I C H M O N D C O N C O R D L A F AY E T T EORINDA M O R A G A D A N V I L L E S A N R A M O N WA L N U T C R E E K H E R C U L E S P I N O L E Browns Island Winter Island Jersey Island Bradford Island Webb Tract Quimby Island Holland Tract Veale Tract Palm TractBixler Tract Orwood Tract Agricultural Core Byron Tract Coney Island Byron Airport Marsh Creek Bollinger Canyon Briones Franklin Canyon Canyon Morgan Territory Mount Diablo Tassajara Valley 0 5 102.5 Miles ° - North Richmond - Pacheco - Parkmead - Port Costa - Reliez Valley - Rodeo - Rollingwood - San Miguel - Sandmound Slough - Saranap - Shell Ridge - Tara Hills - Vine Hill NR PA PM PC RV RO RW SM SS SP SR TH VH - Diablo - Discovery Bay - East Richmond Heights - El Sobrante - Kensington - Knightsen - Montalvin Manor - Mountain View - Norris Canyon - North Gate DI DB ERH ES KNS KNT MM MV NC NG - Bethel Island - Blackhawk - Byron - Camino Tassajara - Castle Hill - Clyde - Contra Costa Centre - Crockett BI BL BY CT CH CL CCC CR - Acalanes Ridge - Alamo - Alhambra Valley - Bayview - Bay Point AR AL AV BV BP City Limits Current County Urban Limit Line Figure 5: Potential adjustments to the ULL: Expand the Line for existing developm ent, im proved clarity June 24th, 2025 Unincorporated County Inside County ULL Outside County ULL Incorporated Cities Inside County ULL Outside County ULL Expand the Line for preexisting development and improved clarity, consider airport Expand the Line (Improve clarity by removing unnecessary 'islands'or aligning to parcel lines - move inside the ULL) Expand the Line (Small pockets of preexisting development - move inside the ULL) Byron Airport consideration (Consider expans io nor authorization for future expansion by board) AR SR E R H CCC SM TH NR KNS RO SP BI BV AV MV RV CH AL KNT NG DB VH PA BP CL DI CT BY PC NC MM ES SS PM ES CR BL RW }ÿ160 }ÿ4 }ÿ242 }ÿ4 }ÿ4}ÿ24 }ÿ4 §¨¦80 567J4 §¨¦680 §¨¦580 §¨¦680 }ÿ4 }ÿ4 §¨¦680 §¨¦80 }ÿ4 Carquinez Strait San Joaquin River OldRiver San Pablo Reservoir Briones Reser voir Clifton Court Forebay Big Break Franks Tract San Pablo Bay SanLeandroReservoir San Francisco Bay Suisun Bay Los Vaqueros Reser voir Old River C E R R I T O PA B L O M A R T I N E Z P L E A S A N T H I L L C L AY T O N P I T T S B U R G A N T I O C H O A K L E Y B R E N T W O O D S A N E L R I C H M O N D C O N C O R D L A F AY E T T EORINDA M O R A G A D A N V I L L E S A N R A M O N WA L N U T C R E E K H E R C U L E S P I N O L E Browns Island Winter Island Jersey Island Bradford Island Webb Tract Quimby Island Holland Tract Veale Tract Palm TractBixler Tract Orwood Tract Agricultural Core Byron Tract Coney Island Byron Airport Marsh Creek Bollinger Canyon Briones Franklin Canyon Canyon Morgan Territory Mount Diablo Tassajara Valley 0 5 102.5 Miles ° - North Richmond - Pacheco - Parkmead - Port Costa - Reliez Valley - Rodeo - Rollingwood - San Miguel - Sandmound Slough - Saranap - Shell Ridge - Tara Hills - Vine Hill NR PA PM PC RV RO RW SM SS SP SR TH VH - Diablo - Discovery Bay - East Richmond Heights - El Sobrante - Kensington - Knightsen - Montalvin Manor - Mountain View - Norris Canyon - North Gate DI DB ERH ES KNS KNT MM MV NC NG - Bethel Island - Blackhawk - Byron - Camino Tassajara - Castle Hill - Clyde - Contra Costa Centre - Crockett BI BL BY CT CH CL CCC CR - Acalanes Ridge - Alamo - Alhambra Valley - Bayview - Bay Point AR AL AV BV BP City Limits Current County Urban Limit Line Figure 6: Overv iew of rationale for potential adjustm ents to th e County Urban Lim it Line June 24th, 2025 Unincorporated County Inside County ULL Outside County ULL Incorporated Cities Inside County ULL Outside County ULL Rationale for potential adjustments to the ULL Expand the Line for existing development and improved clarity, consider airport Contract the Line for land with development constraints Simplify the Line along the sho reline Align the Line with city limits AR SR E R H CCC SM TH NR KNS RO SP BI BV AV MV RV CH AL KNT NG DB VH PA BP CL DI CT BY PC NC MM ES SS PM ES CR BL RW }ÿ160 }ÿ4 }ÿ242 }ÿ4 }ÿ4}ÿ24 }ÿ4 §¨¦80 567J4 §¨¦680 §¨¦580 §¨¦680 }ÿ4 }ÿ4 §¨¦680 §¨¦80 }ÿ4 Carquinez Strait San Joaquin River OldRiver San Pablo Reservoir Briones Reser voir Clifton Court Forebay Big Break Franks Tract San Pablo Bay SanLeandroReservoir San Francisco Bay Suisun Bay Los Vaqueros Reser voir Old River C E R R I T O PA B L O M A R T I N E Z P L E A S A N T H I L L C L AY T O N P I T T S B U R G A N T I O C H O A K L E Y B R E N T W O O D S A N E L R I C H M O N D C O N C O R D L A F AY E T T EORINDA M O R A G A D A N V I L L E S A N R A M O N WA L N U T C R E E K H E R C U L E S P I N O L E Browns Island Winter Island Jersey Island Bradford Island Webb Tract Quimby Island Holland Tract Veale Tract Palm TractBixler Tract Orwood Tract Agricultural Core Byron Tract Coney Island Byron Airport Marsh Creek Bollinger Canyon Briones Franklin Canyon Canyon Morgan Territory Mount Diablo Tassajara Valley 0 5 102.5 Miles ° - North Richmond - Pacheco - Parkmead - Port Costa - Reliez Valley - Rodeo - Rollingwood - San Miguel - Sandmound Slough - Saranap - Shell Ridge - Tara Hills - Vine Hill NR PA PM PC RV RO RW SM SS SP SR TH VH - Diablo - Discovery Bay - East Richmond Heights - El Sobrante - Kensington - Knightsen - Montalvin Manor - Mountain View - Norris Canyon - North Gate DI DB ERH ES KNS KNT MM MV NC NG - Bethel Island - Blackhawk - Byron - Camino Tassajara - Castle Hill - Clyde - Contra Costa Centre - Crockett BI BL BY CT CH CL CCC CR - Acalanes Ridge - Alamo - Alhambra Valley - Bayview - Bay Point AR AL AV BV BP City Limits 6-24-25 Draft County Urban Limit Line Figure 7: Summary of potential adjustments to the County ULL: 6-24-25 D raft County Urban Limit Line June 24th, 2025 Unincorporated County Inside County ULL Outside County ULL Incorporated Cities Inside County ULL Outside County ULL 6-24-25 Draft CountyUrban Limit Line acreage does not include Byron Airport consideration Contract the Line for land with development constraintsConstraints(Steep, FHSZ, etc)4,368 ac Expand the Line for existing development and improved clarity, consider airport Byron Airport consideration(preliminary approximation 500 ac) Simplify the Line along the sho relineSimplify ShorelineExpand the line421 ac Align with City LimitsExpand the line923 ac Align the Line with city limits Buffer (Facility,Subdivision)1,488 ac ExistingDevelopment130 ac Align with City LimitsContract the line873 ac ImprovedClarity129 ac Restricted Devel.(Public, Easement)3,487 ac Simplify ShorelineContract the line847 ac TotalContraction11,063 ac Total Expansion1,603 ac AR SR E R H CCC SM TH NR KNS RO SP BI BV AV MV RV CH AL KNT NG DB VH PA BP CL DI CT BY PC NC MM ES SS PM ES CR BL RW }ÿ160 }ÿ4 }ÿ242 }ÿ4 }ÿ4}ÿ24 }ÿ4 §¨¦80 567J4 §¨¦680 §¨¦580 §¨¦680 }ÿ4 }ÿ4 §¨¦680 §¨¦80 }ÿ4 Carquinez Strait San Joaquin River OldRiver San Pablo Reservoir Briones Reser voir Clifton Court Forebay Big Break Franks Tract San Pablo Bay SanLeandroReservoir San Francisco Bay Suisun Bay Los Vaqueros Reser voir Old River C E R R I T O PA B L O M A R T I N E Z P L E A S A N T H I L L C L AY T O N P I T T S B U R G A N T I O C H O A K L E Y B R E N T W O O D S A N E L R I C H M O N D C O N C O R D L A F AY E T T EORINDA M O R A G A D A N V I L L E S A N R A M O N WA L N U T C R E E K H E R C U L E S P I N O L E Browns Island Winter Island Jersey Island Bradford Island Webb Tract Quimby Island Holland Tract Veale Tract Palm TractBixler Tract Orwood Tract Agricultural Core Byron Tract Coney Island Byron Airport Marsh Creek Bollinger Canyon Briones Franklin Canyon Canyon Morgan Territory Mount Diablo Tassajara Valley 0 5 102.5 Miles ° - North Richmond - Pacheco - Parkmead - Port Costa - Reliez Valley - Rodeo - Rollingwood - San Miguel - Sandmound Slough - Saranap - Shell Ridge - Tara Hills - Vine Hill NR PA PM PC RV RO RW SM SS SP SR TH VH - Diablo - Discovery Bay - East Richmond Heights - El Sobrante - Kensington - Knightsen - Montalvin Manor - Mountain View - Norris Canyon - North Gate DI DB ERH ES KNS KNT MM MV NC NG - Bethel Island - Blackhawk - Byron - Camino Tassajara - Castle Hill - Clyde - Contra Costa Centre - Crockett BI BL BY CT CH CL CCC CR - Acalanes Ridge - Alamo - Alhambra Valley - Bayview - Bay Point AR AL AV BV BP City Limits 6-24-25 Draft County Urban Limit Line Figure 8: 6-24 -2 5 Draft County Urban Lim it Line June 24th, 2025 Unincorporated County Inside County ULL Outside County ULL Incorporated Cities Inside County ULL Outside County ULL * Change since 02/2025Contraction type updated PINOLE ELCERRITO SANPABLO ElSobrante Kensington TaraHills ElSobrante E. Rich.Heights Rollingwood EastRichmondHeights RICHMOND RICHMOND RICHMOND NorthRichmond ChevronRefinery I ExpansionExisting Developmentin unnecessary 'island'31.4 ac ExpansionImprove clarity by removingunnecessary 'islands'6 ac ExpansionExisting Developmentin unnecessary 'island'5.9 ac ExpansionShorelineSimplification(Incorporated)18.2 ac ContractionEBRPD Owned111.9 ac ContractionEBRPD Owned13.6 ac ContractionSubdivision Buffer10.9 ac ContractionUndevelopableIsland(Incorporated)0.7 ac ContractionShorelineSimplification(Incorporated)1 ac ContractionShorelineSimplification(Incorporated)0.9 ac ContractionShoreline Simplification(Incorporated)2.5 ac ExpansionShorelineSimplification(Incorporated)3.6 ac ContractionUndevelopableIsland(Incorporated)7.2 ac ContractionEBRPD Island(Incorporated)86.6 ac ExpansionDevelopedMarinas, Ports(Incorporated)302.9 ac ExpansionImprove clarity by removingunnecessary 'islands'EBRPD parkland36.5 ac ExpansionShorelineSimplification(Incorporated)7.7 ac ContractionVery High FHSZunlikely to develop19 ac ContractionShorelineSimplification(Incorporated)62.5 ac §¨¦580 §¨¦580 §¨¦8080 §¨¦8080 Cutting Blvd Carlso n B l v d MacDonald Ave West e r n D r 7t h S t Potrero Ave Pinole V a l l e y R d Ru m r i l l B l v d San Pablo Dam R d Ha r b o u r W a y Am a d o r S t Hilltop Dr Arli n g t o n A v e Do r n a n D r Market Ave Barrett Ave Seaclif f D r Val l e y V i e w R d Ap p i a n W a y Road 20 13 t h S t 23 r d S t San P a b l o A v e 23 r d S t Barrett Ave San P a b l o A v e Castro R a n c h R d San P a b l o D a m R d San P a b l o D a m R d Richm o n d P k w y §¨¦8080 Garr a r d B l v d Mar i n a B a y P k w y McBryde A v e Parr Blvd SanPabloBay SanFranciscoBay San Pablo Reservoir RichmondInnerHarbor RichmondMarinaBay Ha r b o r C h a n n e l A Contraction Restricted Devel. (Public, Easement) Buffer (Facility, Subdivision) Expansion Existing Development Improved Clarity Align withCity Limits Simplify Shoreline Align withCity Limits Simplify Shoreline City Limits SupervisorialDistrict Parcels Water CurrentCounty ULL Consider Expansion Constraints (Steep, FHSZ, etc) Incorporatedand OutsideCounty ULL Outside County ULL Incorporatedand InsideCounty ULL InsideCounty ULL * Change since 02/2025Contraction type updated PINOLE ELCERRITO SANPABLO ElSobrante Kensington TaraHills ElSobrante E. Rich.Heights Rollingwood EastRichmondHeights RICHMOND RICHMOND RICHMOND NorthRichmond ChevronRefinery I ExpansionExisting Developmentin unnecessary 'island'31.4 ac ExpansionImprove clarity by removingunnecessary 'islands'6 ac ExpansionExisting Developmentin unnecessary 'island'5.9 ac ExpansionShorelineSimplification(Incorporated)18.2 ac ContractionEBRPD Owned111.9 ac ContractionEBRPD Owned13.6 ac ContractionSubdivision Buffer10.9 ac ContractionUndevelopableIsland(Incorporated)0.7 ac ContractionShorelineSimplification(Incorporated)1 ac ContractionShorelineSimplification(Incorporated)0.9 ac ContractionShoreline Simplification(Incorporated)2.5 ac ExpansionShorelineSimplification(Incorporated)3.6 ac ContractionUndevelopableIsland(Incorporated)7.2 ac ContractionEBRPD Island(Incorporated)86.6 ac ExpansionDevelopedMarinas, Ports(Incorporated)302.9 ac ExpansionImprove clarity by removingunnecessary 'islands'EBRPD parkland36.5 ac ExpansionShorelineSimplification(Incorporated)7.7 ac ContractionVery High FHSZunlikely to develop19 ac ContractionShorelineSimplification(Incorporated)62.5 ac §¨¦580 §¨¦580 §¨¦8080 §¨¦8080 Cutting Blvd Carlso n B l v d MacDonald Ave West e r n D r 7t h S t Potrero Ave Pinole V a l l e y R d Ru m r i l l B l v d San Pablo Dam R d Ha r b o u r W a y Am a d o r S t Hilltop Dr Arli n g t o n A v e Do r n a n D r Market Ave Barrett Ave Seaclif f D r Val l e y V i e w R d Ap p i a n W a y Road 20 13 t h S t 23 r d S t San P a b l o A v e 23 r d S t Barrett Ave San P a b l o A v e Castro R a n c h R d San P a b l o D a m R d San P a b l o D a m R d Richm o n d P k w y §¨¦8080 Garr a r d B l v d Mar i n a B a y P k w y McBryde A v e Parr Blvd SanPabloBay SanFranciscoBay San Pablo Reservoir RichmondInnerHarbor RichmondMarinaBay Ha r b o r C h a n n e l A Contraction Restricted Devel. (Public, Easement) Buffer (Facility, Subdivision) Expansion Existing Development Improved Clarity Align withCity Limits Simplify Shoreline Align withCity Limits Simplify Shoreline City Limits SupervisorialDistrict Parcels Water 6-24-25 DraftCounty ULL Consider Expansion Constraints (Steep, FHSZ, etc) Incorporatedand OutsideCounty ULL Outside County ULL Incorporatedand InsideCounty ULL InsideCounty ULL RICHMOND RICHMOND EastRichmondHeights Rollingwood E. Rich.Heights NorthRichmond TaraHills Kensington ElSobrante SANPABLO ELCERRITO PINOLE RICHMOND I§¨¦580 §¨¦580 §¨¦8080 §¨¦8080 Cutting Blvd Carlso n B l v d MacDonald Ave West e r n D r 7t h S t Potrero Ave Pinole V a l l e y R d Ru m r i l l B l v d San Pablo Dam R d Ha r b o u r W a y Am a d o r S t Hilltop Dr Arli n g t o n A v e Do r n a n D r Market Ave Barrett Ave Seaclif f D r Val l e y V i e w R d Ap p i a n W a y Road 20 13 t h S t 23 r d S t San P a b l o A v e 23 r d S t Barrett Ave San P a b l o A v e Castro R a n c h R d San P a b l o D a m R d San P a b l o D a m R d Richm o n d P k w y §¨¦8080 Garr a r d B l v d Mar i n a B a y P k w y McBryde A v e Parr Blvd SanPabloBay SanFranciscoBay San Pablo Reservoir RichmondInnerHarbor RichmondMarinaBay Ha r b o r C h a n n e l A City Limits Current County ULL 6-24-25 Draft County ULL Supervisorial Districts ContractionsEBRPD Owned2.1 ac ContractionSubdivision BufferAlign to City/Parcel2.3 ac ExpansionIncorporatedAlign to recentannexation to City7.3 ac ContractionCemetery Buffer112.6 ac ContractionSteep, High FHSZunlikely to develop10.9 ac ExpansionExisting Developmentin unnecessary 'island'39.9 ac ExpansionImprove clarity by removing unnecessary 'islands' - US NPS, Steep, High FHSZ76.7 ac ContractionSteep, High FHSZunlikely to develop50.4 ac ContractionScenic Easement4.4 ac PLEASANTHILL Pacheco AlhambraValley ContraCostaCentre AcalanesRidge CONCORD MARTINEZ ORINDA LAFAYETTE WALNUTCREEK ReliezValley Briones BuchananField BuchananField V I IV V V IV II §¨¦680 §¨¦680 ÄÅ44 ÄÅ44 Ma i n S t Alh a m b r a A v e Taylor Blvd Muir Rd Co n t r a C o s t a B l v d Geary Rd Boyd Rd Gregory Ln More l l o A v e Oak Park Blvd Monu m e n t B l v d Ci v i c D r Grayson Rd San Luis Rd Mea d o w L n Ygnac i o V a l l e y R d Willow P a s s R d Mar k e t S t Treat B l v d Relie z V a l l e y R d Golf Club Rd Ca m i n o V e r d e Wither s A v e Oa k R d Ban c r o f t R d Solano Wa y Pl e a s a n t H i l l R d Alhambra Valle y R d Center Ave Ta y l o r B l v d Be a r C r e e k R d Concord Ave Alh a m b r a A v e Alhambra Valley R d Mor e l l o A v e Relie z V a l l e y R d §¨¦680 ÄÅ242 ÄÅ242Arnold Dr Pac h e c o B l v d BrionesReservoir B Contraction Restricted Devel. (Public, Easement) Buffer (Facility, Subdivision) Expansion Existing Development Improved Clarity Align withCity Limits Simplify Shoreline Align withCity Limits Simplify Shoreline City Limits SupervisorialDistrict Parcels Water CurrentCounty ULL Consider Expansion Constraints (Steep, FHSZ, etc) Incorporatedand OutsideCounty ULL Outside County ULL Incorporatedand InsideCounty ULL InsideCounty ULL ContractionsEBRPD Owned2.1 ac ContractionSubdivision BufferAlign to City/Parcel2.3 ac ExpansionIncorporatedAlign to recentannexation to City7.3 ac ContractionCemetery Buffer112.6 ac ContractionSteep, High FHSZunlikely to develop10.9 ac ExpansionExisting Developmentin unnecessary 'island'39.9 ac ExpansionImprove clarity by removing unnecessary 'islands' - US NPS, Steep, High FHSZ76.7 ac ContractionSteep, High FHSZunlikely to develop50.4 ac ContractionScenic Easement4.4 ac PLEASANTHILL Pacheco AlhambraValley ContraCostaCentre AcalanesRidge CONCORD MARTINEZ ORINDA LAFAYETTE WALNUTCREEK ReliezValley Briones BuchananField BuchananField V I IV V V IV II §¨¦680 §¨¦680 ÄÅ44 ÄÅ44 Ma i n S t Alh a m b r a A v e Taylor Blvd Muir Rd Co n t r a C o s t a B l v d Geary Rd Boyd Rd Gregory Ln More l l o A v e Oak Park Blvd Monu m e n t B l v d Ci v i c D r Grayson Rd San Luis Rd Mea d o w L n Ygnac i o V a l l e y R d Willow P a s s R d Mar k e t S t Treat B l v d Relie z V a l l e y R d Golf Club Rd Ca m i n o V e r d e Wither s A v e Oa k R d Ban c r o f t R d Solano Wa y Pl e a s a n t H i l l R d Alhambra Valle y R d Center Ave Ta y l o r B l v d Be a r C r e e k R d Concord Ave Alh a m b r a A v e Alhambra Valley R d Mor e l l o A v e Relie z V a l l e y R d §¨¦680 ÄÅ242 ÄÅ242Arnold Dr Pac h e c o B l v d BrionesReservoir B Contraction Restricted Devel. (Public, Easement) Buffer (Facility, Subdivision) Expansion Existing Development Improved Clarity Align withCity Limits Simplify Shoreline Align withCity Limits Simplify Shoreline City Limits SupervisorialDistrict Parcels Water 6-24-25 DraftCounty ULL Consider Expansion Constraints (Steep, FHSZ, etc) Incorporatedand OutsideCounty ULL Outside County ULL Incorporatedand InsideCounty ULL InsideCounty ULL CONCORD AcalanesRidge ContraCostaCentre AlhambraValley ReliezValley Pacheco PLEASANTHILL MARTINEZ WALNUTCREEK LAFAYETTE ORINDA Briones BuchananField V I IV V V IV II §¨¦680 §¨¦680 ÄÅ44 ÄÅ44 Ma i n S t Alh a m b r a A v e Taylor Blvd Muir Rd Co n t r a C o s t a B l v d Geary Rd Boyd Rd Gregory Ln More l l o A v e Oak Park Blvd Monu m e n t B l v d Ci v i c D r Grayson Rd San Luis Rd Mea d o w L n Ygnac i o V a l l e y R d Willow P a s s R d Mar k e t S t Treat B l v d Relie z V a l l e y R d Golf Club Rd Ca m i n o V e r d e Wither s A v e Oa k R d Ban c r o f t R d Solano Wa y Pl e a s a n t H i l l R d Alhambra Valle y R d Center Ave Ta y l o r B l v d Be a r C r e e k R d Concord Ave Alh a m b r a A v e Alhambra Valley R d Mor e l l o A v e Relie z V a l l e y R d §¨¦680 ÄÅ242 ÄÅ242Arnold Dr Pac h e c o B l v d BrionesReservoir B City Limits Current County ULL 6-24-25 Draft County ULL Supervisorial Districts ContractionConservation Easement199.5 ac ContractionEBRPD Owned6.5 ac ContractionSteep, Very High FHSZunlikely to develop19 ac MORAGA Saranap CastleHill ORINDA LAFAYETTE Canyon WALNUTCREEK St. Mary'sCollege II II ÄÅ2424 ÄÅ2424 Mo r a g a R d Mo r a g a W a y Pinehur s t R d St M a r y s R d Glor i e t t a B l v d Ros s m o o r P k w y Camin o P a b l o Wilder R d Gl e n s i d e D r Canyo n R d Rheem B l v d Moraga W a y Cami n o P a b l o St Marys R d Skylin e B l v d Bollinger Can y o n R d San Leandro Reservoir LafayetteReservoir C Contraction Restricted Devel. (Public, Easement) Buffer (Facility, Subdivision) Expansion Existing Development Improved Clarity Align withCity Limits Simplify Shoreline Align withCity Limits Simplify Shoreline City Limits SupervisorialDistrict Parcels Water CurrentCounty ULL Consider Expansion Constraints (Steep, FHSZ, etc) Incorporatedand OutsideCounty ULL Outside County ULL Incorporatedand InsideCounty ULL InsideCounty ULL ContractionConservation Easement199.5 ac ContractionEBRPD Owned6.5 ac ContractionSteep, Very High FHSZunlikely to develop19 ac MORAGA Saranap CastleHill ORINDA LAFAYETTE Canyon WALNUTCREEK St. Mary'sCollege II II ÄÅ2424 ÄÅ2424 Mo r a g a R d Mo r a g a W a y Pinehur s t R d St M a r y s R d Glor i e t t a B l v d Ros s m o o r P k w y Camin o P a b l o Wilder R d Gl e n s i d e D r Canyo n R d Rheem B l v d Moraga W a y Cami n o P a b l o St Marys R d Skylin e B l v d Bollinger Can y o n R d San Leandro Reservoir LafayetteReservoir C Contraction Restricted Devel. (Public, Easement) Buffer (Facility, Subdivision) Expansion Existing Development Improved Clarity Align withCity Limits Simplify Shoreline Align withCity Limits Simplify Shoreline City Limits SupervisorialDistrict Parcels Water 6-24-25 DraftCounty ULL Consider Expansion Constraints (Steep, FHSZ, etc) Incorporatedand OutsideCounty ULL Outside County ULL Incorporatedand InsideCounty ULL InsideCounty ULL WALNUTCREEK Canyon ORINDA CastleHill Saranap MORAGA LAFAYETTE OAKLAND II II ÄÅ2424 ÄÅ2424 Mo r a g a R d Mo r a g a W a y Pinehur s t R d St M a r y s R d Glor i e t t a B l v d Ros s m o o r P k w y Camin o P a b l o Wilder R d Gl e n s i d e D r Canyo n R d Rheem B l v d Moraga W a y Cami n o P a b l o St Marys R d Skylin e B l v d Bollinger Can y o n R d San Leandro Reservoir LafayetteReservoir C City Limits Current County ULL 6-24-25 Draft County ULL Supervisorial Districts ExpansionIncorporated, outside San Ramon's UGBCounty ULL is N/AAlign to City Limits99.1 ac ExpansionIncorporated,inside San Ramon's UGBCounty ULL is N/AAlign to City Limits9 ac ContractionUnincorporated,inside San Ramon's UGBonly City would developAlign to City Limits61.1 ac ExpansionIncorporated,inside San Ramon's UGBCounty ULL is N/AAlign to City Limits9.8 ac ContractionEBRPD Owned47.7 ac ExpanisionIncorporated, inside San Ramon's UGBCounty ULL is N/AAlign to City Limits705.5 ac ContractionEBRPD Owned (or Easement)1.8 ac ContractionDeed Restriction85.5 ac ExpansionExistingDevelopment20.3 ac ContractionSteep, High FHSZunlikely to develop(outside San Ramon UGB)439.7 ac ContractionUnincorporated, inside San Ramon's UGBonly City would developAlign to City Limits107.2 ac ContractionDeedRestriction14.2 ac * Change since 02/2025New Proposed Contraction * Change since 02/20251 acre reduction toproposed expansion ContractionScenic Easement,EBMUD Facility85.5 ac SANRAMON Blackhawk CaminoTassajara NorrisCanyon DANVILLE Camp Parks(U.S. Army) II §¨¦680 Alco s t a B l v d Crow Canyon Rd Dou g h e r t y R d Sa n R a m o n V a l l e y B l v d Camino Ta s s a j a r a Bol l i n g e r C a n y o n R d Monarc h R d Win d e m e r e P k w y Pine Valley R d Norris C a n y o n R d Do u g h e r t y R d Camino Tassajara Ca m i n o T a s s a j a r a §¨¦680 Monte v i d e o D r Bollin g e r C a n y o n R d D Contraction Restricted Devel. (Public, Easement) Buffer (Facility, Subdivision) Expansion Existing Development Improved Clarity Align withCity Limits Simplify Shoreline Align withCity Limits Simplify Shoreline City Limits SupervisorialDistrict Parcels Water CurrentCounty ULL Consider Expansion Constraints (Steep, FHSZ, etc) Incorporatedand OutsideCounty ULL Outside County ULL Incorporatedand InsideCounty ULL InsideCounty ULL ExpansionIncorporated, outside San Ramon's UGBCounty ULL is N/AAlign to City Limits99.1 ac ExpansionIncorporated,inside San Ramon's UGBCounty ULL is N/AAlign to City Limits9 ac ContractionUnincorporated,inside San Ramon's UGBonly City would developAlign to City Limits61.1 ac ExpansionIncorporated,inside San Ramon's UGBCounty ULL is N/AAlign to City Limits9.8 ac ContractionEBRPD Owned47.7 ac ExpanisionIncorporated, inside San Ramon's UGBCounty ULL is N/AAlign to City Limits705.5 ac ContractionEBRPD Owned (or Easement)1.8 ac ContractionDeed Restriction85.5 ac ExpansionExistingDevelopment20.3 ac ContractionSteep, High FHSZunlikely to develop(outside San Ramon UGB)439.7 ac ContractionUnincorporated, inside San Ramon's UGBonly City would developAlign to City Limits107.2 ac ContractionDeedRestriction14.2 ac * Change since 02/2025New Proposed Contraction * Change since 02/20251 acre reduction toproposed expansion ContractionScenic Easement,EBMUD Facility85.5 ac SANRAMON Blackhawk CaminoTassajara NorrisCanyon DANVILLE Camp Parks(U.S. Army) II §¨¦680 Alco s t a B l v d Crow Canyon Rd Dou g h e r t y R d Sa n R a m o n V a l l e y B l v d Camino Ta s s a j a r a Bol l i n g e r C a n y o n R d Monarc h R d Win d e m e r e P k w y Pine Valley R d Norris C a n y o n R d Do u g h e r t y R d Camino Tassajara Ca m i n o T a s s a j a r a §¨¦680 Monte v i d e o D r Bollin g e r C a n y o n R d D Contraction Restricted Devel. (Public, Easement) Buffer (Facility, Subdivision) San Ramon UGB Expansion Existing Development Improved Clarity Align withCity Limits Simplify Shoreline Align withCity Limits Simplify Shoreline City Limits SupervisorialDistrict Parcels Water Consider Expansion Constraints (Steep, FHSZ, etc) Incorporatedand OutsideCounty ULL Outside County ULL Incorporatedand InsideCounty ULL InsideCounty ULL ExpansionIncorporated, outside San Ramon's UGBCounty ULL is N/AAlign to City Limits99.1 ac ExpansionIncorporated,inside San Ramon's UGBCounty ULL is N/AAlign to City Limits9 ac ContractionUnincorporated,inside San Ramon's UGBonly City would developAlign to City Limits61.1 ac ExpansionIncorporated,inside San Ramon's UGBCounty ULL is N/AAlign to City Limits9.8 ac ContractionEBRPD Owned47.7 ac ExpanisionIncorporated, inside San Ramon's UGBCounty ULL is N/AAlign to City Limits705.5 ac ContractionEBRPD Owned (or Easement)1.8 ac ContractionDeed Restriction85.5 ac ExpansionExistingDevelopment20.3 ac ContractionSteep, High FHSZunlikely to develop(outside San Ramon UGB)439.7 ac ContractionUnincorporated, inside San Ramon's UGBonly City would developAlign to City Limits107.2 ac ContractionDeedRestriction14.2 ac * Change since 02/2025New Proposed Contraction * Change since 02/20251 acre reduction toproposed expansion ContractionScenic Easement,EBMUD Facility85.5 ac SANRAMON Blackhawk CaminoTassajara NorrisCanyon DANVILLE Camp Parks(U.S. Army) II §¨¦680 Alco s t a B l v d Crow Canyon Rd Dou g h e r t y R d Sa n R a m o n V a l l e y B l v d Camino Ta s s a j a r a Bol l i n g e r C a n y o n R d Monarc h R d Win d e m e r e P k w y Pine Valley R d Norris C a n y o n R d Do u g h e r t y R d Camino Tassajara Ca m i n o T a s s a j a r a §¨¦680 Monte v i d e o D r Bollin g e r C a n y o n R d D Contraction Restricted Devel. (Public, Easement) Buffer (Facility, Subdivision) Expansion Existing Development Improved Clarity Align withCity Limits Simplify Shoreline Align withCity Limits Simplify Shoreline City Limits SupervisorialDistrict Parcels Water 6-24-25 DraftCounty ULL Consider Expansion Constraints (Steep, FHSZ, etc) Incorporatedand OutsideCounty ULL Outside County ULL Incorporatedand InsideCounty ULL InsideCounty ULL DANVILLE NorrisCanyon CaminoTassajara Blackhawk SANRAMON Camp Parks(U.S. Army) II §¨¦680 Alco s t a B l v d Crow Canyon Rd Dou g h e r t y R d Sa n R a m o n V a l l e y B l v d Camino Ta s s a j a r a Bol l i n g e r C a n y o n R d Monarc h R d Win d e m e r e P k w y Pine Valley R d Norris C a n y o n R d Do u g h e r t y R d Camino Tassajara Ca m i n o T a s s a j a r a §¨¦680 Monte v i d e o D r Bollin g e r C a n y o n R d D City Limits Current County ULL 6-24-25 Draft County ULL Supervisorial Districts ContractionState Park Owned1 ac ContractionParcelAlignment0.4 ac ExpansionExistingDevelopment2.3 ac ContractionState Park Owned16.7 ac ContractionEBRPD Owned23 ac ContractionEBRPD Owned42.2 ac ContractionsSubdivision Buffer82.3 ac ContractionExisting low denisty residentialSteep, High FHSZunlikely to further developparcels split by ULL25.1 ac ContractionSteep, High FHSZunlikely to further develop74.3 ac ContractionSteep, High FHSZunlikely to develop48.1 ac ExpansionParcelAlignment0.4 ac ContractionSteep, High FHSZunlikely to develop(Serenity Ln)40.7 ac ContractionSteep, High FHSZunlikely to develop12.5 ac * Change since 02/202530.5 acre reduction toproposed expansion ExpansionImprove clarity by simplifying ULL 4.3 ac DANVILLE WALNUTCREEK Alamo Diablo SanMiguel CastleHill Blackhawk Mt.DiabloIIIV §¨¦680 §¨¦680 §¨¦680 Stone Valley Rd Dan v i l l e B l v d Blackhawk R d Livorna R d Mira n d a A v e Sycamore Valley Rd Camin o T a s s a j a r a Bro a d w a y Hart z A v e San M i g u e l D r Cre s t A v e Rudgear Rd Danvi l l e B l v d Diablo Rd Bla c k h a w k R d Mt. D i a b l o Sce n i c B l v d Gr e e n Va l l e y R d North Gat e R d E Contraction Restricted Devel. (Public, Easement) Buffer (Facility, Subdivision) Expansion Existing Development Improved Clarity Align withCity Limits Simplify Shoreline Align withCity Limits Simplify Shoreline City Limits SupervisorialDistrict Parcels Water CurrentCounty ULL Consider Expansion Constraints (Steep, FHSZ, etc) Incorporatedand OutsideCounty ULL Outside County ULL Incorporatedand InsideCounty ULL InsideCounty ULL ContractionState Park Owned1 ac ContractionParcelAlignment0.4 ac ExpansionExistingDevelopment2.3 ac ContractionState Park Owned16.7 ac ContractionEBRPD Owned23 ac ContractionEBRPD Owned42.2 ac ContractionsSubdivision Buffer82.3 ac ContractionExisting low denisty residentialSteep, High FHSZunlikely to further developparcels split by ULL25.1 ac ContractionSteep, High FHSZunlikely to further develop74.3 ac ContractionSteep, High FHSZunlikely to develop48.1 ac ExpansionParcelAlignment0.4 ac ContractionSteep, High FHSZunlikely to develop(Serenity Ln)40.7 ac ContractionSteep, High FHSZunlikely to develop12.5 ac * Change since 02/202530.5 acre reduction toproposed expansion ExpansionImprove clarity by simplifying ULL 4.3 ac DANVILLE WALNUTCREEK Alamo Diablo SanMiguel CastleHill Blackhawk Mt.DiabloIIIV §¨¦680 §¨¦680 §¨¦680 Stone Valley Rd Dan v i l l e B l v d Blackhawk R d Livorna R d Mira n d a A v e Sycamore Valley Rd Camin o T a s s a j a r a Bro a d w a y Hart z A v e San M i g u e l D r Cre s t A v e Rudgear Rd Danvi l l e B l v d Diablo Rd Bla c k h a w k R d Mt. D i a b l o Sce n i c B l v d Gr e e n Va l l e y R d North Gat e R d E Contraction Restricted Devel. (Public, Easement) Buffer (Facility, Subdivision) Expansion Existing Development Improved Clarity Align withCity Limits Simplify Shoreline Align withCity Limits Simplify Shoreline City Limits SupervisorialDistrict Parcels Water 6-24-25 DraftCounty ULL Consider Expansion Constraints (Steep, FHSZ, etc) Incorporatedand OutsideCounty ULL Outside County ULL Incorporatedand InsideCounty ULL InsideCounty ULL Blackhawk CastleHill SanMiguel Diablo Alamo DANVILLE WALNUTCREEK MtDiabloIIIV §¨¦680 §¨¦680 §¨¦680 Stone Valley Rd Dan v i l l e B l v d Blackhawk R d Livorna R d Mira n d a A v e Sycamore Valley Rd Camin o T a s s a j a r a Bro a d w a y Hart z A v e San M i g u e l D r Cre s t A v e Rudgear Rd Danvi l l e B l v d Diablo Rd Bla c k h a w k R d Mt. D i a b l o Sce n i c B l v d Gr e e n Va l l e y R d North Gat e R d E City Limits Current County ULL 6-24-25 Draft County ULL Supervisorial Districts ContractionFlood Control46.6 ac ContractionScenic Easement20 ac ContractionQuarry Buffer40.7 ac ContractionSteep, Very High FHSZunlikely to develop43.4 ac ContractionPartially Steep/ VHFHSZwould likely need annexationto Concord for services27.4 ac ContractionQuarry Buffer0.1 ac CONCORD SanMiguel NorthGateShellRidge ContraCostaCentre WALNUTCREEK CLAYTON Mt.Diablo IV II V IV Monu m e n t B l v d Mea d o w L n Ygnac i o V a l l e y R d Treat B l v d Ban c r o f t R d §¨¦680 Bro a d w a y San M i g u e l D r Rudgear Rd §¨¦680 ÄÅ242 Clayto n R d Ygnacio Valley Rd Cow e l l R d North Gat e R d Walnu t A v e Oak G r o v e R d San M i g u e l R d Pine Hollow Rd Concor d B l v d Cr y s t y l R a n c h D r Kirker P a s s R d Marsh C r e e k R d Trea t B l v d Waln u t B l v d North Gate Rd Marsh Cre e k R d Oa k G r o v e R d F Contraction Restricted Devel. (Public, Easement) Buffer (Facility, Subdivision) Expansion Existing Development Improved Clarity Align withCity Limits Simplify Shoreline Align withCity Limits Simplify Shoreline City Limits SupervisorialDistrict Parcels Water CurrentCounty ULL Consider Expansion Constraints (Steep, FHSZ, etc) Incorporatedand OutsideCounty ULL Outside County ULL Incorporatedand InsideCounty ULL InsideCounty ULL ContractionFlood Control46.6 ac ContractionScenic Easement20 ac ContractionQuarry Buffer40.7 ac ContractionSteep, Very High FHSZunlikely to develop43.4 ac ContractionPartially Steep/ VHFHSZwould likely need annexationto Concord for services27.4 ac ContractionQuarry Buffer0.1 ac CONCORD SanMiguel NorthGateShellRidge ContraCostaCentre WALNUTCREEK CLAYTON Mt.Diablo IV II V IV Monu m e n t B l v d Mea d o w L n Ygnac i o V a l l e y R d Treat B l v d Ban c r o f t R d §¨¦680 Bro a d w a y San M i g u e l D r Rudgear Rd §¨¦680 ÄÅ242 Clayto n R d Ygnacio Valley Rd Cow e l l R d North Gat e R d Walnu t A v e Oak G r o v e R d San M i g u e l R d Pine Hollow Rd Concor d B l v d Cr y s t y l R a n c h D r Kirker P a s s R d Marsh C r e e k R d Trea t B l v d Waln u t B l v d North Gate Rd Marsh Cre e k R d Oa k G r o v e R d F Contraction Restricted Devel. (Public, Easement) Buffer (Facility, Subdivision) Expansion Existing Development Improved Clarity Align withCity Limits Simplify Shoreline Align withCity Limits Simplify Shoreline City Limits SupervisorialDistrict Parcels Water 6-24-25 DraftCounty ULL Consider Expansion Constraints (Steep, FHSZ, etc) Incorporatedand OutsideCounty ULL Outside County ULL Incorporatedand InsideCounty ULL InsideCounty ULL ContraCostaCentre ShellRidge NorthGate SanMiguel WALNUTCREEK CONCORD CLAYTON MtDiablo IV II V IV Monu m e n t B l v d Mea d o w L n Ygnac i o V a l l e y R d Treat B l v d Ban c r o f t R d §¨¦680 Bro a d w a y San M i g u e l D r Rudgear Rd §¨¦680 ÄÅ242 Clayto n R d Ygnacio Valley Rd Cow e l l R d North Gat e R d Walnu t A v e Oak G r o v e R d San M i g u e l R d Pine Hollow Rd Concor d B l v d Cr y s t y l R a n c h D r Kirker P a s s R d Marsh C r e e k R d Trea t B l v d Waln u t B l v d North Gate Rd Marsh Cre e k R d Oa k G r o v e R d F City Limits Current County ULL 6-24-25 Draft County ULL Supervisorial Districts ContractionWater District Facility48.3 ac ContractionConservationEasement24.9 ac ContractionEBRPD Owned38.5 ac ExpansionIncorporated,inside Antioch's ULLCounty ULL is N/AAlign to City Limits90.4 ac ContractionEBRPD Owned18.6 ac ContractionUnincorporated, inside Antioch's ULLonly City would developAlign to City Limits191.5 ac * Change since 02/2025Contraction type updated BRENTWOOD ANTIOCH IV III ÄÅ44 ÄÅ44 ÄÅ44 ÄÅ44 Balfour Rd De e r V a l l e y R d Fa i r v i e w A v e Br e n t w o o d B l v d Sand Creek Rd Oh a r a A v e Marsh Creek Rd Central Blvd Prewett Ranch Dr Vasc o R d Wa l n u t B l v d Sh a d y W i l l o w L n Sunset Rd Vine y a r d s P k w y Oak St Wa l n u t B l v d Hi l l c r e s t A v e Concord Ave Fa i r v i e w A v e Balfour Rd Se l l e r s A v e VascoRdMarsh C r e e k Rd Se l l e r s A v e De e r V a l l e y R d De e r V a l l e y R d Ma r s h C r e e k R d Bren t w o o d B l v d MarshCreekReservoirGContraction Restricted Devel. (Public, Easement) Buffer (Facility, Subdivision) Expansion Existing Development Improved Clarity Align withCity Limits Simplify Shoreline Align withCity Limits Simplify Shoreline City Limits SupervisorialDistrict Parcels Water CurrentCounty ULL Consider Expansion Constraints (Steep, FHSZ, etc) Incorporatedand OutsideCounty ULL Outside County ULL Incorporatedand InsideCounty ULL InsideCounty ULL ContractionWater District Facility48.3 ac ContractionConservationEasement24.9 ac ContractionEBRPD Owned38.5 ac ExpansionIncorporated,inside Antioch's ULLCounty ULL is N/AAlign to City Limits90.4 ac ContractionEBRPD Owned18.6 ac ContractionUnincorporated, inside Antioch's ULLonly City would developAlign to City Limits191.5 ac * Change since 02/2025Contraction type updated BRENTWOOD ANTIOCH IV III ÄÅ44 ÄÅ44 ÄÅ44 ÄÅ44 Balfour Rd De e r V a l l e y R d Fa i r v i e w A v e Br e n t w o o d B l v d Sand Creek Rd Oh a r a A v e Marsh Creek Rd Central Blvd Prewett Ranch Dr Vasc o R d Wa l n u t B l v d Sh a d y W i l l o w L n Sunset Rd Vine y a r d s P k w y Oak St Wa l n u t B l v d Hi l l c r e s t A v e Concord Ave Fa i r v i e w A v e Balfour Rd Se l l e r s A v e VascoRdMarsh C r e e k Rd Se l l e r s A v e De e r V a l l e y R d De e r V a l l e y R d Ma r s h C r e e k R d Bren t w o o d B l v d MarshCreekReservoirGContraction Restricted Devel. (Public, Easement) Buffer (Facility, Subdivision) Antioch ULL Expansion Existing Development Improved Clarity Align withCity Limits Simplify Shoreline Align withCity Limits Simplify Shoreline City Limits SupervisorialDistrict Parcels Water Consider Expansion Constraints (Steep, FHSZ, etc) Incorporatedand OutsideCounty ULL Outside County ULL Incorporatedand InsideCounty ULL InsideCounty ULL ContractionWater District Facility48.3 ac ContractionConservationEasement24.9 ac ContractionEBRPD Owned38.5 ac ExpansionIncorporated,inside Antioch's ULLCounty ULL is N/AAlign to City Limits90.4 ac ContractionEBRPD Owned18.6 ac ContractionUnincorporated, inside Antioch's ULLonly City would developAlign to City Limits191.5 ac * Change since 02/2025Contraction type updated BRENTWOOD ANTIOCH IV III ÄÅ44 ÄÅ44 ÄÅ44 ÄÅ44 Balfour Rd De e r V a l l e y R d Fa i r v i e w A v e Br e n t w o o d B l v d Sand Creek Rd Oh a r a A v e Marsh Creek Rd Central Blvd Prewett Ranch Dr Vasc o R d Wa l n u t B l v d Sh a d y W i l l o w L n Sunset Rd Vine y a r d s P k w y Oak St Wa l n u t B l v d Hi l l c r e s t A v e Concord Ave Fa i r v i e w A v e Balfour Rd Se l l e r s A v e VascoRdMarsh C r e e k Rd Se l l e r s A v e De e r V a l l e y R d De e r V a l l e y R d Ma r s h C r e e k R d Bren t w o o d B l v d MarshCreekReservoirGContraction Restricted Devel. (Public, Easement) Buffer (Facility, Subdivision) Expansion Existing Development Improved Clarity Align withCity Limits Simplify Shoreline Align withCity Limits Simplify Shoreline City Limits SupervisorialDistrict Parcels Water 6-24-25 DraftCounty ULL Consider Expansion Constraints (Steep, FHSZ, etc) Incorporatedand OutsideCounty ULL Outside County ULL Incorporatedand InsideCounty ULL InsideCounty ULL BRENTWOOD ANTIOCH IV III ÄÅ44 ÄÅ44 ÄÅ44 ÄÅ44 Balfour Rd De e r V a l l e y R d Fa i r v i e w A v e Br e n t w o o d B l v d Sand Creek Rd Oh a r a A v e Marsh Creek Rd Central Blvd Prewett Ranch Dr Vasc o R d Wa l n u t B l v d Sh a d y W i l l o w L n Sunset Rd Vine y a r d s P k w y Oak St Wa l n u t B l v d Hi l l c r e s t A v e Concord Ave Fa i r v i e w A v e Balfour Rd Se l l e r s A v e VascoRdMarsh C r e e k Rd Se l l e r s A v e De e r V a l l e y R d De e r V a l l e y R d Ma r s h C r e e k R d Bren t w o o d B l v d MarshCreekReservoirG City Limits Current County ULL 6-24-25 Draft County ULL Supervisorial Districts ContractionParcel Alignment0.3 ac ContractionParcelAlignment0.2 ac ContractionParcel Alignment0.5 ac ExpansionExisting GP RVL within San Dist22.9 ac ExpansionImprove clarity where parcelsare split by current ULL4.7 ac ContractionIsolatedby ConservationEasement82 ac ContractionEBRPD Owned72.9 ac ContractionEBRPD Owned78.9 ac ContractionIsolatedby ConservationEasement135.8 ac ContractionConservationEasement801.7 ac ContractionAg Isolatedby split parcels1.1 ac Byron Airport AreaContractionsTOTAL1,172 ac Consider ExpansionFormer Fire Station1 ac ByronTractByron ByronAirport Expansion or by Board authorization for future @ 500 ac expansion III Byro n H w y Va s c o R d Camino Diablo Holey Rd Vasco R d Vasco R dCam i n o D i a b l o 567J4 567J4 Byron H w y Ho l w a y D r Armstrong Rd By r o n H o t S p r i n g s R d Old Riv e r CliftonCourtForebay H Contraction Restricted Devel. (Public, Easement) Buffer (Facility, Subdivision) Expansion Existing Development Improved Clarity Align withCity Limits Simplify Shoreline Align withCity Limits Simplify Shoreline City Limits SupervisorialDistrict Parcels Water CurrentCounty ULL Consider Expansion Constraints (Steep, FHSZ, etc) Incorporatedand OutsideCounty ULL Outside County ULL Incorporatedand InsideCounty ULL InsideCounty ULL ContractionParcel Alignment0.3 ac ContractionParcelAlignment0.2 ac ContractionParcel Alignment0.5 ac ExpansionExisting GP RVL within San Dist22.9 ac ExpansionImprove clarity where parcelsare split by current ULL4.7 ac ContractionIsolatedby ConservationEasement82 ac ContractionEBRPD Owned72.9 ac ContractionEBRPD Owned78.9 ac ContractionIsolatedby ConservationEasement135.8 ac ContractionConservationEasement801.7 ac ContractionAg Isolatedby split parcels1.1 ac Byron Airport AreaContractionsTOTAL1,172 ac Consider ExpansionFormer Fire Station1 ac ByronTractByron ByronAirport Expansion or by Board authorization for future @ 500 ac expansion III Byro n H w y Va s c o R d Camino Diablo Holey Rd Vasco R d Vasco R dCam i n o D i a b l o 567J4 567J4 Byron H w y Ho l w a y D r Armstrong Rd By r o n H o t S p r i n g s R d Old Riv e r CliftonCourtForebay H Contraction Restricted Devel. (Public, Easement) Buffer (Facility, Subdivision) Expansion Existing Development Improved Clarity Align withCity Limits Simplify Shoreline Align withCity Limits Simplify Shoreline City Limits SupervisorialDistrict Parcels Water 6-24-25 DraftCounty ULL Consider Expansion Constraints (Steep, FHSZ, etc) Incorporatedand OutsideCounty ULL Outside County ULL Incorporatedand InsideCounty ULL InsideCounty ULL ByronAirport Byron ByronTract III Byro n H w y Va s c o R d Camino Diablo Holey Rd Vasco R d Vasco R dCam i n o D i a b l o 567J4 567J4 Byron H w y Ho l w a y D r Armstrong Rd By r o n H o t S p r i n g s R d Old Riv e r CliftonCourtForebay H Consider Expansion City Limits Current County ULL 6-24-25 Draft County ULL Supervisorial Districts ContractionParcel Alignment1.4 ac ContractionWater District Facility48.3 ac ContractionSubdivision Buffer259.8 ac ContractionAgricultural Easement597.2 ac ExpansionExisting roadway1.1 ac ExpansionExisting roadway4.3 ac PalmTract OrwoodTract BRENTWOOD DiscoveryBay AgriculturalCore III ÄÅ44 ÄÅ44 Balfour Rd Fa i r v i e w A v e Br e n t w o o d B l v d Sand Creek Rd Oh a r a A v e Marsh Creek Rd Central Blvd Vasc o R d Wa l n u t B l v d Sunset Rd Oak St Wa l n u t B l v d Concord Ave Fa i r v i e w A v e Se l l e r s A v e VascoRd Se l l e r s A v e Bren t w o o d B l v d ÄÅ44 ÄÅ44ÄÅ44 Bi x l e r R d Marsh Creek Rd Ed e n P l a i n s R d Orwood Rd Sunset Rd By r o n H w y By r o n H w y Chestnut St Balfour Rd By r o n H w y Brentwood Blvd Bi x l e r R d Di s c o v e r y B a y B l v d 567J4 Point of Timber Rd Old Riv e r Dr e d g e r ' s C u t Indian Slough I Contraction Restricted Devel. (Public, Easement) Buffer (Facility, Subdivision) Expansion Existing Development Improved Clarity Align withCity Limits Simplify Shoreline Align withCity Limits Simplify Shoreline City Limits SupervisorialDistrict Parcels Water CurrentCounty ULL Consider Expansion Constraints (Steep, FHSZ, etc) Incorporatedand OutsideCounty ULL Outside County ULL Incorporatedand InsideCounty ULL InsideCounty ULL ContractionParcel Alignment1.4 ac ContractionWater District Facility48.3 ac ContractionSubdivision Buffer259.8 ac ContractionAgricultural Easement597.2 ac ExpansionExisting roadway1.1 ac ExpansionExisting roadway4.3 ac PalmTract OrwoodTract BRENTWOOD DiscoveryBay AgriculturalCore III ÄÅ44 ÄÅ44 Balfour Rd Fa i r v i e w A v e Br e n t w o o d B l v d Sand Creek Rd Oh a r a A v e Marsh Creek Rd Central Blvd Vasc o R d Wa l n u t B l v d Sunset Rd Oak St Wa l n u t B l v d Concord Ave Fa i r v i e w A v e Se l l e r s A v e VascoRd Se l l e r s A v e Bren t w o o d B l v d ÄÅ44 ÄÅ44ÄÅ44 Bi x l e r R d Marsh Creek Rd Ed e n P l a i n s R d Orwood Rd Sunset Rd By r o n H w y By r o n H w y Chestnut St Balfour Rd By r o n H w y Brentwood Blvd Bi x l e r R d Di s c o v e r y B a y B l v d 567J4 Point of Timber Rd Old Riv e r Dr e d g e r ' s C u t Indian Slough I Contraction Restricted Devel. (Public, Easement) Buffer (Facility, Subdivision) Expansion Existing Development Improved Clarity Align withCity Limits Simplify Shoreline Align withCity Limits Simplify Shoreline City Limits SupervisorialDistrict Parcels Water 6-24-25 DraftCounty ULL Consider Expansion Constraints (Steep, FHSZ, etc) Incorporatedand OutsideCounty ULL Outside County ULL Incorporatedand InsideCounty ULL InsideCounty ULL AgriculturalCore DiscoveryBay BRENTWOOD OrwoodTract PalmTract Knightsen III ÄÅ44 ÄÅ44 Balfour Rd Fa i r v i e w A v e Br e n t w o o d B l v d Sand Creek Rd Oh a r a A v e Marsh Creek Rd Central Blvd Vasc o R d Wa l n u t B l v d Sunset Rd Oak St Wa l n u t B l v d Concord Ave Fa i r v i e w A v e Se l l e r s A v e VascoRd Se l l e r s A v e Bren t w o o d B l v d ÄÅ44 ÄÅ44ÄÅ44 Bi x l e r R d Marsh Creek Rd Ed e n P l a i n s R d Orwood Rd Sunset Rd By r o n H w y By r o n H w y Chestnut St Balfour Rd By r o n H w y Brentwood Blvd Bi x l e r R d Di s c o v e r y B a y B l v d 567J4 Point of Timber Rd Old Riv e r Dr e d g e r ' s C u t Indian Slough I City Limits Current County ULL 6-24-25 Draft County ULL Supervisorial Districts ExpansionDevelopedMarinas(Incorporated)25.9 ac ExpansionDevelopedMarinas24.1 ac ContractionShorelineSimplification0.5 ac ExpansionShorelineSimplification(Incorporated)1.7 ac ExpansionShorelineSimplification(Incorporated)0.8 ac ContractionBethel Islanddevelopmentconstraints2721 ac Contractionoutside CitySOI76.1 ac ContractionAlign to City Limits1.4 ac HollandTract JerseyIsland VealeTract OAKLEY Knightsen BethelIsland SandmoundSlough ANTIOCH BRENTWOOD ANTIOCHV III ÄÅ160 ÄÅ44 ÄÅ44 Laurel Rd E Cypress Rd Main St Ne r o l y R d 18th St Em p i r e A v e Se l l e r s A v e Ave Oh a r a A v e Hillcre s t A v e Delta Rd Gateway Rd Oakley Rd Be t h e l I s l a n d R d Nero l y R d Be t h e l I s l a n d R d Em p i r e A v e Ma i n S t Delta Rd E Cypress RdOh a r a A v e Neroly Rd Knight s e n Kn i g h t s e n A v e Main St Wilbur Ave Laurel Rd San Joaq u i n R i v e r FranksTract BigBreak Dutch Slough Sa n d m o u n d S l o u g h Rock SloughJ Contraction Restricted Devel. (Public, Easement) Buffer (Facility, Subdivision) Expansion Existing Development Improved Clarity Align withCity Limits Simplify Shoreline Align withCity Limits Simplify Shoreline City Limits SupervisorialDistrict Parcels Water CurrentCounty ULL Consider Expansion Constraints (Steep, FHSZ, etc) Incorporatedand OutsideCounty ULL Outside County ULL Incorporatedand InsideCounty ULL InsideCounty ULL ExpansionDevelopedMarinas(Incorporated)25.9 ac ExpansionDevelopedMarinas24.1 ac ContractionShorelineSimplification0.5 ac ExpansionShorelineSimplification(Incorporated)1.7 ac ExpansionShorelineSimplification(Incorporated)0.8 ac ContractionBethel Islanddevelopmentconstraints2721 ac Contractionoutside CitySOI76.1 ac ContractionAlign to City Limits1.4 ac HollandTract JerseyIsland VealeTract OAKLEY Knightsen BethelIsland SandmoundSlough ANTIOCH BRENTWOOD ANTIOCHV III ÄÅ160 ÄÅ44 ÄÅ44 Laurel Rd E Cypress Rd Main St Ne r o l y R d 18th St Em p i r e A v e Se l l e r s A v e Ave Oh a r a A v e Hillcre s t A v e Delta Rd Gateway Rd Oakley Rd Be t h e l I s l a n d R d Nero l y R d Be t h e l I s l a n d R d Em p i r e A v e Ma i n S t Delta Rd E Cypress RdOh a r a A v e Neroly Rd Knight s e n Kn i g h t s e n A v e Main St Wilbur Ave Laurel Rd San Joaq u i n R i v e r FranksTract BigBreak Dutch Slough Sa n d m o u n d S l o u g h Rock SloughJ Contraction Restricted Devel. (Public, Easement) Buffer (Facility, Subdivision) Antioch ULL Expansion Existing Development Improved Clarity Align withCity Limits Simplify Shoreline Align withCity Limits Simplify Shoreline City Limits SupervisorialDistrict Parcels Water Consider Expansion Constraints (Steep, FHSZ, etc) Incorporatedand OutsideCounty ULL Outside County ULL Incorporatedand InsideCounty ULL InsideCounty ULL ExpansionDevelopedMarinas(Incorporated)25.9 ac ExpansionDevelopedMarinas24.1 ac ContractionShorelineSimplification0.5 ac ExpansionShorelineSimplification(Incorporated)1.7 ac ExpansionShorelineSimplification(Incorporated)0.8 ac ContractionBethel Islanddevelopmentconstraints2721 ac Contractionoutside CitySOI76.1 ac ContractionAlign to City Limits1.4 ac HollandTract JerseyIsland VealeTract OAKLEY Knightsen BethelIsland SandmoundSlough ANTIOCH BRENTWOOD ANTIOCHV III ÄÅ160 ÄÅ44 ÄÅ44 Laurel Rd E Cypress Rd Main St Ne r o l y R d 18th St Em p i r e A v e Se l l e r s A v e Ave Oh a r a A v e Hillcre s t A v e Delta Rd Gateway Rd Oakley Rd Be t h e l I s l a n d R d Nero l y R d Be t h e l I s l a n d R d Em p i r e A v e Ma i n S t Delta Rd E Cypress RdOh a r a A v e Neroly Rd Knight s e n Kn i g h t s e n A v e Main St Wilbur Ave Laurel Rd San Joaq u i n R i v e r FranksTract BigBreak Dutch Slough Sa n d m o u n d S l o u g h Rock SloughJ Contraction Restricted Devel. (Public, Easement) Buffer (Facility, Subdivision) Expansion Existing Development Improved Clarity Align withCity Limits Simplify Shoreline Align withCity Limits Simplify Shoreline City Limits SupervisorialDistrict Parcels Water 6-24-25 DraftCounty ULL Consider Expansion Constraints (Steep, FHSZ, etc) Incorporatedand OutsideCounty ULL Outside County ULL Incorporatedand InsideCounty ULL InsideCounty ULL BRENTWOOD ANTIOCH SandmoundSlough BethelIsland Knightsen OAKLEY VealeTract JerseyIsland HollandTract ANTIOCHV III ÄÅ160 ÄÅ44 ÄÅ44 Laurel Rd E Cypress Rd Main St Ne r o l y R d 18th St Em p i r e A v e Se l l e r s A v e Ave Oh a r a A v e Hillcre s t A v e Delta Rd Gateway Rd Oakley Rd Be t h e l I s l a n d R d Nero l y R d Be t h e l I s l a n d R d Em p i r e A v e Ma i n S t Delta Rd E Cypress RdOh a r a A v e Neroly Rd Knight s e n Kn i g h t s e n A v e Main St Wilbur Ave Laurel Rd San Joaq u i n R i v e r FranksTract BigBreak Dutch Slough Sa n d m o u n d S l o u g h Rock SloughJ City Limits Current County ULL 6-24-25 Draft County ULL Supervisorial Districts ContractionEBRPD Island(Incorporated)685.6 ac ContractionSubdivision Buffer41.6 ac ExpansionDevelopedMarina(Incorporated)12.6 ac ExpansionIncorporated, inside Pittsburg's ULLCounty ULL is N/AAlign to City Limits2.3 ac ContractionEBRPD Owned16.4 ac ExpansionShorelineSimplification(Incorporated)14.1 ac ContractionUnincorporated, inside Pittsburg's ULLonly City would developAlign to City Limits512.2 ac * Change since 02/2025Removed proposed 15 acalignment to City Limitsdue to existing City projectwith potential annexation WinterIsland PITTSBURG BayPoint ANTIOCH PITTSBURG ANTIOCH CONCORD V III V IV V V III ÄÅ44 ÄÅ44 ÄÅ44 E Leland Rd G S t Ra i l r o a d A v e 10th St James Donlon Blvd Willow Pass Rd Pittsburg Antioch Hwy Lo v e r i d g e R d L S t Evora Rd Pacifica Ave 3rd St Delta Fair Blvd So m e r s v i l l e R d 2nd St Auto C e n t e r D r Ha r b o r S t W Leland Rd Bailey R d Ba i l e y R d Willow Pass Rd G S t Buchanan Rd Ba i l e y R d 10th St Port Chica g o H w y Kirker P a s s R d ÄÅ44 Sacramen t o R i v e r San Joa q u i n R i v e r SuisunBay New York S l o u g h Bro a d S l o u g h K Contraction Restricted Devel. (Public, Easement) Buffer (Facility, Subdivision) Expansion Existing Development Improved Clarity Align withCity Limits Simplify Shoreline Align withCity Limits Simplify Shoreline City Limits SupervisorialDistrict Parcels Water CurrentCounty ULL Consider Expansion Constraints (Steep, FHSZ, etc) Incorporatedand OutsideCounty ULL Outside County ULL Incorporatedand InsideCounty ULL InsideCounty ULL ContractionEBRPD Island(Incorporated)685.6 ac ContractionSubdivision Buffer41.6 ac ExpansionDevelopedMarina(Incorporated)12.6 ac ExpansionIncorporated, inside Pittsburg's ULLCounty ULL is N/AAlign to City Limits2.3 ac ContractionEBRPD Owned16.4 ac ExpansionShorelineSimplification(Incorporated)14.1 ac ContractionUnincorporated, inside Pittsburg's ULLonly City would developAlign to City Limits512.2 ac * Change since 02/2025Removed proposed 15 acalignment to City Limitsdue to existing City projectwith potential annexation WinterIsland PITTSBURG BayPoint ANTIOCH PITTSBURG ANTIOCH CONCORD V III V IV V V III ÄÅ44 ÄÅ44 ÄÅ44 E Leland Rd G S t Ra i l r o a d A v e 10th St James Donlon Blvd Willow Pass Rd Pittsburg Antioch Hwy Lo v e r i d g e R d L S t Evora Rd Pacifica Ave 3rd St Delta Fair Blvd So m e r s v i l l e R d 2nd St Auto C e n t e r D r Ha r b o r S t W Leland Rd Bailey R d Ba i l e y R d Willow Pass Rd G S t Buchanan Rd Ba i l e y R d 10th St Port Chica g o H w y Kirker P a s s R d ÄÅ44 Sacramen t o R i v e r San Joa q u i n R i v e r SuisunBay New York S l o u g h Bro a d S l o u g h K Contraction Restricted Devel. (Public, Easement) Buffer (Facility, Subdivision) Pittsburg ULL Expansion Existing Development Improved Clarity Align withCity Limits Simplify Shoreline Align withCity Limits Simplify Shoreline City Limits SupervisorialDistrict Parcels Water Consider Expansion Constraints (Steep, FHSZ, etc) Incorporatedand OutsideCounty ULL Outside County ULL Incorporatedand InsideCounty ULL InsideCounty ULL ContractionEBRPD Island(Incorporated)685.6 ac ContractionSubdivision Buffer41.6 ac ExpansionDevelopedMarina(Incorporated)12.6 ac ExpansionIncorporated, inside Pittsburg's ULLCounty ULL is N/AAlign to City Limits2.3 ac ContractionEBRPD Owned16.4 ac ExpansionShorelineSimplification(Incorporated)14.1 ac ContractionUnincorporated, inside Pittsburg's ULLonly City would developAlign to City Limits512.2 ac * Change since 02/2025Removed proposed 15 acalignment to City Limitsdue to existing City projectwith potential annexation WinterIsland PITTSBURG BayPoint ANTIOCH PITTSBURG ANTIOCH CONCORD V III V IV V V III ÄÅ44 ÄÅ44 ÄÅ44 E Leland Rd G S t Ra i l r o a d A v e 10th St James Donlon Blvd Willow Pass Rd Pittsburg Antioch Hwy Lo v e r i d g e R d L S t Evora Rd Pacifica Ave 3rd St Delta Fair Blvd So m e r s v i l l e R d 2nd St Auto C e n t e r D r Ha r b o r S t W Leland Rd Bailey R d Ba i l e y R d Willow Pass Rd G S t Buchanan Rd Ba i l e y R d 10th St Port Chica g o H w y Kirker P a s s R d ÄÅ44 Sacramen t o R i v e r San Joa q u i n R i v e r SuisunBay New York S l o u g h Bro a d S l o u g h K Contraction Restricted Devel. (Public, Easement) Buffer (Facility, Subdivision) Expansion Existing Development Improved Clarity Align withCity Limits Simplify Shoreline Align withCity Limits Simplify Shoreline City Limits SupervisorialDistrict Parcels Water 6-24-25 DraftCounty ULL Consider Expansion Constraints (Steep, FHSZ, etc) Incorporatedand OutsideCounty ULL Outside County ULL Incorporatedand InsideCounty ULL InsideCounty ULL CONCORD PITTSBURG ANTIOCH BayPoint PITTSBURG WinterIsland ANTIOCH BrownsIsland V III V IV V V III ÄÅ44 ÄÅ44 ÄÅ44 E Leland Rd G S t Ra i l r o a d A v e 10th St James Donlon Blvd Willow Pass Rd Pittsburg Antioch Hwy Lo v e r i d g e R d L S t Evora Rd Pacifica Ave 3rd St Delta Fair Blvd So m e r s v i l l e R d 2nd St Auto C e n t e r D r Ha r b o r S t W Leland Rd Bailey R d Ba i l e y R d Willow Pass Rd G S t Buchanan Rd Ba i l e y R d 10th St Port Chica g o H w y Kirker P a s s R d ÄÅ44 Sacramen t o R i v e r San Joa q u i n R i v e r SuisunBay New York S l o u g h Bro a d S l o u g h K City Limits Current County ULL 6-24-25 Draft County ULL Supervisorial Districts ContractionEBMUD / USAOwned1.9 ac ContractionEBRPDOwned2.7 ac ContractionRefinery BufferAlign to Envision GP327.5 ac ContractionSteep, High FHSZunlikely to develop204.9 ac ContractionSubdivisionBufferSteep, High FHSZ120.7 ac ContractionPG-E Natural GasStorage Facility512.5 ac ContractionDeedRestricted36.7 ac ContractionSteep, Moderate FHSZ,isolated between MOTCO, Canal and PG-Eunlikely to develop288.9 ac ContractionCCWD / USAOwned28.4 ac ContractionStateOwned1.6 ac MARTINEZ BayPoint Pacheco VineHillMountainView Clyde PITTSBURG CONCORD MOTCO(U.S. Army) BuchananField MarathonRefinery M.R.C.Refinery IV V IV V IV§¨¦680 ÄÅ44 Muir Rd Solano Wa y Alh a m b r a A v e Mor e l l o A v e ÄÅ44Evora Rd Pacifica Ave W Leland Rd Port Chica g o H w y §¨¦680 §¨¦680 ÄÅ242 ÄÅ44 ÄÅ44 ÄÅ44 Arnold Dr Mo r e l l o A v e Ho w e R d Evora Rd Imhoff D r Sh e l l A v e Bates Ave Por t C h i c a g o H w y Al h a m b r a A v e Bl u m R d Arth u r R d Pac h e c o B l v d Pine S t Marsh Dr Marina Vista Ave Pacheco B l v d Olivera Rd Wil l o w P a s s R d Po r t C h i c a g o H w y Waterfront R d SuisunBay CarquinezStrait MallardReservoir L Contraction Restricted Devel. (Public, Easement) Buffer (Facility, Subdivision) Expansion Existing Development Improved Clarity Align withCity Limits Simplify Shoreline Align withCity Limits Simplify Shoreline City Limits SupervisorialDistrict Parcels Water CurrentCounty ULL Consider Expansion Constraints (Steep, FHSZ, etc) Incorporatedand OutsideCounty ULL Outside County ULL Incorporatedand InsideCounty ULL InsideCounty ULL ContractionEBMUD / USAOwned1.9 ac ContractionEBRPDOwned2.7 ac ContractionRefinery BufferAlign to Envision GP327.5 ac ContractionSteep, High FHSZunlikely to develop204.9 ac ContractionSubdivisionBufferSteep, High FHSZ120.7 ac ContractionPG-E Natural GasStorage Facility512.5 ac ContractionDeedRestricted36.7 ac ContractionSteep, Moderate FHSZ,isolated between MOTCO, Canal and PG-Eunlikely to develop288.9 ac ContractionCCWD / USAOwned28.4 ac ContractionStateOwned1.6 ac MARTINEZ BayPoint Pacheco VineHillMountainView Clyde PITTSBURG CONCORD MOTCO(U.S. Army) BuchananField MarathonRefinery M.R.C.Refinery IV V IV V IV§¨¦680 ÄÅ44 Muir Rd Solano Wa y Alh a m b r a A v e Mor e l l o A v e ÄÅ44Evora Rd Pacifica Ave W Leland Rd Port Chica g o H w y §¨¦680 §¨¦680 ÄÅ242 ÄÅ44 ÄÅ44 ÄÅ44 Arnold Dr Mo r e l l o A v e Ho w e R d Evora Rd Imhoff D r Sh e l l A v e Bates Ave Por t C h i c a g o H w y Al h a m b r a A v e Bl u m R d Arth u r R d Pac h e c o B l v d Pine S t Marsh Dr Marina Vista Ave Pacheco B l v d Olivera Rd Wil l o w P a s s R d Po r t C h i c a g o H w y Waterfront R d SuisunBay CarquinezStrait MallardReservoir L Contraction Restricted Devel. (Public, Easement) Buffer (Facility, Subdivision) Expansion Existing Development Improved Clarity Align withCity Limits Simplify Shoreline Align withCity Limits Simplify Shoreline City Limits SupervisorialDistrict Parcels Water 6-24-25 DraftCounty ULL Consider Expansion Constraints (Steep, FHSZ, etc) Incorporatedand OutsideCounty ULL Outside County ULL Incorporatedand InsideCounty ULL InsideCounty ULL PITTSBURG Clyde MountainView VineHill Pacheco BayPoint MARTINEZ CONCORD MarathonRefinery M.R.C.Refinery MOTCO(U.S. Army) BuchananField IV V IV V IV§¨¦680 ÄÅ44 Muir Rd Solano Wa y Alh a m b r a A v e Mor e l l o A v e ÄÅ44Evora Rd Pacifica Ave W Leland Rd Port Chica g o H w y §¨¦680 §¨¦680 ÄÅ242 ÄÅ44 ÄÅ44 ÄÅ44 Arnold Dr Mo r e l l o A v e Ho w e R d Evora Rd Imhoff D r Sh e l l A v e Bates Ave Por t C h i c a g o H w y Al h a m b r a A v e Bl u m R d Arth u r R d Pac h e c o B l v d Pine S t Marsh Dr Marina Vista Ave Pacheco B l v d Olivera Rd Wil l o w P a s s R d Po r t C h i c a g o H w y Waterfront R d SuisunBay CarquinezStrait MallardReservoir L City Limits Current County ULL 6-24-25 Draft County ULL Supervisorial Districts HERCULES Rodeo Crockett PortCosta PINOLE Phillips 66Refinery Phillips 66CarbonPlantVI V ContractionState Resotration91.4 ac ContractionEBRPD Owned31.4 acContractionP66 Buffers320.7 ac ContractionsCal Trans, EBRPD, EBMUD and RR217.7 ac ContractionSteep, High FHSZunlikely to develop44.9 ac ContractionsP66 (C.S.Lands) Buffer168.6 ac ExpansionDevelopedMarina9.2 ac ContractionEBRPD Owned0.01 ac §¨¦8080 §¨¦8080 §¨¦8080 §¨¦8080 ÄÅ44 ÄÅ44 ÄÅ44 Mc E w e n R d Cum m i n g s S k w y San Pablo Ave Refugi o V a l l e y R d Willo w A v e Ten n e n t A v e Pomona St Bayfront Blvd Sycam o r e A v e John M u i r P k w y San Pablo Ave McE w e n R d Croc k e t t B l v d Cum m i n g s Skw y San P a b l o A v e Pa r k e r A v e ÄÅ44 Carqui n e z S c e n i c D r CarquinezStrait SanPabloBay M Contraction Restricted Devel. (Public, Easement) Buffer (Facility, Subdivision) Expansion Existing Development Improved Clarity Align withCity Limits Simplify Shoreline Align withCity Limits Simplify Shoreline City Limits SupervisorialDistrict Parcels Water CurrentCounty ULL Consider Expansion Constraints (Steep, FHSZ, etc) Incorporatedand OutsideCounty ULL Outside County ULL Incorporatedand InsideCounty ULL InsideCounty ULL HERCULES Rodeo Crockett PortCosta PINOLE Phillips 66Refinery Phillips 66CarbonPlantVI V ContractionState Resotration91.4 ac ContractionEBRPD Owned31.4 acContractionP66 Buffers320.7 ac ContractionsCal Trans, EBRPD, EBMUD and RR217.7 ac ContractionSteep, High FHSZunlikely to develop44.9 ac ContractionsP66 (C.S.Lands) Buffer168.6 ac ExpansionDevelopedMarina9.2 ac ContractionEBRPD Owned0.01 ac §¨¦8080 §¨¦8080 §¨¦8080 §¨¦8080 ÄÅ44 ÄÅ44 ÄÅ44 Mc E w e n R d Cum m i n g s S k w y San Pablo Ave Refugi o V a l l e y R d Willo w A v e Ten n e n t A v e Pomona St Bayfront Blvd Sycam o r e A v e John M u i r P k w y San Pablo Ave McE w e n R d Croc k e t t B l v d Cum m i n g s Skw y San P a b l o A v e Pa r k e r A v e ÄÅ44 Carqui n e z S c e n i c D r CarquinezStrait SanPabloBay M Contraction Restricted Devel. (Public, Easement) Buffer (Facility, Subdivision) Expansion Existing Development Improved Clarity Align withCity Limits Simplify Shoreline Align withCity Limits Simplify Shoreline City Limits SupervisorialDistrict Parcels Water 6-24-25 DraftCounty ULL Consider Expansion Constraints (Steep, FHSZ, etc) Incorporatedand OutsideCounty ULL Outside County ULL Incorporatedand InsideCounty ULL InsideCounty ULL PortCosta Crockett Rodeo HERCULES PINOLE Phillips 66CarbonPlant Phillips 66Refinery BENICIA VI V§¨¦8080 §¨¦8080 §¨¦8080 §¨¦8080 ÄÅ44 ÄÅ44 ÄÅ44 Mc E w e n R d Cum m i n g s S k w y San Pablo Ave Refugi o V a l l e y R d Willo w A v e Ten n e n t A v e Pomona St Sycam o r e A v e John M u i r P k w y San Pablo Ave McE w e n R d Croc k e t t B l v d Cum m i n g s Skw y San P a b l o A v e Pa r k e r A v e ÄÅ44 Carqui n e z S c e n i c D r CarquinezStrait SanPabloBay M City Limits Current County ULL 6-24-25 Draft County ULL Supervisorial Districts EXHIBIT B PUBLIC COMMENTS GENERAL COMMENTS From:Juliet Blake To:DCD Advance Planning Subject:Urban Limit Line Date:Tuesday, March 18, 2025 8:24:33 AM Hello! I was told that CoCo County is planning to potentially move some of the urban limit lines. I am wondering if any of these plans will impact the Camino Tassajara area, between Blackhawk and Dublin? Thank you so much. Juliet Sent from Juliet's iPhone From:Patricia Bristow To:Will Nelson Subject:Fwd: Comments on the ULL Date:Friday, May 30, 2025 2:32:43 PM Sent from my iPhone Begin forwarded message: From: Patricia Bristow <pattybristow@sbcglobal.net> Date: May 30, 2025 at 1:39:43 PM PDT Subject: Comments on the ULL To Wil Nelson: I’m concerned about the “clean up” of the ULL proposal. It will devalue properties located in the unincorporated areas of Byron, Knightsen, and Discovery Bay. It also restricts affordable housing development that is so desperately needed in Contra Costa County. There is a great need for affordable single family homes in rural East County. People want to live out in the country. This proposed ULL will make new home construction nonexistent in the south east end of Byron. Thank you for your time. Patricia Bristow Sent from my iPhone From:jagktac@goldstate.net To:DCD Advance Planning Cc:Dominique Vogelpohl; lwilley@placeworks.com; Tanya Sundberg Subject:Urban limit Line ~~ Comment ~~~~~ 2026 Ballot Measure Date:Monday, March 17, 2025 3:47:33 PM Please make his request as part of the public record. I would like to nominate and support maps # Figure #7 and/or Figure #8 Sub Map “ J “ page #38 and #39 of 50 sheets 25-696 - Exhibit A - Map Series Thank you John A Gonzales P.O. Box 369 Knightsen, Ca 94548 925-260-4728 From:Cheryll Grover To:DCD Advance Planning Subject:Expansion of Urban Limit lines Date:Tuesday, March 18, 2025 1:58:56 PM It has been far too long since adjustments have kept up with growth. And the State now encourages more growth even in towns that have little available space or infrastructure to support it. Growth is now forced upon any remaining neighborhoods with a couple acres within their communities by states laws that benefit developers in return to the accommodation for new housing. Neighborhoods are being left behind with no ability to input about the disastrous effect of increased traffic forced into small neighborhoods with small streets, or any accommodation for safe traffic patterns, where children increasingly rely upon the streets for play areas. Nothing that is happening in my neighborhood, met the level of interest required to have the developer agree with any better plans even though I was commenting on day one of their presenting their plans for preliminary oversight by the planning department. Because the department says their hands are tied. It's time to stop doing all things that benefit developments while we clamor to consider huge swaths of park lands. It IS possible to build in some places without being an eyesore to the public, and to stop encouraging the highest possible densities, with no controls, building into older, poorer neighborhoods. We have allowed oil drilling withing our downtowns. We need to consider present residents while accomplishing all the other things government determines are reasonable, in spite of known health risks to communities, destruction of historic and lovely surroundings, and intrusion by smells, dust, pollution expansion without reciprocal accommodations to the community like natural trees planted surrounding the offending industrial use in neighborhoods. This can be accomplished with an equal application to beautiful areas like Blackhawk, and areas that are being destroyed like Mt. View unincorporated. We have tried to get the County to buy open or available lands with our park dedication fees but instead, for the last 40 years, it always goes to the Marina. Where young kids would not be safe to try to access alone, and parents working more than ever. We have lost our fire station 12, never to be reopened for surrounding area response- while we have watched 2 houses catch fire because of inadequate response or water pressure in the hydrants. Lost our neighborhood Mt. View (historic) school with playground for bike riding, on a County street that does not have sidewalks, and 100 year old neighborhoods; for housing and benefitting financially schools elsewhere. No reciprocal event for the loss in the neighborhood and the kids who live here, and have since moved. Gentrification. So our neighborhoods are now too overcrowded for traffic, speed control, fire hydrant water distribution, and without resources to provide a safe place for tots to play or bikes to be ridden safely so they use the streets in the further back neighborhoods. Those safe places will soon be gone with a Builders Relief development. I wont go into the deaths and injuries from traffic and delivery trucks. Its time to get the over building out of the extreme overuse of our neighborhoods. But developers have long said that it was too expensive to lay new infrastructure so they continued to overuse existing infrastructure that the existing neighborhoods have to pay for, until the point that the State opened even more opportunities for them without a profit structure to keep them affordable for the benefit of such rules relaxing by the relaxation of local codes or any input from surrounding communities. So urban limit lines have now only advantaged a few. Older neighborhoods have become the place where the buck stops, while the sewer systems here are constantly rebuilt and monthly servicing from rotor rooter because of errant neighbors. There is always a side effect of our actions of protecting things for 30 years that end up only benefitting some, without the that should be determined by the type of project being environmentally as inconspicuous as possible, as well as its impact on neighbors, and that it includes more affordable options. They should provide transportation options bus to BART, encouraging getting out of cars and reducing freeway traffic. They should build along freeways as much as possible for easy flow to work transit without going through existing neighborhoods. If there are any developments needing to cross through existing neighborhoods there should be a stop sign to allow them to view the children playing in the street or cars backing out of driveways before proceeding. ALL developments should have more than one way in or out. Our development will impact nearly 600 homes if they ever have to evacuate in this refinery town that has constant accidents from the hazards of the refinery. The new developments should include superior air filtration to keep from becoming an environmental issue. They should move outside the current limit lines with precision by scalpel for best architectural style, for best properties and not considered completely private so they dont take away public dog walkers, etc, ie, next to park lands, or with water views. (Planning Departments have abandoned control over creating housing that is attractive, for housing elements that are cheap. We must take it back to be building things that are attractive as we give up lands special to us. (In Mt.View, we have a park-placed too far away for small children to access, but housing around it is quaint and beautiful for a reasonable price. We have good examples of how to improve the housing vs parks issues.) They should provide for a minimum of 3 cars parking per unit as the state has allowed highest density without sufficient parking which will now back flow parking onto already completely over filled street parking for existing neighborhoods and people who struggled to have enough jobs for the unaffordable homes we currently have. New housing should be tied to selling to current residents of that nearby town first for 6 months before opening up the buyers to a surrounding town. (The concept of we need more housing can add up to we just built it for someone from China to scoop it up for a rental, which further erodes our infrastructure of owned housing or American ownership, while we sacrifice areas that have been hard fought for over the years.) Out of state developers/and areas for developments near downtowns or with water views should be required to do apartments mixed with townhouses only, as affordable housing is much more needed for renters and housing developments are not adding enough ACTUALLY affordable housing to that inventory. The developer told us that 8 out of 41 units are affordable and the rest is market rate. Market rate 3 bedrooms definitely need more than one parking space per unit and that is all they provided for and no tot lot as well as zero setbacks from the existing housing that has been here since the 70's and 3 stories tall over two story long held previous code next door. Please add my very sincere recommendations to the plans. If there are road blocks to any of what I have requested please call me or email me to discuss so I can at least understand why we are unable to make progress. Thank you very much~ Cheryll Grover (925) 383-4743 From:Marc Joffe To:DCD Advance Planning Subject:Urban Limit Line Comments Date:Thursday, May 29, 2025 5:16:11 PM Dear Mr. Nelson: I am the President of the Contra Costa Taxpayers Association but am commenting in my personal capacity. The Urban Limit Line should be relaxed to allow more home construction around Byron and other unincorporated communities. Many are concerned about high home prices in the Bay Area. One way to remedy that is to increase housing supply. And the reality is that not everyone wants to live in an apartment adjacent to a BART station. Consequently, we need to build more single-family housing in outlying areas. Maintaining the ULL (let alone making it more restrictive) is totally inconsistent with the now popular “Abundance” approach and the opposite of successful land use policies in Texas suburbs that have kept home prices relatively low despite substantial in-migration. Thank you for considering my views. Marc Joffe Walnut Creek 415-710-7159 From:John Jordan To:DCD Advance Planning Subject:urban limit line Date:Friday, March 7, 2025 4:24:38 PM John Jordan here, 6151 Park Ave. Richmond. We've talked a number of times over the years. Quick question. The material you sent me seems to say that the ballot measure would change the few lots around me from farms (agricultural) zoning to residential (like the areas near me). This makes sense. I of course support it, and will actively support it as we get closer to the election. I want to make sure that I am understanding it. Do I have it more or less correct? -Thanks -John From:Gretchen Logue To:Will Nelson Cc:John Kopchik Subject:ULL Renewal Expansion Questions Date:Friday, May 23, 2025 10:13:30 AM Attachments:Alamo & Diablo ULL Expansion Map.png TV ULL Expansion Map.png Hello Will, As I was looking through the ULL Renewal Map Series, a couple expansion areas caught my eye in the Alamo and Diablo area. I attached the map "Alamo & Diablo ULL Expansion Map. 1. 34.7 Alamo - ac expansion to include the open space/park area inside the ULL - County notes reason as to "improve clarity by aligning ULL to park boundary". 1. Is that land now under the Non-Urban Land Use Designation? If so, which designation? 2. If the land is brought inside the ULL, then will the land fall under the Urban Land Use Designations? 3. If the land is moved inside the ULL, what is the process to develop the land? 4. As the ULL is now drawn, does the land act as a "greenwall'? 5. Is the land less likely to be developed if it stays outside the ULL? 2. 2.3 ac Diablo - expansion to include existing development. 1. What is the existing development on this parcel of land? In the Tassajara Valley (TV ULL Expansion Map attached): 1. 21.3 ac expansion to include existing development to "clean up the line". This is the Mustang Soccer field area, Private/Public Recreation, which is under the Non- Urban Land Use Designation, so shouldn't the land stay outside the ULL? 1. Isn’t it true that this recreation development is under the Non-Urban Land Use Designation, therefore the land should remain outside the ULL? 2. If the land is brought inside the ULL, then will the land fall under the Urban Land Use Designations? 3. If the land is moved inside the ULL, what is the process to develop the land? 4. As the ULL is now drawn, does the land act as a "greenwall'? 5. Is the land less likely to be developed under the Urban Land Use Designations if it stays outside the ULL? Thank you for your time. Gretchen Logue Tassajara Valley Preservation Association ContractionState Park Owned1 ac ContractionParcelAlignment0.4 ac ExpansionExistingDevelopment2.3 ac ContractionState Park Owned16.7 ac ContractionEBRPD Owned23 ac ContractionEBRPD Owned42.2 ac ExpansionImprove clarity by aligningULL to park boundary34.7 ac ContractionsSubdivision Buffer82.3 ac ContractionExisting low denisty residentialSteep, High FHSZunlikely to further developparcels split by ULL25.1 ac ContractionSteep, High FHSZunlikely to further develop74.3 ac ContractionSteep, High FHSZunlikely to develop48.1 ac ExpansionParcelAlignment0.4 ac ContractionSteep, High FHSZunlikely to develop(Serenity Ln)40.7 ac ContractionSteep, High FHSZunlikely to develop12.5 ac DANVILLE WALNUTCREEK Alamo Diablo SanMiguel CastleHill Blackhawk Mt.DiabloIIIV §¨¦680 §¨¦680 §¨¦680 Stone Valley Rd Dan v i l l e B l v d Blackhawk R d Livorna R d Mira n d a A v e Sycamore Valley Rd Camin o T a s s a j a r a Bro a d w a y Hart z A v e San M i g u e l D r Cre s t A v e Rudgear Rd Danvi l l e B l v d Diablo Rd Bla c k h a w k R d Mt. D i a b l o Sce n i c B l v d Gr e e n Va l l e y R d North Gat e R d E Contraction Restricted Devel. (Public, Easement) Buffer (Facility, Subdivision) Expansion Existing Development Improved Clarity Align withCity Limits Simplify Shoreline Align withCity Limits Simplify Shoreline City Limits SupervisorialDistrict Parcels Water CurrentCounty ULL Consider Expansion Constraints (Steep, FHSZ, etc) Incorporatedand OutsideCounty ULL Outside County ULL Incorporatedand InsideCounty ULL InsideCounty ULL ExpansionIncorporated, outside San Ramon's UGBCounty ULL is N/AAlign to City Limits99.1 ac ExpansionIncorporated,inside San Ramon's UGBCounty ULL is N/AAlign to City Limits9 ac ContractionUnincorporated,inside San Ramon's UGBonly City would developAlign to City Limits61.1 ac ExpansionIncorporated,inside San Ramon's UGBCounty ULL is N/AAlign to City Limits9.8 ac ContractionEBRPD Owned47.7 ac ExpanisionIncorporated, inside San Ramon's UGBCounty ULL is N/AAlign to City Limits705.5 ac ContractionEBRPD Owned (or Easement)1.8 ac ContractionDeed Restriction85.5 ac ExpansionExistingDevelopment21.3 ac ContractionSteep, High FHSZunlikely to develop(outside San Ramon UGB)439.7 ac ContractionUnincorporated, inside San Ramon's UGBonly City would developAlign to City Limits107.2 ac ContractionDeedRestriction14.2 ac SANRAMON Blackhawk CaminoTassajara NorrisCanyon DANVILLE Camp Parks(U.S. Army) II §¨¦680 Alco s t a B l v d Crow Canyon Rd Dou g h e r t y R d Sa n R a m o n V a l l e y B l v d Camino Ta s s a j a r a Bol l i n g e r C a n y o n R d Monarc h R d Win d e m e r e P k w y Pine Valley R d Norris C a n y o n R d Do u g h e r t y R d Camino Tassajara Ca m i n o T a s s a j a r a §¨¦680 Monte v i d e o D r Bollin g e r C a n y o n R d D Contraction Restricted Devel. (Public, Easement) Buffer (Facility, Subdivision) Expansion Existing Development Improved Clarity Align withCity Limits Simplify Shoreline Align withCity Limits Simplify Shoreline City Limits SupervisorialDistrict Parcels Water 2-25-25 DraftCounty ULL Consider Expansion Constraints (Steep, FHSZ, etc) Incorporatedand OutsideCounty ULL Outside County ULL Incorporatedand InsideCounty ULL InsideCounty ULL From:Mike Nisen To:Will Nelson Subject:FW: Urban Limit Line ULL)re Date:Wednesday, June 4, 2025 6:33:47 AM Attachments:DOC060225-06022025080213.pdf final-traffic-calming-guide_v2-a11y.pdf Good morning Mr. Nelson, I sent this to you on Monday June 2, 2025. I looked in my junk mail this morning and apparently this didn't go through, as there was a message stating this. Hopefully it goes though this time. Mike Nisen Evans Brothers Inc. Office (925) 443-0225 Fax (925) 453-8619 Cell (925) 525-0502 mike@evansbrothers.com -----Original Message----- From: Mike Nisen Sent: Monday, June 2, 2025 9:28 AM To: Mike Nisen <mike@evansbrothers.com> Subject: Urban Limit Line ULL)re Good morning Mr. Nelson, I have attached a page from the Contra Costa County - 2045 General Plan which specifically refers to the Byron area entitle Byron - Guidance - 4. In the Policies section, Item #10 states "Support community efforts to establish a community services district (CSD) to provide basic services to Byron. I am not quite sure how that would be accomplished, as Byron is so greatly restricted by the ULL that almost no new growth can take place. Also, a good portion of the land contiguous to the eastern portion of the ULL has been designated for solar energy facilities. These solar facilities are also presently exempt from property taxes. Where is revenue supposed to be derived from to support a CSD? Stifling growth is certainly not going to make a CSD feasible for Byron. In the Actions section of the Byron - Guidance - 4 , item #5 states "Study the feasibility and need for traffic calming along Byron's roadways". I have also attached a copy for your convenience. A round-about for Camino Diablo in the 30 MPH zone has been discussed many times at the Byron MAC meetings. I beleive there is not enough room available for a round-about be feasible, as some large trucks are allowed to use this roadway occasionally. On September 25, 2024, I sent an email which included a document entitled "Traffic Calming Guide A Compenium of Stratagies" issued by the California Department of Transpotation to a manager in the Contra Costa County Transportation Department. The booklet contained several different traffic calming stratigies, including the lateral shift and chicanes methods that may possibly work on Camino Diablo, as they don't require a lot of excess room to be utilized. However, I never received a response back. Thank you very much for the opportunity to provide comments, Mike Nisen Evans Brothers Inc. Office (925) 443-0225 Fax (925) 453-8619 Cell (925) 525-0502 Traffic Calming Guide A Compendium of Strategies California Department of Transportation 30 SPEED LIMIT YOUR SPEED DO NOT ENTER YIELD Traffic Calming Guide 1 | P age Table of Contents Table of Contents.............................................................................................................1 Introduction ......................................................................................................................2 Identifying the Need for Traffic Calming ...........................................................................4 How This Guide Is Organized ..........................................................................................4 Category A. Signings and Markings .................................................................................5 Vehicle Speed Feedback Signs ......................................................................................5 Speed Reduction Markings ............................................................................................8 In-Street Pedestrian Crossing Signs.............................................................................11 Crosswalk Enhancement..............................................................................................14 Pedestrian Hybrid Beacons (PHBs) .............................................................................18 Flashing Beacons ........................................................................................................21 Category B. Physical Intersection Modifications .............................................................24 Roundabouts................................................................................................................24 Full Closure ..................................................................................................................29 Intersection Barrier .......................................................................................................33 Partial Closure/Semi-Diverter .......................................................................................36 Right-In, Right-Out .......................................................................................................39 Tee-up Intersection and Reduce Corner Radii .............................................................42 Category C. Roadway Narrowing ...................................................................................45 Road Diet .....................................................................................................................45 Neckdowns/Chokers ....................................................................................................49 Curb Extension/Bulbouts ..............................................................................................53 On-Street Parking ........................................................................................................56 Raised Median Island/Traffic Island..............................................................................59 Category D. Vertical Roadway Elements .......................................................................62 Speed Hump ................................................................................................................62 Speed Cushion ............................................................................................................65 Speed Table/Raised Crosswalk ...................................................................................68 Offset Speed Table ......................................................................................................72 Transverse Rumble Strips ............................................................................................75 Raised Intersection ......................................................................................................78 Category E. Physical Roadway Segment Modifications .................................................81 Lateral Shifts ................................................................................................................81 Chicanes ......................................................................................................................84 Category F. Others ........................................................................................................87 Street Trees and Landscaping .....................................................................................87 In-Roadway Light .........................................................................................................91 Traffic Calming Guide 2 | P age Introduction The California Department of Transportation (Caltrans) recognizes all modes of travel are integral to our vision of delivering a brighter future for all through a world-class transportation network. As Caltrans progresses towards achieving a transportation system that improves accessibility and connectivity to essential community destinations for all users, we continue to provide guidance that contributes to the livability and safety of all users of the State highway environment. As established in Director’s Policy 36 (DP-36): Road Safety, Caltrans has a vision to eliminate fatalities and serious injuries on California’s roadways by 2050 and provide safer outcomes for all communities. To support this vision, Caltrans has adopted the Safe System Approach which is an international best practice in road safety. It includes the following five elements : safe road users, safe speeds, safe roads, safe vehicles, and post-crash care. Despite State highways being planned, designed, and constructed based on geometric criteria such as design speed, the highway will not function as intended with drivers who operate at excessive speeds. The data collected from the Statewide Integrated Traffic Records System (SWITRS) between 2011 to 2021 showed that 34% of single vehicle crashes related to fatalities and serious injuries were due to speeding and aggressive driving. Speed management is critical to the success of the Safe System Approach which is why “safe speeds” is one element of this Approach. As kinetic energy increases, the probability of a crash and the severity of that crash increases too. The Safe System Approach aims to reduce impact forces to levels that are tolerable for the human body to sustain. Operating speeds, roads, and vehicles should be designed and managed to reduce risk of fatalities and serious injuries when a crash occurs. The focus of this Traffic Calming Guide is to build self-enforcing roadways that guide road users to travel at a safe speed, especially through conflict points. To this end, the Traffic Calming Guide was developed from recommendations of the Zero Traffic Fatalities Task Force. Caltrans recognizes that walking, biking, transit, and passenger rail are integral to our transportation network as established in Director’s Policy 37 (DP-37) and developed guidance inclusive of this document to meet the goals stated in DP-37. Main Street, California discusses the possibilities and the types of questions that needed to be asked in order to foster a main street that helps people, communities, and the transportation system thrive. Design Information Bulletin 94 provides contextual guidance for complete street projects or facilities in Urban Area, Suburban Area, and Rural Main Street place types. These documents, along with the Traffic Calming Guide, provide guidance to those who implement traffic calming strategies to help achieve goals set forth by communities and agencies. Traffic Calming Guide 3 | P age Traffic calming strategies should be implemented at locations along the State Highway System (SHS) where vehicle speed will have a negative impact on the non-motorized modes of travel. The Traffic Calming Guide provides best practices, relevant standards, and resources discussed in the FHWA Traffic Calming ePrimer. The traffic calming measures encompass various strategies including law enforcement, public education, as well as temporary and permanent highway features that become part of the highway infrastructure. Other important considerations should include the accommodation of emergency response services and the guidance published in Design Information Bulletin 93, Evacuation Route Design Guidance. The State Highway System should be reviewed from a holistic perspective and discussed with local agency partners and communities when working with adjacent private and public access. Design flexibility is essential when implementing traffic calming strategies. A “one-size-fits-all” design philosophy is not Caltrans’ Departmental policy. Designers and planners need to consider land use, community context, and the associated user needs of each facility. Project decisions should be made to balance pertinent values (e.g., modal priorities, community goals and objectives, environmental resources, social impact, economic impacts, fiscal resources, etc.) alongside exercising engineering judgment and experience. The key to a successful project includes weighing and carefully considering each of these values and utilizing engineering judgment to achieve the desired traffic calming needs. The traffic calming measures discussed in this guide can be implemented separately or be used in conjunction with other calming measures. The Speed Reduction category within this document refers to the speed that is being reduced by installing that specific measure. Additional analysis is required to capture the cumulative benefits when implementing multiple calming measures at a specific location. It is advisable to conduct spot speed surveys following the implementation of traffic calming measures. Engineering judgement should be exercised to evaluate whether the roadway warrants a lower posted speed limit. The Traffic Calming Guide is prepared for Caltrans for use on the California State highway system and it is not a substitute for engineering knowledge, experience, or judgment. It is neither intended as, nor does it establish, a legal standard for these functions. The traffic calming strategies established and discussed herein are for the information and guidance of the officers and employees of Caltrans. Many instructions given herein are subject to amendment as conditions and experience warrant. Special situations may call for deviation from this guide. The publication of this guide shall not create, nor is it intended to be, a standard of conduct or duty toward the public. Traffic Calming Guide 4 | P age Identifying the Need for Traffic Calming Based on engineering judgment, traffic calming strategies should be considered whenever there is a need to reduce vehicle speeds and/or traffic volumes on a roadway or roadway network. Increased consideration should be given to the following areas: 1) Along Safety Corridors or roadway segments with a high percentage of speed-related collisions, 2) In locations or facilities that generate high concentrations of bicyclists and pedestrians (refer to CA MUTCD Section 2B.13 for definition of “Safety Corridor” and “land or facility that generates high concentrations of bicyclists or pedestrians” ), 3) To support transitions from high speed to low speed contexts, such as in the Transitional Area place type or when approaching a Rural Main Street. Caltrans recognizes that the implementation of traffic calming strategies may not be suitable for some project types and scope of work. Caltrans may collaborate with local agencies and the community to identify the roadway segments of need and select the appropriate traffic calming strategies early in the project development phase. How This Guide Is Organized The Traffic Calming Guide consists of six categories: Signings and Markings, Physical Intersection Modifications, Roadway Narrowing, Vertical Roadway Elements, Physical Roadway Segment Modifications, and Others. Each category contains several traffic calming measures that belong to the category and information related to measures is presented in the following sub articles: Description, Placement, Performance, Maintenance Considerations, Other Considerations, References, and Sample Projects. This guide was produced in close collaboration between Division of Safety Programs, Traffic Operations, and Design. Each individual calming measure was written by an editor, who is the subject matter expert in their respective Division. Any future updates after the initial publication will have a vertical line in the left or right-side margin with a revision date at the footer to mark the updated content to the readers. Category A. Signings and Markings 5 | P a ge Category A. Signings and Markings Description Vehicle Speed Feedback Signs Vehicle Speed Feedback Signs (SFS), also known as Dynamic Speed Displays, provide drivers with a feedback display of vehicles speed, while reminding drivers of the posted speed limit. SFS can be an effective method for reducing speeds at a desired location when appropriately complemented with police enforcement. Placement SFS assembly with R2-1 Vehicle Speed Feedback signs can only collect and display the speed of one vehicle at a time. Vehicle Speed Feedback signs are most effective when there is only one lane of traffic in each direction with daily volumes low enough to allow for gaps in traffic. The usage can vary depending on the purpose of placement and site conditions. Functional Classification: Principal Arterials, Minor Arterials, Collectors, and Local Roads Appropriate Daily Volume Range: These signs are most effective on roadways where there are gaps between vehicles. Maximum Posted Speed Limit: CA MUTCD section 2B does not indicate maximum posted speed limits for this countermeasure. Category A. Signings and Markings 6 | P a ge Performance Speed Reduction: The FHWA cited 7 studies that ranged from a 2 MPH to 7 MPH speed reduction. This countermeasure is most effective when paired with enforcement and can lose its effectiveness over time as drivers become desensitized to the notification when it is not accompanied by enforcement. Volume Reduction: N/A (This was not well documented and is not generally a goal of this measure) Impact on Emergency Response: None Mobility Impacts: Nominal Maintenance Considerations • Need to consider speed accuracy to avoid underestimation of speed • Signs need to be calibrated regularly. The frequency can vary, but yearly is common • Need to consider overall sign visibility • Need to consider power source and need for backup power • Contact Caltrans maintenance for maintainability, roles, and responsibilities when placed on the SHS Other Considerations • More effective if used with other information indicators or signs to reduce speed. Consider pairing with police enforcement • Consider placement within School Zones • Consider setting a maximum speed threshold over the speed limit to flash, “SLOW DOWN” instead of reporting the speed. A maximum of 10-15 MPH over the posted limit is common • Specifications of the signs should be reviewed ahead of installation • Consider the existing and future landscape on the visibility of the sign Category A. Signings and Markings 7 | P a ge References 1. California MUTCD - Caltrans 2. Traffic Calming ePrimer - FHWA Sample Projects H Street in Sacramento, CA (Google Earth) Project Description: Vehicle Speed Feedback sign was installed along H Street in Sacramento to discourage excessive speeding through the residential neighborhood. Category A. Signings and Markings 8 | P a ge Description Speed Reduction Markings Speed Reduction Markings (also known as Optical Speed Bars) are transverse pavement markings placed with progressively reduced spacing on both edges of the traveled way to create the perception of increased speed. This illusion encourages drivers to slow down as they pass by the markings. Durable marking materials should be used as markings are exposed to increased wear from tires. See California MUTCD Section 3B.22 for additional details. Placement Speed Reduction Markings (CA MUTCD) Speed reduction markings should be reserved for unexpected curves and should not be used on long tangent sections of roadway or in locations frequented mainly by local or familiar drivers. Speed reduction markings shall not be used in lanes that do not have a longitudinal line (center line, edge line, or lane line) on both sides of the lane. Category A. Signings and Markings 9 | P a ge Functional Classification: Collectors and Local Roads Appropriate Daily Volume Range: Any Maximum Posted Speed Limit: Table 3 in FHWA’s Low-Cost Treatments for Horizontal Curve Safety 2016 contains guidelines for approach speeds from 45 MPH to 70 MPH and curve speeds from 15 MPH to 50 MPH. Performance Speed Reduction: 0-5 MPH reduction (FHWA) Impact on Emergency Response: None Maintenance Considerations SNOW • Impact of salt and other road treatments on markings • Use durable marking materials that can withstand snowplow operations • Use of depressions for markings, so that road plowing operations pass over the top without impacting the markings OTHER • Impact of constant traffic wear of the pavement markings Other Considerations • Where significant eradication of existing markings is required, it is recommended that this measure is implemented within a re-paving project • CA MUTCD and latest applicable standards/other manuals should be utilized • Check if there are conflicts with other pavement delineation and markers References 1. California MUTCD (Section 3B.22) - Caltrans 2. Low-Cost Treatments for Horizontal Curve Safety 2016 (Chapter 3) - FHWA Category A. Signings and Markings 10 | P a ge Sample Project Folsom Blvd approaching US 50 WB on-ramp in Folsom, CA (Google Earth) Project Description: Speed reduction markings were placed on the Folsom Blvd turn lane leading to the on- ramp. The pavement markings were placed in a pattern of progressively reduced spacing to give drivers the impression of increased speed, so drivers will slow down prior to entering the horizontal curve. Category A. Signings and Markings 11 | P a ge Description In-Street Pedestrian Crossing Signs In-street Pedestrian Crossing signs are placed within a roadway, either between travel lanes or in a median. The sign may be used to remind road users of laws regarding right of way at an unsignalized pedestrian crossing. In California, the R1-6 usage is limited because the sign does not enforce vehicles to stop per CVC 21950. The In-street Pedestrian Crossing sign is used with other crosswalk visibility enhancements to indicate preferred locations for people to cross and help reinforce the driver requirement to yield the right of way to pedestrians at designated pedestrian crossing locations. Placement In-Street Pedestrian Crossing Signs (R1-6) (FHWA) Most uncontrolled pedestrian crossings with high pedestrian volumes, especially on roadway crossings with 10,000+ ADT (FHWA). See Table 1 for additional recommendation for placement. Functional Classification: Minor Arterials, Collectors, and Local Roads Posted Speed Limit: 30 MPH or less (FHWA) Category A. Signings and Markings 12 | P a ge Performance Speed Reduction: N/A (Driver compliance, such as drivers yielding for pedestrians increased significantly) Volume Reduction: N/A Impact to Emergency Response: None Maintenance Considerations SNOW • Need appropriate width to avoid damaging the sign • Consider seasonal removal of signs OTHER • Consider mountable design to avoid conflicts with commercial vehicles Other Considerations • Should only be used at uncontrolled pedestrian crossing locations • Consult with the District Pedestrians and Bicyclists Safety Engineer • Must meet AASHTO breakaway requirements • Should be removable for roadway maintenance • Background can be yellow or fluorescent optic yellow References 1. Crosswalk Visibility Enhancements - FHWA 2. California MUTCD - Caltrans 3. In-Street Pedestrian Crossing Sign - PEDSAFE Category A. Signings and Markings 13 | P a ge Sample Project Mission St and Admiral Ave in San Francisco, CA (Google Earth) Project Description: The In-Street Pedestrian Crossing sign (R1-6) was installed at this intersection to remind drivers of pedestrian right of way laws. Category A. Signings and Markings 14 | P a ge Crosswalk Enhancement Description Poor lighting and other factors that reduce driver visibility can cause safety issues at pedestrian crosswalks. In high speed or high vehicle traffic conditions, a substantially visible roadway crossing area could prevent or reduce the amount of pedestrian-related collisions. Any number of enhancements may be combined to increase vehicle operators’ visibility of the crosswalk and pedestrian users. Enhancement options include: • High-visibility crosswalk markings and marking patterns • In-Street Pedestrian Crossing Sign • Improved lighting • Advance Stop/Yield/Pedestrian Crossing markings and signs • Parking restrictions • Curb Extension • Raised Crosswalk • Rectangular Rapid-Flashing Beacons (RRFB) • Pedestrian Hybrid Beacons (see CA MUTCD Chapter 4F) Crosswalk Enhancement Example (FHWA) Placement At a crosswalk location, especially on multilane roadways with vehicle volumes Category A. Signings and Markings 15 | P a ge exceeding 10,000 ADT (FHWA). Functional Classification: Minor Arterials, Collectors, and Local Roads Appropriate Daily Volume Range: Varies per improvement. See Table 1 below. *Refer to Chapter 4 from Guide for Improving Pedestrian Safety at Uncontrolled Crossing Locations for more information using multiple countermeasures. **It should be noted that the PHB and RRFB are not both installed at the same crossing location. Table 1: Application of pedestrian crash countermeasures by roadway feature (Guide for Improving Pedestrian Safety at Uncontrolled Crossing Locations, FHWA) Posted Speed Limit: N/A Performance Speed Reduction: N/A (Driver compliance, such as drivers slowing down/stopping for pedestrians have increased significantly, but the references did not analyze the reduction of speeds across the entire corridor) Volume Reduction: N/A Category A. Signings and Markings 16 | P a ge Impact on Emergency Response: None Maintenance Considerations SNOW • Provide sufficient lane width to avoid in-roadway signs and markings being damaged by snowplows • Road salt and snowplows can shorten the lifespan of high-visibility crosswalk markings. Road salt can interfere with the bonding agent. OTHER • Marking durability • The reflectivity of the markings will fade and lose effectiveness, so they will need to be monitored/updated regularly • R1-6 signs may be damaged by vehicles if placed in the middle of the roadway Other Considerations • More complex installations such as lights or pavement treatments can be costly • Inlayed thermoplastic markings can be more reflective than paint or brick • Lighting should be placed in forward locations to avoid a silhouette effect of the pedestrian • In-street signing should be considered for roadways with posted speeds of 30 MPH or less • Consult with the District Pedestrians and Bicyclists Safety Engineer References 1. The Relative Effectiveness of Pedestrian Safety Countermeasures at Urban Intersections – Crash Modification Factors Clearinghouse 2. Crosswalk Visibility Enhancements - FHWA 3. California MUTCD (Section 3B.16, 3B.18; Chapters 4E, 4F, 4L) - Caltrans 4. Proven Safety Countermeasures - FHWA 5. FHWA Guide for Improving Pedestrian Safety at Uncontrolled Crossing Locations 6. Field Guide for Selecting Countermeasures at Uncontrolled Pedestrian Crossing Locations - FHWA Category A. Signings and Markings 17 | P a ge Sample Project Mission Ave in San Rafael, CA (Google Earth) Project Description: The City of San Rafael implemented additional signage (R1-5, W11- 2, and W16-7P), advance yield pavement markings, and ladder crosswalk pavement marking to slow down vehicles at Mission Ave. These enhancements increase the likelihood that motor vehicles will notice crossing pedestrians. Category A. Signings and Markings 18 | P a ge Pedestrian Hybrid Beacons (PHBs) Description Pedestrian hybrid beacons are a pedestrian-activated overhead signal consisting of two red lenses above a single yellow lens. The lenses remain “dark” until a pedestrian pushes the call button to activate the beacon, which then initiates a yellow to red lighting sequence that directs motorists to slow and come to a stop. The pedestrian hybrid beacon accompanied with appropriate signs and pavement markings provides greater visibility for locations, where a crosswalk is not accompanied by a signal-controlled intersection. Pedestrian Hybrid Beacon (FHWA) Placement Midblock crossings, school crossings, and other uncontrolled crosswalks/bike crossings across multi-lane (3+ lanes) roadways. The location should be identified with a pedestrian and bike need. This measure should only be installed at marked crosswalks and the criteria for placement should follow marked crosswalk placement criteria. Refer to CA MUTCD Chapter 4F Category A. Signings and Markings 19 | P a ge Functional Classification: Minor Arterials, Collectors, and Local Roads Appropriate Daily Volume Range: 9,000 ADT or more (FHWA). See Table 1 for more information on placement. Posted Speed Limit: Varies. Refer to CA MUTCD Figure 4F-1 for posted speed limit less than or equal to 35 MPH. Refer to CA MUTCD Figure 4F-2 for posted speed limit greater than 35 MPH. Performance Speed Reduction: N/A (Driver compliance, drivers slowing down/stopping for pedestrians will increased significantly) Impact on Emergency Response: Similar to other signalized crossings, where emergency response vehicles will need to slow down to verify pedestrian presence in the crossing if the beacon is activated. Mobility Impacts: Nominal Maintenance Considerations • Keeping pedestrian indications red if beacons fail • Activation method (button or sensor) • Electrical and sign maintenance Other Considerations • Options such as improved lighting, advance or in-street warning signage, pavement markings, and geometric design elements can be combined to increase visibility of crosswalk. PHBs should only be installed with marked crosswalks and pedestrian countdown signals • Community outreach should be performed if PHBs are not common within a community • Consult with the District Pedestrians and Bicyclists Safety Engineer • Adding signs to pole mast arms will require a wind load analysis from Structures Design and Geotechnical units • Maintaining minimum sidewalk clear width in compliance with ADA if poles and foundations are placed within sidewalk. See DIB 82 • Right of way considerations if signal poles and foundations placed outside of right of way • Signal pole foundations can impact existing utilities • Consider the location of stop bars. Factors such as stopping sight distance to the stop bars and beacons should be verified. Consider adding transverse rumble strips in advance of stop bars Category A. Signings and Markings 20 | P a ge References 1. California MUTCD (Chapter 4F) - Caltrans 2. Design Information Bulletin 82 - Caltrans 3. Pedestrian Hybrid Beacon Tech Sheet - FHWA 4. Proven Safety Countermeasures - FHWA Sample Project State Route 168 and Edward St in Bishop, CA (Google Maps) Project Description: This project on State Route 168 was completed in November 2020 with the goal to enhance driver awareness of pedestrians at an uncontrolled crossing. Additional calming measures were incorporated, such as pedestrian crosswalk regulatory signs, pedestrian hybrid beacon, restriping with high-visibility markings, and upgrading the crosswalk to ADA standards. Category A. Signings and Markings 21 | P a ge Flashing Beacons Description Flashing beacons use repeating flashing lights to warn motorists. They are used to draw motorists’ attention to a sign informing them of an upcoming change in the road conditions that could include unseen intersections, schools, curves, or applications discussed in the placement section below. Flashing Beacons on US 50 EB to Business 80 Connector in Sacramento, CA (Google Maps) Placement CA MUTCD Chapter 4L lists the following typical applications: • Signal ahead • Stop signs • Speed limit signs • Other warning and regulatory signs • Schools • Fire stations • Intersection control • Freeway bus stops • At Intersections, where a more visible warning is desired: o Obstructions in or immediately adjacent to the roadway o Supplemental to advance warning signs o At mid-block crosswalks o At intersections, where a warning is appropriate Functional Classification: Principal Arterials, Minor Arterials, Collectors, and Local Roads Appropriate Daily Volume Range: Appropriate for all volume ranges Category A. Signings and Markings 22 | P a ge Maximum Posted Speed Limit: Appropriate for all posted speed limits, but it is best suited to situations where the difference between the posted and advisory speed is greater than 10 MPH under the posted speed limit. Performance Speed Reduction: The Crash Modification Factors (CMFs) show a significant reduction in crashes, which suggests the most extreme speeds were likely reduced (FHWA). Volume Reduction: N/A (This was not well documented and is not generally a goal of this measure) Impact on Emergency Response: None Maintenance Considerations SNOW • Ice can reduce the visibility of the flashing beacons and damage lights OTHER • Power source. Use of solar-power panels can eliminate the need for a power source and save energy cost • Visibility in inclement weather • Foliage obstructing beacons Other Considerations • Flashing beacons should be considered when warning signs have proven insufficient to gain driver attention • The condition or regulation for justifying Warning Beacons should largely determine their placement. Warning Beacons should only operate during those periods or times when the condition or regulation ex ists • Warning beacons shall be used only to supplement a warning or regulatory sign or marker • Automatic dimming devices should be considered for night operations • Beacon flash rate shall be between 50 and 60 times per minute • Warning (yellow) beacons should not be used to emphasize Stop, Do Not Enter, Wrong Way, and Speed Limit signs • Speed Limit Sign Beacon shall be used only to supplement a Speed Limit Sign. • A Stop Beacon shall be used only to supplement a STOP sign, a Do NOT ENTER sign, or Wrong Way Sign. • Beacons shall not b e included in the border of a sign Category A. Signings and Markings 23 | P a ge • Edge of beacon signal housing should normally be no closer than 12” to the nearest edge of the sign • 6” diameter lights • Posts should be break-away and/or crash tested, otherwise will need to be shielded by guardrail, barrier or crash cushion References 1. California MUTCD (Chapter 4L) - Caltrans 2. Low-Cost Treatments for Horizontal Curve Safety 2016 (Chapter 4) - FHWA Sample Project State Route 174 in Colfax, CA (Google Earth) Project Description: This project is located on State Route 174 in Placer County. A flashing beacon was implemented along with an advance warning sign in order to draw the attention of motorists to the upcoming curve in the roadway. Category B. Physical Intersection Modifications 24 | P a ge Category B. Physical Intersection Modifications Description Roundabouts A roundabout is a form of circular intersection in which traffic travels counterclockwise around a central island and entering traffic must yield to the circulating traffic. They feature, among other things, a central island, a circulatory roadway, and splitter islands on each approach. Roundabout design has certain attributes that can reduce speed, such as geometric design of approach alignment and circular roadway of a roundabout. Modern roundabouts also have fewer conflict points, especially the high angle conflict points, which results in less severe crashes when compared to stop-controlled or signal-controlled intersections. Additionally, a roundabout also separates the conflict points which eases the ability of the driver, pedestrian, or bicyclist to identify a conflict and helps prevent conflicts from becoming crashes. Roundabouts are included among FHWA’s 28 Proven Safety Countermeasures due to their significant safety and operational benefits. Roundabouts are analyzed per Caltrans’ Intersection Safety and Operational Assessment Process (ISOAP), which evaluates the various intersection control type designs on the State Highway System (SHS) to address intersection improvement project strategies. For more information about the ISOAP process, see, ISOAP Process Information Guide. State Route (SR) 29 Napa Roundabout Category B. Physical Intersection Modifications 25 | P a ge Placement Roundabouts can accommodate existing site constraints, such as intersections with skewed angles or other nontypical configurations. They are inherently flexible, which can lead to successful installations within or near main streets, schools, and railroads, among others. Caltrans’ roundabout guidance is provided in Highway Design Manual Index 405.10. See Figure 405.10A “Roundabout Geometric Elements” for nomenclature associated with roundabouts. Signs, striping and markings at roundabouts shall comply with the California Manual on Uniform Traffic Control Devices (CA MUTCD). Roundabout intersections on the SHS must be developed and evaluated in accordance with the ISOAP memo. The FHWA Traffic Calming ePrimer Section 3.9 contains useful information on roundabouts as a traffic calming strategy. Functional Classifications: Minor Arterial, Collectors, and Local Roads Performance Speed Reduction: Speed reduction is dependent on adequate advanced warning, vertical profile, driver familiarity or deflection of the travel path to slow vehicles. Speeds are approximately 40% lower in a roundabout than 350’ away from the intersection (FHWA). Roundabouts should be designed so that the maximum entry speed for a single lane roundabout is 25 MPH and 30 MPH for a multilane roundabout. The entry speed should be verified by the fastest path performance check. Volume Reduction: Negligible (FHWA) Impact of Emergency Vehicle Access: Minimal – Roundabouts should be designed so that emergency vehicles can smoothly navigate through a roundabout without hitting a curb. Mobility Impact: For any intersection alternative analysis, a transportation operational and safety analysis is needed to properly assess impacts either from the new or change in intersection control type to the project area and adjacent roadway network. Conformance to the ISOAP Memo and Process Information Guide is required for all projects that add new intersections or propose to change the existing intersection control configuration on the State Highway System. Transportation analysis scope and methodology considerations include: • Traffic control warrant analysis consistent with the CA MUTCD Section 4C may be needed when screening intersection alternatives. Note that there are no traffic control warrants for a roundabout • Analysis of the project area and impacted parallel facilities • Intersection analysis and modeling should be conducted to assess potential operational deficiencies Category B. Physical Intersection Modifications 26 | P a ge • Bicycle and Pedestrian analysis should be conducted consistent with Highway Capacity Manual (Chapters 4, 15, 24, and 35 and FHWA methodologies) • Impacts to local freight and truck circulation should be considered. Truck turning templates used in the performance checks need to be validated and agreed by the District Truck Access Managers For projects on the local road network, a transportation analysis that includes potential SHS impacts from diverted trips should be conducted through the Local Development Review (LDR) or Encroachment Permit process. Maintenance Considerations SNOW • Consider snow storage in and around the roundabout and the shared use path • Consider the difficulty in removing snow and provide mountable curbs and shared use paths widths to accommodate snow removal operations OTHER • Consider landscape maintenance • Sweeping maintenance • Striping and pavement marking maintenance • If near a railroad, school or applied to a highly skewed intersection, additional parameters might need to be accommodated Other Considerations • Roundabout design is an iterative process. The geometry is governed by performance check evaluations. Refer to NCHRP 672 Chapter 6, Section 6.7 for information regarding performance checks • The sidewalk should be designed as a shared use path, since the path will serve both pedestrians and bicyclists, who are not comfortable taking the lane to proceed through the roundabout. Although the sidewalk is considered a shared use path, it does not need to meet the design standards in Index 1003, but it should meet the design standards within Index 405.10 • A landscape buffer/strip, detectable by cane and underfoot, between the sidewalk and the back of curb for the circular roadway of the roundabout should be a minimum of 2 feet wide • Pedestrian activated push buttons should be considered for crossing more than one lane. If one leg of a roundabout has a crossing that includes crossing more than one lane, then consider providing push buttons for all crossings of that intersection. Refer to NCHRP 834 • Chicanes may be utilized at the approaches of the roundabout to reduce speeds prior to entering the roundabout • Consult with the District Traffic Safety Engineer, District Traffic Operation Engineer, and District ISOAP Coordinator for guidance and recommendations Category B. Physical Intersection Modifications 27 | P a ge References 1. Highway Design Manual (HDM) Chapter 400 2. California Manual on Uniform Traffic Control Devices (CA MUTCD) 3. Design Information Bulletin 94, Complete Streets 4. Complete Intersections: A Guide to Reconstructing Intersections and Interchanges for Bicyclist and Pedestrians 5. 28 Proven Safety Countermeasures 6. Traffic Operations Policy Directive (TOPD) #13-02 7. ISOAP Process Information Guide | Caltrans 8. NCHRP 672 9. NCHRP 834 10.Oversize Overweight Vehicles – District Truck Access Manger (DTAM) / District Truck Coordinator Contract 11.Highway Capacity Manual 7th Edition: A Guide for Multimodal Mobility Analysis |The National Academies Press 12.Traffic Calming ePrimer- FHWA 13.Roundabouts for bikes and peds FHWA 14.Pedestrian & Bicycle Safety | FHWA Category B. Physical Intersection Modifications 28 | P a ge Sample Projects Via Real extension & Ogan Rd, Carpentaria, CA (Google Maps) Project Description: The new Ogan Road roundabout will connect to the Via Real extension and provide easier access onto northbound Highway 101 with a longer on-ramp. Additionally, improvements within the project includes, concrete splitter islands, shared use pedestrian path with buffered landscape strip, light poles for illumination, etc. Category B. Physical Intersection Modifications 29 | P a ge Description Full Closure Typical full closure implementation can help improve safety by reducing intersection conflict points and cut-through traffic. These applications can also be designed to accommodate safer bicycle and pedestrian movements. An analysis of the shift in vehicular trips anticipated from full closures should be conducted in order to assess whether travel demand and certain traffic movements can be accommodated within the project area roadway network. It should be noted that the full closure implementation, as a traffic calming tool, is not applicable for state routes. Local public agencies may close local roads intersecting a state route. Placement Image of Full-Street Closure (PennDOT) At an intersecting through street, rather than the interior of a neighborhood (PennDOT) Functional Classification: Local Roads Place Type: Urban Area and Suburban Area, where there are near-by alternative routes. Only appropriate along a two-way roadway Maximum Grade: N/A – However, adequate sight distance approaching the closure should be provided Category B. Physical Intersection Modifications 30 | P a ge Performance Speed Reduction: Speed on the closed street will reduce to zero. Volume Reduction: Reduction can be high but varies widely based on site specific conditions. Impact on Emergency Response: Can Removes access – Not appropriate along a primary emergency access route or a street that provides access to a hospital/medical services. However, a 12’ wide mountable curb (free of a barrier) can be installed if emergency vehicle access needs to be maintained (FHWA). This barrier should be clearly signed/marked for emergency use only (FHWA). Additionally, impacts to existing and potential future evacuation routes need to be considered in accordance with DIB 93. Project team should consult with Caltrans’s Traffic Management, emergency response agencies, and law enforcement agencies for their input. Mobility Impact: A transportation analysis may be needed to properly assess impacts of the capacity reduction associated with typical full closure projects within the project area and adjacent roadway network. Transportation analysis scope and methodology considerations include: • Travel demand modeling to assess diversion impacts to other routes due to the reduction in capacity • Analysis of the project area and impacted parallel facilities • Intersection analysis and modeling should be conducted to assess potential operational deficiencies • ISOAP and traffic control warrant analysis consistent with the California Manual on Uniform Traffic Control Devices (CA MUTCD) may be needed if there are major changes to travel demand • Bicycle and Pedestrian analysis should be conducted consistent with HCM (Chapters 4, 15, 24, and 35) and FHWA methodologies • Impacts of increased ADT due to diverted trips • Impacts to local freight and truck circulation For projects on the local road network, a transportation analysis that includes potential SHS impacts from diverted trips should be conducted through the Local Development Review (LDR) or Encroachment Permit process. Maintenance Considerations SNOW • Provide adequate room for snowplows to turn around or navigate the road closure OTHER • Maintain landscaping Category B. Physical Intersection Modifications 31 | P a ge Other Considerations • Eliminating parking on the approaches to the closure will assist u-turning traffic • Diagonal diverter should have some type of barrier to physically prevent drivers from traversing it • Drainage impacts • Public engagement is recommended • Impact to local businesses due to modified access • Increase traffic to alternative parallel routes • Impacts to existing utilities • Impact to transit operator/user • Advanced signing and appropriate notice need to be given for the closure • Design cut-outs to accommodate bicycle, pedestrian, and wheelchair traffic • Consider the consequences of an increase in traffic on alternative parallel routes References 1. Design Information Bulletin (DIB) 93 2. Traffic Calming ePrimer - FHWA 3. Highway Capacity Manual 7th Edition - The National Academies Press 4. Pedestrian & Bicycle Safety - FHWA 5. Traffic Analysis and Intersection Considerations to Inform Bikeway Selection - FHWA Category B. Physical Intersection Modifications 32 | P a ge Sample Project City of Stockton Traffic Calming Program Project Description: The City of Stockton implemented this full closure to help improve safety by reducing intersection conflict points and cut-through traffic. Category B. Physical Intersection Modifications 33 | P a ge Intersection Barrier Description A intersection barrier can be used to limit left-turn movements through an intersection. A fixed barrier such as a curb, raised island, or planter limits vehicle movements through the intersection, forcing drivers to reduce approach speeds. Advance warning signs and markings should clearly indicate limitations to movement, particularly in low visibility areas. Gaps in the barrier (commonly 8 feet) should be included to allow pedestrians and bicycles to pass through. Intersection/Median Barrier (DelDOT) Placement Best suited for installation along minor arterials or collectors at their intersection with local (side) streets. Functional Classification: Minor Arterials, Collectors, and Local Roads Category B. Physical Intersection Modifications 34 | P a ge Appropriate Daily Volume Range: All ADTs (FHWA) Maximum Posted Speed Limit: 25 MPH or less for local (side) streets (FHWA). Appropriate for speeds below 45 MPH on SHS. Performance Speed Reduction: Not expected to reduce speeds along side streets, since all vehicles will come to a stop in both the before and after conditions. The primary road will not see a reduction in speed. Volume Reduction: Up to 70% on local (side) streets (PennDOT) Impact on Emergency Response: May restrict access and is not recommended for placement along emergency access routes. Project team should consult emergency response agencies along with local and state law enforcement agencies. Maintenance Considerations SNOW • Fixed object in the traveled way may impact snowplow operations • Keeping pedestrian/cyclist/emergency vehicle gaps clear of snow and debris OTHER • If landscaped, need to consider maintenance and access • Durability of mountable curbs • Road maintenance access and sweeping activities Other Considerations • Impact on drainage and utilities • Mountable curb and/or a larger barrier opening (at least 10 feet and clearly signed for emergency vehicles only) to allow for emergency access • Appropriate signing and pavement markings on approaches • Public Engagement is recommended • Check if lane width reduction through use of an in tersection barrier affects Design Vehicle swept path and tracking (HDM Topic 404 - Design Vehicles) • Impact on existing traffic. Restricting left-t urn movement and reducing lane width may negatively impact access for trucks and other larger vehicles. Consider if alternative routes are available. May increase traffic volume on adjacent parallel streets • Extend the intersection barrier beyond the intersection, typically 15 to 25 feet, to discourage left turns from the main street Category B. Physical Intersection Modifications 35 | P a ge References 1. Highway Design Manual (HDM) Topic 404 - Caltrans 2. Traffic Calming Fact Sheets - ITE Sample Project Martin Luther King Jr Way and Addison St in Berkeley, CA (Google Earth) Project Description: This intersection barrier provides a refuge for bicyclist and pedestrians, while allowing emergency vehicles to traverse its mountable curb. As a traffic diverter, the median restricts turning movements from Martin Luther King Jr Way, which eliminates a potential conflict point. Category B. Physical Intersection Modifications 36 | P a ge Description Partial Closure/Semi-Diverter Typical partial closure implementation can help improve safety by reducing intersection conflict points and cut-through traffic. These applications can also be designed to accommodate safer bicycle and pedestrian movements. An analysis of the shift in vehicular trips anticipated from partial closures should be conducted in order to assess whether travel demand as well as certain traffic movements can be accommodated within the project area roadway network. Placement Partial Closure/Semi-Diverter (DelDOT) Best suited for installation along minor arterials or collectors at their intersection with a local road. Mid-block locations have a higher rate of violation (PennDOT). Extending the length of the semi-diverter can reduce violations. Functional Classification: Minor Arterials, Collectors, and Local Roads Appropriate Daily Volume Range: All ADTs (FHWA) Maximum Posted Speed Limit: ≤ 25 MPH on minor leg. No maximum posted speed limit on major leg (FHWA) Grade: <6% (DelDOT) Category B. Physical Intersection Modifications 37 | P a ge Performance Speed Reduction: 2-5MPH (PennDOT); Not expected to reduce speeds along side streets by much, since all vehicles will come to a stop in both the before and after conditions. Volume Reduction: Up to 35-40% on local streets (DelDOT), 40-60% on local streets (PennDOT) Impact on Emergency Response: Not recommended for placement along emergency access routes. Additionally, impacts to existing and potential future evacuation routes need to be considered in accordance with DIB 93. Project team should consult with Caltrans’s Traffic Management, emergency response agencies and law enforcement agencies. Mobility Impact: A transportation analysis may be needed to properly assess impacts from the throughput capacity reduction associated with typical partial closure projects within the project area and adjacent roadway network. Transportation analysis scope and methodology considerations include: • Travel demand modeling to assess diversion impacts to other routes due to the reduction in capacity • Analysis of the project area and impacted parallel facilities • Intersection analysis and modeling should be conducted to assess potential operational deficiencies • ISOAP and traffic control warrant analysis consistent with the California Manual on Uniform Traffic Control Devices (CA MUTCD) may be needed if there are major changes to travel demand • Bicycle and Pedestrian analysis should be conducted consistent with HCM (Chapters 4, 15, 24, and 35) and FHWA methodologies • Impacts of increased ADT due to diverted trips • Impacts to local freight and truck circulation For projects on the local road network, a transportation analysis that includes potential SHS impacts from diverted trips should be conducted through the Local Development Review (LDR) or Encroachment Permit process. Maintenance Considerations • Specialized equipment will be needed for snow plowing the bike cut-out • Consider maintenance and access if landscaped • Consider surface treatment upkeep and maintenance of flex posts Category B. Physical Intersection Modifications 38 | P a ge Other Considerations • Low-laying shrubbery are preferred to maintain sight lines if landscaped • Impacts to large design vehicle tracking and swept width lines • Consider mountable curb to allow emergency access • Impact to drainage • Public engagement is recommended References 1. Traffic Calming ePrimer - FHWA 2. Design Information Bulletin (DIB) 93 - Caltrans 3. Highway Capacity Manual 7th Edition - The National Academies Press 4. Pedestrian & Bicycle Safety - FHWA 5. Traffic Analysis and Intersection Considerations to Inform Bikeway Selection - FHWA Sample Project 29th St and G St in Sacramento, CA (Google Earth) Project Description: The City of Sacramento implemented partial closure calming measure to reduce conflict points and cut-through traffic. This measure has the added benefit of accommodating safer bicycle and pedestrian movements through the street by restricting traffic. Category B. Physical Intersection Modifications 39 | P a ge Right-In, Right-Out Description Typical right-in, right-out implementation can help improve safety by reducing intersection conflict points, cut-through traffic, and restricting movements that have a higher likelihood of more severe injury crashes. These applications can also be designed to accommodate safer bicycle and pedestrian movements. An analysis of the shift in vehicular trips anticipated from right-in, right-out projects should be conducted to assess whether travel demand and certain traffic movements can be accommodated within the project area and roadway network. Placement Image of Right-In, Right-Out (PennDOT) At an intersection of a local road that intersects a collector or minor/ principal arterial in Urban Area or Suburban Area. Also recommended at intersections of local streets with major roadways that have a documented cut-through traffic issue or safety concerns with the left-turn movement. Functional Classification: Local Roads Appropriate Daily Volume Range: 500-7,500 ADT with >25% Non-Local Traffic (El Paso) Maximum Posted Speed Limit: Generally, 25 MPH or less on local road (DelDOT) Performance Speed Reduction: Little to no impact on speed (PennDOT) Category B. Physical Intersection Modifications 40 | P a ge Volume Reduction: 20-60% along the local road (PennDOT) Impact on Emergency Response Access: If along a primary emergency response route, the curb should be designed to allow emergency vehicles to make left-turns to/from the minor roadway. Additionally, impacts to existing and potential future evacuation routes need to be considered in accordance with DIB 93. Project team should consult with Caltrans’s Traffic Management, emergency response agencies and law enforcement agencies. Mobility Impact: A transportation analysis may be needed to properly assess impacts from the throughput capacity reduction associated with typical right-in, right-out projects within the project area and adjacent roadway network. Transportation analysis scope and methodology considerations include: • Travel demand modeling to assess diversion impacts to other routes due to the reduction in capacity • Analysis of the project area and impacted parallel facilities • Intersection analysis and modeling should be conducted to assess potential operational deficiencies • ISOAP and traffic control warrant analysis consistent with the California Manual on Uniform Traffic Control Devices (CA MUTCD) may be needed if there are major changes to travel demand • Bicycle and Pedestrian analysis should be conducted consistent with HCM (Chapters 4, 15, 24, and 35) and FHWA methodologies. • Impacts of increased ADT due to diverted trips • Impacts to local freight and truck circulation For projects on the local road network, a transportation analysis that includes potential SHS impacts from diverted trips should be conducted through the Local Development Review (LDR) or Encroachment Permit process. Other Considerations • Forced turn island can be designed with mountable curb to accommodate oversized vehicles. Refer to HDM Topic 404 Design Vehicles • Force turn island can be designed as a pedestrian refuge if there is adequate roadway width • Access for snow equipment • May impact existing utilities References 1. Design Information Bulletin (DIB) 93 - Caltrans 2. Traffic Calming ePrimer - FHWA 3. Traffic Calming Fact Sheets - ITE Category B. Physical Intersection Modifications 41 | P a ge 4. Highway Capacity Manual 7th Edition 5. Pedestrian & Bicycle Safety - FHWA 6. Traffic Analysis and Intersection Considerations to Inform Bikeway Selection - FHWA Sample Project Lomo Crossing project on State Route 99 in Live Oak Project Description: The Lomo Crossing project on State Route 99 in Live Oak, CA is proposing intersection improvements that include restricting through and left-turning movem ents with right-in, right- out implementation. The project will improve safety by reducing the likelihood of severe crashes, which occur from the minor street crossing movements. An interim temporary barrier was constructed to achieve right-in, right-out benefits before full project implementation. Category B. Physical Intersection Modifications 42 | P a ge Tee-up Intersection and Reduce Corner Radii Description Corner radii directly impacts vehicle turning speeds and pedestrian crossing distances. Minimizing the size of a corner radius is critical to creating compact intersections with safe turning speeds. The prevalence of speeding vehicles at skewed intersections can have a negative effect on all users of the intersection. If the State highway alignment has an angle or curve, a reconstructed intersection with right angles will induce slower speeds to negotiate the turning movements. This concept is especially useful at interchange ramp intersections with local roads. Common issues seen at skewed intersections are illustrated in the figure below. Minor Leg Skewed to the Right Placement A right angle (90°) intersection provides the most favorable conditions for intersecting and turning traffic movements. Large deviations from right angles may decrease visibility, hamper certain turning operations, encourage high speed turns, and may reduce yielding to turning traffic. Furthermore, it will increase the size of intersection and therefore increase crossing Category B. Physical Intersection Modifications 43 | P a ge distances for bicyclist and pedestrian. Guidance for angle of intersections is contained in the HDM Index 403.3. The guidance within HDM Index 405.8 discusses design elements that should be accounted for when adjusting City Street Returns and Corner Radii. Functional Classification: Minor Arterial, Collector, and Local Roads Appropriate Daily Volume Range: N/A Performance Speed Reduction: Turning speeds should be limited to 15 MPH or less when reducing corner radii. Minimizing turning speeds is crucial to pedestrian safety, as corners are where drivers are most likely to encounter pedestrian crossing in the crosswalk (NACTO). Volume Reduction: This is not well documented and depends on the level of discomfort experienced by turning vehicles as well as the availability of alternative routes. Impact of Emergency Response Routes: Minimal Mobility Impact: Varying. An assessment of the potential mobility impacts may be needed for intersections with heavy travel demand or concentrated peak hour movements. If applied to ramp termini intersections, additional improvements may be needed to reduce potential mobility impacts. Refer to ISOAP Process Information Guide for more information. Truck turning movement impacts should be considered. Other Considerations • Consider additional intersection lighting • Consider existing drainage impacts and utility relocation • Consider including all modes of transportation • Consider extending median curbs, where necessary to discourage wrong-way movements onto the mainline at interchanges • Additional right of way acquisition maybe required • Where right of way is constrained in an urban environment, consider evaluating other types of intersections such as roundabouts • Design Vehicle swept path and tracking analysis should be performed when reducing corner radii • Corner Sight Distance Analysis Category B. Physical Intersection Modifications 44 | P a ge References 1. Highway Design Manual Chapter 400 2. Design Information Bulletin 94, Complete Streets 3. Complete Intersections-Caltrans 4. Urban Street Design Guide- NACTO Sample Project Before (Google Earth) After (Google Earth) Project Description: The project is located at Main Ave and Rio Linda Blvd in Sacramento County. Improvements include, tee-up intersection improvement, new bus stop, traffic signalization, dedicated bike lanes, turn pockets, crosswalk markings, etc. Category C. Roadway Narrowing 45 | P a ge Category C. Roadway Narrowing Road Diet Description Typical road diets include roadway treatments that reduce the number of travel lanes and/or lane widths in order to address transportation deficiencies. Road diet in general allows reclaimed space to be allocated for other uses, such as bike lanes, sidewalks, bus islands and shelters, bus lanes, landscaping, pedestrian refuge islands, turn lanes, or parking. These modifications are intended to encourage slower operating speeds and provide new or enhanced facilities for bicycles, pedestrians, and transit users by reducing vehicular capacity. The reallocation of roadway space is intended to promote active transportation facilities as well as pedestrian and bicycle safety. A multi-modal transportation analysis is necessary to quantify mobility and safety impacts within the project area as well as adjacent roadway network. Road Diet (FHWA) Placement See Table 1 for more information on placement. Functional Classification: Principal and Minor Arterials, Collectors, and Local Roads Appropriate Daily Volume Range: 20,000 ADT or less or a peak hour volume below 1,000 after implementation (FHWA). Caltrans Traffic Management should be consulted for road diet projects with volume beyond 20,000 ADT. Category C. Roadway Narrowing 46 | P a ge Speed Limit: Most common urban speed limits (FHWA) Performance Speed Reduction: There is a wide range of road diet layouts that can result in various levels of speed reduction. Speed reduction is mainly due to an increase in congestion as well as driver discomfort due to narrower lane widths. Two field studies measured reductions of 1-2 MPH for the 85th percentile speed (FHWA). Volume Reduction: Low, assuming that the road diet was applied to roadways with low demand, so that the proposed configuration can meet the capacity of the roadway. Road diet implementation can increase the use of other multi-modal facilities, which can reduce the volume of motorist. A traffic impact analysis may be needed for road diets, where the roadway cannot fully meet the demand of the new configuration. Impact to Emergency Response: Nominal. If the project is on emergency access routes, road diets should be assessed for changes in response time and alternative emergency access routes. Impacts to existing and potential future evacuation routes will need to be considered in accordance with Design Information Bulletin (DIB) 93. Project team should consult with Caltrans’s Traffic Management, emergency response agencies, and law enforcement agencies for their input. Mobility Impact: A transportation analysis is needed to properly assess impacts from the throughput capacity reduction associated with typical road diet projects within the project area as well as adjacent roadway network. Transportation analysis scope and methodology considerations include: • Travel demand modeling to assess diversion impacts to other routes due to the reduction in capacity • Analysis of the project area and impacted parallel facilities • Intersection analysis and modeling should be conducted to assess potential operational deficiencies • Intersection Safety and Operational Assessment Process (ISOAP) and Highway Safety Manual (HSM) analysis may be needed if there are major physical changes or travel demand in the project area. Traffic control warrant analysis should be consistent with the California Manual on Uniform Traffic Control Devices (CA MUTCD) • Bicycle and Pedestrian analysis should be conducted consistent with HCM (Chapters 4, 15, 24, and 35) and FHWA methodologies. • Impact of ADT due to diverted trips. • Impact to local freight and truck circulation. For projects on the local road network, a transportation analysis that includes potential SHS impacts from diverted trips should be conducted through the Local Development Review (LDR) or Encroachment Permit process. In addition to the considerations above, the analysis should Category C. Roadway Narrowing 47 | P a ge include ramp queueing. Maintenance Considerations • Consider durability of markings and reflectivity • Ensure traces of old markings are removed • Recess pavement marking for locations with snow operations Other Considerations • Provide consistency between adjacent roadway sections and provide transitions through intersections. Consider protected intersections for non-motorized users • Project context and types of roadway users within a project segment can determine if road diets are appropriate to accommodate non-motorized users. See DIB 94 for low speed facilities in Urban Area, Suburban Area, and Rural Mainstreet • Consider future plans for bus routes, bike facilities, pedestrian facilities, etc • Signals may need to be modified with the implementation of a road diet, which can eliminate the number of lanes, turn pockets as well as providing a signal for bicycles • Most common configuration: Reducing through lanes from four to two, while providing a center two-way left-turn lane (TWLTL) • Can include bicycle lanes, transit lanes, bus turnouts, on-street parking, physical safety barriers (curb extensions, raised medians, pedestrian refuge islands, etc.), sidewalk widening, and/or wider shoulders (FHWA) • Requirements from HDM Chapter 300 and the CA MUTCD should be considered depending on project scope • Roadway narrowing with edge lines (creating 10.5 ft wide lanes) can reduce speeds 1 to 2 MPH. Reductions up to 5 MPH have been reported. Refer to DIB 94 for lane narrowing in Urban Area, Suburban Area, and Rural Mainstreet in low speed environment References 1. Design Information Bulletin (DIB) 94 2. Highway Design Manual (HDM) Chapter 300 - Caltrans 3. California MUTCD - Caltrans 4. Traffic Calming ePrimer - FHWA 5. Road Diet Polices - FHWA 6. Proven Safety Countermeasures - FHWA Category C. Roadway Narrowing 48 | P a ge Sample Project State Route 299 Willow Creek, CA (Before) State Route 299 Willow Creek, CA (After) Project Description: State Route 299 in downtown Willow Creek implemented a road diet treatment to convert an existing 4-lane roadway with two-way left turn lane (TWLTL) to a 2-lane roadway with TWLTL and a dedicated bike lane on each side. Some of the roadway cross-section was also reallocated to provide landscaping and street trees. These improvements lead to both a physical and perceived narrowing of the roadway. Refer to section F.1 for the traffic calming benefits of landscaping and street trees. Category C. Roadway Narrowing 49 | P a ge Neckdowns/Chokers Description A choker is a horizontal extension of the curb at a midblock on a street resulting in a narrower roadbed section. Other terms for choker include: neckdown, midblock narrowing, midblock yield point, pinch point, constriction, or edge island. If the choker is a marked crosswalk, it is sometimes referred to as a safe cross. Choker Schematic (Source: Delaware Department of Transportation) Placement Mid-block, along the shoulder on both sides of the street. The curb face of each choker should be setback a minimum of 2 feet from the class II bikeway or State Highway travel lane (HDM 303.4). Functional Classification: Collectors and Local Roads (NOTE: Only local roads are suitable for neckdowns/chokers that reduce operations to one direction) Appropriate Daily Volume Range: DelDOT: ≤ 20,000 ADT; El Paso: 500-7,500 ADT (NOTE: These daily traffic volumes refer to chokers that maintain two-way operations. Chokers that restrict travel to one direction at a time will require additional consideration to account for more complex operational impact.) Speed Limit: 35 MPH or less (HDM 303.4) Minimum Lane Width: The minimum lane width varies by ADT. For complete street contextual guidance, see DIB 94. Category C. Roadway Narrowing 50 | P a ge Maximum Grade: 5% (HDM 303.4) Performance Speed Reduction: 1-4 MPH reduction in 85th percentile speeds (FHWA); Up to 5 MPH (PennDOT) Volume Reduction: Nominal impact (FHWA) Impact to Emergency Response: Nominal. Determine whether your project is designated as an evacuation route. See DIB 93 for further guidance. Mobility Impact: Nominal for vehicles. Vehicles are capable of passing each other without conflict within a choker. This narrowing is intended to discourage motorist from speeding and to reduce vehicle speeds in general. Bicycles may be impacted with the implementation of choker depending upon available shoulder/bike lane between vehicle lane and curb. Maintenance Considerations SNOW • Design choker to accommodate snow storage • Design choker to accommodate width of snowplow • Consider signage or other devices to alert snowplow operators OTHER • Consider impact on drainage to gutter • Consider maintenance and irrigation if landscaping is provided Other Considerations • Chokers can be created by either curb extensions or roadside islands. Roadside islands are less appealing aesthetically but leave existing drainage channels open. They also make it possible to provide a bicycle bypass lane on streets without curbside parking. If motor vehicle volumes are large, chokers can be challenging to bicyclists, who may need to navigate through traffic congestion. Bicycle bypass lanes should be considered in such cases • Consider bicyclists during the design process. The probability of vehicles and bicycles meeting at a choker is low and require no special accommodation for bicycles when streets have little bicycle traffic and/or low motor vehicle volumes. Provide sharrow markings in advance of choker to alert vehicles of the need to share the space with bicyclists where no bicycle bypass lane is provided. Consider providing a bypass lane for bicycles that are separated from the travel lanes by the curb extension on wider streets with higher volumes Category C. Roadway Narrowing 51 | P a ge • The length of a choker can vary depending on the location of driveways and curbside parking but should be a minimum of 20 feet long (DelDOT) • A choker may be a good location to place a midblock crosswalk and can be leveled with the roadbed or as a raised crosswalk. Chokers shorten the crossing distance as well as increasing the visibility of pedestrians, while providing protection with curbs • To comply with the International Fire Code that has been adopted by emergency services, the minimum street width between the choker islands shall be 20 feet • A midblock location near a streetlight is preferred for a choker • May require relocation of drainage features and utilities • Edge line tapers should conform to the CA MUTCD taper formulas and accommodate street sweeping equipment • Curb extensions that create choker (narrowing) should include signs that are compliant with the CA MUTCD. Landscaping features can also enhance this calming measure by drawing motorist attention the chokers. The preference for landscaping are low‐lying, slow growing shrubs or herbaceous perennial plants to maintain adequate sight lines and to minimize maintenance costs • See HDM Topic 303 for selection of curb type • See CA MUTCD for painting of curb adjacent to choker References 1. Highway Design Manual (HDM) Index 303.4(1) - Caltrans 2. California MUTCD - Caltrans 3. Traffic Calming ePrimer - FHWA 4. Design Information Bulletin (DIB) 94 - Caltrans 5. Design Information Bulletin (DIB) 93 - Caltrans Category C. Roadway Narrowing 52 | P a ge Sample Project Two-lane chokers in Stockton, CA Project Description: The City of Stockton implemented chokers on their two-lane roadway to slow vehicles within this corridor. Chokers can act as a transition between commercial and residential area. These chokers provide an added buffer for signage and planting that otherwise would restrict the existing pedestrian path. Category C. Roadway Narrowing 53 | P a ge Description Curb Extension/Bulbouts Bulbouts are a type of curb extension used for the benefit of pedestrians because it shortens the crossing distance and provides more area and visibility for pedestrians. Bulbouts have a traffic calming effect because it requires more attention from the driver, while inducing a speed reduction due to larger turning maneuvers. Placement Esparto Improvement project on State Route 16 in Esparto, CA Bulbouts should comply with the HDM Figures 303.4A and B, while also considering site specific conditions. Bulbouts should be placed at all corners of an intersection. When used at mid-block crossing locations, bulbouts should be used on both sides of the street. The curb face of the bulbout should be setback a minimum of 2 feet from either the traveled lane or class II bikeway. For full details of the standards, refer to HDM 303.4. Functional Classification: Minor Arterial, Collectors, and Local Roadways Maximum Posted Speed Limit: Most appropriate for posted speeds 35 miles per hour or less. Refer to HDM 303.4 Category C. Roadway Narrowing 54 | P a ge Minimum Lane Width: Varies based on ADT and other project site condition. For complete street contextual guidance, see DIB 94 Performance Speed Reduction: 1 to 3 MPH reduction in 85th percentile speeds of through vehicles (FHWA). Turning speeds will be reduced more significantly Volume Reduction: Nominal, but some turning volumes might decrease depending on the level of driver discomfort as well as the availability of alternative routes Impact on Emergency Response: Nominal but turning radius of emergency vehicles should be considered if located along an emergency response route. See DIB 93 for further guidance Mobility Impact: Nominal Maintenance Considerations SNOW • Need to alert snowplow operators • Consider snow storage OTHER • Consider impact to drainage and underground utilities • Consider accommodations for commercial vehicles off-tracking (e.g., truck aprons) Other Considerations • Drainage and existing utility relocation • Should not extend into bicycle lanes • Consult with the District Pedestrians and Bicyclists Safety Engineer • Opportunities to provide green infrastructure • Tracking and swept widths for Design Vehicles • Bulbouts work well in situations where on-street parking is present. On-street parking may provide separation from errant vehicles • Bulbouts may be designed to include protected crossings for bicycles • Coordinate with the District Truck Access Manager to ascertain the oversize/overweight vehicles accommodation and as any additional vehicle requirements • For added pedestrian visibility at mid-block crossings, consider crosswalk enhancement features discussed in “Category A, Signings and Markings” Category C. Roadway Narrowing 55 | P a ge References 1. Highway Design Manual (HDM) Index 303.4 - Caltrans 2. Highway Design Manual (HDM) Index 404.4 - Caltrans 3. Design Information Bulletin (DIB) 94 - Complete Streets 4. Design Information Bulletin (DIB) 93 – Evacuation Route Design Guidance 5. FHWA Traffic Calming ePrimer Section 3.16 6. NACTO Don’t Give Up at the Intersection Sample Project Route 16 in Yolo County, CA Project Description: The project is located in Yolo County on State Route 16 from Orleans Street to County Road 21A. Pedestrian improvements include crosswalks, sidewalks, curb bulbouts, upgraded curb ramps, improved lighting, green bicycle lane treatment, pavement rehabilitation, parking, etc. Category C. Roadway Narrowing 56 | P a ge On-Street Parking Description On-street parking can assist in achieving lower operating speeds by constricting driver experience with increased side friction. On-street parking may also be used as bikeway separation from the traveled lane, which enhances bicyclist comfort by providing physical separation from motor vehicles as well as providing traffic calming. On-street parking can either be parallel or angled, parallel parking provides more potential for speed reductions. Typical applications can include parking on both sides of the roadway, either side, or alternating from one side to the other for a chicane effect. On-street parking can be combined with other traffic calming measures. Back-Angled Street Parking (SR99 in Live Oak, CA) Placement Appropriate at midblock location or near an intersection. Parking should be prohibited within close proximity to an intersection to allow for adequate corner sight distance. Curb extension can be implemented to allow for on-street parking, while offering a shorter crossing distance for pedestrians Functional Classification: Principal Arterials, Minor Arterials, Collectors, and Local Roads Maximum Posted Speed Limit:Appropriate for common urban speed limit. Consider providing Category C. Roadway Narrowing 57 | P a ge shy distance between parked vehicles and the through lanes (FHWA) Performance Speed Reduction: 1-5 MPH reduction, with 2-3 MPH being the most common (FHWA) Volume Reduction: Little to no impact Impact on Emergency Response: Nominal Mobility Impact: Analysis of impacts to the project area o r roadway net w or k t h at i s consistent with HCM (Chapters 15, 16, 18, 29, and 30) methodologies should be conducted Maintenance Considerations • Consider impact on-street sweeping or snow plowing operations Other Considerations • Requires local agency enforcement of no parking regulatory signage during plowing or sweeping operations • Coordination with local agencies may be necessary to remove, change, or enforce parking • May impact road user visibility and sight distance at driveways, alleys, and intersections • If paired with bike lane, consider bike lane buffer and/or wider bike lane to protect cyclists from car doors • Reduces effective width of roadway if more than half of a block-face is occupied • Can be paired with curb extensions or bulb-outs to protect parking • Parallel parking preferred for speed reduction • Consider parking demand and back-in angle street parking • Provides protective buffer between pedestrians and moving traffic • Requirements from HDM Chapter 300 should be considered depending on project scope • ADA-compliant spaces may be necessary depending on context. Refer to DIB 82 • Consult with the District Traffic Safety Engineer and/or the District Bicyclist and Pedestrian Safety Engineer for the implementation of this measure References 1. Highway Design Manual (HDM) - Chapter 300 2. Traffic Calming ePrimer - FHWA 3. Traffic Calming Fact Sheet - ITE 4. Highway Safety Manual - AASHTO 5. Highway Capacity Manual 7th Edition - The National Academies Press 6. California MUTCD - Caltrans Category C. Roadway Narrowing 58 | P a ge Sample Project Before Project • NO PARKING allowed on both sides of the street between 9th and 10th • NO PARKING allowed on the westbound side of the street between 8th and 9th After Project • Parallel parking spaces for 21 vehicles on the westbound side and 20 on the eastbound side provided Project Description: 41 additional parking spaces have been provided that were previously designated as no parking areas along State Route 78 in Ramona, California. This feature was implemented in addition to road diet implementation that narrowed the roadway to reduce vehicle speeds. Category C. Roadway Narrowing 59 | P a ge Raised Median Island/Traffic Island Description Traffic Islands are typically used for channelization but could also be used for traffic calming, since it introduces a curb adjacent to vehicles and has the effect of slowing vehicles. Pedestrian refuge islands and raised median islands are commonly used together. Landscaping the raised median island contributes to community livability and environmental sustainability. The proposed landscaping should not impair sight distances. State Route 131 in Tiburon, CA (Google Earth) Placement For guidance on design and delineation of traffic islands / raised medians island, see the HDM Index 405.4. Table 405.4 provides information regarding commonly used parabolic curb flares. The California MUTCD should be referenced when considering the placement of traffic islands at signalized and unsignalized intersections. The HDM index 405.4 also provides additional information on pedestrian refuge. All traffic islands placed in the path of a pedestrian crossing must comply with DIB 82. The guidance in the HDM Topic 904 applies if landscaping is provided within the island. The FHWA Traffic Calming ePrimer Section 3.18 contains useful information on Raised Median Islands/Traffic Islands. Functional Classification: Minor Arterials, Collectors, and Local Roads Maximum Posted Speed Limit: Appropriate for roadways under 35 MPH posted speed limit Category C. Roadway Narrowing 60 | P a ge Minimum Lane Width: Varies by ADT and other project specific site condition. For complete street contextual guidance, see DIB 94 Performance Speed Reduction: 1-8 MPH Reduction of 85th percentile speed depending on the degree of lane narrowing and the volume of traffic (FHWA) Volume Reduction: Negligible Impact on Emergency Response: Nominal. Raised Median Islands and Traffic Islands can affect the ability to move large volumes of people and vehicles into and out of communities within designated evacuation routes. Refer to DIB 93, Evacuation Route Design Guidance. Mobility Impact: Nominal Maintenance Considerations SNOW • Need signage to alert snowplow operators OTHER • If landscaped, need to consider maintenance and access • Need to consider impact on drainage and existing utilities, which may require relocation • Consider effectiveness of mountable curbs Other Considerations • May impede with large vehicle turning movements • Consider impact of blocking left turns from driveways. References 1. Highway Design Manual (HDM) Index 405.4 - Caltrans 2. Highway Design Manual (HDM) Topic 904 - Caltrans 3. Traffic Calming ePrimer (Section 3.18) - FHWA 4. Design Information Bulletin (DIB) 82 - Caltrans 5. Design Information Bulletin (DIB) 94 - Caltrans 6. Design Information Bulletin (DIB) 93 - Caltrans Category C. Roadway Narrowing 61 | P a ge Sample Project Live Oak Complete Streets on State Route 99 in Live Oak, CA Project Description: The project is located along SR 99, south of Coleman Ave and extends to the north of Nevada Street within the City of Live Oak in Sutter County. Improvements within this project include, rehabilitating pavement life, upgrading drainage systems, constructing new continuous sidewalks, improving traffic signals, providing parking, upgrading curb ramps, constructing raised median island, etc. Category D. Vertical Roadway Elements 62 | P a ge Category D. Vertical Roadway Elements Description Speed Hump A speed hump is an elongated mound in the roadway pavement surface extending across the traveled way at a right angle to the traffic flow. A speed hump is typically 12 feet in length (in the direction of travel) and 3 to 4 inches in height. The purpose of a speed hump is to discourage speeding by producing sufficient discomfort to a motorist while driving through it. A speed hump is also referred to as a road hump or undulation. Placement Speed Hump Schematic (DelDOT) Mid-block, not near an intersection. Should not be placed on a sharp curve. Functional Classification: Local Roads Appropriate Daily Volume Range: 3,500 ADT (PennDOT). Consider only if no more than 5% of the overall traffic flow consists of long-wheelbase vehicles (ITE) Maximum Posted Speed Limit: 30 MPH (ITE) Performance Speed Reduction: A single speed hump reduces vehicle speeds to a range of 15 to 20 MPH when crossing the hump. To keep 85th percentile operating speed between 25 MPH to 30 MPH, a series of speed humps at spacing between 260’ to 500’ is recommended (ITE) Category D. Vertical Roadway Elements 63 | P a ge Volume Reduction: 20% (DelDOT) - The reduction will depend on the impact to travel time and the availability of an alternative route. Impact to Emergency Route Access: Typically, delay for a fire truck is in the 3 to 5 seconds range. Delay can be as much as 10 seconds for an ambulance with a patient. Consider using a speed cushion or an offset speed table to help mitigate delay. See DIB 93 for further guidance. Mobility Impact: Moderate Maintenance Considerations SNOW • Signing to alert snowplows to avoid damage to approach ramps • Consider snowplow design when choosing approach ramp shape (straight, sinusoidal, or parabolic) OTHER • Visibility of warning sign • May impact street sweeping operations • Pavement marking upkeep due to constant traffic wear Other Considerations • The SPEED HUMP (W17-1) sign should be used to give warning of a vertical deflection in the roadway that is designed to limit the speed of traffic. The SPEED HUMP sign should be supplemented by an Advisory Speed plaque. See CA MUTCD Section 2C.29 for additional information on Speed Hump Sign • If speed hump markings are used, they shall be a series of white markings placed on a speed hump to identify its location. See CA MUTCD Section 3B.25 for additional information on Speed Hump Markings • Speed humps may present a potential obstacle to all vehicles including bicyclists, motorcyclists, and emergency vehicles • Speed humps implementation will result in an increase in vehicle noise • Traffic may diverge from roads to adjoining parallel roads where speed humps are installed. Drivers may swerve to avoid speed humps • Consult with regional transit, emergency services, and fire departments prior to the installation of speed humps • May impact drainage on roadways where drainage gutter or flow of water is in the center of roadway • Consider street lighting near speed humps • Speed humps should not be installed in front of driveways or other significant access areas Category D. Vertical Roadway Elements 64 | P a ge References 1. California MUTCD - Caltrans 2. Design Information Bulletin (DIB) 93 - Caltrans 3. Traffic Calming ePrimer - FHWA 4. Updated Guidelines for the Design and Application of Speed Humps - ITE Sample Project Speed Hump in Stockton, CA Project Description: The City of Stockton implemented speed humps within residential area to discourage speeding. Category D. Vertical Roadway Elements 65 | P a ge Speed Cushion Description A speed cushion consists of two or more raised mounds placed laterally across a roadbed. The height and length of the raised mounds are comparable to the dimensions of a speed hump. The primary difference is that a speed cushion has gaps (often referred to as "cutouts") between the raised mounds to enable a vehicle with a wide track (e.g., a large emergency vehicle, some trucks, some buses) to pass through the feature without any vertical deflection. Another difference between a speed cushion and a speed hump is that the top of the speed cushion is usually levelled. Speed cushions can be more accommodating for users on two- wheeled modes such as cyclists and motorcyclists when compared to speed humps due to the gaps provided. A speed cushion is often the preferred alternative to a speed hump on a primary emergency response route, a transit route with frequent service, or when higher truck volumes are anticipated. A speed cushion is also known as a speed lump, speed slot, and speed pillow. Speed Cushion Schematic with Median (DelDOT) Placement Appropriate at midblock, not near an intersection. Should not be placed on a sharp curve. Functional Classification: Local Roads Appropriate Daily Volume Range: 3,500 ADT (PennDOT) Category D. Vertical Roadway Elements 66 | P a ge Maximum Posted Speed Limit: 30 MPH (ITE) Performance Speed Reduction: Single speed cushion reduces vehicle speeds to a range of 15 to 20 MPH when crossing the hump. To keep 85th percentile operating speed between 25 MPH to 30 MPH, a series of speed humps spaced between 260’ to 500’ is recommended (ITE). Average speeds are typically higher when compared to a speed hump because speed cushion allows a motorist to pass over the cushion with one wheel on the cushion and one wheel off Volume Reduction: Minimal as a single installation, but around 20% when installed in a series (PennDOT) Impact on Emergency Vehicle Access: Negligible – Emergency vehicles can pass over the speed cushions at or near the speed limit. Mobility Impact: Moderate Maintenance Considerations SNOW • Signing to alert snowplows to avoid damaging approach ramps • Consider snowplow design when choosing approach ramp shape (straight, sinusoidal, or parabolic) OTHER • Visibility of warning sign • Pavement marking upkeep due to constant traffic wear • Impacts to street sweeping operations Other Consideration • Pavement markings (e.g., striping, arrows) and signage for a speed cushion should replicate those for a speed hump. See CA MUTCD Section 2C.29 and Section 3B.25 for additional information • Speed cushions implementation will result in an increase in vehicle noise • Traffic may diverge to adjoining parallel roads from roads where speed cushions are installed. Drivers may swerve to avoid speed cushions • Consult with regional transit, emergency services, and fire departments prior to the installation of speed cushions • Consider placing street lighting near speed cushions Category D. Vertical Roadway Elements 67 | P a ge • The cushion width should be wide enough to slow personal passenger vehicles and yet narrow enough to permit fire trucks and transit vehicles to pass easily without overloading the rear axles of those heavier vehicles References 1. California MUTCD - Caltrans 2. Design Information Bulletin (DIB) 93 - Caltrans 3. Traffic Calming ePrimer - FHWA 4. Updated Guidelines for the Design and Application of Speed Humps - ITE Sample Project Pamplico Dr in Santa Clarita, CA (Google Maps) Project Description: The City of Santa Clarita implemented speed cushions to discourage speeding within residential area. Emergency vehicles with wide tracks can pass through this calming measure without any vertical deflection. Category D. Vertical Roadway Elements 68 | P a ge Speed Table/Raised Crosswalk Description A speed table is a vertical traffic calming device, similar to a speed hump that runs transverse to the direction of traffic. The speed table is longer than a speed hump, typically having a ramp up of approximately 6 feet followed by a 10 feet minimum flat section, then a ramp down of 6 feet for a total width of 22 feet. The roadway transition will not exceed 5% grade relative to the roadway profile. The flat section may have a marked crosswalk placed on the flat section, which provides more visibility to the crosswalk and crossing pedestrians. Speed Table / Raised Crosswalk (DelDOT) Placement Recommended for single-lane one-way or two-lane two-way roadways, where a crosswalk exist or if a crosswalk is warranted. Should not be placed on a sharp curve. Speed tables can enhance marked crosswalk visibility, while having the added benefit of reducing vehicular operating speed at the crossing location. There are two types of speed tables: flush with the curb and open at the edges. When speed tables are constructed flush with the curb, an ADA curb ramp is not required. However, detectable warning surfaces are needed at the sidewalk curbs. Drainage flow must be considered along the gutter line. When speed tables are constructed with open ends, the crosswalk will taper to the pavement prior to the gutter, and an ADA curb ramp must be provided. The edge taper should meet ADA design requirements and can also conform prior to the bike lane to avoid impeding bicyclist Category D. Vertical Roadway Elements 69 | P a ge operation. Functional Classification: Collectors and Local Roads Appropriate Daily Volume Range: 9,000 ADT or less. Refer to Table 1 for more information on placement. Maximum Posted Speed Limit: 30 MPH or less Performance Speed Reduction: 7-8 MPH reduction in 85th percentile operating speeds (FHWA) Volume Reduction: Low, but more significant diversion can be achieved by combining this measure with other traffic calming measures. Impact on Emergency Vehicle Access: Generally, not appropriate for a primary emergency vehicle route or on a street that provides access to a hospital or emergency medical services. See DIB 93 for further guidance. Maintenance Considerations SNOW • Signing to alert snowplows to avoid damaging approach ramps • Consider snowplow design when choosing approach ramp shape (straight, sinusoidal, or parabolic) OTHER • Visibility of warning sign • Pavement markings require upkeep due to constant traffic wear • Impacts to street sweeping operations Other Considerations • Pavement markings (e.g., striping, arrows) and signage for a speed table/raised crosswalk should replicate those for a speed hump. See CA MUTCD Section 2C.29 and Section 3B.25 for additional information • Consult with the District Pedestrians and Bicyclists Safety Engineer • Speed tables may present potential obstacle to all vehicles including bicyclists and motorcyclists • Speed tables implementation will result in an increase in vehicle noise • Speed Tables are typically 3” to 6” high • Traffic may diverge to adjoining parallel roads from roads where speed tables are installed • Consult with regional transit, emergency services, and fire departments prior to the Category D. Vertical Roadway Elements 70 | P a ge installation of speed cushions • Requires Advanced Warning Signs • Proximity of nearest intersection • Impact to drainage, street parking, and existing utilities • May require street lighting • ADA compliance • Flat top long enough (typically 10 feet) for the entire wheelbase of a passenger car to rest on top (FHWA) References 1. Design Information Bulletin (DIB) 93 - Caltrans 2. Design Information Bulletin (DIB) 82 - Caltrans 3. California MUTCD (Section 3B.18) - Caltrans 4. Traffic Calming ePrimer - FHWA 5. Traffic Calming Fact Sheets - ITE 6. Urban Street Design Guide - NACTO Category D. Vertical Roadway Elements 71 | P a ge Sample Project 66th St in Emeryville, CA (Google Maps) Project Description: The City of Emeryville implemented a speed table/raised crosswalk. Additional crosswalk enhancements include RRFB signing, In-street Pedestrian Crossing signs, and pavement markings at the 66th St pedestrian crossing. These calming measures were implemented to help reduce vehicle speeds, improve driver awareness of the pedestrian crossing, and encourage motorists to yield to pedestrians. Category D. Vertical Roadway Elements 72 | P a ge Description Offset Speed Table An offset speed table provides the calming benefits of a speed table, while allowing emergency vehicles to pass through with minimal delay. An offset speed table is a speed table split in half down the street centerline with longitudinal separation between the two halves. This geometry allows for emergency vehicles to avoid the vertical device by weaving through the two halves of the speed table. An offset speed table is typically 3 to 4 inches in height with a 6 feet ramp up section, a 10 feet flat section, followed by a 6 feet ramp down section for a total width of 22 feet. A minimum separation distance between humps of 40 feet is necessary to allow emergency vehicles to bypass the speed table. Placement Offset Speed Table (NACTO, ITE) Mid-block along a corridor that is suited to a speed hump but requires minimal impact for emergency response vehicle delay. Not recommended on a sharp curve. Functional Classification: Local Roads Appropriate Daily Volume Range: 9,000 ADT or less Maximum Posted Speed Limit: 30 MPH Performance Speed Reduction: 7-8 MPH reduction in 85th percentile speeds Category D. Vertical Roadway Elements 73 | P a ge Volume Reduction: Low, but more significant diversion can be achieved by combining this measure with other traffic calming measures. Impact of Emergency Response Access: Minimal. This countermeasure is specifically designed to minimize emergency vehicle delays, while still providing the speed reduction benefits of speed humps. Mobility Impact: Nominal Maintenance Considerations SNOW • Signing to help snowplows avoid damaging approach ramps • Consider snowplows when choosing approach ramp shape (straight, sinusoidal, or parabolic) OTHER • Warning sign visibility • Pavement marking upkeep due to constant traffic wear Other Considerations • Driver circumnavigation can be minimized by providing small median islands leading up to each table with a double-centerline and raised pavement markers • Pavement markings (e.g., striping, arrows) and signage for an offset speed table should replicate those for a speed hump. See CA MUTCD Section 2C.29 and Section 3B.25 for additional information • Offset speed tables may present a potential obstacle to all vehicles including bicycles and motorcycles • Offset speed tables implementation will result in an increase in vehicle noise • Traffic may diverge to adjoining parallel roads from where offset speed tables are installed. Drivers may swerve to avoid offset speed tables • Consult with regional transit, emergency response services, and law enforcements. • Emergency vehicles swerving to avoid the offset speed table may confuse opposing traffic. Consider proper signing • Impact to drainage and street parking • May require street lighting Category D. Vertical Roadway Elements 74 | P a ge References 1. California MUTCD (Chapters 2C and 3B) - Caltrans 2. Traffic Calming Fact Sheets - ITE 3. Traffic Calming ePrimer - FHWA 4. Offset Speed Tables for Reduced Emergency Response Delay – NACTO, ITE Sample Project SW 87th Ave in Beaverton, OR (Scott Batson) Project Description: The City of Beaverton installed offset speed tables along SW 87th Ave. Offset speed tables were chosen due to the designation of the street for emergency response. The city saw a reduction in speed along this residential neighborhood. The City of Beaverton also added raised pavement makers with inset reflectors to deter vehicles from crossing the centerline. Category D. Vertical Roadway Elements 75 | P a ge Description Transverse Rumble Strips Transverse rumble strips are raised or grooved patterns installed perpendicular to the direction of travel in the roadway travel lane. Typically installed on rural roadways that have low volume and with infrequent traffic control devices. Transverse rumble strips provide an audible and tactile warning downstream of a decision point. They are different from center line and edge line rumble strips, which are located off the travel lane. Placement Transverse Rumble Strips (MNDOT) On the approach of an unexpected roadway condition such as a stop condition or at a location that has a significant reduction in the speed limit. Examples include intersections, toll plazas, horizontal curves, end of highway/freeway, and work zones. Functional Classification: Principal Arterials, Minor Arterials, Collectors, and Local Roads Performance Speed Reduction: 1-2 MPH on rural highways (FHWA) Volume Reduction: Low Impact on Emergency Response Vehicles: None. Emergency vehicles should be able to transverse the measure at or above the speed limit. Mobility Impact: Nominal Category D. Vertical Roadway Elements 76 | P a ge Maintenance Considerations SNOW • Need signage to alert snowplow operators to avoid damaging the transverse rumble strips • Using grooved rumble strips to avoid damage by snowplows OTHER • Need to be replaced or repaired frequently. The raised portions wear down rapidly due to constant traffic on them, which reduces their effectiveness Other Considerations • Noise pollution from rumble strips may impact surrounding land uses • Will impact motorcyclists and bicyclists. Consider providing a center gap • Raised or grooved options can be used for intersection approaches • Grooved are generally 0.5” deep • Raised are no more than 0.5” tall (multiple layers of thermoplastic for desired height) • Can be used in combination of different length thermoplastics for more aggressive effect References 1. Factors Influencing Operating Speeds and Safety on Rural and Suburban Roads - FHWA 2. California MUTCD (Section 3J.02) - Caltrans Category D. Vertical Roadway Elements 77 | P a ge Sample Project Birch Ave and John St in Princeton, NJ (Google Earth) Project Description Transverse rumble strips were installed in a residential neighborhood in New Jersey. This calming measure was implemented to heighten motorist awareness of the pedestrian crossings and stop-controlled intersection ahead. Category D. Vertical Roadway Elements 78 | P a ge Description Raised Intersection A raised intersection is a vertical traffic calming device that raises the entirety of an intersection by 3 to 4 inches. The ramp sections of the intersection are approximately 6 feet in length with no greater than a 5% slope. Alternative paving methods such as colored asphalt, concrete, or pavers can be used to mark the intersection. A raised intersection provides many of the same benefits as other vertical traffic calming devices such as reducing vehicle speeds and increasing driver awareness of pedestrians and bicycles. Placement Raised Intersection (NACTO) At the intersection of two local roadways with posted speeds less than 35 MPH. Commonly implemented in commercial areas with high pedestrian volumes Functional Classification: Collectors and Local Roads Maximum Grade: 8% or less Category D. Vertical Roadway Elements 79 | P a ge Performance Speed Reduction: Speed should be reduced on all approaches, especially on un-controlled approaches (DelDOT) Volume Reduction: Low Impact on Emergency Response Access: Not recommended for use along primary emergency response routes, as it can add 4 to 6 seconds of delay. Maintenance Considerations SNOW • Signage to help snowplows avoid damaging approach ramps • Consider snowplow operations when choosing approach ramp shape (straight, sinusoidal, or parabolic) OTHER • Drainage impacts • Crosswalks require tactile pavement for visually impaired pedestrians. • Visibility of warning sign • Upkeep of pavement markings due to constant traffic wear Other Considerations • Major impacts to drainage • Changes to the existing drainage could impact existing utilities • Detectable warning surface and/or color contrasts must be incorporated to differentiate roadway and sidewalk • Pattern or tactile raised pavement References 1. Traffic Calming ePrimer - FHWA 2. Design Information Bulletin (DIB) 82 - Caltrans 3. Traffic Calming Fact Sheets - ITE 4. Urban Street Design Guide - NACTO Category D. Vertical Roadway Elements 80 | P a ge Sample Project Butte St and Market Pine Alley in Redding, CA (Google Maps) Project Description: A raised intersection was implemented at Butte St and Market Pine Alley in Redding, CA. This calming measure was implemented to improve safety and accessibility at an intersection with high volumes of vehicles and pedestrians. The raised intersection improves pedestrian visibility, slows vehicle speeds, and provides a level pathway across the intersection. Category E. Physical Roadway Segments Modifications 81 | P a ge Category E. Physical Roadway Segment Modifications Lateral Shifts Description A lateral shift is a realignment of an otherwise straight street that causes travel lanes to shift. The primary purpose of a lateral shift is to reduce motor vehicle speed along the street. A typical lateral shift separates opposing traffic through the shift with the aid of a median island. Without the island, a motorist could cross the centerline and take the straightest path possible, thereby reducing effectiveness of the lateral shift. Additionally, a median island reduces the likelihood of a motorist veering into the path of opposing traffic. A chicane is a variation of a lateral shift except a chicane shifts alignment more than once. Lateral Shift Schematic (DelDOT) Placement Along streets with a documented speeding problem, where more substantial measures (such as a chicane) are not appropriate; two-lane minor arterial. Functional Classification: Minor Arterials, Collectors, and Local Roads Appropriate Daily Volume Range: All volumes (FHWA) Speed Limit: 35 MPH or less Performance Speed Reduction: 5 MPH (DelDOT) Category E. Physical Roadway Segments Modifications 82 | P a ge Volume Reduction: Nominal impact Impact to Emergency Response: Minimal Maintenance Considerations • Design lateral shift to accommodate snowplow operations and snow storage • If the median island is landscaped, consider maintenance and irrigation Other Considerations • Lateral Shifts should follow the guidance in CA MUTCD Section 6C.08 • Applicable only at mid-block locations, preferably near a streetlight • For locations with bicycle facilities, the preference is to separate bicycles from motor vehicle lanes • Less effective in reducing vehicle speed when the volume of traffic is significantly higher in one direction than the other or when volumes are so low that the likelihood of a motorist encountering an opposing motorist within the lateral shift zone is low • May require removal of some on-street parking to implement lateral shift, therefore slightly reducing the accessibility of adjacent properties • Physical features can also be used as a landscaping opportunity • A lateral shift can be created by means of either curb extension or edge island. A curb extension offers better opportunity for aesthetic enhancement through landscaping. An edge island can leave an existing drainage channel open and tends to be less costly to construct • The curb extension or edge island should have 45-degree tapers to reinforce the edge lines • A curb extension or edge island that forms a lateral shift should have a vertical element (e.g., signs, landscaping, a reflector, or some other measure to draw attention to it) • Either a barrier or mountable curb can be used on an island that forms a lateral shift. The use of a mountable curb is more forgiving to motorists and is acceptable where the island is expected to serve as a pedestrian refuge • Taper should comply with the HDM for taper angle and length • Check if the lateral shifts affect the Design Vehicle swept path and tracking (HDM 404) • May require drainage relocation. Impacts to existing utilities should be avoided • Can provide a location for pedestrian crossings with a median refuge • May reduce roadway space available for bicyclists depending on design Category E. Physical Roadway Segments Modifications 83 | P a ge References 1. Design Information Bulletin (DIB) 93 - Caltrans 2. California MUTCD (Section 6C.08) – Caltrans 3. Traffic Calming ePrimer - FHWA 4. Traffic Calming Fact Sheets - ITE Sample Project Keystone Ave in Reno, NV (Google Earth) Project Description: The City of Reno implemented a lateral shift within this residential neighborhood to reduce motor vehicle speeds along the street. Category E. Physical Roadway Segments Modifications 84 | P a ge Description Chicanes Chicanes are a series of narrowing or curb extensions that alternate from one side of the street to the other, forming an S‐shaped, curvilinear roadway alignment. They are also referred to as deviations, serpentines, or reversing curves. The purpose of a chicane is to introduce horizontal curvature to the road, breaking up the “runway effect” of wide and straight streets. Chicanes (DelDOT) Placement Best suited to mid-block locations along local road where there are balanced traffic volumes in both directions to discourage drivers from crossing the center line. Adequate distance is needed between driveways and intersections. Functional Classification: Collectors with low volume and Local Roads Maximum Posted Speed Limit: 35 MPH or lower Minimum /Maximum Number of Lanes: One-lane one-way or two-lane two-way roadways Maximum Grade: Varies - 10% (El Paso, TX), 8% (PennDOT), 6% (DelDOT) Performance Speed Reduction: 3-9 MPH. 5-13 MPH within the chicane Category E. Physical Roadway Segments Modifications 85 | P a ge Volume Reduction: Up to 20% (PennDOT). Traffic diversion is heavily dependent on the impact the chicane has on travel time and the availability of a nearby faster route. Impact on Emergency Response: Minimal. When located along primary emergency response routes, the impact can be nominalized by designing the curb extensions to be mountable by emergency response vehicles. Mobility Impacts: Nominal Maintenance Considerations • Design chicanes to accommodate snowplow operations • Upkeep of reflective pavement markers if used Other Considerations • Check if the lateral shifts affect the Design Vehicle swept path and tracking (HDM 404) • Changes to the existing drainage and lighting could impact existing utilities • Optional reflective pavement markers • Signage on bulbouts • Object marker for 2-way traffic • Driveway access maintained References 1. Highway Design Manual (HDM) Topic 404 - Caltrans 2. Highway Design Manual (HDM) Index 303.4 - Caltrans 3. Traffic Calming ePrimer (3.4) - FHWA 4. Traffic Calming Fact Sheets – ITE Category E. Physical Roadway Segments Modifications 86 | P a ge Sample Project NW 56th St and 2nd Ave NW in Seattle, WA (Google Earth) Project Description: Chicanes were implemented in Seattle within a residential neighborhood to lower vehicles speeds by forcing vehicles to shift from one side of the road to the other. This calming measure was paired with appropriate signage to warn drivers of the upcoming lateral shift in lanes. Category F. Others 87 | P a ge Category F. Others Street Trees and Landscaping Description Street trees and landscaping have long been shown to improve comfort and livability, but recent research indicates that they can also contribute to a reduction in the rate of crashes. This effect is often attributed to a perceived narrowing of the roadway, a sense of rhythm and human scale created by framing the street, and the perception that the driver is in a place where they are more likely to encounter pedestrians, bicyclists, and cross-traffic. Trees and landscaping can also support the shift to more space-efficient modes such as walking and biking by making those modes more comfortable. Mature trees line State Route 16 in Esparto, CA Placement Street trees are ideally placed behind curbs in sidewalk buffer zones and medians of Urban Area, Suburban Area, and Rural Main Streets where posted speeds are 35 mph or less. In Transitional Area (between high speed rural highways and low speed town centers), landscaping may be used alone or in combination with gateway monuments to indicate drivers of a changed environment. Large trees are not appropriate within the clear recovery zone of rural conventional highways, freeways, and expressways. Provide minimum clearances, clear recovery zones, and appropriate sight distance, per the HDM. Category F. Others 88 | P a ge Functional Classification: Principal Arterials, Minor Arterials, Collectors, and Local Roads Maximum Posted Speed Limit: Refer to HDM Table 904.5 and local codes Performance Speed Reduction: The quantitative impact is not well documented, but one study showed an average decrease in cruising speed of about 3 MPH. At gateway treatments combining landscaping with other elements, 3-10 MPH speed reductions have been documented. Volume Reduction: N/A. Reduced volumes are not generally a goal of this measure. Impact on Emergency Response: Nominal Maintenance Considerations SNOW • Need to consider downed tree limbs during inclement weather • Consider impact of landscaping on snow storage spaces OTHER • Consider maintenance access and worker safety • Provide for plant establishment period and consult with Landscape Architecture and Maintenance regarding permanent irrigation • Select plant material and design planting area to minimize impact of root systems on underground utilities and sidewalks • Need to consider risk of run-off-road crashes when placing trees, particularly at intersections and conflict points • Consider upkeep needs, climate-adapted species, and horticultural requirements of different plants • Street trees and landscaping may be maintained via a maintenance agreement with local agencies Other Considerations • Consider sight distance and safety setbacks for street trees at intersections and conflict points • Consider clear views of traffic control devices and street and pedestrian lighting requirements. See HDM Index 904.5 for information on locating trees, HDM Index 405.1 for Sight Distance, HDM Index 309.1(2) for Clear Recovery Zone, and DIB 82 for clear width for sidewalks • Consider placement relative to on-street utility equipment to minimize potential conflicts Category F. Others 89 | P a ge • Refer to utility providers for minimum utility offsets and maximum tree height under overhead utilities • Consider locating street trees or landscaping between motor vehicle traffic lanes and bikeways or pedestrian facilities for pedestrian and bicyclist comfort • In Transitional Area and at community gateways, consider varying landscape composition, spacing, and formality. Consider maintaining consistent landscaping throughout an urbanized area or main street corridor • Solicit community engagement to inform landscape aesthetics and design • Consult the District Landscape Architecture and Maintenance for design development References 1. Highway Design Manual (HDM) Index 901.2 Landscape Architecture Design Standards Caltrans 2. Highway Design Manual (HDM) Index 904.3 Plant Selection - Caltrans 3. Highway Design Manual (HDM) Index 904.5 Locating Trees - Caltrans 4. Highway Design Manual (HDM) Topic 201 Sight Distance - Caltrans 5. Highway Design Manual (HDM) Index 309.1(2) Clear Recovery Zone (CRZ) - Caltrans 6. Highway Design Manual (HDM) Index 405.1(2) Corner Sight Distance - Caltrans 7. Encroachment Permits Manual (Section 506) – Caltrans 8. Design Information Bulletin (DIB) 82 – Caltrans 9. Speed Management ePrimer - FHWA 10.NCHRP Report 737 – Design Guidance for High-Speed to Low-Speed Transition Zones for Rural Highways Category F. Others 90 | P a ge Sample Project Existing Entrance to the City of Rio Vista on EB SR 12 Proposed Design with Street Trees, Landscaping, and Gateway Monument Project Description: State Route 12 in Rio Vista is undergoing redesign as a Complete Street. The community felt it was important to alert drivers on this busy trucking route that they are entering the City of Rio Vista. Caltrans landscape architecture developed this sketch to illustrate how landscaping could be combined with a gateway monument to visually indicate the entrance and extent of the Rural Main Street. Several complete streets elements in this view contributes to the visual narrowing of the roadway, but the verticality of the proposed street trees plays a critical role in visually defining the corridor. Category F. Others 91 | P a ge In-Roadway Light Description In-Roadway Lights (IRWLs) are a special type of highway traffic signal installed in the roadway surface to warn road users that they are approaching a condition on or adjacent to the roadway. They may draw drivers’ attention to features that might not be readily apparent, so that drivers can slow down or come to a stop. IRWLs are actuated devices with flashing indications that provide real-time warning of a specific condition. See CA MUTCD Chapter 4N for additional guidance on IRWLs’ application, IRWLs at crosswalks, and maintenance considerations. In-Roadway Lights Schematic for crosswalk at an intersection and midblock crosswalk (CA MUTCD) Placement Marked midblock crosswalk, marked school crosswalk, marked crosswalks on uncontrolled approaches, crosswalks / bike crossings with higher pedestrian collision rates at night, and other roadway situations involving pedestrian crossings. This measure should only be installed at marked crosswalks, so the criteria for placement should follow marked crosswalk placement criteria. Functional Classification: Minor Arterials, Collectors, and Local Roads Appropriate Daily Volume Range: 5,000-30,000 ADT(MDOT) Performance Volume Reduction: Low Impact on Emergency Response: None Mobility Impacts: Nominal Category F. Others 92 | P a ge Maintenance Considerations SNOW • Consider durability due to moisture buildup • Minimize conflict with snowplow operations OTHER • These systems can be easily damaged and difficult to repair due to in-pavement installation and proprietary nature of these systems • Replacement of these devices may be more frequent on heavy truck routes • Lights are most effective when kept clean because they can collect debris rapidly Other Considerations • Do not place lights in the center of bike lanes or within the traveled way of Class III bikeway • Consider using in-roadway light along with other overhead devices such as pedestrian hybrid beacons. In-roadway lights can sometimes be visible only to the first vehicle in line and not for the rest • Consider vehicle wheel paths when locating devices • Consider how lights can be activated (button or pedestrian sensor) References 1. California MUTCD - Caltrans 2. Traffic Calming ePrimer – FHWA Category F. Others 93 | P a ge Sample Project Route 1 at Mountain Road in Laguna Beach, CA (Google Earth) Project Description: This project on State Route (SR) 1 at Mountain Road in Laguna Beach includes the installation of intersection lighting, high visibility crosswalks, in-roadway warning lights, mast arm mounted pedestrian crossing sign with warning beacons, etc. COMMUNITY DEVELOPMENT 150 City Park Way • Brentwood, California 94513 Phone: 925-516-5405 • Fax: 925-516-5407 e-mail: dept-comdev@brentwoodca.com June 2, 2025 Will Nelson Assistant Deputy Director Contra Costa County Department of Conservation and Development 30 Muir Road Martinez, CA 94553 Re: Comment Letter on Proposed Ballot Measure to Renew County Urban Limit Line Dear Will, Thank you very much for attending the May 27, 2025 City Council meeting, along with Director of Conservation and Development John Kopchik, to make a presentation on the proposed 2026 ballot measure to renew the County Urban Limit Line (ULL). After the presentation, public comment, and discussion, the City Council unanimously adopted a motion directing staff to forward a letter to the County indicating that Brentwood is not interested in any expansion of the ULL that it adopted in 2008. The City Council also indicated that it was in support of the one proposed adjustment affecting Brentwood, which involves a contraction of the County ULL by approximately 48.3 acres to exclude the ECCID Main Canal, located along a portion of the City’s southern boundary. The City respectfully requests that the County continue to provide notification of any other proposed changes to the ULL that may affect Brentwood leading up to next year’s ballot measure. Finally, please find attached to this letter the written public comments that were received leading up to last week’s meeting. Thank you very much for your collaboration on this issue. If you have any questions, please contact me at your convenience by phone at (925) 516-5137 or by e-mail at enolthenius@brentwoodca.gov. Sincerely, Erik Nolthenius Planning Manager From:Brooke Rogers To:=yCouncil Members Subject:ULL Change Request Date:Tuesday, May 27, 2025 2:05:36 PM CAUTION – EXTERNAL SENDER To Brentwood City Council, I am writing to oppose moving the urban limit line at Marsh Creek and also at Delta/Sunset Road. California is losing an estimated 50,000 acres of agricultural land annually, primarily due to urban and suburban development, and Brentwood and the surrounding area already has approximately 1200 approved homes that have not been completed. This poses significant impact and challenges to current infrastructure, traffic, and school capacity, that will only continue to pile on to the negative impacts of this decision, at the cost of tax payers who do not support this change. Additionally, not only will the additional construction to develop on the land have negative impacts on the surrounding environment, but the continued pollution from additional businesses, housing, and residents will create irreversible damage to the habitats for natural wildlife, an already growing issue. Do not let one family’s greed create lasting negative effects on our communities and land simply because it now serves them financially to change what the land was always intended to be used for. Sincerely, Brooke Rogers From:carolina villaseca To:=yCouncil Members; Gale, Darin Subject:ULL line Date:Monday, May 26, 2025 5:55:47 PM CAUTION – EXTERNAL SENDER I would like to ask City Council to stay the line on the moving of ULL. If the people who support this change because they know that there could be plans for businesses, they should have a solid presentation and put it on the ballot for Brentwood residents only. If you are considering moving the ULL line, then please consider eminent domaining the plot next to Heritage High School for a second exit. This would greatly benefit residents of Brentwood. Saludos, M. Carolina Villaseca Brentwood, CA 94513 From:David W. To:=yCouncil Members Subject:Item G.1 - ULL again.... Date:Monday, May 26, 2025 5:36:02 PM CAUTION – EXTERNAL SENDER I write this brief message to say didn't we already vote no on the urban limit line? Why are we doing it again? Brentwood can not handle more growth. Stop the madness. Don't let a few dictate the entire city. Sincerely, David West From:Evelia Hernandez To:=yCouncil Members Subject:NO to expanding the City Urban Limit Line Date:Monday, May 26, 2025 11:28:11 PM CAUTION – EXTERNAL SENDER Hi I would like to take this opportunity in addressing my concern as a Brentwood resident of what a bad idea it would be to expand our city’s ULL. First of all Brentwood prides itself in having such a beautiful country style city that still maintains its unique seasonal fruit picking farms that attracts many tourists throughout summer. Expanding our city limit and bringing more commercial business will not only affect our city’s country style feeling but will also bring tons of more traffic into our area putting in more strain into our first responders and already busy highways. Let’s keep our Country Style City feeling alive!! NO in extending the Urban’s City’s Limit Line Thanks Evelia Hernandez Sent from Yahoo Mail for iPhone From:Josh Dizon To:=yCouncil Members Subject:Vote NO to expand Brentwood ULL Date:Monday, May 26, 2025 9:44:45 PM CAUTION – EXTERNAL SENDER I live off of Sunset, I think expanding the Urban Limit Line in my area and in the Marsh Creek area is a horrible idea!!! - Josh Dizon Brentwood Resident From:Kimberly Christian To:=yCouncil Members Subject:Comment - Presentation and Discussion of the proposed 2026 renewal of the Urban Limit Line Date:Tuesday, May 27, 2025 2:49:36 PM CAUTION – EXTERNAL SENDER Dear Mayor and City Council Members, I am writing to you today to comment on the proposed renewal of the Contra Costa Urban Limit Line. My family has been residents of Brentwood for five generations, dating back to 1936, we have watched Brentwood grow into what it is today, and we believe it is our duty to maintain its roots in agriculture and the history of California. The Brentwood Urban Limit Line should not be expanded and the CCC ULL should be renewed, not to inhibit growth, but to protect the very things that make Brentwood such a special place to live, a destination, an opportunity for all who came here to experience what this wonderful region has to offer. Brentwood has grown exponentially over a short period of time, we still have a lot of work and catching up to do, the Council and City Staffs time would be better spent focusing on what is currently within the Brentwood ULL rather than infringing upon our Agricultural Core. Many years ago we put protections in place to prevent greedy landowners from building on the rich soil that produces our food, our geographic location for farming is the envy of the rest of the state, and if lost would be detrimental not just to our community, but to all Californians; we ask that you keep this in mind for future generations, this is not a decision that can be reversed once it is taken away and destroyed, please do not turn us into just another city. For far too long there has been a few families in this community controlling the narrative, buying up land, and then recklessly selling it off for personal gain, developing on culturally, historically, and agriculturally significant land, its time they be good stewards to what little we have left. Sincerely, Kimberly Christian From:Krystal Mendoza To:=yCouncil Members Subject:Do not expand urban limit line Date:Tuesday, May 27, 2025 10:05:38 AM CAUTION – EXTERNAL SENDER Hello I am a fellow brentwood citizen writing in to state my opposition and concerns with the extension of the urban limit line. I am not In favor of this extension and would hate to see more farm land destroyed and built over. One of the many reasons to love Brentwood is the rich farm culture and open farm lands. I am not in agreement with putting an auto mall in the middle of historic farm land and think that this would be not only an eye sore but a shame to our cities farm lands. From:Maritza Diaz To:=yCouncil Members Subject:Urban Limit Line Date:Tuesday, May 27, 2025 2:30:36 PM CAUTION – EXTERNAL SENDER As a 43 year resident of Brentwood, I ask that you please continue to keep the ULL in order to protect our city that is rich in agricultural and open space. We are already well above the population cap the city had originally agreed to and you can see the affects of that now. The traffic is a nightmare, the children are at risk when walking to/from school, the police department is not fully staffed to what it should be for a city our size as well as the fire departments, so on and so forth. If you agree to what the Nunn’s are suggesting, the traffic on Vasco Rd will be worse than what it already is. In a natural disaster, there would be no safe way out of Brentwood. Please take the safety of your residents in mind. The constituents of Brentwood are more important than lining the pockets of “investors” that are only looking out for themselves. Respectfully, Maritza Diaz From:Robert Juracich To:=yCouncil Members Subject:ULL Date:Tuesday, May 27, 2025 5:46:14 PM CAUTION – EXTERNAL SENDER Good evening Mrs. Mayor and City Council members, I am extremely grateful for your dedication, the time and energy each of you spend trying keep Brentwood’s charm and character in tact. This is becoming evermore challenging with the state's changing regulations and what seems to be them chipping away at our local control, piece by piece. Please control the growth we can and hold the ULL as is for now. Infrastructure upgrades need to lead housing and growth, not lag behind it. Otherwise the infrastructure upgrades never seem to happen. Smart growth is planned and phased growth, not a free for all. Stick with the general plan please for all growth decisions. Thank you very much, Robert Juracich Sent from my iPhone From:Shane & Michelle Ambrosino To:=yCouncil Members Subject:Urban Limit Line Date:Tuesday, May 27, 2025 4:14:56 PM CAUTION – EXTERNAL SENDER To Brentwood City Council, I am writing to strongly oppose moving the urban limit line at Marsh Creek and also at Delta/Sunset Road. California is losing an estimated 50,000 acres of agricultural land annually, primarily due to urban and suburban development, and Brentwood and the surrounding area already has approximately 1200 approved homes that have not been completed. This poses significant impacts and challenges to current infrastructure, traffic, and school capacity, that will only continue to pile on to the negative impacts of this decision. Additionally, not only will the additional construction to develop on the land have negative impacts on the surrounding environment, but the continued pollution from additional businesses, housing, and residents will create irreversible damage to the habitats for natural wildlife. Do not let one family’s greed create lasting negative effects on our communities and land simply because it now serves them to change what the land was used for. Instead what can be done to preserve this land for the agricultural farming it was meant for? This means a great deal to us and the community at large. Sincerely, Shane Ambrosino and Michelle Kincaid From:Shane Ambrosino To:=yCouncil Members Subject:Do not change Brentwood ULL Date:Tuesday, May 27, 2025 2:11:47 PM CAUTION – EXTERNAL SENDER To Brentwood City Council, I am writing to oppose moving the urban limit line at Marsh Creek and also at Delta/Sunset Road. California is losing an estimated 50,000 acres of agricultural land annually, primarily due to urban and suburban development, and Brentwood and the surrounding area already has approximately 1200 approved homes that have not been completed. This poses significant impact and challenges to current infrastructure, traffic, and school capacity, that will only continue to pile on to the negative impacts of this decision. Additionally, not only will the additional construction to develop on the land have negative impacts on the surrounding environment, but the continued pollution from additional businesses, housing, and residents will create irreversible damage to the habitats for natural wildlife. Marsh creek already has enough problems without more people polluting it Do not let one family’s greed create lasting negative effects on our communities and land simply because it now serves them to change what the land was used for. Sincerely, Shane Ambrosino From:Schofield, Taylor To:=yCouncil Members Subject:Expanding the Urban Limit line and 5/27 meeting Date:Tuesday, May 27, 2025 8:56:23 PM CAUTION – EXTERNAL SENDER Hello, As a concerned Brentwood citizen I would like to voice my contest to expanding the urban limit line. I have lived here since 2003 and I have slowly watch Brentwood turn from a small tight nit farm town to this monstrosity the city somehow sees as growth. Encroaching on every open space and squeeze every dollar out of it in the city seems ultimately be the city plan. Please do not expand the urban limit line, we already have droughts every year with the amount of population we already have, its not fair I have to continue to sacrifice my garden for poor city planning. Please stop the suburban sprawl, please save what little small town feel we still have. I also have concerns about many comments made by council women Pierson, she said she was offended by comments made by concerned citizens saying shes tired of the phone calls and that if the meeting goes till 12 she will be leaving. As to which I say what disappointing behavior from a council person. Receiving calls from the public will always be part of your job as a public official and its in your best interest to grow thicker skin because its our American right to criticize your performance and question your motives. The offense seems suspicious at this point, authority should always be questioned and that should always be invited, otherwise that’s tyranny. You think I’m having fun as a citizen trying to stay on long enough to voice my concerns? I hope the people in her district are aware of her capacity for council peoples forum. She seems annoyed with public feedback and sorry, that’s her job Thank You Taylor Schofield From:Vince Ambrosino To:=yCouncil Members Subject:Do not move urban limit line Date:Tuesday, May 27, 2025 3:38:35 PM CAUTION – EXTERNAL SENDER I am writing to oppose moving the urban limit line at Marsh Creek and also at Delta/Sunset Road. California is losing an estimated 50,000 acres of agricultural land annually, primarily due to urban and suburban development, and Brentwood and the surrounding area already has approximately 1200 approved homes that have not been completed. This poses significant impact and challenges to current infrastructure, traffic, and school capacity, that will only continue to pile on to the negative impacts of this decision. Additionally, not only will the additional construction to develop on the land have negative impacts on the surrounding environment, but the continued pollution from additional businesses, housing, and residents will create irreversible damage to the habitats for natural wildlife. Do not let one family’s greed create lasting negative effects on our communities and land simply because it now serves them to change what the land was used for. Sincerely, Richard Ambrosino Sent from my iPhone 1 Shannon Shaw Mayor District 4 Vice Mayor District 2 Aaron Meadows Councilmember District 1 Councilmember District 5 Councilmember District 3 City Hall | 3231 Main Street, Oakley, CA 94561 O (925) 625-7000 | F (925) 625-9859 | www.oakleyca.gov City Hall O (925) 625-7000 | F (925) 625-9859 | www.oakleyca.gov April 22, 2025 John Kopchik Director, Conservation and Development 30 Muir Road Martinez, CA 94553 (john.kopchik@dcd.cccounty.us) RE: Letter of Support for 2026 Ballot Measure to Renew the County Urban Limit Line with Amendments Dear Mr. Kopchik, Thank you for the opportunity to provide feedback on the County’s efforts to renew the County Urban Limit Line (“ULL”) through a 2026 ballot measure. The City of Oakley has reviewed the agenda item approved 5-0 by the Board of Supervisors on February 25, 2025, which resulted in direction to County Staff to move forward with preparation of the renewal and ballot measure. Oakley has also reviewed the proposed adjustments to the ULL, which include 1) contraction of the area outside Oakley’s City limit line located between Sellers Avenue and Knightsen Road, and 2) expansion of areas along the Oakley shoreline that would bring portions of existing marinas within the ULL. The City of Oakley is in support of the 2026 ballot measure to renew the County Urban Limit Line including the proposed contractions and expansions within and adjacent to the City of Oakley. Sincerely, Joshua McMurray, City Manager C: Ken Strelo, Community Development Director William R. Nelson, Principal Planner, Contra Costa County May 20, 2025 Will Nelson Principal Planner Contra Costa County advanceplanning@dcd.cccounty.us Subject: Contra Costa County Urban Limit Line Renewal Dear Mr. Nelson: This letter is provided in response to the Contra Costa County (County) publication and request for comments on the proposed adjustments to the Urban Limit Line presented to the County Board of Supervisors on February 25, 2025 and made available for public review. The Contra Costa Water District (CCWD) reviewed the proposed adjustments and generally found that many of the adjustments within CCWD’s sphere of influence are in CCWD’s existing service area and could be served by existing water infrastructure. However, CCWD is aware that some residents along the Marsh Creek corridor rely on domestic wells and have experienced challenges with water supply particularly during drought conditions. CCWD understands that the County is developing the Drought Resilience Plan in response to Senate Bill 552 that is intended to address drought and water shortage for domestic well and small water systems, and encourages the County and Cities to ensure adequate water supply is available for new development permitted within the adjusted urban limit line, especially during times of drought. CCWD is available to discuss water supply availability and concerns with the County or Cities for areas within or adjacent to the current service area boundary. Thank you for the opportunity to review and provide comments. If you would like to discuss further or have any questions or concerns, please contact me at (925) 688-8216 or Jill Mosley at (925) 688-8127 or jmosley@ccwater.com. Sincerely, Kimberly Lin Director of Planning KL/JM:kh COMMENTS AND REQUESTS RELATED TO SPECIFIC URBAN LIMIT LINE ADJUSTMENTS From:Karl Hempfling To:Will Nelson Subject:1150 and 1170 Briones Road Martinez Calif Date:Wednesday, March 5, 2025 4:15:46 PM Per our discussion today I would like the county to include my two parcels in the drafting of new urban limit line both parcels are are surrounded by Briones’s park on 3 sides they are fully developed I’ve owned both for over 30 years apnumbers are 365-120-003 and 365-120-004 I can be reached at 9257871788 thank you Karl Hempfling please keep me posted on any meeting s or discussions Karl Sent from my iPhone From:Carol Jensen To:Dominique Vogelpohl Cc:Will Nelson Subject:Urban limit line - Will Nelson Envision 2040 Date:Thursday, March 13, 2025 9:04:57 AM Dear Dominique, Can you please forward to me what ever email has just come out from Will Nelson regarding the Urban Limit line, please. I must have missed it. It has something to do with an election or movement of the Urban limit line or the like, or the General Plan. My concern is to get the Urban limit line presently located west of the Byron Hot Springs moved east. Put the Byron Hot Springs IN the urban area so something can be done to restore it. Having the Resort in the Agricultural core makes NO sense at all. The property was zoned FR at one time and specifically identified as unique in the old General Plan. The alkaline soil is not conductive to agriculture. You cannot grow Almonds or Grapes in salt. Thank you in advance for passing this email or public input announcement or what ever it is on to me. I wish to put in a public comment. Yours truly, Carol Jensen V/R Carol A. Jensen From:mathiashorses To:Alicia Nuchols; Supervisor_Burgis; Will Nelson; DCD Advance Planning; Supervisor Candace Andersen Subject:Urban limit line concerns Date:Friday, March 14, 2025 7:46:44 PM Hello I am a rancher in contra costa county. My addresses are: 5900 Sellers Ave Oakley 7090 Camino Tassajara Rd Danville/Pleasanton Our property is designated rural unincorporated county and zoned agriculture. I do not want to be within the urban limit line. It will effect my ability for qualifying for any USDA rural funding or loans. I also do not want to be within the city limits. We are actively raising livestock and farming our properties and intend to do so for the long term. We are generational family ranchers and our agricultural use of our property will continue indefinitely. We do not want to be within the urban limit line. Most of our neighbors are the same as us, farming their parcels and have generational ranches where that will continue on in perpetuity. You should send out a letter to everyone this effects so the people that will be effected by the proposed changes have a say in what becomes of their property. Please stop squeezing us rural folks out of the areas we have called home for generations. Stop marginalizing our rural agriculture communities and neighborhoods. Our kids need to be able to continue on with the way of life they are accustomed to. Our family planted a pistachio farm in the 80's and in the early 2000's it was brought into the urban limit line and it ultimately caused the farm to be shut down because in time we became surrounded by tract housing and couldn't get our equipment to and from the ranch and processor during harvests without problems. We also had issues with trespassing and fires from the city people who did not respect the land or farmers. Please protect the smaller ranchers and farmers from the harm of urban sprawl. Erin Clancy Mathias 925-570-3929 Sent from my Verizon, Samsung Galaxy smartphone Page | 1 of 16 Attorneys at Law Vincent A. Moita (925) 783-9688 Vince@moitalaw.com PO Box 40 Danville, CA 64526 www.MoitaLaw.com Joseph D. Moita (925) 783-6260 Joe@moitalaw.com May 2, 2025 Supervisor Ken Carlson District IV, Contra Costa County 2255 Contra Costa Blvd., Suite 202 Pleasant Hill, CA 94523 Re: Draft Potential Adjustments – February 25, 2025, County Urban Limit Line Dear Supervisor Carlson, We write to formally request that Contra Costa County (the “County”) include the property – comprising 164 acres across assessor parcel numbers 075-200-021, 075-200-022, 075-200-025, 075-200-026, 075-200-027, 075-200-028, 075-200-029, and 075-200-030 (the “Moita Property”) – within the Urban Limit Line (the “ULL”) instead of exclude it therefrom, as proposed under the Draft Potential Adjustments submitted on February 25, 2025, by the County’s Department of Conservation and Development (the “Draft Adjustments”). We note that the new line, as currently proposed, may violate the Housing Crisis Act of 2019 (SB 330), as it would reduce the intensity of allowed land use for at least 12 acres of the Moita Property below what was allowed by land use controls in effect on January 1, 2018. We request that when the County re-draws the line to comply with SB 330, it locates all of the Moita Property within the ULL. If the County staff does not incorporate this request into a revised Draft Adjustments, we respectfully request that you directly propose and advocate for a friendly amendment to the proposed ULL to include all the Moita Property, as contemplated by Section 82-1.018(b) of the County Ordinance Code. This letter provides evidence that the requested expansion of the ULL is necessary to comply with state or federal law and to avoid an unconstitutional taking of private property. As described in detail below, continuing to exclude the Moita Property from the ULL would violate fundamental procedural fairness, raise serious concerns regarding investment-backed expectations, amount to an unconstitutional taking under the Fifth Amendment of the United States Constitution, and is not only arbitrary and capricious but also wholly lacking evidentiary support. Further, the decisionmaker recommending the Moita Property’s exclusion from the ULL, has an inherent conflict of interest. May 2, 2025 Page | 2 of 16 It is not lost on us that this law firm bears the same name as the property owner in question; indeed, it is the reason why we became attorneys—to seek justice for our family. We submit the following analysis of the last 37 years of housing planning history for your records and review. In light of this history, we strongly urge you to advocate for the Moita Property’s inclusion in the ULL. May 2, 2025 Page | 3 of 16 TABLE OF CONTENTS I. BACKGROUND AND PLANNING HISTORY ............................................................................................... 4 II. UNJUST EXCLUSIONS FROM THE ULL ...................................................................................................... 5 1. 2006 ULL Adjustment – County Recommendation Improper ................................................................... 5 2. The Draft Adjustments Continue to Conflict with MCRSP and are Inconsistent with Contra Costa County General Plan Goal LU-6, Policy LU-P6.4 .............................................................................................. 6 III. A SHIFTED BOUNDARY WOULD MAINTAIN THE 65/35 STANDARD .................................................. 7 IV. NO PRECEDENT CREATED FOR OTHER ULL ADJUSTMENTS .............................................................. 7 V. COUNTY’S JUSTIFICATIONS TO EXCLUDE ARE WITHOUT MERIT .................................................... 7 1. “Contraction Steep” ................................................................................................................................... 8 2. “Very High Fire Hazard Severity Zone” .................................................................................................... 8 3. “Unlikely to Develop” ............................................................................................................................... 9 VI. IMPROPER MOTIVATION: EASEMENT LIABILITY AND INSTITUIONAL CONFLICTS DRIVING EXCLUSION OF MOITA PROPERTY ............................................................................................................ 9 1. Easement History ....................................................................................................................................... 9 a. The Ang Property Not Included in MCRSP .................................................................................... 10 b. EBRPD Purchases Ang Property with Funding from East Contra Costa County Habitat Conservancy ............................................................................................................................................. 10 c. Easement Validity Confirmed Through Binding Arbitration .......................................................... 11 2. Concern Over Institutional Bias and Improper Motives .......................................................................... 11 d. Improper Delay of Emergency Access Road Relocation Permit .................................................... 12 e. County Staff Failed Duty to Protect Public Safety .......................................................................... 14 VII. YOU HAVE THE AUTHORITY TO RECOMMEND INCLUSION ............................................................. 15 VIII. CONCLUSION ................................................................................................................................................. 16 May 2, 2025 Page | 4 of 16 I. BACKGROUND AND PLANNING HISTORY Since 1988, various owners of the Moita Property have sought to develop the property with residential housing units to help meet the region’s critical housing needs. In 1988, Jim Moita sought a minor subdivision approval for one of the parcels (then identified as APN: 75-200-007) comprised of 32 acres. The minor subdivision was denied by the County Planning Commission, leading to an appeal before the County Board of Supervisors. On May 8, 1990, at that appeal hearing, the Board directed Mr. Moita “to work with the city of Clayton and with the staff in the planning process in the area…; and REQUEST[ED] the applicant/owner to work with the City of Clayton on planning processes in the area”. The appeal was denied without prejudice, with Supervisors specifically recommending that the application “could be re-filed and considered for approval when an environmental impact report covers it.” See Exhibit A, BOS Denial Request Work with City. As the Board directed, between 1990 and 1995, Mr. Moita and other stakeholders invested over $550,000 to prepare the City of Clayton’s Marsh Creek Road Specific Plan (the “MCRSP”) and analyze the MCRSP for purposes of the California Environmental Quality Act (“CEQA”) in an environmental impact report. Additionally, in 1990, the stakeholders paid the Contra Costa Water District (CCWD) $182,000 for critical infrastructure to enlarge the CCWD’s Oakhurst Irish Canyon Reservoir and Clubhouse Pump Station to service the upper elevations of the Moita Property. See Exhibit B, Moita Specific Plan Reliance & Exhibit C, Heartland Investment in Reliance. In total, more than $730,000 was invested based on the County’s direction to plan the area, which exceeds $1.762 million in today’s inflation-adjusted dollars. The City of Clayton formally adopted the MCRSP in 1995, after 5 years of planning and 42 public meetings, designating the Moita Property for 103 net new residential units. See Exhibit D, 1995 MCRSP. Select relevant portions of the MCRSP are provided in Exhibit E. The MCRSP explicitly requested Contra Costa County to adopt the MCRSP and apply it in unincorporated areas (Policy Implementation Element IM-12): The City of Clayton recommends that the policies of this Specific Plan be applied by Contra Costa County in the unincorporated portions of the study area and in areas beyond the study area but within Clayton’s area of development comment, which extends three miles from the City Limits. The City shall formally request that the County adopt this Plan and use it for policy application in the area, and the City shall use the Specific Plan as the basis for comments on projects within the study area and the comment area. (MCRSP, Implementation Element, IM-12, at pg. 34 & pg. 121) May 2, 2025 Page | 5 of 16 The MCRSP was later amended in 2005 and remains a part of the City of Clayton’s General Plan today.1 See Exhibit F, Current 2017 Adopted General Plan City of Clayton. Accordingly, in accordance with the County’s express direction, and following an extensive planning process that included full CEQA review, the City of Clayton designated the Moita Property for future housing development and explicitly asked the County to respect and implement that designation. II. UNJUST EXCLUSIONS FROM THE ULL Despite the County’s May 1990 direction to Mr. Moita to participate in long-term regional planning and Mr. Moita’s contribution, through his predecessor in interest, towards improving a nearby CCWD Reservoir to serve new homes in the area, the Moita Property was largely excluded from the original ULL when County staff modified the final alignment just before the November 1990 election. The ULL excluded 144 acres of the total 164 acres being planned simultaneously by the City of Clayton for housing, including the 32-acre parcel that the County BOS directed Mr. Moita to work with Clayton to plan and analyze under CEQA. Additionally, while the original ULL guidelines discouraged bifurcation of lots, and staff was advised against having the ULL bifurcate any lots, the ULL as adopted did nevertheless bifurcate a parcel in the Moita Property, leaving only the steepest portions within the ULL. At the time, staff justified the exclusion by citing a need for future flexibility to incorporate additional MCRSP-designated land into the ULL as development needs evolved. See Exhibit G, 1990 ULL Map re: Moita Property. 1. 2006 ULL Adjustment – County Recommendation Improper In 2006, the original ULL was scheduled for a renewed vote for continued adoption. At that time, the County was tasked with providing evidence-based recommendations for proposed ULL adjustments. The Moita Property was considered for inclusion, which was consistent with its designation in the MCRSP. However, the County was concurrently pursuing the adoption of the East Contra Costa County Habitat Conservancy Plan & Natural Community Conservation Plan (the “HCP/NCCP”), which was drafted and presented to the public in 2005. Despite the legal framework provided under California Government Code Section 56425,2 which requires counties to consider city-adopted land-use plans and policies and to consult with cities 1 The MCRSP, as amended, maintains the original residential density allocated to the Moita Property. 2 Government Code section 56425, a section of the Cortese-Knox-Hertzberg Local government Reorganization Act of 2000, provides: “(a) In order to carry out its purposes and responsibilities for planning and shaping the logical and orderly development and coordination of local governmental agencies subject to the jurisdiction of the commission to advantageously provide for the present and future needs of the county and its communities, the commission shall develop and determine the sphere of influence of each city and each special district, as defined by Section 56036, May 2, 2025 Page | 6 of 16 regarding territory within their spheres of influence, the County’s updated ULL and the HCP/NCCP entirely failed to acknowledge or incorporate the MCRSP’s extensively detailed land use controls that designate the Moita Property for housing. In its suggested ULL adjustment, the County prioritized the draft HCP/NCCP at the expense of the housing production controls in the City of Clayton’s MCRSP. Again, the MCRSP was prepared at the direction of the County, and the City of Clayton repeatedly urged the County to include the MCRSP area in the 2006 ULL adjustment. See Exhibit H1, Clayton Request Inclusion ULL and Exhibit H2, Letter to Landowners on Clayton Amendment. The City of Clayton’s stance on this issue was further confirmed when then-Mayor Julie Pierce and Jim Moita attended the County’s ULL workshop to advocate for including the MCRSP area within the ULL. At that time, the Amy Worth amendment, which allows 30-acre movements of the ULL, was written, in part to address the Moita Property’s reduction from 164 developable acres to just 20 developable acres and the bifurcated lot, namely APN 075-200-21. However, at odds with Government Code section 56425, the City of Clayton’s recommendations, and private landowner representatives, the County’s proposed ULL update excluded more of the Moita Property from the ULL, reducing the acreage included in the ULL from 20 acres to a mere 12 acres – without any compensation or clear justification. See Exhibit I, 2006 Adopted ULL re: Moita Property. David Shuey, then-Mayor of the City of Clayton, submitted a letter to the Board of Supervisors requesting a shift of the ULL boundary in the Marsh Creek Road area, a request echoed at the public hearing by Julie Pierce, then-Councilmember of the City of Clayton. Ultimately the ULL was drawn to exclude the vast majority of the Moita Property. See Exhibit J, BOS Minutes March 7, 2006. 2. The Draft Adjustments Continue to Conflict with MCRSP and are Inconsistent with Contra Costa County General Plan Goal LU-6, Policy LU-P6.4 The Draft Adjustments would entirely exclude the Moita Property from the ULL. See Exhibit K, Proposed 2025 ULL re: Moita Property. This action is fundamentally unfair and legally problematic. The Moita Property was designated by the City of Clayton for residential development at the County’s direction, the property owner invested significant financial resources based on the County’s direction, and yet the County continues to ignore the MCRSP, despite the severe and ongoing housing crisis. First in 1990 when 144 of the 164 acres were excluded, then in 2006 when 8 additional acres were excluded, and now as all 164 acres are being recommended for removal, despite the state- and county-wide housing crises. To now entirely exclude the Moita Property amounts to an arbitrary and capricious denial of the property owner’s investment-backed expectations made in within the county and enact policies designed to promote the logical and orderly development of areas within the sphere.” May 2, 2025 Page | 7 of 16 reliance on the County’s direction. It raises serious legal concerns regarding regulatory takings, inverse condemnation, and lacks evidence-based regional housing planning support for exclusion. III. A SHIFTED BOUNDARY WOULD MAINTAIN THE 65/35 STANDARD Locating the Moita Property within the ULL would not disrupt the County’s 65/35 Land Preservation Standard (the “65/35 Standard”), which requires that no more than 35 percent of land in the county be designated for urban uses. The Draft Adjustments would result in a net reduction of 9,153 developable acres within the ULL, as 10,787 acres would be newly excluded from the ULL and only 1,634 acres would be newly added. Locating the Moita Property within the ULL would minimally adjust these totals and comport with the 65/35 Standard. IV. NO PRECEDENT CREATED FOR OTHER ULL ADJUSTMENTS Locating the Moita Property within the ULL would not cause a cascade of similar requests. The Moita Property is uniquely situated due to: 1. Decades of on-the-record County-directed planning, including the County’s explicit direction in 1990 to engage in collaborative planning efforts with the City of Clayton; 2. Its formal inclusion in the MCRSP; and 3. Significant private party investment in reliance on County directive, including preparation of a full, certified EIR analyzing residential uses. No other excluded property has this level of prior County involvement.3 Inclusion of the Moita Property within the ULL, would therefore not create a precedent for other developers to demand similar treatment. Plain and simple, there is no risk of copycat developers seeking the same remedy. V. COUNTY’S JUSTIFICATIONS TO EXCLUDE ARE WITHOUT MERIT The Draft Proposal provides three justifications for the removal of the Moita Property from the ULL: (i) contraction steep, (ii) very high fire hazard severity zone, and (ii) unlikely to develop, each of which will be addressed in turn below. See Exhibit K, Proposed 2025 ULL re: Moita Property 3 The Moita Property is unlike other property at issue in recent legal challenges such as Lafayette Bollinger Development LLC v. Town of Moraga (2023) 93 Cal.App.5th 752, where that property was never designated for housing uses. Here, the Moita Property was included in a Specific Plan, and by the consistency principles, the City of Clayton’s General Plan. May 2, 2025 Page | 8 of 16 1. “Contraction Steep” While portions of the Moita Property contain slopes, the MCRSP specifically addresses topographic constraints, and a significant portion of the property remains developable for housing. The County’s current assertion that the entirety of the Moita Property is precluded from development based on a cursory review should not supplant the MCRSP EIR’s well-founded topographical analysis and the MCRSP’s well-informed development standards, each of which provide for residential uses based on the existing topography. Many areas within the current ULL contain steeper terrain and yet remain eligible for development. Excluding the Moita Property while allowing similar sites within the ULL is an inconsistent and unfair application of County planning principles. 2. “Very High Fire Hazard Severity Zone” As set forth in the County’s Ordinance Code, Title 8. Zoning, Division 82 General Regulations, § 82-1.010. Urban Limit Line provides: “The criteria and factors for determining whether land should be considered for location outside the urban limit line should include: (a) land which qualifies for rating as Class I and Class II in the Soil Conservation Service Land Use Capability Classification, (b) open space, parks and other recreation areas, (c) lands with slopes in excess of twenty-six percent, (d) wetlands, and (e) other areas not appropriate for urban growth because of physical unsuitability for development, unstable geological conditions, inadequate water availability, the lack of appropriate infrastructure, distance from existing development, likelihood of substantial environmental damage or substantial injury to fish or wildlife or their habitat, and other similar factors.” The specific language of the voter-adopted ULL, codified in the Contra Costa County Code of Ordinances, does not list fire hazards as a criterion for exclusion. Therefore, it is inappropriate to identify fire risk as a basis for exclusion, particularly on a site that was already analyzed for housing uses in a certified full EIR. The Moita Property is no more fire-prone than surrounding properties that remain within the ULL. Look no further than the Peacock Creek Drive and Eagle Peak Avenue subdivisions immediately adjacent to the Moita Property in the City of Clayton. Further, there are numerous May 2, 2025 Page | 9 of 16 communities within the ULL that are in the same fire designation, including Moraga, Orinda, Lafayette, Richmond, San Pablo, Pinole, Martinez, Diablo (Danville), and Pleasant Hill, each with significant segments of developed residential land within the Very High Fire Hazard Severity Zone. Building permits are regularly issued for residential uses in these areas. The inclusion of the Moita Property in the most recent Cal Fire Very High Fire Hazard Severity Zone does not preclude development but requires that any development must meet the strictest of fire-safety building codes, evacuation planning, and infrastructure improvements to mitigate risk, as is similarly being done throughout Contra Costa County. Fire hazard concerns should be addressed through site-specific mitigation measures and best practices rather than a wholesale exclusion from the ULL, for which there is no textual basis. 3. “Unlikely to Develop” The Moita Property is not already developed only because it is located outside the ULL—a decision by staff that the County now offers as evidence that the property is unlikely to develop. This circular logic should be afforded zero weight. The Moita Property owners have repeatedly indicated their intention to develop the property for housing, as codified in the MCRSP and analyzed in the related EIR. Please accept this letter as further evidence of the property owner’s sincere desire and intention to develop the Moita Property. The property remains viable for development and is crucial to meeting the County’s housing needs, particularly given California’s housing crisis and state-mandated housing production goals. But for the County’s prior planning failures that located the Moita Property outside the ULL, the land would have long ago been developed for housing. If the property is included within the ULL, the Moita Property will be developed in accordance with the MCRSP, bringing much-needed housing to help fulfill the County’s RHNA allocation. VI. IMPROPER MOTIVATION: EASEMENT LIABILITY AND INSTITUIONAL CONFLICTS DRIVING EXCLUSION OF MOITA PROPERTY 1. Easement History In the 1970s and 1980s, during a period of rapid land speculation and growth in Contra Costa County, which ultimately resulted in the implementation of the ULL, the Bettencourt Ranch property (now referred as the “Ang Property”)—consisting of 462 acres split among assessor parcel numbers 075-200-007, 075-200-009, and 075-200-002, and which is adjacent to the Moita Property—was May 2, 2025 Page | 10 of 16 acquired by a speculative developer for planned residential development. However, the Ang Property lacked critical access to Marsh Creek Road. In 1988, the Ang Property owner and the Bettencourt Family, a predecessor owner of the Moita Property, executed and recorded a 60-foot-wide access easement (the “Easement”). See Exhibit L, Ang Easement. The critical Easement terms provide for construction of a roadway at the expense of either the Moita Property or Ang Property owner, whichever was first to develop homes, with a clear reimbursement structure. Provision 3(g) of the Easement addresses scenarios where either the dominant tenement (Ang Property) or the servient tenement (Moita Property) serves as the developer of the road improvements. If the dominant tenement is the developer, the dominant tenement must pay 100% of all costs associated with the road improvements. If the servient tenement is the developer, the servient tenement is entitled to reimbursement for 55% of all the reasonable costs and expenses arising out of the construction of the road improvements. In 1987, the engineering firm Stedman & Associates, Inc. estimated the cost of the Moita Property’s road improvements, subject to reimbursement, to be $9,937,000. See Exhibit N, Steadman Estimate. Accounting for inflation to 2025, the Moita Property’s road improvements are now estimated at over $27,900,000 and the dominant tenement’s obligation at 55% could be over $15,300,000. a. The Ang Property Not Included in MCRSP Despite initial County direction to include properties surrounding the Moita Property in the long-range planning analysis and documents, the Ang Property was ultimately excluded from the 1995 MCRSP. This exclusion rendered the Ang Property unsuitable for residential development, yet the recorded easement remains in place and legally enforceable. b. EBRPD Purchases Ang Property with Funding from East Contra Costa County Habitat Conservancy In 2007, shortly after the 2006 ULL modification that excluded 8 additional acres of the Moita Property, the East Bay Regional Park District (“EBRPD”) identified the Ang Property for acquisition and inclusion in the Black Diamond Mines Regional Preserve, which contains 8,000 to 10,000 acres of parkland. Devoid of economic development potential, the Ang Property was sold for $2.76 million. To fund this acquisition, EBRPD used Measure WW Park District bonds to finance 55% of the purchase price and a grant from Eastern Contra Costa County Habitat Conservancy (“ECCCHC”) for the remaining 45%. In addition to the recorded constructive notice of the Easement, an appraisal prepared by Paul A. Rowan on April 21, 2008, specifically flagged the Easement as a potential legal May 2, 2025 Page | 11 of 16 and financial encumbrance and recommended that EBRPD retain legal and engineering experts to fully assess the impact of the Easement. The appraiser also explicitly stated that the buyer did not appear to have legal access rights through the Moita Property to Marsh Creek Road. See Exhibit O, Rowan Appraisal. Despite this warning about the recorded Easement, EBRPD proceeded with the acquisition and closed the purchase in 2010 with $1,243,725 financed via a grant from the ECCCHC Department. See Exhibit P, Property Acquisition Checklist and Grant Funding. Immediately after acquiring the Ang Property, EBRPD asserted that they had a right to use the Easement through the Moita Property without building or paying for an access road to Marsh Creek Road, all in direct conflict with the 2008 appraisal and the explicit terms of the written Easement. This assertion was opposed by Mr. Moita. See Exhibit Q, EBRPD letter 2010 & Exhibit R Moita Opposition Letter 2011. c. Easement Validity Confirmed Through Binding Arbitration Following subsequent disputes between the owner of the Moita Property and EBRPD regarding the Easement, more fully described below, the matter proceeded to arbitration. The final arbitration ruling confirmed the Easement’s validity and enforceability, affirming that EBRPD, the successor-in-interest to the Ang Property, remains obligated to reimburse road construction costs under the Easement terms. A copy of the arbitration award is attached as Exhibit S, Final Arbitration Award. The arbitration cost of $200,000 was paid for by the Moita family. 2. Concern Over Institutional Bias and Improper Motives We raise serious concerns that the staff decisionmaker’s desire to protect EBRPD and its funding partners from potentially significant reimbursement obligations under the Easement may be influencing the current proposal to exclude the Moita Property from the ULL, the third of three separate boundary adjustments that have negatively impacted the Moita Property. The prior and continued involvement of certain individuals, combined with the financial exposure associated with the Easement and the absence of any rational planning justification for excluding the Moita Property, raises the troubling appearance of institutional bias and improper influence. The County’s decision-making process should be grounded solely in legitimate land use, environmental, and planning considerations—all of which were heavily scrutinized and addressed in the five-year planning process and 42 public meetings culminating in the adoption of the MCRSP— not in efforts to insulate related agencies from their contractual financial obligations. If the Moita Property builds the Easement road in connection with residential development, EBRPD is contractually obligated to pay 55% of the final construction costs, estimated to be over $15.3 million, an amount over 5 times what EBRPD and the ECCCHC paid for the Ang Property. May 2, 2025 Page | 12 of 16 This fact pattern alone is enough to question County staff’s motives in now seeking to exclude 100% of the Moita Property from within the ULL; however such circumstances are compounded substantially when viewed in light of other land use decisions regarding the Moita Property. Certain details of this history are described below and we wish to discus others with you in person so that you have a full picture. d. Improper Delay of Emergency Access Road Relocation Permit The original access road to Jim Moita’s personal residence (the “Old Ranch Road”) was a centuries-old ranch road that also served as fire trail #11 and was situated on the southwest quarter of the Moita Property, next to an ephemeral creek with steep ravines and dying, weak trees leaning over it. A thousand-foot stretch of the Old Ranch Road began showing access problems during Mr. Moita’s residency at the Moita Property beginning in 1993; by 2012 it posed a significant health and safety hazard with trees falling, mudslides, and structural degradation. See Exhibit T, Arborist Report. See also, Exhibit U, Geotechnical Report; Exhibit V, Geotechnical Report Photos; Exhibit W, Pictures of Road Condition Blocked by Mudslide; Exhibit X, Failed Trees on Road. Most pertinent, the May 17, 2012, Contra Costa County Fire Protection District Fire Inspector Letter states: “I would support the proposed access road due to the unreliable nature it poses from the surrounding trees that would cause a delay for response both to the private home(s) on your property and the access point for the fire trail and would conclude that a “Hazardous Situation” exists relative to the safety of the existing road” (emphasis Added) May 17, 2012, Contra Costa County Fire Protection District, Fire Inspector Letter, Exhibit Y. This prompted Mr. Moita to seek emergency approval to relocate the Old Ranch Road away from the ephemeral creek for access to his personal residence in order to preserve human life. On June 14, 2012, Mr. Moita submitted replacement access road plans to the County. See Exhibit Z, Stamped Plans Received from the County. Emergency projects are allowed significant deference under CEQA creating a path for expedited environmental review and permitting. Specifically, CEQA, as codified in the California Public Resource Code section 21060.3, defines emergencies as: “Emergency” means a sudden, unexpected occurrence, involving a clear and imminent danger, demanding immediate action to prevent or mitigate loss of, or damage to, life, health, property, or essential public services. “Emergency” includes such occurrences as fire, flood, earthquake, or other soil or geologic movements, as well as such occurrences as riot, accident, or sabotage. Further, the CEQA Guidelines section 15269 provides exemptions from the requirements of CEQA: May 2, 2025 Page | 13 of 16 (b) Emergency repairs to publicly or privately owned service facilities necessary to maintain service essential to the public health, safety or welfare. Emergency repairs include those that require a reasonable amount of planning to address an anticipated emergency. (c) Specific actions necessary to prevent or mitigate an emergency. This does not include long-term projects undertaken for the purpose of preventing or mitigating a situation that has a low probability of occurrence in the short-term, but this exclusion does not apply (i) if the anticipated period of time to conduct an environmental review of such a long-term project would create a risk to public health, safety or welfare, or (ii) if activities (such as fire or catastrophic risk mitigation or modifications to improve facility integrity) are proposed for existing facilities in response to an emergency at a similar existing facility. Here, the access road’s documented failure and hazardous conditions and need to relocate under guidance of the Fire Inspector created a clear path for the County to push project permitting under a valid emergency-based CEQA exemption. Yet, the County opted to not file a notice of exemption and instead required project-specific environmental review, delaying the implementation of a safe driveway to the residence. In 2015, two-and-a-half years after the Fire Marshal’s letter and while Mr. Moita was seeking state and federal permits, EBRPD wrote a letter to the County in opposition to Mr. Moita’s access road requesting the County condition the access road permits upon Mr. Moita and EBRPD renegotiating the Easement. See Exhibit AA, EBRDP 2015 Letter. Twenty-one days later Jim Moita received a telephone call from County Planner Sean Tully advising Jim that he would not receive a permit unless he agreed to make a new deal with EBRPD. See Exhibit AB, 4-30-2015 Telephone Notes. This was further confirmed in writing when EBRPD revised their letter to the County stating they would withdraw their opposition if Mr. Moita agreed to dedicate in perpetuity a 250-foot-wide scenic easement (amounting to approximately 15 acres), record an 850-foot-long public trail easement, and extinguish the potential funding liability that EBRPD would face if the Moita Property owner ever built the planned Easement road in conjunction with the requisite housing. See Exhibit AC - EBRPD 2015 Second Letter. In essence, EBRPD was requesting the County to force Mr. Moita to give up his legal right to 55% of future road funding and convey significant land rights in exchange for EBRPD to withdraw their opposition to build his driveway, which was a matter not of convenience but one of demonstrated and documented concerns for human health and safety. The County, knowing it had no nexus for exactions in the conditions of the permit as they pertain to private easement agreements, decided to delay issuing building permits by raising superfluous issues without issuing any written finding on the matter. This course of action subjected Mr. Moita to hazardous road conditions that threatened life and limb and created unreasonable tort liability for any invitees, including friends, family, and the May 2, 2025 Page | 14 of 16 public due to the condition of the severely degraded Old Ranch Road. The unsafe road conditions were again affirmed when the Fire Chief for the East Contra Costa Fire Protection District, Hugh Henderson visited the property on August 27, 2015, and confirmed, in his follow-up letter on August 28, 2015, the following: “As the Fire Chief having jurisdiction over this property, I believe this [road condition] constitutes a potentially serious public safety hazard during wildland fires season and/or wet and stormy inclement weather. I request that Contra Costa County act immediately to permit and allow you to build a new alternate driveway without hesitation prior to anticipated El Nino hitting this winter.” August 28, 2015, East Contra Costa County Fire Protection District, Fire Chief Hugh Henderson Letter. Exhibit AD. The continued delay on the basis of EBRPD’s opposition resulted in Mr. Moita being forced into arbitration with EBRPD over the Easement, the result of which ultimately confirmed the Easement’s enforceability and that the Easement precluded EBRPD from objecting to the access road permits. The arbitration award was granted November 23, 2016. Despite the arbitration award rendering EBRPD’s opposition to the access road meritless, the County continued to delay granting construction permits to build a safer road to the Moita residence. By 2017, Mr. Moita had paid $170,000 in fees and received the following state and federal permits to relocate the driveway to his home: 1. California Department of Fish and Wildlife (1600 LSAA) 2. US Army Corps of Engineers (RGP 1) 3. Regional Water Quality Control Board (Section 401) 4. US Army Corps of Engineering (JD verification letter) 5. US Fish and Wildlife, Section 7 Consultation (Biological Opinion) 6. California SWPPP 7. California Water Boards NOL As recently as 2020, the hazardous Old Ranch Road continued concern the East Contra Costa County Fire Protection district: “To date, your private access road and fire trail #11 poses a hazardous condition and needs to be addressed immediately” August 5, 2020, East Contra Costa County Fire Protection District, Fire Marshal Letter. See Exhibit AE. e. County Staff Failed Duty to Protect Public Safety May 2, 2025 Page | 15 of 16 In 2020, after 8 years, Mr. Moita started construction without a grading permit from the County but consistent with federal and state permits that were set to expire within a year, four years after issuance. The County reacted by red-tagging the construction site. This prompted Mr. Moita to provide a letter to the County in December 2020, outlining the unreasonable delay and continued necessity to issue permits to relocate the hazardous Old Ranch Road. See Exhibit AF, 2020 Moita Letter. Ultimately, the County did issue the needed grading permit in 2022 to allow for the completion of the access road, 10 years after the initial meeting with County staff. Today Mr. Moita is still working with the County to finalize the permit, 13 years after the initial meeting. In the context of the necessary replacement of a hazardous existing road, this time frame is shocking and manifests a lack of due process. See Exhibit AG, Biological Consultant Letter; see also Exhibit AH Geotechnical Engineering Letter. What should have been a simple administrative building permit to move a hazardous private driveway and fire road away from a dilapidated creek took nearly a decade. We believe the delay in issuing building permits for a safer access road was intended to cause Mr. Moita to acquiesce in forfeiting the 55% Easement funding and dedicating land rights to EBRPD. The six-year delay after the binding arbitration award, absent any stated planning rationale, raises serious concerns about improper motivation and administrative obstruction. Additionally, the prolonged uncertainty and procedural delays caused significant personal stress to Mr. Moita, resulting in a medically documented nervous system emergency in 2020. We respectfully urge you to carefully evaluate whether normal planning procedures or personal and institutional biases, namely to relieve EBRPD and the ECCCHC from the financial consequences of the Easement, motivate the proposed exclusion of the Moita Property from the ULL. If that is the case, then such motivation would render the County’s planning decisions that continue to strip the Moita Property of development potential completely arbitrary, capricious, and legally indefensible under well-established Constitutional and California Law. VII. YOU HAVE THE AUTHORITY TO RECOMMEND INCLUSION As the duly elected Supervisor for District IV, within which the Moita Property sits, you have the ultimate authority to make recommendations pertaining to land use decisions affecting the Moita Property. We have heard from other County Supervisors that they will ultimately look to you for guidance on how to vote with respect to your district. We believe that if you support locating the Moita Property within the ULL for residential development, the other Supervisors will agree. We sincerely hope that you agree that the lengthy planning history of the Moita Property for residential development should not be in vain, particularly in light of the statewide housing crisis, and that any site-specific mediation measures can be addressed upon the formal application for residential May 2, 2025 Page | 16 of 16 use at a future time. Inclusion in the ULL will create the possibility of development with guidelines similar to those envisioned by the Clayton MCRSP 30 years ago, subject to all appropriate review, analysis, and protections to be duly conducted and approved at a later time. VIII. CONCLUSION Excluding the Moita Property from the ULL contradicts decades of County-directed planning, disregards significant investment-backed expectations, and raises constitutional legal concerns. More importantly, it undermines the County’s stated commitment to balance growth and sustainable housing development. We respectfully request that you recommend the inclusion of the Moita Property in the ULL, subject to all future site-specific review and mitigation measures. Alternatively, if the County is unwilling to incorporate such recommendation, we will ask for you to make a motion for a friendly amendment to the Draft 2025 ULL Plan that includes the Moita Property and aid us in securing the 4/5 votes necessary from the Board of Supervisors to bring all the Moita Property into the ULL. The County is suggesting the ULL become perpetual or at least remain in place for the next 25 years—so the time is now. Please help us in righting this wrong and avoiding continued or escalating legal disputes, which benefit no one and do nothing but to further delay the development of much-needed housing. Thank you for your time and consideration. Please do not hesitate to contact me should you need any additional information. Respectfully Submitted, ____________________ Vincent A. Moita CC: Jim & Julie Moita Joseph Moita, Moita & Moita LLP Matthew Henderson, Miller Starr Regalia Dana Kennedy, Miller Starr Regalia JMIP-60270\3126716.4 1331 N. California Blvd. Suite 600 Walnut Creek, CA 94596 T 925 935 9400 F 925 933 4126 www.msrlegal.com Dana Kennedy Direct Dial: 415.638.4802 dana.kennedy@msrlegal.com Offices: Walnut Creek / San Francisco / Newport Beach / Reno May 23, 2025 VIA EMAIL Will Nelson Principal Planner, Advance Planning Department of Conservation and Development Contra Costa County 30 Muir Road Martinez, CA 94553 Email: advanceplanning@dcd.cccounty.us Re: Urban Limit Line Renewal Dear Mr. Nelson: This firm represents Jim Moita and his family (the “Moitas”), owners of 164 acres comprising several parcels1 (the “Moita Property”) located along Marsh Creek Road in unincorporated Contra Costa County (“County”), just east of the City of Clayton (the ”City”). We are aware of the Board of Supervisors’ direction for County staff to prepare an adjusted urban limit line (“ULL”) for consideration of County voters in 2026. We write to advise you that the adjusted line, as shown in the Draft Potential Adjustments presented to the Board of Supervisors on February 25, 2025 (the “Draft Adjustments”), may violate the Housing Crisis Act of 2019 (SB 330), as it would reduce the intensity of allowed land use for at least 12 acres of the Moita Property below what was allowed by land use controls in effect on January 1, 2018. Cal. Gov. Code § 66300(b)(1)(A). We strongly urge you to redraw the line to comply with state law. At the same time, as detailed below, we respectfully request that you include the entire Moita Property within the ULL because:  the site is appropriate for urban uses;  thoughtful development of the site would provide Central Contra Costa County access benefits to the 8,500-acre Black Diamond Mines Regional Preserve of East Bay Regional Park District (“EBRPD”); 1 The Moita Property consists of assessor parcel numbers: 075-200-021, 075-200- 022, 075-200-025, 075-200-026, 075-200-027, 075-200-028, 075-200-029, and 075- 200-030. Will Nelson May 23, 2025 Page 2 JMIP-60270\3126716.4  we disagree with the rationale presented to justify the site’s exclusion; and  the site has long been contemplated for residential development. As you know, the State and County are experiencing a severe housing shortage. As described below, the Moitas have been seeking to develop housing on the Moita Property for nearly 40 years and have made significant investments in infrastructure improvements, environmental review documentation, and design guidelines that would facilitate the development of up to 103 large-lot homes on the Moita Property after annexation by the City. While locating the Moita Property within the ULL would be the first step to allowing housing on the site, the project would continue to face intense scrutiny and several levels of discretionary review by different approval bodies, including the City and the Contra Costa Local Agency Formation Commission (LAFCo) before it would proceed. We understand that the Moitas would also need to work closely with the community and other stakeholders, including the EBRPD to identify a workable project for the site, and the Moitas are committed to a collaborative and coordinated process. But again, we implore you to take this first important step towards unlocking these potential new housing units. I. THE MOITA PROPERTY IS APPROPRIATE FOR INCLUSION WITHIN THE ULL A. Including the Moita Property would Maintain the 65/35 Standard Locating the Moita Property within the ULL would not disrupt the County’s 65/35 Land Preservation Standard (the “65/35 Standard”), which requires that no more than 35 percent of land in the County be designated for urban uses. The Draft Adjustments would result in a net reduction of 9,153 developable acres within the ULL compared to the existing boundary, as 10,787 acres would be newly excluded from the ULL and only 1,634 acres would be newly added. Locating the Moita Property within the ULL would thus uphold the 65/35 Standard and would have a negligible impact on the overall total developable acres in the County. B. Developing the Moita Property Could Benefit the EBRPD The Moita Property is adjacent to the Black Diamond Mines Regional Preserve, including a 462-acre piece of land colloquially referred to as the “Ang Property.”2 The Ang Property was purchased in 2010 by the EBRPD. In 1988, the Ang Property owner and the Bettencourt Family, a predecessor owner of the Moita Property, executed and recorded a 60-foot-wide access easement (the “Easement”) across the Moita 2 The Ang Property, formerly known as the Bettencourt Ranch property, consists of assessor parcel numbers 075-200-007, 075-200-009, and 075-200-002. Will Nelson May 23, 2025 Page 3 JMIP-60270\3126716.4 Property to Marsh Creek Road. See Exhibit A, Ang Easement. We believe that the EBRPD would benefit greatly from an access road in this location. The critical Easement terms provide for construction of a roadway at the expense of either the Moita Property or Ang Property owner, whichever was first to develop homes. If the dominant tenement (Ang Property) is the developer, the dominant tenement must pay 100% of all costs associated with the road improvements. If the servient tenement (Moita Property) is the developer, the servient tenement is entitled to reimbursement for 55% of all the reasonable costs and expenses arising out of the construction of the road improvements. Provision 3(g) of the Easement. In 1987, the engineering firm Stedman & Associates, Inc. estimated the cost of the Moita Property’s road improvements, subject to reimbursement, to be $9,937,000. See Exhibit B, Steadman Estimate. Accounting for inflation to 2025, the Moita Property’s road improvements are now estimated at over $27,900,000 and the dominant tenement’s obligation at 55% could be over $15,300,000. The Moita family is interested in collaborating with EBRPD to identify a solution to develop homes on the Moita Property and provide access to the Ang Property without triggering such a massive expense for EBRPD. C. The County Erred in its Justifications for Excluding the Moita Property The Draft Adjustments provide three justifications for the removal of the Moita Property from the ULL: (i) contraction steep, (ii) very high fire hazard severity zone, and (ii) unlikely to develop. For the reasons described below, we disagree with each of the three justifications. 1. “Contraction Steep” As detailed below, the Moita Property and its topography was closely studied in the 1990s, when the City prepared and adopted the Marsh Creek Road Specific Plan (the “MCRSP”) and certified an environmental impact report (EIR) for the MCRSP.3 The MCRSP established land use controls for an approximately 475-acre area, including the Moita Property. The MCRSP acknowledged that steep terrain exists in portions of the plan area and established “requirements that are more restrictive than those for development in flatter areas” to minimize grading and geological disruption.4 (MCRSP Policy LU-5a and Policy LU-5b.) 3 The MCRSP is available at: https://claytonca.gov/fc/community- development/planning/long-range-planning/marshcreekroadspecificplan.pdf. 4 Policy LU-5a generally limits development to areas with slopes less than 26 percent and prohibits building footprints on slopes greater than 40 percent. Policy LU-5b includes a mechanism for “site-specific review by the City,” with specific findings to confirm whether development is appropriate in certain sloped areas. Will Nelson May 23, 2025 Page 4 JMIP-60270\3126716.4 Under the MCRSP standards, a significant portion of the Moita Property is developable for housing. The County’s dismissal of the entire site based on a cursory review should not supplant the MCRSP and related EIR’s detailed and specific analysis. Many areas within the current ULL contain steeper terrain and yet remain eligible for development. Excluding the Moita Property while allowing similar sites within the ULL is an inconsistent and unfair application of County planning principles. 2. “Very High Fire Hazard Severity Zone” The specific language of the voter-adopted ULL, codified in the Contra Costa County Code of Ordinances, does not identify fire hazards as a criterion for exclusion. Indeed, this would likely be an inappropriate criterion, given that much of the County – and much of the state – is at risk of wildfire. The Moita Property is no more fire-prone than surrounding properties that remain within the ULL, including the Peacock Creek Drive and Eagle Peak Avenue subdivisions immediately adjacent to the Moita Property in the City of Clayton. Further, there are numerous communities within the ULL with the same fire hazard severity, including Moraga, Orinda, Lafayette, Richmond, San Pablo, Pinole, Martinez, Diablo (Danville), and Pleasant Hill, each with significant segments of developed residential land within the Very High Fire Hazard Severity Zone. Building permits are regularly issued for residential uses in these areas. The inclusion of the Moita Property in the most recent Cal Fire Very High Fire Hazard Severity Zone does not preclude development but would require that any development must meet the strictest of fire-safety building codes, evacuation planning, and infrastructure improvements to mitigate risk, as is similarly being done throughout Contra Costa County. It is also increasingly understood that locating modern, well-constructed buildings at key locations can reduce fire risk for the rest of the community by serving as a “firebreak.” Fire hazard concerns should be addressed through site-specific mitigation measures and best practices rather than a wholesale exclusion from the ULL, for which there is no textual basis. 3. “Unlikely to Develop” The only reason the Moita Property is not currently developed with dozens of homes is that it was located outside the original ULL in 1990. The Moita Property owners have repeatedly indicated their intention to develop the property for housing, as contemplated by the MCRSP and analyzed in the related EIR. Please accept this letter as further evidence of the property owner’s sincere desire and intention to develop the Moita Property. The property remains viable for development and is crucial to meeting the County’s housing needs, particularly given California’s housing crisis and state-mandated housing production goals. Will Nelson May 23, 2025 Page 5 JMIP-60270\3126716.4 D. No Precedent for Future ULL Adjustments The inclusion of the Moita Property within the ULL would not establish a precedent for other similar boundary adjustment requests. As more fully discussed in the Background and Planning History Section immediately below, the Moita Property is uniquely situated due to the following exceptional circumstances:  the site has been subject to decades of on-the-record County-directed planning efforts, including explicit direction from the County in 1990 to engage in coordinated planning with the City of Clayton;  the site was formally designated for development in a specific plan, the MCRSP; and  significant private investment was made in reliance on the County’s direction, including the preparation of a full, certified EIR evaluating residential development on the site. No other property currently outside the ULL shares this level of historical engagement or prior County involvement. As such, including the Moita Property within the ULL would be a singular action based on its unique planning history and would not open the door to similar requests from other landowners or developers. II. BACKGROUND AND PLANNING HISTORY A. Investments in Infrastructure and Analysis In 1988, two years before the ULL was adopted, Mr. Moita sought a minor subdivision approval for one of the parcels (then identified as APN: 75-200-007) comprising 32 acres. The minor subdivision was denied by the County Planning Commission, leading to an appeal before the County Board of Supervisors. At that appeal hearing, the Board directed Mr. Moita “to work with the city of Clayton and with the staff in the planning process in the area”. The appeal was denied without prejudice, with Supervisors specifically recommending that the application “could be re-filed and considered for approval when an environmental impact report covers it.” See Exhibit C, BOS Denial Request Work with City. As the Board directed, between 1990 and 1995, Mr. Moita and other stakeholders invested over $550,000 to prepare the MCRSP for compliance with the California Environmental Quality Act (CEQA). Additionally, in 1990, the stakeholders paid the Contra Costa Water District (CCWD) $182,000 for critical infrastructure to improve the CCWD’s Oakhurst Irish Canyon Reservoir and Clubhouse Pump Station to service the upper elevations of the Moita Property. See Exhibit D, Heartland Investment in Reliance & Moita Specific Plan Reliance. In total, more than $730,000 was invested based on the County’s direction to plan the area, which exceeds $1.762 million in today’s inflation-adjusted dollars. The City of Clayton formally adopted the Will Nelson May 23, 2025 Page 6 JMIP-60270\3126716.4 MCRSP in 1995, after 5 years of planning and 42 public meetings, designating the Moita Property for 103 net new residential units.5 See Exhibit E, 1995 MCRSP. Select relevant portions of the MCRSP are provided in Exhibit F. The MCRSP included an explicit request for Contra Costa County to adopt the MCRSP and apply it in unincorporated areas (Policy Implementation Element IM-12): The City of Clayton recommends that the policies of this Specific Plan be applied by Contra Costa County in the unincorporated portions of the study area and in areas beyond the study area but within Clayton’s area of development comment, which extends three miles from the City Limits. The City shall formally request that the County adopt this Plan and use it for policy application in the area, and the City shall use the Specific Plan as the basis for comments on projects within the study area and the comment area. (MCRSP, Implementation Element, IM-12, at pg. 34 & pg. 121) In summary, in accordance with the County’s express direction, and following an extensive planning process that included certification of a full EIR, the City of Clayton designated the Moita Property for future housing development and explicitly asked the County to respect and implement that designation. B. Exclusion from the ULL 1. 1990 Original ULL Despite this clear and documented history of the City and County both identifying the Moita Property as an appropriate location for new housing, the site was largely excluded from the final alignment of the original ULL drawn by the County and approved in the November 1990 election. The ULL excluded 144 acres of the total 164 acres, even as the City was preparing the MCRSP, including the 32-acre parcel that the Board of Supervisors had six months earlier said could be “considered for approval [of a subdivision] when an environmental impact report covers it.” Making matters worse, though the original ULL guidelines discouraged bifurcation of lots, the 1990 ULL bifurcated a parcel in the Moita Property, leaving only the steepest portions within the ULL. At the time, staff justified the exclusion by citing a need for future flexibility to incorporate additional MCRSP-designated land into the ULL as development needs evolved. See Exhibit G, 1990 ULL Map re: Moita Property. 2. 2006 ULL Renewal In 2006, voters had the opportunity to renew and adjust the original ULL. At that time, the County was tasked with providing evidence-based recommendations for proposed ULL adjustments. The Moita Property was considered for inclusion, consistent with its designation in the MCRSP. However, the County was concurrently 5 The MCRSP was later amended in 2005 but maintains the same residential density at the Moita Property and remains a part of the City of Clayton’s General Plan today. Will Nelson May 23, 2025 Page 7 JMIP-60270\3126716.4 pursuing the adoption of the East Contra Costa County Habitat Conservancy Plan & Natural Community Conservation Plan (the “HCP/NCCP”), which was drafted and presented to the public in 2005. California planning and zoning laws encourage counties to consider city-adopted land use plans and policies when making planning or zoning decisions for unincorporated areas within a city’s sphere of influence. See Government Code Section 65352 (and related provisions). The laws are intended to facilitate coordination and consistency between county and city plans to reduce conflict and to support orderly growth and efficient service delivery. Nevertheless, the County’s 2006 ULL update and the HCP/NCCP ignored the MCRSP’s detailed land use controls that designate the Moita Property for housing and instead emphasized the draft HCP/NCCP. At the time, City officials, including then-Councilmember Julie Pierce and then-Mayor David Shuey, repeatedly urged the County to include the MCRSP area within the 2006 ULL. See Exhibit H, Clayton Request Inclusion ULL & Letter on Clayton Amendment and Exhibit I, BOS Minutes March 7, 2006. Instead, the 2006 ULL update excluded more of the Moita Property from the ULL, reducing the theoretically developable area from 20 acres to a mere 12 acres – without any compensation or clear justification. See Exhibit J, 2006 Adopted ULL re: Moita Property. III. CONCLUSION For the reasons detailed above, we respectfully request that you consider including the entirety of the Moita Property within the ULL. The site is uniquely situated to provide a meaningful increment of new housing and offer benefits to the EBRPD. The environmental impacts of a project on the Moita Property have already been analyzed and disclosed in a certified EIR. This is a unique set of facts that warrants your consideration. Please do not hesitate to contact me with any questions. Very truly yours, MILLER STARR REGALIA Dana Kennedy Attachments: Exhibits A-J cc: Client John Kopchik, Director, Conservation & Development, County of Contra Costa Edward Sortwell Clement, Jr., Executive Director, Save Mt. Diablo Sabrina Landreth, General Manager, East Bay Regional Park District Matthew C. Henderson, Miller Starr Regalia KLI-99999\2899571.1 EXHIBIT A KLI-99999\2899571.1 EXHIBIT B KLI-99999\2899571.1 EXHIBIT C KLI-99999\2899571.1 EXHIBIT D KLI-99999\2899571.1 EXHIBIT E ■ ■ ■ Prepared for the City of Clayton Adopted June 28, 1995 Amended April 2005 BRADY AND ASSOCIATES PLANNERS AND LANDSCAPE ARCHITECTS CITY COUNCIL Julie Pierce, Mayor Robert Kendall Peter Laurence Rich Littorno Gregory Manning PLANNING COMMISSION Gary Hules, Chair Diane Errington Robert Staehle Deborah Tom Jerry Zimmerman CITY STAFF Tom Steele, City Manager Frances Douglas, City Clerk Randall Hatch, Community Development Director Lynn Cupit, Community Development Secretary CONSULTANTS Brady and Associates Planners and Landscape Architects (see List of Preparers, Appendix C) L II. III. IV. Marsh Creek Road Specific Plan TABLE OF CONTENTS Ill II II INTRODUCTION A. Background and Purpose B. Statutory Authority C. Specific Plan Contents D. Planning Process E. Relationship to the Clayton General Plan STUDY AREA DESCRIPTION A. Study Area Location and Setting B. Study Area Characteristics C. Jurisdictions PLAN GOALS AND OBJECTIVES A. Plan Goals B. Land Use Ot,_jectives C. Housing Objectives D. Community Design Objectives E. Parks and Open Space Objectives F. Natural Resources Objectives G. Circulation and Public Access Objectives H. Public Services Objectives I. Public Safety Objectives J. Implementation Objectives SUMMARY OF PLAN POLICIES A. Land Use and Conservation B. Resources C. Design and Development D. Circulation E. Infrastructure F. Implementation 1 1 1 2 3 4 7 7 12 16 17 17 18 19 19 20 20 21 21 22 22 23 23 26 27 30 32 33 MARSH CREEK ROAD SPECIFIC PLAN TABLE OF CON!1'NfS V. VI. VIL LAND USE AND CONSERVATION ELEMENT A. B. C. D. E. F. Land Use and Conservation Concept Land Use, Conservation and Development Policies Land Use Designations Affordable Housing Provision Park Development Policies Study Area Development Potential RESOURCES ELEMENT A Agriculture and Open Space Preservation B. C. D. Creek Preservation and Enhancement Sensitive Zones Trail Network DESIGN AND DEVELOPMENT ST AND ARDS A Residential Site Planning B. Creek Corridor Preservation and Enhancement C. Streetscape and Landscape Architecture D. Residential Architecture and Building Design E. Energy and Resource Conservation F. Commercial Development VIII. CIRCULATION ELEMENT IX. X. A Roadways B. Pathways INFRASTRUCTURE ELEMENT A B. C. Water Service Wastewater Storm Drainage IMPLEMENTATION ELEMENT A Project Review and Zoning Code Changes B. Project Phasing C. City Annexation D. Project Financing APPENDICES: A Public Meetings Held Through March, 1994 B. Improvement Cost Allocations C. Report Preparers 11 JUNE 35 35 37 42 47 47 48 49 49 51 52 52 55 55 64 69 79 85 87 93 93 101 103 103 109 115 l 19 119 120 120 121 JUNE 1995 MARSH CRl,EK ROAD SPECIFIC Pl AN TABLE OF CONTFNTS List of Figures 1. Regional Setting 2. Clayton City Limits, Sphere of Influence and Planning Area 3. Study Area Features 4. Study Area Parcelization and Land Ownership 5. Land Use, Development and Conservation Concept 6. Land Use Designations 7. Plan Conservation Features 8. Sensitive Zones in the Study Area 9. Streetscape Concepts 10. Circulation Plan 11. Street Sections 12. Split Street Sections 13. Intersection Configurations 14. Trail Sections 15. Existing Water Pressure Zones, Tanks and Lines 16. Planning Area Sewer Lines List of Tables 1. 2. 3. 4. 5. 6. 7. 8. Study Area Land Ownership Specific Plan Buildout Potential Water Service Requirements Capacity Requirements for Downstream Sewer Lines Runoff Detention Requirements Joint Improvement Costs Marsh Creek Road Roadway Construction Costs Allocation of Joint Improvement Costs 111 8 9 11 14 36 41 50 53 71 94 95 98 99 102 104 111 15 43 105 113 117 123 124 127 MARSH CREEK ROAD SPECIFIC PLAN TABLE OF CONTENTS IV JUNE Chapter I INTRODUCTION 1111 Ill 1111 A. Background and Purpose The Marsh Creek Road Specific Plan area consists of roughly 475 acres to the south and east of the City of Clayton in central Contra Costa County. Most of the area is undeveloped, is located at the edge of existing urban development in Clayton and the County, and lies north of the border of Mount Diab lo State Park. This area is the subject of several residential development proposals, but it is also viewed as an impo1tant natural and visual resource by the City of Clayton and local residents. The overall goal of the Marsh Creek Road Specific Plan is to recognize the unique rural character of the study area, to designate appropriate areas in the study area for residential development, and to guide and regulate development in a manner which both protects and enhances the area's natural amenities and features and affords recreational opp01tunities and public access. The Specific Plan, once adopted, will be used by the City to guide and regulate development and conservation activities in the study area. B. Statutory Authority Under California Law (Government Code Section 65450 et seq.), cities and counties may use specific plans to develop policies, programs, and regulations to implement the jurisdiction's adopted General Plan. The specific plan frequently serves as a bridge between the General Plan and individual development master plans. This Specific Plan has been prepared in a manner consistent with the requirements of State Planning and Zoning Law, A1ticle 8. Specific Plans. As prescribed by law, the plan includes text and diagrams which specify the following: 1) !he distribution, location and extent ol the land uses, including open space, within the area covered hy the plan. l'vlARSI I CRl;FI< RO/\]) SPJ:Cll IC PL/\N INTRODI ICTION JI INJ: I 2) lhe proposed distribution, location, extent and intcns1~y of' major components ofpuhlic and private transportation, sewaKe, water drainage, solid waste clisposal, energy and other essenlialfi1cilities proposed to he located within the area covered hy the plan and needed lo support the land uses described in the plan. 3) Standard\' and criteria hy which development will proceed, and standard~fi1r the conservation, development and utilization (fnatural resources, where applicable . ./) A program of"implementalion measures including regulations, programs, public works projects and.financing measures necessary to carry out the plan. 5) A statement of'the relationship of the Specific Plan to the ( ieneral J>/an. C. Specific Plan Contents This Specific Plan details land use and circulation policies, standards, and regulations, capital improvement requirements, and design guidelines to guide development and conservation in the plan area. l. Chapters The Specific Plan includes the following chapters: • Chapter I is this introduction. Chapter II contains a description of the planning area. Chapter Ill lists the plan's goals and objectives for the planning area, which contain the basic policy direction for the Specific Plan. Chapter IV is a summaiy of all the Plan policies. Chapter Vis the Land Use and Conservation Element, which includes land use policies and designations for the study area. • Chapter VI, the Resources Element, identifies programs to be included in the Specific Plan to preserve open space and agriculture, enhance wildlife coITidors and creeks, and provide trnils. • Chapter VII contains the Desi&>n and Development Standards for the planning area, which are guidelines for residential and commercial development within the study area. • Chapter VHI is the Plan's Circulation Element, which includes maps of major roadways to serve development in the study area, and sets standards and policies for roadways and pathways. 2 JUNI l M/\RSI ! Cl<FJ[( lZOAD SP! CJF!C PL/,N INTROrn !CTl( lN Chapter IX contains the Infrastmcture Element. which outlines ways to provide water, sewer service and stonn drainage within development areas. • Chapter X is the Implementation Element, which outlines potential approaches to phasing and financing of plan improvements, based on existing conditions and on the City's desire to require that improvements be fonded by the developments that benefit from them. 2. Policy Interpretation Each plan policy generally contains the word "shall" or "should", which indicates whether the policy is mandatory or advis01y. Policies that contain the word "shall" must be followed by the City and by all land owners and developers in the study area. Policies that contain the word ''should" are advis01y. Land owners and developers are strongly encouraged to follow these policies, but they may deviate from these policies if extenuating circumstances prohibit following them and such circumstances are presented to and accepted by the City. The required environmental impact documentation allowing adoption of this plan is contained in a separate document, the Marsh Creek Road S'peci/lc J>lan and General J>lan Amendment Hnvironmental Impact Report. The EIR includes recommended mitigation measures for the General Plan Amendment and the Specific Plan, as well as an analysis of plan alternatives. It also assesses the environmental impacts of three residential development projects that have been proposed by land owners in the study area for development under the plan. These three projects will be reviewed and acted on separately by the City after the Specific Plan is adopted. D. Planning Process l. Steps in the Process The City of Clayton Planning Commission has overseen the planning process for the Marsh Creek Road Study Area, which began in January, 1991. As the first steps in the planning process, the land use and environmental conditions present in the study area were documented in the Baseline lJata Reports Numher 1, 2 and 3. Opportunities and constraints to development, conservation and public access were identified. These findings were presented to the Planning Commission and the public at public meetings in March and April, 1991. As a next step in plan development, the Planning Commission then set goals and policies for development and conservation in the study area. A revised and amplified version of these goals is included in Chapter Ill of this Specific Plan. These goals and 3 MARSH CREEK ROAD SPECIFIC PIAN lN11WDUC!10N JUNE 1995 objectives provided the framework for formulation of four land use alternatives, which included land use, design, circulation and natural resource enhancement recommendations. The Planning Commission reviewed these alternatives and recommended that one be fmther developed as the Specific Plan. Once the preferred alternative was selected, the Implementation Packet for the Specific Plan was prepared, which included preliminary design guidelines and specifics for infrastructure improvements in the study area. This document was reviewed by the Planning Commission and the public in July, 1992, and served as the basis for design guidelines and infrastructure discussion in this Specific Plan. A Draft Specific Plan was reviewed in public meetings by the Planning Commission and City Council in Summer 1993. The Marsh Creek Road c\pec{ftc Plan Environmental Impact Report was also reviewed in public meetings before these decision-making bodies. In response to comments on the Draft Plan and EJR, a Revised Draft Specific Plan was prepared with revisions to the Draft Plan. After subsequent hearings and review, the Final Specific Plan was prepared by winter 1994. Dming spring and summer 1994, the Final Specific Plan was again extensively revised. Concerns were expressed regarding development potential and standards. In October 1994, the Clayton City Council ordered the preparation of a specific plan for a reduced planning area in response to these concerns. This document fulfills that directive. Once the Specific Plan is adopted, appropriate amendments and revisions to the City Sphere of Influence and zoning ordinances will be made. These changes are described in Chapter X of this Specific Plan. 2. Public Participation As patt of the planning process, the City of Clayton Planning Commission and City Council had held a total of 42 public meetings during the Specific Plan preparation process, each of which was attended by 20 to 50 land owners, agency representatives and members of the public. The public was generally notified of each meeting through notices that were mailed to all propetty owners in the area and to other interested people and organizations. A list of meetings held is included in Appendix A. E. Relationship to the Clayton General Plan The Specific Plan is both a policy and regulatmy document which implements the General Plan goals and policies as they relate to the Specific Plan area. California 4 JUNE l MARSH CREEK ROAD SPECIFIC PLAN JN'JRODUCT!ON law requires that a Specific Plan be consistent with a jurisdiction's General Plan, and that findings regarding consistency be included in the Specific Plan itself The policies and objectives of the Specific Plan are consistent with the broad goals of the Clayton 2000 General Plan, which were described in detail in Baseline Data Report Number l, and which are also reviewed in the EIR on the Specific Plan and General Plan Amendment. In general, the policies of the City's General Plan call for controlled residential growth in the City, with careful concern for the preservation of natural resources and amenities. Commercial development is to be concentrated in the town center, with only limited commercial uses outside it. These policies are continued in this Specific Plan. The General Plan states that the City should review its Sphere of Influence eve1y five years. Upon review, the City may elect to extend its urban development boundaties. In the case of the Marsh Creek Road Specific Plan, amendments to the City's General Plan are necessary to allow development in the Specific Plan area under the City's jurisdiction. A General Plan Amendment has been prepared concurrently with this Specific Plan under separate cover. The General Plan does not include land use density designations that are as fine grained as those in this Specific Plan. However, all "urban" residential densities of development specified in this Specific Plan fall in the range of 1.11 to 3. 0 units per acre, which is consistent with the "Low Density" residential designation contained in the General Plan. 5 MARS!! CRU:K ROAD SPFCIFIC PLAN !NTRODl ,crn JN 6 Chapter H STUDY AREA DESCRIPTION 1111 1111 Ill This chapter describes the Marsh Creek Road Specific Plan study area, which is the subject of this plan. A. Study Area Location and Setting As shown in Figure 1, the study area is locatedjust east of the City of Clayton along Marsh Creek Road in central Contra Costa County. Clayton lies to the southeast of Concord on Clayton Road. The study area is approximately two miles from downtown Clayton, seven miles from downtown Concord, and 45 miles from San Francisco. The study area is just north of the northern flanks of Mount Diablo and the border of Mount Diablo State Park. The study area represents the eastern-most edge of the urbanizing portions of central Contra Costa County. Beyond the eastern border of the study area, Marsh Creek Road continues as a rural roadway through large agricultural and open space parcels, and there is little development for about 20 miles to the east, where the communities of Byron, Discove1y Bay and Brentwood are located. As shown in Figure 2, a small portion of the study area is within Clayton's city limits, a somewhat larger portion is within the City's Sphere of Influence, and all of it is within the City's General Plan-designated Planning Area. As shown in Figure 3, the study area contains roughly 475 acres along Marsh Creek Road, and is generally bounded by the City limits on the west, the crest of a row of hills south of Mt Diablo Creek and north of Mt. Diablo State Park on the south, Keller Ridge on the north, and the end of rural development and the start of open range land on the east. 7 ;:; .. II< San@ Francisco ...... , ·, __ \ ~, ." l ;J;/lllli I ! j: •.__., CONTRA COSTA Co,. "'-•--•-•-•,v~ •.::.r ·, \ . ( ~ MARSH CREEK ROAD SPECIFIC PLAN CITY OF CLAYTON CALIFORNIA . ---· aa..u>'tANC>ASIOCl.ATD.lNC.~AIC>l.AJC>ee...,-~ ____ ..,,,,,,. . Contra Lorna Regional Parle t Brentwood . . ' . } / ( \ . \ I . I Discovery {) -----1 Bay@ .n'/ ---· osTAcoll~;.:..--· coN"fR/\c --·-·,,,,,,,,.----- .,,,,,,.,.----- ! " . '-• ...... I ✓-____ __: FIGURE 1 Regional Setting FIGURE2 Clayton City Limits, Sphere of Influence and Planning Area City Limits -----Sphere of Influence -----Plannning Area --• -Specific Plan Area ••••••••••• State Park Boundary ~ MARSH CREEK ROAD SPECIFIC PLAN CLAY'ION CALIFORNIA BRADY AND ASSOCIATES, INC. PLANNllllS AND LANDSCAPE ARClllTECTS This page is intentionally blank. Regency Meadows Subdivision IN••I 5 Acres -:::J 0 300 600 1200 Scale in Feet MARSH CREEK ROAD SPECIFIC PLAN ■ ■ ■ FIGURE3 Study Area Features BRADY AND ASSOCIATES, INC. PLANNERS AND LANDSCAPE ARCHITECTS MJ\RSfl CR! EK ROAD SP!ClflC PLAN STUDY /\Ric/\ DFSCR!PTION B. Study Area Characteristics The study area generally comprises a contained valley that makes up the upper watershed of Mount Diab lo Creek. Most of the area is comprised of small ranches. with grazing land and open space on relatively steep slopes. Generally speaking. slopes to the no1th of Marsh Creek Road tend to be covered in annual grasses with some dispersed oaks, while the north-facing slopes south of Marsh Creek Road display a much denser coveting of scrub and native vegetation in some areas. These vegetative communities provide habitat for a variety of plants and animals. The valley floor of Mount Diablo Creek. which accommodates Marsh Creek Road, 1s somewhat flatter, and this area holds some existing rural residential development There are also several other flatter valleys, including a bowl on the Heartland property. The Oakwood single-family subdivision is currently under construction at the western edge of the study area, and several landowners in the study area have also expressed interest in further development. I. Access and Circulation The major circulation spine in the area is Marsh Creek Road, which extends from Clayton through the study area to Byron in eastern Contrn Costa County. Marsh Creek Road is designated by the City and County as a scenic highway, and serves as a secondary transportation route for trips originating in Byron, Brentwood and Discovery Bay, and it could be placed under additional demands if development in eastern Contrn Costa County continues or accelerates. Increased traffic flows from eastern Contra Costa County through Clayton and the study area are of concern to the City of Clayton. The only other roadways in the study area are local and rural roads serving individual parcels, including Pine Lane, which extends to the Oakwood Subdivision, and Russellmann Road, which serves the Easton Christmas tree farm and the Concord Mount Diablo Trail Ride Association south of the Specific Plan area. Most circulation to and from the area is oriented toward urbanized areas such as Clayton and Concord to the west. Marsh Creek Road catTies trnffic from both the study area and points further east to central Clayton and the intersection with Clayton Road. Clayton Road nms from Clayton to Concord. Ygnacio Valley Road connects Clayton and eastern Concord with Walnut Creek, while Kirker Pass Road runs from the Clayton/Concord boundary to Pittsburg and Highway 4. Freeways do not exist in close proximity to the study area, but Interstate 680 does provide access between Concord, Walnut Creek and San Jose, while Highway 24 runs from Walnut Creek to Oakland and the central San Francisco Bay Area. 12 Jl tv!ARS!! CR!:l'.K RO/\D snCIFlC PLAN STU!JY DJSCRJPTION 2. Land Use Land uses in the study area are predominantly rural in nature. with a mixture of agricuitural and rural-residential land uses. and with a greater density of development and intensity of use along Marsh Creek Road. Development and land use intensity is also greatest in the western portion of the study area, near the inco1vorated area of the City of Clayton, and land use becomes less intensive as one moves east along Marsh Creek Road. The portion of the study area within the City's Sphere of Influence is generally developed with rural-residential single-family houses on lots sized from two to ten acres. Many of the residences in this area have horse pastures and barns on their sites, and the area is generally served by roads without curbs and gutters and rural types of municipal services. This portion of the area also includes the Oakwood subdivision, which is a 16 unit subdivision on roughly 11 ½acres.with an average lot size of about 31,000 square feet. Most of the remainder of the area, which is currently outside the City's Sphere of Influence, is used for grazing and as undeveloped open space. There are also several single-family homes in this area. Other minor uses in the study area include the Rodie's store, located on Marsh Creek Road, and one Contra Costa Water District water tank. 3. Parcelization and Ownership Parcelization of the Marsh Creek Road area is shown in figure 4 and Table I. There are a total of 45 parcels, ranging in size from under one to over I 00 acres. This total does not include the Oakwood Subdivision, which is shown as parcel 25 in figure 4 and adds 15 parcels (for a total of 16 lots) to the study area. Generally speaking, the smaller parcels are on flat lands along Mt. Diablo Creek and Marsh Creek Road, while larger parcels are on steeper teITain farther from the creek and road. The Morgan parcel is split by the study area boundaries, so that one portion 1s inside the study area, while another portion is outside it. 13 12 ------Il------ 13 ------ 14 ------ 28------ 29 ----- Legend Ownership Boundary Parcel Boundary ---Specific Plan Boundary Numbers on this figure are keyed to Table 1, indicating property ownership. INe.,\ 5 Acres -:J 0 300 600 1200 Scale in Feet MARSH CREEK ROAD SPECIFIC PLAN ■ ■ ■ FIGURE4 Study Area Parcelization and Land Ownership BRADY AND ASSOCIATES, INC. PLANNERS AND LANDSCAPE ARCHITECTS MARSH CRU K RO/\l l SPFC!FJC Pl ./\N s·n DESCRIPrn )N Table 1 LAND OWNERSHIP IN THE STUDY AREA Number on Figure 4 2 4 6 7 8 9 10 11 13 14 15 16 17 8 I') 20 21 22 24 25 26 27 28 29 30 31 32 33 34 Total Ovmer Moita Heartland Corporation Morgan Contra Costa Water District North State Development Company Laurence Kell:v Soares James/Iverson Torson P. Clark Carlson Nielson Wing Lietr Rodenburg Hellmcrs Bergum Osteen Shirlc Leal Tobin/Trent Manion M. Clark Friis Petit/Isakson Mazza Holmes Sanders Burgess Pound Cooper Temps Thomas Foust Source: Bradv and Associates. Inc. and Contra Costa Assessor. 15 Ownership 25.0 138.7 93.4 u) 8.2 8.1 2.2 4.6 8.4 4.2 2 () 2.2 1.4 3.(J 12.5 18.5 3.1 4.6 6.2 23 6.5 1.2 5.9 5.9 11.6 4.5 15.7 0.9 2 () 4.4 3 () 42.8 8.0 10.3 Approximately 475 Acres MAl<Sl CRl'IK !WAD Sl'FCII !C PLAN JUNI I STl l])Y DFSCRIPTlON A total of 34 families and corporations own or control land in the area. Several different individuals ow11 land within several of the families, and banks and investment corporations hold title to some land that is generally controlled by families or developers. 4. Proposed Projects in the Study Area In addition to the Oakwood subdivision already under construction, several land owners have expressed an interest in developing residential projects in the study area: The Heaiiland California Clayton Limited Partnership is pursuing a 91-unit single-family development on roughly 139 acres in the northwest corner of the study area. The Marsh Creek Road Specific Plan is being funded through the City of Clayton primarily with funds from Heartland. • Mr. Richard (Mike) Temps has proposed a 41-unit single-family residential project on his 43-acre property along Marsh Creek Road. • Mr. James Moita has proposed an I I-unit single-family residential subdivision on roughly 25 acres adjacent to the Heartland property. The development proposals for these three projects are assessed with this Specific Plan in a single Environmental Impact Rep01i. Osteen, Rodenburg, Morgan, Cooper and the North State Development Company have also shown an interest in developing on their parcels. However, these owners have not presented any definite development proposals to the City at this time. C. Jurisdictions Approximately ten percent of the study area is within the Clayton City limits, but the entire study area is within the City's General Plan-designated "Planning Area." I ,egal ly, 90 percent of the study area is cutTently under the jurisdiction of Contra Costa County, which sets land use and development policy in the area. The City of Clayton has prepared this plan to set policy direction for the area. The City intends that development occurring within the Specific Plan boundaries would occur under the jurisdiction of the City. More information on these issues is contained in Chapter X of this Specific Plan. 16 Chapter HI PLAN GOALS AND OB.JECTlVES lllf 1111 1111 The following list of planning goals and policies for the Marsh Creek Road Specific Plan provides a framework for the specific land use, circulation, conservation, capital improvement and implementation policies presented in this plan. The list is based primaiily on the findings of the Baseline Data Analysis, and on public and City Council and Planning Commission review of these findings. The Plan's overall approach to development in the study area is three-pronged, as described below: • First, the Plan seeks to avoid impacts of development on natural systems by siting development in the least sensitive areas. Regulations limiting development areas are found in these goals and policies, and in the Land Use Element. • Second, the Plan minimizes impacts of development where it occurs through the Design and Development Standards. .. Third, the Plan allows for mitigation of impacts in development areas that cannot be otherwise avoided through the EIR process that will be incorporated into the final Plan. This chapter, together with Chapter IV, summarizes all goals, objectives and policies of the Specific Plan, and may be used as a quick reference guide to the plan. A. Plan Goals l Maintain the rural character of the study area. 2. Preserve and enhance the natural amenities and features of the study area, including the hillsides and large expanses of open space. 3. Encourage only development that respects and is in character with the special features and natural amenities of the study area. 17 MARSH CREEK ROAD SPECIFIC PLAN Pl AN GOALS AND OBJECl1VES JUNE 1995 4. Encourage upscale custom and semi-custom homes in a range of housing types that are currently unavailable or in limited supply in this area of Clayton and the County. 5. Provide a plan framework under which individual landowners can develop their lands independently, but in an orderly manner which is hannonious with a comprehensive land use plan for the area. 6. Provide for recreational uses and public access to open spaces. 7. Minimize traffic impacts and encourage alternative modes of transportation, such as walking, horse riding and bicycling. 8. Provide for a Specific Plan which is easily understandable to the public and implementable by City staff. B. Land Use ObJectives I. Provide for a transition between the urbanized portions of Clayton to the west and undeveloped agricultural lands to the east, with emphasis on low development densities. 2. Pian for land uses that respond to the natural, visual and slope constraints of the study area. 3. Continue agriculture and grazing uses within and to the east of the Specific Plan area, and regulate new residential development in the area to make it as compatible with continual agricultural use as possible. 4. Provide for development that is consistent with existing deed restrictions. 5. Minimize conflicts between land use and utility easements which exist in the study area. 6. Cluster development as appropriate as a means to preserve open space. 7. Preserve identified historic structures in the study area with uses such as community facilities, bed-and-breakfast facilities or large single-family homes. 8. Provide for decreased development densities in areas with steep slopes. 18 IN! I MARSJI CRl'.LK IWJ\I) SPLC!l IC PL\1\J PLJ\N (iOJ\LS /\ND< C. Housing Objectives 1. [n areas to be developed, encourage a balance of housing types and densities consistent with the rural character of Clayton. It is expected that most houses in the area will be custom or semi-custom. 2. Require housing development in the area to contTibute its fair share toward addressing affordable housing needs in Clayton as required by the Housing Element. D. Community Design Objectives l. Maintain the rural and transitional character of the study area in all development and conservation areas. 2. Adopt policies consistent with the City and County scenic highways policies to protect the scenic corridor of Marsh Creek Road. 3. Preserve the natural beauty and the feeling of openness in the study area by preserving ridgelines and limiting development in visible areas, especially on the northern and southern edges of the area. 4. Maintain landscape and natural vegetation as a means to provide greene1y, open space, development buffer and rural atmosphere. 5. Protect visually significant features in the study area, including rock outcroppings, landmark trees, riparian corridors, and historic homes and structures. 6. Design grading for development so as to preserve the overall character of the hillsides and ridgelines of the study area. 7. Minimize the intrusion of unsightly forms of urbanization and municipal service provision in the study area. a. Provide for streets of a minimal width consistent with traffic safety to maintain the rural character of the area. b. Allow streets to be built with alternative edge treatments rather than full sidewalks, curbs and gutters. 19 CRJFK ROAi) ·n1c PLAN Jl PLAN <rOALS AND OBJFCTJVFS C. Require undergrounding of study area. within new subdivisions in the d. Promote alternative measures for needed sound attenuation in order to prevent unsightly or endless walls. 8. Include design criteria for development areas within the study area, so as to promote high quality rural residential design. E. Parks and Open Space Objectives I. Maintain the existing open space character of the study area, and provide recreational facilities and areas of open space for public use. 2. Provide a comprehensive, integrated greenbelt system that incorporates bicycle, equestTian, and walking paths, and that provides connections to regional open space systems. 3. Encourage the State of California to acquire land to the south of the study area for extension of Mount Diablo State Park. 4. Plan for acquisition and development of neighborhood parks in the study area to meet City standards within the Growth Management Element of the City General Plan. 5. Provide for development of small open space areas, pocket parks or equestrian facilities within the study area. F. Natural Resources Objectives I. Preserve the natural features, ecology and scenic vistas of the study area. 2. Avoid degradation of habitat used by rare and endangered species within the study area by avoiding development in habitat areas known to harbor such species. 3. Require studies to determine the existence of sensitive species on a site specific basis, and limit development where these species are found. 20 J1iNF !(),J5 MA!{Sll CRII K ROAD Sl'JCI! lC PLAN !'LAN OOA! AND Oll.lFCTlVFS 4. Provide for retention of archaeological and cultural resources and historic strnctures through research on a site-specific basis. Limit development where archaeological resources exist, and plan for appropriate adaptive reuse of historic structures. G. Circulation and Public Access Objectives I. Encourage pedestrian-oriented development in the study area that gives equal priority to circulation on foot, horses, bicycles and in cars. Provide for landscaped roadways, pedestrian paths and bikeways in the study area. 2. Provide a road system in the study area which will operate at acceptable levels of service. Identify roadways within the study area to adequately serve development as it occurs, with sufficient capacity to accommodate build-out pennitted under the Specific Plan. 3. In planning improvements to study area roadways, give consideration to cumulative traffic impacts from projected development in other parts of Clayton. 4. Discourage traffic through residential areas, but facilitate circulation within the study area. 5. Limit direct connections between arterial routes through residential areas to avoid impacts of through traffic in local neighborhoods. 6. Consider impacts of development on regional roadways outside of the City of Clayton. Attempt to mitigate any significant impacts on these roadways resulting from development in the study area. 7. Maintain circulation through the study area to serve existing eastern Contra Costa County needs, but avoid roadway expansion in the area designed to serve additional East County growth. H. Public Services Objectives I. Accommodate growth in the study area in accordance with the ability of police, fire district and other public agencies to provide adequate services. 21 MARS! l Clffl•K R0/1.lJ SPECIFIC PLJ\N l'l/\N ( rO;\LS J\ND OBJECT!Vl :s JlJNI 2. Plan for development that takes into account available and planned water supply and sewer service. Provide for water conservation in the study area. 4. Consolidate water sewec cable TV, electrical and gas utilities in common utility corridors wherever practical ideally within the public right-of-way. t Public Safety Objectives 1. Provide for geotechnical safety by avoiding development in areas with extreme landslide danger or other adverse geological conditions, or by remediating geotechnical conditions by requiring subsurface geotechnical investigations and implementing the resulting recommendations. 2. Provide for fire safety in the study area by requiring construction with fire resistant Class A roofing materials, controlling brush growth in the area of residences, ensuring adequate response time for firefighters, and other appropriate measures. 3. Plan for development that takes into account the needs for flood and sedimentation control both on-and off-site. J. Implementation Objectives I. Require land owners to contribute a pro-rated fair share towards the cost of common study area improvements necessitated by the Specific Plan. 2. Condition development within the study area on developer provision of adequate road improvements, sewage collection, sewage tTeatrnent, water supply, st01rn drainage and other capital improvements. 3. Provide for funding of administrative costs required for review and permit processing through application and development fees. 4. Provide Specific Plan policies which can be trnnslated into clear and efficient zoning codes, administrative procedures and review requirements. 22 Chapter IV SUMMARY OF PLAN POLICIES Ill Ill Ill This chapter summarizes the policies of the Marsh Creek Road Specific Plan, which are explained in detail in Chapters V through X of this document. Each policy included in this chapter is also included in its con-esponding chapter in the Plan, where more background information is also included. Each plan policy generally contains the word "shall" or "should," which indicates whether the policy is mandatmy or advisory. Policies that contain the word "shall" must be followed by the city and by all landowners and developers in the study area. Policies that contain the word "should" are advis01y. Landowners and developers are strongly encouraged to follow these policies. but they may deviate from these policies if extenuating circumstances prohibit following them and such circumstances are presented to and accepted by the City. This chapter, together with Chapter IIJ, may be used as a quick reference guide to the plan. LU-1. LU-2. A. Land Use and Conservation Chaparral plant communities, areas underlain by serpentine, and areas known to be used by any rare or endangered plant or animal species shall be preserved without development. Appropriate conservation and flood control buffers shall be retained along USGS blue line creeks in the study area. The minimum setback should be 75 feet from the top of the bank on either side of the creek, unless creek enhancement programs included in a project serve as mitigations to allow nmrnwing of the creek setback. 23 MARS!! Cl<JcI,K ROAD S!'J ClFlC Pl.AN JMMARY ( lF PLAN P< lL!ClFS JIJNL l'!'l5 LU-3. LU-4. LU-5a. LU-5b. Woodlands in the study area should be preserved wherever possible. since these areas are important biotic resources and create visual interest in the study area. Existing deed restrictions on development that are already in place in the study area shall be respected. In order to minimize grading and geological disruption, development should generally be limited to those areas where building footprints will occur on slopes of less than 26 percent. No building footprints shall occur on slopes in excess of 40 percent In areas where building footprints would occur on slopes between 26 and 40 percent, development may occur only if it is found appropriate through site specific review by the City. For the purposes of this policy, slope steepness shall be calculated for natural conditions or for conditions after minimal necessary landslide repair as defined by the City Engineer on a case-by-case basis. In order for the City to approve development with building footprints on slopes between 26 and 40 percent, the City must make the following findings regarding such development: • The development is in substantial confonnity with this Specific Plan. • The development substantially follows all Design and Development Standards for grading in Policy DD-4 of this Specific Plan, including those which are advis01y and use the word "should". • The development is not visible when viewed from Marsh Creek Road or developed portions of Clayton outside the study area. The development does not intrude on the visual integrity of Mount Diablo. • The development does not displace any sensitive plant or animal species, riparian c01Tidors or wetlands. It is recognized that these requirements are more restTictive than those for development in flatter areas. This is because development in steep areas requires more sensitive planning than that in flat areas. 24 JlJNE l LU-6. LU-7. LU-8. LU-9. LU-JO. LU-11. LU-12. LU-13. LU-I 4. LU-16. MARSil CR! EK l<OJ\D SPFC!F!C PLAN S1 iMMARY OF PLAN POLICIES The natural sense of enclosure in the study area shall be preserved by locating development so as not to be silhouetted against the sky along ridgelines. The visual integrity of the entire study area shall be preserved for viewers within the study area, in developed portions of Clayton outside the study area, and for travellers along Marsh Creek Road by carefully siting and screening any development Development should be clustered within designated development areas where appropriate. Homes, roadways and other development in the study area shall generally be designed to confonn with the existing topography. City sewer services should be extended only to those areas targeted for development of one unit or more per acre, and to rural residential areas smrnunded by higher density development. All development shall conform with the land use designations shown in Figure 6 subject to meeting the goals, objectives, policies and standards contained within this Specific Plan. Those land areas defined as unbuildable by the goals, objectives and policies of this Plan, such as ridgelines, deed restricted areas, slopes over 40 percent and creek coITidors, do not accrue development rights that could be transferred to other locations. Parcels in the study area which contain less acreage than the designated allowable minimum parcel size are allowed one unit. All development in the study area shall contribute its fair share toward addressing affordable housing needs in Clayton, as specified in the Housing Element of the General Plan. Neighborhood parks shall be developed on some or all of the potential park sites designated in Figure 6. All developments in the Specific Plan area should include some fonn of local park, pocket park, greenbelt area, open space, common equestrian facility, or similar amenity. 25 MARS!! CRHK ROAD SPFC!FfC l'L\N SUMMARY OF PLAN POL!CIJ S JlJNl, 1995 RE-I. RE-2. RE-3. RE-4. RE-5. B. Resources No lands outside the limit of urban development identified in Figure 7 shall be developed for urban uses under this Plan. Urban development defined as any development which exceeds a density of 1. I units per acre. When any parcel is subdivided for development under the Specific Plan. the title or development rights to those po1iions of the parcel designated as Open Space in this plan shall be offered to the City. East Bay Regional Park District, the State of California, or another appropriate public agency or non-profit land trust If development rights are vested with one of the organizations listed above, then the title to and maintenance responsibility for the undeveloped areas may be trnnsferred to a Homeowners Association. No single loaded public or private streets shall be built where they would face on to land designated for Agriculture. A "single loaded street" is a street with houses on only one side of it. Development along the major creeks in the study area shall include creek preservation and enhancement programs. Any creek preservation and enhancement programs may occur only if found appropriate through site specific review by the City. A trnil network shall be constructed in the study area along the Mt Diab lo Creek corridor, and it shall be encouraged in other locations to connect to parks, Mount Diablo, Black Diamond Mine Regional Preserve and Contra Loma Regional Park. 26 JUNE DD-I. DD-2. DD-3. DD-4. DD-5. DD-6. DD-7. DD-8. DD-9. DD-IO. DD-11. MARSH CREEK RO/ill SPECIFTC PLAN SUMMARY OF PLAN C. Design and Development Each development plan shall indicate building envelopes for each lot within the Ranchette Residential, Rural Residential, Low Density and Medium Density designations. All buildings in the Specific Plan area shall conform to the building setbacks shown under Policy DD-2 in the Design and Development Standards chapter. Development clustering shall be encouraged in Low, Medium and Suburban Density development, provided that the Planning Commission finds that cluste1ing does not result in a site plan that is overly dense or that impedes the conservation of natural or visual resources. The visual impacts of grading shall be minimized in the study area, both by limiting the amount of grading and by properly contouring areas where grading occurs. No development shall occur along the tops of ridgelines and knolls identified in Figure 7. Existing trees should be retained wherever possible. Detention basins shall be of sufficient size to contain storm water runoff during the rainy season, but should also be flat enough to be used as an open space or recreational amenity while dry. Creek corridors in the planning area shall be preserved and enhanced. In order to protect the scenic quality of Marsh Creek Road, the streetscape should reflect the rural character of the planning area. Each development area in the planning area should have a defined rural neighborhood character. Prima1y entry features should be constructed at junctions of neighborhood entry roads with Marsh Creek Road, Oak Creek Canyon Drive, Pine Lane and Russellmann Road. They should be designed with sensitivity to the setting, and should reflect the rural character of the area. 27 MAHS!l CRFl:K ROAD SPECIFIC PLAN SUMMARY OF PLAN l'OUC!l S !995 DD-12. DD-13. DD-14. DD-15. DD-16. DD-17. DD-18. DD-19. DD-20. DD-21. DD-22. In residential neighborhoods, street lighting should be considered an integral part of roadway design. and should not be added as an afterthought. Fences and screening should be minimized and reflect the area's rural quality. Retaining walls should be avoided whenever possible in the planning area. for both building and road construction, and should be designed to be architecturally cohesive with development. Low stepped walls, angled or landscaped walls, or screened walls are preferable to a single retaining wall of hard materials. Landscaping should be consistent with the palette of plants naturally occmTing in the planning area. All buildings shall conform to the maximum building heights in the planning area. These heights vary depending on topography, and are generally intended to require buildings to confonn to their underlying topography. Architectural style should reflect traditional rural architecture and the study area's rural character and mild climate, and emphasize the idea of a cohesive community. The potential visual impact of repeated garages with doors on the street should be avoided in study area development. Because of the planning area's high visibility, roof design should be varied and articulated. Buildings in the planning area should be oriented where possible to attain maximum solar benefit for both heating and cooling. Study area development shall incorporate water conservation measures such as low-flow plumbing fixtures and drought-tolerant landscaping. Commercial development shall be designed to reflect the low-intensity, rural character of the study area. 28 JiJNE l DD-23. DD-24. MARSH CRJ·EK ROAD SPJ,:CIFJC PLAN SUMMARY OF PLAN POLICIES Parking to serve commercial development shall be visually unobtrusive, with adequate landscaping and setbacks from the street Signage for the commercial development shall be limited, and should be designed to conform with the rural residential qualities of the study area. 29 MARS!! CRFFK ROAD SP!ClFIC PLAN S\JMMi\RY OF PLAN l'OLlClFS D. Circulation JUNF I CI-I. Roadways serving development areas shall generally confo1m to the pattern shown in Figure 10. Where Figure 10 shows that a roadway is required to serve development on several different parcels. roadway planning and construction for each parcel shall include provisions for access to adjacent parcels. CI-2. All roadways developed under the Specific Plan shall be built to follow the standards of one of four types of streets: arterials, collectors, local roadways and minor cul-de-sacs. CI-3. Intersections built to accommodate Specific Plan buildout should be designed in accordance with the diagrams of intersection alignments shown in Figure 13. CI-4. The City shall coordinate preparation of a plan line study for Marsh Creek Road to identify the detailed routing for the road and specifications for its construction and any necessaty environmental review. using the general description of the road in Policy CI-2a. No development in the study area will be allowed until this study is completed. Alternatively, individual developers may complete plan line studies for Marsh Creek Road for all segments of Marsh Creek Road west of their site access, and for appropriate transitional zones to the east of their site access. CI-5. Access to Marsh Creek Road shall be limited to existing driveways and those roadways indicated on Figures 10 and 13. No new driveways or additional roadway intersections on Marsh Creek Road may be constructed. CI-6. As existing parcels develop, they should rely on access from streets that follow the general layout shown in Figure I 0. CI-7. Internal circulation within subdivisions shall be designed at the discretion of the property owner, subject to approval by the City, provided that it allows for through access to adjacent parcels as indicated on Figure I 0. CI-8. Sidewalks required for collector and local roadways need not be installed if they would run parallel and immediately adjacent to a pathway along a creek. 30 J1 iNl,: 19'15 Cl-9. CI-IO Cl-11 CI-12 MARSH CRJI·K ROAD SPECIFIC PLAN SUMMARY OF Pl.AN POL!Cli :s Where required roadway widths would necessitate extensive grading. split roadway sections that accommodate the slope are encouraged. The travel lanes on roadways may be separated, and sidewalks, where required, may also be separated from the roadway level. Roadways through sloped areas !,'feater than 26% may occur only to provide necessary access to development pennitted by this Specific Plan after the roadway is found appropriate through site-specific review by the City. Public pathways within the study area will be located along the top of creek banks and run adjacent to Mt Diablo Creek, Russellmann Creek and the creek on the Holmes prope11y, in the locations indicated in Figure 7. Trails outside of development areas shall be constructed where possible in the general alignments shown in Figure 7. 31 MARSl ! CRH:K RC )AD SPECIFIC Pl AN SlJMMARY OF .AN POL!Cll:S E. Infrastructure JlJNE I ')95 IN-I. Water service for new development under the Specific Plan shall be provided by the Contra Costa Water District (CCWD) through existing and future water pressure zones. JN-2. Water supply facility studies based on the adopted Specific Plan shall be completed for each project or phase of development. IN-3. Wastewater produced in urban development areas within the study area shall be collected in the City of Clayton sewer system, which feeds wastewater through the City of Concord to the Centrnl Contra Costa Sanitaiy Distiict. IN-4. The City shall coordinate preparation of an area-wide sewer study to identify the feasible routes for a trunk sewer line in the study area and to calculate the resulting main sizes. This study shall also provide any necessary environmental review and a basis for allocating the costs of sewer line consn·uction, based on the number of contributing homes set forth in this Specific Plan. IN-5. Wastewater collection system improvements under the Specific Plan shall include downstream improvements to the collection line running from the study area boundary to Donner Creek. Specifications for these improvements shall be detailed in the sewer study required by Policy IN-4. IN-6. Development under the Specific Plan shall not cause increases in peak flood flows in Mount Diablo Creek inside or downstream of the study area, as calculated for the 5, 10, 25, 50 and 100-year stonns of durations to be determined by the Conn·a Costa County Flood Conn·ol and Water Conservation DistTict. 32 JllNJ !995 IM-L IM-2. IM-3. IM-4. IM-5. IM-6. IM-7. IM-8. IM-9. IM-10. F. Implementation MAl<Sl I CREt•.K ROAD SPEC!l-lC PLAN Sl JMMAR Y OF Pl.AN POLICWS No subdivision, use pe1mit, design review application. or other entitlement for use, and no public improvement, shall be authorized in the study area until a finding has been made that the proposed project is consistent with this Specific Plan. City staff shall review all construction projects requiring a building permit to ensure that they comply with the Design Guidelines and all other plan prov1s10ns. The City Planning Commission shall review all subdivisions and development projects of five units or more at a public hearing. The City shall, by reference, incorporate into its zoning code the relevant land use, resource conservation and design specifications found in Chapters V. VI and VII, respectively. The City shall encourage that all development occuning within the Specific Plan area be accomplished via development agreements between the City and individual developers/propetiy owners. Development should generally begin in the western part of the study area, to be followed by development farther east. Development Areas A and C will be the first to develop, followed by area D. Development Areas B and E will probably be the last to be developed. Within individual development areas, parcels that are closest to collector streets, including Pine Lane and Russellmann Road, should be developed first. This may mean that some parcels that are adjacent to Marsh Creek Road, but which are not planned to have direct access from Marsh Creek Road aHer development, will have to wait to develop until adjacent parcels have developed. The City shall petition LAFCO to amend its Sphere of Influence to include the Specific Plan area as shown in Figure 6. All development under this Specific Plan shall occur under the jurisdiction of the City of Clayton. Annexation should occur on an orderly, phased basis, moving east from the existing City limits on the west. Annexation will normally occur when development is proposed in an area, but annexation of some areas not proposed for development may be necessary to accommodate development proposals in an area. In the process of annexing from west to east, the City shall exercise flexibility in detennining the amount of contiguity necessary to permit annexation. 33 M/\RSI! R()AD SPECIFIC Pl.AN Jf/NE 1995 S\JMM/\RY <)F PJ./\N P<JIJCll,s IM-11 IM-12. IM-13. IM-14. Areas to be annexed to the City shall be simultaneously annexed to the Contra Costa County Fire District to allow for urban levels of fire . . suppression service. The City of Clayton recommends that the policies of this Specific Plan be applied by Contra Costa County in the unincorporated portions of the study area and in areas beyond the study area but within Clayton's area of development comment, which extends three miles from the City limit The City shall formally request that the County adopt this Plan and use it for policy application in the area, and the City shall use the Specific Plan as the basis for comments on projects within the study area and the comment area. Improvements on individual properties required under this Specific Plan shall be financed by individual property owners or developers. Improvements that will require coordinated implementation on or along several parcels, such as widening of Marsh Creek Road and installation of traffic signals, water tanks, water mains, trunk sewers, stonn drainage facilities, and downstream sewer improvements, shall be overseen by the City and should be financed with a mechanism that attempts to ensure ultimate fair-share repayment of all costs to those who pay for them by the landowners or developers who will benefit from them. Examples of appropriate funding mechanisms are included in Chapter X, Section D.3. 34 Chapter V LAND USE AND CONSERVATION ELEMENT Ill 1111 Ill This chapter includes five components that set the general framework for development in the study area. They are: Land Use and Conservation Concept which shows the fundamental concepts for land use and conservation in the area, as illustrated in Figure 5. General Land Use, Conservation and Development Policies, which set the general framework for conservation and development in the area. J~and Use Designations, which define specific development parameters for individual parcels in the area. These designations are mapped in Figure 6. Park Development Policies, which set standards for parks in the Specific Plan area. Study Area Development Potential, which outlines the potential for development in the study area. The calculated development potential serves as the basis for assessing circulation and infrastructure needs for the plan, and for determining the plan's environmental impacts. A. Land Use and Conservation Concept Figure 5 illustrates the Land Use and Design Concept that underlies the Marsh Creek Road Specific Plan. As shown in this diagram, the study area functions as a transitional area separating the urban areas in the west from more rural areas to the east. Between these areas, the study area will maintain a semi-rural character composed of pastures, ranchettes and dispersed suburban development. Marsh Creek Road and Mt. Diablo Creek will serve as spines for development in the area, with rolling grassy and tree covered hills to the north and south. Vistas of Mt. Diahlo and Keller Ridge will serve as the overall backdrop to the setting. 35 URBAN AREAS I 't-'"'~ \ »~\ \... ,o+~ .:;,,_,c,'-~-------------lling Hills ~ ~ ~ ------::::: --------//\ -----H CREEK ROAD 11----..........---........... ~'%, \ ----------ARS '0:\---------,- ,;~'O~ \I/; // II ,, ~~ /1\ I tit.: , 'I I I ~ ~~ . . . ~ MARSH CREEK ROAD SPECIFIC PLAN CITY OF CLAYI'ON CALIFORNIA •1tAPY A.NO.U90CIJ(jD,IHC, P1.ANNJ1U,J.Nt>LANDSCJJ'llJJtCH?T'BCH f'~\ c;..__..,'\ "A. ~ ~ '\ : ... 0 RURAL AREAS FIGURE 5 Land Use, Development and Conservation Concept JliNl: l I CRl !K RO/d) SPFClllC PL/\N LAND l /\ND CONSFRV/\TJON B. Land Use, Conservation and Development Policies To implement the Land Use and Design Concept outlined above. the City has adopted ten Land Use, Conservation and Development Policies for the Marsh Creek Road Specific Plan, which are defined below. The land use designations and design and development standards in this document represent policy formulations that encapsulate this overall strategy. Policy LlJ-1. Chaparral plant communities, areas underlain by serpentine, and areas known to be used by any rare or endangered plant or animal species shall be preserved without development. Chaparral plant communities and serpentine fonnations are important natural resources that serve as habitat for mammals, waterfowl, the threatened Alameda whipsnake and rare plants. The whipsnake, along with most of the rare plants with a potential to exist in the area, would be found in chapaii-al, and many rare plants require serpentine for growth. Any other areas used by rare or endangered species should also be retained. Policy Lt:-2. Appropriate conservation and flood control buffers shall be retained along USGS blue line creeks in the study area. The minimum setback should be 75 feet from the top of the bank on either side of the creek, unless creek enhancement programs included in a project serve as mitigations to allow narrowing of the creek setback. Creeks mapped as "blue lines" by the USGS are significant for several reasons. They may be subject to flooding, and the County Flood Control District requests setbacks of 30 feet on either side of the top of bank for flood safety reasons. 1 The riparian corridors support many types of plants and wildlife, and they serve as wildlife movement corridors. Finally, development in these corridors is restricted by State and federal agencies, which have pennitting authority in them. The California Depattment of Fish and Game usually requests a I 00-foot development setback from the top of bank for habitat preservation reasons. The 75-foot minimum setback has been set with all these criteria in mind. Policy Lll-3. Woodlands in the study area should be preserved wherever possible, since these areas are important biotic resources and create visual interest in the study area. County Subdivision Ordinance Section 9. 14. 37 l'vlARSll CRI:IK ROAD SPJCIJIIC .l\lNI• l li\ND 1 JSJ AND CONS! RVATION EJ.FMEN I Woodlands outside of creek conidors in the study area include Blue Oak Woodland which is paiticularly valuable, since the dominant Blue Oaks in it grow and reproduce slowly. All woodlands provide visual interest in the study area, creating variety against the grass covered slopes. For these reasons, the City seeks to preserve woodlands wherever possible. Policy LU-4. Existing deed restrictions on development that are already in place in the study area shall be respected. Five parcels within the study area have pennanent restrictions on development placed on them as part of their deeds, as a result of a subdivision in 1982. For this subdivision, the County required the exclusion of development potential above certain elevations on a total of seven parcels. The Lietz and Rodenburg properties north of Marsh Creek Road may not be developed above the 720-foot contour line, and the eastern pottion of the Temps, Thomas and Foust properties south of Marsh Creek Road may not be developed above the 680-foot contour line. The western portion of the Temps property is not subject to this restTiction since it was not part of the 1982 subdivision. Policy LU-5a. In order to minimize grading and geological disruption, development should generally be limited to those areas where building footprints will occur on natural slopes of less than 26 percent. No building footprints shall occur on slopes in excess of 40 percent. In areas where building footprints would occur 011 slopes between 26 and 40 percent, development may occur only if it is found appropriate through site-specific review by the City. For the purposes of this policy, slope steepness shall be calculated for natural conditions or for conditions after minimal necessary landslide repair as defined by the City Engineer on a case-by-case basis. Policy LlJ-5b. In order for the City to approve development with building footprints on slopes between 26 and 40 percent, the City must make the following findings regarding such development: • The development is in substantial conformity with this Specific Plan. • The development substantially follows all Design and Development Standards for grading in Policy DD-4 of this Specific Plan, including those which are advisory and use the word "should". • The development is not visible when viewed from Marsh Creek Road or developed portions of Clayton outside the study area. 38 JUNE 1995 MARSH CREEK ROAD SPECIFIC PLAN LAND USF AND CONSER VA 110N ELEMENT • The development does not intrude on the visual integrity of Mount Diablo. • The development does not displace any sensitive plant or animal species, riparian corridors or wetlands. It is recognized that these requirements are more restrictive than those for development in flatter areas. This is because development in steep areas requires more sensitive planning than that in flat areas. Ctment County policies prevent or restrict development on slopes in excess of 26 percent, since such slopes are often unstable, create wildfire hazards, and generally require significant grading to accommodate any type of building or roadway construction. Given the fact that there are many areas with slopes in excess of 26 percent in the study area, development on slopes up to 40 percent may be appropriate in some places after site-specific review by the City. However, such development should meet all other criteria listed in this document. Policy LU-6. The natural sense of enclosure in the study area shall be preserved by locating development so as not to be silhouetted against the sky along ridgelines. Development that extends above the natural line of a ridge appears much more obtrusive than development placed below a ridgeline. Prohibiting development on the tops of ridges will help retain the natural quality and visual boundary of the study area. Policy LU-7. The visual integrity of the entire study area shall be preserved for viewers within the study area, in developed portions of Clayton outside the study area, and for travellers along Marsh Creek Road by carefully siting and screening any development. Since the study area, and the slopes that smTOund the valley of Mt. Diablo Creek in particular, are important visual resomces, development shall be sited so that it preserves the visual integrity of the area as much as possible. Policy LU-8. Development should be clustered within designated development areas where appropriate. 39 IV!/\RS!l CREJK RUAD Sl'l:CIFlC JliN! l LAND1JS[ CON SJ RV AT!ON l'U MENT Areas shown in Figure 6 represent the generalized maximum limits of development that should occur under the Specific Plan. Developers are encouraged to cluster development within the mapped areas. in order to futther preserve sunounding open space and natural resources. If clustering occurs, the areas indicated in Figure 6 will serve as the basis for calculating maximum unit counts, but the allowed units will be concentrated in smaller areas at higher net densities than would otherwise occur. Policy LU-9. Homes, roadways and other development in the study area shall generally be designed to conform with the existing topography. Since slopes in the study area are relatively steep, flat-pad buildings that are typical of suburban subdivisions may require extensive grading. The City seeks to preserve the overall character of the slopes in the area, and therefore requires that any grading avoid or minimize areas of visible cut and fill. Streets, individual houses, and other buildings shall be designed to generally conform to the specific tetnin on their sites. Structures' design shall be encouraged to feature stepped footings and floor elevations that follow existing topography. Areas of flat pad grading should only occur in existing flat areas, or on lands that are not visible from Marsh Creek Road or existing parts of Clayton. Any graded slopes that occur shall result in natural-appearing contours. Policy LU-to. City sewer services should be extended only to those areas targeted for development of one unit or more per acre, and to rural residential areas surrounded by higher density development. Extension of municipal services, particularly sewer and water service, can induce urban growth at a later date. Since the City desires to maintain the existing agricultural and open space character outside of identified development areas, the City will not extend sewer services beyond these areas. 40 Legend ..... . . . . . . . --. -<: :-:: -----:,_//I --\ ; .. :-. (, ' / /' - \ ~-' \~ .. --' ' ~\' ~ . . -~ ·,,,1·.···~\- 1 ' \ )a ._._,.....,...... . \ I ·, 'I : . ''--""~.....,;.;~~"'--. '(/ .. , /'11.'./ I'• • -.......,, •• ;t'' . ~-"---~-.. : .-.-~r,/~ ~w ••~•\ ~ • _, •••• .. ,', . .-~ ;--. \ :,.,. ,,·,,:·•. ' \ .. '\ ~ .. I • I ~~~~~~~~~~~~-~-..:__-l:.:_:_ I, ~ ,I• ____ .,_., ~,~)1 / :•· .•, ,_-._ , ),:<~ /,1_ .. ,; • .--,_ "-. / r !. 1/ r' r t. o / . Specific Plan Boundary Ranchette Residential 1 unit/5 acres Rural Residential 0.21 -1.1 units/acre Low Density Residential 1. 11 -1.5 units/acre Medium Density Residential 1.51 -2.2 units/acre Suburban Density Residential 2.21 -3.0 units/acre Convenience Commercial Open Space Conceptual Location of Potential Park Site Historic Building and Potential Park Sites Development Area Designation \Ne.,I 5Acrcs -0 300 600 1200 Scale in Feet MARSH CREEK ROAD SPECIFIC PLAN • • • FIGURE 6 Land Use Designations Amended by Resolution 14-2005, dated 4/5/05 BRADY AND ASSOCIATES, INC. PLANNERS AND LANDSCAPE ARCHITECTS RO/\]) SPl,CJF!C PL/\N CONSERVAIJON FLFMFNT C. Land llse Designations L Land lJse Designations JIJN! I Policy LU-11. All development shall conform with the land use designations shown in Figure 6 and described below subject to meeting the goals, objectives, policies and standards contained within this Specific Plan. Figure 6 shows land use designations in the Marsh Creek Road study area. These areas have been identified by the City based on the Land Use, Conse1vation and Development Policies, and on the existing conditions in the study area. The nature of the individual designations is described below. Figure 6 includes letter and number designations for individual development areas with densities of one unit per acre or more. These designations are shown in Table 2, and are used for reference throughout the document. J)ejinition of Gross Acreage. All development densities are described using gross acreages, which means that lands used for roads, open space or other uses are included in the density calculations. Unless otherwise noted, the following uses are allowed in each of the Specific Plan residential categories: A detached single-family dwelling in each lot and the accesso1y structures and uses normally auxilimy to it. • Crop and tree farming and horticulture, not including the raising or keeping of any animals other than ordinary household pets. • Publicly-owned parks and playgrounds. Ranchettc Residential: Maximum 0.2 units per acre. This designation is applied in areas where very limited development is allowable, and where care must be taken to maintain the existing natural characteristics of the area. For example, this designation applies to properties adjacent to the eastern Specific Plan boundary, which has been identified as a gateway to the study area. The Ranchettc Residential designation in Figure 6 delineates potential buildablc areas. The City requires developed portions of Ranchette Residential properties to be within this area. Individual lots may include areas designated for Open Space for other uses such as stables and corrals, provided that at least half of each parcel is within the mapped areas. 42 JUN! 1995 MARS!I l<OAD SPFCIF!C PLAN !/\ND USE /\ND CONSFRV /\TJON ELEMENT Table 2 SPECIFIC PLAN BUILDOUT POTENTIAL Existing Major Approxi-or Development Property mate Designa-Anticipated Approved Net New Area Owners Acrea2e" tion Unitsh Units Units Al Heartland 19.6 Low 29 () 29 Moita 7.2 Low 11 I JO A2 Heartland 15.9 Medium 35 () 35 Morgan 2.8 Medium (, I 5 A3 Heartland 19.:'i Low 29 () 29 North State 4.4 Low (, () (, Development Laurence 8.1 Rural 9 2 7 Bl Kcllv 2.2 Rural 2 1 I Soares 4.6 Rural 5 1 4 James/Iverson 8.4 Rural 9 I 8 Torson 4.2 Rural 4 I 3 P Clark 2.0 Rural 2 I I Carlson 2.2 Rural 2 I I Nielson 14 Rural I I () Wing 3.6 Rural 4 I 3 B2 Lietz 12 :'i Rural 14 I 13 Rodenburg 8.4 Rural 9 I 8 Cl Hellmers 2.8 Suburban 8 3 5 Osteen 5.8 Suburban 17 I 16 Sblflev 1.9 Suburban 5 I 4 C2 Tobin/Trent 1.2 Low 2 () 2 Leal 1.(, Low 2 () 2 Manion 5.9 Low 9 () 9 Holmes 1.8 Low 2 () 2 43 MARSH CREEK ROAD SPECIFIC PLAr"J LAND OSE AND CONSERVA110N ELEMENT Major Development Property Area Owners C3 M. Clark Dl Holmes Burgess Sanders D2 Cooper Leal Pound El Temps E2 Temps E3 Temps Subtotal Ranchette Bergum Mazza Temps Thomas Foust Morgan Oakwood Subdivision TOTAL Approxi- mate Designa- Acreai?e" tion 5.9 Low 8.5 Medium 1.6 Medium 0.6 Medium 3.0 Medium 4.9 Medium 4.4 Medium l0.8 Medium 3.4 Low 1.6 Rural 3.8 Ranchette 3.1 Ranchette 6.7 Ranchette 2.6 Ranehette 2.4 Ranchette 6.8 Ranchette JUNE 1995 Existing or Anticipated Approved Net New Umtsb Units Units 9 0 9 18 2 16 3 1 2 1 I 0 6 1 5 11 2 9 9 1 8 24 0 24 5 0 5 2 I l 310 28 282 1 0 I I 0 I 2 0 2 l () l I 0 I 2 0 2 16 16 () 334 44 290 Acreages are approximate only. Refinements that may lower the number of anticipated units for an individual property are expected when site specific plans are prepared. Anticipated units are rounded down, unless the multiplied value has a remainder of 0. 75 or more, in which case they are rounded up. 44 JUNE !995 Rural Residential: 0 .21 to L l units per acre. MARSH CREEK ROAD SPECIFIC PLAN LAND USE AND CONSERVATION ELEMENT This designation requires lots of a minimum size of 40,000 square feet and is intended to allow for the keeping of horses and other rural activities in a residential setting. It applies to the development areas north of Marsh Creek Road and east of the mouth of Oak Creek Canyon. Low Density Residential: 1.11 to 1.5 units per acre. This designation applies in areas that are appropriate for relatively low densities of urban development, with lots between about 30,000 and 40,000 square feet. However, smaller lots are acceptable when clustering occurs per the standards of this Specific Plan. Portions of the Heartland and Moita properties and most of the Mt. Diablo Creek valley floor are designated for this type of development. Medium Density Residential: 1.51 to 2.2 units per acre. This designation applies in areas that are appropriate for development with some suburban characteristics. Identified areas for this type of development are generally flatter than surrounding areas, and are generally not visible from Marsh Creek Road. The flattest bowl on the Heartland and Morgan properties and portions of the Mt. Diab lo Creek valley floor south of the creek itself are designated for this type of development. Suburban Residential: 2.21 to 3.0 units per acre. This designation applies in areas that are appropriate for densities of development that approach suburban densities found in other parts of Clayton. The designation is similar to the "Low Density Residential" designation in the City's existing General Plan. The Hellmers, Osteen and Shirley properties, which are designated for 1.1 to 3 units per acre in the City's General Plan, bear this designation. Convenience Commercial This designation applies to a portion of the Rodenburg property that currently accommodates the "Rodie's" store. Under this designation, the store may continue to operate, and may take on some neighborhood serving/ convenience store characteristics. However, the store should maintain its existing rural character. The maximum store size is limited to 3,000 square feet of new constmction over and above the existing Rodie's store, which is approximately 6,000 square feet. 45 MARSH CREEK ROAD SPECIFIC PLAN LAND USE AND CONSERVATION ELEMENT Open Space JlJNE !995 This designation would apply to all areas that are not designated for residential, or commercial uses in the Specific Plan. When any parcel is subdivided for development under the Specific Plan, the title or development rights to those portions of the parcel designated as Open Space in this plan, shall be offered to the City, East Bay Regional Park District, the State of California, or another appropriate public agency, or non-profit land trust If development rights are vested with one of the organizations listed above, then the title to and maintenance responsibility for the undeveloped areas may be transferred to a Homeowners Association. This will ensure that open space immediately adjacent to developed areas is maintained. A similar, alternative method of open space preservation may be considered by the City if it is proposed by a developer. 2. Other Facilities Potential Park Sites Figure 6 designates three sites that would be appropriate to accommodate some developed parks in the study area. The three sites include: • A portion of the Cooper property around the historic Llewellyn House. • A portion of the Temps property on both sides of Russellmann Creek. • A portion of the Holmes property in the drainageway of the creek on the site. Further policies regarding park development are shown in Section E, below. Historic House Sites One historic house (the Llewellyn house) has been identified within the development areas in the study area. If development occurs on the site of this house, then the house should be preserved and integrated into the development or its public amenities. Appropriate uses for the historic house would include a bed-and-breakfast inn, community center, recreation building, or a restored single-family residence. This approach is consistent with General Plan Land Use Objective ld. 46 JUNE 1995 MARSH CREEK ROAD SPECIFIC PLAN LAND USE AND CONSER.VA TION ELEMENT 3. Land Use Designation Interpretation Policy LU-12. Policy LU-13. Those land areas defined as unbuildable by the goals, objectives and policies of this Plan, such as ridge lines, deed restricted areas, slopes over 40 percent and creek corridors, do not accrue development rights that could be transferred to other locations. Parcels in the study area which contain less acreage than the designated allowable minimum parcel size are allowed one unit. For example, if three acres of property is in a 5-acre minimum designation, the three acres can be developed with one unit. D. Affordable Housing Provision The City's main emphasis on development of affordable housing is outside the study area in the Town Center, where commercial services and transit are more available and higher residential densities are appropriate. However, all development in the study area is to contribute its fair share toward addressing affordable housing needs in Clayton. Therefore, the following policy is included. Policy LU-14. All development in the study area shall contribute its fair share toward addressing affordable housing needs in Clayton, as specified in the Housing Element of the General Plan. E. Park Development Policies The City will provide for park development in the study area according to this set of policies, with the objectives of providing neighborhood parks as required by the Growth Management Element of the Clayton General Plan, and providing local or pocket parks or open space amenities in most development areas. The City's Growth Management Element requires the development of parkland at a rate of 3 acres per 1,000 residents. This will result in a need for approximately 3 acres of parks under Specific Plan buildout. 47 MARSH CREEK ROAD SPECIFIC PLAN LAND USE AND CONSERVATION ELEMENT JUNE 1995 Policy LU-15. Neighborhood parks shall be developed on some or all of the potential park sites designated in Figure 6. When any of the sites shown on Figure 6 is proposed for development, the City will consider in detail whether a neighborhood park should be constructed on it. If a neighborhood park is appropriate, the City will require this dedication of land as a condition of approval for the proposed development project (instead of requiring payment of Parkland Dedication Fees), or it will purchase the park site at fair market value using funds collected as Parkland Dedication Fees. Once acquired, the land will be developed by the City for active recreation including playing fields, play equipment and tot lots, as appropriate. Policy LU-16. All developments in the Specific Plan area should include some form of local park, pocket park, greenbelt area, open space, common equestrian facility or similar amenity. Site plans for all projects should include parks or open space amenities, which shall be reviewed by the City for adequacy. Credit for these amenities toward the Parkland Dedication fees may be considered by the City depending on the size of and the local or regional significance of the amenity being offered. F. Study Area Development Potential At this time, only three site plans have been developed for individual parcels within the study area, so there is no way to say with ce1tainty exactly how many units may be developed under the Specific Plan. However, the gross acreages within each indicated development area give some indication of probable Specific Plan buildout. As shown in Table 2, the areas delineated for development could probably accommodate a total of 290 new units. When added to 44 units that exist or are approved in the study area, tliis will create a total of 334 units in the area. Among the 334 units in the area, 326 would be in development areas with densities of one unit per acre or greater. Under the Specific Plan, these will generally be the only homes in the area that receive new urban services such as sewers. The remaining 8 units will generally be served with septic systems. The Specific Plan also includes a total of I . 8 acres for new neighborhood-serving commercial uses on the Rodenburg property. This commercial property will be connected to sewer and water service when development occurs around it. 48 Chapter VI RESOURCES ELEMENT Ill 1111 Ill This chapter outlines the resource conservation programs and measures that are to be included in the Specific Plan. The locations of these features of the plan are illustrated in Figure 7. A. Agriculture and Open Space Preservation Existing agricultural and open space uses are encouraged in areas within the study area where development does not occur. The following policies are intended to preserve these agricultural and open space uses. Policy RE-1. No lands outside the limit of urban development identified in Figure 7 shall be developed for urban uses under this Plan. Urban development is defined as any development which exceeds a density of 1. 1 units per acre. Most areas within the proposed limit line are already targeted for development under this Specific Plan. The limits of development have been set based on topography and natural features. Urban development is generally limited to the relatively flat valley of Mount Diablo Creek, which terminates at the end of existing rural development and the start of open range land. Additional urban development is allowed in valleys where it will not be highly visible from Marsh Creek Road or existing pmtions of Clayton, which will ensure that the existing rural qualities of the hill slopes along Marsh Creek Road are preserved. Policy RE-2. When any parcel is subdivided for development under the Specific Plan, the title or development rights to those portions of the parcel designated as Open Space in this plan, shall be offered in perpetuity to the City, East Bay Regional Park District, the State of California, or another appropriate public agency, or non-profit land trust. If development rights arc vested with one of the organizations listed above, it shall be so noted on the deed. The title to and maintenance responsibility for the undeveloped areas may be transferred to a Homeowners Association. 49 _<'~: _:1•-~_i,·.~.. ,-" '::. .. : . '· - ··-·,.,.,.,,.· 1 :, :_< .,\ -I I ... _ \ ! ' . ·-·---/1 -•♦.t-::-··- ,· .-,, ~~ a ·, .. i . • <> I --- ,~;...---: . ,· ·. ( -:: ... ---= 1-0/lA Y:~_:. . ... ~;-~f-~-;,,, ,{(':· /" ,. ~~ ,,, (~-/ V •. )~-:_,.-;-,'/ . /, ,,,. ~ \/), ) ' ·.,-,,,. •/ ~,. \• ~--, • \ \."--·'-:---.._ /,• I//;"// ... , I J Legend -• -Specific Plan Boundary ····-··· •••••• 1111••·· 0 Limit of Urbanized Development l\reas Creek Corridors and Palhways Potential Public Trails Conceptual Location of Potential Park Sites Major Ridgelines to be Preserved Knolls to be Preserved -0 300 600 l:lDO Sc,.l~ in Fce1 MARSH CREEK ROAD SPECIFIC PLAN ■ ■ ■ FIGURE 7 Plan Conservation Features Amended by Resolution 14-2005, dated 4/5/05 BRADY AND ASSOCIATES, INC. PLANNERS AND LANDSCAPE ARCHITECTS. M;\RSI! ROAi) Sl'l CIF!C FLAN Rl S<H This will ensure that open space immediately adjacent to developed areas is maintained. A similar, alternative method of open space preservation may be considered by the City if it is proposed by a developer. Policy RE-3. No single loaded public or private streets shall be built where they would face on to land designated for Agriculture within the General Plan. A "single loaded street" is a street with houses on only one side of it. Single loaded streets (public or private) tend to encourage growth and development on the undeveloped side of the street. This policy discourages such growth inducement. This policy does not, however, apply to private driveways that have granted the City an easement (minimum 5 feet wide) along the undeveloped side of the driveway. This City easement would prevent access across it without City consent. Policy RE-4. B. Creek Preservation and Enhancement Development along the major creeks in the study area shall include creek preservation and enhancement programs. Any creek preservation and enhancement programs may occur only if found appropriate through site-specific review by the City. Targeted creeks include Mount Diablo Creek, Russellmann Creek, and two others without common names, which have been designated as "Oak Creek" and "tfolmes Creek" in this plan. No development other than trails shall be allowed within specified buffer zones along any of these creeks. An exception shall be permitted to allow infrastructure (e.g., water, sewer, gas, electric, telephone, cable) to be undergrounded within roads or fire lanes cunently existing within specified buffer zones. Landowners shall be encouraged to enhance these creeks by recreating natural channels, planting native vegetation and using naturalistic flood and erosion control techniques. Where enhancement projects are undertaken, creek setbacks will be reduced incrementally, creating an impetus for landowners to include enhancement projects in developments. Creek enhancement guidelines are included in Policy DD-8 and its sub-sections. Creek banks will also be locations for trails in the study area, as described below. "Oak" and "Holmes" creek are recognized as separate from Mt. Diablo and Russellmann creeks due to their substantially different physical and hydrological characteristics. Roads and infrastructure may be located within specified buffer zones along "Oak" and "Holmes" creeks if creek enhancement projects are petformed. All creek enhancement projects will be reviewed by the Planning Commission. 51 MARS!! CRI.EK !{()J\I) SPi:Clfll RES011RC1:S FLFMl NT !NE I C. Sensitive Zones Figure 8 shows sensitive zones in the study area as identified in this Specific Plan. Sensitive zones include riparian con-idors, ridgelines, chaparral, serpentine, existing easements, and slopes of 40 percent and above. As stated in the various policies of this plan, these sensitive zones are generally not appropriate for urban levels of development (above one unit per acre), and should be studied closely before rural or ranchette development occurs in them. The boundaries shown on Figure 8 for both sensitive zones and development areas are only approximate, and will require confinnation when site-specific projects are proposed. Particular care will be required where development areas are shown as overlapping with sensitive zones. Policy RE-5. D. Trail Network A trail network shall be constructed in the study area along the Mt. Diablo Creek corridor, and it shall be encouraged in other locations to connect to parks, Mount Diablo, Black Diamond Mine Regional Preserve and Contra Loma Regional Park. On parcels to be developed, trnils will be built to the specifications shown in the Design and Development Standards, provided that they are not redundant with planned sidewalks and would not require inordinate amounts of grading. Trail construction by a developer shall generally be a condition of approval for an individual development project unless an exception is made by the City. Trails are used heavily by Clayton residents, and new residents will demand trails as well. Thus the construction of trnils will be a benefit to the individual projects involved. In other locations, trails will be built to connect the study area with smrntmding open space areas, provided that arrangements can he made with individual prope1ty owners for their construction and maintenance. Since most of these potential trails would run through private property that is subject to only limited development under the Specific Plan, the City may have difficulty in completing this trail system. However, inclusion of these potential alignments in the Specific Plan will ensure an appropriate direction for future trail planning. 52 Legend --- Sensitive Zones: • Riparian Corridors • Chaparral • Serpentine • Easements • Slopes 40% and over • Knolls • Portions of the West Face of Keller Ridge with Slopes over 26% General Limits of Specific Plan Development Areas where development is projected in sensitive zones will require further study before development proceeds. IN••I 5 Acres -0 300 600 1200 Scale in Feet MARSH CREEK ROAD SPECIFIC PLAN ■ ■ ■ FIGURE 8 Sensitive Zones in the Study Area BRADY AND ASSOCIATES, INC. PLANNERS AND LANDSCAPE ARCHITECTS MARS!! CRI l'K ROAD SPH'!HC PLAN RI SOl JRCFS .EMFNI 54 Chapter VII DESIGN AND DEVELOPMENT STANDARDS 1111 II Ill These Design and Development Guidelines offer a tool to designers and builders to retain and enhance the character of the planning area as it develops. They will be used by the City to evaluate development proposals. The Guidelines will direct future development to reflect the planning area's rural nature. These Design Guidelines apply to all portions of the planning area subject to development under the specific plan. They address six primaiy topics: Site Planning Creek Corridors • Streetscape and Landscape Architecture • Residential Architecture • Energy and Resource Conservation Commercial Development A. Residential Site Planning Policy DD-I: Each development plan shall indicate building envelopes for each lot within the Ranchette Residential, Rural Residential, Low Density and Medium Density designations. DD-I a. Definition. Building envelopes are areas shown in plan that define the portion of a parcel that may be developed with residences, paving, parking or ancillary structures. Areas outside of building envelopes are to be part of private parcels, but are to remain in open space, gardening, grazing, or agricultural use. Areas outside of building envelopes may also be used for driveways, swimming pools, or spas. A diagram of a building envelope is shown in Figure A on the next page. 55 CRlcFK lW/\l J :';Pl ClflC il!NJ· I t, ND DEVEi J ll'MI NT STANl)/\!WS A B DD-I b. Goals. The use of building envelopes for planning purposes will protect the visual and physical quality of the Marsh Creek Road scenic corridor, riparian areas and hillsides. Envelopes shall also respond to long range vistas, site-specific topography and vegetation. DD-le. Envelope sizes. Maximum building envelope areas by density are: 12,000 square feet for Ranchette Residential. 8,000 square feet for Rural Residential, Low and Medium Density Residential. These envelope sizes may be expanded by 20% on any lot where all construction is only one story tall and when such an allowance would not conflict with General Plan lot coverage standards. Since lots in the Suburban Density Residential area would be relatively small, no building envelopes are required, but the setbacks described below must be followed. DD-Id. Envelope delineation. Proposed building envelopes shall he delineated by a project proponent in any application for development. The natural features, slopes, vegetation and views that the envelopes preserve are to be indicated clearly. DD-le. Envelope orientation. Building envelopes should be oriented parallel to a site's slope so that grading is minimized. DD-1 f. Envelope siting. In Ranchette Residential areas, building envelopes should be arranged together near roadways and cul-de-sacs, as shown in Figure B. This will minimize grading, the length of access road and disturbance of open space. 56 ·-.r--------- ! '2-.S. z5 1 ~ • l r- f',Ul"/!!!P'Ty Jo' 2~' I-IN/!!. .. .. .. .. A Cl<!! K RO/\D SPECll lC Dl'SJ<;N AND ])EVI/J .Ol'Ml NT STJ\NDJ\Rl lS Policy DD-2: All buildings in the Specific Plan area shall conform to the following building setbacks: DD-2a. Standard setbacks. All buildings must conform to the following minimum setbacks, as shown in Figure A: DD-2b. DD-2c. Front prope1ty line: 25 feet to the edge of the paved street and 20 feet to the prope1ty line. The setback may be reduced to 15 feet to the property line for side-loaded garages only where the slope of the lot is 15 percent or greater. Rear property line: 25 feet. Side property line: 25 feet aggregate between two houses, with a ten foot minimum for each lot. Front yard variation: Front yard setbacks shall be varied along each street. Corner lots. Street side yards on comer lots shall have the same setbacks as front yards. DD-2d. Marsh Creek Road. In order to preserve the rural character along Marsh Creek Road, a house on any parcel bordering the road's right-of-way shall have the following minimum setbacks, as shown in Figure B: Marsh Creek Road property line: 80 feet. • Side property line: 30 feet. All buildings in development areas along Marsh Creek Road will generally be oriented away from the road through appropriate siting and screening of buildings. 57 MA!,Sll ROAi) FLAN .llJNI I f)liSJUN 1\NJ) Dl Vi'LOPMFNI STAND/\RDS A DD-2e. Urban/agricultural interfaces. In order to create a separation between prope1iies that will be developed at or above densities of one unit per acre and those properties that will be retained in active agricultural use, residences must be built with their backs to the active agricultural properties and must have rear yard setbacks of 80 feet. This is illustrated in Figure A DD-2f. Creek setbacks. Creek setbacks under this Specific Plan are described in Policies DD-8b through DD-8e. 58 Jl NF l M/\RSl CR! 1 K >AD SP1 ClFI< Pl l)J SlUN /\NI> ])I V!'LOPMl NT STANDARDS B C D DD-2g. Exceptions. Setbacks may be changed based on site specific considerations such as trees, steep topography, road/trail crossings, or appropriate clustering. Policy DD-3: Development clustering shall be encouraged in Low, Medium and Suburban Density development, provided that the Planning Commission finds that clustering does not result in a site plan that is overly dense or that impedes the conservation of natural or visual resources. Development clustering places units on smaller lots than would be normally allowed by the development densities in an area, and preserves the remaining land as open space. This concept is illustrated in Figure A. DD-3a. Minimum lot sizes. If development clustering occurs, minimum lot sizes must be maintained as follows: • Low Density: 15,000 square feet (Figure B). • Medium Density: 12,000 square feet (Figure C). • Suburban Density: 8,000 square feet (Figure D). 59 MARSH CRl'lK ROAD Sl'H lF!C Pl DESIGN AND l)]!VFUlPMEN.I /\ND/\RDS A DD-3b. Ranchette and Rural Residential. Development clustering resulting in smaller lot sizes is not allowed within the Ranchette and Rural Residential land use designations, since these designations' intent is to create large lots with residences separated by rural lands. Policy 00-4: The visual impacts of grading shall be minimized in the study area, both by limiting the amount of grading and by properly contouring areas where grading occurs. DD-4a. Grading limitations. Site grading shall generally be limited to areas within the building footprint, under access roads and driveways, and where necessary to create modest yards or to correct unusual site conditions such as landslides. DD-4b. Building fonns. Buildings and roads should generally conform to the topography consistent with geotechnical recommendations. On sloping sites, buildings should have multiple levels, and be dug into and stepping down the hill, as shown in Figure A. No terracing flat pads shall occur in areas with natural slopes above 20 percent. For the purposes of this policy, "natural slopes" shall include those slopes that have been graded to make necessary landslide repairs. DD-4c. Localized grading. More extensive grading may occur on a limited basis, if absolutely necessaiy, where it will improve the visual quality of a site. However, any grading shall be accomplished with sensitive contouring, vaiying slopes and gently rounding tops and toes of slopes into the natural grade. 60 Jl/;'-!L l A B M/\Rs,Il CHHK !{0/\D SPECIFIC PL/\N DESIGN AND DFVFLOPMFNI ST/\ND/\RllS NtJT TJ/15 DD-4d. Visual quality. Where grading occurs, new slopes must be configured to retain the natural character of the site, as shown in Figure A. In plan view, new contour lines should be rounded to mimic natural contours. Graded slopes should undulate and should not result in relatively flat planes. DD-4e. Slope steepness. No miificial slope should exceed the naturally occuning slopes in its immediate vicinity, and graded slopes greater than 3: 1 are prohibited without special mitigation or circumstance. See Figure B. DD-4f. Feathering. Graded areas should be "feathered" so that there are no abrupt transitions between flat areas and graded slopes, or between graded and ungraded areas, as shown in Figure B. DD-4g. Grading plan. To aid in the evaluation of development proposals, all applicants shall submit grading plans at a minimum scale of 1" = 40' that clearly show the limits of areas to be graded, existing and proposed contour lines at 2-foot intervals, and the steepness of slopes that would be created through grading. 61 MARS! I Cl<i'LK l<< JAi) SPFClllC l'L1\N JiiNl I DESIGN ) D]Vi•:LOPM!'NT STJ\NDJ\RDS A -B , --------------i .!:ld7lli5 C D Policy DD-5: No development shall occur along the tops of ridgelines and knolls identified in Figure 7, as shown in Figure A. DD-Sa. Silhouetting. No development will be permitted where a structure would appear to be silhouetted against the sky when viewed from any point along Marsh Creek Road, or from any publicly owned open space, as illustrated in Figures B and C. DD-Sb. Distance from ridgeline. The minimum height difference between the top of a building and the top of ridge lines and knolls shall be 25 feet in areas which can be viewed from below along Marsh Creek Road or any publicly owned open space, as shown in Figure D, to ensure visual space between the rooftop and the ridgeline or knoll. DD-5c. Grading. Grading is strongly discouraged within 25 ve1tical feet of the top of a ridge or knoll. 62 JllNl I 'J<J5 M/\RSTI Cl<l'LK l« >AIJ Sl'l:CIHC PLAN AND])! VFl .OPMFNT AND/\RDS A Policy DD-6: Existing trees should be retained wherever possible. DD-6a. Tree identification. Each site plan shall include the outlines of the tree canopy on the entire site, and the trunk and canopy locations of all existing trees of 6" in diameter or greater, measured at 24 inches above grade, which are within 50 feet of the proposed limits of grading or construction. Measurement is illustrated in Figure A. DD-6b. Large trees. Trees with a trunk diameter of 6" or greater at 24 inches above grade shall not be removed without specific review and approval by the City. DD-6c. Trees outside building envelopes. Trees outside building envelopes or setbacks may not be removed unless removal is consistent with the Tree Preservation Ordinance. DD-6d. Protection of oak h·ees. No development pr~ject under this Specific Plan shall result in the removal or damage of more than 25% of the oaks with a diameter of 6" or greater at 24 inches above grade within the area delineated after removal of all applicable setbacks. DD-6e. Tree replacement. Any trees that are removed for a project shall be replaced with trees of a similar species, at a 2: I ratio for tTees in 24" boxes, or at a 3: I ratio for trees in 15 gallon containers. DD-6f. Arborist review. If a proposal calls for removal of any oak trees, or for the removal of more than five other trees, then an arborist shall be consulted, and his or her report submitted to the City, to verify the need for tree removal and to oversee the replacement of h·ees. DD-6g. Christmas tree fann. Trees planted for harvest as part of the Christmas tree farm on the Temps property is exempt from the above provisions. 63 MAl<S!I !WAD SP!Cll•IC PLAN DFS!UN AND DIVFLOPMENT STANDARDS A Policy DD-7: Policy DD-8: : 3,o 1 MIN :5l!T6"-,C,< < ~ ' ?.S .<.~·.,. v~,..•e? '5/!f~ ? r B Detention basins shall be of sufficient size to contain storm water runoff during the rainy season, but should also be flat enough to be used as an open space or recreational amenity while dry. This is illustrated in Figure A. 8. Creek Corridor Preservation and Enhancement Creek corridors in the planning area shall be preserved and enhanced. DD-Sa. Top of bank. Setbacks from creeks are defined by the "top of bank". In this Specific Plan, "top of bank" means the point where the banks of a creek change in slope from relatively vertical to the relatively flat areas next to the creek. Where no such bank exists, applicants shall create banks through the creek enhancement measures described below. The location of the "top of bank" shall be proposed by each individual project applicant and approved by the City Engineer on a case-by case basis. DD-8b. Minimum creek setbacks. In most cases, no building development, roadway construction or non-native or pennanently iITigated landscaping shall occur within 75 feet of the top of bank of either side of a creek, as shown in Figure B. This setback may be reduced if creek enhancement projects are included in a development, as described below, but creek corridors shall not be less than l 00 feet wide, including the creek channel, under any circumstances. DD-Sc. Uses in creek setbacks. Creek setbacks shall generally not be developed or landscaped for urban or suburban uses. including stn1ctures, roadways, yards, lawns or swimming pools, and shall be left in a natural state with riparian vegetation and trnils. Creek setbacks may be crossed by bridges and roadways, provided that crossings run perpendicular to the creek and follow the guidelines in DD-Sh. Exceptions to these use restrictions may be granted by the City upon findings of 64 Jl M/\RSll CRI J:K ROAD SPJCll IC I ])J SION /\NIJ DJVFLOPMl'NT STANDARDS hardship or unique circumstances while insuring that the flood, ctnunag,e, habitat, etc. values of the setback are maintained. DD-8d. Setback ownership. Creek setbacks may be included in private lots and when they are, shall be counted in the overall site area for calculating density. Creek setback ownership is, however, encouraged to be vested in the City, another public agency, a non-profit preservation organization, a homeowners association or other appropriate entity to provide pathway and linear greenbelt access, maintenance and liability, and also to mitigate the environmental impacts resulting from development adjacent to creeks. These encouraged ownership options may be part of a creek enhancement project, as described below. DD-8e. Creek enhancement. Naturally occurring creek channels in the planning area have been degraded and culverted in many areas. Development proposals in these areas should include enhancement of the creek channels to provide adequate flood conveyance and create natural looking creek coITidors, including retention of existing native vegetation, planting of new native vegetation, naturalistic erosion control measures, biotechnical slope stabilization and prohibition of grazing. Where significant creek enhancement is completed as a part of a project, the required creek setback may be reduced by the City to help to off-set the costs of enhancement, down to a minimum of 30 feet from top of bank, provided that the total creek corridor shall not be less than l 00 feet. Specific standards for creek enhancement shall be included in individual development plans. 65 M;\l<Sl! CRJTK RO/\D SPJ'CJHC DFSl(]N ANI l Di'V!'JOPMENT ST/\ND:\RDS I A I I I iNI I B DD-8f. Lot orientation. As illustrated in Figure private lots should generally back up to creeks and drainage channels, in order to limit public access to the creek to a limited number of designated locations. DD-8g. Creekside trnils. In addition to creek enhancement multi-use paths offering pedestrian, bicycle and equestrian access shall be developed along one side of the tops of the banks of Mt. Diablo Creek, Russellmann Creek, and the creek on the Holmes property, in the areas shown in Figure 7, unless such a path would be redundant with a sidewalk adjacent to it. These paths are intended to meet the needs of residents whose lots are adjacent to the creek c01Tidors. Where possible. a path with a typical cross-section shown in Figure B should be constructed, but narrower paths may be necessaiy to preserve habitat or to reduce potentially damaging grading in some areas. The City will ensure coordination of creekside trails between developments in its review of applicant's plans for individual projects. Access to paths will be gained at street crossings over creeks and from open-ended cul-de-sacs. 66 Jl !NI: I A C DD-8h. '\llARS! I R< lAD SPIC DFS!,iN AND l)FV!l Ol'MENT Creek crossings. Creek crossings should be constructed of non-flammable materials and designed as aesthetic and practical bridges or arched culverts, with solid, facia-covered footings and a rural character. Bridge rails should he low and semi-trnnsparent so as to not obstruct views. Bridges should he designed to span the creek without reducing the effective flow of the stream, and should generally have footings that avoid the limits of flow of the one hundred-year storm. Acceptable examples are shown in Figures A and B. DD-8i. Drainage channels. Underground creek culverts and pipes should be avoided. Drainage channels should only be developed where absolutely necessary to convey storm flows to existing creek channels, and should have the visual character of naturally occurring creeks. Drainage channels should follow meandering courses, be planted with native vegetation, and be stabilized with rock linings or similar materials rather than smooth concrete. Examples are shown in Figure C. 67 MARSH CHI LK R< )Al> SP!'ClFIC PLAN DlS](iN AND ])J VE!,(lPMl NT STAND1\Rl)S Jl DD-8j. Outfalls. Pipe outfalls from development areas into creeks shall be designed to blend into the banks of the creek and should be directed downstTeam, rather than perpendicular to the creek channel. Rock aprons at the outfall should be designed to appear as natural rock outcrops, not aprons of loose stone. Headwalls should be faced with natural-appearing stone, or textured to resemble stone, rather than smooth fimshed. Biotechnical slope protection should be used where possible around discharge points. 68 ~\ <~~ A B MARSH Cl<LFK !WAD SPJCfflC PLAN DlS!C,N AND DFVFI .( li'MFNT ST1\NDAR!lS C. Streetscape and Landscape Policy DD-9: In order to protect the scenic quality of Marsh Creek Road, the streetscape should reflect the rural character of the planning area. Streetscape features proposed for Marsh Creek Road are shown in Figure 9, and policies for the detailed design of Marsh Creek Road are included in Policy CI-3. DD-9a. Gateways. The transitional nature of urban development within the study area along Marsh Creek Road will be defined with two different gateways in the study area, both of which will make use of existing street trees. The "Rural Gateway", shown in Figure A, will mark the transition from rural eastern Contra Costa County to the rural-residential portion of the study area. Located where Mt. Diablo Creek is closest to Marsh Creek Road, the plantings in this gateway will consist of oaks, madrones, alders and other types of native, riparian trees, planted on both sides of the road. 69 MAI.ZSll R( li\D SPH'!l'IC l'L/\N DES!CrN /\ND DEVl,J STANDARDS A B 80' SE..TtP'-C,J<. k'oAt.Se ,.,..,,...,-J.1 !JP e,-,,...,c..;/s;oe. r 2. 1i ~v~'-~es I L 5 1 SHout..Of!!-R. r,,-. c'~ s, °" v,-,vet7) z..t'-0 1 I i§~~..:;..;..-imnil!lfl~~(tltj~~ITT1llll~~ I Mf;A,1/J:Jt:l<ING )0!('$e ,?,-Tf/ ) BO'~Jt:- The "Urban Gateway", shown in Figure B (on the preceding page), will create the transition from the study area into more urbanized portions of Clayton, It will incorporate and complement the regular planting of street trees already present along the northern edge of Regency Meadows, and include a similar regular planting on the north side of the street DD-9b, Streetscage, Along Marsh Creek Road between the two gateways, both of the road's edges will have 24 foot landscape corridors accommodating a meandering pedestrian/equestrian path and clustered plantings of Valley Oaks, as illustrated in Figures A and B, Oaks will be planted in groups of three to five, with iITegular spacings of 50 to I 00 feet, but without any trees in the view coITidor areas shown without trees in Figure 9, In areas between oaks, a low understory planting of native plants, grasses and wildflowers will be planted, including rnanzanita, monkeyflower, and California golden poppy, 70 ~ "Urban Gateway" Legend •• --- Gateways Potential Entry Feature Locations Roadway Segments with Oak Clusters (Open View Corridors along Marsh Creek Road are those areas without Oak Clusters.) Specific Plan Boundary IN••I 5 Acres -0 300 600 1200 Scale in Feet MARSH CREEK ROAD SPECIFIC PLAN ■ ■ ■ FIGURE9 Streetscape Concepts BRADY AND ASSOCIATES, INC. PLANNERS AND LANDSCAPE ARCHITECTS I CR!J:K ROAi) SP! :en IC PL'\N D!SlUN DFVELOPMl:NT STANDARDS I I I A B Policy DD-IO: Each development area in the planning area should have a defined rural neighborhood character. Jl ;NJ: l DD-I Oa. Street trees. Each collector or local road should be planted with trees. In flat areas, trees should be planted 40 to 50 feet apart, as shown in Figure A. In hillside areas, trees may he planted at regular intervals or in infonnal groups of two to five. With time, these trees will become ve1y large, and will reinforce the rural residential quality of the area. DD-I Ob. Pathways. Local roads should not have monolithic curbs, gutters and sidewalks. Instead, where sidewalks are required they should be constructed of asphalt, decomposed granite or quarter-by dust in a polymer base, or another universally accessible material with a rural character. These walkways should be separated from the roadway by a minimum 6-foot planting strip to accommodate street trees and mail boxes, as illustrated in Figure B. 72 Jl § oo O V()E A B CRI FK !WAll SPJ:C!FIC PLAN DESJUN AND Dl VE!< )!'MFNT STAND,\RDS 00-1 0c. Curbs. Curbs on study area streets may be rolled or squared, or may be omitted entirely if adequate provisions for street storm drainage are included in street design. However, no rolled cubrs may be used in lieu of a formal curb cut. Omission of curbs is encouraged since roadside drainage through swales allows for infiltration and decreases runoff and water pollution. Policy DD-11: Primary entry features should be constructed at junctions of neighborhood entry roads with Marsh Creek Road, Oak Creek Canyon Drive, Pine Lane and Russellmann Road. They should be designed with sensitivity to the setting, and should reflect the rural character of the area. 00-11 a. Entty feature locations. Entry features should be located only at the points shown on Figure 9. 00-11 b. Materials and treatment. Entry features should include traditional, rural materials such as windrow planting, field stone walls, columns or rail fences. Highly reflective or machined materials are discouraged. An elevation and plan of an acceptable entty are shown in Figures A and B. DD-I le. Entry feature height. Entty feature height should be appropriate to the specific setting, in the range of 3 ½ feet to 8 feet tall. 73 MARSH CRFEK R< liill SP! C!FlC PLAN J)]'SlUN /\NJ) J)]VELOPMFNT STANl)ARDS A i'J95 B DD-· I l d. Enny feature lighting. Entry feature lighting should be ground mounted and directed inward to illuminate entty features, and should be minimized so as not to produce glare and safety hazards. DD-I le. Decorative paving. Decorative paving materials should be used to establish a definite tt·ansition between rural roads and individual neighborhoods, and should have widths of approximately 15 feet, as shown in Figure A. Policy DD-12: In residential neighborhoods, street lighting should be considered an integral part of roadway design, and should not be added as an afterthought. DD-12a. Lighting locations. Roadway intersections in residential neighborhoods should be sufficiently lit with appropriate streetlights. Few streetlights, if any, should be provided along continuous stretches of local roadways or in ranchette areas. Lighting should be located in a manner that minimizes the impact of lighting upon adjacent buildings and properties. DD-12b. Lighting directions. Stt·eet lighting should be oriented downward with no splay of light off-site. DD-12c. Lamp design. Streetlamps should be designed or selected to match the rural residential character of the area, as shown in Figure B. DD-l 2d. Lamp height. Streetlights should not exceed 18 feet in height. 74 A MAl<Sll CRF!:K ROAD SPECIFIC l'l./\N DESJGN AND ])l VJ lOl'MENT STANDAl,DS Policy DD-13: Fences and screening should be minimized and reflect the area's rural quality. DD-I 3a. Fence types. Some appropriate fence types for the area include low split rails or peeler posts, architectural wire and fences with vines or shrubs, as shown in Figure A. Windrow or orchard tree planting can also create screening within the rural spirit of the area. The overall fencing scheme in a development should be cohesive. It should include variety, but should not be random. DD-13b. Allowed fences. Fences should be visually penneable and no more than four feet tall where they are outside of building envelopes defined in this Specific Plan. Within building envelopes, fences may be up to six feet tall and/or solid, but only if necessa1y for reasons such as safety, noise insulation or to pen pets. A desire for privacy will generally not be considered an adequate reason for a solid fence. Conformance with this policy shall be required in the Ranchette and Rural Residential designations. In denser areas, conformance is encouraged but not required. DD-13c. Sound walls. No concrete or masomy sound walls should be constructed for noise mitigation in the study area. All exterior noise mitigation should occur through site design, benns or wooden fences built within building envelopes. DD-13d. Neighborhood continuity. Specific standards for fence design should be detennincd within each neighborhood in order to retain neighborhood continuity. DD-I 3e. Marsh Creek Road. A low fence should be installed along all prope1iy lines along Marsh Creek Road to create visual continuity along the road. 75 M,\RS!I ROAD SPH.'JFJC A AND Dl VJ:!OPMENT f ac, 1,.,,;,.,. :J,eTIJ,,4,"1( rlS'-~~ fl&' 1~ue. \ : I JlJNJ I DD-1 Jf. Creeks. Low fences that meet the requirements listed in DD-I 3a should be installed along property lines or easements that adjoin creek cotTidors to keep residents from mistakenly encroaching into the creek setback. An illustration is shown in Figure A 76 A B MARS!! CRl'.IK ROAD Sl'ICIF!C PLAN DlcSl(iN AND Dl:VILOPMH,JT IAND/\RDS Policy DD-14: Retaining walls should be avoided whenever possible in the planning area, for both building and road construction, and should be designed to be architecturally cohesive with development. Low stepped walls, angled or landscaped walls, or screened walls are preferable to a single retaining wall of hard materials. DD-I 4a. Retaining wall materials. Where absolutely necessa1y, retaining walls for buildings, yards, roads or other construction should be made of chipped face cinder block, interlocking concrete masomy unit (CMU) systems, treated concrete surfaces (such as colored, blasted or textured), applied fascias such as field stone, or wood walls. Glossy or untreated masomy materials and materials such as Crib-Lock shall not be allowed. DD-14b. Treatment. Retaining walls on private lots should be of the same material and design as the lot's house to appear as an integral extension of it. DD-l 4c. Stepping. As shown in Figures A and B, retaining walls should be stepped down a slope, rather than designed as a single vertical wall. DD-I 4d. Retaining wall review. Retaining walls requiring a building pennit shall be subject to site plan review by the Planning Commission. 77 MARS!! CRI'JK ROAD SPFCIFIC PLAN J{ DHSJUN /\ND .< )PM! 'NT S'l ANJ)AR J A DD-15: Landscaping should be consistent with the palette of plants naturally occurring in the planning area. DD-15a. Landscape transition. As shown in Figure A, landscaping around a house should fall into three concentric areas around the structure: Ornamental landscaping, which most closely smrnunds the house and may include exotic species, lawns, and other plant types that are not typical of the area. Ornamental landscaping should be completely within the building envelope. Transitional landscaping, which forms a second ring around the house, may include some exotic species, but should be relatively drought tolerant and should have the general appearance of native vegetation in the area. Native landscaping, which forms the outermost ring, should include only m1tive species typical of the area, planted to resemble the natural vegetation pattern. Wild, untended landscapes are preferred in this area. This landscape scheme should be followed most closely in the Ranchette, Rural and Low Density areas, where lots will be relatively large, but may be applied with some modification in denser development areas as well. DD-!Sb. Turf. As a means to conserve water and maintain landscaping consistent with the natural surroundings, areas of turf or lawn should be limited to the minimum necessmy for recreation and active use. DD-l 5c. Drought tolerant landscaping. All streetscape and on-site landscaping in the study area should be drought tolerant, in accordance with the City's Water Conserving Landscape Ordinance. 78 JlJNl I ROAD Sl'!ClF!C !)l :s1uN AND !)l(VFJOPMFNT ANDARDS A l 5d. illfil!l@g;5'..l!~~ Landscaping and spot grading should accommodate increased runoff that results from site development by directing runoff into vegetated areas. D. Residential Architecture and Building Design Policy DD-16: All buildings shall conform to the maximum building heights in the planning area. These heights vary depending on topography, and are generally intended to require buildings to conform to their underlying topography. DD-l 6a. Flatland and low slope development. Flat and low slope (0-20% slope) construction shall not exceed 35 feet in height. DD-l 6b. Downslope development. Downslope sites are those with slopes over 20% where the roadway is at the top of the slope. On these sites, houses should appear to have one sto1y front elevations with a maximum height of 28 feet above grade at the front of the house. These homes should te1rnce down the slope, and shall follow a low profile no more than 35 feet above finished grade at any point of construction. This is illustrated in Figure A. 79 MARS! CRJ:EK ROAD SJ>! CIFIC PLAN DESf(iN /\ND DEVELOPMl'NT STANDARDS A Jl lNL l 9'l5 B DD-16c. Upslope development. Upslope sites are those with slopes over 20% where the roadway is at the bottom of the slope. As shown in Figure A, houses on these sites should be te1rnced to follow the slope, and may not exceed more than 35 feet above the finished grade at any point of construction. DD-l 6d. StTeet level entiy. Where practical, the main entI-y to a house should be located at or near street level to create a presence for the building on the street DD-l 6e. Under-building screening. As shown in Figure B, the distance between the lowest floor of a structure and finished grade where it meets that floor shall not exceed six feet without articulation, or twelve feet totaL Such areas must be covered with finished walls, and may not be left open, 80 Jl A C \ \ M/\l<Sll REl K ROAD Sl'ECiFIC DI Sim~ AND D!VIU lPMFNT STAND/\lWS Policy DD-17: Architectural style should reflect traditional rural architecture and the study area's rural character and mild climate, and emphasize the idea of a cohesive community. DD-l 7a. Architectural~. Simple detailing is prefened. Architecture in the study area should not copy an imported style such as Tudor or Spanish, and should not visually compete with surrounding buildings. Acceptable examples are shown in Figures A through D. DD-17b. Building articulation. All sides of residences constructed in the study area should be detailed and articulated with relief elements and changes in plane. No wall should extend more than 24 linear feet without a change in plane or other form of articulation such as a bay window, chimney, trellis or change in materials. These features will create depth and interest on building facades. 81 MARSH CRl:l:K R<lAD SPH'IFIC Pl,AN l)J'.Sl( iN AND DFVFLOPMFNT ST AND/\RDS A C JtlNli !'195 B D DD-I 7c. Finishes. Materials traditionally used in rural areas of no1thern California are preferred, particularly horizontal wood siding, shingles, and fieldstone bases. Plywood and other sheet siding materials should be avoided. DD-17d. Exterior colors. Finish colors should emphasize earth tones, and avoid reflective colors. DD-I 7e. Windows. Glass may be clear or tinted, but not reflective. DD-l 7f. Chimneys. Chimneys should complement the style of the home in height, width and materials. Chimneys should be sheathed in materials that have an exterior appearance of being fire resistant such as brick or stone, as shown in Figure A Materials that appear to be flammable or ternpormy, such as wood siding and sheet metal, should be avoided, as shown in Figure B. DD-17g. Balconies, Decks and Exterior Stairs. Balconies. decks and exterior stairs should be designed as integral components of the structure. They should reflect the style of the home and not appear to be "tacked-on", as shown in Figures C and D. 82 11 MARSH CR! lK R< JAi) SPECIFIC PL\N DFSl(iN AND rn:vEI.(lPMJ·N'l A B (001. C D Policy DD-18: The potential visual impact of repeated garages with doors on the street should be avoided in study area development. In many residential areas, large garages facing the stTeet create an unappealing street facade. These guidelines are intended to reduce this impact. DD-18a. Garage siting. As shown in Figure A, garages should be pulled back from the front of the house, turned perpendicular to the street or placed behind the house wherever possible. DD-l 8b. Large garages. The apparent width and mass of garages for three or more cars should be reduced by dividing the garage into sections. For example the two car section may be pulled slightly f01ward, as shown in Figure B. DD-l 8c. Restriction on overall size. A house's street facade should not be composed of more than 50% garage door, as illustrated in Figure C. DD-18d. Drivewa)'.'s. The apparent size of driveways should be minimized through the use of single-lane driveways that flare near the garage, and shared driveways for more than one house. 83 MARSH Cl<EEK ROAD SPFC!F!C PLAN i)FSi<iN AND l>l VFLOPMFNT STANDARDS A B JUNE Policy DD-19: Because of the planning area's high visibility, roof design should be varied and articulated. DD-l 9a. Pitch. Roof pitch should not exceed 12: 12. Multiple pitches are discouraged, aside from the case of sheds. Flat roofs with a pitch less than 4: 12 are prohibited. Acceptable roof pitches are illustrnted in Figure A. DD-l 9b. Irregular shapes. Irregularly shaped roofs such as mansards and domes are prohibited. The use of dormers, bays and shed-type roofs is acceptable. DD-19c. Roof orientation. Roofs should generally be oriented parallel to the contours on a site, rather than perpendicular to the contours. DD-I 9d. Materials. Roofing materials shall be non-reflective, and must be fire rated at Class A. Dark roof colors are encouraged to blend with the relatively dark colors of the surrounding hills. DD-I 9e. Mechanical equipment. No mechanical equipment should be visible on roofs, as illustrated in Figure B. 84 JUN! B ' MARSI! CRHFK l<OAl) SPIC!FIC PLAN m:sION AND rn•:VF!()l'MENT STi\NDAims l.._ ____ _.._ ___ _:i E. Energy and Resource Conservation Policy DD-20: Buildings in the planning area should be oriented where possible to attain maximum solar benefit for both heating and cooling. DD-20a. Solar orientation. To allow for solar gain in winter, most glazing should face south. The winter sun is primarily in the southern sky. To avoid summer solar gain, minimal glazing should face east or west. The sun is low in the sky on the east and west on summer mornings and afternoons. These concepts are illustrated in Figure A. DD-20b. Overhangs. To shade summer sun, overhangs on the south, east and west of a building should be at least two feet deep, with covered porches and deeper overhangs where possible on the south elevation, as shown in Figure B. 85 \AARSl I c "kHK ROAD SPECIFIC PLAN JIJNh I l lFSJCrN AND ])1 :vn OPMFNT STANDARDS A DD-20c. Landscaping. As shown in Figure A, deciduous trees that create shade in summer but allow light to pass through in winter should be planted along building edges, particularly on the east and west where summer sun is lowest in the sky. DD-20d. Title 24. As per State law, all buildings in the planning area must be designed to comply with Title 24, which ensures energy conservation. Policy DD-21: Study area development shall incorporate water conservation measures such as low-flow plumbing fixtures and drought tolerant landscaping. DD-21 a. Plumbing fixtures. In conformance with the Unifonn Plumbing Code, all residences in the planning area should include water conserving plumbing fixtures such as low-flow shower heads and toilets. DD-2 lb. Drought-tolerant landscaping. In keeping with the City's Water Conserving Landscape Ordinance, all landscaping on public and private lands should be drought-tolerant. Only limited amounts of turf should be included in private yards. 86 J1JNJ I A 1\1/\.RS!l CRl I K RO/\D SPLCfrlC PLAN I )f .SK iN /\Nl) I)] vrn ( lPMFNT STMmARDS F. Commercial Development The only commercial use in the planning area will continue to be on the site of the existing Rodie's store, which may expand to play the part of a neighborhood commercial market. The following design guidelines would be followed for any expansion or reconstruction of the store. Policy DD-22: Commercial development shall be designed to reflect the low intensity, rural character of the study area. DD-22a. Building height. Any new commercial construction may not exceed 25 feet in height, as shown in Figure A. 87 MARS!! Sl'FC!FfC PLAN JNE !995 DESIGN /\ND DFVFLOPMFNT S IAND/\RDS A B DD-22b. Any new commercial construction should follow the rural style of the existing Rodie's market, existing commercial development in central Clayton, and the study area as a whole. Simple massing and detailing, and simple materials such as wood siding, are preferred. DD-22c. Side and rear facades. Any side or rear facade of a commercial structure that will be visible from surrounding roadways, houses or open space, as diagrammed in Figure A, should be treated architecturally in the same manner and with the same level of detailing as the main building facade. DD-22d. Service areas. Se1vice areas for commercial uses should be screened from surrounding roadways, houses and open space with vegetation and fencing, as illustrated in Figure B. 88 JlJNE l'l95 A B MARS!l CREEK ROAD SPFCIFIC PLAN D!SlGN AND DFVEI < lPMENT ST/\NDJ\Rl),s: Policy DD-23: Parking to serve commercial development shall be visually unobtrusive, with adequate landscaping and setbacks from the street. DD-23a. '-"'-="'· As shown in Figure A, the entiy to the parking lot for the store should be located on the collector street adjacent to the site, and not on Marsh Creek Road. This will help to avoid safety and congestion problems on Marsh Creek Road. DD-23b. Paving. The current gravel parking lot serving the Rodie's store should be maintained, since it is in keeping with the rural character of the area. DD-23c. Perimeter landscaping. As shown in Figure B, the parking lot's edges along public streets should be bounded by landscaping areas with a minimum width of six feet on Marsh Creek Road and four feet on the adjacent local or collector street. These areas should be planted with trees and shrubs. 89 l'vl!\RSH CRl<ls'.K ROA! l SPEC!HC FLAN llFSJUN AND DFVFL< >PMFN l STANDJ\l<l)S A JllNI: l Policy DD-24: Signage for the commercial development shall be limited, and should he designed to conform with the rural residential qualities of the study area. DD-24a. Monument sign. As shown in Figure A, the commercial development may have a maximum of one monument sign along Marsh Creek Road, with the following dimensions: • Overall width: 84 inches maximum. • Image width: 48 inches maximum. • Overall height: 60 inches maximum. • Image height: 30 inches maximum. The monument sign should be designed with materials and finishes such as wood and stone to blend with the rural character of the area. 90 JlJNl l 9'l5 MJ\RSII CRFl'K RO/\J) Sl'lC!FlC Pl.1\N DLSIGN /\ND DEVFLOPMLNT ST/\ND/\Jms 7:2'r-1~. A B {f ffl} M ~~lka-t ~ to/~fi ~ J ,k',r.lNIN6 SIGH C D DD-24b. Building mounted signage. Each store within the commercial development may have one of the following types of building mounted signs, whose locations are shown in Figure A. Auto sign. Maximum of one per business, with maximum dimensions 72 inches wide by 24 inches tall, as shown in Figure B. Logo sign. Maximum of one per enh-y, with maximum dimensions of 30 inches by 30 inches, as shown in Figure C. Awning sign. Mounted or painted on an awning, with a maximum coverage of 50 percent of the awning length. Maximum image width of 72 inches, as shown in Figure D. DD-24c. Sign illumination. Signs should be externally illuminated; they should not have neon or internal lights that makes them "glow" at night. 91 M/\RSJl C'Rl EK ROAD SPLC!FIC PLAN DlSl<iN /\ND rn<VHLOPMENT STANDARDS 92 ,llJNE I Chapter VHI CIRCULATION ELEMENT Ill Ill Ill This section identifies the framework for vehicular, pedestTian, bicycle and equestTian circulation within the planning area. It establishes standards and conceptual configurations for roadways and paths, and it sets policies for access and roadway design. Policy Cl-1. A. Roadways Roadways serving development areas shall generally conform to the pattern shown in Figure l 0. Where Figure l O shows that a roadway is required to serve development on several different parcels, roadway planning and construction for each parcel shall include provisions for access to adjacent parcels. The roadway circulation system proposed for the Specific Plan is shown in Figure I 0, and typical sections of the proposed roadways are shown in Figure 11. As outlined in the policies below, development in the study area should generally include the roadways and access points that are described below. I. Roadway Types Policy Cl-2: All roadways developed under the Specific Plan shall be built to follow the standards of one of four types of streets: arterials, collectors, local roadways and minor cul-de-sacs. The following roadway standards will be applied by the City to all new development in the study area. These roadway standards are different from and take precedence over those in the City's Development Standards, which will continue to apply elsewhere in Clayton. These roadway standards generally allow for naITower roads than are found elsewhere in Clayton, as a means to respond to topography and preserve the low-density, semi-rural feeling of the study area. 93 Legend .......... Arterial Street (Marsh Creek Road) 82' ROW, 34' pavement Collector Street 48' ROW, 32' pavement Local Street 44' ROW, 28' pavement Development Area Boundaries Specific Plan Boundary 1N~l1 5 Acres -0 300 600 1200 Scale in Feet MARSH CREEK ROAD SPECIFIC PLAN ■ ■ ■ FIGURE 10 Circulation Plan BRADY AND ASSOCIATES, INC. PLANNERS AND LANDSCAPE ARCHITECTS /,/-9t, (' '"'-. d "-.~--f -t ~\~ •. /~ "'· -' . ( r/ -, . ~, -t;{Y:1.._ -~ ,,, • ..,.s. <j[~I\.V w_ ' , ,;,., Ai11,Ji'ffl . ,.. 80' SE-~)<_ i•••')e•'L""'.:'"~St 24 Wvs~ w/ f'fft%9rt<!AfJ ,ff.IC 1/o;<x. /Jl171-ff,"' e,JvH SIP& Z-/2-~ve1.-U'-HES -z+'-o; 8:2 1-0".K/W Arterial Road -(Marsh Creek Road) r\..,-1. CJ~\ )~,~~ f ~, ;'~ ~:.'} -:: ~ V:UJ;.,, ' , ' 1J -5 1-sHour..oe.R. TYP /:fac!-r S,0t:. {f'AVer!} 80 1 5ETtJ,/'x:K <1 :i'i,, \ -~~ < _,:fr_'; ;, ~-\~/ / i ~ ":~ .;.~:.} -,·,-;,, <z-~ ,., . ' . ~. ~ .... r l"~~VI 1 1 e;_ J--IN-I'-. a;, Or'- A Sf' II />.t-1 , G, , 'V-dl"' 7Y/.' p--.-5/06 I.,,/,, I eff-b :2--/t'J17"t'-v&L [/--I/E'S ::u, '.:?" 44 1 -0° Rj...J Local Road < ~ ~ MARSH CREEK ROAD SPECIFIC PLAN CITY OF CLAYTON CALIFORNIA J;kAOY AHO AIIOClJi.fD, [NC. Pl.ANNBI.I AlC> LANOtCA11lA.RCHTT'BCtl r} " f ., . .,--), .\.. ./. ~ \~ c.f ~ ._,;', r 1 I Alh. ~\lml!bJ r(';; ! -·::;\ -j~r,( ,-. ..,_ •~~ .... : 1'G·~d/O~ .z-1/-rJ"r-vt!fL-/../Y-1135 l p.t;. t7~ /--6P11n-vr 32Zc" " Collector Road ,.,~, r' '- / .,':{_J,, r~) I ;\ ~►. 4-3'-o" ~.,./ )r--} ( ,::' , . ..,._.-'1. )~-1.A / ~\JW· l _, 2-1ar~L~&S J 2c-o-" 2a~o''/"'-./W Minor Cul-de-Sac FIGURE 11 Street Sections MARS! I CR! :1 K RUAD SP! CI!· IC Pl.AN Cll<Cl il AllON ll JM!XI The roadway standards do not include necessary public utility easements (PUEs ). In many eases, PU Es will extend beyond the edges of roadways or walkways onto private lots and open space areas. CI-2a. Arterial roadways. Marsh Creek Road will be the only mierial road in the study area. The road will maintain its current east-west alignment and will serve as the major route through the area. Marsh Creek Road will be the only access way to all development within the study area. The roadway will have an overall right-of-way width of 82 feet, which will generally accommodate two 12-foot wide travel lanes, paved five-foot shoulders that will serve as bike lanes, and 24-foot wide planter strips accommodating street trees and qumier-by-dust pedestrian and equestrian paths. At some intersections, the paved area will be expanded to accommodate one or two turn lanes. CI-2b. Collector roadways. Four collector roads connecting to Marsh Creek Road will serve the residential developments in the study area. These roads will include the following: The access road to the Hemiland, Moita and Morgan sites, which is refened to as Oak Creek Canyon Drive in this Plan. Pine Lane from Marsh Creek Road to the Oakwood subdivision. • Russellmann Road from Marsh Creek Road to subdivision streets. • The loop road through the Development Area B, connecting to Marsh Creek Road on the James/Iverson and Rodenburg properties. The collector roadways will have pavement widths of 32 feet within a 48-foot right of-way. The streets will have two 11-foot travel lanes and one ten-foot parking and bike lane. On one side of the road there will be a 6-foot planter strip, while a 6-foot planter strip and a 4-foot decomposed granite, quarter-by-dust or asphalt sidewalk on the other side of the road will complete the right-of-way. Cl-2c. Local roadways. Local roadways will provide circulation within the residential areas and access to recreation and open space areas. These roads are purposely designed to be natTOwer than standard roads in suburban subdivisions in order to maintain the rural character of the study area. Local streets will be 28 feet wide, with two I 0-foot travel lanes and one 8-foot parking lane. On one side of the road there will be a 6-foot planter strip, while a 6-foot wide planting strip and 4-foot wide decomposed granite, qumier-by-dust or asphalt sidewalk on the other side of the road will complete the 44-foot wide right-of-way. The City may consider narrower local roadway designs in areas where roadway width is limited by topography, but such narrower roadways must receive the approval of the City Engineer, the Planning Commission and the Fire District. CI-2d. Minor cul-de-sacs. Minor cul-de-sacs may be used to create narrow paved roads while providing access to up to ten homes within residential areas. Minor cul de-sacs will have 20-foot paved widths accommodating two I 0-foot trnvel lanes and no on-street parking, with a 4-foot wide planter strip on each side serving as a utility easement, for a total right-of-way width of 28 feet. Minor cul-de-sacs may only be 96 J11Nl I M/\RSl l ClZFl'K RUA! l Sl'hC!flC PLAN CIR( 'l ll .i\Tl< )N I l J:Ml:Nl constructed where on-street parking will be provided on local or collector roadways within 500 feet of every unit, or where adequate resident and visitor parking can be provided on-site. CI-2e. Roadway ends. Roads that tenninate within the study area should generally be designed with cul-de-sac bulbs with a minimum radius of 35 feet. Hammer head road ends are generally acceptable only in areas with development densities under 1 unit per acre. 2. Intersections Policy Cl-3: Intersections built to accommodate Specific Plan buildout should be designed in accordance with the diagrams of intersection alignments shown in Figure 13. Each of the diagrams in Figure 13 shows required tum lanes in each direction at intersections with Marsh Creek Road. The intersections will have the following characteristics: CI-3a. Diablo Parkway/Marsh Creek Road. This will become a four-legged intersection providing access to Development Area A, and will include an eastbound left-tum pocket for cars entering the Heartland site. This intersection shall be signalized (when warranted) for traffic safety and to meter traffic entering the urbanized portion of Clayton. CI-3b. Pine Lane/Marsh Creek Road. This intersection will include an eastbound right-turn pocket for cars entering Pine Lane, and an eastbound acceleration lane on Marsh Creek Road. These improvements have been approved and funded as part of the Oakwood project. CI-3c. Russellmann Road/Marsh Creek Road This four-legged intersection will include a westbound left-tum pocket and an eastbound right-turn pocket for cars entering Russcllmann Road south from Marsh Creek Road, and a dedicated westbound left-turn pocket for cars entering Marsh Creek Road from the south leg of Russellmann Road. Cl-3d. Rodenburg Property/Marsh Creek Road. Will include an eastbound lefi:-tum pocket for cars entering the Rodenburg property. All of these intersection designs can be accommodated entirely within the standard rights-of-way outlined above. All intersections not located on Marsh Creek Road will be standard intersections of two lane roads, without tum pockets. 97 Split Street Section -~ Split Sidewalk Section ~ MARSH CREEK ROAD SPECIFIC PLAN CITY OF CLAYTON CALIFOR.c'IIA ~· ~r=) c~) ;~·~ft) ( \ \: Alffillll!llllll!{l 1,111'~ »a.u>Y ANO JJIOCIX!D, tNC. P\,lt.f',(NBU: AND L.t.NOICJJ'B UCHrract'I FIGURE 12 Split Street Sections -------- / / ,--, / / / / / ··.··\· ........ ::>:.:•:•:•:•:•:•: , , rr-=-=·=·=·=·=•:•=·=•:•:•:•:• I FIGURE 13 I I I I I Intersection Configurations Intersection configurations are illustrative only. Actual design will conform to accepted engineering standards that account for traffic speed and sight distance. •:•=·::.., .............. ;.:-:❖:•:•:'.i\l I I I I I ,-------· I I I I ·=•=❖=•:•=·=·=•:•:•=·=·=·=•:•:•::tJ I i;::•:•:•:•:•:-:-:-:-:-:-:::::::: =1__ MARSH CREEK ROAD SPECIFIC PLAN CLAYTON CAllFORNIA BRADY AND ASSOCIATES. INC. PLANNERS AND LANDSCAP!l ARCHITECTS MARS!l CR!! K ROAD SP! :CJFIC Pl .i\N JlJNI I ClRC1 lJ All< JN 3. Additional Policies Policy Cl-4: The City shall coordinate preparation of a plan line study for Marsh Creek Road to identify the detailed routing for the road, specifications for its construction and any necessary environmental review, using the general description of the road in Policy Cl-2a. No development in the study area will be allowed until this study is completed. Alternatively, individual developers may complete plan line studies for Marsh Creek Road for all segments of Marsh Creek Road west of their site access, and for appropriate transitional zones to the east of their site access. Policy Cl-5: Access to Marsh Creek Road shall be limited to existing driveways and those roadways indicated on Figures 10 and 13. No new driveways or additional roadway intersections on Marsh Creek Road may be constructed. Policy Cl-6: As existing parcels develop, they should rely on access from streets that follow the general layout shown in Figure 10. Policy CI-7: Internal circulation within subdivisions shall be designed at the discretion of the property owner, subject to approval by the City, provided that it allows for through access to adjacent parcels as indicated on Figure 10. Policy Cl-8: Sidewalks required for collector and local roadways need not be installed if they would nm parallel and immediately adjacent to a pathway along a creek, as specified in Section B, below. Policy Cl-9: Where required roadway widths would necessitate extensive grading, split roadway sections that accommodate the slope are encouraged. The travel lanes on roadways may be separated, and sidewalks, where required, may also be separated from the roadway level. Examples are shown in Figure 12. Policy Cl-IO: Roadways through sloped areas greater than 26'% may occur only to provide necessary access to development permitted by this Specific Plan after the roadway is found appropriate through site-specific review by the City. 100 Jl !NJ: J 9<)5 B. Pathways M/\l{Sll RU/\D Sl'FC!JslC PLAN CIRCl lLAllON J'IJ:Ml NT Policy Cl-11: Public pathways within the study area should be located along the top of creek banks and run adjacent to Mt. Diablo Creek, Russellmann Creek and the creek on the Holmes property, in the locations indicated in Figure 7. As shown in Figure 14, pathways should generally accommodate pedestrian, bicycle and equestrian users on adjacent paved and qumter-by-dust sections. The pathways are proposed to be 18 feet wide, consisting of a quarter-by-dust I 0-foot equestrian way and a paved 8-foot bikeway. Nanower or split pathways may be allowed in some areas upon approval of the Planning Commission if local topography would require extensive b'rading to accommodate an 18-foot section. Access to the paths will be gained at creek crossings and open ended cul-de-sacs. Policy Ci-12: Trails outside of development areas should be constructed where possible in the general alignments shown in Figure 7. Trails will be approximately six feet wide, graded minimally to achieve gentle slopes, and covered with decomposed granite or quarter-by-dust. An example is shown in Figure 14. 101 'I, ""· .,, }' ) ., ~ -/""' -, ~ ~ ,f'r Q , l"'o $ • l1 . ,, ,,, ~-.. .()>~ rj-1 -'b,, fo ~8-1' ) ~ . ., f) ~ __ 111 :~~~i ? ~f/,,1~rc1<-- !?7 t?l/7/ 17/--rll r-1· 1-~-' I • - ~1ul,~ ' __ -{~ -~- -,. a _,J , ) iJ ,. d ,. ~ ~: ~J ~;.. ..,~ "1; • ./) .<»~ ,, _>-v "-:J 72J~ or .8?----IIK 9> ') ,' t~.'~ -? ? Q'-1 ~ .. ,k:'..0! '1 ~ (. -! ~~<1; -t,_ ....-:w.· r.,i"'i-;:,o, 1 /J<;:. "'-~ ~~ "' ....,_ ~ MARSH CREEK ROAD SPECIFIC PLAN CITY OF CLAYTON CALIFORNIA -~ Ji II-0 {) i'""\ ~\ 1/ I ••• ~~i:11-"•i·~:.i:c-.1.:~·~~H.";:.:_:._,;•:t.-. ,..,. :r- / 0 1 cQV/4' ,t,e T £ /<. - e,y -f::X/=>1 ~ I 8r"<S>Pl-!At..,T 61 !(e-/N ,.o-f FIGURE 14 Trail Sections IHtAl>Y .u«> UIOC'I.-TD. lNC PLAHMBIU A.HD LANDSCAN AJl:CMrrac!'I Chapter IX INFRASTRUCTURE ELEMENT Ill Ill 1111! This section defines how water and sewer service will be provided to the urbanized development to occur under the Specific Plan, and it also describes planned storm drainage facilities to accommodate planned development. New sewer service provisions are described only for rural residential, low, medium and suburban density residential areas and the area's commercial development; all other land use designations would be served with septic systems. This Specific Plan assumes water service will be provided to all residences within the Specific Plan area. A. Water Service Policy IN-1: Water service for new development under the Specific Plan shall be provided by the Contra Costa Water District (CCWD) through existing and future water pressure zones. Water pressure zones are shown in Figure 15. More than half of the new development will be located within Zone 6, on the lower parts of the valley floor along Marsh Creek Road. The remainder will be within Zone 7, except for two areas, with about 39 homes extending into Zone 8 in Development Area A. Development Area A will obtain its water from a recently completed water tank in the Oakhurst development, leaving approximately 191 units in the Specific Plan area that will utilize some portion of CCWD's existing storage and distribution facilities along Marsh Creek Road. Table 3 shows proposed development within the Specific Plan area, broken down by pressure zone and supply facility to illustrate the expected impacts of development. 103 Seminary · Tank Legend Conceptual Pressure Zone Boundary (Water service currently exists only in zone 6). • •• • • • • • • • • Existing Water Main • Existing Water Tank * --- Conceptual location of potential future water tanks Specific Plan Boundary IN••I 5 Acres -0 300 600 Scale in Feet MARSH CREEK ROAD SPECIFIC PLAN ■ ■ ■ FIGURE 15 Existing Water Pressure Zones, Tanks and Lines BRADY AND ASSOCIATES, INC. PLANNERS AND LANDSCAPE ARCHITECTS J1 MARS! C ROAi) SPi CIF!C l'LAN 11\lFR/\STRUCJ l FLJ MFNT Table 3 WATER SERVICE REQlllREMENTS Maximum Number Storage" Flow; Pressure Zone of New Homes (gallons) (2:om) Development Area A 6 30 42J)00 88 7 45 63J)()() 131 8 39 174.600 114 Subtotals 114 279.600 3~~ Fire Flow' LOOO Total Flow Requirement 1,333 Development Areas B -F (includes Ranchettes) (>' 198 277200 578 7 ] 2.800 6 Sublolals 200 280J)00 584 Fire Flow" 1.000 Total Flow Requirement 1,584 Storage is calculalcd al 1,400 gallons per home, which includes 25 percent of maximum day demand which is assumed lo be J ,400 gallons per home, plus 150 percent of an average day demand of 700 gallons per home I (1,400 x 25) + (700 x 1.5) = I, 400 I. It is assumed that the additional fire storage requirement of 120,000 gallons is already included in existing CCWD tanks and in lhc new lank on the Oakhurst project. Fire storage would also be provided in any new tanks. Flow is used for the design or distribution mains, and it is based on a peak hour requirement of 2. 92 gpm/home. fncludes nine equivalent waler services for commercial development on the Rodenburg property. Fire flow requirements add I ,(JOO gpm to lhc maximum day flow. :vlARSI! CRl•:EK RO/\]) SPJCll'lC PL/\N lNFR/\STRI !CTI IRE FLl'MFNI 1. Development Area A JtJ:\II Approximately 114 homes will be constructed within Development Area A on the North State Development, Heartland, Moita, and Morgan properties. It is estimated that 30 homes will be constructed in Zone 6, 45 in Zone 7, and 39 in Zone 8. Storage capacity for 100 homes has been paid for and reserved Heartland at the Zone 7 [rish Canyon reservoir in the neighboring Oakhurst subdivision. The water distribution system will begin at Irish Canyon and run south into the study area, most likely following the future local road network. The Irish Canyon reservoir can only serve homes located in Zones 6 and 7, so a new reservoir and separate distribution system will have to be installed to provide storage and distribution pressure for the 39 Zone 8 homes. It appears that the highest service outlet within the new Zone 8 will be on the Morgan property. at an approximate elevation of 960 feet. The storage reservoir for this area should be situated about 100 feet above this point As shown in Figure 15, there are only two nearby ridgelines that meet this criteria; one is about 150 feet east of the Heaiiland/Morgan propetiy line, southeast of development area A2; the other is in the no1theast corner of the Heartland property, about 300 feet nmtheast of development area Al. Road access to the first site could probably follow the ridgeline up from Marsh Creek Road, but it appears that the second could only be reached from the north, across the A&P Paitners property. The precise location of the storage reservoir(s) is to be detennined following a geotechnical investigation and when the final engineering of the water system is designed and approved. Tanks will also be subject to Design Standards in this Specific Plan. To serve a total of 39 homes, a Zone 8 reservoir will have to provide 54,600 gallons of maximum day and emergency storage capacity as well as 120,000 gallons of fire storage, which equals a minimum tank size of about 174,600 gallons. A new pumping station with a firm pumping capacity of at least 90 gpm will also have to be installed, to lift water from Zone 7 up to the storage elevation of Zone 8. The station will have to be located within Zone 7, probably as close as possible to the final reservoir site. The Zone 8 homes in this patt of the study area will be divided into two groups. It is estimated that 27 will be at the east end of area A2, and 12 will be in Area A I on the Heartland and Moita Properties. The groups will be separated by an intervening wedge of Zone 7 that is approximately 1200 feet wide, as measured along proposed roadways. No matter where the Zone 8 reservoir is located, the distribution system will have to dip through Zone 7 to reach the homes at both the east and west ends of the service area. 106 JllNF J lv!ARS!I R< )AD SPFC!FIC Pl At,i lNFRASTRl lCTl JRJ FI.EMJX! A Zone 8 interconnection across Zone 7 would not conf<mn with CCWD policies. However, the Zone 8 portions of areas A 1 and A2 are quite close together, and it appears that there are relatively few suitable reservoir sites in the area. As a result a single storage reservoir se1ving both halves of the Zone 8 distribution system is recommended. According to ( 'CWD staff additional storage may become necessaiy to se1ve Zone 8 to meet firefighting and storage needs. 1 2. Other Development Areas This discussion looks at water service to development areas B, CD. and E in the two pressure zones in which development will occur. Development in these areas will be entirely within Zones 6 and 7; Zone 8 development will only occur in Development Area A Zone 6. It appears that a total of 228 homes will be constructed within CCWD pressure Zone 6, and that 198 of these homes will be se1ved by the existing Zone 6 Nob Hill reservoir Approximately 30 homes will be on the North State Development and Heartland sites, where storage capacity has been reserved in the new Irish Canyon rese1voir on the Oakhurst prope1iy. CCWD's storage requirement is 1,400 gallons of storage per home, which equals 277,200 gallons for the 189 Zone 6 homes. According to CCWD, there is currently 150,000 gallons of uncommitted storage in the Nob Hill reservoir. Thus, there will be a capacity sho1tfall in Zone 6 of approximately 127,200 gallons, which is the storage requirement for 91 homes. Several solutions are available to remedy this shortfall. One option would be to build a second tank on Nob Hill, east of the study area. It appears that there is sufficient room on Nob Hill for installation of a new reservoir, but this cannot be confirmed until CCWD inspects the site to verify the location of existing facilities and to evaluate geologic stability. The exact method of providing additional capacity in Zone 6 will be determined by CCWD as development in the area progresses. The existing supply shortfall noted for Zone 6 is considered by CCWD staff as relatively minor for existing levels of development. However, the shortfall becomes an issue when planning for future development since any new development in Zone 6 would require additional new storage. " The existing Zone 6 distribution system will be extended into each development area from the existing water mains on Marsh Creek Road and Russellmann Road. 1 Leiter eommunica!ion from Arthur Jensen. Director of Planning, CCWD, January 11, 1994. ' There arc actually only 189 homes proposed for development within Zone 6, outside the Heartland site. The additional nine homes (198-189) represent equivalent water services, based on estimated demand within the commercial area. ' Craig Scott, CCWD, personal communication, April 20. 1994. 107 Mi\RS!I CREI K ROAD SPJC!FIC lNFRi\STRl.'CT1 Fl Prelimina1y studies pe1formed by CCWD indicate that additional flow capacity will be needed along Marsh Creek Road to support new water services within the study area. The District has estimated this will require the installation of either a parallel 12-inch diameter water main or a replacement 6-inch diameter main, running west from the Nob Hill reservoir through the project area. Depending on the pace of project area development and the capacity of the existing Marsh Creek Road water main, it is possible that some of this additional capacity could be provided by distTibution systems located inside individual subdivisions. Construction of these new systems would create a grid around the existing main on Marsh Creek Road, providing a parallel route for water transmission between Nob Hill and the west end of the reservoir's Zone 6 service area. Zone 7. Two new homes are proposed for development at Zone 7 storage elevations on the Temps property south of Marsh Creek Road. At this time it is assumed that the project sponsor will provide a new pumping station with sufficient capacity to lift water up to the Zone 7 elevation. It is also assumed a dedicated reservoir will not be provided for these two homes. This would conflict with current CCWD policy and would therefore, require a waiver. This pumping station will probably be located at the upper end of the Zone 6 distribution system on Russellmann Road. In the alternative, the homes may be served by individual wells. 3. General Design Considerations Final layout and design of all water systems will be perfonned by project engineers. The sizing of individual mains should be determined by maximum fire flow velocities and by allowable friction losses. Until street layouts and housing sites are identified, it is not possible to accurately define these future systems. Neighborhood water lines should be looped, where possible, in accordance with CCWD design guidelines. In looped systems, water can approach a fire hydrant from two directions, so that 6-inch or 8-inch lines are generally large enough to accommodate the required total flow of I, 000 gpm for firefighting plus maximum day demand. The provision of additional Zone 6 flow capacity to supplement the existing main on Marsh Creek Road depends on the future interconnection of separate water distribution systems that are to be constructed under the Specific Plan. If individual subdivisions containing p01iions of this area-wide system are among the last prope1iies developed, there could be insufficient capacity to suppo1i build-out of other parcels. As a result, the required scheduling for new water main construction 108 Mi\RSII CR!·l·K R< );\]) SP! CffK PLAN lNFR/\STRl lCTURF ELFMFNI throughout the Planning Area should determined by the City and CCWD before significant development occurs and increases the demand for water service. Policy IN-2: Water supply facility studies based on the adopted Specific Plan shall be completed for each project or phase of development. The water supply facility study will confirm pr~jections for future water demand within the study area, identify the location of needed additions to the area's backbone water system, and calculate pipe sizes, storage capacities, and pumping requirements for the various pressure zones. In addition, the study will define pressure zone boundaries so that water service can be efficiently provided to all development areas using a minimum number of individual storage reservoirs. B. Wastewater Policy IN-3: Wastewater produced in urban development areas within the study area shall be collected in the City of Clayton sewer system, which feeds wastewater through the City of Concord to the Central Contra Costa Sanitary District. Policy IN-4: The City shall coordinate preparation of an area-wide sewer study to identify the feasible routes for a trunk sewer line in the study area and to calculate the resulting main sizes. This study shall also provide any necessary environmental review and a basis for allocating the costs of sewer line construction, based on the number of contributing homes set forth in this Specific Plan. 1. New Wastewater Lines Existing collection lines now end on the Hellmers property in the study area, where they turn south towards the Oakwood Subdivision, and at the intersection of Diablo Parkway and Marsh Creek Road. New wastewater lines will be extended from both of these locations to serve two topographically separate portions of the study area, as shown in Figure 16. a. Development Area A. A single sewer line will convey wastewater from this area's three development pockets to Marsh Creek Road, where it will intersect the end of the existing Diablo Parkway sewer line. Wastewater would then flow down Diablo Parkway to the City's main collector sewer on El Portal Drive. h. Other Development Areas. Since the study area drains to Mount Diablo Creek, the creek corridor is the most logical alignment for extension of the existing gravity collection sewer to serve the remainder of the planning area. A new sewer 109 MARS! Cl<!'I K RO/\D SPFC!FIC INFR/\STR1 iCTl iRY 1:Ml NT trunk will be extended from the cunent end of the sewer on the Hellmers property upstTeam along Mount Diablo Creek within the trail coITidor foreseen in this Specific Plan. This trunk sewer will run as far as Russellmann Road, where it will tum n011h to Marsh Creek Road, and will then run inside of the Marsh Creek Road right-of-way as far as necessaty to serve development on the Rodenburg, Temps, Thomas and Foust prope1ties. Major tributary sewer lines will also cross Mount Diablo Creek and intersect the trunk sewer at Pine Lane and Russellmann Road to provide service to the proposed development on the south side of Mount Diablo Creek Additional lines would also branch off to the north to provide service to parcels on the nmth side of the creek. The location of these lines, and the design of the internal sewer systems needed to serve all development areas, would be based on the existing topography and proposed road layout within each subdivision. Only areas with densities of at least one unit per acre will be sewered; ranchette development will utilize septic tanks and leachfields. The maximum buildout of the planning area with 297 newly sewered homes would produce a peak wastewater flow of approximately 300 gpm, which would be divided between the two collector lines described above. In keeping with City of Clayton criteria, these lines and all other tributaty sewers should be at least 6 inches in diameter. This diameter may have to be increased to 8-inch in sections where the volume of flow and pipeline slope require a larger diameter. 110 Legend ◄------- • • • • * Existing Lines Proposed Lines Alternative Lines (Require pump station) Potential Pump Station Location Specific Plan Boundary IN••I 5 Acres -0 300 600 1200 Scale in Feet MARSH CREEK ROAD SPECIFIC PLAN ■ ■ ■ FIGURE 16 Planning Area Sewer Lines BRADY AND ASSOCIATES, INC. PLANNERS AND LANDSCAPE ARCHITECTS cvic\RSI ClfrEK !HlAD SPFC!l•IC PLAN INFRASTRUCTllRl FLEMFNl 2. Downstream Sewer Improvements Jl Policy IN-5: Wastewater collection system improvements under the Specific Plan shall include downstream improvements to the collection line running from the study area boundary to Donner Creek. Specifications for these improvements shall be detailed in the sewer study required by Policy IN-4. Downstream of the Specific Plan area. many existing segments of the main collector sewer are only six inches in diameter. and in many locations the pipe slope is nearly flat These conditions reduce the sewer's capacity, and can prevent the existing line from accommodating significant volumes of new flow. When peak flows exceed a sewer's capacity, wastewater is forced to back up into manholes and house service lines. Preliminmy calculations indicate that this would occur in several sections of the El Molino collector system upon build-out of the Specific Plan. Table 4 shows an analysis of existing and proposed peak flow conditions on the El Molino line, and it calculates the severity of back-ups that might occur. As can be seen in Table 4, development of the Specific Plan would increase wastewater flows beyond the capacity of the existing sewer line in ten individual segments. In nine of these segments. this capacity shortfall would be substantial (greater than I 00 gallons per minute (gpm)), and it could result in significant back-ups within the system. Replacement of existing lines or installation of parallel sewer lines would be necessary to provide adequate capacity and prevent future surcharging within existing lines. Installation of new sewer lines along the El Molino Drive collector alignment will entail a great deal of construction on existing residential streets, through backyards, and alongside confined creek c01Tidors. To avoid these problems, engineers for the Heartland site have considered an alternate sewer line route running west along Marsh Creek Road to an existing sewer main at Bigelow Street, or all the way to Donner Creek if the Bigelow line lacks sufficient excess capacity. This alternative would have advantages and disadvantages. It would damage the new pavement on Marsh Creek Road, and it would not provide gravity sewer service for portions of the planning area outside the Heartland site. Thus an alternative alignment might not avoid impacts to the existing Regency Woods neighborhood when the rest of the planning area is developed. However, this alternative would avoid possible service disruptions to existing customers in Regency Meadows and Regency Woods, and sewage could be pumped from lower areas in the study area to Marsh Creek Road for service using the new Marsh Creek Road line. The City prefers gravity lines over a pump station, since a pump station would require additional maintenance, which would place a burden on the City. Therefore, this Plan assumes that the study area would be served through the El Molino/El Portal corridor. 112 JT Tr-JF 1095 Table 4 CAPACITY REQUIREMENTS FOR DOWNSTREAM SEWER LINES Flow Peak Segment Pipe Size Length Slope Capacitya Existing Peak Flowd Homes at No. Location (inches) (feet) (pct) (1mm) Homesb Factor< (!!:om) Buildout' l Mt Diablo Creek 40' Stub Out cast 8 40 0.77 477 0 --0 114 ofOak,,ood 2 \ft Diablo Creek Oakwood to El 8 310 3.75 1,053 16 'i.O 17 130 Portal Dri,e 3 El Portal Driw: Mt. Diablo Creek (, '.100 l.O 252 4:'i 5.0 48 ]:'i') west tmrnrd Diablo Pkw\ 4 El Portal Dri,c Segment 3 to Diablo 8 300 0.77 477 45 5.0 48 159 Pkw,. 5 El Po11al Dri,c: Diablo Pkw1 west 8 -+00 l.3 620 5 l 5.0 55 348 toward El Pueblo Place 6 El Portal Dri,e: Segment 'i to El 6 400 2.78 421 51 5.0 5) 348 Pueblo Place 7 El Portal Dri,e· El Pueblo Place to El 6 500 2.79 422 11 l 5.00 !19 408 Portal Court 8 El Portal Dri,e· El Portal Court to 6 300 1.20 277 120 5.00 129 417 Mirango Couri 9 El Portal Drin: Mirango Corni lo 6 350 0.60 196 131 5 00 141 428 Malibu Court JO El Portal Dri,c !'\lalibu Court to 6 300 () 60 ]96 140 5.00 ]~() 437 Regene, Dri,e 11 Regency Dri,c: El Portal Dri,e to 6 350 4.33 525 148 5.00 159 44.~ Weatherh Dri,e 12 Weatherly Dri,c: Regency Dri,e lo 6 400 1.20 277 230 ~ 00 247 527 Barcelona Way 13 Barcelona \Va\· Weatherly Dri,c to 8 200 0.60 421 244 5 0() 262 541 Canistrano Court 113 ivL\RSI I CREEK ROAD SPECIFJC PLAN INFRASTRl TCTt.:m: LU:J,iENI Excess Req'd Peak Peak Capacity' HeadR Factor' Flow" (20m) (feet) :'i.O 122 355 0 so ]3() 914 0 5 0 l 71 81 0 5.0 17] 306 0 4.7 351 269 () 4.7 351 70 () 4.'i 394 28 () 4:'i 402 -125 4 () 445 408 -2 !2 7. l 4.4'i 417 -221 64 4.1 -120 10:'i () 4.3 486 -209 10 0 4.2:'-493 -72 :'i MARSH CREEK ROAD SPECIFIC PLAN INFRASTRUCTURE ELEMENT Segment No. Location 14 Rear Yards: Capistrano Court to El Molino Drive 15 Rear Yards: El Molino Drive to Donner Creek 16 Donner Creek: Rear Yards to Bloehing Circle 17 Donner Creek: Bloching Circle to near Wright Court 18 Donner Creek: near Wright Court to Clifford Court 19 D01mer Creek: Clifford Court to ivforsh Creek Road Pipe Size Length (inches) (feet) 8 300 8 l,000 6 500 6 690 6 525 8 1,100 Flow Slope Capacity" Existing Peak (net) hmm) Homesb Factor< 0.40 344 260 5.00 0.40 344 300 5.00 l.68 327 313 5.00 1.56 315 323 4.95 1.60 319 379 4.6 2.10 788 389 4.55 Flow Capacity is based on Manning's fonnula, as per Sanitary Sewer System lnYestigation by Gm·ers Engineers, l/91 Cumulati,-e number of homes that now contribute to each segment of the main sewer line. Peak Flowd Homes at Peak Peak fanm) Buildout' Factor< Flowd 279 557 4.25 508 322 597 4.2 538 :136 610 4.2 549 343 620 4.15 552 :174 676 4.1 594 380 686 4.1 603 Peak Factor is multiplied times the aYcrage daily flow to obtain peak How. as per Govers Engineers. 1/91. Peak Factor declines as the cumulative number of homes goes up. Based on 95 gal/capita/day, 3.25 persons/home. and the peak foctoL as per Govcrs Engineers, 1/91. J1!NE ! 995 Excess Req'd Capacityr HeiuJR hmm) (feet) -164 1.4 -194 5.8 -222 15.2 -237 22.2 -275 20.7 185 () Cumulative number of contributing homes ( existing + future) upon build-out of the Febmary. I 993 Specific Plan. The number of homes has changed marginally since the Febmary, 1993 Public ReYiew Draft Plan, but not enough to significantly alter the results of this preliminary analysis. Amount by which segment capacity exceeds planned peak flow. Negatiye values indicate insufficient capacity to accommodate these flows. Depth to which wastewater must rise in a segment's upstream manhole to accommodate the projected peak flow. The head requirement is added from manhole to manhole within the collection system serTice using the new Marsh Creek Road line. The prefers grm·ity lines o,er a pump station, since a pump station would require additional maintenance, which would place a burden 011 the City. Therefore, this Plan assumes that the study area would be sencd through the El Molino/El Portal corridor. 114 MARSH C. Storm Drainage R(l/\l) Sl'ECIF!C JNFRASTRlJCTI IRF ELFMI NT Policy IN-6: Development under the Specific Plan shall not cause increases in peak flood flows in Mount Diablo Creek inside or downstream of the study area, as calculated for the 5, 1 O, 25, 50 and I 00-year storms of durations to be determined by the Contra Costa County Flood Control and Water Conservation District. The proposed development areas within the planning area drain to Mount Diablo Creek through the tributaiy creeks, natural swales, and existing culverts identified in Baseline Data Repo1t #2. Drainage sub-basins in the planning area are shown in the Baseline Data Rep01t. The proposed development areas shown in Figure 6 are generally within individual sub-basins. 1. Drainage Requirements The drainage systems within each development area will be defined by local topography and the presence of existing streams and drainage facilities. In some locations. existing drainage culve1ts will have to be cleaned out and repaired, and natural channels will have to be enlarged and stabilized to provide adequate flow capacities and prevent the localized flooding that now occurs during a heavy rainfall. These improvements will be installed on a site by site basis, as pait of the design of individual development areas. All work within existing stream channels and drainage swales will be perfonned in accordance with the requirements of the Contra Costa County Flood Control and Water Conservation District (CCCFC & WCD) and of the California Department of Fish and Game. Development within the Specific Plan area would increase the amount of impervious surface at the upstream end of Mount Diablo Creek's watershed. This will decrease the infilh·ation of rainwater into the ground and increase the rate and total volume of runoff into the creek. In addition, newly installed stormwater collection systems will convey nmoff to Mount Diablo Creek more rapidly, which will also conh·ibute to higher peak flows. As described in the Baseline Study, flooding already occurs along several downstream reaches of Mount Diahlo Creek, and the City Engineer has stated that Specific Plan area development should not cause any worsening of these existing conditions. To prevent an increase of downstream flooding. projects developed under the Specific Plan must limit post-development rates of stormwater runoff to predevelopment conditions. Runoff will be controlled through the installation of stormwater detention facilities, which will hold a p01tion of an area's runoff until the peak of a storm has passed. The stored water will then be slowly released into the drainage system, when flow has subsided and the receiving stream is able to handle the additional runoff. By controlling peak rates of flow, detention basins will also limit the velocity of runoff within stream channels, which will help prevent increased erosion within Mount Diablo Creek and its h·ibutaiy drainage basin. 115 MJ\RS!l CR! FK ROAD SPECIFIC PLAN INFRJ\S !Rl ,en I]{!( l']JiMJ•NT 2. Detention Sizing JT INJ,: J'!'l5 Table 5 shows estimates of future storage needs for each development area, calculated for a l 00 year design st01m with three hour duration and 3-inch rainfall. These calculations were made for a project of slightly larger size. and represent a conservative estimate. More information on the calculation of these storage requirements is contained in the EIR on the Specific Plan. There would be only minimal changes in run-off in Ranchette areas, since their development would be vety dispersed. 3. Drainage Improvements The actual design of detention basins or other storage facilities, including infiltration rates, outlet structures, and allowable rates of discharge, should be perfonned in accordance with guidelines set fmth by CCCFC&WCD. This analysis cannot be performed until layouts for individual prope1ties are completed by propetty owners. Policy IN-6 gives guidance for the design of stonn drainage facilities. Facilities are to be designed to mitigate flood flows from stonns with recurrence intervals from five to I 00 years. which will ensure that adequate drainage is available for large flood events, and that the drainage regime and natural conditions will also not be altered in smaller floods. In the meantime, however, preliminary plans for drainage improvements in each of the drainage basins can be made. This section looks at two types of development areas: those in which all development would be under the control of a single owner, and those in which development would he controlled by several landowners. a. Development Areas with One Major Developer. The Heartland and Temps properties, located in Development Areas A and E, respectively, will generally constitute the major development within their individual areas. In these areas, the major developer may be required to acquire and/or set aside land for a surface detention basin near the downstream end of the area. All development must he configured so that it drains to this detention basin before discharging into Mount Diahlo Creek. 116 Area A B C D E Table 5 MARSH l'Rfl'K ROAD SPECIFIC PLAN INFRASTRl :('TURF El ,1'!\1LNI RUNOFF DETENTION REQUIREMENTS Aooroximate Storage Reouirement (Acre Feet) Approximate Peak Storageh Only Development Acreage Total" (Unner Bound) (Lower Bound) 534 7.8 3.2 32.5 4,1 13 25.7 I.I 0 l 22.l 3.3 0.6 210 1.4 () 3 Total Storage is the storage required to maintain the outflow from the detention basin at the predcvelopment level for each time interval during the design storm, This is an upper bound on the estimated storage required. Peak Only Storage is the storage required lo maintain lhe maximum outflow at the predevclopment level for the design storm, This is a lower bound on the estimate of required storage Any landowners benefitting from the common detention basin shall patiicipate in the acquisition and construction of such facilities on a fair share basis determined by the City, Detention basins should be located as follows: Development Area A: At the mouth of Oak Creek Canyon on the North State Development property near the intersection of Marsh Creek Road and Diablo Parkway, and/or along the general alignment of Oak Creek. Development Area E: Near the confluence of Russellmann and Mount Diablo Creeks, at the 1101ihwest corner of the property, Each of these basins will be constructed at the expense of the landowners or developers, and will then be turned over to the City for maintenance along with public streets, As an alternative, subsmface detention may also be provided in these areas, as long as it is adequate to contain all increases to peak flood flows, 117 \1ARSll CREEK ROAD SPJC!F!C PLAN !NFRASTRl TCTIJRE Ff J MFNT b. Development Areas with Multiple Developers. Under this Specific Plan, Development Areas B, C and D will each accommodate development on lands owned by several owners. Drainage improvements for each of these subbasins could occur in one of two ways, as described below. (I) Underground Storage. Individual property owners may develop their parcels with underground detention of increased runoff. Detained runoff must drain through underground facilities from the site directly into Mount Diab lo Creek. (2) Surface Detention. Property owners in each subbasin may work together to identify a single site for a surface detention basin in their areas. Such a basin must be designed to accommodate increased rnnoff from all developable parcels in the area. Propetiy owners in the area would be responsible for defraying the costs of detention basin construction and land acquisition to serve the area. 118 Chapter X IMPLEMENTATION ELEMENT Ill 1111 1111 This section outlines steps that will be necessary to implement the Specific Plan, including changes in City codes, project review, project phasing, annexation and financing. Project Review and Zoning Code Changes All construction in the study area will be required to conform to the provisions of the Specific Plan. The following policies will seek to ensure conformance: Policy IM-1: No subdivision, use permit, design review application, or other entitlement for use, and no public improvement, shall be authorized in the study area until a finding has been made that the proposed project is consistent with this Specific Plan. Policy IM-2: City staff shall review all construction pro_jects requiring a building permit to ensure that they comply with the Design Guidelines and all other plan provisions. Policy IM-3: The City Planning Commission shall review all subdivisions and development projects of five units or more at a public hearing. Policy IM-4: The City shall, by reference, incorporate into its zoning code the relevant land use, resource conservation and design specifications found in Chapters V, VI and VII, respectively. Policy IM-5: The City shall encourage that all development occurring within the Specific Plan area be accomplished via development agreements between the City and individual developers/property owners. 119 !Vl:\RS) I CRJ:LK RU;\I) SPFCl!-!C l'L/\N J1 lMPl lN !LEM! NT B. Project Phasing Appropriate phasing of development under the Specific Plan will be vc1y imp01tant for two reasons: First the study area is ctmently largely undeveloped, and its development should proceed in an orderly manner from west to east, thereby avoiding "leapfrog" development. Development of the eastern portion of the study area before the western portion would lead to visual inconsistencies in the study area until development is completed. and it would result in high initial costs for the provision of infrastructure to eastern areas. Second, access from Marsh Creek Road to some parcels in the study area will be through roads or easements on other parcels. Development on these "interior" parcels must be carried out in a way that coordinates with development on the parcels through which they will take access. For this reason, development phasing under the Specific Plan should generally follow these two policies: Policy IM-6: Policy IM-7: Development should generally begin in the western part of the study area, to be followed by development farther east. Development Areas A and C will be the first to develop, followed by area D. Development Areas B and E will probably be the last to be developed. Within individual development areas, parcels that are closest to collector streets, including Pine Lane and R.ussellmann Road, should be developed first. This may mean that some parcels that are adjacent to Marsh Creek Road, but which are not planned to have direct access from Marsh Creek Road after development, will have to wait to develop until adjacent parcels have developed. C. City Annexation The entire Specific Plan area would be annexed to the City. The following policies will govern annexation: Policy IM-8: The City shall petition LAFCO to amend its Sphere of Influence to include the Specific Plan area as shown in Figure 6. 120 IM-9: Policy IM-10: Policy IM-11: Policy IM-12: MARS!! C ROAD SPICIF!C FLAN lMPl FMFNTJ\lf( lN ll .FMlN I All development under this Specific Plan shall occur under the jurisdiction of the City of Clayton. Annexation should occur on an orderly, phased basis, moving east from the existing City limits on the west. Annexation shall normally occur when development is proposed in an area, but annexation of some areas not proposed for development may be necessary to accommodate development proposals in an area. In the process of annexing from west to east, the City shall exercise flexibility in determining the amount of contiguity necessary to permit annexation. Areas to be annexed to the City shall be simultaneously annexed to the Contra Costa County Fire District to allow for urban levels of fire suppression service. The City of Clayton recommends that the policies of this Specific Plan be applied by Contra Costa County in the unincorporated portions of the study area and in areas beyond the study area but within Clayton's area of development comment, which extends three miles from the City limit. The City shall formally request that the County adopt this Plan and use it for policy application in the area, and the City shall use the Specific Plan as the basis for comments on pro_jects within the study area and the comment area. D. Pro,iect Financing A number of improvements are proposed under this Specific Plan, including new roadways and pathways, street tTee plantings, water lines and tanks, sewer lines and storm drainage facilities. This section examines the costs, allocation of costs, and financing methods for these improvements. The following policies will govern financing of improvements: Policy IM-13: Improvements on individual properties required under this Specific Plan shall be financed by individual property owners or developers. 121 M,\RS!l R< SPJ'C!FIC PLI\N lMl 'I J Ml 'NTI\TIC JN I I !Mi 'NT Policy IM-14: Improvements that will require coordinated implementation on or along several parcels, such as widening of Marsh Creek Road and installation of new water mains, traffic signals, water tanks, trunk sewers, storm drainage facilities and downstream sewer improvements, shall be overseen by the City and should be financed with a mechanism that attempts to ensure ultimate fair-share repayment of all costs to those who pay them by the landowners or developers who will benefit from them. Examples of appropriate funding mechanisms are included in Section D.3 of this chapter. l. Estimated Individual Improvement Costs The improvements that would be shared by most landowners in the study area are described below, with an analysis of the total costs to be shared. These costs are summarized in Table 6. The costs shown are approximations only, and are likely to change as more exact information on improvements in the area is developed through more precise engineering studies. a. Marsh Creek Road improvements. Total costs for improving Marsh Creek Road, including removal of existing paving, and new paving, storm drainage and street trees, are summarized in Table 7. As shown in this table, roadway improvements would cost approximately $250 per linear foot, for a total cost of approximately $788,130. This estimate does not include right-of-way acquisition costs, which could be significant. b. Water lines. Aside from the water main extensions described in Chapter IX, virtually all of the new water mains needed to serve Specific Plan development areas will be internal to individual subdivisions, so their cost cannot be reasonably estimated at this time. The 6,500 feet of parallel Marsh Creek Road/Mount Diab lo Creek water main would cost approximately $487,500, assuming a cost of $75 per foot. The cost of these mains would be shared equally by all parts of the Planning Area, excluding Development Area A, since all homes would benefit from them equally. The cost per home would equal about $2,800. There would be some additional costs to oversize mains within individual development areas, but these would be relatively insignificant, and probably not raise the per home cost by more than IO percent. 122 JliNE l'll/i MA!<Sll Cl<llK ROAD SPFC!F!C JMPLl'MFNlA]l(lN l'LEM!NI Table 6 .JOINT IMPROVEMENT COSTS Improvement Cost Marsh Creek Road $788.000 Water Main 488.000 Mt. Diablo Creek Tnmk Sewer 289.000 Russellmann Road Trunk Sewer (within Arca D onlv) 45.000 Downstream Sewer Main Replacement 39L000 I TOTAL I $2,001,000 A main of undetermined length will be needed to connect Development Area A with the Oakhurst storage tank The total length of this main is not known because its route has not been identified, so its cost cannot be detennined. Developers of the Moita and Morgan properties will negotiate directly with Heartland for water service since Hemiland has already made arrangements for water service and will create the vast majority of need in Development Area A c. Water Storage Tanks. A water storage tank has already been provided at a cost in excess of $250,000 for the Zone 7 po1iion of Development Area A, so no additional storage is needed. A 190,000 gallon tank will be needed for Zone 8 development in development Area A, and will probably be installed by Heartland. This tank will cost about $300,000, including allowances for land, site preparation and additional water main. The developers of the Maita and Morgan properties will be expected to repay Heartland their pro-rated shares of the cost of this tank in order to aITange for service. Methods to provide water services to the two residential units within Zone 7 on the Temps property have not been finalized. The costs for these water service provisions will be borne by the project sponsor. At this time, it appears that additional storage may not need to be provided for the other parts of the Planning Area located within Zone 6. An additional tank may be constructed on Nob Hill, but its costs are not included in the projections for this Specific Plan since its ultimate size and configuration are not known. 123 I M/\RSl!CRHK SP!'CWIC .AN IMP! FMENT/\Tl( JN l J .J Ml'.NT Table 7 MARSH CREEK ROAD ROADWAY CONSTRUCTION COSTS Component Remove Existing Pmemcnt 3" Asphalt Concrete (estimated) 30' wide $1 per cubic foot for removal & disposal Remove & Replace Existing Base 8" Base (est.) 30' wide x $0j5 per cubic foot (8" A.B. x 30' wide= 20 cubic feet per linear foot) Aggregate Base Roadway I( I 8" A.B. x 24' wide) -20 cf/lfl x !40#/cf x I ton/2000# x $25/ton Aggregate Base -Shoulders 12" A.B. x (2 x 5' wide) x 140#/cfx l ton/2000# x $25/ton Asphalt Concrete Pavement 4" A.C. x 34' wide x 150#/cf x I ton/2000# x $45/ton Rondway Excavation (outside existing Roadway) (I<>' deep 38' wide)+ 2 (6" deep x 8' wide) ( I l' deep x 30' wide existing roadway) . 1.2 cf 3 I .2 cf x $0j5 per cubic foot Cirading & Compacting (92' wide x $0 25/sf) Storm Drainage Assume ( 6) approx. 24" cross drains from north to south side Riprap endwall protection (a) both ends Average length = l 00' Length of road= 3_150' 6 [(100' x $55/Lf) + (2 cndwalls !a) $500/)I = $34,000 Sidewalks (2 sides :a; $7.50 per linear foot) Street Trees (Both sides la) approx. 30' o.c. 1(1; $150/trcc) Subtotal Miscellaneous/Unanticipated Construction 1a: l 5'¼, of Subtotal Enginecrirn.:. Survey & inspections 1c( 20'¼, or Subtotal Total Unit Cost TOT AL COST OVER 3,150 FT. 124 Jl Approx. Cost (per linear foot) $13 89 $11.ll $28.00 $17.50 $38.25 $17.33 $23.00 $10.79 $15 ()() $10 00 $184.87 $27.73 $37.57 $250.20 $788,130 JlJNl l MARSI! CRl:J K JAi) SP! CW!C PLAN !MP!! Ml NTArn JN ll .FMFNT d. ~\::2:~',;,.•~. Connection of the Heartland site into the existing Diablo Parkway sewer at Marsh Creek Road will require an off-site extension of only about 500 feet across the N01th State Development or Heartland propetties to Marsh Creek Road. Using an estimated total cost of $60 per foot (excluding easement acquisition). this extension would cost approximately $30,000. This cost would be borne by the Heaitland development, since it would generally serve that development. The developers of the Moita and Morgan properties will be expected to repay a prorated share of the cost of this line to Hemtland as a condition for connection to it. The Mount Diablo Creek collector sewer will run for a total distance of approximately 3,850 feet from the planning area's western boundary to the east end of the proposed development areas on Marsh Creek Road. At $75 per foot this collector will cost approximately $288,750. The only major tributary to this line will run south on Russellmann Road, serving all or part of three development areas proposed for the south side of the creek. All three areas will contribute to this 600 foot line, which will cost approximately $45,000. It cannot be determined how construction costs for the Mount Diablo Creek and Russellmann Road collector sewers will ultimately be shared by propetties in the Specific Plan area. It is expected that these shares will be at least partially based on each development area's contribution to the total flow within each collector segment. This means that the collector sewer cost per home will be lower within those areas located closest to the existing City system. At the upstream ends of both the Mount Diablo Creek and Russellmann Road collectors, there would be fewer homes contributing to the total wastewater flow and sharing in the cost of off-site sewer mams. As described in Chapter IX, almost 4,600 feet of the existing El Molino/El Portal collector would require replacement to prevent surcharging upon build-out of the Specific Plan. At an estimated total cost of $85 per foot, which includes an allowance for surface restoration and constrained working conditions, this capacity upgrade would cost almost $391,000. All parts of the Specific Plan area would contribute wastewater to the existing trunk sewer, so upgrading costs would be split equally. As stated in Chapter IX, an alternative to replacement of the El Molino/El Portal collector would be constmction of a line in Marsh Creek Road to either Bigelow Street or Donner Creek, along with construction of a pump station to serve portions of the study area that are lower then Marsh Creek Road. This alternative is not preferred by the City, since it would require maintenance of the pump station. Costs for this alternative could be marginally lower than those for the replacement of the El Molino/El Portal collector. A pump station is estimated to cost $120,000, while the new Marsh Creek Road line would cost approximately $150,000 to extend approximately 2,500 feet to Bigelow Street or about $210,000 to extend about 125 MARS! CRJEK ROAD SPFClFlC PLAN lMPl .FMl'NTATlON El .EM! cN l 3.500 feet to Donner Creek. Thus, costs for this alternative would range from $270.000 to $330,000. 2. Allocation of Improvement Costs J1JNF I Joint improvement costs will be allocated on a per unit basis as development areas are developed, with costs based on the actual benefit received by an individual property. The total costs and areas of benefit for individual improvements are outlined above. At this time, a preliminaiy estimate of the joint development costs under the plan show that costs are likely to range from $1,800 to $23,000 per unit. The calculation of these costs is shown in Table 8, and additional information regarding allocation of road and sewer costs is shown in Appendix B of this repmi. As stated above, the costs shown are approximations only. and are likely to change as more exact information on improvements in the area is developed. More precise engineering studies will be necessaiy to calculate exact per unit costs, and the timing for payment of fees. [t is also important to remember that these costs are for joint benefit improvements only: on-site improvements and improvements that benefit only one development parcel will be paid for entirely by a single developer as additional costs. 3. Financing Methods This financing could occur through any of several mechanisms, including pre payment by an individual developer with reimbursement by subsequent developers, or establishment of a Mello-Roos Community Service District or similar funding district. The exact funding mechanism will be detennined after consultation with individual property owners, and after the scope of the improvements to be funded is more completely understood. This section gives a brief evaluation of potential funding mechanisms: a. Developer pre-payment. Under this type of scheme, individual developers would be required to pay for and install improvements that are necessary to serve their projects. The City would then oversee the collection of fees from subsequent developers who benefit from the improvements, and these fees would be returned to developers who paid for improvements to offset the costs they incun-ed. This type of financing approach is the easiest to set up and requires the least risk or effort on the part of the City, but it can be vety expensive for developers who provide improvements at the outset of the project. 126 JUNF 19Q'i Table 8 MARSH CREEK ROAD SPf:ClFJC Pl L\1l'l,EMENl!\[ION ELEl\!l'NI ALLOCATION OF JOINT IMPROVEMENT COSTS Improvement A ROADS Marsh Creek Road1' $0 Signal at i\farsh Creek Road/Diabio $500 Parkway' WATER SERVICE Marsh Creek Rd Parallel Main 0 SANITARY SEWFR t..lt_ Diablo Creek Trunk Sewer 0 Russellmann Rd Tnmk Sewer (,,ithin Area 0 D (llll:) Dmrnstream Se,,er Main Replacement 1.300 TOTAL $1.800 estimate . rounded io the nearest $100. l· New nmehettc lhat benefit from ' Assumes an mcrnll cosl of$1 :18.000. $+00 umt Approximate Cost per Unit in Each Development Area" B1 B2 Ct C2 C3 DI D2 E1 E2 $4500 $12,600 $900 $90() $9()() S4.500 $-L"'00 $4.500 $4,500 500 :'-00 500 500 500 500 500 500 500 2,800 2.800 2.800 2,800 2,800 2,800 2.800 2,800 2.800 2,500 5.800 200 3()() ')()() ::,oo IAOO IAOO J,400 () () () () () 0 1,600 -WO L(,()(J 1 .'.<00 l .300 1,30() 1.300 !JOO 1,300 !JOO 1.300 I 300 $ l l.600 $23 ()()() $'i.7()() $5,800 $6.400 $9,400 $12.l 00 $ I 0.()00 $12.100 for benefit payments between $4.500 and $12,600 mstallat1on. 10 be among all units. All rnnchettc umts also be for pa,menl of about 127 MARSH ROAi) SPECIFIC PL,\N J!JNE I IMP! EMl NTATH )NU JMl N l b. Mello-Roos Community Service District or similar mechanism. A community service district would be fonned to pay for improvements in the area. with funding for the district coming from the landowners who would benefit from improvements. Onee established, such a district would provide a straight-forward method of funding needed improvements. However, such districts can be difficult to establish, since they require a two-thirds vote of people living in the district One way to ensure establishment of the District would be to require joining the district as a condition for annexation into the City. c. Bonds. In some cases, a City can issue bonds to pay for the construction of improvements, which are then paid back with income generated by the project. Bonding is not likely in the case of this project since there would be no income stream to support the bonds' repayment d. Improvement Fund. Under this alternative, developers would deposit their pro-rated share to the City for specific off-site improvements benefitting more than one developer. The City would hold and invest the funds in a specified improvement fund until it had accumulated sufficient funds to install the specific improvement. When sufficient funds became available, the improvement would be constructed. This funding mechanism would work only for improvements that are not essential, such as streetscaping. Essential improvements such as sewer and water service must be installed before a project becomes operational, so their funding must be arranged using one of the methods outlined above. 128 I. January 10, 1991 2. January 31, 1991 3. March 26, 1991 4. April 9, 1991 5. April 23, 1991 6. July 23, 1991 7. October 8, 1991 8. October 29, 1991 9. November 26, 1991 10. December 10, 1991 11 December 17, 1991 12. January 28, 1992 13. Februa1y 25, 1992 14. March 10, 1992 15. June 9, 1992 16. June 23, 1992 17. June 30, I 992 18. July 7, 1992 19. September 8, 1992 20. March 23, 1993 21. April 13, 1993 22. April 20, 1993 23. April 27, 1993 24. June 21, 1993 25. June 22, 1993 26. June 29, 1993 27. August 4, 1993 28. October 26, 1993 29. December 14, 1993 30. January 11, 1994 31. February 15, 1994 32. March 2, 1994 33. March 15, 1994 Appendix A PUBLIC MEETINGS HELD • • • Property Owners' Orientation Meeting Public Orientation Meeting Baseline Data Report # 1 Baseline Data Report #2 Baseline Data Report #3 Development Goals & Policy Statement Introduction of Plan Alternatives Comments on Alternatives Revised Alternatives Discussion of Alternatives Discussion of Alternatives Discussion of Alternative Addendum #2 Planning Commission Selection of Alternative Planning Commission Confirmation of Preferred Alternative Discussion of Implementation Packet Discuss Design Guidelines Portion of Implementation Packet Joint Field Trip with City Council on Design Guidelines Discussion and Revision of Implementation Packet Property Owner Alternative Conceptual Plan Comment Hearing on Draft EIR Review Heartland Proposal Review Moita Proposal Review Temps Proposal Review Finalization of Draft Plan and EIR Continuation of Finalization of Draft Plan and EIR Discuss Overlay Zone Finalize Overlay Zone Discuss Revised Draft Specific Plan Planning Commission Hearing # 1 on Plan and EIR Planning Commission Hearing #2 on Plan and EIR City Council Hearing # 1 on Plan and EIR City Council Hearing #2 on Plan and EIR City Council Hearing #3 on Plan and EIR A-1 MARSH CREEK ROAD SPECIFIC PLAN APPENDIX A 34. May 16, 1994 35. July 25, 1994 36. August 22, 1994 37. October 18, 1994 38. March 14, 1995 39. April 11, 1995 40. April 25, 1995 41. May 30, 1995 42. June 28, I 995 City Council Hearing #4 on Plan and EIR City Council Hearing #5 on Plan and EIR City Council Review of Reduced Planning Area JUJ\JE 1995 City Council Direction to Prepare General Plan Amendment and Specific Plan for Reduced Specific Plan and EIR Planning Commission Hearing on DEIR, General Plan Amendment (GPA) and Specific Plan Planning Commission Review to give direction for revisions to GP A and Specific Plan Planning Commission Review to give direction for revisions to GP A and Specific Plan Planning Commission recommendation to the City Council for certification of the EIR; recommendation for approval of the GPA and Specific Plan City Council certification of the EIR; approval of the General Plan Amendment and Specific Plan A-2 Appendix B COST ALLOCATION DATA II II II This appendix includes three tables showing the basis for calculation of the allocation of improvement costs to individual development areas within the study area. These tables provide the basis for the allocation of projected costs for roadway improvements and sewer lines under the Specific Plan. Each table divides the improvement in question into individual segments, each with a specific length. This length is then multiplied by the unit cost for the improvement. The next columns identify the development areas that would benefit from the segment, the numbers of units in these development areas, and the cumulative number of units that would benefit from the segment. Based on this cumulative number of units, the segment cost per unit is calculated. These costs are then summed with the costs for other segments that would also benefit the area, to arrive at the cumulative cost per unit. Since development areas that are "upstream'' in the study area would receive the benefit from the longest portion of an improvement, these areas show the highest cumulative allocated costs. Similarly, those development areas that are farthest "downstream" have the lowest allocated costs, since they would not benefit from those portions of improvements that are farther "upstream. 11 B-1 MARSH CREEK ROAD SPECIFIC PLAN APPENDIXB Approximate Se2ment Len!!:th (feet) Cooper property to M. Clark property 400 M. Clark property to Mt Diablo Creek 300 Table B-1 RUSSELLMANN ROAD TRUNK SEWER COST ALLOCATION Approximate New New Construction Contributing Contributing Cost Areas Units $30,000 D2,E2 27 $22,500 El 24 B-2 JTTNE 1995 Cumulative Segment Cost Cumulative Units oer Unit Cost per Unit 27 $1,111 $1,552 51 $441 $441 JUNE !995 Approximate Segment Length (feet) End ofline to Wing/Lietz 925 property line Wing/Lietz property line to 475 Russcllmann Road Marsh Creek Road to 200 Mt Diablo Creek Russe!lmann Road to 775 Manion/M. Clark propem line Manion/M. Clark property line 775 to Pinc Lane Pine Lane to center of Osteen 350 property Center of Osteen property to 350 end of Oakwood extension Table B-2 MT. DIABLO CREEK TRUNK SEWER COST ALLOCATION Approximate New New Construction Contributing Contributing Cost Areas Units $69,375 B2 21 $35,625 Bl 28 $15,000 None 0 $58,125 D2,E 52 $58,125 C3 9 $26,250 C2,Dl 33 $26,250 Cl 25 B-3 Cumulative Units 21 49 49 101 110 143 168 MARSH CREEK ROAD SPECffIC PLAN APPENDICES Segment Cost Cumulative per Unit Cost per Unit $3,304 $5,780 $727 $2,476 $306 $1,749 $575 $1,443 $528 $868 $184 $340 $156 $156 MARSH CREEK ROAD SPECIFIC PI .AN APPENDIXB Segment Eastern End of improvements to Russellmann Road Russellmann Road to Pinc Lane Pine Lane to Study Arca Boundarv Table B-3 MARSH CREEK ROAD CONSTRUCTION COST ALLOCATION Approximate New New Approximate Construction Contributing Contributing Cumulative Length (feet) Cost Areas Units Units 750 $187,650 B2 23 23 2 ranchctte units 1,800 $450,360 Bl,D,E. 102 125 4 ranchcttc units 600 $150,120 C 49 174 B-4 JUNE 1995 Segment Cost Cumulative per Unit Cost per Unit $8,159 $12,625 $3,603 $4,466 $863 $863 Appendix C LIST OF PREPARERS II Ill II Brady and Associates, Project Management Project Planning, Policy, Municipal Services, Noise, Air Quality, and Visual Assessment, Alternatives Formulation and Evaluation I 828 Fourth Street Berkeley, California 94710 (510) 540-7331 Sheila Brady, President David Early, Principal-in-Charge Diane Kay, Associate Planner Lyn Hogan, Graphics Manager Bobbette Dann, Assistant Planner Steven Buckley, Assistant Planner Brad Brewster, Assistant Planner Ross Doyle, Assistant Planner Sarah Westphal, Graphic Artist Christina Bishop, Graphic Artist Shelli Maximova, Word Processor Susan Smith, Word Processor Alan Kropp and Associates, Geology and Seismicity Alan Kropp, Principal-in-Charge Dick Gomm, Project Engineer John Stewart, Staff Engineer David Holcomb, Graphic Artist Beth Henry, Word Processor Philip Williams and Associates, Hydrology Jeff Haltiner, Principal-in-Charge Larry Fishbain, Project Manager C-1 MARSH CREEK ROAD SPECIFIC PLAN APPENDIXC Dr. Philip Northen, Vegetation and Wildlife Andrew Leahy, Registered Civil Engineer, Sewer and Water Analysis Archaeological/Historical Consultants, Cultural Resources Suzanne Baker, Principal Archaeologist Laurence Shoup, Principal Historian Michael Smith, Field Archaeologist Alice Hall, Field Archaeologist Nelson Baker, Field Archaeologist Crane Transpotiation Group, Traffic and Circulation Mark Crane, Principal-in-Charge Carolyn Cole, Principal David Reed, Engineering Analyst C-2 JUNE 1995 RESOLUTION NO. 44-95 A RESOLUTION OF THE CITY COUNCIL OP THE CITY OF CLAYTON ADOPTING THE MARSH CREEK ROAD SPECI.FIC PLAN. WHEREAS, following a duly noticed public hearing on May 30, 1995, the Clayton Planning Commission recommended to the City Council the adoption of the Marsh Creek Road Specific Plan; and WHEREAS, the City Council held a duly noticed public hearing on J unc and gave due consideration to all testimony, public comment, and documents received; and WHEREAS, the preparation of a Specific Plan is expressly authorized under Statt: law (Government Code Section 65450) for the systematic implementation of the Gt:neral Plan; and WHEREAS, the Marsh Creek Road Specific Plan has been prepared in conl<-mnance with the provisions of State law; and WHEREAS, the Marsh Creek Road Specific Plan 1s consistent with the and policies of the General Plan and is consistent with the General Plan Diagram designatwns; and WHEREAS, the Marsh Creek Road Specific Plan is the result of an extensive body of study and analysis, much of which is detailed in Baseline Data Report Numbers I, 2 and which served as the foundation for the development of the Specific Plan itself; and WHEREAS, following the preparation and review of the Baseline various additional reports and studies were prepared and reviewed, as listed below .. .. • .. Vision Worksheet, November 13, 1991 Goals and Policy Statements, July 16, 1991 Land Use Alternatives, October 8, 1991 Alternatives Addendum No. 1, October 29, 1991 Preliminary Development Areas and Policies, December I 0, 1991 Alternatives Addendum No. January 14, l • Preliminary Development Areas and Policies (revised), March 10, I • Implementation Packet, June 1992 " Draft Marsh Creek Road Specific Plan, October I • Draft Marsh Creek Road Specific Plan FEIR, April 1994 " Draft Marsh Creek Road Specific Plan FEIR Addendum, May 1994 These reports and studies materially affected the formulat10n of the Marsh Creek Plan; and l Reports, RESOLUTION NO. 44-95 WHEREAS, the Marsh Creek Road Specific Plan has undergone significant public disclosure and comment through a total of forty-two ( 42) study sessions/public meetings and/or public hearings, all of which were open to the public after providing diligent public notification anJ which comment further refined the Specific Plan; and WHEREAS, the Marsh Creek Road Specific Plan, thruugh its goals, policies., standards, and plan designations, comprises a balanced, comprehensive and internally consistent guide to development and conservation activities in the study area; and WHEREAS, the development and conservation activities, as defined in the Marsh Creek Road Specific Plan, are compatible with each other and with tht: surrounding City and unincorporated area; and WHEREAS, the existing City and County zoning fi.)r the entire study area (as presently applied) allows for the probable development of approximately forty-six ( 4h) new dwelling units and the Marsh Creek Road Specific Plan allows for the development of approximately two hundred and ninety (290) new dwelling units. This increase in the number of potential dwelling units is a direct result of the comprehensive planning process undertaken by the Marsh Creek Road Specific Plan which concentrates development potential within those portions of the study area physically, environmentally, aesthetically, and practically suitahk for tl11s increase development potential. Taken as a whole, this increased development potential in the suitable portions of the study area compensates for the reduced development potential m tht.::: unsuitable areas of the study area; and WHEREAS, the environmental review of the Marsh Creek Road Specific Plan included the preparation of a Final Environmental Impact Report (ElR), which has bt::en recommended for Certification by the Planning Commission on May 30, 1995, and which has significantly influenced the development of the Plan itself to take into account environmental features and values; and WHEREAS, the City Council on June 28, 1995 has reviewed and considered the Final EIR and has adopted Resolution No. 39-95 Certifying the EIR, Resolution No. 40-95 responding to impacts of the Specific Plan as identified in the ElR, Resolution No. 41-95 adopting RESOl,UTION NO. 44-95 a Statement of Overriding Considerations for the unavoidable s1gmficant impacts the Plan, and Resolution No. 42-95 adopting the Specific Plan Mitigation Monitoring Program, Resolution No. 43-95 adopting the Marsh Creek Road General Plan Amendment, all adopted prior to approving the Specific Plan or related projects. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Clayton that the Marsh Creek Road Specific Plan (File #564-92) is hereby adopk:d. BE IT FURTHER RESOLVED by the City Council of the City of Clayton that the Marsh Creek Road Specific Plan Baseline Data Report numbers 1, 2, and 3 are adopted an integral part of the Marsh Creek Road Specific Plan. BE IT FURTHER RESOLVED by the City Council of the City of Clayton that the Final EIR fr)r the Marsh Creek Road General Plan Amendment and Specific Plan is adopted by reference as part of the Marsh Creek Road Specific Plan. Adopted by the City Council orthe City of Clayton at an adjourned regular nH.:e:ting of said Council held on June 28, 1995, by the followmg vote: A YES: Council Members Laurence, Manning, Vice Mayor Kenda 11, Mayor P erce NOES: Counc i 1 Member Li ttorno ABSENT: None Julie K. Pierce, Mayor ATTEST I hereby certify that the foregomg resolution was duly and regularly .,~Ju~~ City Council of the City of Clayton at an adjourned regular meeting held on J um.: KLI-99999\2899571.1 EXHIBIT F KLI-99999\2899571.1 EXHIBIT G Clayton Marsh Creek Rd Pine Ln Waldam ar Ct El Portal DrDiablo Pkwy El Pueblo Pl El Portal Pl Map Created 10/15/2013by Contra Costa County Department ofConservation and Development, GIS Group30 Muir Road, Martinez, CA 9455337:59:41.791N 122:07:03.756WI07001,400350Feet This map was created by the Contra Costa County Department of Conservation andDevelopment with data from the Contra Costa County GIS Program. Some base data, primarily City Limits, is derived from the CA State Board of Equalization'stax rate areas. While obligated to use this data the County assumes no responsibility forits accuracy. This map contains copyrighted information and may not be altered. It may be reproduced in its current state if the source is cited. Users of this map agree to read and accept the County of Contra Costa disclaimer of liability for geographic information. OUT IN OUT IN OUTIN Moita Parcels Parcels Clayton City Limits Marsh Creek Rd Specific Plan Boundary Urban Limit Line Measure C (1990) City of Clayton Sphere of Influence Moita Parcels & ULL: Measure C - 1990 to 2006 075-200-026 075-200-029 075-200-027075-200-030 075-200-028 075-200-021 075-200-025 075-200-022 KLI-99999\2899571.1 EXHIBIT H KLI-99999\2899571.1 EXHIBIT I TO: BOARD OF SUPERVISORS P.~ FROM: DENNIS M. BARRY, AICP 1\ Contra Costa County COMMUNITY DEVELOPMENT DIRECTOR DATE: MARCH 7, 2006 SUBJECT: PROPOSED 2006 VOTER-APPROVED CONTRA COSTA COUNTY URBAN LIMIT LINE BALLOT MEASURE (COUNTYWIDE) (COUNTY FILE: GP#06-0001 AND ZT#06- 0001) SPECIFIC REQUEST{S) OR RECOMMENDATION{S) & BACKGROUND AND JUSTIFICATION RECOMMENDATIONS 1. ACCEPT a report from the Community Development Director on the proposed 2006 Voter Approved Contra Costa County Urban Limit Line ballot measure. CONTINUED ON ATTAC~MENT: X YES SIGNATURE 'be~A. ~ ~-RECOMMENDATION OF COUNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMM TEE ---"':::'.·APPROVE ( ,.. _ OTHER SIGNATURE S : ~- ACTION OF BOALD OTHER S/3.-e. /rf/ltC-Hc'D '7'YDP€.NJ:)~tv'--- ~~E OF SUPERVISORS ---:-7 A-::-UNANIMOUS (ABSENT ...U-) AYES: ____ NOES: __ _ ABSENT: ___ ABSTAIN: __ Contact: P. Roche, CDD-Adv. Ping. (Ph #925-335-1242) cc: CAO Clerk of the Board County Counsel County Clerk (Elections Dept.) Mayor/City Mgr.-(each of 19 cities in CCC) Chair, CCTA I HEREBY CERTIFY THAT THIS IS A TRUE AND CORRECT COPY OF AN ACTION TAKEN AND ENTERED ON THE MINUTES OF THE BOARD OF SUPERVISORS ON THE DATE SHOWN ATTESTED ~z~ . JOHN CULLEN, CLERK OF THE BOARD OF '.SUPE ts AND COUNTY ADMINISTRATOR c:::::;::__ Background Material (Voluminous) can be , e-mailed to you upon request. Direct your request to Jane Pennington at: ipenn@cob.cccounty.us March 7, 2006 Board of Supervisors Proposed 2006 Voter-Approved Urban Limit Line Ballot Measure Page 2 1 RECOMMENDATIONS -continued 2. RECEIVE public comment on the proposed 2006 Voter-Approved Contra Costa County u·rban Limit Line ballot measure. 3. ADOPT a Negative Declaration of Environmental Significance that the proposed 2006 Voter Approved Contra Costa County Urban Limit Line ballot measure would not result in any significant impacts on the environment by finding that the environmental review prepared for the proposed ballot measure is adequate pursuant to the California Environmental Quality Act (CEQA) and DIRE~T staff to file the CEQA Notice of Determination with the County Clerk. 4. ADOPT Resolution No. 2006/80 calling for an election on the 2006 Voter-Approved Contra Costa County Urban Limit Line for the June 6, 2006 Primary Election (see Resolution No. 2006/80, under Attachment "A"). 5. DIRECT the County Clerk to conduct the election pursuant to the California Elections Code. This election shall be held at the time of the primary election on June 6, 2006. FISCAL IMPACT Should the Board adopt the Resolution authorizing an election the County will be responsible for bearing the cost for this election. Elections Code section 13001 provides that all expenses authorized and incurred in the preparation and conduct of elections shall be paid by the County. The County Elections Officer has provided an estimate of at least $110,000.00 to place this measure on the 2006 Primary Election, which covers the costs for preparing and printing ballot pamphlets. ' BACKGROUND / REASONS FOR RECOMMENDATION On July 12, 2005 the Board of Supervisors authorized staff from Community Development and County Counsel to draft an Urban Limit Line ballot measure for the June 2006 Primary Election and to initiate the CEQA review process on the proposed ballot measure. The Board directed that the ballot measure should ask voters to approve amendments and updates to both the County Ordinance Code and the General Plan that would: • Extend the term of the Urban Limit Line to the Year 2026; • Require voter approval, in addition to 4/5 approval by the Board, to expand the Urban Limit Line boundary by more than 30 acres; • Retain procedures for changes to the Urban Limit Line under 30 acres based on a 4/5 vote of the Board after holding a public hearing and making one of the seven findings currently enumerated in the County Ordinance Code; March 7, 2006 Board of Supervisors Proposed 2006 Voter-Approved Urban Limit Line Ballot Measure Page 3 BACKGROUND / REASONS FOR RECOMMENDATION -continued • Incorporate procedures to review the Urban Limit Line based on a 5-year cycle, beginning after voter adoption, and require a review of the Urban Limit Line boundary 10 years from voter approval (Year 2016) based on a land supply review to determine whether there is sufficient capacity to meet 20-year housing and jobs needs for Contra Costa County; • Provide for the automatic commencement of a review of the Urban Limit Line in the vicinity of the tideland portion of the Concord Naval Weapons Station if the United States Department of Defense determines to surplus this land area, allowing this review to occur outside the 5-year and 10-year review cycles; • Retain the 65/35 land preservation standard and retain protections for the County's prime agricultural land by maintaining the 40-acre minimum parcel size for prime soils and limiting uses to agricultural production or uses incidental to agricultural production; • Adopt a new Urban Limit Line Map that reflects four specific changes ( items 1,2,4, and 6 from the amendments to the "Mutually Agreeable Urban Limit Line", as proposed by Councilwoman Amy Worth, City of Orinda): 1. Incorporate the City of San Ramon's voter approved General Plan Land Use and Urban Growth Boundary Map; 2. Locate 27 acres for a proposed public playfield as part of the Gateway development in Orinda on the inside of the Urban Limit Line; 3. Locate the 38 acres of the Pine, Creek Detention Basin parcels owned by the Contra Costa County Water Conservation and Flood Control District in the North Gate area on the outside of the Urban Limit Line; 4. Locate the approved and built Alhambra Valley Ranch residential subdivision (Subdivision Map #6443) on the inside of the Urban Limit Line and make corresponding adjustments placing portions of waterfront area in the City of Martinez outside the Urban Limit Line, as recommended by the Martinez City Council. Subsequent to the Board's direction in July 2005, Urban Limit Line ballot measures for the cities of Antioch, Brentwood, and Pittsburg were placed on the ballot for the Special Election held on November 5, 2005. The Urban Limit Line ballot measures were passed by the voters in the cities of Antioch and Pittsburg. Staff has prepared the County's proposed 2006 Voter-Approved Urban Limit Line Map to reflect the Urban Limit Line boundary in the cities of Antioch and Pittsburg based on the outcome of the November 2005 elections conducted in those two cities. Attached for the Board's consideration is Resolution No. 2006/80 which approves a ballot measure for the June 6, 2006 Primary Election (see Attachment "A"). It includes the complete ordinance language for the ballot measure and the new Urban Limit Line map as they would appear in the voter pamphlet. March 7, 2006 Board of Supervisors Proposed 2006 Voter-Approved Urban Limit Line Ballot Measure Page 4 1 BACKGROUND/ REASONS FOR RECOMMENDATION -continued Also attached for the Board's consideration is the CEQA review document prepared for the 2006 Voter-Approved Urban Limit Line ballot measure in the form of the Notice of Negative Declaration and Initial Study/Checklist (See Attachment "B"). As a final matter, written public comments received to date on the proposed 2006 Voter-Approved Urban Limit Line ballot measure and/or the CEQA review are provided for the Board's consideration (See Attachment "C"). Comment letters received to date include: • David Shuey, Mayor, City of Clayton (2/27/2008) -This letter requests the Board modify the proposed Urban Limit Line map in the ballot measure to include the City of Clayton's previous request to shift the ULL boundary in the Marsh Creek Road area. Staff Analysis: The comment letter asks fo,r a change in the ULL boundary in the vicinity of Marsh Creek Road. It does not raise concerns relating to potential environmental impacts with the proposed ballot measure. • Bob Doran, President, Board of Directors, Town of Discovery Bay Community Services District (2/28/2006)-This letter comments on the County's need to plan more comprehensively for the Discovery Bay community and Far East County. Staff Analysis: The comment letter does not raise concerns relating to potential environmental impacts with the proposed ballot measure. • Lydia DuBorg, City Manager, City of Concord (2/28/2006) -The letter from the Concord City Manager makes two comments: 1) the City is requesting removal d>f the ballot measure's provision on the automatic review of the ULL boundary in the vicinity of the tideland portion of the Concord Naval Weapons Station because it is a remainder from earlier ULL discussions and is no longer relevant to the City; and, 2) the City is calling into question the adequacy of the Initial Study's analysis to support a "No Impact" associated with the change in the ULL boundary in the hills separating Concord and Pittsburg, and the City is requesting that the Initial Study be revised and re-circulated to incorporate mitigation measures that would apply to new visible ridgeline development in the area in question. Staff Analysis: The comment letter from the City of Concord provides no substantial evidence that the ballot measure (the project) will have a significant environmental impact to support their claim the Initial Study is inadequate. In making its claim, the City's comment letter incorrectly interprets the County General Plan and County Zoning Code by assuming that because land is on the inside of the County's ULL it will inevitably be developed to an urban use. At page 3 of the Concord letter it is claimed that "since by allowing the ULL boundary adjustment, anticipated urban development would be facilitated in an area that currently does not allow it". Staff points out that the County General Plan makes it very clear that the fact a property is located inside the Urban Limit Line "provides no guarantee or implication that it may be developed during the lifetime of the General Plan". March 7, 2006 Board of Supervisors Proposed 2006 Voter-Approved Urban Limit Line Ballot Measure Page 5 BACKGROUND/ REASONS FOR RECOMMENDATION -continued The County General Plan expounds further on this policy at page 3-9 by explaining that "Development of property within the ULL would be restricted by the limitations imposed by the County's Growth Management Program, as well as by other General Plan limitations. In addition, those properties within the ULL that do not currently have land use designations that would permit urban development would have to apply for and obtain a General Plan Amendment re-designating the property with a land use designation permitting development." The action before the voters would not in any way change the County's General Plan land use designations or policies for the hills that separate Concord and Pittsburg. Instead, the action voters are being asked to recognize in the County's Urban Limit Line map the decision by Pittsburg voters from the November 5, 2005 Special Election to establish " voter-approved Urban Limit Line for the City of Pittsburg. The voter-approved Urban Limit Line for the City of Pittsburg is consistent with the Principles of Agreement for establishing the Urban Limit Line as incorporated into the extension of the ½ cent transportation sales tax under Measure J, approved by voters countywide in November 2004, and asking the voters to approve a Contra Costa County Urban Limit Line map that reflects the vote in Pittsburg is also consistent with these principles. Staff would not dispute that the action in the November 2005 Special Election by the voters in Pittsburg to approve an Urban Limit Line may result in an indirect significant impact on the environment, as discussed in the City of Concord's letter, but the subsequent action by the County to ask voters countywide to approve a new and revised County Urban Limit Line, which would recognize the November 2005 Pittsburg voter-approved Urban Limit Line, could not and does not cause an impact on the environment. The voters under the proposed ballot measure are being asked to incorporate into the County's Urban Limit Line map something that has already occurred -a ULL boundary approved by Pittsburg voters. Concord's letter has not substantiated a causal relationship or link in terms of impact on the environment with the County's proposed action. The fact that the City of Pittsburg in . February 2005 had circulated a subdivision map for a proposed residential development on a hillside site in the unincorporated area is immaterial. This area will remain designated as Agricultural Land (AL) under the General Plan and zoned for agricultural use under the County's jurisdiction until such time as it is annexed to the city. Staff suggests that the City of Concord's understandable and valid concerns with the potential for visible ridgeline development on the hills that separate the two city boundaries would be more appropriately addressed to the City of Pittsburg, rather than the County, when Pittsburg pursues annexation of1his land area. March 7, 2006 Board of Supervisors Proposed 2006 Voter-Approved Urban Limit Line Ballot Measure Page 6 / BACKGROUND/ REASONS FOR RECOMMENDATION -continued • Donna Landeros, City Manager, City of Brentwood (2/28/2006)-The letter from the Brentwood City Manager requests that the proposed ballot measure's Urban Limit Line map reflect the original Measure C-1990 ULL map in the location of the City's Special Planning Areas (SPA) G, H, and R. The letter suggests that the original Measure C-1990 Urban Limit Line map is the City's equivalent of a voter-approved Urban Limit Line. Staff Analysis: The comment Jetter from the Brentwood City Manager does not raise substantive concerns relating to potential environmental impacts with the proposed ballot measure. Instead, the City asserts that the Urban Limit Line map that was originally included in the Measure C-1990 is still in effect. This position does not recognize that the County's Urban Limit Line west of the city limits was lawfully modified in the Yr. 2000 by the Board of Supervisors as authorized by the voters under Measure C-1990. It should be noted that the City of Brentwood had joined in litigation against the County Board of Supervisors in an attempt to convince the courts to overturn this Yr. 2000 decision. The Board's Yr. 2000 decision to modify the boundaries of the County Urban Limit Line was upheld both in the Superior Court and in the California Appellate Court. CONSEQUENCES OF NEGATIVE ACTION The County Elections Official has previously informed the County that sufficient time is needed by that office to prepare, print, and distribute the ballot and voter pamphlets, particularly for those requesting absentee ballots. Eighty-eight (88) days is the minimum amount of time for the timely completion of these tasks. Adoption of a resolution on March 7, 2006 would provide the tirrfe for the County Clerk - Elections Department to complete these tasks. Failure to take action in approving the resolution on March 7, 2006 would mean that the 2006 Voter-Approved Urban Limit Line ballot measure could not be submitted to voters for the June 6, 2006 Primary Election. Attachments (3 items) 1. Attachment "A": 2. Attachment "B": 3. Attachment "C": Board Resolution No. 2006/80 -Resolution Calling For An Election On June 6, 2006 On Voter-Approved Urban Limit Line Notice of Public Review and Intent To Adopt Negative Declaration and Initial Study/Checklist Written Comments Received To Date G:\Advance Plann!ng\adv-plan\ULL Ballot Measure\BallotMeasureB0030706finat.doc ADDENDUM TO ITEM D.4 March 7, 2006 On this day, the Board of Supervisors considered adopting Resolution No. 2006/105 calling for an election on June 6, 2006 for a voter-approved Contra Costa urban limit line. Patrick Roche of the Community Development Department presented the staff report, noting that the language in the agenda packet materials incorporates those changes suggested by the Board in July of 2005. He said the Urban Limit Line the Board is being asked to submit to the voters incorporates the actions taken by voters or Antioch and Pittsburg who have approved their own urban limit lines for their cities. Supervisor Piepho asked what the cost difference would be between placing the issue on the ballot as part of the June Primary or as part of the November General Election. Steve Weir, County Clerk-Recorder, responded that because there will be a countywide June election, but because there is not normally a November primary, the June election would have the lowest cost impact on the County. Supervisor Uilke1111 asked what would happen if the measure does not pass; particularly, which cities would still be in compliance, and what would the cities that were not in compliance then have to do? Mr. Roche responded that at least four jurisdictions currently have voter-approved Urban Limit Lines bringing them into compliance with Measure J, and that perhaps the other cities in the County without Urban Limit Lines would have to go to their voters to approve a City-sponsored Urban Limit Line. The other possibility is that a cities could adopt the Urban Limit Line approved countywide. Supervisor Uilkema asked what would happen if the line passed by a majority vote in some cities but not overall; would those cities where it passed by a majority then have a qualifying line? Martin Englemann of Contra Costa Transportation Authority (CCT A) staff said that CCT A does not have a clear-cut answer. CCTA's legal counsel has advised that the one thing that is clear is that if the ballot passes countywide, and if it passed by the majority in a jurisdiction, that jurisdiction would then be in compliance. He said that if the measure fails countywide, the issue becomes less clear and could be problematic. Supervisor Gioia noted there is an important distinction to be made. Passage by voters countywide of the measure sponsored by the Board would not make the Urban Limit Line legally binding for the cities. It would only be binding as it pertains to the determination of compliance with the Growth Management component to Measure J to remain eligible for return-to-source funds. He noted there have been discussions at the CCTA proposing that each city council pass a resolution stating their intention to comply with the Urban Limit Line, and that as long as they are in compliance with that resolution, they would then eligible for their return-to-source funds. Supervisor Gioia asked for public comment. The following people addressed the Board: • Julie Pierce, Councilmember of the City of Clayton, referred the Board to Clayton's February 22, 2006 letter. She summarized the City's request for a modification of the County's proposed urban limit line to incorporate number three of the "Worth Amendments" as presented at the February 26, 2005 Urban Limit Line (ULL) Conference. She said that since all nineteen cites agreed with Worth Amendment number three, she would think it would be appropriate for thy County to honor it as well. She further noted that correspondence with LAFCO has indicated that if the County's Urban Limit Line is approved by voters as proposed without this amendment, LAFCO could be expected to hold I ADDENDUM TO ITEM D.4 March 7, 2006 Page 2 of 3 Clayton to that Urban Limit Line and would frown on a proposal from the City to annex the land in question. • Jim Forsberg, Director of Planning and Economic Development, City of Concord, referenced a letter submitted by the Concord City Manager commenting on the proposed voter-approved Urban Limit Line ballot measure and environmental review prepared for1the ballot measure. He reiterated the City of Concord's written comments requesting that Provision V. in the measure relating to the automatic review of the Urban Limit Line boundary in the vicinity of the tideland portion of the Concord Naval Weapons Station be removed because it is no longer relevant to the City. He also reviewed another City issue relating to the CEQA (California Environmental Quality Act) review prepared for the ballot measure. He stated the City's view that revising and recirculating the Negative Declaration/Initial Study prepared by the County for the proposed June 6, 2006 measure is necessary, because the Urban Limit Line proposed for voter approval countywide measure to be sponsored by the Board of Supervisors would reflect the boundary of the Pittsburg voter-approved Urban Limit Line. It is the view of the City of Concord that the environmental review prepared for the Board's proposed ballot measure did not fully evaluate the visual impacts associated with potential development in the vicinity of the hills separating Concord and Pittsburg city limits adjacent to the Concord Naval Weapons Station. He suggested that while revision and recirculation of environmental review to include such visual impacts would delay the election, it is the right thing to do. • Seth Adams, Save Mount Diablo, noted the November 2005 election results of the Urban Limit Line ballot measures in Brentwood and Antioch He stated that large amounts of money were spent in these campaigns to confuse the voters. He requested that the Board postprne until the General Election in November the countywide voter-approve Urban Limit Line ballot measure. • Michael Sarabia, Bay Point resident, noted the ULL would be more likely to pass if the changes being proposed to the Board today are incorporated. and • David Reid, Green Bay Alliance, suggested more work be done to make the Urban Limit Line more effective in controlling growth and traffic. He requested the Board delay the election until November to allow time for stakeholders to work with the County to develop the best possible line. The following person provided written comment to the Board: • Michael Sarabia, Bay Point resident, submitted additional comments via e-mail. Chair Gioia returned the matter to the Board. Supervisor Uilkema commented that the proposed Urban Limit Line ballot measure might not be ready for the June 2006 Primary Election, and urged the Board to postpone the item until the November 2006 election to allow time to answer the questions surrounding what the outcome of the vote will mean to the cities and the County in terms of Measure J compliance. She also said it will be important to look at the issues raised by the City of Clayton, and at whether the same issue also exists elsewhere in the County. ADDENDUM TO ITEM D.4 March 7, 2006 Page 3 oj 3 Supervisor Piepho agreed with Supervisor Uilkema, adding there are still many issues to be addressed and dialogue that still needs to occur in far East County, particularly with regard to infrastructure issues to serve Discovery Bay. Supervisor DeSaulnier said he would like to find out from staff which services are precluded from the lots placed in question by the City of Clayton. He also cautioned against reading into this discussion that the Board intends to come back with major changes to the line, if any. Dennis Barry, Community Development Director, noted for the Board that August 8, 2006 would be the very last date the Board could take an action and still make the deadline for the November 2006 election. He added that any modifications to the proposal will need to be done fairly quickly to enable determination of California Environmental Quality Act (CEQA)requirements. He cautioned that if an Environmental Impact Report (EIR) is needed, this would mean a delay in holding the election item until June of 2008 or beyond. • Supervisor Uilkema asked if the issues raised by Clayton were addressed in the CEQA review prepared by the County for this proposed ballot measure. Mr. Barry responded that they were not. Chair Gioia outline~ four issues that he proposed the Board address: 1. How to incorporate what happened at the ballots in Antioch and Pittsburg; 2. The legal issues around what it will mean to have a CCT A-approved line; 3. The City of Clayton's request; and 4. Discovery Bay's infrastructure issues as referenced by Supervisor Piepho. He said it seems the Board needs to address each of these issues separately, and that if there are any other issues, that they be brought to the table quickly. Supervisor DeSaulnier suggested finding out as soon as possible whether or not an EIR will be required if the Board opts to grant the request of the City of Clayton. Chair Gioia noted that the City of Clayton co1,ild also choose to go to the ballot on its own, as a line approved by the voters of the City of Clayton would fulfill Measure J compliance requirements. Supervisor Uilkema made a motion that was seconded by Supervisor Piepho. The Board of Supervisors took the following action by a 4-0 vote, with Supervisor Glover absent: DETERMINED not to submit to the County Elections Officer the proposed voter-approved Urban Limit Line ballot measure for June 6, 2006 Primary Election; and DIRECTED staff to return to the Board with a report on whether issues raised today can be addressed in time to meet the deadline for the November 2006 General Election. # # # G:\Advance Plonningladv-plan\ULL Ballot Meosure\030706 ULLaddendumrevised.doc I KLI-99999\2899571.1 EXHIBIT J Clayton Marsh Creek Rd Pine Ln Waldam ar Ct El Portal DrDiablo Pkwy El Pueblo Pl El Portal Pl Map Created 10/15/2013by Contra Costa County Department ofConservation and Development, GIS Group30 Muir Road, Martinez, CA 9455337:59:41.791N 122:07:03.756WI06901,380345Feet This map was created by the Contra Costa County Department of Conservation andDevelopment with data from the Contra Costa County GIS Program. Some base data, primarily City Limits, is derived from the CA State Board of Equalization'stax rate areas. While obligated to use this data the County assumes no responsibility forits accuracy. This map contains copyrighted information and may not be altered. It may be reproduced in its current state if the source is cited. Users of this map agree to read and accept the County of Contra Costa disclaimer of liability for geographic information. OUT IN OUT IN OUTIN Moita Parcels Parcels Clayton City Limits Marsh Creek Rd Specific Plan Boundary Urban Limit Line Post Measure L (2006) City of Clayton Sphere of Influence Moita Parcels & Measure L - 2006 Voter Approved ULL 075-200-026 075-200-029 075-200-027075-200-030 075-200-028 075-200-021 075-200-025 075-200-022 From:JASBIR NIJJAR To:Will Nelson; Alyson Greenlee Cc:Jcoburn2007@gmail.com; Supervisor_Burgis; John Kopchik; Alicia Nuchols; Stephen Griswold; Peter Myers; Joanne Chiu Subject:Discovery Bay Hills Job Center Date:Monday, May 19, 2025 1:18:59 PM Attachments:Discovery Bay Hills - Job Center.pptx DEVELOPMENT AGREEMENT.docx Hi Will, Alyson, It was truly a great pleasure meeting with you and team to discuss the proposed "Discovery Bay Hills Job Center". With this proposed Agreement, I believe we have demonstrated an extraordinary willingness to incorporate feedback to create win-win solutions. Obviously more can be done with the proposal to make it better. To that end, please feel free to modify, add, or subtract as you and team feel fit . . . we'll make every effort to accommodate. Please also forward to the legal team and others for review. From reading the Agreement, I hope it is evident that there are many ways for the County to exit the Agreement without penalty. Hopefully as the team and others review the Agreement, one walks away with the sense that it was written in a fair way to cover concerns from all sides. A great deal of effort was put in to make it clear that Environmental Organizations feedback/concerns will be weighted heavily to bring balance to the Project . . . as an avid environmentalist, that personally is important to me. John Coburn and I plan to meet on a regular basis with the leadership/teams of these Organizations to better understand how we can execute better. The last 7 years I was in the corporate world, I did turn arounds of failing business units. I got the worst of the worst, especially the last 4-5 years. Just about everywhere, I ran into people that shared my passion for making things better. Together we made things happen that were deemed impossible and at speeds that were deemed impossible. Although there are still many steps and hurdles, I am confident as more and more stake holders get involved, we as a team can make this project move forward and make it a great success. John and I will follow up to discuss further. Warm Regards & Sincerely, Jasbir Singh Nijjar Cell: 408-425-0640 --- DISCOVERY BAY HILLS JOB CENTER AGREEMENT --- Between County of Contra Costa and Jasbir Singh Nijjar, Paramjot Kaur Nijjar Regarding Potential Inclusion of Jasbir Singh Nijjar, Paramjot Kaur Nijjar’s Property within the Urban Limit Line and Potential Job Center Development of the Property This Job Center Agreement (“Agreement”) is made and entered into this ___ day of ______, 2025, by and between the Contra Costa County, a political subdivision of the State of California (the “County”), and Jasbir Singh Nijjar, Paramjot Kaur Nijjar, (“Landowner”). The County and Landowner are sometimes referred to herein individually as a “Party” and collectively as the “Parties.” Recitals & Key Conditions WHEREAS, Contra Costa County (“County”) is a California general law county with land use authority over the unincorporated area of the County, and it has adopted policies and maps that designate an Urban Limit Line (“ULL”); WHEREAS, Landowner owns approximately 353.72 acres of real property in the unincorporated area of County, described as “Discovery Bay Hills Job Center” or “Discovery Bay Job Center” (Assessor’s Parcel Numbers 008-340-031-7, 008-340-032-5) (the “Property”), which is located outside the current boundary of the County’s ULL; “Discovery Bay Hills Job Center” and “Discovery Bay Job Center” both describe the Property and are interchangeable; WHEREAS, Landowner desires to develop the Property as primarily an Industrial Job Center that Landowner contends will provide needed localized employment and other public beneﬁts, but which requires that the Property be included within the ULL and given an urban land use designation to proceed; WHEREAS, the County acknowledges potential public beneﬁts from the future development of the Property, such as Local Jobs, economic development, tax revenue, infrastructure improvements. County stipulates potential public beneﬁts from future development of the Property to be weighed against other public needs. Therefore, no commitment is made by County regarding any future approval of change from current use of Property even if Property is included within ULL. WHEREAS, to enable the implementation of this Agreement, the County modify the Urban Limit Line to include the Property within the ULL with the following conditions: a. A minimum four-ﬁfths vote of the Contra Costa County Board of Supervisors approve changes to ULL to include the Property within the ULL. b. If a minimum four-ﬁfths vote of the Contra Costa County Board of Supervisors approve changes to ULL to include the Property within the ULL, County will place a measure on the ballot before 11-15-2026 to ratify the revised ULL with the Property included within the ULL. c. This Agreement shall terminate if either or both items (a) (b) written directly above are not implemented by County. The Landowner agrees to hold harmless the County from any and all claims, lawsuits, or liabilities arising from the County not implementing either or both items (a) (b). d. If voters do not approve ballot measure that result in the Property being Included in ULL by July 30, 2027 , this Agreement shall terminate and both Parties agree to hold each other harmless. e. If inclusion of Property within ULL is approved by Voters via ballot measure, the inclusion period of the Property within the ULL shall start before August 14, 2027 and extend to August 14, 2042 with the possibility of permanent inclusion of Property within ULL covered in Recitals & Key Conditions item (f) below. f. If inclusion of Property within ULL is approved by Voters via ballot measure and a separate subsequent Development Agreement of “Discovery Bay Hills Job Center” is approved by Contra Costa County with terms and conditions mutually agreeable to County and Landowner before August 14, 2042, then the inclusion of the Property within the ULL shall become permanent subject to sections 5.1 and 8.2. g. If inclusion of Property within ULL is approved by Voters via ballon measure, and a separate subsequent Development Agreement of “Discovery Bay Hills Job Center” is not approved by Contra Costa County with terms and conditions mutually agreeable to County and Landowner before August 14, 2042, the Property shall revert back to being outside of ULL effective August 15, 2042 and the Agreement shall terminate. WHEREAS, the Parties acknowledge that this Agreement was processed, reviewed, and approved in accordance with California law governing development agreements (Gov. Code § 65864 et seq.) and general plan amendments. The Agreement is entered into freely and voluntarily, with all Parties having participated or having full opportunity to participate in its drafting. The obligations hereunder are agreed to be fair, just, and reasonable, and within the authority of the County to make in exchange for the public beneﬁts secured by the County herein. NOW, THEREFORE, in consideration of the mutual covenants and promises set forth herein, and the beneﬁts to be derived by each Party, the Parties agree as follows: 1. Effective Date and Term 1.1 Effective Date: This Agreement shall become effective when the Parties have signed the Agreement. The Parties shall not be bound by the substantive provisions of this Agreement until the Effective Date. 1.2 Term: The term of this Agreement (“Term”) shall commence on the Effective Date and extend for a period of 18 years thereafter, unless earlier terminated or extended as provided in this Agreement. Certain items such as permanent inclusion of Property within ULL as provisioned in item (f) of Recitals & Key Conditions will survive beyond the Term if actions outlined in item (f) of Recitals & Key Conditions are executed. The Parties may mutually agree in writing to extend the Term, subject to all necessary public hearings and approvals required by law for such extension (Gov. Code § 65868). During the Term, this Agreement shall be binding on the Parties and their successors, and the Property shall be subject to the provisions herein. 2. Inclusion of Property in Urban Limit Line and Land Use Designation 2.1 Urban Limit Line: If Property is included within ULL by Voter ballot measure, By this Agreement, the County obligates itself, to the maximum extent permitted by law not disregard the provisions in items (e) (f) (g) in Recitals & Key Conditions, except as provided in Section 8.2 (Uncontrollable Events) or through an amendment to this Agreement agreed to by Landowner. The inclusion of the Property in the ULL allows the County to designate urban land uses for the Property and consider development applications consistent with urban development standards, as further addressed below. 3. Intended Uses and Development of the Property 3.1 Intended Project; Subsequent Approvals: Landowner intends to seek approval of the Project “Discovery Bay Hills Job Center”. Nothing in this Agreement itself constitutes an approval of a speciﬁc development project or entitlement; Landowner must apply for and obtain all necessary subsequent development permits (such as tentative subdivision maps, conditional use permits, site development plans, grading permits, building permits, etc.) in accordance with the County’s normal procedures. Nothing in this Agreement itself Obligates County of Contra Costa or Any Other Agency/Entity to Approve Development on Property. 3.2 Compliance with Plans and Laws: All development of the Property shall comply with the County’s zoning, subdivision, building, and other ordinances and regulations governing development, except as vested or modiﬁed by this Agreement, and any conditions of approval or mitigation measures imposed through the subdivision or project approval process. Landowner shall also comply with all federal and state laws and regulations applicable to the development. Nothing in this Agreement exempts Landowner from those generally applicable legal requirements. 3.3 Changes in Laws: If any future law is applied to the Property and Landowner believes it negates the beneﬁts under this Agreement, Landowner may invoke the dispute resolution provisions (Section 9.7) and/or seek amendment of this Agreement. The County shall not enact targeted rules intended to discriminate against or frustrate the speciﬁc development contemplated herein; any new laws must be of general applicability or necessary for overriding public welfare concerns. 4. Consideration and Obligations of Landowner (Public Beneﬁts) If County and Landowner execute items (e), (f) in Recitals & Key Conditions, Landowner shall provide or cause to be provided the following consideration and public beneﬁts: 4.1 Beneﬁts in sections 4.2-4.6 are conditional on Landowner/Assignee/Successor securing funding to build out Project. 4.2 Infrastructure and Impact Fees: Landowner shall either construct or fund its fair share of on-site and pre-agreed off-site infrastructure required for the Project. This includes but is not limited to: internal streets, water supply and sewage facilities, storm drainage systems, and park and recreational amenities. Major pre-agreed infrastructure improvements that beneﬁt the broader community, such as road widening, signalization, extension of a sewer trunk line, etc., shall be completed by Landowner or through ﬁnancing mechanisms such as impact fee or Community Facilities District as speciﬁed in subsequent approvals. Landowner will pay all standard development impact fees in effect as of the time of building permit issuance. The County reserves the right to adjust fees per adopted ordinances, and Landowner shall pay any such increases except to the extent a fee is expressly ﬁxed by a potential subsequent mutually agreed upon Development Agreement as provisioned by item (f) in Recitals & Key Conditions. 4.3 Open Space Dedication: To offset the conversion of land to urban use and maintain consistency with County conservation goals, Landowner shall permanently conserve no less than 50 acres of Property as public recreation/nature/open space area as further detailed in section 4.4. This provision furthers the ULL’s purpose by creating a buffer and preserving some land even as the ULL is expanded. In addition, at start of construction, per County regulations, Landowner will pay County mitigation fee in the amount of approximately $8M to enable County to permanently preserve approximately 800-1100 acres of open space within Contra Costa County. This mitigation fee is in addition to monetary considerations in section 4.5 4.4 Community Facilities: As mentioned in section 4.3, Landowner shall donate to the County at least 50 acres natural scenic recreation area. The location of this nature/recreation area to be along edge of Hwy 4 to stretch along a signiﬁcant portion of the length of property. Landowner acknowledges this is premier road frontage property on a major thorough way with multiple existing/planned traffic lights. These locations are normally coveted by developers. Assuming it was developed, the land value is approximately $20M-$40M. To be donated including the underlying land to East Bay Regional Park District. Construction to start at approximately 50% construction completion of Project or sooner if mutually agreed upon by Landowner and County. Landowner intends to work with local/local chapters of environmental organizations to solicit feedback on design of the natural scenic recreation area. After building out of natural scenic recreation area, County will have complete ownership and assume full physical and ﬁnancial responsibility for ongoing operations of area. If the County does not accept nature/recreation area by end of the project build-out, the land may revert to the Landowner’s private development use, subject to any necessary approvals. 4.5 Monetary Consideration: In addition to the beneﬁts above, Landowner shall donate 50% of Landowner’s land sale proceeds beyond the ﬁrst $10M proceeds (approximate purchase price plus carrying cost) from the sale of land of the Discovery Bay Hills Job Center Project. a.) First $10M proceeds of land sale shall go to Landowner. b.) Land Sale Proceeds $10M-$26M. 50% of land sales proceeds $10M-$26M go to Landowner, 50% of land sale proceeds $10M-$26M goes into charitable trust setup to build out nature/recreation area on Property. As an example, if land sale proceeds are $26M or higher, the charitable trust setup to buildout nature/recreation area shall have $8M (($26M-$10M) x 0.50 = $8M). c.) $26M-$42M Land Sale Proceeds. Jasbir Singh Nijjar and Paramjot Kaur Nijjar (Landowner) acknowledge they are avid environmentalists. Therefore, regarding $26M-$42M land sale proceeds, 50% of land sales proceeds $26M-$42M go to Landowner, 50% of land sale proceeds $26M-$42M to go towards environmental causes within Contra Costa County and Greater Bay Area. As an example, if land sale proceeds are $42M or higher, the charitable trust setup for environmental causes shall have $8M (($42M-$26M) x 0.50 = $8M). Landowner intends to work with local/local chapters of environmental organizations to create agreements with mutually agreed upon terms and conditions to administer new projects and/or augment existing projects for beneﬁt of the public. Any remaining funds will be used for other charitable causes within Contra Costa County. d.) $42M-$46M Land Sale Proceeds. Jasbir Singh Nijjar and Paramjot Kaur Nijjar (Landowner) acknowledge they strongly believe in the importance of investing in the next generation. Therefore, regarding $42M-$46M land sale proceeds, 50% of land sales proceeds go to Landowner, 50% of land sale proceeds goes to charitable trust set up for Little League Groups that are based in Contra Costa County. Landowner shall have sole discretion as to the amount and which Contra Costa County based Little League organizations receive funding. Additionally, the Little League Group must have existed prior to January 1, 2025. As an example, if land sale proceeds are $46M or higher, the charitable trust setup for Contra Costa County Based Little Leage Organizations shall have $2M (($46M-$42M) x 0.50 = $2M). If an agreement cannot be worked out between Landowner and Contra Costa Little League Organizations, Landowner will choose other charitable causes within Contra Costa County. e.) $46M-$50M Land Sale Proceeds. Regarding $46-$50M land sale proceeds, 50% of land sales proceeds go to Landowner, 50% of land sale proceeds goes to charitable trust set up for schools in Discovery Bay, CA & Byron, CA. As an example, if land sale proceeds are $50M, the charitable trust setup for Discovery Bay & Byron schools shall have $2M (($50M-$46M) x 0.50 = $2M). Landowner intends to work with schools to identify projects needing funding. If there are any funds not distributed, Landowner will choose other charitable causes within Contra Costa County. f.) Land Sale Proceeds Beyond $50M. Regarding land sale proceeds beyond $50M, 50% of land sales proceeds go to Landowner, 50% of land sale proceeds goes to charitable trust(s) set up for charitable causes within Contra Costa County with some funds going to increase funding for items 4.5(b) through 4.5(e) listed directly above. These donations are independent of any development impact fees or exactions required by law. If property is included within ULL and County approves development of “Discovery Bay Hills Job Center” with terms and conditions mutually agreeable to County and Landowner, the estimated Land Sale Proceeds are $60M to $120M. The Landowner unequivocally states the $60M-$120M Land Sale Proceeds is an estimate and unequivocally makes no guarantee of actual Land Sale Proceeds, if any. County and Landowner unequivocally assume no liability for execution, lack of execution, or enforcement of execution for items 4.5(a)-4.5(f), however, County and Landowner can at their own discretion hold each other accountable for items listed in 4.5(a) – 4.5(b) using relief instruments outlined in Agreement in section 7. See also section 9.9. If Agreement is terminated, the commitments in Section 4 become void and all of Landowner’s pre-Agreement rights associated with Property are reverted back to Landowner. 4.6 Timing of Obligations: Many of Landowner’s obligations above will be tied to future project phases; generally, unless otherwise speciﬁed, the public beneﬁts shall be provided in rough proportionality to the development as it progresses unless otherwise stated; the County and Landowner will negotiate speciﬁc phasing in to ensure that public beneﬁts are delivered timely; all such timing requirements will be enforceable through normal permit processes in addition to this Agreement. 5. Obligations of the County In addition to the commitments stated elsewhere in this Agreement, if County and Landowner execute items (e), (f) in Recitals & Key Conditions, the County shall: 5.1 Maintain Inclusion in ULL: Acknowledge and covenant that if the Property is included in the ULL and that the County will not take any legislative action to remove the Property from within the ULL except as allowed by this Agreement. 5.2 Process Future Approvals in Good Faith: Process diligently any and all applications by Landowner for subsequent approvals needed for the Project, including zoning, subdivision maps, grading and building permits, utility connections, etc. The County shall provide reasonable assistance and cooperation to Landowner (consistent with the role of a public agency) such as promptly reviewing submitted plans, responding to inquiries, and coordinating with other agencies. While this Agreement does not guarantee approval of every permit (as each must meet applicable requirements), the County agrees it will not impose extraneous or discriminatory conditions or delays. Any discretionary decisions will be made based on substantial evidence and the applicable law, and the County will not arbitrarily prevent the vesting of Landowner’s development rights as contemplated. If disputes arise, the County will meet and confer with Landowner per Section 9.7 to resolve issues. 5.3 Use of Fees: Utilize any special fees or contributions paid by Landowner (such as the Mitigation Fee in Section 4.5) for their intended purposes to beneﬁt the public. Misuse of those funds contrary to the stated purpose would undermine the public beneﬁt of the Agreement. 5.4 No Conﬂicting Enactments: Refrain from enacting any moratorium, initiative, or ordinance that targets the Property or Project speciﬁcally in a way that is inconsistent with this Agreement or that prevents compliance with this Agreement. (This does not limit county-wide or area-wide measures of general applicability, such as building code updates or temporary moratoria responding to urgent hazards) Should any such general measure be passed that impacts the Property, the County will, to the maximum extent allowed by law, exempt the Property or otherwise act to honor the vested rights granted herein. 5.5 Cooperation with Other Agencies: The County will support necessary actions before other governmental bodies to effectuate the development. If the Property will seek annexation to a City (should Discovery Bay choose to incorporate) or extension of city utilities, the County will cooperate with the City and LAFCo in accordance with any adopted tax-sharing agreement or memorandum of understanding. The County’s inclusion of the Property in the ULL signals that the area is intended for urbanization, which LAFCo will typically respect in considering sphere of inﬂuence adjustment. If any regional or state approvals are required (such as Caltrans approval of a road access), the County will, at Landowner’s request, provide letters of support or resolutions consistent with the County’s commitments in this Agreement. 6. Annual Review and Compliance Reporting Pursuant to Government Code § 65865.1, the County shall review this Agreement at least once every twelve (12) months during the Term. On or before each anniversary of the Effective Date, Landowner shall submit a written report to the County detailing the extent of its good-faith substantial compliance with the terms of this Agreement over the preceding year (e.g., status of development, public beneﬁt contributions made, etc.). County staff shall review the report and may request additional information. A public hearing shall be conducted by the Planning Commission or Board of Supervisors for the annual review. If the County ﬁnds, on the basis of substantial evidence, that Landowner has complied in good faith with all terms of the Agreement, the review will be documented as satisfactory in the record. If the County determines Landowner has not demonstrated good-faith compliance, the County shall give written notice to Landowner of any default (Section 7.1) and allow time to cure as provided in Section 7.2. Failure to meet an interim deadline or obligation by Landowner (such as timing of a payment or construction of an improvement) that is not cured can constitute lack of good faith compliance. The annual review is a means to ensure both Parties remain accountable. The annual review requirement is in addition to, not in lieu of, any other monitoring of project conditions or mitigation measures required under CEQA or other laws. 7. Default and Remedies 7.1 Events of Default: A Party’s failure to perform any material obligation or breach of any material term of this Agreement shall constitute an “Event of Default.” Material obligations include, but are not limited to: for Landowner, the timely provision of consideration and public beneﬁts in Section 4, adherence to applicable laws; for the County, the maintenance of the Property within the ULL (subject to section 8.2), processing of approvals, and avoidance of conﬂicting legislative actions per Section 5. If any Party believes the other is in default, it shall provide written Notice of Default, specifying the nature of the breach and the actions required to cure. 7.2 Opportunity to Cure: Upon Notice of Default, the alleged defaulting Party shall have a reasonable opportunity to cure the default. The cure period shall be ninety (90) days from receipt of the notice, or such longer period as is reasonably necessary to cure if the default cannot be cured within 90 days and the defaulting Party commences cure within that period and diligently pursues completion. For example, if Landowner failed to make a required payment, a 90-day cure period applies; if the County missed an approval deadline, it should act within 90 days to correct it. If the breach is of a nature that is not curable (e.g., a prohibited transfer contrary to Section 9.3 without consent), the Parties shall meet promptly to discuss potential remedies or waivers. 7.3 Remedies for Uncured Default: If, after notice and expiration of the cure period, the default is not cured, the non-defaulting Party may pursue any remedies available at law or in equity, subject to the following: (a) Termination: The non-defaulting Party may terminate this Agreement by delivering a written notice of termination to the defaulting Party. Uncured default termination by the County shall require a noticed public hearing before the Board of Supervisors. Upon termination, the Parties are released from further obligations (except those that expressly survive), and the County may, in its discretion, initiate a general plan amendment to restore pre-agreement land use designations or take other reasonable actions with respect to the Property’s planning status. If the County terminates due to Landowner’s default, Landowner retains any underlying rights it had minus the beneﬁts of this Agreement (e.g., the ULL amendment could be rescinded, reverting the planning status, though any such legislative change would follow normal procedures). If Landowner terminates due to County’s default, Landowner may pursue damages as noted below. (b) Legal Action for Damages or Speciﬁc Relief: The Parties acknowledge that monetary damages may be an appropriate remedy for certain breaches. In particular, if the County breaches by failing to honor the vested rights (for example, by excluding the Property from the ULL in violation of this Agreement), Landowner may claim expectation damages (such as lost proﬁts or costs incurred) subject to proof in court. The County acknowledges that it does not have immunity for breach of agreement, and an award of damages can be entered against it. However, the Parties agree to waive any claim for consequential or punitive damages. Speciﬁc performance or injunctive relief may be available to compel ministerial actions (for instance, compelling the execution of already-approved documents, or enjoining enforcement of newly enacted rules contrary to the Agreement). The Parties agree that a court cannot and should not order the County’s legislative body to enact a law (such as a rezoning) as a remedy, given constitutional constraints; thus speciﬁc performance is not an agreed remedy for any obligation that is legislative in nature and not yet fulﬁlled (but if the County has already legislatively approved something and fails to implement it ministerially, a court order might issue an injunction). (c) Non-Binding Mediation: Before either Party ﬁles a lawsuit for an alleged breach, they shall in good faith participate in mediation if both consent or as may be required by any County mediation ordinance or policy. This is to attempt resolution without litigation. 7.4 County Default – No Personal Liability: In the event of a County default, no official, member, employee, or agent of the County shall be personally liable for any damages or breach, and Landowner’s recourse is solely against the County as a governmental entity (and any applicable insurance or bonds). This provision does not shield the County from liability but clariﬁes the individuals are not personally at risk. 7.5 Landowner Default – Speciﬁc Performance: If Landowner fails to perform a dedication, make a payment, or deliver a public beneﬁt as promised, the County may seek speciﬁc performance of that obligation (since it is often the agreed equivalent of monetary consideration). For example, the County could sue to compel Landowner to record an open space easement or pay a fee, as damages might not adequately substitute for these public beneﬁts. Alternatively, the County may suspend further project permits until compliance is achieved (using its rights under permits or under this Agreement). These remedies are cumulative to termination. 7.6 Waiver: Failure by either Party to promptly enforce any default or to exercise any right under this Agreement shall not be deemed a waiver of that default or right, unless an express written waiver is provided. One or more waivers of any covenant or breach shall not be construed as a continuing waiver of any other provision or any subsequent breach. For instance, if the County allows Landowner to miss a deadline once without consequence, it does not preclude the County from enforcing future deadlines. 8. Amendment, Termination or Suspension 8.1 Amendment by Mutual Consent: This Agreement may be amended in whole or in part only by mutual written consent of the Parties, in compliance with Government Code § 65868. Any amendment shall be approved by the County by ordinance or resolution after a noticed public hearing, and by the Landowner (or successor in interest) in writing. Minor administrative amendments (e.g., correcting errors, updating legal descriptions, extending timeframes by a small amount) that do not materially affect vested rights or obligations may be processed with Planning Commission review and Board consent by resolution. Major amendments (e.g., changes to Term, allowed land uses, or public beneﬁt commitments) require the full process as a new development agreement would. During any amendment process, the existing Agreement remains in effect unless otherwise agreed. 8.2 Uncontrollable Events; Suspension: A Party shall not be deemed in default, and performance of obligations shall be excused or may be suspended, where delays or failures are caused by Uncontrollable Events. Uncontrollable Events mean any cause beyond the reasonable control of the obligated Party, including but not limited to: acts of God; natural disasters (earthquake, ﬂood, wildﬁre) that substantially affect the Property; war or terrorism; labor strikes; pandemics or public health emergencies; litigation by third parties (not induced by the Party) challenging Property Inclusion within ULL, or this Agreement; or invalidation of necessary permits by court order. If an Uncontrollable Event occurs, the affected Party shall notify the other Party in writing with details. The Parties shall confer on how to adjust timelines or obligations. For example, if a court were to invalidate the ULL amendment despite the County’s and Landowner’s defense, the County’s obligation to keep the Property in the ULL would be suspended pending appeal or compliance with the court’s decision. Likewise, if a wildﬁre destroys infrastructure, Landowner’s construction deadlines would toll during recovery. In extreme cases, if the fundamental purpose of the Agreement is frustrated by an Uncontrollable Event (e.g., a court or new law makes it illegal to develop the Property as intended), the Parties shall negotiate in good faith to modify the Agreement to resolve the issue. If resolution is not possible, either Party may terminate the Agreement upon 90 days’ notice, without fault. Before termination due to such frustration, any consideration that can be restored or any partial performance due should be addressed. 8.3 Termination on Completion: If Landowner completes the Project and all obligations prior to the full Term, and no further development is anticipated, the Parties may record a notice of termination by mutual agreement. Otherwise, at the natural expiration of the Term, this Agreement shall cease to be operative, except for speciﬁed surviving sections. The termination or expiration shall not affect any land use entitlements (like the General Plan designation, zoning, or vested subdivision maps) already granted; those run with the land per law. 8.4 Effect of Termination/Expiration: Upon termination (whether by default or expiration or mutual agreement), neither Party shall have further obligations under this Agreement, except those provisions that by their nature should survive such as indemnity for actions taken during the term, permanent inclusion of Property as described in greater detail in item (f) of Recitals & Key Conditions. However, if termination is due to a default by Landowner, the County may initiate proceedings to revert the ULL status if it deems that in the public interest, following all required procedures (acknowledging that including the property in the ULL was contingent on promised beneﬁts that didn’t materialize). Landowner (or successor) would have opportunities to participate in any such hearings. 9. General Provisions 9.1 Entire Agreement: This Agreement, and any documents incorporated by reference, constitutes the entire understanding and agreement of the Parties with respect to the subject matter (potential ULL inclusion and potential development of the Property). It supersedes all prior negotiations, discussions, power point presentations, term sheets, or draft agreements. No oral or written representation by any Party shall be binding unless expressly included in this Agreement. Notably, the Parties conﬁrm that there are no side agreements or conditions other than those set forth herein. 9.2 Relationship of Parties: The Agreement does not constitute the formation of a joint venture or partnership between the County and Landowner. The relationship is that of a contracting governmental entity and a property owner/developer. Landowner is not an agent of the County, nor is the County an agent of Landowner. Each Party shall be solely responsible for its own acts or omissions and the acts of its contractors, employees, or agents. 9.3 Transfers and Assignment: This Agreement is appurtenant to the Property and runs with the land. Landowner may transfer or sell all or part of the Property to other developers or persons (“Transferee or Assignee”). Upon transfer of an ownership interest in all or a portion of the Property, the beneﬁts and burdens of this Agreement shall thereafter bind and inure to the successor-in-interest of such portion, and Landowner (transferor) shall be released from obligations as to that portion arising after the transfer, provided that: (a) the Transferee has agreed in writing to assume the obligations of Agreement except those obligations in Section 4.5 (via an assignment and assumption agreement delivered to the County); and (b) Landowner was not in default of this Agreement at the time of transfer or any default has been cured or assumed by the Transferee. The County shall have the right to approve the form of assignment to ensure it provides for assumption of duties. County approval of the assignment itself (to a particular Transferee) shall not be unreasonably withheld, delayed, or conditioned, but the County may withhold approval if the proposed Assignee is incapable of performing the obligations. If Landowner retains any part of the Property, the Agreement remains in full force as to the portion retained. The Landowner obligations, rights, and discretion in section 4.5 remain with current Landowner (Jasbir Singh Nijjar, Paramjot Kaur Nijjar) or their successor organization after current Landowner transfers or sells all or part of the Property to other developers or persons (“Transferee”). Current Landowner or their successor organization plan to use the funds received from transferring or selling all or part of the Property to fund obligations in section 4.5 via escrow transfer into charitable trusts. Nothing herein prevents Landowner from entering into contracts of sale, options, ﬁnancing agreements, or other typical arrangements, so long as Landowner remains responsible for the Agreement until a transfer is completed and approved as above. A mortgagee or deed of trust holder who forecloses and takes title would likewise be bound, but this Agreement shall not be construed to obligate a lender itself to perform development unless it chooses to succeed to the interests of Landowner. 9.4 Notices: Formal notices between the Parties shall be in writing and delivered either (a) by personal service (including reputable overnight courier) or (b) by certiﬁed U.S. mail, postage prepaid, return receipt requested. Notices shall be addressed to addresses Parties may designate by notice: • To County: Contra Costa County, Director of Conservation & Development – Martinez, CA; Contra Costa County Counsel – Martinez, CA • To Landowner: Jasbir Singh Nijjar/Paramjot Kaur Nijjar – San Ramon, CA Notice is deemed given on the date of actual delivery (if personally served or couriered) or on the date of receipt or refusal indicated on the return receipt (if mailed). Routine communications (like requests for meeting) may be made by email or regular mail, but anything asserting a default, modifying the Agreement, or exercising a legal right under the Agreement must be a formal notice as above. 9.5 Recordation: Within ten (10) days after the Effective Date, the County shall cause an executed copy of this Agreement (or a memorandum of agreement) to be recorded in the Official Records of Contra Costa County, pursuant to Gov. Code § 65868.5. The recordation shall provide constructive notice of the terms herein to all successors in interest. If this Agreement is amended, or if it is terminated, those documents shall also be recorded by the party initiating the amendment/termination (for termination by default, a County notice of termination will be recorded). Landowner shall pay any recording costs. 9.6 Severability: If any provision of this Agreement, or its application to any person or circumstance, is found by a court of competent jurisdiction to be invalid or unenforceable, the remainder of the Agreement, or the application of such provision to other persons or circumstances, shall not be affected thereby, and the Parties shall in good faith negotiate an amendment to replace the stricken provision with a valid provision that comes closest to the original intent. However, if the invalidated provision is so fundamental to the Parties’ exchange (for example, if a court ruled that the County legally cannot commit to keep the Property in the ULL at all), then either Party may elect to terminate the Agreement (after meeting and conferring to attempt to salvage it) because the essential consideration may have failed. In that event, the effects of termination in Section 8.4 apply. The Parties declare that each of the promises and obligations herein were, whether or not expressed as independent sections, a material part of the consideration for each other, and this severability clause shall not be used to uphold an Agreement that fails of its essential purpose. 9.7 Governing Law and Venue: This Agreement shall be governed by and construed in accordance with the laws of the State of California. The Parties acknowledge that this Agreement relates to real property in Contra Costa County and to the actions of a County within California; accordingly, any legal action or proceeding arising out of or relating to this Agreement shall be ﬁled in the Superior Court of California in Contra Costa County, or if appropriate, in the federal courts located in California. The Parties hereby waive any objection to venue or jurisdiction within the stated forums. 9.8 Attorney’s Fees: In any legal action or proceeding (including alternative dispute resolution) brought to interpret or enforce any term of this Agreement or arising from the subject matter of the Agreement, each Party shall bear its own attorneys’ fees and costs. This provision is a deliberate allocation of risk: the Parties agree that they will not seek recovery of attorneys’ fees from the other in the event of litigation concerning this Agreement. 9.9 No Third-Party Beneﬁciaries: This Agreement is made and entered for the sole protection and beneﬁt of the County, Landowner, and their successors and assigns. No other person, entity, or organization shall have any right of action based on any provision of this Agreement. For example, members of the public shall not have the right to sue to enforce this contract (though they may have rights under general law to challenge the legislative decisions). The Parties do not intend to create any third-party beneﬁciary status to any person, entity, organization, neighboring landowner, community group, or other government agency by virtue of this Agreement. 9.10 Survival: Any provisions which by their terms or substantive effect are intended to survive expiration or termination of this Agreement shall so survive. Additionally, if the Agreement terminates after the Property has been included in the ULL and developed, any conditions or restrictions recorded (like open space easement) remain effective according to their terms. 9.11 Counterparts: This Agreement may be executed in multiple counterparts, each of which shall be deemed an original, and all of which together shall constitute one and the same instrument. Facsimile or electronic signatures shall be treated as originals for all purposes. 9.12 Authority: Each person signing this Agreement represents and warrants that they have the full right, power, legal capacity, and authority to enter into and perform this Agreement on behalf of the Party for which they sign. IN WITNESS WHEREOF, the Parties hereto have executed this Agreement as of the day and year ﬁrst above written. Contra Costa County – a political subdivision of the State of California Signature: _____________________________________________ Print Name, Title: _______________________________________ Attest: _________________________________________________ [Clerk of the Board] Print Name, Title: _______________________________________ Approved as to Form: __________________________________ [County Counsel] Print Name, Title: _______________________________________ LANDOWNER – Signature: _____________________________________________ Print Name, Title: ___Jasbir Singh Nijjar, Landowner________ Signature: _____________________________________________ Print Name, Title: __Paramjot Kaur Nijjar, Landowner_______ End of Agreement. DISCOVERY BAY HILLS JOB CENTER 19 -MAY-2025 AGENDA •At least 50 Acre Natural Scenic Recreational Area with Lake. To be Along Edge of Hwy 4 to Stretch Along a Significant Length of Property •This is Premier Road Frontage Property on a Major Thorough Way With Multiple Existing/Planned Traffic Lights. These Locations are Normally Coveted By Developers. Assuming it Was Developed, the Land Value is Approximately $20-$40M •To Be Donated Including the Underlying Land to East Bay Regional Park District •Beautifully Landscaped, Tree’s Planted to Cover/Soften View of Built-up Areas. Local/Local Chapters of Environmental Organizations to be Consulted for Design Inputs •12 ft Wide Winding Paved Trail with Earth Toned Color Borders •Gently Sloping Topography to Further Extenuate the Nature Experience 2 Large Nature Area Between Job Center & Current Residences AGENDA •Reduce Water Use by 80% vs. Current Alfalfa Usage. •An Additional 525 Million Gallons Freed Up Annually to Directly Support the Delta’s Eco System •Alfalfa is Fed to Cattle. The Cattle Generate Around 154K Pounds of Methane Annually, Equivalent to 4.3 Million Pounds of CO2 •Direct CO2 Emissions From Cattle are an Additional 1.5 Billion Liters •No Significant Neighboring Sensitive Habitat •Approximately $8M Mitigation Fee to Enable County to Permanently Preserve Approximately 800-1100 Acres of Open Space Within Contra Costa County •Roof Top Solar Requirement, More Environmental Considerations With Input From Environmental Groups O 3 Discovery Bay Hills – Uniquely Environmentally Balanced AGENDA •Approximately 20 Miles Less Travel Distance to Discovery Bay Hills for Trucks From Port of Oakland versus Stockton •Return Trip of Value-Add Material to Brentwood, Antioch, Concord, etc. also Shorter •Local Jobs Resulting in Net Reduction in Commuter Traffic •Reverse Commute Resulting in a More Optimized Utilization of Existing Infrastructure •Supports Assembly Bill 1279 Climate Goals O 4 Discovery Bay Hills – Uniquely Environmentally Balanced AGENDA •With Creation of Discovery Bay Hills Job Center - There is Still a Net 547.6 Acre Contraction in the ULL in Discovery Bay •There is a 597.2 Acre Contraction of ULL in Discovery Bay Due to Easement that Permanently Conserves the 597.2 Acres of Land for Agriculture •This 597.2 Acre Property is Across the Street Northwest From the Job Center •An Additional Net 254.4 Acres ULL Contraction Elsewhere in Discovery Bay •More Than Maintains the 65/35 Land Preservation Standards, Where 65% of Contra Costa County Land is Designated for Open Space (Non-Urban Use) O 5 Discovery Bay Hills – Urban Limit Line Image is a Contra Costa County Map Modified to Show Discovery Bay Hills AGENDA •Job Center Agreement with Contra Costa County Requires Half of Proceeds Received by Jasbir S. Nijjar/Paramjot K. Nijjar Beyond $10M (Approximate Purchase Price Plus Carrying Cost) to be Donated via Charitable Trusts and Distributed Mostly in Contra Costa County. See Agreement For Terms & Conditions •Estimate for Size of Donation $25M - $55M. This is in Addition to Land Donation for Nature Area Along Highway 4 Worth an Estimated $20M-$40M •Portion of the Estimated $25M-$55M to be Used for Construction of Nature Area. Remaining on Priorities Such Environmental Causes, Little League, Discovery Bay/Byron School Projects, etc. •Job Center Agreement Does Not Obligate Contra Costa County or Any Other Agency/Entity to Approve Development on Property •To Remain Valid, Agreement Will Stipulate the ULL to be Modified Before August 14, 2027 for Inclusion of the Property Within the ULL Until August 14, 2042 •If Construction of “Discovery Bay Hills Job Center” is Not Approved by Contra Costa County With Terms & Conditions Mutually Agreeable to County and Landowner Before August 14, 2042, the Property Shall Revert Back to Being Outside of ULL Effective August 15, 2042 Charitable Trusts AGENDA •Approximately 354 Acre Site – APN’s 008-340-031-7 & 008-340-032-5 •Discovery Bay Waste Treatment Plant Flanks Eastern Edge of Property •Electricity and Water Also at Property Edge – Capacity Review of Utilities In- Process •Hwy 4-Discovery Bay Blvd. Traffic Light at Northwest Corner of Site. •Discovery Bay Blvd. Can Continue Straight Ahead South of Hwy 4 and Still Remain Within the Property. 7 Property Features , AGENDA •Grand Main Entrance •More Designs Available •Earthtone Colors •Wide Median in the Center •Possible Bike Lane to be Added •Possible Landscaped Separation of Sidewalk from Road 8 A Bold Entrance , AGENDA •Elevate Property Base by to Establish Baseline for Roads •Use Parking Lot to Gently Slope Up to Height of Build Pad •Curving Treelined Streets •Gently Sloping Topography for Extra Beautification 9 Construction on Elevated Build Pads Nestled in Gently Sloping Topography , AGENDA •Improves Income Balance Between Western/Eastern Contra Costa County •Create a Large Blue-Collar Job Center in Eastern Part of the County During Construction Phase and a Regional Anchor Mixed Job Center Going Forward. •Upon Completion, Estimated 3,500 Ongoing Direct Jobs, Additional 6,000 Ongoing Indirect Jobs, •Over $1Billion Investment for Build Out •Nicely Compliments and Provides Significant Justification to Expedite State Route 239 Around Byron •Excellent Long Term Synergetic Fit With Byron Airport Expansion Along with Plan to Use State Route 239 to Keep Traffic Out of Byron O 10 Discovery Bay Hills – Job Center THANK YOU PLEASE REFER TO --- DISCOVERY BAY HILLS JOB CENTER AGREEMENT--- FOR MORE DETAILS AND ADDITIONAL INFORMATION AS IT SUPERSEDES THIS POWER POINT PRESENTATION CONTACTS JOHN COBURN --- 209-404-3457 JASBIR S. NIJJAR --- 408-425-0640 11 Contra Costa County Planning Commission Department of Conservation and Development 30 Muir Road Martinez, CA 94553 RE: Comments Regarding Urban Limit Line Boundaries in Tassajara Valley and Byron Airport Dear Contra Costa Board of Supervisors, Members of the Contra Costa County Planning Commission, John Kopchik, and Will Nelson, Thank you for prioritizing the renewal of the Contra Costa Urban Limit Line (ULL) and for your commitment to protecting our county’s valuable open space, agricultural lands, and natural resources. The ULL is one of the most effective land use tools Contra Costa County has to prevent sprawl, safeguard agricultural and natural lands, and focus development in areas already served by infrastructure. Voters and communities across the county have consistently supported the ULL as a reflection of our shared values—resilient growth, climate protection, and the preservation of the county’s rural and ecological heritage. We are looking forward to hopefully working closely together to ensure that this ULL renewal is swiftly approved by voters like in previous years and appreciate the openness and willingness to hear feedback on current draft lines. For the most part, we support the County’s plan to align the ULL with existing city ULL boundaries and move restricted development areas, protected open spaces, and areas with major development constraints outside the line. We did have a couple of concerns regarding the Tassajara Valley and Byron Airport that we hope can be addressed prior to the finalization of the ULL. In line with the General Plan and Climate Action Plan We recommend that the County clearly demonstrate that any proposed ULL changes are consistent with the new General Plan and Climate Action Plan. This includes quantifiable environmental metrics, community input, and a commitment to resilience over expansion. There must not be any pre-approval or presumed “green light” for economic expansion zones around the Byron Airport area or elsewhere unless it’s fully vetted in line with the ULL, the County General Plan, the Climate Action Plan, and our commitments to protect farmland, species, water quality, and reduce sprawl-induced VMT. 1 Byron Airport and Leapfrog Development We’re already seeing traffic pressure mounting from East County cities and Oakley’s access push toward Byron Highway. We are concerned if phrased incorrectly, we leave room for future interpretations that could undermine everything the ULL is meant to protect. We understand the value of long-term economic development but want to ensure that there is no way the Byron Airport area could trigger sprawl. The region surrounding the Byron Airport, especially with discussions around economic zones, poses a major risk of sprawl. Any infrastructure or policy changes in this area must explicitly rule out housing, distribution centers and tourism under the guise of “economic opportunity.” We implore the county to be extremely specific around what is defined by “airport use” so as to avoid cargo distribution centers and the like. Economic development surrounding Byron Airport must demonstrate genuine benefit to existing communities, particularly through living-wage jobs that reduce the need for long-distance commutes. This avoids the pattern of speculative housing that strains infrastructure and undermines regional climate goals. Wildlife and Habitat Protections in Knightsen and Beyond This region holds some of the last intact Delta-edge habitat. The ULL must respect existing wildlife corridors and environmental constraints. With sewer expansion pressures rising, we want to make sure the ULL prevents the conversions of farmland and open space into subdivisions. Tassajara Parks For Tassajara Parks, we believe that the line has been mistakenly drawn to indicate that this project is moving forward, however since the court determined that the movement of the line is conditional on the full approval of the Tassajara Parks Project, the Preservation Agreement, and the dedication of certain acreage on the protected side of the line, to East Bay Parks – none of which has occurred. The County has yet to legally establish all these necessary criteria for line movement, therefore the ULL should remain in its original position. Please see the letter in attachment A for more information. Thank you for your attention to this matter and for your service to the people and places of Contra Costa County. Sincerely, Zoe Siegel, Greenbelt Alliance Gretchen Logue, Tassajara Valley Preservation Association Norman LaForce, SPRAWLDEF Jim Blickenstaff Paul Seger, Oakley Resident William Smith Mark W. Linde John A Gonzles, Knightsen Resident, Historian & Community Advocate Sue Bock, San Ramon Valley Climate Coalition Lisa Jackson, 350 Contra Costa Action Mark Van Landuyt, Generation Green, Contra Costa Climate Leaders Donna Gerber, former Contra Costa County Supervisor representing Walnut Creek, Alamo, Danville, San Ramon including Tassajara Valley 2 May 12, 2025 Ms. Donna Gerber 662 39th Street Sacramento, CA 95816 Mr. Jim Blickenstaff 2410 Talavera Dr. San Ramon, CA 94583 RE: Effect of Court Decision on Status of ULL in Contra Costa County Sierra Club, et al. v. Contra Costa County, et al. Case No. Case No. N21-1509 Dear Donna and Jim: Two years ago, the Sierra Club, Greenbelt Alliance, and you prevailed in litigation against the Contra Costa County Board of Supervisors over its unlawful approval of the Tassajara Park housing project in unincorporated Contra Costa County. I understand that the Contra Costa Planning Commission will hold a study session related to the County’s anticipated 2026 ballot measure to renew the Urban Limit Line (ULL) for the County on May 14, 2025. During this study session, the Planning Commission will review maps illustrating proposed contractions and expansions of the ULL across the County and accept public comments. In advance of this meeting, County staff has been meeting with stakeholders in Contra Costa County about its proposal. During those conversations, staff has revealed its belief that the court’s August 22, 2023, final order resulted in a permanent expansion of the ULL where the Tassajara Parks project would have been had the County succeeded in the litigation. I write to advise that I do not interpret the court’s order as permanently expanding the ULL; rather the court’s final order conditioned the expansion of the ULL on approval of the Tassajara Parks Project and Tassara Agreement. (See Judgment, p. 2, ¶ 2(b), attached hereto as Exhibit 1.) A more detailed analysis follows. As you know, Contra Costa County voters approved the “65/35 Land Preservation Plan Ordinance” in 1990. (Contra Costa County Code, § 82-1.018(a) [hereinafter CCC Code]).) This Ordinance, or “Measure C,” limited urban development to no more than thirty -five percent of the land in the County and required that at least sixty-five percent be preserved as agriculture, open space, wetlands, parks, or other non-urban uses. (Id.) Measure C also established the County’s Urban Line Limit (ULL) policy, a delineated urb an growth boundary to enforce the 65/35 standard. (Id.) To protect the ULL from political pressure, Measure C contained provisions JESSICA L. BLOME 2748 Adeline Street, Suite A Berkeley, CA 94703 Phone: (510) 900-9502 Email: jblome@greenfirelaw.com www.greenfirelaw.com Page 2 of 3 2 ensuring that it could not be modified easily in the future. First, the measure allowed the County to change the ULL boundary only upon a 4/5 vote of the Board of Supervisors, and only upon making at least one of seven enumerated findings based on substantial evidence in the record. (Id.) Key among these findings, the Board of Supervisors could expand the ULL only if it determined that: “[A] majority of the cities that are party to a preservation agreement and the County have approved a change to the Urban Limit Line affecting all or any portion of the land covered by the preservation agreement.” (CCC Code, § 82.018(a)(3).) Over the next three decades, Contra Costa County voters repeatedly reconsidered and endorsed the ULL as set forth in Measure C. In 2004, voters approved Measure J, which required that the County and all municipalities develop and maintain their urban limit lines in accordance with the County’s growth management policies, including the 65/35 standard, before they could receive certain sales tax proceeds. (CCC Code, § 82-1.012 (citing General Plan § 4-1).) In 2006, County voters approved Measure L, which extended the term of Measure C to December 31, 2026, and imposed a new voter approval requirement for any proposed expansion of the ULL by more than 30 acres. (CCC Code, § 82.018(a)(3).) At issue in the Tassajara Parks litigation was whether the County’s decision to expand the ULL to accommodate the 35-acre Tassajara Parks Project required a “vote of the people,” or whether a preservation agreement conditioned on approval of an urban land use project—like Tassajara Parks—could qualify as a preservation agreement for the purposes of Measures C and L. The trial concluded that such an agreement could qualify, but it vacated the project for violating the California Environmental Quality Act. In its final judgment, the trial court ordered the County to void the certification of the Final Environmental Impact Report for the Tassajara Parks Project and: (Judgment, p. 2, ¶ 2(b).) In other words, the court’s final judgment conditioned court approval of Project-related documents related to the expansion of the ULL “to the extent that approval of the expansion of the ULL merely extends the ULL by 30 acres not limited by or to the Project’s residential development of 125 homes under the Development Agreement.” (Id.) This conditional language is crucial because the Tassajara Agreement, which serves as the predicate preservation agreement for the purposes of ULL expansion, is itself conditioned on approval of the Tassajara Parks Project. County staff know that the Tassajara Agreement has not resulted in the dedication of any land to the East Bay Regional Parks District because the County has not legally approved the Tassajara Parks Project. Set aside and vacate all other Project-related approvals challenged in the Petition with the exception of (a) the expansion of the 30-acre expansion of the ULL under CCC Code section 82-1.018(a)(3), to the extent that approval of the expansion of the ULL merely extends the ULL by 30 acres not limited by or to the Project’s residential development of 125 homes under the Development Agreement, and (b) the approval of the Tassajara Agreement related to the 30-acre expansion of the ULL under CCC Code section 82-1.018(a)(3). Page 3 of 3 3 The court’s final judgment did not expand the ULL. Staff’s desire to now expand the ULL to accommodate the acreage desired for the Tassajara Parks Project during the 2026 voter- approval process must be understood for what it is—an effort to expand the ULL by voter- approval so that the developer may build Tassajara Parks. But the Tassajara Parks Project may not move forward; indeed, the developer may elect not to proceed with the Project, the Board of Supervisors may vote it down for a variety of reasons, and the East Bay Municipal Utility District may hold-fast to its prior decision to decline water service to the Project. Voters must demand that the County transparently tell the public that the impact of its 2026 ULL maps includes preemptive, unnecessary expansion of the ULL to accommodate the conversion of cherished open space into a residential subdivision. The public deserves this critical information, so they can make informed decisions about whether to support staff’s 2026 maps. Moreover, greenspace advocates must demand that the County require the Tassajara Agreement in exchange for Tassajara Parks Project approval, even if voters approve the 2026 maps with the Tassajara Parks acreage expansion. If voters approve the expansion as a part of the 2026 ULL vote without this commitment, the County could approve the Tassajara Parks Project without the Tassajara Agreement. Please let me know if you have any questions. Sincerely, Jessica L. Blome Greenfire Law, PC C: Sierra Club, Greenbelt Alliance Exhibit 1 1 Petitioner Sierra Club, et al.’s Notice of Entry of Judgment 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 Jessica L. Blome (CBN 314898) GREENFIRE LAW, PC 2748 Adeline Street, Suite A Berkeley, CA 94703 Ph/Fx: (510) 900-9502 Email: jblome@greenfirelaw.com Mark R. Wolfe (CBN 176753) M. R. WOLFE & ASSOCIATES, P.C. 580 California Street, Suite 1200 San Francisco, CA 94104 Telephone: (415) 369-9400 Fax: (415) 369-9405 Email: mrw@mrwolfeassociates.com Attorneys for Petitioners SUPERIOR COURT OF THE STATE OF CALIFORNIA FOR THE COUNTY OF CONTRA COSTA SIERRA CLUB, a non-profit organization, GREENBELT ALLIANCE, a non-profit organization, JIM BLICKENSTAFF, and DONNA GERBER, Petitioners, v. CONTRA COSTA COUNTY, Respondent, ______________________________________ FT LAND LLC, MEACH LLC, TH LAND LLC, the CITY OF SAN RAMON, and the EAST BAY REGIONAL PARK DISTRICT, Real Parties in Interest. Case No. N21-1509 [Partially Consolidated with N21-1274, N21-1525] NOTICE OF ENTRY OF JUDGMENT ASSIGNED FOR ALL PURPOSES TO: Hon. Danielle K. Douglas | Dept. 18 Hearing on Merits: May 5, 2023 Date: 1:30 p.m. Filing date of action: August 12, 2021 Electronically Filed Superior Court of CA County of Contra Costa 8/22/2023 3:31 PM By: S. Gonzalez, Deputy 2 Petitioner Sierra Club, et al.’s Notice of Entry of Judgment 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 TO ALL PARTIES AND THEIR ATTORNEYS OF RECORD: PLEASE TAKE NOTICE that on August 22, 2023 the above court entered final judgment on the merits of the petition for writ of mandate in the above-captioned matter. A true and correct copy of the judgment as entered is attached hereto as Exhibit A1. EXHIBIT A1 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 Jessica L.Blome (CBN 314898) GREENFIRE LAW,PC P.O.Box 8055 Berkeley,CA 94707 Ph/Fx:(510)900-9502 Email:jblome@greenf1relaw.com Mark R.Wolfe (CBN 176753) M.R.WOLFE &ASSOCIATES,P.C. 580 California Street,Suite 1200 San Francisco,CA 94104 Telephone:(415)3699400 Fax:(415)369-9405 Email:mrw@mrwolfeassociates.com Attornegvs for Petitioners El 2 AUG 22 2823 5 SUPERIOR COURT OF THE STATE OF CALIFORNIA FOR THE COUNTY OF CONTRA COSTA SIERRA CLUB,a non-proﬁt organization, GREENBELT ALLIANCE.a non-proﬁt organization,JIM BLICKENSTAFF,and DONNA GERBER, Petitioners, v. CONTRA COSTA COUNTY, Respondent, FT LAND LLC,MEACH LLC,TH LAND LLC,the CITY OF SAN RAMON,and the EAST BAY REGIONAL PARK DISTRICT, Real Parties in Interest. Case No.N21-1509 [Partially Consolidated with N21-1274,N21-1525] PETITIONER SIERRA CLUB,ET AL's [WED]JUDGMENT GRANTING PEREMPTORY WRIT 0F MANDATE ASSIGNED FOR ALL PURPOSES TO: Hon.Danielle K.Douglas l Dept.l8 Hearing on Merits:May 5,2023 Date:1:30 p.m. Filing date of action:August 12,2021 1 Petitioner Sierra Club,et al.'s Proposed Judgment 10 1 l 12 l3 l4 15 16 17 18 19 20 21 22 23 24 25 26 27 28 This matter came on regularly for hearing on May 5,2023,in Department 18 of this Court. Attorneys Jessica BIome and Mark Wolfe appeared on behalf of Petitioners Sierra Club, Greenbelt Alliance,Jim Blickenstaff,and Donna Gerber ("Petitioners").Attorney Kurtis Keller of Contra Costa County Counsel's Ofﬁce appearcd on behalf of Respondents Contra Costa County and Contra Costa County Board Of Supervisors ("Respondents").Attorneys Arthur Coon and Matthew Henderson of Miller Starr Regalia appeared on behalf of FT LAND,LLC; MEACI-I,LLC;BI LAND,LLC;TH LAND,LLC ("Real Parties"). Having reviewed the certiﬁed record of proceedings in this matter,the briefs submitted by counsel,judicially noticed documents,and the arguments of counsel,and the matter having been submitted for decision,and having issued on June 29,2023,Order After Hearing,a copy of which is attached as Exhibit A,a judgment and a peremptory writ of mandate shall now be issued in this proceeding. 1 2 3 IT IS PEREBY ADJ UDGED,ORDERED,and DECREED that: 1.Judgment shall be entered in favor of Petitioners in this proceeding as provided for in Exhibit A; 2.A peremptory writ of mandate directed to Respondents be issued under seal of this Court,ordering Respondents to: a.Void the certiﬁcation of the Final Environmental Impact Report for the Tassajara Development ("Project");and b.Set aside and vacate all other Projectrelated approvals challenged in the Petition with the exception of (a)the expansion of the 30-acre expansion of the ULL under CCC Code section 82-1.018(a)(3),to the extent that approval of the expansion of the ULL merely extends the ULL by 30 acres not limited by or to the Project's residential developrnent of 125 homes under the Development Agreement,and (b)the approval of the Tassajara Agreement related to the 30-aere expansion of the ULL under CCC Code section 82-1.018(a)(3). 2 Petitioner Sierra Club,et al.'s Proposed Judgment 45 6 7 0 0 9 10 11 12 l3 14 15 16 l7 18 19 20 21 22 23 24 25 26 27 28 With such writ further providing that:l a.This Court does not direct Respondents to exercise their lawful discretion in any particular way;and b.This Court will retain jurisdiction over Respondents'proceedings by way of a return to this peremptory writ of mandate until the Court has determined that Respondents have fully complied with the provisions of the writ;and c.Respondents must ﬁle an initial return to the writ no later than 60 days aﬂer issuance of the writ.Any objections to the initial or subsequent Return shall be ﬁled not later than the sixtieth day aﬁer the service of the Return. 3.Respondents and Real Parties in Interest and any and all of their assigns,agents, Dated: contractors,employees,owners,directors,partners,or any other person on their behalf, are hereby enjoined from taking any action to implement the Project and from taking an action to construct the Project,until such time as Respondents have conformed to all legal requirements as ordered by the Court. As the prevailing party,Petitioners shall recover costs,including the costs spent for the administrative record,pursuant to a timely ﬁled memorandum of costs. This court shall retain jurisdiction in this matter to determine compliance with the writ and entitlement to recoverable costs and attorneys'fees under Code of Civil Procedure sections 1021.5 and 1032.Pursuant to California Rule of Court,Rule 3.1702,Petitioner shall notice any motion for attorneys'fees within 60 days of the date of the mailing of the notice of entry of judgment.\x '/ﬁ "A I?' 1' '7'("'0' Hon Danielle K.Douglas JUDGE OF THE SUPERIOR COURT 3 Petitioner Sierra Club,et al.'s Proposed Judgment 2 3 4 5 6 7 8 9 4ZI 5 By 1y. EXHIBIT A IN THE SUPERIOR COURT OF THE STATE OF CALIFORNIA IN AND FOR THE COUNTY OF CONTRA COSTA Department 18 Sierra Club,etc.,er 121.,Petitioners"I F I][L E v.JUN 29 2023 "3.8!:Cl?CLEH'OFOIIHF OUR?7- Contra Costa County;Contra Costa County Board of a: Supervisors,Respondents.. I Wm...'BM V1 FI'Land,LLC;Meach,LLC;BI Land,LLC;TH Land,LLC; and Does 1-20,Real Parties in Interest.** *Case is partially consolidated for administrative record,brieﬁng,and hearing only. **City of San Ramon and East Bay Regional Parks District named as additional real parties in interest have been dismissed. Case No.N21-1509 ORDER AFTER HEARlNG l.Case Background On July 13,2021,the County of Contra Costa and its Board of Supervisors (collectively,"the County" or "Respondents"l took a series of actions related to the approval of the development of 125 single- family residences in the Tassaja ra Valley near the Town of Danville and the City of San Ramon (referred to herein as the "Tassajara Development"or the "Residential Development")on 30 acres of land ("Residential Development Area")that is part of the 771-acres in the Tassajara Valley defined as the "Project."These actions taken by RespOndents include,among others:(1)certifying a Final Environmental Impact Report ("FElR")related to the Tassajara Development,and adopting a Mitigation Monitoring and Reporting Program ("Mitigation Program")and a statement of overriding conditions;(2) adopting a resolution approving the Development Agreement for the Tassajara Development and 125 conditions for approval of the Project ("COAs");(3)amending the Urban Limit Line ("ULL")to incorporate the 30 acres on which the 125 residences comprising the Tassaja ra Development are located;(4) approving the County entering into the Agreement Regarding Preservation and Agricultural Enhancemeht in the Tassajara Valley ("Tassajara Agreement")by which approximately 727 acres outside the ULL will be offered for dedication to the East Bay Regional Park District;(Sl'amending the General Plan by re-zoning the land comprising the Project from AL (agrECultural land)to designate the 30 acres of the Residential Development single-family residential,high density,parks and recreation,and Public/Semi-Public;and (6)vesting a tentative subdivision map'to subdivide the 125 single family residences (collectively "Project Approvals"l.(Administrative Record ("AR")1-5 [Notice of Determination re FEIR,Mitigation Program,statement of overriding conditions],6-8 [0rd.No.2021-23 -Development Agreement],34-35 [0rd.No.2021-24 -rezoning],3641 [Res No.2021-216 -General Plan Amendment. change in ULL,Tassajara Agreement];AR 39-40 [tentative map approval];AR 12268-12306 [COAs].) EBMUD ﬂled a petition for writ of mandate and subsequently a ﬁrst amended petition for writ of mandate challenging these actions,initiating Case No.MSN21-1274 ["EBMUD Case").The Sierra Club and others joined together (collectively the "Sierra Club Parties"or sometimes "Sierra Club"for convenience)in a separate petition for writ of mandate and complaint for declaratory and injunctive relief,initiating Case No.MSN21-1509 ("Sierra Club Case").Sierra Club Parties also ﬁled a First Amended Petitlon for Writ of Mandate on August 13,2021.Town of Danville ﬁled a separate petition for writ of mandate,initiating Case No.MSN21-1525 ("Danville Case"). Real Party FT Land LLC is listed as the Project applicant,and Real Parties Meach LLC,Bl Land LLC,and TH Land LLC are the owners of the land subject to the Project and are included as Real Parties in each of the cases.City of San Ramon and the East Bay Regional Park District ("EBRPD")were named as additional real parties in interest in this case and in the Sierra Club Parties'case.They have been dismissed without prejudice pursuant to a Stipulation and Order flied November 2,2021,in the EBMUD Case.A similar stipulation,without an order,was ﬁled October 26,2021,in the Sierra Club Case.A request for dismissal without prejudice of the City of San Ramon and EBRPD was ﬁled and entered in the Danville Case. These cases are partially consolidated to allow preparation of a single administrative record,and for. brieﬁng and hearing,pursuant to the Stipulation Regarding Administrative Record Preparation and Certification,Partial Consolidation of Related Cases,and Brieﬁng and Hearing Schedule and Page Limits ﬁled January 18,2022 ("Partial Consolidation Order").A similar stipulation was ﬁled in the Danville Case, without an order,and no stipulation or order was ﬁled in the Sierra Club Case.The parties have clearly treated the Partial Consolidation Order as applying in all three cases.The Court has requested the parties take steps to ﬁle the documents necessary in the Sierra Club and Danville Cases to ensure the terms of the parties'stipulation and Partial Consolidation Order appear in these cases.EBMUD,Sierra Club Parties and Town of Danville are collectively sometimes referred to herein as "Petitioners." A.General Factual Background The Project includes a 155-acre Northern Slte and SIB-acre Southern Site.In addition to the 30- acre Residential Development Area with the 125 single-family residences on the Northern Site,the Project will include a pedestrian staging area that will be developed with a parking lot,restrooms and a water fountain on the Northern Site (collectively sometimes referred to herein as the "Expanded Water Supply Project Area ").(AR 3310,AR 3367,AR 3389.)Other portions of the Project Site will be improved with a stormwater detention basin,grading and drainage,and a portion of the Slte will be offered to the San Ramon Valley Fire Protection District ("SRVFPD")for a ﬂre station.(AR 3311,3367.) B.Timellne of Coung Action Steps related to the initiation and approval of the proposed Project began in at least 2014.(See, 9.9.,AR 25066-25070 [Danville 9/2014 letter on proposed Tassajara Parks Project].)In May and June 2016,the County prepared a draft environmental impact report ("DEIR")and gave notice to the public of the opportunity to make comments.(AR 3355,AR 32760-32765.)Th'e DEIR included a recycled water option for SUpplying water to the Project.which EBMUD indicated was not feasible,resulting in the preparation of a revised draft environmental impact report substituting offsite conservation for the recycled water option and with other revisions to the analysis of environmental impacts of the Project. The County determined the elimination of recycled water option was "significant new information"and the County's Recirculated Draft Environmental impact Report ("RDEIR")was resubmitted to the public for comment on September 29,2016.(AR 3294-3979,AR 32766-33503,AR 33504-33513.) A public hearing was held in November 2016 before the Zoning Administrator.The County prepared responses to the extensive comments the County received on the RDEIR,and the County published the Final Environmental impact Report ("FEIR"),comprised of the RDEIR,comments,and County responses,on September 14,2020.(AR 6790-8174,AR 33514-33617.) The approval of the proposed Project came before the County Planning Commission for public hearing on June 9,2021.(AR 40.)The Planning Commission recommended that the County Board disapprove the Project at its June 9,2021,hearing,based on,among other reasons.concerns regarding the water supply for thelProject.(AR 40,AR 13444-13446.) The Project applicant continued to pursue approval ofthe Project before the County Board of Supervisors ("Board"),which held a public hearing on the Project on July 13,2021.(AR 1-5 [Notice of Determinationl.)TheBoard approved the Project with the Project Approvals described above on that date.The Project Approvals include extensive findings by the Board as well as an extensive list of 125 conditions 0n the approval of the Project which must be met by Real Parties.(AR 55-196,AR 12268- 12306.) ll.Procedural Issues A.Sierra club Petition Sierra Club Parties filed their Verified Petition for Writ of Mandate and Complaint for Declaratory Relief and lnjunctive Relief on August 12,2021,and a Veriﬁed First Amended Petition for Writ of Mandate and Complaint for Declaratory Relief and Injunctlve Relief on August 13,2021.The Amended Petition alleges a first claim for relief for multiple violations of CEQA,speciﬁcally violation of the information disclosure provisions of CEQA with a long and non-exclusive list of inadequate disclosures and analysis of the Project's significant direct,indirect,and cumulative impacts iAm.Pet.11 43)resulting in a prejudicial abuse ofdiscretion in the County certifying the ElR and adopting findings not supported by substantial evidence (Am.Pet.11 44);failure to describe all feasible mitigation measures for Project's impacts (Am.Pet.1|46)resulting in a prejudicial abuse of discretion in certifying the EIR and adopting ﬁndings not supported by substantial evidence (Am.Pet.ii 47);failure to adequately respond with a good faith,reasoned response to comments on the draft and Recirculated EIR,resulting in a prejudicial abuse of discretion by the County under CEOA (Am.Pet.111]49,50):and improper approval of the EIR for the Project with a statement of overriding conditions for the signiﬁcant unavoidable impacts of the Project not supported by substantial evidence in the record,and withOut supporting ﬁndings (Am.Pet.51-53),resulting in a prejudicial abuse of discretion by the County in certifying the EIR and adopting ﬁndings not supported by substantial evidence (Am.Pet.1]54).They ask the Court to set aside and void the EIR and related Project Approvals (defined below). The Sierra Club's second claim for relief is for violation ofthe County General Plan and Zoning Code,citing speciﬁcally Contra Costa County Code ("CCC Code")sections 824.006,82-1008,and 82- 1.018.(Am.Pet.il'li 57-60.)They allege the County violated the Zoning Code by voting to expand the Urban Limit Line ("ULL")and agreeing to the Tassajara Agreement (as defined below).(Am.Pet.111]61, 62.)They further allege the County prejudicialiy abused its discretion in adopting the ﬁnding that the Tassajara Agreement satisfied the requirements of CCC Code section 82-1.018(a)(3)as the ﬁnding is not supported by substantial evidence.(Am.Pet.1)63.)They seek declaratory and injunctive relief in connection with their second cause of action to compel the County's compliance with the Zoning Code before implementing the Project Approvals and the Tassajara Agreement.(Am.Pet.1|64.) The Amended Petition originally named the City of San Ramon and the East Bay Regional Parks District as additional Real Parties in Interest.They have been dismissed from this case by stipulation,but without an order on the dismissal stipulation.(Stip.Filed 10/26/2021.) The County and Real Parties answered the Amended Petition. Sierra Club's petition seeks declaratory and injunctive relief as remedies for the violations alleged in its Petition,as well as issuance ofa peremptory writ of mandate.(Am.Pet.Prayer for Relief 1111 1-3-), B.Briefing Issues noted by the Court at the initial January 30,2023,hearing on the ﬁling of the Sierra Club Parties'Opening Brief and the Town of Danville Opening Brief have been corrected.Since all parties have fully briefed the Action,the Court ﬁnds no prejudice from any minor procedural "glitches"in the initial ﬁling of those briefs. As the Petitioners were permitted to do in the Partial Consolidation Order,Sierra Club Parties' Opening and Reply Briefs "incorporate and adopt the facts,legal analysis and arguments"of the other Petitioners'briefs and state their briefs are filed in support of ail three Petitions.(Sierra Club 0p.Brief p. 1,ll.1347;Sierra Club Reply p.1,ll.13-17.)The other Petitioners'briefs contain similar statements,as indicated in the separate tentative rulings for those'actions.The Court considers the claims and arguments addressed in the Opening and Reply Briefs ﬁled by all Petitioners as made by each of the Petitioners as a result,to the extent that any of the claims or issues raised in any Petitioner's brief are outside the scope of the claims and issues alleged in the Petition ﬁled by that Petitioner. Further,the Court notes where claims or issues alleged in a Petition flied by a particular Petitioner are not addressed in any of the Petitioners'Opening Briefs and are therefore waived. The Sierra Club Amended Petition broadly alleges various violations of CEOA.The Court addresses below in the issues and analysis section of the tentative ruling all issues briefed by Sierra Club, Danville and EBMUD which the Court ﬁnds are within the scope of the Sierra Club Amended Petition. None ofthe parties have briefed several grounds for violation of CEQA alleged in the Sierra Club Amended Petition,including informational,analytical,and mitigation inadequacies related to (1) aesthetics,(2)air quality,(3)human health,(4)global climate change,(5)geology and soils,(6)hazards exce and hazardous material,(7)mineral resources,(8)noise,(9)population and housing,(10)public services,(11)recreation,(12)transportation and traffic,and (13)urbén deﬁay.(Am.Pet.1H]43 and 46.) Those grounds are therefore waived. Real Parties ﬁled a Respondents'Brief in the Slerra Club Action.The County ﬂied a "joinder and Opposition to Petition for Wrlt of Mandate,"joining in the Real Parties'three briefs in opposition to the three Petitions.The binder/Opposition also addresses wh'y the Tassajara Agreement is a valid presewation agreement that allowed the County to expand the ULL under the Zoning Code,speciﬁcally CCC Code section 82-1.018(a)(3). ill.Standard of Review A.Review of General Plan Consistency Determination The C0unty's determination of whether the Project is consistent with the City's General Plan is reviewed under ordinary mandamus.(The Highway 68 Coalition v.County of Monterey {2017)14 Cal.App.5th 883,894 ("Highway 68").)The County's determination that the Project is consistent with its General Plan is subject to great deference and will only be reversed "if it is based on evidence from which no reasonable person could have reached the same conclusion."(Stop Syar Expansion v.County'of Napa (2021)63 Cai.App.5th 444,460 ("Stop Syar")[Internal quotation marks omitted,quoting Highway 68,supra,14 Cai.App.Sth at 896].)"The party challenging a city's determination of general plan consistency has the burden to show why,based on all the evidence In the record,the determination was unreasonable.[Citations omitted.]"(Highway 68,supra,14 Cal.App.5th at 896.) B.Review of County's Interpretation of CCC Code The Court applies the same rules for interpreting statutes generally to the interpretation of an ordinance.(Berkeley Hills Watershed Coalition v.City of Berkeley (2019)31 Cal.App.Sth 880,890,896 ("Berkeley Hills").Words in a statute are to be given their ordinary.commonsense meaning.(id.at 890.) The Court is to give meaning to every word or phrase to give effect to all parts of the provision.(id.)The Court's goal is to determine the intent of the legislature or governing body that enacted the statute,but the Court only resorts to extrinsic aids outside the language of the statute when the intent cannot be determined from the language alone.(id.at 890-891.) The Court exercises lts own independent judgment in Interpreting the CCC Code.(Berkeley Hills, supra,31 Cal.App.Sth at 896.)The California Supreme Court in Yamaha Corp.of America v.State 8d.of Equalization (1998)19 Cal.4th 1 ("Yamaha")set the standard for when the Court should give weight and judicial deference to a city's interpretation of its own ordinances or regulations.(id.at 12.)Judicial deference in this regard Is "fundamentally sltuational."(Id.[italics in original].) The two broad categories of circumstances that warrant judicial deference are (1)where the agency has "expertise and technical knowledge"and the "legal text to be interpreted is ...entwined with issues of fact,policy and discretion";and (2)factors showing the agency's decision is likely to be correct based on "indications of careful consideration by senior agency ofﬁcials,"that the agency has been consistent in its interpretation.especially over the long term,and where the agency's interpretation was contemporaneous with the enactment of the statute in issue.(Id.at 12-13.)in Berkeley Hills,the Court gave the City of Berkeley's interpretation of its ordinance "substantial deference"because it was intertwined with "issues of 'fact,policy,and discretion'regarding zoning requirements and impacts to neighborhoods and the local community"and because Berkeley is "familiar with the rationale for the ordinance,is responsible for its implementation,and has special knowledge about the 'practical implications'of possible interpretation s."(Berkeley Hills,supra,31 Cal.App.5th at 896.) C.Review of FEIR and Findings under CEQg Different standards of review apply to the County's certiﬁcation of the FEIR.The Court determines whetherthe Respondents abused their discretion under CEQA in certifying the FElR either "by failing to proceed in the manner CEQA provides or by reaching factual conclusions unsupported by substantial evidence.([Pub.Res.Code]§211685.)"(Banning Ranch Conservancy v.City of Newport Beach (2017)2 Cal.5th 918.935 ("Banning Ranch")[internal quotation marks omitted,quoting Vineyard Area Citizens for Responsible Growth,inc.v.City of Rancho Cardova (2007)40 Cal.4th 412,435].) Whether the FEIR omits essential information is "a procedural question subject to de novo review."(ld.) (See also King &Gardiner Farms,LLC v.County of Kern (2020)45 Cal.App.5th 814,837-838 ("King & Gardiner")[abuse of discretion by public agency's failure "'to proceed in a manner required by CEQA is a procedural (i.e.,legal)error.'"1.) An agency fails to proceed in the manner required by CEQA when the agency fails to require the project applicant to provide information mandated by CEQA or the agency fails to include mandated information in its CEQA analysis.(Vineyard Area Citizens for Responsible Growth,Inc.v.City of Rancho Cordava (2007)40 Cal.4th 412,435 ("Vineyard").)The Respondents'factual determinations are generally reviewed under the substantial evidence standard,pursuant to which the Court "may not set aside an agency's approval of an EIR on the ground that an opposite conclusion would have been equally or more reasonable."(Sierra Club v.County of Fresno (2018)6 Cal.5th 502,512 {internal quotation marks omitted,quoting Vineyard,supra,40 Cal.4th at 435].)Whether the FEIR includes an adequate discussion of the environmental or other impacts of a project "presents a mixed question of law and fact."(Sierra Club v.County of Fresno,supra,6 Ca|.5th at 516.)"Thus,to the extent a mixed question requires a determination whether statutory criteria were satisﬁed,de nova review is appropriate;but to the extent factual questions predominate,a more deferential standard is warranted.[Citation omitted.]"(Id.) "'Substantial evidence'is defined as 'enough relevant information and reasonable inferences from this Information that a fair argument can be made to support a conclusion,even though other conclusions might also,be reached.'(Cal.Code Regs.tit.14,§15384,subd.(an 'The agency is the finder of fact and we must indulge all reasonable inferences from the evidence that would support the agency's determinations and resolve all conflicts in the evidence in favor of the agency's decision.' [Citation omitted.]"(City of Hayward v.Trustees of callfornla State University (2015)242 Cal.App.4th 833,839-840 [quoting Save Our Peninsula Committee v.Monterey County Bd.of Supervisors {2001)87 CaI.App.4th 99,117].) IV.issues Suhiect to Review and Analysis A.issue 1:Proiect is Inconsistent with General Plan.and Its Approval Violated gontra Costa Conny Code and Other sututes In 1990,the County adopted a new General Plan which incorporates Measure C,an initiative approved by the voters in the November 1990 election,which was enacted as Chapter 82-1 of the Contra Costa County Code ("CCC Code").Measure C,among other things,established a 65/35 land preservation standard.Under this standard,"[ulrban development in the county shall be limited to no more than thirty-five percent of the land in the county.At least sixty-ﬁve percent of all land in the county shall be preserved for agriculture,open space,wetlands,parks,and other nonurban uses."(CCC Code §82-11106.)In 2006,the County voters approved Measure L,which extended the duration of Measure C to 2026,adopted an urban limit line as generally reﬂected in the Contra Costa County Urban Limit Line Map approved by the voters by that initiative on November 7,2006,and added a requirement for voter approval of any expansion of the ULL of more than 30 acres.(CCC Code §§82-1.010,82- 1.013(bl.) The CCC Code prohibits any change in the ULL that would violate the 65/35 standard.However, "as long as there is no violation of the 65/35 standard,"the County Board of SUpervisors may change the ULL after a public hearing ii (a)at least four of the five'members of the Board vote to approve the change,and (b)the Board makes at least one of the several alternative findings set forth in CCC Code section 82-1.018(a),supported by substantial evidence.(CCC Code §82-1.018(a).)One of those findings, which was made by the County in this case and relied 0n to support the extension of the ULL to encompass the Tassajara Parks Development,is that "A majority of the cities that are party to a preservation agreement and the county have approved a change to the urban line limit affecting all or any portion of the land covered by the preservation agreement."(CCC Code §82-1.018(a)(3l;AR6802-03 IFEIR response to comments on the RDEIR,citing this provision as the basis for the County to make a ﬁnding approving the eitensionl.)The provisions of CCC Code section 82-1.018(a)regarding the ULL and modiﬁcations to the ULL are incorporated into the Land Use Element of the General Plan essentially verbatim,particularly the provision in dispute here,section 82-1.018(a)(3).(AR29066.)If the proposed G'eneral Plan amendment would expand the ULL by more than 30 acres,the expansion also requires voter approval,in addition to meeting the requirements of section 82-1.018(a).(CCC Code §82-1.018(b) [making explicit that "Proposed expansions of thirty acres or less do not require voter approval."].) The County relied on its finding under CCC Code section 82-1.018(a)that the ULL could be extended based on the Tassajara Agreement.Petitioners contend the County's interpretation of CCC Code section 82-1.018(a)and the General Plan Land Use Element is erroneous and that no reasonable person could have made the findings supporting the County's approval of the Project as consistent with the General Plan and CCC Code.(Sierra Club 0p.Brief pp.6-17;Danville Op.Brief pp.14-21 [misdescription of Project urban development area and nonurban uses,though argued as CEQA violation"Petitioners argue the County's actions in approving the Project were arbitrary,capricious, and contrary to law.(Sierra Club Op.Brief p.17,il.3-7.) 1.Standard of Review Applied Consistency with the County General Plan is not a CEQA issue.It is reviewed under ordinary mandamus under Code of Clvil Procedure section 1085.(Stop Syar,supra,63 Cal.App.5th at 460-461; HighWay 68 [cited above].)"An action,program or project is consistent with the general plan if, considering all its aspects,it will further the objectives and policies of the general plan and not obstruct their attainment."(Highway 68,supra,14 Cal.App.5th at 896.)Courts recognize that consistency does not mean "'perfect conformity'"but rather compatibility with "'the objectives,policies,general land uses and programs specified in the applicable plan.'(Citations,internal quotation marks omitted.]"'($an Francisco Tomorrow v.City and County of San Francisco (2014)229 Ca|.App.4th 496,514 ("San Francisco Tomorrow");Highway 68,supra,14 Cal.App.4th at 896." Sierra Club argues that the County's interpretation of the ordinance is entitled to no deference because Measure C was an initiative enacted by a vote of the electors in the County.Rather,Sierra Club argues the intent of the voters governs.(Sierra Club Reply p.7.)The cases cited by Sierra Club do not address an initiative drafted ar'ld presented to voters by the County itself as a land use statute intended to be incorporated into the General Plan,nor do they address the County's subsequent interpretation of its General Plan and the land use ordinance,which is generally subject to a deferential standard of judicial review.(San Francisco Tomorrow,supra,229 Cal.App.4th at 514-516 [concluding that deferential standard of review applled to City's interpretation of General Plan Priorities Policies enacted through a voter initiatlve and lts determination a project was consistent with those policies,a decision relied on by Real Parties and not addressed in Sierra Club's Reply" The County ordinances and similar General Plan Land Use Element provisions at issue here have been in'effect for roughly 30 years,though the parties have not cited to evidence that the County has previously interpreted or applled CCC Code section 82-1018 or the term "preservation agreement"in the same manner applied in this case since the ordinance was enacted,a factor to be considered in the extent ofthe judicial deference to the County's interpretation.There is no dispute that unlike the General Plan Priority Policies in San Francisco Tomorrow,it was the County itself which drafted the language of the ordinances enacted by Measure C and Measure L,though they were voted on by the electorate,a factor which further supports judicial deference to the County's interpretation.(San Francisco Tomorrow,supra,229 Cal.App.4th at 516,fn.2 [rejecting the position that the County's interpretation of the General Plan Priority Policies was not entitled to deference based on the Yamaha Court's statement that deference is "fundamentally situationai,"explaining that "[tlhe situation here does not change based on the author of the relevant part of the general plan any more than changing membership in the agency that adopts a general plan would result in a changing standard of review." (italics in original.)].) The grounds forjudiciai deference discussed in Berkeley Hills apply here.Unless the County's interpretation of CCC Code section 82-1.018(a)(3)is clearly erroneous,the County's interpretation is entitled to be given weight as the County has both technical knowledge In its development of the 65/35 land preservation plan and the ULL provisions.The circumstances under which the ULL could be changed and expanded in connection with a preservation agreement are matters involving both expertise and technical knowledge of the County's General Plan and Land Use ordinances and policies,and determinations are clearly intertwined with issues of fact,policy and discretion and pra'ctical implications for the implementation of the General Plan and land use ordinances in the County. (Berkeley Hills,supra,31 Cai.App.5th at 896;Yamaha,supra,19 Cal.4th at 1213.)Further,even If the *County's interpretation is not entitled to deference,for the reasons set forth,Petitioners have not demonstrated the County's interpretation ofthe unambiguous language of the ordinance is wrong. 2.Tassaiara Agreement Not A "Preservation Agreement" Sierra Club Pa rtles contend the Tassajara Agreement is not actually a "preservation agreement" within the meaning of the General Plan Land Use Element and CCC Code section 82-1.018(a)(3).They argue it is not a preservation agreement because (a)lt does not preserVe land that was under threat of development,which is the proper interpretation of the term "preservation agreement"used in the ordinance,and (b)its provisions are illusory as there are no binding and enforceable protections for the property subject to the agreement. - The term "preservation agreement"is not deﬁned in the CCC Code or the General Plan.While not defining the term,CCC Code section 824.024 also refers to the County's authority to enter into "preservation agreements.""designed to preserve certain land in the county for agricultural and open space,wetlands or parks"(CCC Code §82-1024.) in interpreting the General Plan and CCC Code ordinance,the Court looks ﬁrst to the plain meaning of the language.The dictionary deﬁnition of "preservation"is generally the act of keeping something the same or intact or preventing something from being damaged.(See httpszﬂdictionam.cambridge.orglus/dictionarv/eggﬂsh/oreservation accessed 1/4/2023 ["the act of keeping something the same or of preventing it from being damaged"];httpszﬂwwwmerriam- webster.com(dictionarylpreservation accessed 1(412023 ["the activity or process of keeping something valued alive.intact,or free from damage or decay"].)It is not clear that the term "preservation agreement"is ambiguous in light of these deﬁnitions of "preservation."Sierra Club Parties concede that the Court may only look to other evidence of the meaning of the statute if it is ambiguous.(Sierra Club Parties Reply p.2,ll.23-24,citing People v.Rizo (2000)22 C'al.4th 681,685.) Based on these definitions of "preservation,"the fact that the Project site was already in some sense "preserved"based on its zoning for agricultural uses does not mean that an agreement ensuring the land is protected or not damaged permanently is not a "preservation"agreement.Nothing in the plain meaning of the term "preservation"indicates that the agreement must change the designation of the land or that an agreement which preserves most of a property while allowing some land to be developed cannot qualify as a preservation agreement.Indeed,the "65/35 Land PreserVation Plan" speciﬁcally provides for urban development of up to 35%of County land as part of its "preservation" plan. in the absence of a deﬁnition,Petitioners cite other sources to determine the meaning oi the term,including similar terms used in different statutory schemes,such as the Mills Act (historic property preservation agreement).They contend the Tassajara Agreement is not a "preservation agreement" because it converts a portion ofthe 771-acre agricultural property to urban use for a residential development and because the Project site was not land "under threat of development."(Sierra Club Parties Op.Brief p.8,ll.21-23.) The Sierra Club Parties and Real Parties both address certain portions of the legislative history of Measure C and cite the Briones Hills Agreement,which'the Sierra Club Parties argue reflects the type of "preservationagreement"contemplated by Méasure C.The May 14,1990 memorandum cited by Sierra Club from the Internal Operations Committee of the County Board of Supervisors includes recommendations for drafting what ultimately became Measure C,the initiative approved by voters in the November 1990 election which included the initial voter-approved version of CCC Code section 82- 1.018(a).Paragraph 3 of the memorandum requests the staff of the Community Development Department "include in the concept of Urban Limit Lines criteria for changing the Lines."In the only reference to the concept of a preservation agreement.that paragraph of the memorandum also states the boundaries "could be further supported through 'preserve'agreements,MOU's among jurisdictions and LAFCO rules."(SAR 263.)As Real Parties point out,the memorandum the Sierra Club Parties cite reflects a general outline of provisions that led to the final language of Measure C placed on the ballot for voter approval months later,not final terms or definitive verbiage for the ordinance. The May 14,1990 memorandum also indicates that the Board had received an attached letter from a Board member (Torlakson)to Brentwood Mayor Palmer dated April 4,1990 in which that supervisor indicates "a Briones Hills type preserve"agreement was "appealing"to him by which a "' Non-Urban Preserve'could be established by agreement and binding unless a popular vote in the involved jurisdictions passes favoring change."[SAR 263,268,cited at Sierra Club 0p.Brief p.9,ll.7-10.) The parties also cite to the Board resolution approving the Briones Hills Agreement,which the County points out was a "voluntary 'compact'"among the County an'd cities reflected inla joint resolution,and not actually an agreement subject to any enforcement mechanism.(SAR18-19;CountyJdr.p.6,l.28 p. 7,I.1 and AR 29124 [County General Plan,Land Use Element p.3-701.)The joint resolution states that the land subject to the Briones Hills Agreement was "generally designated as Open Space,Agricultural -Lands,Parks and Recreation,Watershed or other compatible open space categories on the adopted County and city open space plans."(SAR 18.)The resolution states that the Board and "affected cities" "declare that the lands described below are worthy of retention in agricultural and other open space uses."(SAR 18 (emphasis added"The resolution then adops an agreement by the County and cities "to a policy of non-annexation to urban service districts and cities"for the land described.(SAR 18.) Petitioners ask the Caurt to conclude that only an agreement that models the terms of the Briones Hills Agreement ls a "preservation agreement."The Briones Hills Agreement did not address development of any land subject to the Briones Hills Agreement.While Sierra Club Parties contend the land subject to the Briones Hllls Agreement (SAR18-19)was threatened with development,the land was zoned for agricultural and other slmilar uses at the time of the agreement,and the resolution expressly states the purpose of the agreement as being the "retention"ofthe land for agricultural and other open ' space uses,similar to the land subject to the Tassajara Agreement.(SAR 18.) The Caurt cannot infer from this background information that an agreement that _wlll allow any development of some agricultural land while concurrently preservlng other agricultural land permanently or an agreement to permanently preserve land that is currently zoned for agriculture (as the Briones Hllls property was)by dedication to the regional parks dlstrlct cannot qualify as a "preservation agreement."Further,the Board resolution approving the amendment to the General Plan and the Tassalara Agreement includes an express ﬁnding by the Board that "The Tassalara Valley has been the subiect of intense development pressure for decades ln part because the ULL presently ends at Tassajara Hills Elementary School wlth privately-owned land immediately adjacent to and outside the ULL."(AR 37 (emphasis addedl.) ' The Briones Hills Agreement was made before the County created the 65/35 land use ratio,the ULL limiting the location of urban development,and the ordinance allowing for extension ofthe ULL under the criteria of section 82-1.018(a).The language of section 82-1.018(a)(3)supports a contrary conclusion to Petitloners'position.Sectlon 82-1.018(a)(3)by its terms contemplates a change in the ULL "affecting all or any portion of the land covered by a preservation agreement,"a change to extend the ULL by up to 30 acres to allow urban dEVelopment on land outside the existing ULl.by expansion of the ULL where the land is covered by a preservation agreement. Petitioners argue the Tassajara Agreement,unlike the Briones llills Agreement,has no binding commitments or a provision for a party to take legal action to enforce it,and that the agreement does not require "any party to do anything."(Sierra 0p.p.10,il.12-14.)The Tassajara Agreement,among other things,includes an agreement by EBRPD that,upon certiﬁcation of the FEIR and approval of the Project by the County,EBRPD "will accept fee title to the Dedication Area."(AR10398 [Tassajara Agreement para.4].)The City of San Ramon agrees not to annex any of the land in either the "Preservation and Enhancement Area"(a pproxlmateiy 17,000 acres of agricultural land In the Tassajara Valley)or in the Dedication Area (the approximate 727 acres preserved under the agreement).(AR10398 [Tassajara Agreement para.4};County RJN Exh.3 [final agreement].)it authorizes the County to determine that the Tassajara Agreement meets the requirements of section 82-1.018(a)(3)on the condition that the County certifies the FEIR for the Residential Development in which the Project must permanently preserve the Dedication Area and provide a $4 million irrevocable contribution to the County's agricultural enhancement fund.(AR10401 [Tassajara Agreement para.11,and County RJN Exh. 3 [final agreement].j lt obligates the County to maintain the agricultural contribution separate from other County monies and includes provisions addressing the use of the agricultural enhancement fund.- (AR10401 [Tassajara Agreement paras.12-14];County RJN Exh.3 [final agreementl.)Petitioners do not address these provisions and why these contractual provisions do not impose enforceable obligations under the Tassajara Agreement that are equally or more enforceable than the compact under the joint resolution constituting the Briones Hills Agreement. 3.Tassaiara Agreement Not Signed by "Maioriy of Cities"Under CCC Code Segion 82- 1.018131131 Sierra Club argues that the Tassajara Agreement also does not meet the criteria of CCC Code section 82-1.018ia)(3)because the "majority of cities"did not sign it.The only city that approved the change in the ULL is the City of San Ramon,which is the only city that ls a party to the agreement.The ordinance requires "a malority of cities that are party to the preservation agreement"to approve the change in the ULL affecting land subject to the preservation agreement. Real Parties point out that the land covering the Project Site abuts only the City of San RamOn. (AR 31612,31616-31617.)The Project Site does not abut the Town of Danvllle or its sphere of inﬂuence. (AR 31612,31616-31617.)The Project Site in this regard is unlike the preservation area subject to the Briones Hills Agreement,in that the cities which agreed to the compact by the joint resolution Ahad spheres of inﬂuence that extended into the Briones Hills property being preserved.(SAR 18.) Sierra Club asks the Court in effect to insert additional language into the ordinance which does not appear in the text,in part based on a statement in the May 14,1990 memorandum that "the adoption of Urban Limit Lines and the approval of any changes in such Lines should require both the approval of the County Board of Supervisors affgcted subregion."(SAR 263 (emphasis addedi.)The ordinance does not specify that a majority of cities in the affected subregion or adjacent to or near the land to be preserved must approve the change.it does not establish criteria for the cities that must be part of a preservation agreement.It and a maioLitv of the city councils of the cities in thf provides only that "a majority of cities that are 9am to the preservation agreement"rnust approve the change in the ULL affecting "all or any portion of the land covered by the preservation agreement."(CCC Code §82-1.018(a)(3)(emphasis added" Other than requiring a "majority of cities that are party to the preservation agreement" approve the change to the ULL,the statute sets forth no other requirements or standards regarding the number or location of cities that must approve the change in the ULL or enter into the preservation agreement.Sierra Club In effect asks the Court to find that the phrase a "majority of cities"means that the ordinance mandates that at least two or more cities must be made a party to the preservation. agreement and the majority of them must approve the change in the ULL,rather than simply that if there Is more than one city that is a party to the agreement,the majorlty must approve a change in the ULL.The language of section 82-1.018(a)(3)does not clearly negate the possibility of a_slngle city being a party to the preservation agreement and approving the change in the ULL,in which case the approval by the single city would mean there was unanimous approval by the only city that is "party"to the preservation agreement.(See also CCC Code §82-1024 allowing County to enter into presentation agreements with cities.)Further,since there was a statement in the May 14,1990 memorandum cited by Sierra Club Parties referring to "a majority of the city councils of the cities in the affected subregion," the fact that language was not included in the final version of the ordinance language but rather was limited to a "majority of cities that are party to the preservation agreement"can be Interpreted as an intent by the Board drafting the Measure to not adopt arequirement that depends on a certain group of cities or a delineation of a "subregion"that has to be party to the preservation agreement. As the California Supreme Court has explained with respect to voter initiatives generally,such initiatives are subject to the ordinary rules of statutory construction which rely on the plain meaning of the Ia nguage of the statute.(People v.Superior Court (Pearson)(2010)48 Cal.4th 564,571.)The Court "may not add to the statute or rewrite lt to conform to some assumed intent not apparent from that language."(Id.[also stating,"If the language is am blguous,courts may consider ballot summaries and arguments in determining the voters'intent and understanding of a ballot measure.[Citation omitted.]"].) The Court cannot rewrite the language of the ordinance to add assumed language and criteria to specify that multiple cities must be made parties to the preservation agreement,or that the majority of all cities in the "affected subregion"(Sierra Club Op.Brief p.11,l.24 -p.12,I.1 citing SAR 263)must be parties to the preservation agreement and approve the change in the ULL,or that a majority of cities "with authorig to 'change the urban limit line'"affecting the land covered by the preservation agreement (Sierré Club Reply p.10,ll.19-20)must be parties to the preservation agreement and approve the change in the ULL.The ordinance as drafted by the County and approved by the voters does not impose such terms or standards.(See also Brome Decl.ISO Pets.RJN Exh.B p.61 [language for ballot initiative drafted by County staff and approved by Countyl.) 4.The Tassalara Agreement Does Not Meet the Reguirements for Approval Unde'r CCC Code Section 8240181315!Because the Change to the ULL Does Not "Affect"All or Any Portion of the Land Covered by the Preservation Agreement" Petitioners argue that the conditions for approval of the 30-acre expansion of the ULL under CCC Code section 82-1.018(a)(3)are not met because the acreage that is subject to the change to the ULL does not affect any portion of the land covered by the Tassajara Agreement,the preservation agreement the County relies onto meet these approval standards.Sierra Club Parties eXpand on this argument in their Reply. Sierra Club Parties argue the land subject to the expansion of the ULL is both outside the current ULL and outside the land covered by the Tassajara Agreement.They point to the Dedication Area and Agricultural Preservation and Enhancement Area as the land "covered by"or subject to preservation under the Tassajara Agreement,all of which is outside the ULL Because the Tassajara Agreement does not address any change to the ULL "affecting ...any portion of the land covered by the preservation agreement,"they argue the provisions of CCC Code section 82-10.018(a)(3)are not met.(Sierra Club Reply pp.5-7.) The Project involving the Residential Development Area and extension of the ULL is generally referred to in paragraphs 4 and 11 of the Tassajara Agreement,but the 44 acres outside the Dedication Area,as defined in the Tassajara Agreement,is not "covered by"or the "subject of"or "subject to"'the Tassajara Agreement.Petitioners point to the FEIR which states that the Tassajara Agreement is not part of the Project and is independent from the Project.(AR 6802-6804 [FEIR stating,"[Tjhe Board of Supervisors may approve the [Tassajara Agreement]separate and apart from the Project.Thus,the [Tassajara Agreement]is not part of the Tassajara Parks Project and may exist separate and apart from. and irrespective of,the Project."].)The FEiR states that if the Board.approves the Tassajara Agreement and "also elects to change the ULL and approve the Project,then the Project applicant would be required to convey the 727-acre Dedication Area and make an irrevocable payment of $4 million to an agricultural enhancement'and preservation fund."(AR 6803.) The conditions of CCC Code section 82-1.018(a)(3)require the change in the ULL to "aff__ec_t"'all or a portion of the land subject to the preservation agreement.In thls case,the change in the ULL will "affect"all or a portion of the land subject to the Tassajara Agreement because the change in the ULL, along with approval of the Project,will result in the preservation and dedication of the Dedication Area "covered by"the Tassajara Agreement.The ordinance only requires that the in the ULL "affect " the property subject to the preservation agreement,not that the property subject to the adjustment of the ULL be covered by the preservation agreement.Petitioners have not demonstrated that "no reasonable person"would interpret this provision of the ordinance in the manner the County did by chan concluding the change in the ULL affects property covered by the preservation agreement. 5.Expansion of ULL Violate;General Plan Land Use Element and growth Management Program and Encourages "Urban Sprawl"in Violation of the General Plan Petitioners do not contend that the County violated the General Plan 65/35 Land Preservation Standard of the GenemLPlan and CCC Code by approving the Project and extending the ULL;they do not challenge the C0unty's finding to the contrary and the evidence that supports it.(AR 83;AR 524,3229.) Petitioners argue that under the General Plan,"a General Plan Amendment to change the land use designation from non-urban to urban may be considered"for a property located within the ULL during the term of the General Plan.but "no such application would be considered for property located outside the ULL."(AR 29056 [General Plan Land Use Element at p.3-12];Sierra Club Parties 0p.Brief p.15,ii.5- 20.)Yet,on the very same page in the next section,the General Plan addresses "Changes to the Urban Line Limit"which prohibits (a)change to the ULL that would violate the 65/35 Land Preservation Standard,and lb)change to the ULL in the manner speciﬁed herein."(AR 29066 [General Plan at p.3-12](emphasis added).)The manner speciﬁed is the same manner specified in CCC Code section 82- 1.018(3). EXCS To support their position,in addition to the provisions of the Land Use Element.Petitioners cite the Growth Management Program,Chapter 4 of the General Plan enacted in 2004 as part of Measure J, with an updated Growth Management Element approved by voters as part of Measure L in November 2006 in which the ULL was also adopted.(AR7923-7924;AR 7904-7919 [General Plan Growth Management Programl.)Among other things,in the context oi the "Periormance Standards and Infrastructure Constraints Analysis section of the Growth Management Program,Sierra Club Parties point to a statement that,"To ensure high density 'leapfrog'growth does not occur,as a matter of policy,this growth management program mandates that new urban and central business district levels of development shall not be approved unless the development is within the ULL and near existing or committed urban or central business district levels of development."[AR 7917,cited at Sierra Club Op. Brief p.16.ll.10-14.)The Growth Management Element "works closely in conjunction with the Land Use Element to ensure that development proceeds in a manner which will not negatively affect facility and traffic service standards for existing land uses....The Urban Limit Line (ULL)and the 65/35 land Preservation Standard also work together with the Growth Management Program to ensure that growth occurs in a responsible manner and strikes appropriate balances between many competing values and interests."(AR 7905.)Petitioners argue that the approval of the Project also violates the General Plan's policy against developments that will result in or contribute to "urban sprawl."(Sierra Club Op.Brief p. 16,lines 15-17.)Petitioners do not cite or argue in their arguments regarding the non-CEQA legal ramiﬁcations of the Project briefed bv Sierra Club Parties (Danville Op.Brief p.20,ii.14-15)any General Plan Growth Management provisions limiting growth based on availability of water for the development.(Sierra Club 0p.Brief pp.15-17 [arguing General Plan Growth Management violated without reference to provisions requiring water Supply to the development];Danvilie 0p.Brief pp.21-23 {arguing CEQA ramiﬁcations of EBMUD position it will not supply water to the Project without reference to the General Plan Growth Management provisions].i The General Plan by its explicit provisions did not make the ULL ﬁxed and immutable during the term of the General Plan.it made express provision for the ULL to be modified either based on a vote of the Board if the change affected 30 acres or less or by a vote of the electorate if more than 30 acres was involved.The findings by the County that the change In the ULL is consistent with the General Plan, including its Land Use Element,reﬂect the competing policies the County must balance in its land use decisions,such as preserving the 65/35 land use ratio and in this case permanentlypreserving the Dedication Area through a preservation agreement while allowing a "minor"adjustment of the ULL of 30 acres or less for urban development of high density,single family housing.(AR 29066 [General Plan p.3~ 12 "Changes to Urban Limit Line"subparts (oi-(gii;CCC Code §82-1.018(a)(1j-(7).i The discussion of Measure J cited by Sierra Club Parties incorporates Attachment A "Principles of Agreement for Establishing the Urban Limit Line"which refers to making "minor"adjustments to the ULL of less than 30 acres if the Mutualiy Agreed-Upon Countywide ULL (MAC-ULL)is adopted,as it was when Measure L passed in November 2006.(AR7953 (para.6 [the MAC-ULL "will include ...provisions for minor (less than 30 acres)nonconsecutive adjustments"j.) The Sierra Club Parties'position regarding the inconsistency with the General Plan,and in particular the Land Use and Growth Management Elements,is essentially that the General Plan forbids any urban development outside the ULL adopted by voters in 2:006 through MeaSure L.But while the policies highlighted by the Sierra Club ln the Land Use and Growth Management Elements generally requlre urban development to be withln the ULL,the General Plan also makes provision for the ULL to be adjusted and changed during the General Plan term.If the ULL is changed,urban development within the adjusted ULL would be cansistent with the Land Use and Growth Management Elements because the urban development would be wlthin the (adjusted)ULL.Further,CCC Code sectlon 82-1012 I recognizes the possibility of development on land outside the ULL and a change in its land use designation.(CCC Code §824.012 ["[TJhe county shall manage growth by allowing new development only when infrastructure and service standards are met for traffic levels of service,water,sanitary ' sewer,ﬁre protection,public protection,parks and recreation,flood control and drainage and other such services.Land located outside the urban limit line may be considered for changes in designated land uses,subject to county growth management poll'cies and any other applicable requirements." (Emphasis added.)].) Adopting the Petitioners'position would mean either that (a)the ULL is fixed and immutable during the General Plan period,or (b)the ULL could be changed and extended to add property outside the ULL (and therefore by deﬁnition land not designated for urban uses)into the ULL,but the added land'could not be redesignated to urban Uses.Authorizlng the County to change the ULL to lnclude'land outside the ULL without allowing the County to redesignate the use of that land to urban uses would defeat the apparent purpose of the provisions authorizing the ULL extension,including allowing for the expansion to meet housing andother needs speciﬁcally recognized as grounds for changing the ULL. (See,e.g.,29066 [General Plan p.3-12 "Changesto Urban Limit Line"subparts (a),(bjj;CCC Code §_82- 1.018iall1),(2).}The position is also inconsistent with CCC Code section 824.012 which recognizes, redesignation of land uses outside the ULL is allowed subject to the conditlOns set forth.Allowing : changes to the ULL as the Land Use Element of the General Plan and the CCC Code permit would serve no purpose if the newly incorporated land in the ULL could not be used for urban uses and could only retain its prior designation if,it otherwise is found to be suitable for urban development in connection witha speciﬁc project approval.The position implicitly advocated by the Petitioners that the ULL cdnnot be amended during the term of the General Plan or that land outside the ULL established in 2006 cannot be redesignated for urban use or development if the ULL is modiﬁed is directly contrary to the General Plan and CCC Code.(AR 29066 [General Plan Land Use Element p.3-12];CCC Code §82-1.018(a)and (bl-l ,. Since the General Plan contemplated additions or expansions of the ULL within the provisions of the General Plan "Changes to the Urban Line Limit"and CCC Code section 824.018,the approval of the change in land use designation as pan of the Project is riot inconsistent with the General Plan so long as the requirements of section 82-1.018(a)have been met.Petitioners have not shown that "no reasonable person"could conclude the change in the ULL approved by the County was consistent with the General Plan on the grounds disCussed in this section,subject to the discussion in Section ili.A.6 below regarding the County's "nonurban uses"designation of property to be developed outside the extended ULL related to the Residential Development.Norhas Sierra Club demonstrated the Boa rd's findings of consistency with the General Plan with respect to the issues addressed in this section are arbitrary,capricious,or contrary to law.As a result,the County's vesting of a tentative subdivision rnap also is not a violation of the Subdivision Map Act and speciﬁcally Government Code section 66473.5 which requires disapproval of the tentative subdivision map for a project that is"inconsistent with the County General Plan. 6.Approval of ULL Amendment Regulred Voter Approval Under CCC Code Section 82- 1.018 Because the "grban"Development Exceeds 30 Acres The ULL cannot be extended more than 30 acres without obtaining voter approval,in addition to meeting the requirements of a 4(5 Vote of the County Board of Supervisors and the Board making at least one of the seven required ﬁndings to support the extension under CCC Code section 82-1.,018(a). (CCC Code §82.1.018lb)[enacted in Measure L in 2006].)Petitioners contend the County violated CCC Code section 824.018 when it approved the extension of the ULL without obtaining voter approval. Their claim hinges on their position that the County improperly designated the detention basin, drainage,and grading on the land outside the extended,30-acre ULL as "nonurban uses"that can exist outside the ULL. Petitioners argue that the detention basin,drainage facilities and grading are urban uses that are part of the urban development for the Tassajara Parks Development,that they will exist "solely"to support that urban development,and that they involve urban uses that are only proper within the ULL. Therefore,the Tassajara Parks Development "really"co nsists'of more than 4O acres of urban development for which the ULL had to be extended,an amount of acreage that exceeds the acreage subject to the ULL expansion which the County Board alone can approve without a vote of the electorate under CCC Code section 82-1.018(a)and (bl.(Sierra Club Op.Brief pp.12-14.)Danvilie similarly disputes the County's determination that the acreage that is not part of the 727 acres of Dedication Area and not strictly the Residential Development Area are slated for "nonurban uses" allowable outside the ULL.(Danville 0p.Brief p.15,ll.4-:6.)Danville contends the County's interpretatlon of nonurban uses is wrong and unreasonéble.(Danville Op.Brief p.15,ll.7-8.) Thls issue also concerns the County's interpretation of its-land use ordinances,and specifically the term "nonurban uses"versus an "urban"development or "urban use"as applied to the Proiect to which the Court accords deferential review.CCC Code section 824.010 prohibits "the county from designating any land located outside the urban line limit for an urban land use."(CCC Code §824.010.) The CCC Code includes factors to be considered in determining whether land should be located outside the-ULL (and therefore not for urban uses),including land that mee'ts certain criteria 'for soil conservation.open space,parks and recreation,wetlands,land with a more than 26%slope and "other areas not appropriate for urban growth,"for,among other reasons,geological conditions or inadequate water availability,"lack of appropriate infrastructure,"or "distance from existing development."(CCC Code §824.010.) Unlike the term presewatlon agreement,"non urban uses"is deﬁned In chapter 82 of the CCC Code.CCC Code section 82-1.032(b)states,"As used in this chapter,the term 'nonurban uses'shall mean rural residential and agricultural structures allowed by applicable zoning and facilities for public purposes,whether privately or publicly funded or operated,which are necessary or desirable for public health,safety or welfare or by state or federal law."in addition,the General Plan addresses the meaning of "urban"for purposes of the Land Use Element and in contrast to its meaning in the Growth Management Element of the General Plan:"in the following [Land Use Element]goals,policies,and implementation measures,note that when the word 'urban'is employed (as in the phrases 'urban - development'and 'urban uses'),the broad deﬁnition of the word is intended.This broad definition'is the deﬁnition in Measure C -1990 used to distinguish between the maximum of 35 percent of the county land that can be used for urban development and the 65 percent minimum of land in the county that must be preserved for agriculture,open space,wetlands,parks,and other non-urban purposes.[11]This broad deﬁnition of 'urba n'is-in Contrast to the more restrictive use of 'urban'in the Grown-Management Program,which is included in Chapter 4."(AR29094.)In contrast.the Growth Management Program includes the following deﬁnition:"Urban.Urban areas are defined as generally those parts of the County | that are designated in the General Plan primarily fur multiple family housing,with smaller areas i designated for high density single family homes;low to moderate density commercial/industrial uses; and many other accompanying uses."lAR7919.)i The Residential Development Area itself clearly fits within the narrower definition of "urban" used in the Groiivth Management Program,which specifically includes "smaller areas designated for high-density single-familv"residential development.The question is whether the approximate 11-_acres (or more)designated for necessary grading,drainage facilities,and the stormWater detention basin that are necessary to support the Residential Development also constitute an "urban use"within the meaning of the "broad"deﬁnition of urban utilized in the Land Use Element of the General Plan.or whether the County properly deslgnated that land use as "nonurban uses"not within the ULL,as conslstent with the deﬁnition of "nonurhan"in CCC Code section 82-1.032(b). Petitioners acknowledge the determlnation is a factual finding made by the County that is i-subject to the "Substantial evidence"standard of review.(Sierra Club 0p.Brief p.13,ll.6-10.)(See also California Native PlantSociety v.City of Rancho Cordovo (2009)172 Cal.App.4th 603,638 ["'Once a general plan is in place,it ls the province of elected [agency]officials to examine the specifics of a proposed project to determine whether it would be "in harmony"with the policies stated in the plan.- [Citation]It is,emphatically,not the role of the courts to micromanage these development decisions.' [Citation]Thus,as long as the [local agency]reasonably could have made a determination of consistency,[its]decision must be upheld,regardless of whether we would have made that determination in the ﬁrst instance."];Pfer'ﬁer v.City of Sunnyvale City Council (2011)200 Cal.App.4th 1552,1563 ["[Tlhe party challenging a {local agencyl's determination of general plan consistency has the burden to show why,based on ail of the evidence in the record,the determination was unreasonable. [Citation.]"].) ' Sierra Club Parties argue the grading,drainage facilities,and stormwater detention basin - infrastructure should be designated by the same land use as the development that infrastructure supports because it is part of that development project.There is some superﬁcial appeal to the position - that land developed with infrastructure essential to support an urban development is also urban,but Sierra Club Parties cite no authority that compels a land use designation to be applied based'on the land uses of a related property development because the property supports that development,rather than based on the speciﬁc uses to which the property itself is being put. in Friends of Mammoth v.Town of Mammoth Lakes Redevelopment Agency (2000)82 Cal.App.4th 511,superceded in part by statute on other grounds ("Friends of Mammoth!'),in the context of redevelopment of blighted areas under Health &Safety Code section 33320.1,the Court addressed the meaning of "urban"land use.The Court stated,"The term 'urban'is 'not ﬁxed,objective,or easily ascertainable.'[Citation omitted]At a minimum,however,the mere fact that property is not vacant or is developed ln accordance with its zoning does not by itself render the property developed for urban uses.Lands that are not vacant may be developed for uses that are not urban uses.[Citation omitted.]" (Id.at 541 [quoting County of Riverside v.'City of Murn'eta (1998)65 Cal.App.4th 616,623,62,'m which the Court declined "to render a judicial deﬁnition of urban"].)The Court in Friends of Mammoth concluded that property developed as a goif course was not an "urban use"simply because it Was a golf course,where the course was in the mountains and developed with natural watercourses and natural and preserved forest.(Id.at 544-545.)The Court in Friends of Mammoth also found the airport site, which was not surrounded by urban uses,also did not qualify as "urbanized land."(Id.at 547.)Based on the statutes involved in that case,the Court looked at what the area in question was surrounded by. Even if the Court considered the area surrounding the grading and stormwater detention basin in this case as the Court did in Friends of Mammoth under a different statutory scheme,three sides surrounding the stormwater basin and grading are agricultural or open space land preserved under the Tassaiara Agreement,not urban uses.(Id.at 546.) While the Sierra Club points generally to the fact the grading,drainage,and detention basin are related to,and adjacent to,the Reside ntlal Development Area,Danville cites more specific descriptions of the Project and the relationship of the grading and other infrastructure to the Residential Development.(AR 3379-80 [RDEIR,Table 2-2 fn.2 regarding 9 acres of grading outside the ULL designated as "non urban uses,"stating "Grading consists of the necessary grading operations required to design the proposed street layout and set the proposed pad elevations including conforming to the existing topography beyond the proposed lots.However,grading as listed (roughly 9.0 acres)does not include any grading within the 30 acre Residential DeVelopment Area."and Table 2-2 fn.3 regarding additional 10.3 acres also outside the ULL designated as nonurban uses,stating "Landslide grading area is in addition to the site grading operations and incorporates recommended measures into the Project design to address geotechnical issues as recommended by the geotechnical engineer"].)(See also AR 3400,AR 3402,AR 3666,AR 7732,AR 7734,AR 7736,AR 7738 [maps showing grading and improvements adjacent to Residential Development,but outside the ULL].)The RDElR explains,"a concrete v-ditch would be located at the toe of the northern-most graded slopes,along the rear yards of the outermost residential lots to collect stormwater from the surrounding hillsides.The v-ditch would direct stormwater and any erosion to the on-site detention basin."(AR 3662 [RDEIR p.3.6-15 (emphasis added)].)The 2.95-acre'detention basin though characterized as "on-site"in this passage is apparently located outside the extended ULL.(AR 3379 Table 2-2 and maps cited above at AR 3400,3402,3666, 7732,7734,7736,7738.) Danville also addresses the deﬁnition of "nonurban uses"in the CCC Code.Under CCC Code section 82-1.032(b),nonurban Uses include (a)"rural residential ...structures allowed by applicable zoning";(b)"agricultural structures allowed by applicable zoning";and (c)"facilities for public purposes, whether privately or publicly funded or operated,which are necessary or desirable for the public health, safety or welfare or [required]by state or federal law."(CCC Code §82-1.032(b);AR29058-29059 [ General Plan "General Inventory of Land Uses by Subarea"].)Though Danvllle's brief amply demonstrates why the first two categories of nonurban uses do not apply to the grading,drainage facilities,and stormwater detention basin,a point not disputed by Real Parties,it is the third category- faclllties for public purposes ...necessary or desirable for public health,safety or welfare"or required by state or federal law that Real Parties contend aptly describe these facilities. Real Parties point to the provisions of the County General Plan and Measure C's reliance on the General Plan's deﬁnitions,policies,and designations of land uses.(See Real Parties'Resp.to Danville p. 20,fn.12,and Pet.RJN and BromeDecl.Exhs.at pp.33,49,63,and 409 [County Staff Report prepared with Measure C stating the measure "does not propose to amend or change the existing definition of urban and non-urban land uses in the General Plan as incorporated into the Land Use Element"].) Nonurban use designations in the General Plan include Agricultural,Public/Semi-Public,Landﬁll, Watershed,Open Space,Parks and Recreation,and Water uses,and the General Plan includes a similar deﬁnition of nonurban uses as that set forth in CCC Code section 82-1.032(b).(AR 29058-29059,AR 29087-29088,AR 29092-29094.)Under the General Plan,"Itlhese land use designations generally comprise non-urban uses under the 65/35 Land Preservation Standard."(A829087 (emphasis added).) These non-urban uses include,among other things,"major flood control rights of way,""properties owned by public governmental agencies"such as libraries,ﬁre stations,and schools,and within the open space land use,areas within planned unit developments or "'safety zones'around identiﬁed geologic hazards."(AR 29087-88,AR 29092.)Public and Semi-Public uses also include privately owned "utility corridors"such as PG&E lines and pipelines.Nonurban uses under the General Plan and the definltion in CCC Code section 82-1.032(b)encompass various types of infrastructure that may support a residential or urban development,indicating the land use for infrastructure does not necessarily assume the character of the development or other land uses it supports. ' Like Sierra Club Parties'argument,Da nville's conclusion that the grading,drainage facilities,and storrnwater detention basin are "urban uses"not allowed outside the ULL is founded on the premise that land outside the residential development used for infrastructure which supports or is necessary to the related urban development must necessarily be designated with the same "urban"land use as the underlying deveIOpment.Danville cites no authority which compels or supports that conclusion.Nor has the Court located authority to support that proposition. Neither Sierra Club Parties or Da nville cite any historical interpretation or application of land use designations by the County in that manner,or the County's prior designation of similar offsite infrastructure supporting a residential,urban development as an "urban"land use rather than "nonurban."The Court,however,notes that the July 12,2005 "Report on Ballot Measure for Extension of Urban Line Limit"directed to the Board (Brome Decl.ISO Pets.RJN Exh.D,pp.269-284)addresses proposed changes in the ULL in the proposed Measure L ballot initiative,including locating "the 38 acres of the Pine Creek Detention Basin parcels owned by Contra Costa Water Conservation and Flood Control District in the North Gate area on the outside of the Urban Limit Line,"indicating that the County has previously considered a detention basin a "nonurban use"properly located outside the ULL.(Brome Deci.Exh.o p.272.) in their supplemental brieﬁng,Real Parties direct the Court to cite Graber v.City of Upland (2002)99 Cal.App.4th 424 ("Graber").Graber deals with Community Redevelopment Act which requires projects to be "predominantly urbanized"meaning 80 percent of iand developed for urban uses.(id.at 435.)Graber cites Friends of Mammoth,supra,82 Ca|.App.4th 511,that urban "refers more to the location and 'varying characteristics'of a use than to the type of use"such that a residential dwelling could be urban or rural because "it is the location and characteristics of the dwelling and its environs that may make the use an urban use."(Graber,supra,99 Cal.App.4th at 436 [quoting Friends of Mammoth,supra,82 Cal.App.4th at 544-5451.) in Graber,the issue was whether the 80 percent threshold under the Community Redevelopment Act was met.The city found that vacant land that was the former site of a rock mine,a dump,and certain flood control areas (apparently a silt basin)were urbanized as they were currently Surrounded by urban development.The C0urt of Appeal agreed with the trial court's conclusion that the city's conclusion that the area was previously developed for urban uses was not Supported by substantial evidence."A rock mine and a dump can be located anywhere,and such uses are n_ot necessarily urban uses.Nor are properties developed for mining,dump,and flood control uses necessarily developed for urban uses.As the County points out,a mine and a dump site are more likely to be associated with rural or nonurban areas than with urban areas.Flood control uses can be urban or rural."(id.at 438 [emphasis addedl.)The rock mine and dump were not part of a predominantly urbanized area,when they were in use,which is the time frame the trial court concluded had to be considered.Further,at least one Court has expressly declined to create a judicial definition of urban, recognizing the determination may vary from location to location and is best left to the cities and counties to decide as a land use matter.(Caunty of Riverside v.City ofMurietta (1998)65 CaLAppAt 616,623.)' h Notably,the sewer pump station has been located within the Residential Development Area and therefore within the extended ULL.(AR 47,cited at Real Parties'Resp.Brief to Danvllle p.22,fn.14;see also AR 7672 [FEIR stating "County corrected Exhibit 2-6 to reflect that the sewer pumping station, Parcel D,and Parcel K.would be within the Urban Llmlt Line"].)The Court raised an issue for supplemental brieﬁng regarding a reference in the County Staff Recommendation to "Other (e.g. detention basin):7 acres"in the Project description.(AR 40-42 and ln particular AR 42.)In their supplemental brief,Real Parties adequately explain what the other 7 acres consist of and that they are outside the expanded ULL.i RP Suppl.Brief p.20 -the 7 acres consists of Parcel F [Camino Tassaiara Dedication 3 acres],Parcel G [Finley Road Dedication -.18 acres],Parcel H [detention basin 2.95 acres],and Parcel N [neighborhood park and trail -.66 acres].)They also persuasively argue that ownership of one or more of the parcels may be with the HOA but their use is nonurban development,a use that is not dependent on who owns the land. To set aside the C0unty's determination regarding the land use designation of the acreage outside the Residential Development Area and the approval of the extension ofthe ULL by the Board witho ut seeking voter approval,Petitioners have the burden of demonstrating that "no reasonable person"would have construed the meaning of "nonurban uses"to apply to the grading,drainage facilities,and stormwater retention'basin located outside the footprint of the Residential Development Area based on the use and meaning of those terms in the General Plan and CCC Code.Petitioners have not met that'burden. B.Issue 2:CEQA Violations Based on Lack o!Water Supply to the Prolect from EBMUD or Any Other Source Petitioners challenge the County's certification of the FEIR based on the lack of a reliable water service to the Residential Development Area from the only source of water identified in the FEIR, EBMUD. 1.CEQA Reguirements for Water Supply Information in an EIR The EIR is fundamentally an informational document;its purpose is to allow informed decision- maklng by the public agency,and informed participation in the decision-making process by the public. (King &Gardiner,supra,45 Cal.App.5th at 848;California Oak Foundation v.City of Santa Clarita (2005) 133 Cal.App.4th 1219,1225-26.)Vineyard sets forth the CEQA requirements for an EIR to adequately address water supply issues for a project.Among the rules set out by the Court are (1)"CEQA's informational purposes are not satisﬁed by an ElR that simply ignores or assumes a solution to the problem of supplying water to a proposed land use project,"and the EIR must give decisionmakers "sufﬁcient facts to 'evaluate the pros and cons of supplying the amount of water that the [project]will need.'[Citation omitted.]";(2)"the future water supplles identiﬁed and analyzed must bear a likelihood of actually proving available;speculative sources and unrealistic allocations ('paper water')are insufﬁcient bases for decisionmaking under CEQA.[Citation omitted]An EIR for a land use project must address the impacts of likely future water sources,and the ElR's discussion must include a reasoned analysis of the cirCumstances affecting the likelihood of the water's availability.[Citation omitted.]";and (3)"where,despite a full discussion,it is impossible to conﬁdently determine that anticipated future water sources will be available,CEO/i requires some discussion of possible replacement saurces or alternatives to use of the anticipated water,and of the environmental consequences of those contingencies.[Citation omitted.]Theia'i's informational demands mav_not be met.in this context. simply by providing that future development will not proceed If the anticipated water supply fails to materialize."(Vineyard,supra,40 Cal.4th at 430-31 [emphasis addedl.) Under Vineyard,the EIR must analyze water supplies 'to the extent reasonably possible.' [Citation omitted .]"[King &Gardiner,supra,45 Cal.App.5th at 843 [quoting Vineyard,supra,4O Cai.4th at 431.)Whether the FEIR analyzed the water supply issues "to the extent reasonably possible"is a mixed question of fact and law;the appropriate standard of review depends on whether issues of fact predominate,in which case the standard of review is substantial evidence,or issues of law,in which case the Court exercises independent review.(id.at 843-844 and fn.14.) Vineyard also explains that the CEQA issue is not whether a water supply is established but whether the EIR (a)"adeq uately addresses the reasonably foreseeable impacts of supplying water to the project,"and (b)if there are uncertainties regarding water supply,the EIR "acknowledges the degree of uncertainm involved,discusses the reasonably foreseeable alternativesincluding alternative water sources and the option of curtailing the development if sufficient water is not available for later phasesand discloses the signiﬁcant foreseeable environmental effects of each alternative.as well as mitigation measures to minimize each adverse impact.(§21100,subd.(b).)"(Id.at 434 [italics in original,underscoring addedl.) Vineyard also recognized the EIR does not need to "reinvent the water planning wheel."ad.)An EIR can rely on an urban water management plan that the water supplier is required to prepare,and "analysis in an individual project's CEQA evaluation may incorporate previous overall water planning projections,assuming the individual project's demand was included in the overall water plan."(Id.at 434-35.)Nevertheless,CEQA requires that the ElR include more than just "a 'refere nce to water supply management practice as water supply analysis.'"(id.at 440.)Though the Court recognized that the ElR did not need to demonstrate with certainty that the water supply was adequate.the Court held that discrepancies in water demand estimates cited in the EiR,a lack of coherent explanation or quantitative analysis of lung-term water supplies,including what water supplies from surface and groundwater sources were expected to meet the demand.particularly in dry years,and the County's reliance on information not incorporated,referenced,or described ln the FEIR when it certiﬁed the FEIR as complete meant the County failed to proceed in a manner required by CEQA when it certiﬁed the FEIR. (Id.at 438,439-440,442.) A'number of decisions cited by the parties address the adequacy of an EIR in describing the likely water supply for a project and the environmental impact of supplying water to the project through that source.In Preserve Wild Sontee v.City of Santee (2012)210 CalAppAth 260,the Court held the EIR failed to meet CEQA's requirements addressed in Vineyard of adequately discussing "known contingencies to a reliable water Supply,including the successful implementatIOn of planned water development,water delivery,and water conservation projects"and presenting "'a reasoned analysis of the circumstances affecting the likelihood of the water's availability.'[Citation omitted.]"(Id.at 285 [quoting Vlneyortl,supra,40 Cal.4th at 432.)in Santiago County Water District v.County of Orange (1981)118 Cal.App.3d 818,the Court found a CEQA violation where the EIR identified the source of water supply for the project but failed to set forth "facts and analysis"to support the agency's bare conclusion the water district could supply the project,particuiarly when the district had sent a letter to the board president prior to approval of the EIR stating the district could not at that time determine if it cauld supply water to the project and under what conditions.(id.at 831.)in Santa Clarita Organization for Planning the Environment v.County of Los Angeles (2003)106 Cai.App.4th 715,the EIR a residential and commercial project required water supplies which it stated would be obtained from State Water Project supplies.The ElR used calculations for water volumes based on what the State Water Project was intended to deliver,but the State Water Project had not been completed,and the Court found the EiR inadequate under CEQA as it failed to address the gap between the actual water supplies available and the hoped-for source of supply from the incomplete State Water Project.(id.at 717-718.)(See also California Oak Foundation v.City ofSonta Clarita (2005)133 Cal.App.4th 1219,1237-1241-1242 [EiR failed to analyze alternative water supply sources in the face of legal uncertainties in a pending case regarding availability of transfer of water entitlements on which project was relying in part for water supply];King &Gardiner,supra,45 Cal.App.5th at 869 [holding ElR failed to meet the information disclosure requirements of CEQA constituting a prejudiclal violation based on EIR's failure to provide information regarding technologies and techniques for water use in connection with mitigation measure relied on by the EIR for mitigation of project's significant water supply impactsl.) 2.General Plan Land Use and Growth Management Program Policies Related to Water Supply As recited in the RDEIR,the County's land use policies ln its General Plan include,among others, Policy 3-6 that "Development of all urban uses shall he coordinated with provision of essential Community services or facilities including ...water...."[AR 3714.)The General Plan encourages "[ilnfilling of already developed areas"and states that "Ip]roposals that would prematurely extend development into developed areas shall be opposed."(AR 3714 [General Plan Land Use Policy 3-9.) Further,"extension of urban services into agricultural areas outside the Urban Limit Line,especially growth-Inducing infrastructure,shall be generally discouraged."(AR 3714 [General Plan Land Use Policy 3-101.)CCC Code section 824.012 addressing growth management requires the County to allow new development only "when infrastructure and service standards are met for traffic levels of service,Mg, sanitary sewer,ﬁre protection,public protection,parks and recreation,flood control and drainage and other such services."(AR 3731 [RDEIR p.3.9-34 9;CCC Code §824.012 (emphasis added)].)The County concluded that "sufficient infrastructure and services are available to serve the proposed residential uses in the Residential Development Area."(AR 3731 [RDEIR p.3.9-341.) The Court's role in reviewing a public agency's determination of General Plan consistency and related ﬁndings of fact is addressed in detail in preceding portions of this ruling.That authority applies to the County's determination that the Project does not violate the General Plan and its Land Use or Growth Management provisions in a ﬁnal EIR certified by the public agency.(Stop Syar,supra,63 Cai.App.5th at 463 [relying in part on Highway 68,supra,14 Cal.App.5th at 896 and Golden Door Properties,LLC v.County ofSan Diego (2020)50 Cal.App.5th 467,482,486 ("Golden Door ii"),holding that review of the agency's determination of general plan consistency in an EIR is not treated as a "CEOA 'informationai"'issue but rather is reviewed under ordinary mandamus and the deferentiai standard of review].) 3.The FEIR and EBMUD as Sole Water Supplier The DEIR relied in part on recycled water options as a source of water supply for the Project.(AR 3355.)When the County obtained information demonstrating the recvcied water was not a viable source,the County revised the DEIR to include instead an Off-Site Water Conservation optlon,which it acknowledged was significant new information under CEQA Guidelines section 15088.5 that required the EIR to be recirculated as the RDElR.(AR 3355.) a.Characterization of Role of EBMUD and Its Authority Regarding Water Suggly The Project is admittedly outside the Ultimate Service Baundarv ("USB")for EBMUD water service.(AR 3689 [RDEIR stating "A public water system does not currently serve the project site"]:AR 3404 [acknowledging Project Site is outside EBMUD's ultimate service boundary]:AR 6727 [RDEIR App..i -Water Supply Evaluation ("\lVSE")prepared by water experts Tully &Young ["Prolect is not located within the service area of any existing public water system"1;AR 6901.)According to EBMUD's Water Supply Management Plan 2040 ("WSMP 2040"),the USB defines EBMUD's limit of future annexation for extension of water service."(AR 29970.) The RDEIR identiﬁed two sources of water service for the Project:Calaveras Public Utility District (Calaveras)and EBMUD.(AR 3404.)Calaveras proved not to be a viable option to provide water service, in part because it would have to obtain water from EBMUD to supply the Project and because alternative methods of delivering water to the Project were not likely.(AR 6909-6912,6923-6926 [EBMUD Comment Letter on RDEIR].)The County eliminated Calaveras as a source of water supply in the FElR.The FEIR instead now provides that the Project will rely entirely on EBMUD for water service which it contends will have sufﬁcient water available to add the Expanded Water Supply Project Area to Its service "thrOugh the availability of water created by the facilitation,acceleration and implementation of EBMUD conservation efforts."(AR 7672.AR 7690.) The RDEIR states that the "[t]he Project applicant is expected to request annexation of the Residential Development Area (as well as the adjacent Pedestrian Staging Area)into the service area of EBMUD.Any such annexation and related Sphere of influence amendment and applicable Local Agency Formation Commission (LAFCO)."{AR 3404 [RDElR](emphasis addedj.)The FEiR reiterates that the availability of water through the acceleration of EBMUD consewation efforts is "subject to the EBMUD Board of Director's app.rova ."(AR 7690 [FEIR](emphasis 'addedj.)(See also AR 3916 [R DElR,stating among other things,"[T]he provision of water to the Project is w0uld re uire a roval from EBMUD dependent upon the involvement of EBMUD andsubject to the EBMUD's Boa rd's discretionwould most likely be based on a service territory annexation,"and noting LAFCO approval is also requiredJ.) With respect to water from EBMUD,the WSE also reiterates the discretion EBMUD has in deciding whether to supply water to the Project.(AR 6690-6691 ["[A1ppllcant has considered several potential sources of vvater supply as part of a flexible strategy that would meet,or offset,the maximum estimated water demands of the Proposed Proiect while addressing the operational needs of the entities that would deliver the Water.Because the Project Site is adjacent to the existing service area of the East Bay Municipal Utility District ("EBMUD"),the Preposed Project would seek to have EBMUD play a role (subiect to the EBMUD Board's discretion)ln implementing this ﬂexible water strategy.This WSE provides information to allow EBMUD's Board to consider whether to delivenrvater lsic|for the Proposed Prolect."(Emphasis addedil.)(See also AR 6723 [addressing off-site conservation measures to serve the Project "[i]n consultation with EBMUD"];AR 6727 [referring to Project water strategy of having EBMUD deliver water to the Project "subject to the EBMUD Board's discretion"].)The FEIR afﬁrrns that . "it is EBMUD's Board of Directors that must ultimately determine whether the Project is consistent with the priorities and objectives underlying the EMBUD Board's own policies when a request for approval to supply water to the Project goes before them"(AR 6989 [FElR County Resp.to EBMUD Comment 33 (emphasis addedjj.) The RDEIR assumes that the Real Parties would reach a mutual agreement with EBMUD regarding the water supply.(AR 3916 [RDElR].) EBMUD would have the authority to evaluate and decide which source of.water supply and which transaction structure best meet the performance standard of meetlng the Project's water demand in normal years,single-dry years,'and multiple-ow years without reducing water supply availability for existing or future customers in EBMUD's existing service areaall over the 20-year planning horizon speciﬁed by the state's wate r-and«land-use-planning laws (SB 610,.Urban Water Management Planning Act)Without the appropriate EBMUD. LAFCo,and/or CPUD approvals (as necessary for the selected water source and transaction structure),water may not be able to reach the Project Site.As such,mitigation is provided,requiring all necessary water supply approvals to be obtained prior to the recordation of the ﬁnal map.With the implementation of this mitigation,impacts with respect to water supply availability w0uld be less than signiﬁcant. (AR 3916.) The County reiterated in the FEIR,through its response to the EBMUD comments on the RDEIR, that EBMUD has the authority to set the demand levels it estimates forthe Expanded Water Supply Project Area,as well as the conservation levels required to achieve the additional supply to provide water to the Project.(AR 6984,AR 6989-6990 {FEIR [County Resp.to EBMUD Comment Nos.14,15,39].) The County also afﬁrms in the FEIR that EBMUD can set required conservation levels at "some multiple" of the anticipated water demand for the Expanded Water Supply Project Area,and that the County will impose a condition on the Project of the Project applicant reaching a binding agreement with EBMUD regarding the demand and consewation necessary to meet these water Supply needs.(AR 6989-6990 [FEiR -County Resp.to EBMUD Comment Nos.39,40].)(See also AR 6796 [FElR Master Response 2 - stating,any agreement to provide water service by EBMUD "would include a ratio of savings above and beyond the actual projected demand that is ultimately determined acceptable to EBMUD,such that a reasonable buffer of water would be assured to more than offset the anticipated demand."].)As the County states,"While implementation of such [conservation]measures for conservation offset would need to be addressed and agreed upon by the EBMUD Board of Directors and the Project applicant in a binding agreement,the information and data in EBMUD's WSMP 2040 Final Plan provides a sufficient basis to evaluate this approach for purposes of CEQA."(AR 6990 [FEIR -County Resp.to EBMUD Comment 40].) A number of commenters on the RDEIR,including EBMUD,questioned the feasibility of conservation measures producing sufficient water supply for the Expanded Water Supply Project Area. The County included a "Master Response"to those comments which in part addresses EBMUD's authority regarding supplying water to the Project: its staff to negotiate an agreement for the Project and associated water conservation funding,said agreement would include a ratio of savings above and beyond the actual projected demand thin; ultimately determined acceptable to EBMUD,such that a reasonable buffer of water would be assured to more than offset the anticipated demand."(AR 6796 [FEIR Master Response 2](emphasis added).) "Should EBMUD Board of Directors vote to authorize b.Evidence Regarding Likely Water Demand and Water Supply for Prgject The RDEIR and FEIR rely on EBMUD's 2015 Urban Water Management Plan (UWMP")and Water Supply Management Plan 2020 ("WSMP")as the source for information on the availability of water for the Project.(AR3890 [RDEIR].)Neither the UWMP nor the WSMP accounted for the Project in evaluating water demand and supply since the Project ls outside EBMUD's USB. The DEIR estimated water demand for the Project of 47 acre-feet per year ("AFY").(AR 675-676 [DEIR}.)EBMUD submitted comments on the DEIR and disputed the water demand estimates for the Project.EBMUD estimated the water demand to be "aimost twice"the amount of water demand stated In the 051R.(An 6922-6923.) The RDEIR assesses the likely water demands of the Project at approximately 42 AFY,and up to 48 AFY in dry years,and relies on the 48 AFY ﬁgure for its assessment of the sufﬁciency of the water supply.(AR 3908,AR 3909.)EBMUD's comments on the RDEIR reiterated its dispute over the water demand estimate for the Project,stating it estimated average annual water demand for the Expanded Water Supply Project Area to be 75.000 gallons per day,which it states is "almost twice the demand estimated"in the RDEIR.(AR 6906-6907.) in connection with the FEIR,the County included as Appendix N a higher water demand estimate prepared by other outside experts,Schaaf &Wheeler,calculated using four different methodologies.The four methodologies produced higher demand estimates than those stated in the RDEIR,and the new report ultimately recommended the County use a demand estimate of 56.3 AFY,an amount roughly 17%higher than the demand estimate in the RDEIR.(Compare AR 3908-3909 to AR 7715,AR 8161-8173.)The Schaaf &Wheeler methodologies produced demand estimates ranging from 47.9 AFY at the low end to 91.7 AFY at the high end,based on residential water demand in Alamo and Danville,where the residential lot sizes are considerably larger than those planned for the Residential Development Area.(AR 7715,AR 8163-8165.)The Schaaf &Wheeler study only estimated water demand and did not address water supply or the sufficiency of the Level D and Level E conservation measures not yet implemented under the WSMP 2040 to meet the water demand estimate.(AR 8163- 8165 [FEiR App.N1.)The FEIR discloses but does not adopt the 56.3 AFY ﬁgure from Appendix N and relies on the lower,48 AFY estimate in the WSE.(AR 7721,AR 7722-7723,AR 7727.) As to the supply of water to meet these demands,the WSE,Appendix J to the RDEIR,relies on the acceleration,expansion,and implementation of additional conservation measures in EBMUD's U58 that were outlined in,but not expected to be implemented in,the WSMP 2040 Final Plan.The conclusions in the WSE regarding sufﬁciency of the water supply from the conservation efforts within the current EBMUD service boundary are restated and incorporated into the RDEIR.(AR 3890-3891,,AR 3911,AR 3913 [RDEIR Table 3.13-7];AR 6727 [RDEIR App..l];AR 7722-23 [changes to RDEIR In FEIRI.) Because the WSMP 2040 estimates 2 million gallons per day ("M60")would be saved by the Level E conservation measures,the WSE and RDEIR conclude that the implementation of the remainder of the unlmplemented conservation measures in Level D and implementation of the four additional Level E conservation measures under the WSMP 2040 will conserve more than 48 AFY,which ls sufficient additional water to supply the amount of the estimated water demand for the Project,allowing EBMUD to supply the water demands of the Expanded Water Supply Project Area.(AR 3911,AR 3913 [RDEIR Table 3.13-7];AR 6727 [RDEIR App.1].) EBMUD tested the conservation measures in proposing its WSMP 2040 and included Level E in the potential available conservation measures.(AR 29947,AR 29948,AR 30019-30022.)EaMUD, however,characterizes its WSMP 2040 as "a high-level planning document that 'estimates [EBMUD's] water supply needs to the year 2040,and proposes a program of policy and project initiatives to meet those needs'in dry years,"that did not contain any analysis of the "possible efﬁcacy of the four Level E conservation measures"other than as the "'maximum theoretical level of water savings'"and the " 'very highest level of consewation.'"(EBMUD Reply p.3,ll.4-12 [citing AR 29945,AR 7697-7701.AR 30020,AR 30047,AR 300541.)The FEiR also concludes the water savings through implementation of additional conservation measures will be Sufﬁcient to serve the Project even if the higher,56.3 AFY ﬁgure from the third party evaluation in Appendix iv to Fern is used.(AR 7721,AR 7727.)The wsw 2040,however,states that it takes three to ten years from the time the conservation measures are implemented before the conservation targets are achieved.(AR 30020 IWSMP 2040].)The implementation period is not discussed in the RDEIR,the WSE,or the FEIR. The Court notes that water savings through conservation measures described in Appendix J, drawn from the WSMP 2040,are stated in "MGD"(million gallons per day),while demand is stated in "AFY"(acre-feet per year).Neither the WSE nor the RDEIR explalns the relationship or equivalency between the "AFY"water demand estimates and the "MG D"water conservation ﬁgures/water supply estimated to be generated by conservation meaSures Level D and E in the WSMP 2040.The RDEIR only refers to the estimated demand in "M60"in connection with the section on "Water Treatment Facilities"(AR 3917).indicating the estimated demand of 48 AFY is approximately .04 MGD.(AR 3917.)It is not clear to the Court whether the higher 56.3 AFY water demand estimated in Appendix N to the FEIR is stated in MGD in the FEiR to allow for an "apples to apples"comparison of that ﬁgure. EBMUD's comment letter indicates that its WSMP 2040 plan already anticipated Level D conservation measures to be fully implemented by 2040 to serve its existing and future estimated water suoply requirements for its existing service area,so reliance on Level D conservation measures as a source for water savings that could be used to supply the Expanded Water Supply Project Area is improper,as the Level D savings are already acc0unted for and to be used under the plan.(AR 6912 [FEIR EBMUD Comment 39].)The County responded to the EBMUD comment that the Level D conservation measures would be accelerated,and "accelerating implementation of Level D measures means that water supplies are developed through conservation earlier than they would have been under the [WSMP],resulting ln new water."(AR 6989-6990.)The Caunty's "Master Response"No.2 In the FEIR,howeVer,in response to comments regarding the feasibility of water savings focuses o_nlv the Level E conservation mea5ures projected to achieve another 2 MGD in water savings above the Level D measures,perhaps in implicit recognition or admission that the Level D conservation measures are already accounted for and to be used by EBMUD to provide water supply through 2040 for its customers in the existing service area.(AR 6796-6797 [FEIR Master Resp.No.2]:AR 6722-23.)In their Respondents' Brief in the EBMUD Action,Real Parties do no't rely on the acceleration of Level D measures but argue that the Level E measures alone are more than sufﬁcient to offset the Project's water demand.(Real Parties'Resp.Brief to EBMUD p.20,ll.12-16.) The RDEIR and the WSE do not explicitly quantify the amount of new water that would be saved annually by "accelerating"the Level D conservation measures and when the new water savings would become available through the "acceleration"ofthe Level D measures.The Level E conservation measures are identified in the RDEIR only by generic categories in the text (financial incentives for irrigation upgrades,cisterns,graywater retrofit-existing single family,and graywater-new single family). (AR 3891,AR 7698.)This generic description of the four types of Level E conservation measures is the only reference to or explanation of the offsite consenration measures the FEIR relies on to meet water supply for the Project. The County's Response to EBMUD Comment 39 in the FEiR includes a reference to a table In the Appendix to the WSMP 2040 (Table 6 of Appendix D TM-S),but neither that Table 6 nor any portion of WSMP 2040 Appendix D TM-S is included in the RDEIR or the FElR,as'noted by EBMUD.(EBMUD Reply p.3,fn.4.)There is no analysis of the conservation measures or further description of what those measures consist of factually and practically,their likely effectiveness,when or how the additional measures would generally be employed or implemented.when the conserVation savings would occur at levels sufficient'to provide the conservation offsets to supply water to the Project,and any feasibility issues or risk factors as to whether the Level E conservation measures would actually result in the water savings necessary to supply the Expanded Water Supply Project Area.(AR 3891 [RDEIR]:AR 7698,AR 30020,30047,30054 [WSMP 2040].)Real Parties cite information regarding "Portfolio E"from the WSMP 2040,but that section addresses "Recycled Water and Water Transfers,"not the Level E conservation measures.(Real Parties'Resp.Brief p.21,ll.4-5,citing AR 30068-30070.) After the FEIR was prepared,EBMUD and the County's water experts who prepared the WSE had additional communications regarding the water supply and offsite conservation measures.Real Parties clte to a memorandum dated May 4,2021,from Tully &Young titled "Tassajara Parks Water Demand Offset Updated Preliminary Feasibility Analysis"(AR 23361-23380.)The memorandum explains the water conservation measures identiﬁed in Level E,describing the target market of EBMUD customers and market potential for the additional conservation programs and the components of the water savings programs,including installation of toilets,a graywater rebate program,onsite water reuse program.and leak repair assistance program.(AR 23361-23380.)These programs are not mentioned or analyzed in the FEIR. The RDEIR and WSE include a chart showing 48 AFY In offsite water conservation savings every year from "current"(presumably 2016 when the RDEIR was prepared)through 2040,without specifying the time frame needed for the accelerated and new conservation measures to actually be implemented and the amount of offsite water savings available as the measures are implemented.(AR 3913,AR 6926; AR 7722-23.)The RDEIR and WSE do not explain the basis forthe conclusion in the charts that 48 AFY in offsite water conservation savings would exist from the "current"period prior to any "acceleration"of Level D measures or implementation of new Level E measures.(AR 3913:AR 6726;AR 7722-23.)The only "phasing"addressed in the WSE is the phasing of the construction of the Project.not the implementation of the conservation measures.(AR 6694.) Real Parties contend EBMUD failed to exhaust its administrative remedies on the issue of the timing of the conservation measures to produce the savings necessary to supply water to the Project. (Real Parties'Resp.Brlef to EBMUD p.22,ll.9-19.)EBMUD,however,points to its comments on the RDEIR regarding the uncertainty as to the market for the conservation programs included in Level E and the question if "there are enough interested customers to ensure Successful implementation"as sufficient to apprise the County of the issue for exhaustion purposes.(AR 6912.)(See also AR 6912-6913 [indicating the expanded conservation programs requires evaluation of "the remaining conservation potential of the new programs"based on many factors also including the feasibility of the technology and "the estimated water savings for the program,"and stating "the water supply alternatives identiﬁed in the RDEIR and revised WSE are so conceptual,[and]inadequately analyzed ...that the County cannot reasonably conclude the Recirculated DEIR adequately addresses the water supply impacts"].)Further, in its Master Response No.2,the County specifically refers to the timing of implementation of the conservation measures.indicating its understanding that the questions of feasibility of the conservation measures necessarily include the question of the timing of their implementation.(See AR 6796 ["While EBMUD has identified these Speciﬁc conservation measures [i.e.,Level E],along with the assumed amount of water that would be conserved upon implementation,the WSMP 2040 did not identig a timetable for imglementation of Level E measures since this would be heavily dependent upon the availability of ftmding,among other considerations ...."(Emphasis added)"The Court concludes that EBMUD's corn ments,in the context of the entirety of EBMUD's comments and issues raised on the water demand and water conservation issues,and the County's Response in the FEIR cited above, indicates the issue was raised sufficiently in the administrative proceedings for purposes of the exhaustion requirement.(Save the Hiii Group v.City oftivermore (2022)76 Cal.App.5th 1092,1105.) The parties also disagree regarding the implications of EBMUD's including but not implementing the Level E conservation measures ln its WSMP 2040.EBMUD concluded that Level D conservation measures would likely provide sufﬁcient water supplies to serve its customers within its USB through 2040,based on its Urban Water Management Plan.(AR 3890.)EBMUD views the Level E conservation measures as only "theoretical"as they require evaluation of the actual water conservation those measures are likely to achieve and contends that annexing the proposed Expanded Water Supply Project Area would potentially impact its ability to supply water to Its existing and future customers within the USE to whom EBMUD ls already committed.(EBMUD Op.Brief pp.14-18.) 2015 4.EBMUD Annexation Policies.No Service Resolution and Other Water Supply Contingencies EBMUD submitted a lengthy comment letter and materials in response to the RDEIR in which EBMUD stated it does not plan to provide water service to the Project and has concluded'it does not have the necessary water supplies to serve the Project.(AR 6901-6980.)On .iune 8,2021,the day before the County Planning Commission meeting to approve the Project,the Board of Directors of EBMUD passeda resolution (the "EBMUD No Service Resolution")that EBMUD (1)does not have adequate water supplies to support"annexation of the Project to its service area:(2)must reserve all its water supplies to address water supply deficiencies during droughts and constraints on water supply;(3) ' providing water service to the Project through conservation measures is not feasible and would take away a source of water supply within its existing service area,particularly in droughts,and (4)providing water service to the Project through its annexation is inconsistent with its Policies 3.01 and 3.05 and does not comply with Policy 3.08.(AR 29040-29046.)The County Board of Supemisors received the EBMUD No Service Resolution but approved the Project a month later despite EBMUD's position on water service to the Project.(AR 29040,AR 1-5.) The RDEIR acknowledges that EMBUD Pollcy 3.01 requires EBMUD to oppose annexatlon that is outside its USB "unless the requested annexation is a small boundary adjustment found by EBMUD to be in its best interests based on speciﬁed conditions."(AR 3734.)(See also AR 6917 [EBMUD Policy 3.011.) EBMUD Policy 3.01 includes two alternatives for EBMUD to make the "best interests"ﬁnding.(AR 6917 (EBM U0 Policy 3.01(a)and (b)].)The RDEIR Includes a table identifying the conditions upon which EBMUD's "best interests"ﬁnding must be based,and which the County is relying on for its consistency determination drawn from the text of the conditions inthe alternative Policy 3.01(a).(AR 3734-3735 [Table 3.9-7];AR 6917 {EBMUD Policy 3.01(a)].)Policy 3.01(3)lists six "conditions."all of Which are required to be met to meet that "best interests"finding.(AR 6917 (EBMUD Policy 3.01(ai(1)-(6)[with "anti"between 3.01(a)(5)and (6)1.)Table 3.9-7 in the FEIR recognizes that one of the conditions is that "the property and dwelling units are the smaller part of a larger development project located primarily within the Ultimate Service Boundary."(AR 6917 (EBMUD Policy 3.01(a)(1)];AR 3734].)The RDEIR cites that condition and states directly that the 30 acres and the dwelling units "are not part of a 'larger development located primarily within the USB.'"(AR 3734 [Table 3.9-7](Emphasis added)].)A_s a result, condition (a)(1)of EBMUD Policy 3.01 is not met for this Project according to the RDEiR,but the RDEIR nevertheless declares the annexation of the Project to be "consistent"with Policy 3.01 without further explanation or analysis.(AR 3736.) ' EBMUD'S Policy 3.08 provides that if EBMUD is designated by a local agency to provide water service for a residential development of less than 200 units outside the ULL and that is "not covered by the provisions of Policy 3.01"then EBMUD is required to oppose annexation,and the EBMUD Board "shall determine ...whether to call an advisory election on the question of whether such territory should be annexed to EBMUD."(AR 3737 [RDEIR quoting Policy 3.08).)The RDEIR concludes that Policy 3.08 does not require EBMUD to oppose the Project and consider an advisory election as "the Project is covered by and consistent with Policy 3.01,"another consistency ﬁnding that is cast into doubt by the RDElR acknowledgement that the property and residential units are not part of larger development that ls primarily in the EBMUD service boundary for the reasons stated above.(AR 3737 [RDElR].) Real Parties contend that LAFCO will ultimately make the annexation determination and decide whether EBMUD must provide service to the Expanded Water Supply Project Area through proceedings under Government Code section 56857.Those proceedings could include EBMUD passing a resolution to terminate the annexation application proceedings once the application is complete,and judicial review of any such resolution,which must be shpported by substantial evidence of a ﬁnancial or service concern within the meaning of that statute.(See Govt.Code §56857(b).(d)(1)and (2).)The EBMUD No Service Resolution does not refer to termination of any annexation proceedings before LAFCO since the annexation application was incomplete at the time EBMUD issued its resolution,but the resolution clearly states the EBMUD Board determined to oppose annexation of the Expanded Water Supply Project Area to its service area and that annexation violates EBMUD Policies 3.01 and 3.05 and is not in compliance with Policy 3.08.(AR 29040-29046.) The County also afﬁrms in the FEIR that the water conservation offsets approach to'providing the necessary water supply to the Expanded Water Supply Project Area "would trigger the need for a petition to the California State Water Resources Cantrol Board to change the place of use of EBMUD's water rights."(AR 6991.)The County points out the agency is listed as a "responsible agency"in the RpElR and that the RDEIR was "amended to clarify that State Water Boa rd approval of EBMUD's change petition would be required."(AR 6991.) S.Violation of CEQA Regarding Water Supply information Petitioners contend the County's certification of the FEIR is a prejudicial abuse of discretion because the FEIR does not comply with the procedural requirements of'CEQA in its analysis the water supply impacts of the Project,including issues regarding the amount of likely demand,the offsite conservation measures relied on to supply that demand,the feasibility and timing of the mitigation measures on water supply,the adequacy of the water treatment facilities to process the demand,and the County's unsupported ﬁnding of "no signiﬁcant impact"on Land Use despite the conflict with EBMUB's Policiesl The FEIR sets forth a conclusion regarding the sufﬁciency of offsite water conservation measures derived only from the estimate in the WSMP 2040 that Level E conservation measures could result in 2 MGD of water savings.The FEIR contains no facts or analysis regarding the offsite conservation measures but only relies on the WSMP 2040 estimated water savings as the basis for the water supply being sufﬁcient to supply the Project.Real Parties do not address the info rrnationai deficiencies in the FEIR raised by EBMUD regarding the failure to provide any meaningful disclosure of the offsite ' conservation measures and water savings that would be achieved,other than the conclusion from the WSMP 2040;they focus solely on whether substantial evidence supports the County's position that offsite conservation can provide the water supplies based on the conclusion in the WSMP 2040.(Real Parties'Resp.Brief to EBMUD,pp.15-24.) These are different issues under CEOA.As the Court explained in Sierra Club v.County bf Fresno, supra,"The determination whether a discussion [of potential significant environmental impacts]is sufficlent is not solely a matter of discerning whether there is substantial evidence to support the agency's factual conclusions.[1]]The ultimate inquiry,as the case law and the CEQA guidelines make clear,is whether the EIR includes enough detail 'to enable those who did not participate in its preparation to understand and to consider meaningfully the issues raised by the proposed projectf [Citations omitted.]"(Sierra Club v.County of Fresno,supra,6 Ca|.5th at 515.)"Whether an EIR,has' omitted essential information is a procedural question subject to de nova review.[Citations omitted.]" (Banning Ranch,supra,2 Cal.5th at 935.)"'Noncompliance with substantive requirements of CEOA or noncompliance with information disclosure provisions "which precludes relevant information from being presented to the public agency ...may constitute prejudicial abuse of discretion within the meaning of Sections 21168 and 21168.5,regardless of whether a different outcome would have resulted if the public agency had complied with those provisions."(§21005,subd.(aM'"(Sierra Club v.County of Fresno,supra,6 Cal.5th at 515 [quoting County ofAmador v.El Dorado County Water Agency (1999)76 Cal.App.4th 931,945-94 and stating failure to comply with CEQA in omitting necessary material to informed decision-making and public participation is prejudicial error (italics in orlginal)].) From an informational standpoint,the RDEIR,WSE,and FEIR cite the conservation measures but do not explain what the conservation measures are that the County would be relying on to achieve the water savings to supply the Project except by a single reference to four generic category titles from the WSMP 2040.(Compare,e.g.,Real Partles'Resp.Brief in EBMUD Action,pp.15-17 quoting from RDEIR to AR 3891 [RDEIR citing financial incentives for irrigation upgrades,cisterns,graywater retroﬁt-existing single family,and graywater-new single familyi.)There are no other facts or explanation of what the offsite conservation measures are,what the conservation measures entail in terms of obtaining customer participation to achieve the estimated water savings,how much each of the four different categories of conservation measures would be expected to conserve,and the feasibility and likelihood of voluntary participation in the programs on which the FEIR relies to achieve the water savings and supply the Project.The County's Master Response No.2 to questions about feasibility of water conservation to allow service to the Project states the WSMP 2040 "identified these speciﬁc additional conservation measures,along with the assumed amount of water that would be conserved upon implementation ... "with no identiﬁcation of the actual meaSures or further analysis of thesavings, other than reliance on the "assumed"water savings stated in that document.(AR 6796 [FEIR Master Resp.2](emphasis added).) The facts and analysis regarding the consenlation measures upon with the water supply for the Project hinges do not appear in the RDEIR or the FEIR,but in a memorandum prepared several months after the FEIR was completed and that is not Included in the FEIR.(AR 23361-23380.)This "updated feasibility analysis,"not included in the FElR,explains certain the Level E conservation measures and what they would entail and also adopts a 2:1 offset ratio and EBMUD's estimated water demand, indicating water savings of170 AFY of needed water conservation.(Real Parties'Resp.Brief pp.21-22.) The FEIR,and WSE Instead rely entirely on the conclusion in the WSMP that Level E conservation measures,only vagueiy described in the FElR,will produce 2 MGD in water savings.Real Parties contend the only impediment to implementing Level E conservation measures was economic,not technical feasibility,since the measures passed EBMUD's technical screening criteria that eliminated all but 53 conservation measures and left the Level E measures in the plan.(Real Parties'Resp.Brief p.20,citing AR 29947,AR 30020-30021 [which states that "Additional resources and customer contacts are required to reach higher levels of potential water savings"(emphasis added)],AR 30047.)Economic feasibility is addressed by the requirement that the Project applicant fund the costs.(Real Parties Resp.Brief p.21, citing AR 97-98.) These arguments address whether there is substantial evidence to support the County's factual ﬁnding that the offsite conservation measures w0uid provide an adequate source of offsetting water savings to allow the Project to obtain water service from EBMUD without adversely affecting water supplies,but they do not address the sufficiency of the FEIR as an informational document sufficient for decisionmakers and the public to analyze the water impacts of the Project.Further,on the feasibility issue,in its Master Response No.2 to the comments that raised questions regarding the feasibility of conservation measures sufficient to provide the water savings to allow water to be supplied to the Project,the County states that the Level E conservation measures had no timeta bie for implementation, "since this would be heavily dependent upon the availability of funding,among other considerations." (AR 6796 (Emphasis added)].)The statement indicates funding for the Level E measures was not the only constraint on the implementation Level E measures under the WSMP 2040,but none of the "other considerations"are explained in the FEIR. The FEIR does not disclose that EBMUD's conclusion regarding the water supply needed for the Project is approximately 84.6 AFY,significantly more than the 56.3 AFY determined by the County's expert relied on in the FEIR.While the County may he able to reach a conclusion different from EBMUD based on the conflicting expert opinions available,from an informationai standpoint,EBIViUD's water demand estimate ls important information that is omitted from the RDEIR circulated for public comment,in light of the requirement highlighted by Real Parties in their Respondent's Brief that the County determined to condition the Project on the developer "entering into a binding agreement with EBMUD that provides for the Project to fully accommodate its identified demand at a minimum of 56.3 AFY or the amount ultimately conﬁrmed by EBMUD,whichever is greater."(Rea!Parties'Resp.Brief to EBMUD p.17,ll.21-22 [citing AR 7721 (emphasis In originaii]and p.18,ll.13-15 [citing AR 7727-28.)This condition stated in the FEIR makes the EBMUD estimated water demand and resuiting necessary water conservation amount necessary to serve the Project material information,if nothing else with respect to the likelihood of a consensual,negotiated agreement for the conservation measures between the Project applicant and EBMUD,even if the County ultimately concludes implementing specified conservation measures will produce the necessary water supply without impacting water service in EBMUD's existing USB. There is no explanation,analysis or factual basis for the implicit conclusion in the water supply charts in the RDEIR and WSE that the offsite conservation measures would immediately result in offsite water savings of 48 AFY from the "current"year even though the new Conservation measures would somehow have to he Implemented.(AR 3913,AR 6726.)Though the WSE and RDEIR generally rely on the WSMP 2040 for the water conservation and supplies,the WSMP 2040 indicates water savings are not realized for three to ten years from the time measures are implemented,but the FEIR does not explain the implementation time or why,given the information in the WSMP 2040,the offsite water savings is shown as available immediately.(AR 30020.)The water demand and conservation estimates are not even stated in the same type of measurement (AFY vs.MGD)to allow a straightforward "apples to apples"analysis.(See also AR 6906 [EBMUD stating its estimated demand ﬁgure as 75,500 gallons per davl-l These are informational deficiencies in the FEIR,regardless of whether ultimately the County would reach the same factual conclusions by adopting a ﬁnding that the offsite conservation measures the Project applicant will develop will result in sufficient water savings to provide a water supply to the Project that will not impair water supplies for customers within the EBMUD USB and that will Support annexation of the Expanded Water Supply Project Area to EBMUD'S service area.(See Real Parties'Resp. Brief in EBMUD Action pp.18-20 [addressing "substantial evidence"to support County's ﬁnding of _ sufficiency of water conservation for demand contrary to EBMUD's determination].)While the County may have discretion to make ﬁndings among different,conﬂicting expert opinions that are different from EBMUD's conclusions,it must do so based on an EIR that contains adequate information. Real Parties point to the May 4,2021,Tully &Young memorandum analyzing speciﬁc offsite conservation measures and their potential water savings and costs as additional substantial evidence in support of the feasibility of the Level E offsite water conservation measures.(Real Parties'Resp.Brief pp.21-21.)The May 4,2021.Tully &Young memorandum provides details regarding the nature of the actual conservation programs that might be involved in the Level E conservation meaSures the Project applicant would have to fund and the savings anticipated 'from each measure.The memorandum may have been available to the County Board before lt certified the FEIR,but the information regarding these speciﬁc,Identiﬁed conservation measures on which the Project would rely ls not in the FElR.The County is required to determine whether to certify an EIR based on the contents of the FEIR.not material outside the ElR that has not been subject to public notice and comment.(Save Our Peninsula v.County of Monterey (2001)87 Cal.App.4th 99,130-31 ("Save Our Peninsula").) The FEIR also fails as an informational document in not adequately disclosing the potential risks and implications to the water supply for the Project based on EBMUD's position that annexation of the Expanded Water Supply Project Area violates its annexation policies.The County explains in the FEIR the reasons it contends EBMUD's policies will not be violated,despite EBMUD';contrary conclusions,and the EBMUD staff interpretation of those policies in the comment letters is not deﬁnitive.The FEIR states "A deﬁnitive interpretation of the Project's consistency [with the EBMUD annexation policies]must be made by the EBMUD Board of Directors"which would be made "via a procedure that is deemed appropriate by their staff."(AR 6981.)That "deﬁnitive"interpretation was made by the EBMUD Board in its resolution in lune 2021 after the FEIR was published and before the County certified it,and the "deﬁnitive"EBMUD interpretation is that its annexation policies are violated.(AR 29040-46.)By implication,the FEIR admits the significance of the EBMUD Board making a "definitive"interpretation of its annexation policies and concluding those policies are violated. The FEIR,however,relies on the assumption that EBMUD will reach a negotiated agreement with the Project applicant to supply water to the Project based on estimated water demands and conservation levels acceptable to EBMUD in its dlscretlo n.While the FEIR indicates involvement of EBMUD is required as described above and that EBMUD and LAFCO approvals are requiredas Real Parties note (Real Parties'Resp.Brief in EBMUD Action pp.17-18),the FEIR does not address the significant risks and likelihood that a consensual agreement will not be reached given EBMUD's position. The FEIR repeatedly addresses the discretion EBMUD has regarding providing water service to the Project,as summarized above,but does not explain that if EBMUD opposes,then LAFCO can override EBMUD's opposition through the annexation process,which could include a process ofjudicial review of any resolution by EBMUD to terminate the annexation proceedings before LAFCO,addressed exhaustively in the Real-Parties'Respondents'Brief.(Real Parties'Resp.Brief to EBMUD pp.7-11,23-24.) Real Parties contend the LAFCO annexation process may require EBMUD to annex the Expanded Water Supply Project Area,despite its opposition.including through the "judicial review"of EBMUD's position that could be required if EBMUD seeks to terminate the annexation proceeding,but that information is not included in the FEIR as a known potential risk that the water supply will not be available or could be delayed through the annexation process before LAFCO based on EBMUD's opposition to extension of its service area to provide water to the Project. The FEIR does not address alternative water supplies for the Project if the Project applicant does not reach an agreement with EBMUD to provide water to the Project,a known risk based on the information in the FEIR even without the EBMUD Board's determination annexation violates its policies. (AR 3917 [MM USS-1].)The FEIR does not satisfy the informational requirements of CEQA not only because it does not include a full discussion of the water supply issues as cited above,but also because these circumstances indicate the availability of the sole source of water for the Project through EBMUD cannot be "confidently"determined,and a discussion of any alternative sources and their environmental consequences,or lack of alternative sources,is required.(Vineyard,supra,40 Cal.4th at 432 6.Violation of CEQA Based on lnconsisteng with EBMUD Annexation Policies The FEIR also violates CEOA in its analysis of the consistency of the annexation of the Project with EBMUD Policies 3.01,3.05,and 3.08,at least because it is not adequate from an informational standpoint.In its response to EBMUD's comments on the RDEIR regarding its annexation policies,in addition to indicating EBMUD's Board would have to make the "deﬁnitive"interpretation,the County cited RDEIR 33-37-40 as explaining the basis for its consistency determinations,including its determination that "the Project would be consistent with EBMUD Policy 3.01 providing for the annexation of lands ouside the USB."(AR 3736.) ' Real Parties argue that the EBMUD annexation policies are not land use regulations and therefore do not i'aise a Q95 issue as to the Project's consistency with land use regulations.in their supplemental briefing,they point to a concession by EBMUD in the brieﬁng that the EBMUD Annexation Policies are not land use policies.They argue the fact that the County included the discussion of the EBMUD policies in the "Land Use"section of the RDEiR cannot change the legal character of the policies. (Real Parties'Suppl.Brier p.1,iI.19-20,citing samuo Reply p.12,rn.8.) Nevertheless.the EBMUD 'Annexation Policies and the consistency or inconsistency of the proposal for EBMUD to supply water to the Project is clea rly releva nt,even if not determinative,of whether the Project will be annexed under the LAFCO annexation procedures pursuant to which EBMUD would be required to supply water to the Project.(AR 3732-3734 [Impact LU-4l.)The discussion regarding the EBMUD Annexation Policies is addressed in conjunctl0n with the LAFCO Policy consistency discussion,under which Real Parties contend the EBMUD Policy determination and annexation will ultimately be tested,and the LAFCO Policy clearly involves land use regulation.(AR 3732-3734.) Real Parties argue the list of six "conditions"in Policy 3.01(a)are just factors for EBMUD to weigh,and that satisfying five of the six is sufﬁcient.That position is inconsistent with the text of the RDEIR,which speciﬁcally characterizes the six items as "conditions"not factors and which recognizes that "Policy 3.01 indicates that annexation opposed unless requested annexation is found by EBMUD to be in its best interests based on several conditions."(AR 3734 [RDEiR]{emphasis addedii.) One of the six required conditions under Policy 3.01(a),speciﬁcally 3.01(a)(1)is not met.as Table 3.9-7 acknowledges,but the RDEIR includes no analysis or explanation of why the requirement that the property and dwelling units subject to annexation be part of "a larger development located within"EBMUD's USG is either satisﬁed (when the RDEIR states that is not the case)or does not need to be satisﬁed in order for annexatiOn to be consistent with Policy 3.01,as the RDEiR concludes and Real Parties seem to concede. Real Parties state in their Respondents'Brief the Project "substantially"meets ail of Policy 3.01jaj's requirements (Real Parties'Resp.Brief to EBMUD,p.26,I.19),but the FEIR does not state the Project is "substantially"consistent with the policy or explain why "substantial"consistency with Policy 3.01(a)(1)is sufﬁcient.By its terms,Policy 3.01(a)requires ail six criteria to be met.The RDEIR unequivocally and inaccurately states "the Project meets the conditions outlined under Policy 3.01."(AR 3734.}(See also AR 6916 [E'BMUD 11/21/2016 comment letter with Annexation Policies attached" shall The FEIR ﬂn ding of consistency with Policy 3.08 is derived from the conclusion that the annexation is consistent with Policy 3.01,but the RDEIR contains a ﬁnding and admission that the Project does not actually meet the terms of Policy 3.01(a)(1).Real Parties note that Poliw 3.08 refers to the ULL adopted by the County in 2000,but there was no ULL adopted by the County in that year, making the policy inapplicable by its terms.Real Parties contend that Policy 3.08 does not apply because in conjunction with the approval of the Project,the County extended the ULL to cover the Expanded Water Supply Project Area so it is not outside the ULL which is one ofthe two conditions for 3.08 to apply.They cite South of Market Community Action Newark v.City and County of San Francisco (2019) 33 Ca|.App.5th 521,353.which supports their position that the fact the ULL was to be expanded as part of the Project approvals could allow for a consistency ﬁnding in the FEIR,lf the FEIR explains that expansion of the ULL is one of the issues the County has considered as part of the Project approval and which will result in consistency with this policy.The problem is that the FEIR does not contain that explanation.The RDEIR was prepared in September 2016,and the FEIR in September 2020 the ULL was extended.From an informational standpoint,the FEIR is at best misleading in its consistency disclosures as to EBMUD Polices 3.01 and 3.08.The FEIR fails to include a "good faith,reasoned analysls" in response to EBMUD's comments regarding the violation of these Policies and explaining why the Project is consistent when the County has concluded that Policy 3.01(a)is not satisfied.(Berkeley Keep Jets Over the Bay Committee v.Board of Port Commissioners (2001)91 Cal.App.4th 1344,1367 [internal quotations and italics omittedl.) EBMUD Policy 3.05 addresses the availability of adequate Water supplies for EBMUD to provide water service to the Expanded Water Supply Project Area and provides that EBMUD will not extend its service outside the USB if its existing customers would be adversely affected.EBMUD provided comments on the RDEIR reiterating its position that this Policy would be violated by sewing the Expanded Water Supply Project Areas as it would impair its ability to meet its existing service obligations to the current and future customers within its USB.The RDEIR relies on the conclusion that the offsite conservation measures will offset the additional demands of new service to the Project and therefore, despite EBMUD's view to the contrary,Policy 3.05 would not be violated by annexation.(AR 3736)The County's response to EBMUD's comment on the RDEIR contesting this conclusion was to refer back to this conclusion.(AR 6981 [FEIR County Resp.to EBMUD Comment 2}.)The County relies on its conclusions regarding the water conservation measures that are not adequately analyzed with facts,for the reasons set forth above,making the analysis of consistency with Pollcy 3.05 similarly inadequate under CEQA. As the Court in Banning Ranch explained,"In order to serve the important purpose of providing other agencies and the public with an informed discussion of impacts,mitigation measures,and alternatives,an EIR must lay out any competing views put forward by the lead agency and other interested agencies.[Citations omitted.]The Guideiines state that an EIR should identify '[a]reas of controversy known to the lead agency including issues raised by [other]agencies.'(Guidelines,§15123, before subd.(b)(2).)'Disagreement among experts does not make an EIR inadequate,but the EIR should summarize the main polnts of disagreement among the experts.'(Guidelines,§15151.)'[M]ajor environmental issues raised when the lead agency's position is at variance with recommendations and objections raised in the comments must be addressed in detail.'(Guidelines,§15088,subd.(c).)" (Banning Ranch,supra,2 Cal.5th at 940.) The FEIR does not adequately inform the decisionmakers and the public of the significant disagreements among experts,including in particular EBMUD which the FEIR repeatedly acknowledges will be the entity that ultimately determines the estimated water demands and whether any conservation measures can be Implemented to allow water service to the Expanded Water Supply Project Area.More important,EBMUD has now made that determination through its resolution that it cannot serve the Project without risk to its existing and anticipated future customers.These disagreements are not adequately disclosed. As to the conﬂict with EBMUD's annexation policies,the FEiR fails to adequately disclose the present conﬂict with those policies,even if the conflict with Policy Nos.3.01(a)(1)and 3.08 can be resolved by expansion of the ULL to cover the Expanded Water Supply Project Area,and the FEiR could explain to decision-makers and the public reviewing the FEIR that the expansion of the ULL that is one of the Project-related approvals will resolve the conflict with those policies.As to Policy No.3.05,the Court concurs that the consistency with that policy and EBMUD's position as to whether it has the ability to supply the necessary water to the Project,and whether EBMUD may be compelled to supply Water based on the LAFCO annexation process,may mean that whether EBMUD considers that policy to be violated or not,EBMUD's view may not ultimately determine whether water will nevertheless be made available to the Project.The FEiR,however,is inadequate as an informational document,as it does not clearly explain the basis for the conclusion the annexation policies are not violated because of the future anticipated expansion of the ULL and future anticipated approval of annexation of the Project area pursuant to the LAFCO processes,and because it does not adequately address EBMUD's contrary views, as discussed more fully in the water supply section of this ruling. Further,the FEIR does not sufficiently address the implications of the EBMUD Annexation Policies and the No Service Resolution on the LAFCO process for annexing the expanded ULL into EBMUD's USB,the potential litigation process that could ensue assuming EBMUD continues to object to providing service based on its position that its Annexation Policies are violated,and the resulting uncertainty as to the water supply for the Project.Real Parties'position that the County did not need to address the Project's consistency with the EBMUD Annexation Policies because they are not land use laws,regulations,or policies ignores the relationship between those policies,the LAFCO annexation process which is a land use law or regulation,and the water supply required for the Project,which a CEQA i55ue. 7.Violation of CEQQ as to Mitigation Measure MM USS-1 EBMUD argues that the FEIR violates.CEQA because the sole mitigation measure for the adverse environmental effects ofthe Proiect as t'o the evater supply is unlikely to occur,and the FEIR lmpermissibly defers mitigation of the adverse environmental effects on water supply.The FEIR identiﬁes this potentially signiﬁcant impact on the water supply (USS-1):"The Project may result in the need for additional water supplies,additional treatment capacity,or additiOnal distribution facilities beyond what has been planned for."(AR 7714.)The mitigation measure for this adverse environmental effect is MM USS-1.(AR 3917,AR 7728.)Mitigation Measure MM USS-1 states that before a ﬁnal subdivision map may can be recorded,"Project applicant must demonstrate to the DCD that ail required approvals are obtained to implement provision of water to the Project Site via the selected water supply,"speciﬁcally,by EBMUD.(AR 3917,An 7728.) The feasibility of a mitigation measure relied on in an ElR and the improper deferral of mitigation are distinct CEQA issues.(California Native Plant Society v.City of Rancho Cordova (2009)172 Cai.App.4th 603.622-623.}"A mitigation measure is feasible if it is 'capable of being accomplished in a successful manner within a reasonable period of time,taking into account economic,environmental, social,and technological factors.'(CEQA,§21061.1)"(id.at 622.)(See also Cal.Code Regs.tit.14 §§ 15151 [standards for adequacy of an EIR,stating "the sufficiency of an EiR is to be reviewed in the light 'of what ls reasonably feasible"]and 15364 [deﬁning feasible as "capable of being accomplished in a successful manner within a reasonable period of time,taking into account economic,environmental, i_eg_a_1,social,and technological factors."(Emphasis addedi];Pub.Res.Code §§21002,210b2.1,21061.1.) Real Parties argue the conditions to approval of the Project including the requirement of a binding agreement with EBMUD to accommodate the water demand for the Project as ultimately confirmed by EBMUD,and for the developer to fund conservatiOn offset measures of at least a 2:1 ratio for demand versus conservation makes the mitigation measure feasible within the meaning of these authorities.(Real Parties'Resp.Brief pp.28-30,and citing AR 45,AR 98,AR 1297-99.)Real Parties in effect argue that EBMUD's opposition to annexation does not mean the mitigation measure is not feasible.EBMUD contends MM USS-1 is not feasible both beéause the necessary approvals to providing water to the site are not likely to be obtained from EBMUD and LAFCO,particularly within a "reasonable time"under the Public Resources Code and CEQA Guidelines,and because the offsite conservation measures the Project relies on are not likely to achieve conservation in excess of the water sUpply needs of customers in EBMUD's existing USG. For the reasons stated above,the FEIR fails to comply with CEQA as It does not adequately inform decisionmakers and the public by adequately addressing the offsite conservation measures on which the availability of water supplies for the Project depend,as well as the inconsistenCy with EBMUD's annexation policies that at a minimum raise questions regarding the feasibility of the Project obtaining EBMUD appr0vals to supply the water necessary for the Project to be developed.At a minimum,additional information is required to be disclosed regarding MM USS-1to address the feasibility of the adopted mitigation measure relied on for the reasons indicated,and if the adverse environmental effects on water supplies identified by the FElR cannot be mitigated in light of those additionai disclosures and analysis,the FEIR must so indicate. In Vineyard,one of the grounds on which the Court found a violation of CEQA in the water supply analysis was that the EiR relied on a provision for curtailing development if the necessary water supplies did not materialize in the future "withOut disclosing,or proposing mitigation for,the environmental effects of such truncation."(Vineyard,supra,40 Cai.4th at 447.)The FEiR in this case imposes a similar form of mitigation by termination of the Project by not allowing the ﬁnal subdivision map to be recorded if the Project applicant cannot demonstrate it has obtained aii necessary approvals to supply water to the Project.(AR 3917,AR 7728.)The FEIR does not address what development ls expected to have occurred up to the point at which the Project must present the proof of approvals to the 0CD as stated in MM USS-1,whether there would be any signiﬁcant environmental effects from proceeding with development up to that point and then terminating the Project,and any mitigation measures needed to address those effects.This is an informational deﬁciency in the FEIR.For the reasons stated in Vineyard in this regard,the FEIR violates CEQA for failure to disclose any environmental effects fr0m truncating the Project and proposing mitigation for any such effects that are likely to be signiﬁcant. ' As to whether the FEIR improperly defers the mitigation measure,EBMUD cites Communities for a Better Environment v.City of Richmond (2010)184 Cal.App.4th 70.The Court held the mitigation measure in that case for greenhouse gas emissions which included only a general goal of no increased emissions without calculations regarding the reductions in the emissions expected from future mitigation measures and the general identification of possible mitigation measures without objective standards and With unknown effectiveness did not satisfy CEQA.ild.at 92-93.)in so holding,the Court noted that other cases have held "reliance on tentative pia ns for future mitigation after completion of the CEQA process signiﬁcantly undermines CEQA's goals of full disclosure and informed decision making; and consequently,these mltigatibn plans have been overturned on judicial review as constituting improper deferral of environmental assessment."(Id.at 92.) The mitigation measure in this case has been formulated and states an objective standard for measuring success of the mitigation measure,in the sense that all necessary approvals for EBMUD to supply water to the Project must be obtained by the Project applicant before a ﬁnal map will be recorded.Obtaining those approvals,however,is dependent on a negotiated agreement with EBMUD for the Project applicant to fund vaguely described offsite conservation measures which have not been formulated and agreed to,and much of which the FEIR acknowledges is'left to the discretion of EBMUD and potentially LAFCO through annexation proceedings.(See,e.g.,AR 6797,AR 6990.)The Court in Preserve Wild Santee v.City of Santee,supra,210 Cal.App.4th 260 held the EiR in that case was inadequate In part based on its improper deferral of mitigation measures for habitat loss for an endangered butterfly species.(Id.at 281.)The Court stated that,among other things,"the timing and speciﬁc details for implementing other Quino management activities discussed in the draft habitat plan are subject to the discretion of the preserve manager based on prevailing environmental conditions. Consequently,these activities are not guaranteed to occur at any particular time or in any particular manner.[1]]It,therefore,appears the success or failure of mitigating the project's impacts to the Quino largely depends on what actions the approved habitat plan will require to actively manage the Quino within the preserve.'An EIR is inadequate if "[t]he Success or failure of mitigation efforts ...may largely depend upon management plans that have not yet been formulated and have not been subject to analysis and review within the Elli."'[Citation omitted!"(rd.[quoting Communities for a Better Environment v.City of Richmond,supra,184 Ca|.App.ath at 92].) ' Real Parties,however,argue that there is no CEQA violation in approving the FEIR and the Project where another responsible agency,In this case EBMUD,has to exercise discretionary authority to approve or disapprove a portion of the Project,impose its own conditions,or impose its own mitigation measures to address aspects of the Project within the responsible agency's jurisdiction.(See Pub.Res.Code 1)21069 [deﬁning responsible agency];Pub.Res.Code §§21153(c),21081.6(c);Cal.Code Regs.tit.14 §§15050(b)and 15096(f)(-(h)].)Under the'se authorities,the fact that EBMUD must perform its own discretionary review and approval of the Project within the scope of its jurisdiction does not mean mitigation is improperly deferred,but the Guidelines cited also recognize an alternative path where the responsible agency challenges the EIR as insufﬁcient for the responsible agenqr to rely on it to perform its discretionary analysis and approval,as EBMUD did here.(Cal.Code Regs.tit.14 §§ 15096(e1(1)and 15050(c1.1 ' EBMUD also relies on Banning Ranch,supra,2 Cal.5th 918,which Real Parties do not address in their Respondents'Brief.The Court in that case held certiﬁcation of the ElR violated CEOA based in part on its deferral of analysis of protected species habitat potentially affected by the Project to the Coastal Commission when the Project came up for permit approval before that agency,even though the Coastal Commission objected to the adequacy of the EIR because it did not evaluate alternatives to mitigate impacts to the habitat and delineate protected habitat boundaries.(Id.at 931-32,937-42.)EBMUD's challenges raise deﬁciency issues similar to Banning Ranch and Preserve Wild Sanree that are not adequately addressed in the FEIR or by Real Pa rties'arguments that the FEIR has met the requirements . of CEQA in regard to the mitigation issue. 8.CEQA issues Regarding Substantial Evidence Test Addressing Water Supply The Board may exercise discretion to approve the Project and the proposed water supply and mitigation for the water supply issues in the EIR,but "it must do so on the basis of information collected and presented in the EIR and subjected to the test of public scrutiny."(Save Our Peninsula,supra,87 Cal.App.4th at 131.)This requires an adequate EIR that meets the informational requirements of CEQA. The Court has concluded for the reasons stated that the FEIR fails to comply with CEOA because it does not provide facts and analysis regarding water supply issues noted above from which the County and the public participating in the administrative process of addressing the issues in the RDEiR could make informed decisions.Even if the same outcome would result if the County had complied with CEQA, violation of CEOA's procedures,including its informational requirements for an EIR on matters of key signiﬁcance to the approval of the Project such as water supply,is a prejudicial error.(Sierra Club v. County of Fresno,supra,6 Cai.5th at 515.)The Court therefore does not address at this time whether substantial evidence exists to support the County's findings regarding the water supply issues and consistency with EBMUD's Policies.The FEIR must be decertiﬁed at least partially based on the CEQA violations stated above. C.Leila 3:Violation Related to Water Treatment Facilities EBMUD also raises the sufﬁciency of the FEiR's analysis of the water treatment facilities to address the Expanded Water Supply Project Area.EBMUD argues the County dismissed its concerns regarding sizing infrastructure and improperly relied on a "lower maximum day demand rate based on unspeciﬁed 'conservation measures'"in the WSE,which in turn provides that an appropriate maximum daily demand factor would .be developed with EBMUD.(EBMUD 0p.Brief p.21,citing AR 6987,AR 6708- 6709.) The FEIR discusses the sufﬁciency of the water treatment facilities based on the estimated average gallons per day attributed to the Project (.04 MGD,the equivalent of 48 AFY),the average gallons per day of treatment capacity anticipated to be available when the new Walnut Creek water treatment facility is completed [115 MGD).and the estimated demand on water treatment facilities estimated by EBMUD (96 MGD)without considering the Project (AR 7728.)Real Parties point to the small fraction of the total water treatment capacity as supporting the determination in the FEIR that no infrastructure capacity improvements would be required'to accommodate the Project.(AR 7728.)in addition,the County's response to EBMUD's comments explains that EBMUD's comments on capacity were based on 1995-2006 data,data the County found was outdated and overstated the demand on the water treatment infrastructure.(AR 6987.)EBMUD does not pursue the argument in its Reply.The Court finds no CEQA violation regarding the discussion of the infrastructure for water treatment both as informationally sufﬁcient and supported by substantial evidence. D.Issue-4:CEQA Violation for Failure to Recirculate EiR After EBMUD's Resolution Declining Service for the Prolect Based on "Signiﬁcant New information" "Recirculation'of an EIR is required when 'signiﬁcant new information'is added to an EIR after the draft EIR has been circulated for public review.[Citation omitted.]"(King &Gardiner,supra,45 Cal.App.5th at 850 (emphasis added).)[See also Pub.Res.Code §21092.1 ["When signiﬁcant new information is added to an environmental impact report after notice has been given pursuant to Section 21092 and consultation has occurred pursuant to Sections 21104 and 21153,but prior to certiﬁcation. the public agency shall give notice again pursuant to Section 21092,and consult again pursuant to Sections 21104 and 21153 before certifying the environmental impact report."(Emphasis added";Cal. Code Regs.tit.14 §15088.5(a).)"Recirculation is not required where the new information added to the El R merely clariﬁes or ampliﬁes or makes insignificant modiﬁcations in an adequate EIR."(Cal.Code Regs.tit.14 §15083.5(!» ' The FEiR did not include the EBMUD No Service Resolution though the resolution was submitted to the County approximately one month before the County held its iuly 13,2021,hearing,certiﬁed the FEIR and approved the Project.The arguments as to whether the RDEiR should have been recirculated raise the question ﬁrst,whether the EBMUD No Service Resolution was signiﬁcant new information,and second,If It was,the legal effect of failing to Include the information in an EIR clrcolated for public comment before the FEIR that was certiﬁed. The County contends the EBMUD No Servlce Resolutlon was not signiﬁcant new information, but merely "clariﬁed"or "amplified"positions taken by EBMUD alreedy disclosed in the RDEIR. Therefore,they argue there is no CEQA violation for failure to revise and reclrcuiate the EIR on this ground.(King &Gardiner",supra,45 Cai.App.5th at 580.)In terms ofthe significance of the EBMUD No Service Resolution,the Resolution was more than just a reiteration of EBMUD's position regarding the inconsistency of annexation of the Project under its policies and its concerns regarding the impact on the customers ln its USB of providing water service to the Expanded Water Supply Project Area.In the FElR,the Caunty recognized the signiﬁcance of an EBMUD Board resolution addressing those issues in its response to EBMUD's comments on the RDEIR.(AR 6981 [FEIR explaining EBMUD's staff determination EBMUD Policies are violated does not mean the position is correct,because EBMUD's Board would be responsible for making "[a]deﬁnitive interpretation"of the Project's consistency"with those policies "via a procedure that is deemed appropriate by their staff."];see also AR 6989.) With EBMUD as the sole water supplier for the Project,and with the FEIR's repeated reliance on EBMUD reaching a negotiated agreement with the Project applicant to supply water to the Project. including setting demand estimates,and establishing the level of water savings with an appropriate buffer through the implementation of Level E measures acceptable to EBMUD,the determination by EBMUD's Board that it will oppose annexing the Project to its service area and supplying water to the Project is more than just a reiteration of EBMUD's comments.EBMUD's Board,notjust staff,has made a formal statement of the EBM UD Board's position that supplying water to the Project would violate EBMUD's Annexation Policies.(See AR 6981,AR 6989.} Real Parties argue that LAFCO,not EBMUD,has the ultimate,exclusive authority to determine whether annexation and extension of water service by EBMUD to the Project should occur purSuant to the Cortese-Knox-Hertzberg Local Government Reorganization Act of 2000,Government Code sections 5600-57550 '("LAFCO Act"),including Government Code sections 56036ia),56021ld),and 56100lb).Real Parties contend EBMUD's determination that it cannot and will not annex the portion ofthe Project Site can be overridden by LAFCO.They cite Government Code section 56857 which addresses the grounds upon which EBMUD could seek termination of an application process,which reouires a resolution "based upon written ﬁndings supported by substantial evidence ln the record that the request is justiﬁed by a ﬁnancial or service related concern,"as those ternu are deﬁned in Government Code sections 56857(dj(1]and (2).(Govt.Code §56857tb).)The statute further provides that before termination bf the proceedings,"the resolution is subject to judicial review."(Id)The Court agrees with Real Parties that the standards for terminating the LAFCO annexation of the Expanded Water Supply Area into EBMUD's USB are different from the EBMUD Annexation Policies,and the No Service Resolution does not address the termination of annexation standards under the LAFCO Act,only the EBMUD Board's determination that it must oppose annexation because annexation would violate EBMUD's Annexation Policies. The EBMUD No Service Resolution does not state that it is seeking termination of the application for annexation pending before LAFCO but there is no complete annexation application pending before LAFCO at this time,as the application is not complete without the necessary Project approvals and Board resolutions by the County related to the Project.(AR 29040-46;see Henderson Decl.and Real Party RJN Exs.14-20 [LAFCO annexation application];Real Partles'Resp.Brief to Sierra Club p.13,ll.3-10.)Nevertheless,EBMUD's unequivocal opposition to annexation of the Project into its service boundary is clearly set forth in the EBMUD No Service Resolution.and LAFCO's stated requirement of a "will serve"letter from EBMUD based on the record seems unlikely to materialize.(AR 7369 {LAFCO letter],AR 13393 [LAFCO oral comment].) The County did not add the EBMUD No Service Resolution to the ElR In this case;it did not address it in the FEIR.in Save Our Peninsula,supra,87 Cal.App.4th 99,-the Court held that presenting information to the county board'identifying the location for the offsetting groundwater pumping location proposed as the mitigation for water supply impacts in the EIR in connection with the agency's approval of the project without including that information in the EIR was insufﬁcient and violated CEOA. as the agency's decision whether to certify the EIR must be made based on "information collected and presented in the EIR and subject to the test of public scrutiny."(id.at 130-31.)With the Court's determination below that the FEIR must be decertified based on the inadequate water supply information and reasoned analysis for the availability of water supplies forthe Project to be provided by EBMUD,the Court expects the No Service Resolution will be addressed in the reviSed EIR prepared and circulated by the County. E.Issue 5:CEQA Violation for Failure to Consider Adeguate Alternatives to the Project Section 15126.6 of the CEQA Guidelines addresses the information regarding alternatives to the proposed project that sh0uld be included in the EIR.First,the Guidelines require the EIR to address a "range of reasonable alternatives to the project,or to the location of the project,which would feasibly attain most of the basic objectives of the project but would avoid or substantially lessen any of the signiﬁcant effects of the project."(Cal.Code Regs.tit.14 §15126.6(a).)One of the alternatives that Shauld be included is a "no project"alternative,which the FEIR undisputedly contained in this case.(Cal. Code Regs.tit.14 §15126.6(e).) The purpose of identifying the range of alternatives ls to address ways the significant environmental impacts of the Project may be lessened.(Cal.Code Regs.tit.14,§15126.6(b)["Because an ElR must identify ways to mitigate 0r avoid the signiﬁcant effects that a project may have on the environment (Public Resources Code Section 21002.1),the discussion of alternatives shall focus on alternatives to the project or its location which are capable of avoiding or substantially lessening any significant effects of the project,even if_these alternatives would Impede to some degree the attainment of the project objectives,or would be more costly."j.)(See also Save Round ValleyAIh'ance v. County of inyo (2007)157 Cal.App.4th 1437,1456-1457.)The consideration of project alternatives and the sufﬁcienw of the analysis of the alternatives is reviewed based on a "rule of reason"and the facts of each case,evaluated in light of the statutory purpose.(California Native Plant Society v.City of Santa Cruz (2009)177 Cal.App.4th 957,980;Cal.Code Regs.§15126.6(a)["There is no ironclad rule governing the nature or scope of the alternatives to be discussed other than the rule of reason."].)"'lf the agency finds certain alternatives to be infeasible,its analysis must explain in meaningful detail the reasons and facts supporting that conclusion.The analysis must be sufﬁciently speciﬁc to permit informed decision- making and public participation,but the requirement should not be construed unreasonably to defeat projects easily.'[Citation omitted]The infeasibility ﬁndings must be supported by substantial evidence. (§21081.5;Guidelines,§15091,subd.(b).)"(California Native Plant Society v.City of Santa Cruz,supra, 177 Cai.App.4th at 982.) The burden is on Petitioners to show that the County's failure to address alternative locations for the Project in the FEIR was unreasonable.(California Native Plant Society v.City of Santa Cruz,supra, 177 Cal.App.4th at 987,988 ["The selection [of alternatives]will be upheld,unless the challenger demonstrates 'that the alternatives are manifestly unreasonable and that they do not contribute to a reasonable range of alternatives.'[Citation omitted.],"quoting Federation of Hillside &Canyon Associations v.City of Los Angeles (2000)83 Cal.App.4th 1252,1265].)Offsite alternatives are not required to be considered in every case.(id.at 993.)Nor does CEOA impose a'minimum number of alternatives that the County must include in the EIR,as multiple courts have concluded that an EIR that addresses onlv the no project alternative can be sufficient if the statutory purpose of allowing the - decision makers and the public to make a reasoned choice is served by the alternatives presented.(Save Our Access etc.v.Watershed Conservation Authority (2021)68 Cal.App.5th 8,31 Son Franciscans for Livable Neighborhoods v.City and County of Son Francisco (2018)26 Cal.App.Sth 596,633;MountShasta Bioregiono!Ecology Center v.County of Slskiyou (2012)210 Cal.App.4th 184,199 ("Mount Shasta").) The Court in MountShasto explained that "an ElR's alternatives analysis must begin with the project's objectives,for it is these objettives that a proposed alternative must be designed to meet." (Mount Shasta,supra,210 Cal.App.4th at 196-197.)(See also In re Bay-Delta etc.(2008)43 Cal.4th 1143. 1163 [addressing a program EIR,statlng "The process of selecting the alternatives to be included in the EIR begins with the establishment of project objectives by the lead agency."].)While the agency cannot identify "an artificially narrow definition"afthe purposes and objectives of the project,the agency "may structure its EIR alternative analysis around a reasonable deﬁnition of underlying purpose and need not study alternatives that cannot achieve that basic goal."(Id.at 1166.) Petitioners contend the FElR is proceduraliy defective because the County unreasonably narrowed the alternatives to project sites it considered to those In or near the Danville,San Ramon,or Blackhawk areas within or adjacent to the ULL that are presently designated for agricultural uses;They argue the County should have considered alternatives within the ULL which would fulfill the feasibility factors under the Guidelines even though they were not presently designated for agriculture.(Sierra Club Op.Brief pp.18-19.)Petitioners also argue the County should have considered an alternative that hasan existing water supply,which would necessarily mean a site within the ULL or at least within the EBMUD U58.(Danville Op.Brief p.33.)Whetherthe FEIR analyzes a reasonable range of project aitematives is predominantlya factual question,subject to review under the substantial evidence test. (Cleveland National Forest Foundation v.San Diego Assn.of Governments (2017)17 Cal.App.5th 413, 435 [citing Vineyard supra,40 Cal.4th at 435].) The RDElR lists a number of objectives of the Project,including creating a bufferbetween urban and non-urban uses,creating permanent constraints on development of the Tassajara Valley, permanently preserving most of the Project Site,providing permanently protected public open space, preserving agricultural uses on the Southern Site,adding housing close to existing transportation and utility infrastructure,improving parking and circulation at Tassajara Hills Elementary School,using a compact 30-acre development area at the Project Site consistent with surrounding residential uses and its topography,and minimizing grading at the Project Site.(AR 3942 [RDEIR Section 5.2 -Project Objectivesj.)Petitioners do not address these stated objectives in their briefs other than the housing objective,which Danville characterizes as the "primary"objective of the Project,a characterization which ignores the ﬁrst five stated objectives of the Project which focus on permanent preservation of open space and preservation of the Tassajara Valley as a buffer to urban uses and a "green line" constraining development.(See Danvllle 0p.Brief pp.33-36 and p.35.ll.9-12;Sierra Club Op.Brief pp. 17-20;AR 3311;AR 3942.)The fact that the Project objectives focus on the permanent preservation of open space and agricultura!land from future urban development ln particular in the Tassajara Valley as major purposes of the Project does not mean that the Project objectives were artiﬁcially narrow.(In re Bay-Delta etc,supra,43 Cal.4th at 1166 [EIR can reasonably deﬂne the project purpose and "need not study alternatives that cannot achieve that basic goal,"citing as examples a project purpose to build an oceanfront hotel or a Waterfront aquarium,which would not require consideration of inland locationsj.) Petitioners cite the statements in Brome Declaration Ex.B (August 7.1990 Order of Board adopting proposed 65/35 Land Preservation Initiative Measure C)stating that the impact of the Land Use Initiative and Preservation plan during the 15-year period (ending 2005)would be moderated because "there will he a more than adequate supply of development capacity"based on growth projections at the time.(Brome Decl.Ex.B p.26.]They contend the conclusion is irreconcilable with the County's determination in the FEiR that there are no suitable alternative project sites within the ULL. The argument is founded on the flawed premise that the primary or sole objective of the Projett is the development of 125 single family residences,but the County's objectives focus on different purposes of the Project in addition to providing this additional housing,repeatedly citing permanent preservation of open space and creating a permanent buffer and "green zone"in the Tassajara Valley. The RDEIR addresses the issues that impact potential alternative locations for the Project and the County's concern regarding the availabilityof large enough acreage for dedication and permanent preservation,whether the site is within or outside the ULL.(AR 3949-50.)The RDEIR addresses two alternative sites,Norris Canyon and Chapparai Court.Contrary to Danville's position,as to the Norris Canyon alternative,the residential development area would be entirely within the ULL,and therefore would have water supply available through EBMUD.(AR 3950-51;but see Danville 0p.Brief p.34.ll.15- 18 [arguing EIR "offers zero alternatives in which houses get water"].)Most of the land for the residential development area in the Chapparal Court alternative is inside the ULL and that site could be eligible for EBMUD water service because it could meet Policy 3.01ia)(1)(involving a small portion outside the EBMUD USG that is part of a larger development inside the USG.(AR 3951.) In both instances,the County ultimately rejected these alternatives for more in-depth consideration as "speculative"because the Project applicant'does not own the sites,and therefore they are not feasible alternatives.(AR 3950-3951;Save Found Volley Alliance v.County of Inyo (2007)157 Cal.App.4th 1437,1457,1465 (court expressed no opinion on feasibility of BLM alternative land location for project but EIR inadequate as it did not include independent analysis by the agency of the feasibility of alternative locationl.)Real Parties also point to several other grounds cited by the County for rejecting these alternatives,including that the potential dedication or preservation area is vastly smaller than the area preserved under the Tassaja ra Agreement and that the alternative sites were likely to involve environmental impacts necessitating mitigation mea5ures similar to the Project Site,or potentially greater impacts in some respects,such as trafﬁc,air quality.and greenhouse gases.(AR 3650-3651.)As in Mount Shasta,supra,Petitioners do not identify alternative locations and show how the alternatives "would have met most of the goals of the'Project,would have been potentially feasible under the circumstances,or w0uld have reduced overall environmental impacts of the Project."(Mount Shasta,supra,210 Cal.App.4th at 199.) The discussion in Vineyard cited by Danville does not address the adequacy of project alternatives in the EIR in that case,but rather the adequacy of the discussion of alternative water supplies for the project subject to the EIR.(See Danville 0p.'Brief p.35,ll.2-6,Vineyard supra,40 Cal.4th at 432.)Habitat &Watershed Caretakers v.City of Santa Cruz (2013)213 Cal.App.4th 1277 is also distinguishable;the Court held the ﬁnal Elli failed to comply with CEQA as it "failed to discuss any feasible alternative,such as a limited-water alternative,that could avoid or lessen the signiﬁcant environmental impact of the project on the City's water supply."(Id.at 1305.)In that case,the'Court rejected "the conclusory argument"by the respondents "that there was no need to mention,discuss,or analyze a limited-water alternative because it would not avoid the signiﬁcant impact on water supply," because the ﬁnal EIR included no discussion or analysis at all regarding that alternative such that "the decision makers were not provided with any information about the effect that such an alternative might have on water supply impacts or other impacts."(id.at 1304.) At oral argument,Sierra Club Parties raised an argument that the Tassajara Dedication Area and the Tassajara Agreement are part of the "Project"considered in the FEIR.Real Parties objected to this argument because the argument was not raised in Sierra Club Parties'Opening Brief.Real Parties are correct;Sierra Club Parties argued in their opening brief that the Tassajara Agreement should have been included as a mitigation measure in the FElR,not that the Tassajara Agreement or the land to be preserved under that agreement were partvof the Project under the FElR.(Sierra Club Op.Brief pp.20- 23.)The Court has addressed the argument raised in the Sierra Club Parties'opening brief,but will not address the new argument raised for the ﬁrst time in oral argument or possibly in Sierra Club Parties' reply brief (see Sierra Club Reply p.14). The Court ﬁnds the discussion of alternative locations for the Project in the FEIR to be adequate under CEQA. F.Issue 6:CEQA Violation by Excluding Tassaiara Agreement from Mitigation Program Petitioners argue that mitigation measures under CEQA must be subject to "legally binding instruments"(Cal.Code Regs.tit.14 §15126.4(a)(2)),must be within the lead agency and responsible agencies'power to enforce (Cal.Code Regs.tit.14 §1504mm).and must be included in an ElR's mitigation monitoring and reporting program."If the agency finds that mitigation measures have been incorporated into the project to mitigate or avoid a project's significant effects,a 'publlc agency shall adopt a reporting or monitoring program for the changes made to the project or conditions of project approval,adopted in order to mitigate or avoid signiﬁcant effects on the environment.The reporting or monitoring program shall be designed to ensure compliance during project implementation.'(Pub. Resources Code,§21081.6,subd.(a)(1).)"(Sierra Club v.County ofSon Diego (2014)231 Ca|.App.4th 1152,1165.)Petitioner contend the County is relying on the Tassajara Agreement as a mitigation measure to mitigate significant land use impacts of the Project,and impacts on wetlands. notwithstanding the contrary analysis in the FElR. The County determined in the FEIR that there are no significant impacts on Land Use as a result of the Project without mitigation,and that the Project is consistent with the County's General Plan land use regulations.The FElR speciﬁcally states with respect to "Land Use Policy 3-14"which ls to "[plrotect prime productive agricultural land from inappropriate subdivisions"that the Project is consistent.The FElR explains,"As Indicated ln Section 3.2,Agricultural Resources,of this Draft ElR,the Project Site is not designated Prime Farmland,Unique Farmland,or Farmland of Statewide Importance as indicated by the California Department of Conservation's important Farmland Inventory System and Farmland Mapping and Monitoring Program [California Department of Conservation 2012).The Project Site also does not qualify as Prime Farmland under LAFCO law.In summary,the Project would be consistent with the proposed land use designations and General Plan land use policies regarding growth management,the 65/35 land preservation standard,and the ULL.Impact would be less than significant."(AR 3727.)In the Agricultural Resources analysis,the County also concluded that the impacts on agricultural resources without mitigation would be less than signiﬁcant,since the Project will not convert any Prime Farmland, Unique Farmland,or Farmland of Statewide Importance under CEOA and the California Resources Agency definitions to non-agricultural use.(AR 3458 [Thresholds of Significance];AR 3459 [Impact AG-1], An 3462 [Impact AG-31.) ' Petitioners cite King &Gardiner,supra,to support their contention that the Tassajara Agreement's preservation of approximately 727 acres of agricultural land or a conservation easement over that acreage does not make up for the loss of approximately 44 acres of agricultural land,as the Tassajara Agreement does not provide replacement or substitute agricultural land for the acreage lost to development in the Project.King &Gardiner,however,involved the loss of "agricultural land"that qualiﬁed as Prime Farmland,Unique Farmland or Farmland of Statewide Significance which was considered a signiﬁcant impact of the project and required mitigation;the requirement that mitigation measures be "additive"addressed in that case does not apply here because there was no ﬁnding ofa signiﬁcant impact on agricultural resources or land use that required mitigation meaSures.(King & Gardiner,supra,45 Cal.App.5th at 870 and fn.30;Sierra Club Reply p.15,ll.6-7 [mitigation measures must be "addltlve"].)The EIR in that case speciﬁcally found the loss of agricultural land,as defined in CEQA and the EIR,was significant and proposed mitigation measures to address the annual loss of farmland anticipated in the Project,unlike the ran in this'case.(id.at 871.) ' The need for mitigation measures under CEQA arises when the agency determines there ls a significant impact.not when there is a less than signiﬁcant impact.(See,e.g.,Cal.Code Regs.tit.14 § 15091,particularly subd.(d)[requiring adoption of mitigation monitoring and reporting program made "to avoid or substantially lessen significant envlronmental effects"].)Petitioners argue that the Tassalara Agreement is an integral part of the Project and critical to its success and the justiﬁcation forits approval.(Sierra Club Reply p.16,ll.7-15.)The County imposed numerous conditions on the approval of the Proiect,including the Project applicant's dedication of the acreage in the Northern and Southern Sites addressed in the Tassajara Agreement.(AR 12268-12306 [COAs];AR 6-33 [Resolution Approving Developer Agrnt.;Developer Agreement sections 2.010 and Article lil).j The preservation agreement is also essential to the County's extension ofthe ULL under CCC Code section 82~1.018(a)[3). There is substantial evidence to support the County's finding that compliance with this ordinance by the Project including the Tassajara Agreement is consistent with CCC Code section 82- 1.018(aj(3j and the General Plan,and that the consistency with those land use laws means the Project has a less than signiﬁcant land use impact at least with respect to the General Plan and Code. Petitioners have not cited authority that such a presenIation agreement with the Project applicant means that the agreement [rm be imposed as a "mitigation measure"in the FEIR in order to comply with CEQA where there is no finding of signiﬁcant environmental effects which the Tassajara Agreement is intended to mitigate.(Cal.Code Regs":tit.14 §§15091ld),15097(aj [agency shall create mitigation monitoring'and reporting program when it has made findings under section 150911.) Petitioners also contend that the Tassajara Agreement should have been included in the mitigation monitoring and reporting program because it provides mitigation for the Project's impacts on wetlands.The FEIR imposes Mitigation Measure MM BIO-3 by which the Project applicant must mitigate the loss of wetlands on the Northern Site for the U.S.and State wetlands anticipated to be lost and provides for a "detailed Wetland Mitigation Plan"to be prepared but makes no reference to the Tassajara Agreement.(AR 3617-18.)The FEIR also provides that "[iln lieu of creating waters of the U.S. and State on the Project Site,the applicant may also choose to purchase mitigation credits from a qualiﬁed mitigation bank.(AR 3618.)Petitioners have not demonstrated the County's implicit determination that the Tassajara Agreement is not a mitigation measure for the loss of wetlands is not Supported by substantial evidence. G.issue 7:CEQQ Violation Adopting Statement of Overrlding Considerations Without Consideration of Alternatives that Would lessen Unavoidable Adverse Impacts Petitioners'argument that the County failed to consider mitigation measures for the Project's signiﬁcant unavoidable impacts on freeways,highway congestion.and greenhouse gas emissions before making its statement of overriding conditions is based on Petitioners'arguments that the County failed to properly evaluate feasible alternative locations for the Project within the ULL.(Sierra Club 0p.Brief p. 24,ii.21-27,citing'to Section IV.D.of its brief addressing Project alternatives.)Petitioners also argue, based on their arguments the Tassajara Agreement should have been included as a mitigation measure for land use impacts or loss of wetlands,the County failed to evaluate the Tassajara Agreement as a mitigation measure that would lessen those unavoidable impacts.(Sierra Club 0p.Brief p.24,l.27 p. 25,l.2,citing to Section IV.E.of its brief addressing the Tassajara Project as a mitigation measure for land use.loss of agricultural resources.and wetlands.)For the reasons stated above,the arguments are not persuasive.(See also AR 3947 [RDEIR Section 5.4.2 rejecting for the reasons stated a reduced intensity alternative to the Project evaluated in the RDEIRI.) The County's determination in the statement of overriding conditions that the benefits of the Project outweigh is unavoidable signiﬁcant environmental effects is reviewed for abuse of discretion, and Petitioners have not demonstrated the County's conclusions regarding the infeasibility of alternative project locations within the ULL are not supported.(See City of San Diego v.Board of Trustees of California State University (2015)61 Cai.4th 945,967.)Petitioners have not demonstrated the County failed to comply with the requirements of CEQA Guidelines section 15093 governing statements of overriding conditions,or that the County's finding that the benefits of the Project are sufﬁcient to warrant its approval despite its unavoidable significant consequences is not supported by substantial evidence.(Cal.Code Regs.tit.14 §§15092(b)(2),15093(a).) H.ssue 8:CEQA Violation by Failure to Resgond to Public Comments Petitioners contend the County violated CEQA by failing to adequately respond to comments made by the Town of Danville on the DEIR and RDEIR.The County was not required to respond to general comments by Danville regarding the development in Its September 2014 letter sent 18 months before the DEIR vvas prepared,as the County was only required to respond to comments made after the DEIR was prepared and circulated for review in May 2016.(Paulek v.Department of Water Resources (2014)231 Cal.App.4th 35,48-49.) Petitioners assert the County failed to respond to Danvilie's comments in its July 18,2016,letter commenting on the DEIR and cite a page from the FEIR responding to Danville's November 30,2016 comment letter on the RDEIR.(Sierra Club Op.Brief p.26,ll.5-8,citing AR 6890.)The County,however, prepared and included ln the FEIR separate,detailed responses to both the November 30,2016,letter and the July 18,2018 letter.(AR 6851-6870 [Danville 11/30/3016 letter];AR 6871-6890 [County Resp.in' FEIR];AR 7383-7422 [Danville 7/18/2016 letter];AR 7423:7438 [County Resp.in FEIR].)Petitioners do not cite to or address at all the County's detailed response to Danville's July 18.2016 letter.They have not met their burden of demonstrating the County committed a violation of CEQA by not responding to Danville's comments in light of the County's 16-page,item-by-item response.[AR 7423-7438.) I.issue 9:CEQA Violation Regarding Conﬂicting Acreages Subiect to Preservation Area Danville asserts a violation of CEOA because of discrepancies in the amount of acreage subject to dedication under the Tassajara Agreement,as the acreage to be dedicated is in some instances stated as 710 acres and in others 727 acres.(Danville 0p.Brief pp.23-26.)Danville states it only became aware of this discrepancy in preparing its Opening Brief.(Danville Op.Brief p.24,il.27-28.)Real Parties try to explain the dlscrepanw,not altogether effectively,based on the offer of seven acres to SRVFPD and the inltial uncertainty as to whether EBRPD would take title to the entire 24 acres designated for "nonurban"uses.(Real Parties'ReSp.Brief to Danville 9.5,ll.9-21.)' Nevertheless,Real Parties argue that Danvllie's CEQA violation claim on this ground cannot be considered by the Court because Danville failed to exhaust its administrative remedies regarding this issue.Public Resources Code section 21177 codifies the exhaustion of administrative remedies rules for CEQA.(Defend Our Woten'ront v.State Lands Com.(2015}240 Cal.App.4th 570.881.)Under the statute, the petitioner must generally have "objected to the approval of the project orally or in writing"before the notice of determination,and "the alleged grounds for nqncompliance"with CEQA must have been "presented to the pubiic agency many or in writing by any person during the public comment period provided by this division or before the close of the public hearing on the project before the issuance of the notice of determination."(Pub.Res.Code §21177 subd.(a)and (b).) The petitioner itself does not have to have raised the issue;if the petitioner participated in the administrative proceedings,the petitioner can raise grounds for noncompliance raised by other commenters during the public comment period or before the close ofthe public hearing.(Bakersfield Citizens for Local Control v.City of Bakersfield (2004)124 Cal.App.4th 1184,1199 ["The petitioner may allege as a ground of noncompliance any objection that was presented by any person or entity during the administrative proceedings.[Citation omitted.]"quoting Resource Defense Fund v.Local Agency Formatlon Com.(1987)191 Cal.App.3d 886,894];Galante Vineyards v.Monterey Peninsula Water Management Dist.(1997)60 Cai.App.4th 1109,1118-1119.)"Altho ugh it is true the plaintiff need not have personally raised the issue [citation omitted],the exact issue raised in the lawsuit must have been presented to the administrative agency so that it will have had an opportunity to act and render the litigation unnecessary.[Citation omitted.]"(Resource Defense Fund v.Local Agency Formation Com. (1987)191 Cal.App.3d 886,894,disapproved on other grounds in Voices of the Wetlands v.State Water Resources Control ed.(2011)52 Catath 499,529.) "To satisfy the exhaustion doctrine,an issue must be 'fairly presented'to the agency.[Citation omitted.]Evidence must be presented in a manner that'gives the agency the opportunity to reSpond with countervailing evidence.[Citation omitted.]"(Citizens for Responsible Equitable Environmental Development v.City of San Diego,supra,196 Cal.App.4th at 527-528.)"Generalized objections are not sufﬁcient to preserve speciﬁc legal and factual issues for judicial review.[Citations omitted .1" (Harrington v.City of Davis (2017)16 Cal.App.5th 420,440-441 [in non-CEQA case,holding petitioner failed to exhaust administrative remedies that changes to the property triggered'accessible parking requirements under the Building Code by generally disputing the City's determination that accessible parking was not requiredl.)(See also Cleveland National Forest Foundation v.San Diego Assn.of Governments (2017)17 Cal.App.Sth 413,446-447 [holding petitioner failed to exhaust administrative remedies regarding lm pacts to small farms].) Danville's comments on the RDEIR which it cites to demonstrate it raised the acreage discrepancy of 710 or 727 acres for preservation do not address that issue;they are directed toward the alleged instability or'inaccuracy of the Project description regarding the "urban"uses,the "true"acreage comprising the urban development for the residential project,versus the portiOn of the Project designated as "nonurban"uses for purposes of CCC Code section 82-1.018(a)(3)to extend the ULL.(AR 7384;AR 7392 [explaining why the EIR did not provide an aCCurate and stable project description, arguing the EIR mischaracterlzed the development portion of the Ia nd to bring the extension of the ULL within the 30-acre limit of CCC Code section 82-1.018(a)(3);citing a "misleading description of the residential development area"with "all 'urban development'"to occur with the "BO-acre Residential Development Area"when Danviile argued the "nonurban uses"such as the stormwater detention basin and grading areas are not nonurban'uses].) Danvllle also cites a statement by Kevin Lew during the hearing before the Board.(AR 13573- 74.)Mr.Lew's statement does not raise any discrepancy regarding the Project description as to the amount of acreage subject to preservation or dedication.(AR 13573-74 ["lT]o quote Hilleshelm,quote,if i strike this down and in a couple of years if the Urban Limit Line is extended,what's preventing the developer from saying,quote,forget it,I'll go for 600 acres.[ii]l would offer then let the developer pursue developing 600 acres."].)Danville does not polnt to any other information in therecord that suggests the acreage discrepancy it raises in its brieﬁng was raised in the administrative proceedings below to provide the Board and the County the opportunity to address this concern. Though not cited by the parties in the context of the exhaustion of this issue,one of the citations to the record in the brieﬁng indicates that the County was in fact actually aware of questions raised concerning the amount of land subject to preservation and dedication in relation to the Project and the Tassajara Agreement.The Court considers the following information in the FEIR in determining whether the issue of the acreage discrepancy was exhausted.{Save Agoura Cornell Knoll v.City of Agoura Hills (2020)46 Cai.App.5th 665,680 [the "court independently reviews the administrative record to determine whether the exhaustion of administrative remedies doctrine applies."].) in the FEIR,the County addressed the relationship between the Project and the Tassajara Agreement,stating "ome commenters reguested clarification of what lands are grogosed to be preserved under the Project."(AR 6802 (emphasis addedi.)This section of the FEIR then addresses in a full paragraph the acreage to be dedimted.This Response in the FEIR shows that the County was aware of questions regarding the acreage that would be dedicated.The Court will therefore consider the issue. The County's Response in the FEIR reiterates that 101 acres ofthe Northern Site would be conveyed to EBRPD or the Regional Parks Foundation as would 609 acres of the Southern Site,which totals 710 acres.(AR 6802.)The FElR then continues,"in other words,the [Tassajara Agreement]would require the parties to support the dedication and permanent preservation of land at two locations com risln a total of a roximatel 727 acres of the Project Site (collectively the "Dedication Area"). (AR 6802.)The FEIR states 7 acres may be dedicated to SRVFPD,if not accepted by SRVFPD,then that acreage would also be dedicated to EBRPD,a total of 717 acres based on the acreage Identified by the County in this response.(AR 6802.) This Response in the FEIR confirms that the Dedication Area will be comprised'of 727 acres,but it does not provide an explanation of the gap between 710 (or 717 acres)to be dedicated,adding the 101 and 609 acres (and the 7 acres potentially for SRVFPD)and the 727 acres defined as the Dedication Area under the Tassajara Agreement. Real Parties argue that the discrepancy between the references to 710 and 727 acres in the FEIR as the "Dedication Area"exist because of questions as to what land within the 24 acres of non urban uses EBRPD would take title to and whether SRVFPD would take title to the 7 acres offered to the ﬁre service as part of the dedication and the Tassajara Agreement.(Real Parties'Resp.Brief p.27,l.19 -p. 28,l.6 [citing AR 200,AR 3367 and explaining questions as to whether GHAD would annex and "own" graded property,or HOA for the Residential Development Area,or EBRPD.)More important,they argue that the difference between 710 (the minimum undisputed acreage to be transferred to EBRPD),717 (with the 7 -acre SRVFPD portion),or 727 acres (per the Tassaiara Agreement)address only title and ownership issues,not environmental issues,the physical components of the Project,or the uses of the Pro)ect Site.(Real Parties'Resp.Brief p.28,ll.7-22.)The question then is whether the discrepancy is a CEQA violation and whether any violation is prejudicial error.(Stop Syair,supra,63 Cal.App.5th at 452 [no presumption error is prejudiciall.) Danville does not argue the Project description is "'unstable"because the description of any portions or dimensions of the Residential Development Area,nonurban uses,pedestrian staging areas, grading,and other similar and related components of the 771 acres changed,whether the "Dedication Area"is 710 or 727 acres.Danville does not respond to Real Parties'arguments and citations that the Dedication Area acreage variance between 710 to 727 relates to title issues,not any of the land uses or environmental issues associated with the portion of the Project Site that will be developed in some fashion.Under Stop Syar,the Court concludes any error in the County's failure to include the "errata"to the RDEIR changes to the acreage identiﬁed as "Dedication Area"is not prejudicial under the circumstances. l.issue 10:CEQA Violation Based on lnadegugte Evaluation of Cumulative Impacts on Biological Resources,Unsupported by Facts,Reasoned Analysis or Substantial Evidence Petitioners bear the burden of establishing the inadequacy of the FEIR's analysis of the cumulative impacts of the Project.(Center for Biological Diversity v.California Department of Conservation (2019)36 Cal.App.5th 210,243 ("Center for Biological Diversity").)The CEQA Guidelines deﬁne cumulative impact,including "the change in the environment which results from the incremental impact of the project when added to other closely related past,present,and reasonably foreseeable probable future projects.Cumulative impacts can result from Individually minor but collectively signiﬁcant projects taking place over a period oftime."(Cal.Code Regs,tit.14,§15355.)0n the other hand,the CEQA Guidelines also provide that "A project's contribution [to cumulative impacts]is less than cumulatively considerable if the project is required to implement or fund its fair share of a mitigation measure or measures designed to alleviate the cumulative impact."(Cal.Code Regs.tit.14 § 15130,subd.(a)(3).) The CEQA Guidelines also provide guidance on the nature and depth of the discussion of cumulative impacts required in an ElR."The discussion of cumulative impacts shall reflect the severity of the impacts and their likelihood of occurrence,but the discussion need not provide as great detail as is provided for the effects attributable to the project alone.The discussion should be guided by the standards of practicality and reasonableness and should focus on the cumulative impact to which the identified other projects contribute rather than the attributes of other projects which do not contribute to the cumulative impact."(Cal.Code Regs,tit.14 §1513mm.)If the lead agency examines a project with "an incremental effect that is not 'cumulativeiy considerable,'"the agency has to "briefly describe its basis for concluding the incremental effect is not cumulatively considerable."(Cal.Code Regs.tit.14 § 15130(a).)The agency's discussion of the lack of cumulative impact should "ide ntify facts and analysis supporting"its conclusion.(Cal.Code Regs.tit.14 §15130la)(2).)(See also Association of Irritated Residents v.County of Modern (2003)107 Cal.App.4th 1383,1403.) The RDEIR's discussion and analysis of the plant and wildlife species potentially impacted by the Project and mitigation measures to address its impacts is lengthy and detailed,and supported by extensive additional documentation in Appendix c.(AR 3542-3615 [RDEIR];AR 4431-5072 (App.CI.) Danville's argument suggests that whether the cumulative impacts analysis on biological resources is sufﬁcient is somehow conﬁned only to the pages of the Cumulative impacts section of the RDEIR (AR' 3924-3925,AR 3928-3929).The cumulative impacts analysis and the County's conclusions that the Project's contribution to cumulative impacts is not cumulatively considerable are clearly founded in large part on the detailed biological resources analysis in other portions of the RDEIR and Appendix C. (AR 3928-3929.) ' The cumulative impact discussion indicates that development and growth in the area have already resulted in cumulatively signiﬁcant impact on biological resources.(AR 3928 ["Recent development patterns and growth In the area that are due to the loss of potential habitat for rare species have resulted in an existing cumulatively signiﬁcant impact to blological resources."].)The discussion of cumulative impacts on biological resources summarizes the Project impacts and the mitigation measures that the RDEIR concludes will reduce the impacts on the special -status plant and wildlife to less than significant,which addresses the reasons why the Project will implement measures to alleviate the Project's contribution to cum uiatlve impacts.(AR 3928-3929.)The RDEIR states that the projects identified in the vicinity must also "mitigate for impacts on special-status plant and wildlife species in a manner similar to the Project"as they would similarly be bound by the conservation laws. (AR 3929.)"Therefore,the Project,in conjunction with other existing,planned,and probable future projects,would not have a cumulatively signiﬁcant impact related to biological resources."(AR 3929.) Petitioners have the burden of demonstrating the County's abuse of discretiou under CEOA as to the cumulative impacts analysis,the sufﬁciency of which is guided by "practicality and reasonableness" and only needs to "briefly"describe why the cumulative impact is not considerable.(Cal.Code Regs.tit. 14 §15130 subd.(a)and (b).)Petitioners have not challenged the sufficiency of the biological resources analysis and the conclusions that the Project's impacts will be reduced to less than signiﬁcant.Since this Project after mitigation will not have a signiﬁcant impact on biological resources,and others in the vicinity subject to the same conservation requirements for biological resources must meet similar conservation and mitigation requirements.which Petitioners do not contest,Petitioners have not met their burden to demenstrate that the facts and analysis stated above do not provide adequate information and sufficient evidence to support the cumulative impact determination on biological resources,particularly in light of the totality of the RDEIR's materials and discussion of biological resources. Petitioners cite Preserve Wild Santee,supra,210 Cal.App.4th 260.(Danville Op.Brief p.32,ll.11- 13.)That case held the cumulative impacts analysis on biological resources was sufﬁcient based on (1) the EIR's assumption subsequent developments.which were in the early planning stages at the time the EIR was certified.would comply with previously approved land use documents that were subject to the same conservation goals,and (2)the biological resources technical report which evaluated the project's own impacts,which would be mitigated below significant levels,and the requirement that the other projects in the early planning stages would also be required to meet or exceed the land use and conservation plan requirements.(Id.at 277-278.)That case supports that the cumulative impacts analysis of the EIR is not to be reviewed in a vacuum without reference to the totality of the extensive biological resources analysis and mitigation measures analyzed in other portions of the FEIR.Danville has not pointed to any evidence in the record that the County's analysis that the Project will not have cumulatively considerable impact on biological resources in light of the mitigation measures which have reduced the impact to less than signiﬁcant ls unsoand or unsupported.(See Save the Ei Dorado Canal v.' El Dorado irrigation District (2022)75 Cal.App.5th 239,263 [substantial evidence challenge not considered where petitioner failed to demonstrate with citations to the record ElR's analysis was insuﬁicientl.) K.Issue 11:CEQA Violation Based on Failure to Provide Information Regarding the Proiect's Inconsistencies with the General Plan CEQA requires an ElR to describe inconsistencies of the Project with the General Plan.(Cal.Code Regs...tit.14,§15125,subd.(d):North Coast Rivers Alliance v.Morin Municipai Water Dist.Bd.of Directors (2013)216 CalAppAth 614,632 ("Because Elks are required only to evaluate 'any inconsistencies'with plans,no analysis should be required if the project is consistent with the relevant plans.'[Citations omitted.]'-'].)CEQA does not require the EIR to address "potential"Inconsistencies,only actual inconsistencies.(Stop Syor,supra,63 Cai.App.Sth at 463.) RDEIR includes several pages addressing the cansistency of the Project with the General Plan. (AR 3723-3732.)To the extent this claim raises a CEQA violation,the Court has evaluated the grounds cited in Section lV.A.1.-6.above raised by Petitioners as to why the Project is inconsistent with the General Plan and CCC Code and has found no inconsistency on those grounds that was required to be disclosed in the FEIR.(Stop Syai',supra,63 Cai.App.5th at 463.) V.Evidentiag issues ' A.Reguests for Judicial Notice Petitioners jointly request the Court take judicial notice of a series of documents,including i1) ofﬁcial records of the County related to the enactment of Measure C as a ballot measure (Pets.RJN 1111 1-3 and Brome Decl.Exhs.A-C);(2)ofﬁcial records of the County related to the enactment of Measure L (Pets.RJN {I11 4-8 and Brome Decl.Exhs.D-H);(3)County 2016 Mid-Term Review of the ULL (Pets.RJN 1| 9 and Brome Decl.Exh.I);and (4)the Urban Water Management Plan 2020 adopted by EBMUD dated June 2021(Pets.RJN 1i 10 and Kline Deni.Exh.1.). In thé Sierra Club Case,the County ReSpondents ﬁled a request forjudicial notice,asking the Court take judiclal notice of provisions of the Contra Costa County Code,specifically CCC Code Chapter 82-1 and CCC Code section 164.020 as well as the final Tassajara Agreement executed by the County. (County RJN Exhs.1-3.) Real Parties have requested the Court take judicial notice of over 20 documents.including (1) documents related to the City of San Ramon's notice,publlc hearing.and resolutlon authorlzlng the Tassajara Agreement (RP RJN 1m 1-6,Henderson Decl.111]2-7,and Compendium of Documents ("COD") (Exhs.1-6);(2)East Bay Regional Park District's notice,public hearing,and resolution authorizing the Tassajara Agreement (RP RJN 1:1)7-10,Henderson Decl.1111 7-11,and COD Exhs.710);(3)final Tassajara Agreement executed by County,City of San Ramon,and East Bay Reglonal Park District (RP RJN 1)11, Henderson Decl.1|12 and COD Exh.11);(4)May 2016 proposals for amendment of Sphere of Influence and annexations to cover Tassajara Parks (collectively "Annexation Proposals")(RP RJN 1|1|12-14,. Henderson Decl.111]13-15 and COD Exhs.12-14);(5)Alameda and Contra Costa County LAFCO agendas, reports,and meeting minutes concerning Annexation Proposals and transfer to Contra Costa County I LAFCO (RP RJN 1l1]15-20,Henderson Decl.1|1]16-21 and COD Exhs.15-20);(6)EBMUD Comment letter on Alamo Creek Project dated July 5,2001 (RP RJN 1]21;Henderson Decl.11 22 and COD Exh.21.), No party has objected to the Court taking Judicial notice of the documents subject to these requests. The Court grants the unopposed requests,taking a broad view of the meaning of "relevance" under the Evidence Code,and in that In certain instances both sides rely on some of the documents for which the parties request )udicial notice.Pursuant to Evidence Code sections 452(k))and (c),the Court takes judicial notice of the existence of these documents,almost all of which are legislative enactments or other government records,but subiect to the usual rules and limitations on judicial notice. (StorMedr'a Inc.v.Superior Court (1999)20 Cal.4th 449,457 fn.9 [judicial notice of a document "includes the existence of a document"but does not extend to "the truthfulness and proper interpretation of the document"If they are disputable];Apple Inc.v.Superior court (2017)18 Cal.App.5th 222,241 ["judicial notice of a document does not extend to the truthfulness of its contents or the interpretation of statements contained therein,if those matters are reasonably disputable,"citing CR.v.Tenet Healrhcare Corp.(2009)169 Cal.App.4th 1094,11031104 and Fremont Indemnity Co.v.Fremont General Corp.(2007)148 Cal.App.4th 97,113.)(Cf.Scott v.JPMorgan Chase Bank,IN.A.(2013)214 Cal.App.4th 743.752,754 [in connection with judicial notlce of a government document,stating, "Where,as here,judicial notice is requested ofa legally operative document-like a contract_the court may take notice not only of the fact of the document and its recording or publication,but also facts that clearly derive from its legal effect"and "whether the fact derives from the legal effect of a document or from a statement within the document,the fact may be judicially noticed where,as here,the fact is not reasonably subject to dispute."].)The Court also notes that the relevance of some of the documents seems more tenuous than others,in particular Henderson/COD Exh.21 (2001 comment letter on Alamo development)and Kllne Exh.J (June 2021 EBMUD Urban Water Management Plan). In addition,the Court ls cognizant of the limitations on its consideration of legislative history in interpreting a statute.These limitations are discussed in detail in Kaufman &Brood Communities,inc.v. Performance Plastering,Inc.(2005)133 Cal.App.4th 26.For example,the legislative history "as a general rule in order to be cognizabie ...must shed light on the collegial vievv of the Legislature as a whole. [Citation omitted.]"(id.at 30 [statements of individual legislator or author of the hill generally are not considered because the Court must ascertain the "intent of the Legislature as a whole"].)[5ee also Hesperia Citizens for Responsible Development v.City of Hespen'a (2007)151 Ca i.App.4th 653,659.] Further,as set forth in the tentative ruling,resorting to legislative history to aid in the interpretation of the statute is appropriate only if the Court cannot discern the meaning from the plain language of its terms. B-55A The County ﬁled the SSAR concurrently with the Respondents'Briefs and the County's Joinder/Opposition without first conferring with the Petitioners and without obtaining Petitioners' consent or an order for augmentation of the record.Sierra Club Parties have objected to the Court's consideration of the SSAR.At the initial hearing on January 30,2023,however,they withdrew their objection. V.Remedies Available for CEQA Violation A.Legal Standards Public Resources Code section 21168.9 governs remedies for a violation of CEQA and provides: (a)If a court finds,as a result of a trial,hearing,or remand from an appellate court,that any determination,ﬁnding,or decision of a public agency has been made without compliance with this division.the cOurt shall enter an order that includes one or more ofthe following: (1)A mandatg that the determinatlon,ﬁnding.or decision be voided by the publii:ageng.in who1e or in part. (2)the court finds that a speclﬂc project activity or activities M11 greludice the consideration or imglementation of garticular mitigation measures or alternatives to the groiect.a mandate that the public agency and any real parties In interest suspend any or all sgeciﬁc groiect activity or activities,pursuant to the determination,ﬁnding,or decislon, f that could result in an adverse change or alteration to the ghysical environment until the public agency has taken any actions that may be necessary to bring the determination,finding,or decision into compliance with this division. l3)A mandate that the public agenpy take speciflc action as may be necessam to bring the determination.ﬁnding,or decision into compliance with this division. (b)Any order pursuant to subdivision (a)shall include only those mandates which are necessag to achieve compliance with this division .and only those specific protect activities in noncompliance with this division.The order shall be made by the issuance of a peremptogy writ of mandates eci in whatactionb the ublica en is nece r to comply with this division.However,the order shall be limited to that portion of a determination,ﬁnding,or decision or the speciﬁc project activity or activities found to be In noncompliance o_nl_y£a court ﬁnds that (1)the portion or specific project activity or activities are severahlg, (2)severance will not prejudice complete and full compliance with-this and (3)the court has not found the remainder of the proiect to be In noncompliance with this division.The trial court shall retain jurisdiction over the public agency's proceedings by way of a return to the peremptory writ until the court has determined that the public agency has complied with this division. division (c)Nothing In this section authorizes a court to direct any public agency to exercise its discretion in any particular way.Except as expressly provided in this section,nothing in this section is intended to limit the equitable powers of the court. ' (Pub.Res.Code §21168.9 (emphasis added" "The phrases 'in whole or in part'and 'any or all'allow some parts of the approvals and the project to be severed from other parts with only the severed parts being invalidated or suspended. {Citation omitted]Courts must consider severance."(King 8;Gardiner Forms,LLC v.County of Kern, supra,45 Cal.App.5th at 896.) The Courts are divided as to whether partial decertiﬁcation of an EIR is allowed.(Compare Sierra Club v.County of Fresno (2020)57 Cal.App.5th 979 and Londvalue 77,LLC v.Bd.of Trustees of the Calif. State Univ.(2011)193 Cal.App.4th 675 [CEQA statute do not allow partial decertification of an EIR]to Center for Biological Diversity v.Dept.of Fish &Wildlife (2017)17 Cal.App.5th 1245 and Preserve Wild Santee v.City ofSantee,supra,210 Cal.App.4th 260 [partial decertiﬂcation of an ElR is allowed under Public Resources Code section 21168.9 if the Court is able to make the required severability ﬁndings" Petitioners,however,direct the Court to Save Our Peninsula,supra,87 Cal.App.4th 99 and California Oak Foundation,supra,133 Cal.App.4th 1219,cases in which the Courts found the EiR to be deficient in its analysis of the water supply and in which the Courts decertiiied the ElR in its entirety.(Save Our Peninsula,supra,87 Cal .App.4th at 143;California Oak Foundation,supra,133 Cal.App.4th at 1244.) Partial decertiflcation of the FEiR is not appropriate,because the County's.approval of the Project, including the B.Application In the California Oak Foundation decisiOn,the Court directed that a writ of mandate issue decertifying an EiR that failed to comply with CEQA only because it did not have an adequate discussion of the water supply for the project.(id.at 1244.)As in this case,the Court feund the ElR failed to present a reasoned analysis of the availability of a water supply and the uncertainties regarding the city's reliance on the source of water it anticipated to supply the project.The Vineyard,King &Gardiner,Save Our Peninsula,and California Oak Foundation discussed at length above demonstrate the significance of the analysis ofwater supply in an EIR.Indeed,Mitigation Measure MM USS-1 highlights the partiCular significance of EBMUD supplying water to the Project because if that water source falls,the Project will not matte forward. The Court has concluded above that the FEIR violates CEQA because it does not contain adequate information and a reasoned analysis to support that sufficient water wiil be available for the Project through conservation measures,the timing of when those measures will produce the water- needed,and based on the uncertainties regarding whether EBMUD can or will supply water,with the likelihood based on current evidence that a contested LAFCO annexation process may be required before EBMUD is required to supply water.The water analysis is based on the speciﬁc parameters of the Project,including the number of housing units and anticipated number of residents in the Residential Development Area.When the County decision-makers and the public are provided with accurate and more complete information about the water supply issues and a reasoned analysis addressing the water supply issues,the County could potentially reach a different conclusion regarding the approval of the Project,including that the Project should potentially be modified or reduced to lower the potential water supply needs,or that other mitigation requirements should be imposed for conservation and water supply.(See Center for Biological Diversity v.Dept.of Fish &Wildlife,supra,17 Cal.App.5th at 1256-1259.) ' The Court ﬁnds partial decertification of the FElR is inappropriate.(California Oak Foundation, supra,'133 Cal.App.4th at 1244.)A CEQA-compliant Elli with a fulsome discussion of water supply issues that are essential to the Project proceeding ls the foundation for the approval of the entire Project.The Court does not ﬁnd there are discrete or severable portions of the Project that could proceed if,based on a complete discussion and reasoned analysis of the water supply issues and uncertainties,the County were to determine it is unlikely the Project as presented could be supplied with the water necessary to support the residential development.This case is distinguishable from,for example,Save Our Capital!v. Dept.of General Services (2023)87 Cal.App.5th 655,where portions of an EIR addressing exterior design of a state building could be severed from activities related to the portions of the EiR that complied With CEQA.(Id.at 710-11.)In addition to the certiﬁcation of the FElR,the County's actions related to the approval of the Project included a number of different components,some of which the Court ﬁnds are severable under Public Resources Code section 21168.9.Aside from the decertiﬁcation of the FEIR,the County urges the Court to leave in place all Project approvals but concedes the writ of mandate should direct the County to set aside the Vestlng Tentative Map approval (County File #5010-9280)and should "suspend Project activities to physically develop the site."(County Suppl.Brief p.13.ll.25-27.)The Court ﬁnds such limited relief is inadequate under the circumstances a'nd the severance standards of Public Resources Code section 21168.9. The Court may limit Its order to the noncompliant decision or project activity "o_nly_i_"it ﬁnds "the portion or specific project activity or activities are severabie"and that "severance will not prejudice complete and full compliance with this division."(Pub.Res.Code §21168.9(b).)The Court finds that the only approvals and actions by the County that are severable and that will not prejudice the County's fuii compliance with CEOA are (1)the expansion of the 30-acre expansion of the ULL under CCC Code section 82-1.018(a)(3).to the extent that approval of the expansion of the ULL merely extends the ULL by 30 acres not limited by or to the Project's residential development of 125 homes under the Development Agreement,and (2)the approval of the Tassajara Agreement,which is essential to the 30-. acre expansion of the ULL under CCC Code section 82-1.018(a)(3). The remainder of the approvals,including (1)the approval of the Development Agreement which is specific regarding the development of a 125-unit high density residential development,(2). approval of amendments to zoning and the General Plan related to the Project,including in particular the re-zoning of the expanded ULL with the Residential Development Area as "single family high density" and the P-1 rezoning of the Project site;and (3)the Vesting Tentative Map.These approvals are implicitly and explicitly based on the analysis of the Project under a fundamentally inadequate FEIR that violates CEQA.The Development Agreement,rezoning,and Vesting Tentative Map are ail integrally related to a 125-unit single-family high density residential development that can only proceed If there are adequate water supplies a'nd as to which the FEIR failed to provide a reasoned analysis and information on which the County decisionmakers and the public could assess the availability of Water. Allowing the other approvals directly tied to a 125-unit high density development improperly prejudices the County's ability to freshly analyze the water supply Issues with an informationaily sufﬁcient EiR. VI.Peremptory Writ of Mandate to issue Sierra Club Parties'Petition for Writ of Mandate is granted in part as to the ﬁrst cause of action of the Petition.As to that cause of action,the Court finds that Respondents violated CEQA because the FElR fails as an informational document based on its inadequate information and lack of reasoned analysis regarding water supply issues.the EBMUD Annexation Policies,and mitigation measure MM USS-1 explained above.0n that ground,a peremptory writ of mandate shall issue:(a)compelling Respondents to void the certiﬁcation of the FElR (Pub.Res.Code §21168.9(a)(1)):(b)compelling Respondents to set aside and vacate ail other Project-related approvals challenged in the Petition with the exception of (a)the expansion of the 30-acre expansion of the ULL under CCC Code section 82- 1.018(a)l3),to the extent that approval of the expansion ofthe ULL merely extends the ULL by 30 acres not limited by orto the Project's residential development of 125 homes under the Development Agreement,and (b)the approval of the Tassajara Agreement related to the 30-acre expansion of th'e ULL under CCC Code section 82-1.018(a)(3). Sierra Club Parties'petition for writ of mandate as to the second ca use of action is denied. Counsel for Petitioners is directed to prepare a peremptory writ of mandate consistent with this order. lT lS SO ORDERED. I? Dated:June 27,2023 Hon.Danielle K.Douglas JUDGE OF THE SUPERIOR COURT 3 Petitioner Sierra Club, et al.’s Notice of Entry of Judgment 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 PROOF OF SERVICE I hereby declare that I am employed in the City of Berkeley, County of Alameda, California. I am over the age of eighteen years and not a party to this action. My business address is 2748 Adeline Street, Suite A, Berkeley, California 94703. • Notice of Entry of Judgment On August 22, 2023, I served the foregoing document(s) on the parties in this action, located on the attached service list as designated below: ( ) By First Class Mail: Deposited the above documents in a sealed envelope with the United States Postal Service, with the postage fully paid. ( ) By Personal Service: I personally delivered each in a sealed envelope to the office of the address on the date last written below. ( ) By Overnight Mail: I caused each to be placed in a sealed envelope and placed the same in a box or other facility regularly maintained by the express service carrier, or delivered to an authorized courier or driver authorized by the express service carrier to receive documents, in an envelope or package designated by the express service carrier with delivery fees paid or provided for. (X ) By Electronic Transmission: Based on an agreement of the parties to accept service by electronic transmission, I caused the documents to be sent to the person(s) at the e-mail addresses listed below. I did not receive, within a reasonable time after the transmission, any electronic message or other indication that the transmission was unsuccessful. I declare under penalty of perjury that the foregoing is true and correct and that this declaration was executed at Berkeley, California on August 22, 2023. ______________________________ Jessica L. Blome 4 Petitioner Sierra Club, et al.’s Notice of Entry of Judgment 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 SERVICE LIST Thomas Geiger Kurtis Keller Contra Costa County Counsel’s Office 1025 Escobar St Fl 3 Martinez, CA 94553-1223 Phone: 925-655-2200 Fax: 925-655-2263 Email: Thomas.Geiger@cc.cccounty.us Stephen.Siptroth@cc.cccounty.us Kurtis.Keller@cc.cccounty.us Respondent CONTRA COSTA COUNTY and CONTRA COSTA COUNTY BOARD OF SUPERVISORS ARTHUR F. COON MATTHEW HENDERSON Miller Starr Regalia 1331 N California Blvd, 5th FL Walnut Creek, CA 94596 Phone: 925-935-9400 Fax: 925-933-4126 Email: arthur.coon@msrlegal.com matthew.henderson@msrlegal.com Real Parties in Interest FT LAND, LLC; MEACH, LLC; BI LAND, LLC; TH LAND, LLC Derek McDonald, SBN 238477 Fred S. Etheridge, SBN 125095 Tim Kline, SBN 319227 375 Eleventh Street (MS 904) P.O. Box 24055 Oakland, CA 94623 Telephone: (510) 287-0174 Facsimile: (510) 287-0162 Email: derek.mcdonald@ebmud.com fred.etheridge@ebmud.com tim.kline@ebmud.com Attorneys for Petitioner EAST BAY MUNICIPAL UTILITY DISTRICT (Case No. N21-1274) REMY MOOSE MANLEY, LLP SABRINA V. TELLER, SBN 215759 CASEY A. SHORROCK, SBN 328414 VERONIKA S. MORRISON, SBN 333288 555 Capitol Mall, Suite 800 Sacramento, CA 95814 Telephone: (916) 443-2745 Facsimile: (916) 443-9017 Attorneys for Petitioner TOWN OF DANVILLE 5 Petitioner Sierra Club, et al.’s Notice of Entry of Judgment 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 Email: steller@rmmenvirolaw.com cshorrock@rmmenvirolaw.com TOWN OF DANVILLE ROBERT B. EWING, SBN 121444 510 La Gonda Way Danville, CA 94526 Telephone: (925) 314-3383 Facsimile: (925) 838-0548 Email: rewing@danville.ca.gov Board of Directors Jim Felton President Giselle Jurkanin Secretary Doug Matthew Treasurer Keith Alley Steve Balling John Gallagher Liz Harvey Roberts Claudia Hein Scott Hein Maga Kisriev Shirley Langlois Bob Marx Amara Morrison Phil O’Loane Robert Phelps Malcolm Sproul Jeff Stone Achilleus Tiu Directors Staff Directors Edward Sortwell Clement Jr. Executive Director Seth Adams Land Conservation Director Sean Burke Land Programs Director Monica E. Oei Finance & Administration Director Karen Ferriere Development Director Founders Arthur Bonwell Mary L. Bowerman Proud Member of Land Trust Alliance California Council of Land Trusts Together Bay Area June 2nd, 2025 Will Nelson, Principal Planner Contra Costa County Department of Conservation and Development 30 Muir Rd. Martinez, CA, 94553 Save Mount Diablo Letter of Support to Renew the County Urban Limit Line Dear Mr. Nelson, Save Mount Diablo (SMD) is a nationally accredited land trust founded in 1971 with a mission to preserve Mount Diablo’s peaks, surrounding foothills, watersheds, and its sustaining 200- mile Diablo Range. We accomplish this through land conservation and management strategies designed to protect the mountain’s natural beauty, biological diversity, and historic and agricultural heritage; enhance our area’s quality of life; and provide educational and recreational opportunities consistent with protection of natural resources. We acquire land, or interests in land, for conservation purposes and often for addition to parks on and around Mount Diablo. We are involved in land use planning, policy and advocacy which might affect protected lands. We build trails, restore habitat, and are conduct environmental education. In 1971, there was just one park on Mount Diablo totaling 6,778 acres; today there are almost 50 parks and preserves around Mount Diablo totaling 120,000 acres north of Altamont Pass. In 2025 we reached a milestone of protection of over 1 million acres in the 3.5- million-acre Diablo Range. We include more than 11,000 donors and supporters. Save Mount Diablo has been one of the strongest supporters of the creation and defense of Urban Limit Lines (ULL) in Contra Costa. We are writing to support the renewal of the Contra Costa County (County) ULL, and, more specifically, the adjustments reflected in Figure 1 (that constitute the current potential draft ULL). The county has made thoughtful changes to the current ULL based on current planning and changed circumstances. Contracting the ULL to exclude areas already restricted from development, lying within buffers, and subject to development constraints like steep slopes and very high fire hazard severity zones (as indicated by CAL FIRE’s most recent maps, see Figure 2), makes sense. Expanding the ULL to align with city limits and existing development also makes sense and does not compromise the protection of open space in any practical way. We are cautiously optimistic we can support the current proposed ULL location as drawn up by staff (see Fig. 1) if that location does not change between now and the ULL renewal going to the ballot (excepting a change in the San Ramon area that staff have described as aligning with city limits). The current proposed ULL should not be modified between now and adoption by the Board to accommodate potential future development. Ever since conversations to renew the ULL began, we have engaged with County staff, leadership, and other stakeholders, including environmental, agriculture and open space advocates in the region. Two locations of special interest have repeatedly come up during these conversations: the land around Byron Airport and the Tassajara Valley. Save Mount Diablo Satisfied With Byron Airport Proposal, Given Proposed Restrictions The current County staff proposal to allow the Board of Supervisors to approve development in this specific area with findings (i.e., restricted to exclude the possibility of residential development) and a 4/5ths vote of the Board, is satisfactory. The 500-acres of low-quality agricultural land that might be affected in the future are not of significant habitat or scenic value. The synergies of this proposal with the potential future SR-239 project make sense. SMD advocacy related to SR-239 has always focused on avoiding impacts to the sensitive open space habitat around Byron Airport. Our long-standing advocacy policy is fine with an SR-239 focused on improvements and modification of existing roadways. Current proposed SR-239 alignments avoid sensitive habitats and would improve the existing Byron Highway. We are satisfied with this. As long as the possibility of residential development is excluded, and care is taken that development in this area is consistent with the County General Plan and Climate Action Plan, the County staff proposal for the area east of Byron Airport is reasonable. We are obviously supportive of adjusting the ULL to exclude sensitive open space lands to the north, west and south of the airport. Save Mount Diablo Supports Staff’s Interpretation of the ULL in the Tassajara Valley Save Mount Diablo remains unequivocally supportive of the conservation benefits of the 30-acre, 125-unit Tassajara Parks project, including the 17,600+ acre Tassajara Agricultural Preserve, and the protection via dedication of 727 acres of open space that would be achieved once the project is approved. The County Board of Supervisors fulfilled all requirements, including the creation of the Tassajara Valley Agricultural Preserve, to adjust the ULL by 30-acres to accommodate the development footprint of the project. While the Board also separately approved the Tassajara Parks project itself in the summer of 2021, a lawsuit was filed against the project approval, and a subsequent ruling in 2023 vacated that approval pending further analysis of water supply issues. In so much as these actions are relevant to the current County ULL renewal, we agree with County staff that the 30-acre adjustment made several years ago stands and the current County ULL includes what was the planned Tassajara Parks development footprint within it. We are pleased that the Tassajara Valley now and in the future has a double layer of protection: the ULL (assuming it is renewed) and the Agricultural Preserve. Save Mount Diablo’s History of Defending Tassajara Valley Save Mount Diablo has defended the Tassajara Valley and surrounding hills for over two decades. The public’s first major victory here was stopping the massive “Tassajara Valley Owners Property Association” project in the late 1990s. Under the leadership of former County Supervisors Donna Gerber and Joe Canciamilla, Save Mount Diablo, the Sierra Club, Greenbelt Alliance, and hundreds of residents helped stop thousands of units proposed in the 4,900-acre project. Then in 2000, we worked together to tighten the County ULL to place the Tassajara Valley and other places outside the line. In 2004, when Contra Costa County’s transportation sales tax, Measure C, came up for renewal as Measure J, activists including Save Mount Diablo successfully included a provision that the county and all cities adopt voter-approved ULLs. In 2006, county voters and every city including San Ramon once again approved a ULL, with the Tassajara Valley outside the line. In 2007, the “New Farm” project proposed to build 186 houses and a cemetery over 771 acres of the Tassajara Valley. Developers proposed to do this by changing the definition of what “urban” development is. If people accepted that development beyond the ULL wasn’t “urban,” then it wouldn’t matter if it was on one side of the line or the other. That was a ridiculous proposed end run around the Urban Limit Line and was rightly rejected. Thanks to the work of Save Mount Diablo, concerned officials, and valley and nearby city residents, no one was fooled. So much resistance was generated that the developer would later table “New Farm.” In 2010, we achieved a great victory in San Ramon against Measure W, which would have greatly expanded San Ramon’s ULL to include the Tassajara Valley and allow housing subdivisions over the whole area. With the help of San Ramon residents, we crushed it, with 72 percent of voters saying “no” to developing 1,600 acres of the Tassajara Valley. Besides massive housing projects, there was also a cemetery proposed on 220 acres of the valley. The local community was so concerned that when Save Mount Diablo led a hike in the summer of 2014 against this project, about 500 people, including local ranchers, showed up to signal their opposition! The cemetery project has gone quiet for several years, and efforts are ongoing to protect the land it would have been built on through fee-title conservation purchase or easement. In 2013, “New Farm” was tabled and the developer began meeting with Save Mount Diablo, cities, and other stakeholders to see if a compromise could be reached: he would get a return on his investment, and we could greatly benefit the public by dramatically reducing project impacts and threats to the ULL. If and when the Tassajara Parks project is proposed again and approved, it would greatly contribute to the conservation of this region for wildlife, the public, and future generations. We Look Forward to Helping Get the ULL Renewed The County ULL has been an important tool in protecting the agriculture and open space of Contra Costa and incentivizing development in appropriate areas since it was created. Given the intensifying impacts of climate change and the disastrous results of sprawl, land use policies that encourage compact and efficient infill development, such as the ULL, are more essential than ever. If Contra Costa is to protect its natural resources, improve development and increase resilience in the face of a more extreme climate, it is vital that the ULL is renewed. We look forward to working to ensure the renewal of the County ULL next year. Thank you for the opportunity to provide comments. Regards, Juan Pablo Galván Martínez Senior Land Use Manager Cc: Supervisor John Gioia Supervisor Candace Andersen Supervisor Diane Burgis Supervisor Ken Carlson Supervisor Shanelle Scales-Preston AR SR E R H CCC SM TH NR KNS RO SP BI BV AV MV RV CH AL KNT NG DB VH PA BP CL DI CT BY PC NC MM ES SS PM ES CR BL RW }ÿ160 }ÿ4 }ÿ242 }ÿ4 }ÿ4}ÿ24 }ÿ4 §¨¦80 567J4 §¨¦680 §¨¦580 §¨¦680 }ÿ4 }ÿ4 §¨¦680 §¨¦80 }ÿ4 Carquinez Strait San Joaquin River OldRiver San Pablo Reservoir Briones Reser voir Clifton Court Forebay Big Break Franks Tract San Pablo Bay SanLeandroReservoir San Francisco Bay Suisun Bay Los Vaqueros Reser voir Old River C E R R I T O PA B L O M A R T I N E Z P L E A S A N T H I L L C L AY T O N P I T T S B U R G A N T I O C H O A K L E Y B R E N T W O O D S A N E L R I C H M O N D C O N C O R D L A F AY E T T EORINDA M O R A G A D A N V I L L E S A N R A M O N WA L N U T C R E E K H E R C U L E S P I N O L E Browns Island Winter Island Jersey Island Bradford Island Webb Tract Quimby Island Holland Tract Veale Tract Palm TractBixler Tract Orwood Tract Agricultural Core Byron Tract Coney Island Byron Airport Marsh Creek Bollinger Canyon Briones Franklin Canyon Canyon Morgan Territory Mount Diablo Tassajara Valley 0 5 102.5 Miles ° - North Richmond - Pacheco - Parkmead - Port Costa - Reliez Valley - Rodeo - Rollingwood - San Miguel - Sandmound Slough - Saranap - Shell Ridge - Tara Hills - Vine Hill NR PA PM PC RV RO RW SM SS SP SR TH VH - Diablo - Discovery Bay - East Richmond Heights - El Sobrante - Kensington - Knightsen - Montalvin Manor - Mountain View - Norris Canyon - North Gate DI DB ERH ES KNS KNT MM MV NC NG - Bethel Island - Blackhawk - Byron - Camino Tassajara - Castle Hill - Clyde - Contra Costa Centre - Crockett BI BL BY CT CH CL CCC CR - Acalanes Ridge - Alamo - Alhambra Valley - Bayview - Bay Point AR AL AV BV BP City Limits 2-25-25 Draft County Urban Limit Line Figure 7: Summary of potential adjustments to the County ULL: 2-25-25 D raft County Urban Limit Line February 25th, 2025 Unincorporated County Inside County ULL Outside County ULL Incorporated Cities Inside County ULL Outside County ULL 2-25-25 Draft CountyUrban Limit Line acreage does not include Byron Airport consideration TotalContraction10,787 ac Total Expansion1,634 ac Contract the Line for land with development constraintsBuffer (Facility,Subdivision)1,488 ac Constraints(Steep, FHSZ, etc)4,393 ac Expand the Line for existing development and improved clarity, consider airport ExistingDevelopment131 ac Byron Airport consideration(preliminary approximation 500 ac) Simplify the Line along the sho relineSimplify ShorelineExpand the line421 ac Align with City LimitsContract the line888 ac Align with City LimitsExpand the line923 ac Align the Line with city limits ImprovedClarity159 ac Restricted Devel.(Public, Easement)3,233 ac Simplify ShorelineContract the line785 ac City and County boundaries as of 10/22/24 (CA Board of Equalization) CAL FIRE State Responsibility Areas (SRA25_1) CAL FIRE Fire Hazard Severity Zones (FHSZSRA23_3, FHSZLRA_25_1) Data Sources: Daniel Berlant, State Fire Marshal, CA Department of Forestry and Fire Protection Joe Tyler, Director/Fire Chief, CA Department of Forestry and Fire Protection Wade Crowfoot, Secretary for Natural Resources, CA Natural Resources Agency Gavin Newsom, Governor, State of CaliforniaThe State of California and the Department of Forestry and Fire Protection make no representations or warranties regarding the accuracy of data or maps. Neither the State nor the Department shall be liable under any circumstances for any direct, special, incidental, or consequential damages with respect to any claim by any user or third party on account of, or arising from, the use of data or maps. and other relevant factors including areas where winds have been identified by the Office of the State Fire Marshal as a major cause of wildfire spread. statewide criteria and based on the severity of fire hazard that is expected to prevail in those areas. Moderate, high, and very high fire hazard severity zones shall be based on fuel loading, slope, fire weather, Government Code section 51178 requires the State Fire Marshal to identify areas in the state as moderate, high, and very high fire hazard severity zones based on consistent Waterbody Federal Responsibility Area (FRA)Unzoned LRA Incorporated City Projection: NAD 83 California Teale Albers Scale: 1:333,000 at 11" x 17" 0 10 20Km 0 10Mi Very High High Moderate Fire Hazard Severity Zones in State Responsibility Area (SRA), Effective April 1, 2024 Very High High Moderate Fire Hazard Severity Zones (FHSZ) in Local Responsibility Area (LRA), as Identified by the State Fire Marshal Contra Costa County False R. Old R . Los Vaqueros Res. Cliffton Court Forebay San Pablo Res.Briones Res. 680 80 ANTIOCH BRENTWOOD CLAYTON CONCORD DANVILLE EL C E R R I T O HERCULES LAFAYETTE MARTINEZ MORAGA OAKLEY ORINDA PINOLE PITTSBURG PLEASANT HILLRICHMOND SAN RAMON WALNUT CREEK A L A M E D A C O . M A R I N C O . N A P A C O . S A C R A M E N T O C O . S A N J O A Q U I N C O . S A N M AT E O C O . S O L A N O C O . S O N O M A C O . 4 4 February 24, 2025 As Identified by the State Fire MarshalLocal Responsibility Area Fire Hazard Severity Zones CONTRA COSTA COUNTY – UNINCORPORATED LRA Update on 2026 Urban Limit Line Ballot Measure Board of Supervisors June 24, 2025 1 Urban Limit Line Definition The Urban Limit Line (ULL) establishes a boundary beyond which no new urban land uses may be designated. Urban Land Use Designations Non-Urban Land Use Designations Residential Very-Low Density Residential Low Density Residential Low-Medium Density Residential Medium Density Residential Medium-High Density Residential High Density Residential Very-High Density Residential Maximum Density Commercial and Office Light Industry Heavy Industry Mixed-Use Low Density Mixed-Use Medium Density Mixed-Use High Density Mixed-Use Community-Specific Density Public and Semi-Public Agricultural Core Agricultural Lands Parks and Recreation Commercial Recreation Resource Conservation Water 2 Existing Urban Limit Line 3 General Plan Land Use Map 4 Purpose of the Urban Limit Line »Protects open space and agricultural land. »Prevents sprawl and inefficient use of land that creates traffic, GHG emissions, and pollution. »Focuses development where infrastructure and services already exist or are planned. »Integral to maintaining the 65/35 Land Preservation Standard, which limits urban land use designations to no more than 35% of the county. 5 Brief History and Context for the ULL »Initially approved by voters with Measure C in 1990. »Voters passed Measure L in 2006 with 64% support, extending the ULL until Dec. 31, 2026. »The ULL is part of the adopted 2045 General Plan. »Required to receive local street maintenance, aka “return to source,” funds from CCTA (approximately $2 million annually for the County) »Adjustments to the ULL are rare; it has been moved only six times since its inception in 1990, only once due to private development application. 6 February 25, 2025, Board Meeting »Board initiated discussion on renewing the ULL and received information on: •Contents of a proposed ballot measure. •Effects of a County ULL ballot measure on cities. •The relationship between a ULL ballot measure and the County’s 2045 General Plan and Ordinance Code. •The term/duration of the ballot measure. •Periodic ULL reviews. •Potential adjustments to the ULL map. •The proposed schedule. »Board directed staff to seek feedback from the public, cities, Municipal Advisory Councils, and County Planning Commission by the end of May and report back. •A 7 Urban Limit Line Outreach County staff held or participated in 26 meetings to discuss potential changes to the ULL. County Bodies Date Board of Supervisors February 25, 2025 County Planning Commission May 14, 2025 Pacheco MAC March 12, 2025 Byron MAC March 25, 2025 Alamo MAC April 1, 2025 Bethel Island MAC April 8, 2025 El Sobrante MAC April 9, 2025 Knightsen MAC April 15, 2025 East Richmond Heights MAC April 16, 2025 8 Urban Limit Line Outreach (continued) Agencies Date City of Pittsburg Staff March 5, 2025City of Richmond Staff March 5, 2025City of Oakley Staff March 5, 2025City of Brentwood Staff March 10, 2025City of San Ramon Open Space Advisory Committee March 17, 2025City of Martinez Staff March 18, 2025City of San Ramon Staff March 20, 2025Delta Stewardship Council Staff April 7, 2025Contra Costa Planning Directors April 11, 2025Contra Costa Transportation Authority Staff April 16, 2025Public Managers Association May 8, 2025City of Brentwood Staff May 15, 2025City of Antioch Staff May 15, 2025City of Brentwood City Council May 27, 2025City of Pinole Staff June 16, 2025City of Pleasant Hill Staff June 16, 2025City of Walnut Creek Staff June 16, 2025 9 Urban Limit Line Outreach (continued) County staff received 21 comment letters and emails on the proposed changes to ULL. Name of Commenter Date Allison, Charlotte (Moita and Moita, LLP)June 4, 2025 Blake, Juliet March 18, 2025 Bristow, Patricia May 30, 2025 Cort, Robert (Moita and Moita, LLP)June 4, 2025 Environmental Coalition June 2, 2025 Gonzelez, John March 17, 2025 Grover, Cheryll March 18, 2025 Hempfling, Karl March 5, 2025 Jensen, Carol March 13, 2025 Joffe, Marc May 29, 2024 Jordan, John March 7, 2025 Logue, Gretchen May 23, 2025 Mathias, Erin March 14, 2025 10 Urban Limit Line Outreach (continued) Name of Commenter Date Moita Family (Moita and Moita)May 2, 2025 Moita Family (Dana Kennedy, Miller Starr Regalia)May 23, 2025 Nijjar, Jasbir May 29, 2025 Nisen, Mike June 4, 2025 Save Mount Diablo June 4, 2025 City of Oakley April 22, 2025 City of Brentwood June 2, 2025 Contra Costa Water District May 20, 2025 11 Staff Recommendation Recommended Components of 2026 ULL Ballot Measure a. Extend the term of the 65/35 Land Preservation Plan Ordinance and the County’s Urban Limit Line through December 31, 2051. b. Retain the 65/35 Standard for land preservation in Contra Costa County, whereby at least 65 percent of the overall county land area will be retained for non-urban uses through the year 2051. c. Modify the periodic ULL review requirements of the 65/35 Land Preservation Plan Ordinance to align ULL reviews with Housing Element update cycles, resulting in a review of the ULL boundary every eight years. d. Modify the criteria and factors enumerated in the 65/35 Land Preservation Plan Ordinance for determining whether land should be considered for location outside the ULL. e. Retain in the General Plan and County Ordinance Code the existing procedure for any expansion of the County’s ULL of 30 or fewer acres based on a 4/5 vote of the Board of Supervisors after holding a public hearing and making at least one of seven findings, as prescribed in the General Plan and County Ordinance Code, based on substantial evidence in the record. 12 Staff Recommendation Recommended Components of 2026 Ballot Measure (continued) f. Retain in the General Plan and County Ordinance Code the requirement that a 4/5 vote of the Board of Supervisors is necessary to place a measure on the election ballot to expand the ULL boundary by more than 30 acres through the year 2051. g. Retain the requirement for voter approval to expand the ULL by more than 30 acres, except as specifically authorized in the 65/35 Land Preservation Plan Ordinance, and approved by the voters in the ballot measure, namely, the Board of Supervisors may, without subsequent voter approval, expand the ULL by more than 30 acres within the Byron Airport Expansion Area based on a 4/5 vote of the Board of Supervisors after holding a public hearing and making findings prescribed in General Plan and County Ordinance Code. h. Modify the enumerated findings prescribed in the General Plan and County Ordinance Code required for a change to the County’s ULL to reflect the modified periodic ULL reviews, additional findings related to Byron Airport, and additional finding related to ULL contractions, and to make other non-substantive changes. 13 Staff Recommendation Recommended Components of 2026 Ballot Measure (continued) i. Retain the protections for the county’s prime agricultural land, specifically the area designated in the General Plan as the Agricultural Core by maintaining the 40-acre minimum parcel size and limiting uses to agricultural production or uses incidental to agricultural production. j. Approve a new ULL Map for the General Plan, which reflects the following changes: •Moves 3,487 acres with development restrictions outside the ULL. •Moves 1,488 acres of buffer lands around subdivisions, cemeteries, and industrial facilities, outside the ULL. •Moves 4,368 acres with development constraints, such as very high fire hazards, steep slopes, and flood hazards, outside the ULL. •Moves 873 acres outside the ULL and 923 acres inside the ULL to align the ULL with city limits. •Moves 847 acres outside the ULL and 421 acres inside the ULL to simplify and improve understanding of the ULL along the county’s shoreline. •Moves 130 acres occupied by existing development inside the ULL. •Moves 129 acres inside the ULL to eliminate fragmentation in areas where annexations by various cities have resulted in pockets of land outside the ULL. 14 Proposed Schedule and Next Steps June 2025 Board provides direction to staff on preparation of the ULL ballot measure. July/August 2025 Publish CEQA document for a 45-day public review period. October/November 2025 Board to consider approving final ballot measure language, directing the County Clerk place the measure on the 2026 Primary Election ballot, and taking related actions including actions to comply with CEQA. June 2, 2026 Primary Election 15 Contact Will Nelson, Advance Planning Manager (925) 655-2898 will.nelson@dcd.cccounty.us advanceplanning@dcd.cccounty.us 16 Board of Supervisors June 24, 2025 17 2100 TWENTY FIRST STREET Ŷ SACRAMENTO, CALIFORNIA 95818 Ŷ T 916.456.9595 F 916.456.9599 www.aklandlaw.com Ŷ blog.aklandlaw.com June 23, 2025 VIA EMAIL Will Nelson Principal Planner, Advance Planning Department of Conservation and Development Contra Costa County 30 Muir Road Martinez, CA-94533 e-mail: advanceplanning@DCD.cccounty.US Re: Urban Limit Line Renewal APN 011-210-029 Board of Supervisors Meeting: June 24, 2025, at 9:00 am Dear Mr. Nelson: Abbott & Kindermann, Inc., represents Bixler Petroleum, LLC (“Bixler”) the owner of APN number 011-210-029 comprising 10 acres located at the corner of State Route Highway 4 (“SR4”) and Bixler Road near Discovery Bay (“Property”) in Contra Costa County (“County”). Attachment 1 is a view of the property in relation to SR4 and the Discovery Bay Community. We are submitting this correspondence to be included in the record at the June 24, 2025, hearing by the County Board of Supervisors considering staff’s proposal for the location of the Urban Limit Line (“ULL”). Staff's proposal for the ULL has been developed pursuant to the Board of Supervisors’ direction to County staff to prepare an adjusted ULL for consideration of County voters in 2026. Bixler respectfully requests that the County redraw the line as currently proposed to include the entire 10 acre Property within the ULL for the following reasons which will be further detailed below: 1) the Property is appropriate for urban uses; and 2) County General Plan 2045 (“GP”) policies and actions support the types of uses Bixler could offer on the Property. Will Nelson June 24, 2025 Page 2 of 4 The Property is Appropriate for Urban Uses The Property is located south of and essentially adjacent to SR4. The intervening narrow strip of land owned by the Contra Costa Water District is directly adjacent to SR4. See Attachment 1. The Property has not been in agricultural production since prior to Bixler’s acquisition over a decade ago. Directly across Bixler Road, also south of SR4, is a boat and recreational vehicle storage and repair facility. Directly across SR4 is urban development as part of the Discovery Bay community. Chapter 5 of the County GP, Transportation Element, defines SR4 as follows: Freeways are high-speed facilities that move inter-city or regional traffic. Freeways that provide regional access to, from, and within Contra Costa County include Interstate (I-) 80, I-680, I-580, State Route (SR) 4, SR 24, SR 242, and SR 160. SR 4 is the principal east-west transportation corridor serving the industrial areas of the 55-mile Northern Waterfront. The Property’s position along this significant east-west transportation corridor provides appropriate opportunities for highway serving amenities that could be offered to travelers, instead of those same vehicles leaving the highway to seek services in areas remote from the freeway. Those travelers would add vehicle miles travelled (“VMT”), traffic, air quality, climate change and public safety impacts to Discovery Bay and other County communities, all of whom are seeking to enhance pedestrian and bicycle access for the residents in accordance with the GP and the communities’ individual general plans. The brands that Bixler is affiliated with include Black Bear Diner, Sonic Drive-In and Popeye’s. Having an amenity such as this would provide quick stop opportunities for travelers going either direction on SR4. Level 3 zero occupancy electric vehicle (“ZEV”) charging is also available with these amenities. Additionally, adding the Property’s 10 acres would not interfere with attainment of the County’s 65/35 Land Preservation Standard (“Standard”). The proposed inclusion of the Property acreage is de minimis and would not alter the balance of overall total developable acres in the County, thereby upholding the 65/35 Standard. County GP Policies and Actions Support the Types of Uses Bixler Could Offer for the Property. Several elements of the GP provide support for the type of uses Bixler could offer on the Property. Examples of some, but not all of the policies and actions follow. Will Nelson June 24, 2025 Page 3 of 4 Transportation Element The Transportation Element of the GP provides several policies that seem to encourage keeping SR4 traffic near the freeway and away from the collector streets in urban areas. TR-P6.1 Partner with neighboring jurisdictions, CCTA, and the MTC to manage regional movement of goods through unincorporated areas, minimizing impacts on residents and other sensitive receptors. TR-P6.4 Use all available policy tools to ensure that trucks use designated truck routes. 7UDQVSRUWDWLRQ(OHPHQW3HUIRUPDQFHƔ5HGXFHGSHU-FDSLWD907Ɣ5HGXFHG single-RFFXSDQWYHKLFOHPRGHVKDUHƔ,QFUHDVHGELF\FOHDQGSHGHVWULDQWULSVƔ 5HGXFHGDYHUDJHFRPPXWHWLPHIRUFRXQW\UHVLGHQWVƔ,QFUHDVHG=(9FKDUJLQJ and fueling infrastructure. Ɣ5HGXFHGQXPEHURIURDGZD\FROOLVLRQVLQYROYLQJ fatalities and serious injuries. Land Use Element There are also policies and actions in the GP Land Use Element supporting a jobs housing balance, and acknowledgement that industrial traffic, which also uses SR4, needs to be minimized in neighborhoods and other commercial areas. LU-P3.1 Support regional efforts to achieve a jobs-housing balance within the county and within subregions of the county by maintaining an adequate supply of developable land designated for job-generating uses. For any General Plan amendment proposing to convert commercial, industrial, or office land uses to residential or non-urban land uses, evaluate the project’s effect on the local and countywide jobs-housing balance. LU-P8.1 Plan for a sufficient quantity, variety, and distribution of commercial uses to meet the basic daily needs of residents in communities throughout the county. LU-P8.2 Support development of neighborhood-serving commercial services in and adjacent to residential areas LU-P9.3 Designate industrial land adjacent to major transportation infrastructure (i.e., freeways, rail lines, ports) and in other locations where the impacts of industrial traffic on neighborhoods and commercial areas can be minimized. Will Nelson June 24, 2025 Page 4 of 4 Conclusion Based on the foregoing discussion, Bixler respectfully requests that the County consider including the Property within the ULL. Bixler appreciates the opportunity to present this request and looks forward to further discussing this with the County. Very Truly Yours, Diane G. Kindermann DKH/ks Attachment Cc: Client Clerk of the Board of Supervisors < clerkoftheboard@cob.cccounty.us > Supervisor John Gioia, District I < john_gioia@bos.cccounty.us > Supervisor Candace Andersen, District II < supervisorandersen@bos.cccounty.us > Supervisor Diane Burgis, District III < supervisor_burgis@bos.cccounty.us > Supervisor Ken Carlson, District IV < ken.carlson@bos.cccounty.us > Supervisor Shanelle Scales-Preston, District V < district5@bos.cccounty.us > "55"$).&/5 " 1 715 P Street, 15-300 Sacramento, CA 95814 916.445.5511 DELTACOUNCIL.CA.GOV CHAIR Julie Lee VICE CHAIR Gayle Miller MEMBERS Diane Burgis Frank C. Damrell, Jr. Ben Hueso Maria Mehranian Daniel Zingale EXECUTIVE OFFICER Jessica R. Pearson June 23, 2025 Will Nelson, Principal Planner Contra Costa County Department of Conservation and Development 30 Muir Road, Martinez, CA 94553 Delivered via email: Will.Nelson@dcd.cccounty.us; advanceplanning@dcd.cccounty.us RE: Proposed Contra Costa County Urban Limit Line Renewal Dear Will Nelson: Thank you for the opportunity to review and comment on the adjustments to the Contra Costa County (County) Urban Limit Line (ULL) proposed by the Board of Supervisors (Board). The Delta Stewardship Council (Council) recognizes the Board’s objective to renew the current ULL, which was last approved as Measure L by County voters on November 7, 2006, and will repeal December 31, 2026. The Council is an independent state agency established by the Sacramento-San Joaquin Delta Reform Act of 2009. (Wat. Code, § 85000 et seq.; Delta Reform Act) The Delta Reform Act charges the Council with furthering California’s coequal goals of providing a more reliable water supply and protecting, restoring, and enhancing the Sacramento-San Joaquin Delta (Delta) ecosystem. (Wat. Code, § 85054.) The Council furthers California’s coequal goals for the Delta through the adoption and implementation of the Delta Plan, a comprehensive long-term management plan for the Delta and Suisun Marsh. (Wat. Code, § 85300.) Proposed Contra Costa County Urban Limit Line Renewal Will Nelson June 23, 2025 2 The Council’s attention to the outcome of the ballot measure stems from Delta Plan policy DP P1 “Locate New Urban Development Wisely,” (Cal. Code Regs., tit. 23, § 5010.) which places certain limits on new urban development within the Delta. The policy states that new residential, commercial, or industrial development be limited to areas within the 2006 voter-approved ULL. This policy is intended to strengthen existing Delta communities while protecting farmland and open space, providing land for ecosystem restoration needs, and reducing flood risk. If County voters approve the proposed renewal of the ULL, the Council may consider updating the regulatory policy accordingly. The potential ULL adjustments before the Board constitute a total of 10,787 acres of ULL contraction and 1,634 acres of ULL expansion, for a net contraction of 9,153 acres, 4832.5 acres of which are located within the Delta.1 Based on information provided to Council staff by County staff, proposed adjustments to the ULL consist of both contractions and expansions within the Delta as follows: x Antioch: Contraction of 273.5 acres to align with city limits or land owned by the East Bay Regional Park District (EBRPD). Expansion of 90.4 acres to align with city limits. x Bethel Island: Contraction of 2,721.0 acres due to development constraints. x Discovery Bay: Contraction of 858.4 acres within agricultural easements and subdivision buffers. Expansion of 5.4 acres to include an existing roadway within the ULL. x Oakley: Contraction of 77.5 acres to align with the city sphere of influence or city limits. Expansion of 26.7 acres to include already existing development and align with city limits. x Pittsburg: Contraction of 15 acres to align with city limits. Expansion of 29 acres to align with city limits and to include existing development. x Browns Island: Contraction of 685.6 acres of the island on land owned by EBRPD. x Byron Airport: Contraction of 201.5 acres within the Legal Delta on the western and northern edge of the airport on lands either owned by EBRPD or within conservation easements. Potential expansion of 500.0 acres involving land to the east located between the airport and Byron Highway, contemplated as a precursor to future aviation-related development. 1 These numbers do not include the approximately 500-acre Byron Airport Study Area. Proposed Contra Costa County Urban Limit Line Renewal Will Nelson June 23, 2025 3 x Cleanups: Numerous other small acreages of contraction or expansion to align with various city limits, account for existing development, and simplify the mapping of the shoreline. While Council staff has a continued interest in better understanding how future development may proceed near Byron Airport, the net contraction of developable areas within the ULL in the Delta is a positive outcome that supports Delta Plan strategies to locate new development wisely, reduce flood risks, protect lands for restoration, and safeguard against land loss. We invite County staff to continue engaging with Council staff as this process continues. Please contact Jeff Henderson at (916) 842-9333 or Jeff.Henderson@deltacouncil.ca.gov with any questions. Sincerely, Jeff Henderson Deputy Executive Officer FTLL-57825\3136783.1 1331 N. California Blvd. Suite 600 Walnut Creek, CA 94596 T 925 935 9400 F 925 933 4126 www.msrlegal.com Matthew C. Henderson Direct Dial: 925 941 3271 matthew.henderson@msrlegal.com Offices: Walnut Creek / San Francisco / Newport Beach / Reno June 23, 2025 VIA E-MAIL John Kopchik Director Department of Conservation & Development Contra Costa County 1025 Escobar Street Martinez, CA 94553 E-Mail: john.kopchik@dcd.cccounty.us Re: Contra Costa County ULL Extension for Tassajara Parks Project Dear Mr. Kopchik: As you know, this office represents FT Land, LLC, Meach, LLC, BI Land, LLC, and TH Land, LLC, applicants for the Tassajara Parks residential development and open space project (“Project”) in unincorporated Contra Costa County. This letter is sent to clarify the effect of the judgments involving the County in Contra Costa County Superior Court case nos. N21-1274, N21-1509, and N21-1525 and, more particularly, address inaccuracies in a letter dated May 12, 2025 from Jessica Blome, counsel of record for Petitioners Sierra Club, Greenbelt Alliance, Jim Blickenstaff, and Donna Gerber in case no. N21-1509. Ms. Blome’s letter was attached as Exhibit A to an undated letter from Greenbelt Alliance and others to the County regarding the County Urban Limit Line (“ULL”) and the extension of the same with respect to the Project. Ms. Blome’s letter asserts that the 30-acre expansion of the ULL associated with the Project1 is ineffective and that the ULL has not been so extended. This is erroneous. Ms. Blome bases her position on the following language from the judgment in case no. N21-1509 (which is identical to the language of the judgments 1 For the sake of clarity, as addressed below, the ULL expansion was not dependent upon the Project; it could be (and was) accomplished irrespective of whether or not the Project actually moves forward. In other words, the Project depends upon the ULL expansion, but the ULL expansion does not depend on the Project. John Kopchik June 23, 2025 Page 2 FTLL-57825\3136783.1 in the other two cases) issued by Judge Danielle K. Douglas, which directed the County to: Set aside and vacate all other Project-related approvals challenged in the Petition with the exception of (a) the expansion of the 30-acre expansion of the ULL under CCC Code section 82-1.018(a)(3), to the extent that approval of the expansion of the ULL merely extends the ULL by 30 acres not limited by or to the Project’s residential development of 125 homes under the Development Agreement, and (b) the approval of the Tassajara Agreement related to the 30-acre expansion of the ULL under CCC Code section 82-1.018(a)(3). Ms. Blome derives from this language the following conclusion: In other words, the court’s final judgment conditioned court approval of Project-related documents related to the expansion of the ULL “to the extent that approval of the expansion of the ULL merely extends the ULL by 30 acres not limited by or to the Project’s residential development of 125 homes under the Development Agreement.” (Id.) This conditional language is crucial because the Tassajara Agreement, which serves as the predicate preservation agreement for the purposes of ULL expansion, is itself conditioned on approval of the Tassajara Parks Project. County staff know that the Tassajara Agreement has not resulted in the dedication of any land to the East Bay Regional Parks District because the County has not legally approved the Tassajara Parks Project. (Blome letter, p. 2.) This is a mischaracterization of both the judgment and the “Tassajara Agreement,” which is formally titled “Agreement Regarding Preservation and Agricultural Enhancement in the Tassajara Valley,” also sometimes referred to as an “agricultural preservation agreement” pursuant to County Code section 82- 1.018(a)(3), or, more colloquially, the “APA.” A copy of the APA is attached hereto for your ease of reference. With respect to the judgment, the phrase “to the extent” is not conditional, but is instead a factual descriptor explaining why the ULL expansion was not set aside by the court as was done with other Project entitlement approvals: because it “merely” (meaning “only” or “simply”) expanded the ULL by 30 acres without doing more. In other words, the ULL expansion as referenced in the judgment is just that, expansion of a line demarcating land that is eligible to be considered for urban development proposals, but it does not approve, and is in no way tied to, limited by, or conditioned on any particular proposed future development of that area, whether it be for the Project or otherwise. Thus, the language Ms. Blome cites does not hold that the ULL expansion was conditional, it simply explains the reason why the John Kopchik June 23, 2025 Page 3 FTLL-57825\3136783.1 expansion was allowed to stand while the Project-specific entitlements were not. The absence of any conditional language in the judgment is telling – had the court intended to rule that the expansion of the ULL was conditional, it would have said so. This conclusion is driven home by the court’s order rejecting the Town of Danville’s request for attorneys’ fees in case no. N21-1525. Judge Douglas, the same judge who issued the judgment Ms. Blome quotes, stated in that order, “The Court affirmed the expansion of the County’s ULL and only remanded the matter for proper disclosure of the availability of water supply.” (Emphasis added.) A copy of this order is attached. Judge Douglas’s construal of her own judgment and writ is obviously more relevant than Ms. Blome’s contrary position. This also relates to the validity of the APA, which the court also affirmed in the judgment. The validity of the APA was a necessary precondition to the expansion of the ULL under County Code section 82-1.018(a)(3). Because Judge Douglas upheld the validity of the expansion, she necessarily upheld the validity of the APA as the judgment expressly holds. This inescapable conclusion is confirmed by the procedural history of the APA. It was formally approved and executed by the County, the City of San Ramon, and the East Bay Regional Park District (“EBRPD”), all pursuant to duly noticed and authorized formal proceedings of their respective governing bodies. On November 24, 2020 the San Ramon City Council unanimously approved entering into the APA via Resolution No. 2020-114. On December 1, 2020 the EBRPD Board unanimously approved Resolution No. 20-12-285 authorizing EBRPD to enter into the APA. And on July 13, 2021, the County Board of Supervisors passed Resolution No. 2021/216 finding that the APA satisfied County Code section 82- 1.018(a)(3), thereby rendering it fully valid and enforceable. Accordingly, whatever requirements were needed to render the APA a fully enforceable agreement were in place as of July 13, 2021, the day it was approved by the County, the last of the parties to it. (That date is also the APA’s effective date as set forth in the agreement.) No further “conditions” needed to be satisfied to make it a binding contract. Parsing Ms. Blome’s argument more closely, she contends not only that the APA is conditional, but that it is “conditioned on approval of the Tassajara Parks Project,” and because the Project has not yet been finally approved, the APA is not effective. Again, she cites no language from the APA to support this position, because the APA does not support it. While certain provisions in the APA are conditional, the effectiveness of the agreement itself, and most of its provisions, are not.2 Ms. 2 To the extent Ms. Blome’s argument is that the APA was “conditioned” on it being approved and entered into by San Ramon, EBRPD, and the County, every John Kopchik June 23, 2025 Page 4 FTLL-57825\3136783.1 Blome’s argument cannot trump the plain language of the APA. Her analysis is also backwards – as noted above, the Project depends on the ULL expansion; the ULL expansion does not depend on the Project. Another fundamental problem for Ms. Blome’s current position is that it is barred by the doctrine of res judicata. Her clients, the petitioners in case no. N21-1509 (including Sierra Club and Greenbelt Alliance), strenuously argued that the APA was invalid and could not support extending the ULL, but lost on that point as the judgment conclusively shows. The petitioners did not appeal that judgment, rendering it final and beyond collateral attack, which is what Ms. Blome’s letter actually represents – a baseless collateral attack on a final judgment. Her clients never alleged or claimed in the litigation that the APA was conditional;3 the argument is being made for the first time now. One must ask why Ms. Blome did not make the argument that the APA is conditional in the trial court, but the answer to that question is ultimately irrelevant. Even though the argument was not made, it could have been, and therefore is still subject to – and barred by – res judicata. (Citizens for Open Government v. City of Lodi (2012) 205 Cal.App.4th 296, 324 [“Res judicata bars the litigation not only of issues that were actually litigated but also issues that could have been litigated.”].) Ms. Blome’s current position is also belied by the subsequent history of the APA. While the Board of Supervisors rescinded other Project entitlements as called for in the judgment and resulting writ on December 5, 2023, as stated in its initial return to the writ of mandate, it did not rescind Resolution No. 2021/216 given the court’s ruling that the APA remained valid and enforceable. No party challenged the Board’s actions in rescinding the approvals, nor the County’s return to the writ. The APA therefore remails a valid, binding, and enforceable agreement, as the trial court found, contrary to the arguments of Ms. Blome’s clients. Because it is not conditional, it therefore was and is sufficient to warrant the 30 acre expansion of the ULL as the trial court expressly confirmed. The expansion of the ULL was accomplished in July of 2021 and upheld by Judge Douglas in all three actions attacking the Project. Thus, the County’s latest update to the ULL properly shows the 30-acre extension. contract is “conditioned” on being actually entered into, so the agreement of the parties is a prerequisite and not a “condition.” Moreover, it is indisputable that all three parties to the APA did formally agree and issue approvals to enter into it, so even if their agreement and approval were considered to be a “condition,” such was satisfied by July of 2021. 3 Neither did the petitioners in the other two companion cases. John Kopchik June 23, 2025 Page 5 FTLL-57825\3136783.1 Thank you for your attention to this matter. Please don’t hesitate to contact me should you have any questions regarding the foregoing. Very truly yours, MILLER STARR REGALIA Matthew C. Henderson MCH:klw Encls. AGREEMENT REGARDING PRESERVATION AND AGRICULTURAL ENHANCEMENT IN THE TASSAJARA VALLEY This Agreement Regarding Preservation and Agricultural Enhancement in the Tassajara Valley (“Agreement”) is entered into on July 13, 2021 (“Effective Date”) by and among the County of Contra Costa, a political subdivision of the State of California (“County”), the City of San Ramon, a California municipal corporation (“San Ramon”), and the East Bay Regional Park District (“EBRPD”), a regional park district formed pursuant to Article 3 of Chapter 3 of Division 5 of the Public Resources Code. The County, San Ramon, and EBRPD are sometimes hereinafter referred to individually as a “Party” and collectively as the “Parties.” RECITALS A. The Parties enter into this Agreement for the purpose of cooperating to preserve and enhance agricultural uses within the Tassajara Valley. This Agreement is intended to be a “preservation agreement” under the Land Use Element (Chapter 3) of the County of Contra Costa General Plan 2005-2020 (“County General Plan”) and Section 82-1.018 of the Contra Costa County Ordinance Code (“County Ordinance Code”). This Agreement is also intended to protect the economic viability of agricultural land within the Tassajara Valley and accomplish the dedication and permanent preservation of certain land therein. B. The general plans of the County and San Ramon, and the EBRPD Master Plan, (collectively, “Existing Agricultural and Open Space Protection Policies”) contain provisions intended to protect agricultural lands and open space. The Existing Agricultural and Open Space Protection Policies include the Contra Costa County Urban Limit Line (“ULL”) and the San Ramon Urban Growth Boundary (“UGB”). C. In November 1990, voters approved Measure C-1990, the Contra Costa County 65/35 Land Preservation Plan Ordinance (Ordinance Code Chapter 82-1). The 65/35 Land Preservation Plan Ordinance limits urban development to no more than thirty-five percent (35%) of the land in the County and requires that at least sixty-five percent (65%) of the land in the County be preserved for agriculture, open space, wetlands, parks, and other non- 2 urban uses. Measure C-1990 also established the County’s ULL to enforce the 65/35 standard. D. In 2004, County voters approved Measure J. Among other things, Measure J requires the County and all cities within the County to have a voter-approved urban limit line, developed and maintained in accord with the "Principles of Agreement for Establishing the Urban Limit Line" (“Principles”), to receive the sales tax proceeds from Measure C-1988. E. In November 2006, County voters approved Measure L, which extended the term of the 65/35 Land Preservation Plan Ordinance to December 31, 2026, and required a four-fifths (4/5) vote of the Board of Supervisors and voter approval to expand the ULL by more than thirty (30) acres. F. In 1999, San Ramon voters approved a growth management initiative known as Measure G, initiating a general plan update that created a UGB that protects visible hillsides and ridgelines from development, protects significant agricultural resources, preserves open space, encourages infill development and workforce housing, and encourages efficient provision of municipal services such as sewer and water. Land beyond the UGB is intended to remain rural in nature until such time as the UGB is reevaluated to assess the city’s future needs for housing and employment. G. In November 2010, San Ramon voters disapproved Measure W, a ballot initiative that would have amended the city’s general plan to add a portion of the Tassajara Valley and lands in the west side of the city within its UGB. With the defeat of Measure W, the Tassajara Valley remains outside of San Ramon’s UGB and San Ramon’s Sphere of Influence (“SOI”) and under the jurisdiction of the County. J. EBRPD’s jurisdiction includes all of the counties of Alameda and Contra Costa and provides regional park facilities and activities within this two-county area. EBRPD has a broad mandate under Public Resources Code section 5541 to “plan, adopt, lay out, plant, develop, and otherwise improve, extend, control, operate, and maintain a system of public parks, playgrounds, golf courses, beaches, trails, natural areas, ecological and open space preserves, parkways, scenic drives, boulevards, and other facilities for public recreation, for the use and enjoyment of all the inhabitants of the district.” 3 K. Through this Agreement the Parties express their interest in endeavoring to preserve and enhance agricultural and other non-urban land uses within an approximately seventeen thousand six hundred sixty seven (17,667)-acre area in the Tassajara Valley, located in unincorporated Contra Costa County, as more particularly shown on Exhibit A (“Preservation and Enhancement Area”). L. The Parties also agree to support the dedication and permanent preservation of land at two locations comprising approximately seven hundred twenty seven (727) acres in the Tassajara Valley, as shown on Exhibit B, (collectively, “Dedication Area”). Following project approval by the County, the Dedication Area will be permanently preserved through fee title conveyance to EBRPD or Regional Parks Foundation. M. The Preservation and Enhancement Area and the Dedication Area are outside of the County’s ULL and the San Ramon UGB. The Preservation and Enhancement Area and Dedication Area do not fall within any municipality’s SOI, and they are outside of the current service areas and SOIs for all special districts providing water and sewer service in adjacent areas. NOW, THEREFORE, based on the foregoing recitals, which are true and correct and incorporated by this reference, the Parties agree to the following understandings: AGREEMENT 1. Each Party hereby expressly reaffirms its commitment to the Existing Agricultural and Open Space Protection Policies adopted by each respective Party’s legislative body for all land within the Party’s respective jurisdiction, including but not limited to the County’s ULL and the San Ramon UGB (referred to collectively as the “ULL/UGBs”). Each Party acknowledges and agrees that the Preservation and Enhancement Area and Dedication Area are outside the ULL/UGBs, both of which prevent urban development. 2. The Parties acknowledge and agree that, under the Existing Agricultural and Open Space Protection Policies, no new urban development will be allowed in the 4 Preservation and Enhancement Area or Dedication Area, except as otherwise provided in this Agreement. 3. The Parties agree to support the addition of the Preservation and Enhancement Area and Dedication Area to the Association of Bay Area Government’s list of Priority Conservation Areas to improve access to grant funding for acquisition of land or easements from willing sellers. 4. Consistent with the Existing Agricultural and Open Space Protection Policies for their respective jurisdictions, and except as otherwise provided in this Agreement, each Party agrees not to support any proposal to annex all or any portion of the Preservation and Enhancement Area or Dedication Area into a municipality or a utility services district unless the annexation serves non-urban uses, such as agriculture, open space, wetlands, parks, recreation, and other non-urban uses. EBRPD agrees that following County certification of the EIR (as defined below) and Project approval (as defined below), it will accept fee title to the Dedication Area, either directly from the Developer or through a dedication from the Regional Parks Foundation. The Parties will also cooperate to cause the County General Plan land use designation for the Dedication Area changed to Parks and Recreation (-PR). 5. Consistent with the Existing Agricultural and Open Space Protection Policies for their respective jurisdictions, and except as otherwise provided in this Agreement, each Party agrees not to support any proposal to modify the SOI of any municipality or utility services district to include all or any portion of either the Preservation and Enhancement Area or Dedication Area, unless the modification serves non-urban uses such as agriculture, open space, wetlands, parks, recreation, and other non-urban uses in the Preservation and Enhancement Area or Dedication Area. 6. Consistent with the Existing Agricultural and Open Space Protection Policies for their respective jurisdictions, and except as otherwise provided in this Agreement, each Party agrees not to support any proposal to extend, expand, or connect to urban infrastructure or service, all or any portion of either the Preservation and Enhancement Area or Dedication Area, unless: (a) the extension, expansion, or connection serves non-urban uses such as agriculture, open space, wetlands, parks, recreation, and other non-urban 5 uses; or (b) the extension, expansion, or connection (i) is the minimum necessary to avoid an unconstitutional taking of private property, (ii) is the minimum necessary to comply with state or federal law, or (iii) is the minimum necessary to avoid specific, adverse impacts upon public health and safety. 7. Consistent with the Existing Agricultural and Open Space Protection Policies for their respective jurisdictions, and except as otherwise provided in this Agreement, each Party understands that the County does not support amending the General Plan land use designation for all or any portion of either the Preservation and Enhancement Area or Dedication Area, unless such proposed amendment is for one or more of the following County General Plan land use designations: Agricultural Lands, Public and Semi-Public, Open Space, or Parks and Recreation Uses, or other non-urban uses. 8. Consistent with the Existing Agricultural and Open Space Protection Policies for their respective jurisdictions, and except as otherwise provided in this Agreement, each Party understands that the County does not support amending the zoning designations in either the Preservation and Enhancement Area or Dedication Area to a non-agricultural designation or other designation that is not compatible with agriculture, open space, parks, recreation, and other non-urban uses. 9. Consistent with the Existing Agricultural and Open Space Protection Policies for their respective jurisdictions, each Party agrees that it does not support any future urban development in either the Preservation and Enhancement Area or Dedication Area, except as otherwise provided in this Agreement. 10. The Parties agree to work together to support, develop, and implement policies, programs, and other actions intended to enhance agriculture and to preserve open space, wetlands, parks, recreation, and other non-urban uses in the Preservation and Enhancement Area. Actions which include, but are not limited to, the following: (a) Encouraging and promoting purchase of land or conservation easements, from willing sellers, to protect and enhance agriculture and to preserve and enhance open space, wetlands, parks, recreation, and other non-urban uses; 6 (b) Continuing the California Land Conservation Act of 1965 (“Williamson Act”; Gov. Code, § 51200 et seq.) program to provide tax incentives for property owners who agree not to develop their land; (c) Encouraging lease of public land for agricultural activities such as grazing; (d) Encouraging and promoting enhanced ground water management for agriculture and rural use, including technical support for more efficient water application and cooperative groundwater management and extraction; (e) Encouraging and promoting enhanced marketing for locally-grown agricultural goods, including better connecting farmers to local markets; (f) Encouraging continuation and augmentation of the technical support available to farmers, especially in the areas of financing, weed abatement and management, soil conservation, and range management; (g) Exploring and pursuing a range of funding opportunities for agricultural enhancement and preservation of open space, wetlands, parks, recreation and other non-urban uses through activities such as grants, allocations from funding measures, and appropriations from density transfer programs and mitigation programs; (h) Cooperating with stakeholders to develop a shared vision for the future of the Tassajara Valley; (i) Encouraging public beautification projects, public signage, way-finding signage, and traffic regulations and improvements that enhance agricultural activities in the Tassajara Valley, or the rural character of the Tassajara Valley. 7 11. Notwithstanding anything contained in this Agreement to the contrary, the Parties agree that the County is authorized, in its sole discretion, to find that this Agreement satisfies the requirements of Section 82-1.018(a)(3) of the County Ordinance Code, provided that the County, in its sole discretion as Lead Agency, (a) certifies an Environmental Impact Report (“EIR”) pursuant to CEQA and the CEQA Guidelines for the Tassajara Parks housing development project (“Project”), where the Project would be required to both (i) permanently preserve the Dedication Area, and (ii) provide an irrevocable contribution of at least $4 million (“Ag Contribution”) to an agricultural enhancement fund established by the County (“Fund”) following Project approval. 12. If the County finds that this Agreement satisfies the requirements set forth in Section 11 of this Agreement and the Fund is established and funded with the Ag Contribution, the monies in the Fund shall not be commingled with other moneys held by the County. The County agrees to expend monies in the Fund solely for one or more of the purposes set forth in Section 10 of this Agreement. Subject to the County’s identification of willing sellers, the County will endeavor to dedicate up to approximately ninety percent (90%) of the Fund to the purchase, from willing sellers, (a) fee title to property, and (b) conservation easements in furtherance of one or more of the purposes set forth in Section 10 of this Agreement. Any interest income earned by monies in the Fund shall also be deposited into the Fund and shall be expended solely for one or more of the purposes set forth in Section 10 of this Agreement. 13. The County Administrator, or designee, shall administer the Fund consistent with the purposes of this Agreement. 14. When it makes or receives a proposal to expend the monies in the Fund, the County Administrator, or designee, will meet and consult with representatives from the Parties. The consultation will be considered concluded when the Parties’ representatives mutually agree on the expenditure of monies in the Fund, consistent with one or more of the purposes set forth in Section 10 of this Agreement, or when the County Administrator, or designee, determines that mutual agreement cannot be reached despite good faith efforts to reach mutual agreement and resolve the identified issues of disagreement. 8 15. The Parties agree that this Agreement is not intended to facilitate additional urban development within the Preservation and Enhancement Area or Dedication Area. The Parties agree that this Agreement is not intended to limit, and does not limit, the authority of the voters to elect to extend or not extend the life of the ULL. If the voters ever elect to not extend the life of the ULL, this Agreement shall only apply to the Dedication Area. 16. The Parties agree to cooperate in all matters relating to the interpretation and implementation of this Agreement. 17. The Parties intend that this Agreement be broadly construed to achieve its stated purposes. 18. The Parties do not intend for this Agreement to modify any existing laws, regulations, or policies regarding the Preservation and Enhancement Area nor to limit any jurisdiction’s power conferred under Article 11, Section 7 of the California Constitution. 19. There are no third party beneficiaries of this Agreement. 20. If any provision or provisions of this Agreement shall be held in a judicial proceeding to be invalid, illegal, or unenforceable, the validity, legality, and enforceability of the remaining provisions shall not in any way be affected or impaired thereby, provided that the purpose of this Agreement remains legal and enforceable. 21. This Agreement may be executed in multiple counterparts. [Remainder of page left blank. Signatures on following pages.] Lo s V a q u e r o s R d OldSchool Rd SkyRanch DrCountry Ln TwinOaks Ln StorybookLn Penny Ln Cami no T assajara WindemerePkwy BollingerCanyonRd Highland Rd MorganTerritoryRd E B ranchPkwy Fi n l e y R d JohnstonRd Ma r c i e l R d Bruce Dr ManningRd Ca r n e a l R d Vi c t o r i n e R d Do u b l e t r e e L n JosephLnCaminoTassajara CollierCanyonRd Camino- Tassajara Blackhawk Alameda County Los Vaqueros Reservoir Watershed Land Morgan Territory Regional Park DANVILLE SAN RAMON Mt Diablo State Park Camp Parks (USA) 0 0.5 1 Miles Map created 08/21/2020 by Contra Costa County Department of Conservation and Development, GIS Group 30 Muir Road, Martinez, CA 94553 37:59:41.791N 122:07:03.756W ® County Urban Limit Line Contra Costa/Alameda County Line This map or dataset was created by the Contra Costa County Department of Conservation and Development with data from the Contra Costa County GIS Program. Some base data, primarily City Limits, is derived from the CA State Board of Equalization's tax rate areas. While obligated to use this data the County assumes no responsibility for its accuracy. This map contains copyrighted information and may not be altered. It may be reproduced in its current state if the source is cited. Users of this map agree to read and accept the County of Contra Costa disclaimer of liability for geographic information. San Ramon Urban Growth Boundary 17,667 acres Proposed Preservation and Enhancement Area Exhibit A: Proposed Preservation and Enhancement Area 727 acres Proposed Dedication Area SAN RAMON Camino- Tassajara Blackhawk Ca m i n o T a s s a j a r a Camino Tassajara Ca m i n o T a s s a j a r a Fi n l e y R d Bruce Dr CharbraySt LusitanoSt BlackhawkDr Joh nston Rd MassaraSt BengaliSt DeerRidgeRd Enderby St Highland Rd Ariel Dr JosephLn OldSchoolRd Drysd aleSt CountryLn BelarusStGritstoneSt Casa blancaSt KerryHillSt Penny Ln Angora Ct Ki n g s w o o d L n RobertDuchi Way Gr i f f o n C t Channi C t CharbraySt Massara St Ala m o C r e e k Tassaj a r a C r e e k Ta s s a j a r a C r e e k Exhibit B: Proposed Dedication Area ® 0 1,000 2,000 Feet Map created 08/21/2020 by Contra Costa County Department of Conservation and Development, GIS Group 30 Muir Road, Martinez, CA 94553 37:59:41.791N 122:07:03.756W This map or dataset was created by the Contra Costa County Department of Conservation and Development with data from the Contra Costa County GIS Program. Some base data, primarily City Limits, is derived from the CA State Board of Equalization's tax rate areas. While obligated to use this data the County assumes no responsibility for its accuracy. This map contains copyrighted information and may not be altered. It may be reproduced in its current state if the source is cited. Users of this map agree to read and accept the County of Contra Costa disclaimer of liability for geographic information. Proposed Dedication Area County Urban Limit Line San Ramon Urban Growth Boundary 727 ac 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 FTLL-57841\2877145.2 -1- [PROPOSED] ORDER DENYING TOWN OF DANVILLE’S MOTION FOR ATTORNEYS’ FEES ARTHUR F. COON (Bar No. 124206) MATTHEW C. HENDERSON (Bar No. 229259) BRYAN W. WENTER (Bar No. 236257) MILLER STARR REGALIA A Professional Law Corporation 1331 N. California Blvd., Suite 600 Walnut Creek, California 94596 Telephone: 925 935 9400 Facsimile: 925 933 4126 Email: arthur.coon@msrlegal.com matthew.henderson@msrlegal.com bryan.wenter@msrlegal.com Attorneys for Real Parties in Interest FT LAND LLC, MEACH LLC, BI LAND LLC and TH LAND LLC SUPERIOR COURT OF THE STATE OF CALIFORNIA COUNTY OF CONTRA COSTA TOWN OF DANVILLE, Petitioner, v. CONTRA COSTA COUNTY; CONTRA COSTA COUNTY BOARD OF SUPERVISORS, and DOES 1-10, inclusive, Respondents. Case No. N21-1525 [Partially Consolidated Actions – Nos. N21-1274 and N21-1509] [PROPOSED] ORDER DENYING TOWN OF DANVILLE’S MOTION FOR ATTORNEYS’ FEES Date: January 26, 2024 Time: 9:00 a.m. Dept.: 18 ASSIGNED FOR ALL PURPOSES TO: HON. DANIELLE K. DOUGLAS, DEPT. 18 (CEQA action) Action Filed: August 12, 2021 FT LAND, LLC, MEACH, LLC, BI LAND LLC; TH LAND LLC; EAST BAY REGIONAL PARK DISTRICT; CITY OF SAN RAMON, and DOES 11-20, inclusive, Real Parties in Interest, On January 26, 2024, the Court heard the Motion for Attorneys’ Fees filed by Petitioner TOWN OF DANVILLE (“Petitioner”) filed on October 12, 2023. Sabrina Teller appeared on behalf of Petitioner. Matthew C. Henderson appeared on behalf of Real Parties in Interest FT LAND LLC, MEACH LLC, BI LAND LLC and TH LAND LLC. Kurtis Keller of the Office of the County Counsel appeared on behalf of Respondent COUNTY OF CONTRA COSTA. The Honorable Danielle K. Douglas of Department 18 presided. Electronically Filed by Superior Court of California County of Contra Costa By: T. Jacobsen-Rios, Deputy2/23/2024 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 FTLL-57841\2877145.2 [[PROPOSED] ORDER DENYING TOWN OF DANVILLE’S MOTION FOR ATTORNEYS’ FEES Having considered the papers filed in support of and opposition to the motion, as well as the arguments of counsel, and good cause appearing therefor, NOW, THEREFORE, IT IS HEREBY ORDERED AS FOLLOWS: The Court adopts its tentative ruling denying Town of Danville’s Motion for Attorneys’ Fees as set forth in Attachment A and incorporated herein by this reference. Dated: ____________________ HON. DANIELLE K. DOUGLAS Judge of the Contra Costa County Superior Court APPROVED AS TO FORM: DATED: _________________ REMY MOOSE MANLEY LLP By: Sabrina V. Teller Attorneys for Petitioner TOWN OF January 30, 2024 2/22/2024 ATTACHMENT A SUPERIOR COURT OF CALIFORNIA, CONTRA COSTA COUNTY MARTINEZ, CA DEPARTMENT 18 JUDICIAL OFFICER: DANIELLE K DOUGLAS HEARING DATE: 01/26/2024 15. 9:00 AM CASE NUMBER: MSN21-1525 CASE NAME: TOWN OF DANVILLE VS. CONTRA COSTA COUNTY *HEARING ON MOTION IN RE: NOTICE OF MOTION AND MOTION OF PETITIONER TOWN OF DANVILLES MOTION FOR ATTORNEYS FEES FILED BY: *TENTATIVE RULING: * The Court denies the request for attorney fees First, the Court finds the request is not reasonable The Town of Danville seeks $745,025 for attorney fees EBMUD requested $255,000 for attorney fees and Sierra Club requested $218,834 75 There is no conceivable basis for which the Town of Danville's attorney fees should be 3 times the amount requested by either EBMUD or Sierra Club The Town of Danville's attorney fees are almost twice as much as both EBMUD and Sierra Club combined One SUPERIOR COURT OF CALIFORNIA, CONTRA COSTA COUNTY MARTINEZ, CA DEPARTMENT 18 JUDICIAL OFFICER: DANIELLE K DOUGLAS HEARING DATE: 01/26/2024 explanation for the Town of Danville's unreasonable attorney fees request may be the time period in which the Town of Danville is seeking attorney fees The County Board filed and posted the NOD on its decision to certify the EIR and approve the project onJuly 16, 2021 However, the Town of Danville is seeking attorney fees beginning on May 31, 2016 Second, the Court finds the Town of Danville did not prevail in its primary objective The theories advanced by the Town of Danville were rejected by the Court The Court affirmed the expansion of the County's ULL and only remanded the matter for proper disclosure of the availability of water supply Third, there was no public benefit The contributions of Town of Danville were superfluous and duplicative The Town of Danville concedes this point in acknowledging, "petitioners combined their skills and resources and coordinated their efforts like a singular litigant to strengthen all claims_" Here, the Town of Danville argues it acted as one litigant but then argues it should be paid as a separate individual litigant at three times the rate of the other two litigants 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 FTLL-57841\2877145.2 -3- [[PROPOSED] ORDER DENYING TOWN OF DANVILLE’S MOTION FOR ATTORNEYS’ FEES PROOF OF SERVICE Town of Danville v. Contra Costa County, et al., Case No. N21-1525 At the time of service, I was over 18 years of age and not a party to this action. I am employed in the County of Contra Costa, State of California. My business address is 1331 N. California Blvd., Suite 600, Walnut Creek, CA 94596. On January 30, 2024, I served true copies of the following document(s) described as [PROPOSED] ORDER DENYING TOWN OF DANVILLE’S MOTION FOR ATTORNEYS’ FEES on the interested parties in this action as follows: SEE ATTACHED SERVICE LIST BY E-MAIL OR ELECTRONIC TRANSMISSION: Based on a court order or an agreement of the parties to accept service by e-mail or electronic transmission, or after confirming the appropriate electronic service address for counsel being served, I caused the document(s) to be sent from e-mail address karen.wigylus@msrlegal.com to the persons at the e-mail addresses listed in the Service List. I declare under penalty of perjury under the laws of the State of California that the foregoing is true and correct. Executed on January 30. 2024, at Walnut Creek, California. Karen Wigylus 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 FTLL-57841\2877145.2 -4- [[PROPOSED] ORDER DENYING TOWN OF DANVILLE’S MOTION FOR ATTORNEYS’ FEES SERVICE LIST – Related Actions Town of Danville v. Contra Costa County, et al., Case No. N21-1525 Sierra Club, et al. v. Contra Costa County, et al., Case No. N21-1509 EBMUD v. County of Contra Costa, et al., Case No. N21-1274 Sabrina V. Teller Casey A. Shorrock Veronika S. Morrison Remy Moose Manley, LLP 555 Capitol Mall, Suite 800 Sacramento, CA 95814 Tel: 916.443.2745 Fax: 916.443.9017 steller@rmmenvirolaw.com cshorrock@rmmenvirolaw.com vmorrison@rmmenvirolaw.com Attorneys for Petitioner TOWN OF DANVILLE Town of Danville (No. N21-1525) Via E-Service Robert E. Ewing Town of Danville 510 La Gonda Way Danville, CA 94526-1742 Tel: 925.314.3383 Fax: 925.838.0548 rewing@danville.ca.gov Attorneys for Petitioner TOWN OF DANVILLE Town of Danville (No. N21-1525) Via E- Service Jessica L. Blome Ariel Strauss Greenfire Law, PC P. O. Box 8055 Berkeley, CA 94707 Tel/Fax: 510.900.9502 jblome@greenfirelaw.com astrauss@greenfirelaw.com Attorneys for Petitioners SIERRA CLUB; GREENBELT ALLIANCE; JIM BLICKENSTAFF; DONNA GERBER Sierra Club (No. N21-1509) Via E-Service Mark R. Wolfe M.R. Wolfe & Associates, P.C. 580 California Street, Suite 1200 San Francisco, CA 94104 Tel: 415.369.9400 Fax: 415.369.9405 mrw@mrwolfeassociates.com Attorneys for Petitioners SIERRA CLUB; GREENBELT ALLIANCE; JIM BLICKENSTAFF; DONNA GERBER Sierra Club (No. N21-1509) Via E-Service Derek McDonald Felicity Grisham Tim Kline Office of the General Counsel East Bay Municipal Utility District 375 Eleventh Street (MS 904) P.O. Box 24055 Oakland, CA 94623-1055 Tel: 510.287.0174 / Fax: 510.287.0162 derek.mcdonald@ebmud.com felicity.grisham@ebmud.com tim.kline@ebmud.com (anna.haynes@ebmud.com) Attorneys for Petitioner EAST BAY MUNICIPAL UTILITY DISTRICT EBMUD (No. N21-1274) Via E-Service Thomas L. Geiger, County Counsel Kurtis C. Keller, Deputy County Counsel County of Contra Costa 1025 Escobar Street, Third Floor Martinez, CA 94553 Tel: 925.655.2200 /Fax: 925.655.2263 thomas.geiger@cc.cccounty.us kurtis.keller@cc.cccounty.us Attorneys for Respondent CONTRA COSTA COUNTY and CONTRA COSTA COUNTY BOARD OF SUPERVISORS EBMUD (No. N21-1274); Sierra Club (No. N21-1509); Town of Danville (No. N21-1525) Via E-Service 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2591 Name: Status:Type:Discussion Item Passed File created:In control:6/17/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:CONSIDER providing direction to staff on the transfer of the Hazardous Materials Program functions and employees from the Contra Costa County Health Services Department to the Contra Costa County Fire Protection District. (Monica Nino, County Administrator, Dr. Ori Tzvieli, Interim Health Services Director, Lewis Broschard, Fire Chief and David Sanford, Labor Relations) Attachments:1. HM Transition Discussion.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Monica Nino, County Administrator Report Title:CONSIDER providing direction to staff on the transfer of the Hazardous Materials Program from Contra Costa County Health Services to Contra Costa Fire Protection District ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: CONSIDER providing direction to staff on the transfer of the Hazardous Materials Program functions and employees from the Contra Costa County Health Services to the Contra Costa Fire Protection District. FISCAL IMPACT: The current costs of the Hazardous Materials Program under Health Services totals $11,812,243, which is 100% funded through fees. Based on changes to total compensation, new positions and classifications being established, and compensation subject to retirement benefits, it is anticipated there will be a net increase in personnel costs of approximately $500,000 annually. This represents an approximate increase of 5% over current budgeted costs of the program. It should be noted this increase assumes all positions are filled and there are no vacancies. Currently, there are four vacancies at the Hazardous Materials Specialist position and recruitment for the positions is pending. BACKGROUND: In 2022, union representatives and staff in the County Hazardous Materials Division brought the concept of transitioning the Program to the Fire District to the County’s Labor Relations Division. Over the course of several meetings, the County agreed to explore the concept further with the Fire District and provide an outline of how such a transition would occur. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 4 powered by Legistar™ File #:25-2591,Version:1 Between May of 2024 and March of 2025, the Fire District and Labor Relations met with staff and employee organizations to review the proposed revisions to classification structure in the event of a transition of the Hazardous Materials Program to the Fire District. For Teamsters, Local 856, it was determined that the majority of staff would transition into Fire-specific HazMat Inspector positions. For IFPTE, Local 21, the majority of staff would transition to specific Fire District positions equivalent to their current roles. Following action by the Board of Supervisors on this item, the Fire District and Labor Relations will finalize these concepts in side letters of agreement. Transitioning the Hazardous Materials Division to the Fire District is not a novel concept and was most recently considered in 2018, but did not move forward. Since that time, several changes have occurred that would support the transition. Given the Fire District, with its own Type I Hazardous Materials Response Team, now encompasses a large majority of the total county footprint, with most of the industrial facilities, the County Hazardous Materials Response Team has a limited area where their response is necessary for primary mitigation of a hazardous materials release. The Fire District maintains a 42-member roster of Hazardous Materials Specialists, with an average of 12 members on duty, 24 hours, every day. The District is anticipating increasing the number of trained Hazardous Materials Specialists to 60 in the upcoming fiscal year. The combining of the two Hazardous Materials Response Teams into one unified team is an opportunity of the consolidation. The combining of skill sets, experience, local knowledge of facilities, and standardized training, response, and communication expectations will enhance the overall hazardous materials response capabilities for the County. The Hazardous Materials Programs Division of the Health Department administers the Contra Costa County Certified Unified Program Agency ("CUPA") and administers the Industrial Safety Ordinance (Ordinance Code Chapter 450-8). The CUPA operates the Hazardous Materials Business Plan (HMBP) Program, Hazardous Waste Generator (HWG) Program, Underground Storage Tank (UST) Program, California Accidental Release Prevention (CalARP) Program and Aboveground Petroleum Storage Act (APSA) Program. As directed by the Board in the early 1990s, all of the activities of the CUPA are funded through fees. The County Hazardous Materials Division is also one of the multiple hazardous materials response teams in the county trained as a Type 1 Hazardous Materials Response Team. The Division currently works very closely with the Health Officer on matters related to threats to public health. This can range from threats as a result of facility non- compliance, offsite consequences involving hazardous materials from non-regulated facilities, or large chemical/industrial incidents. This close working relationship ensures protection of public health and necessary actions such as issuance of Health Advisories and Shelter in Place. Members of the County Hazardous Materials Division remain committed to public protection through their CUPA inspection work, including a renewed emphasis on enforcement. A CUPA is a local agency certified by the California Environmental Protection Agency to implement and enforce six state hazardous waste and hazardous materials regulatory management programs. Of the six CUPA programs, the Hazardous Materials Business Plan program was established in 1986 and is similar in scope to the Federal Community Right-to- Know Act (EPCRA). The goal is to prevent or minimize the damage to public health and safety and the environment from a release or threatened release of hazardous materials. This is achieved by businesses providing their chemical inventories to local agencies that in turn provide that information to their emergency responders. This program is not optimized for information to be provided to our emergency responders and would immediately benefit from the combined information, intelligence sharing, and mission focus of the one combined organization. An ability to have CUPA and Fire Code enforcement efforts working seamlessly across one organization will increase hazard assessments and information sharing for our members, but will also contribute to a reduction in CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 4 powered by Legistar™ File #:25-2591,Version:1 enforcement gaps that can occur when multiple agencies with different disciplines perform inspection work of occupancies and facilities. Overall public safety will be improved under one combined organization whose mission involves both CUPA and Fire Code enforcement. If Hazardous Materials Program functions are transferred, the District will become the CUPA and will provide services as the CUPA throughout the County. In addition, the Industrial Safety Ordinance will be administered by the District with the same staff that are currently doing such work at the County, who will be transitioned to the District as part of this consolidation. This would require an amendment to the Industrial Safety Ordinance authorizing the District to enforce the ordinance. The committees established under the current Hazardous Materials Program will remain with membership and meeting frequency unchanged. Staff currently assigned to manage and participate in these committees will also remain. The Industrial Safety Ad-Hoc Committee of the Board would remain and continue with the same functions and authority as it currently exists. Work has already begun to reinforce and build a strong relationship between Contra Costa County Health and the Fire District in regards to internal communication between the agencies, establishing clear expectations for roles and responsibilities during an incident, and the coordination and collaboration for both agencies in the post-incident investigation, enforcement, community response and outreach processes. Our first meeting to start this work between the Health Officer cadre and the Fire District’s leadership team is scheduled in August. Next Steps The timing of this consolidation is being considered for a January 1, 2026 effective date. Similar to the annexations experienced by the Fire District over the previous three years, there will be necessary planning, preparation, and logistics to consider. The staff at the County Hazardous Materials Division working on CUPA, will transition to the Fire District on an agreed upon transition date. Several of the personnel will transition into Fire District specific job classifications as part of the consolidation, while others will remain in their County current classifications. All members of the Fire District’s new Hazardous Materials Division will remain in their current physical office locations with the current lease for the office becoming the responsibility of the Fire District. Various legal instruments will need to be drafted and approved by the Board to provide the authority for the Fire District to operate as the CUPA, administer and enforce the Industrial Safety Ordinance, take over the lease of the current office space, and to charge and collect the fees associated with the program. An evaluation of the current fee structure for the program is warranted, and should be performed annually, to ascertain whether fee revenue is sufficient to cover the ongoing program costs. If it is determined that fees need to be revised based on cost increases, with no alternative revenue source or cost reduction or cost realignment, a future fee increase may be brought to the Board for consideration. Approvals will need to be obtained by the California Environmental Protection Agency regarding the change of the CUPA from the County to the Fire District. County Human Resources will need to approve two (2) new job classifications to accommodate the transition of the Hazardous Materials Specialist I/II and Supervising Haz Mat Specialist position into Fire District classifications. Modifications to certain job descriptions may be necessary, as well, but it is not anticipated there will need to be any additional job classifications created. While considerable work has already been done with the impacted labor groups, there will need to be concentrated effort to complete these processes and execute side letters for the impacts of the transition. CONTRA COSTA COUNTY Printed on 8/26/2025Page 3 of 4 powered by Legistar™ File #:25-2591,Version:1 Financial accounting and budgets will need to transition to the Fire District, however these will need to remain separate and distinct from the District’s General Operating Fund for proper accounting or CUPA related revenues and expenses. CONSEQUENCE OF NEGATIVE ACTION: The Hazardous Materials Program would remain in its current state of operations as a part of Contra Costa Health Services if it is not transferred to the Contra Costa County Fire Protection District. CONTRA COSTA COUNTY Printed on 8/26/2025Page 4 of 4 powered by Legistar™ POTENTIAL TRANSITION OF COUNTY HAZARDOUS MATERIALS PROGRAMS TO CONTRA COSTA COUNTY FIRE PROTECTION DISTRICT JUNE 24, 2025 1 Proposal and Concept Background Union representatives and staff in County Hazardous Materials Programs proposed the concept Discussions on feasibility Discussions with impacted labor groups Impacts on the Hazardous Materials Programs responsibility since 2022 fire annexations 2 Merging the Hazmat Programs into the Fire District Combines the talents, skills, and expertise of both workforces Gives the County very robust emergency response capabilities The CUPA knowledge of facilities will improve emergency response Knowledge sharing during incidents and inspections One team reporting to the same supervisor on incidents Improved workflow, information sharing, facility engagement and enforcement Integrating California Environmental Reporting System data with CUPA regulatory oversight helps streamline incident assessment and response 3 Operational Efficiency Reduced redundancy of inspections, permitting and enforcement Shared administration, IT systems, and cost recovery efforts Improved and unified community messaging during incidents Improved familiarization of the different technologies and equipment used in the field Improved training for hazmat responders to promote operational effectiveness 4 Data Sharing, Intelligence, and Training Access to more useful data during planning and response Unified data systems can improve risk assessment and pre-incident planning Staff can be cross trained to perform inspections, handle technical issues, enhancing field capabilities and reducing gaps in coverage Fire Personnel with Hazardous Materials expertise can strengthen the combined capacity Centralized and coordinated training for all team members 5 Unified Community Messaging Consistent public education and outreach regarding Hazardous Materials, environmental safety, and emergency response Preparedness drills and public information campaigns are easier to coordinate under one unified agency Critical incident information is better managed to improve quality, timely distribution, and avoid dissimilar messages Health Officer unified with one team during emergency response 6 Stronger Grant and Funding Opportunities Merged agencies may be more competitive when applying for State and Federal grants for Hazardous Materials, emergency preparedness or environmental protection Eliminates internal competition for UASI and Homeland Security Grants 7 Certified Unified Program Agency (CUPA) The Fire District can be the CUPA and would provide services as the CUPA throughout the County All CUPA programs must be maintained All CUPA program staff will transition to the District Renewed emphasis on enforcement Fees and charges for program sustainability will be regularly audited and updated 8 Industrial Safety Ordinance (ISO) The District can administer and enforce this important local safety ordinance Maintains the intent and ability to collaborate with industry to provide improved safety standards and accountability Maintains all the available enforcement mechanisms 9 Committees and Governance With the exception of the Integrated Pest Management Committee, all existing Hazmat committees will remain Industrial Safety Ad-Hoc Committee Hazardous Materials Commission Martinez Refining Company Oversight Committee CAER Action Teams ◦Notification Team ◦Process Safety Team ◦Coastal Regional Hazardous Materials Organization 10 SUMMARY Merging the County Hazardous Materials Programs into the Fire District creates a unified safety organization that both prevents and responds to hazardous materials threats —improving protection for the public, the environment, and first responders. 11 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2587 Name: Status:Type:Discussion Item Passed File created:In control:6/10/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:CONSIDER providing direction on next steps related to the unallocated portion of former COVID-19 FEMA Reserve funds totaling $14,729,868 appropriated as Appropriation for Contingencies within the General Fund in fiscal year 2025-26. (Timothy Ewell, Chief Assistant County Administrator) (Continued from June 10, 2025) Attachments:1. Staff Report w/ Footnotes (PDF), 2. PowerPoint Presentation, 3. Correspondence Received - Supervisor Gioia, June 17, 2025 Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Monica Nino, County Administrator Report Title:PROVIDE DIRECTION ON THE POTENTIAL USE OF UNALLOCATED COVID-19 FEMA RESERVE FUNDS TOTALING $14,729,868 FOR FISCAL YEAR 2025-26 ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: PROVIDE direction on next steps related to the unallocated portion of former COVID-19 FEMA Reserve funds totaling $14,729,868 appropriated as Appropriation for Contingencies within the General Fund in fiscal year 2025-26 (FY25-26). FISCAL IMPACT: No fiscal impact. Today’s action is informational and is seeking direction from the Board of Supervisors on next steps related to the unallocated portion COVID-19 FEMA Reserve funds (now General Fund Appropriation for Contingencies (0990)) totaling $14,729,868. BACKGROUND: Establishment of the COVID-19 FEMA Reserve On April 22, 2024 <https://contra-costa.legistar.com/LegislationDetail.aspx?ID=6639234&GUID=5C143422- E0CD-4C15-8BD0-36C645A7A9A6&Options=ID%7CText%7C&Search=FEMA&FullText=1>, the Board of Supervisors directed the County Administrator to claim $37,544,395 in remaining American Rescue Plan Act (ARPA), Coronavirus State and Local Fiscal Recovery Funds (CSLFRF) to offset a portion of the General Fund subsidy to the Hospital Enterprise Fund in FY23-24. In addition, the Board directed the County Administrator to take the following actions: CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 6 powered by Legistar™ File #:25-2587,Version:1 1.Include a General Fund Assigned Reserve designation in a like amount at the conclusion of FY23-24 in recognition of FEMA claims that have not yet been obligated or received and to return to the Board at least annually with an update as to the status of COVID-19 era FEMA Public Assistance program claims; and 2.At that time the Board would make determinations as to whether the General Fund Assigned Reserve designation amount should be reduced based on additional revenue received from FEMA. On April 30, 2024, the County Administrator’s Office processed the final CSLFRF claim in the amount of $37,544,395 as directed by the Board and subsequently reported the transaction in the next quarterly report to the United States Treasury Department effectively concluding the County’s ARPA CSLFRF program. On June 4, 2024 <https://contra-costa.legistar.com/LegislationDetail.aspx?ID=6710249&GUID=5271BE5F- 4693-4317-BFDD-C612A4C0B957&Options=ID|Text|&Search=FEMA>, the Board authorized a second transaction to draw the full balance of the ARPA Local Assistance and Tribal Consistency Fund (LATCF) in the amount of $100,000 and similarly allocate a like amount to General Fund Assigned Reserve status. On September 24, 2024 <https://contra-costa.legistar.com/LegislationDetail.aspx? ID=6869480&GUID=4302899F-FFF5-4CA4-9F52-1AF888B7FDAF&Options=ID%7CText% 7C&Search=FEMA&FullText=1>, the Board of Supervisors approved the FY24-25 Adopted Budget as Finally Determined, which includes mandatory schedules outlined in the County Budget Act.Schedule A, titled “Detail of Provisions for Obligated Fund Balances for Fiscal Year 2024-2025 Final Budgets <https://contra- costa.legistar.com/View.ashx?M=F&ID=13319952&GUID=E180B601-6361-453C-8367-36097CE1ACEE>” includes a provision for the combined $37,644,395 General Fund Assigned Fund Balance (henceforth referred to as the “COVID-19 FEMA Reserve”), in compliance with the direction from the Board on April 22,2024 and June 4, 2024 as outlined above. FY23-24 Single Audit Review Process In Winter 2025, the County’s external auditor, Macia, Gini & O’Connell (MGO) selected the County’s CSLFRF program for examination as part of the County’s annual Single Audit process required by 2 C.F.R. § 200 (2024) <https://www.ecfr.gov/current/title-2/subtitle-A/chapter-II/part-200>. On March 28, 2025, the Single Audit Report was released with no findings related to the CSLFRF program, including the final claim transaction of $37,544,395. Year 1 COVID-19 FEMA Reserve Report In compliance with the Board’s direction from April 22, 2024, the County Administrator returned to the Board of Supervisors on April 28, 2025 to provide a Year 1 report on the status of COVID-19 era FEMA Public Assistance program claims. The report was integrated into the FY25-26 budget hearing process. Specifically, the County Administrator’ s report indicated that, as of April 21, 2025, the County had received $74,003,942, or 89.7% of anticipated COVID-19 FEMA Public Assistance funding across 20 of 23 applications for reimbursement. Of the three (3) projects that the County had not yet received funding for, the California Office of Emergency Services (CalOES) and FEMA had already approved the County’s full funding request and the payments were being processed. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 6 powered by Legistar™ File #:25-2587,Version:1 Below is a complete reconciliation of projects as provided to the Board at the April 28, 2025 presentation: Based on this status report, the County Administrator recommended to the Board that up to $20,971,026 be reclassified from Assigned fund balance to Unassigned fund balance at the conclusion of FY24-25. This figure was derived from a calculation taking into account three specific factors: 1.The amount outstanding related to COVID-19 FEMA Public Assistance claim payments not yet received totaling $8,177,747; 2.Retention of 10% of the County’s total obligated COVID-19 FEMA claims in case of future audit totaling $8,218,169; and 3.$277,453 related to the County’s share of Fair Market Value (FMV) costs related to capital assets procured as part of the County’s COVID-19 response efforts. The table below provides a reconciliation between the original COVID-19 FEMA Reserve amount and the proposed amount for FY25-26: CONTRA COSTA COUNTY Printed on 8/26/2025Page 3 of 6 powered by Legistar™ File #:25-2587,Version:1 Ultimately, the Board directed the County Administrator to continue to return annually to provide similar updates on the status of the COVID-19 FEMA Reserve and to decrease amount held in the COVID-19 FEMA Reserve fund balance by $20,971,026 from $37,644,395 to $16,673,369 for FY25-26. Allocation of Released COVID-19 FEMA Reserve - $20,971,026 The reduction of the COVID-19 FEMA Reserve in the amount of $20,971,026 effectively reclassifies that funding amount from Assigned General Fund Balance to Unassigned General Fund Balance. Following that reclassification, and as part of the FY25-26 budget hearings, the Board allocated $6,241,158 of the released funding to support certain programs and designated the remaining $14,729,868 to be appropriated within the General Fund “Appropriation for Contingencies”. Appropriations for Contingencies is a unique cost center within the General Fund containing appropriated funds - typically for use in exigent circumstances - and specifically requires a four-fifths (4/5s) vote of the Board for any transfers from that cost center. . Below is a reconciliation of allocations of the released $20,971,026 COVID-19 FEMA Reserve: SAFE Center 3,500,000$ Stand Together CoCo 2,341,158$ Refugee Resettlement 400,000$ Appropriation for Contingencies 14,729,868$ Total 20,971,026$ COVID-19 FEMA General Fund Reserve FY25-26 Allocation of Released Funding Update on Status of COVID-19 FEMA Public Assistance Program Claims Since the adoption of the FY25-26 budget, the County has received the remaining three (3) COVID-19 FEMA Public Assistance program claims anticipated during the April 2025 budget hearings along with an additional allocation related to a testing claim cumulatively totaling $8,171,950. As of this writing, the County has received $82,175,892, or 99.6% of anticipated funding across all 23 reimbursement requests submitted. CONTRA COSTA COUNTY Printed on 8/26/2025Page 4 of 6 powered by Legistar™ File #:25-2587,Version:1 The County continues to work with FEMA and CalOES on formal closeout of three (3) projects and anticipate a final payment to the County of approximately $109,844 at conclusion. Below is a complete reconciliation of COVID-19 FEMA projects as of June 17, 2025 (the latest update available): Contra Costa County COVID-19 FEMA Project Applications Status Report, as of 6/17/2025 Project #Submitted Projects Estimated ClaimClaimed Received 146165 Great Plates Delivered - 5/1/2020 to 6/10/2020 144,796$ 144,796$ 144,796$ 166257 Great Plates Delivered - 6/11/2020 to 7/9/2020 276,467 276,467 276,467 166323 Great Plated Delivered - 7/10/2020 to 8/9/2020 380,374 380,374 380,374 166334 Great Plates Delivered - 8/10/2020 to 9/9/2020 384,174 384,174 384,174 166919 Great Plates Delivered - 9/10/2020 to 10/9/2020 417,331 417,331 417,331 178653 Great Plates Delivered - 10/10/2020 to 2/6/2021 2,006,732 2,006,732 2,006,732 243280 Great Plates Delivered - 2/6/2021 to 7/9/2021 2,805,170 2,805,170 2,805,170 240224 Materials - PPE - 3/07/2020 to 5/20/2022 1,240,517 1,240,517 1,240,517 680872 Cleaning Supplies - 3/04/2020 to 6/07/2022 555,062 555,062 555,062 680774 Vaccinations - 12/01/2020 to 05/31/2021 637,756 637,756 637,756 733307 COVID-19 Coordination & Response Efforts - 7/22/2022 - 5/11/202350,042 50,042 50,042 186200 Non Congregate Shelter - 7/1/2020 to 1/1/2021 13,886,851 13,886,851 13,886,851 156484 Non-Congregate Shelter - 3/19/2020 to 6/30/2020 4,012,966 4,012,966 4,012,966 731586 COVID Testing Costs - 7/1/2022 to 05/11/2023 (90% of actuals)686,296 686,296 680,296 240222 Incremental Cleaning Costs - 4/1/2020 to 6/30/2021 10,197,540 10,197,540 10,197,540 685744 Incremental Cleaning Costs - 7/1/2021 to 6/30/2022 3,649,683 3,649,683 3,649,683 719093 COVID Testing Costs Mobile Med - 07/01/2022 - 03/31/2023 (90% of actuals)979,848 979,848 979,848 687414 COVID Testing Costs - 7/1/2021 to 6/30/2022 4,914,058 4,914,058 5,256,138 719096 Incremental Cleaning Costs - 7/1/2022 to 4/1/2023 (90% of actuals)1,295,515 1,295,515 1,295,515 240223 Non Congregate Shelter - 1/1/2021 to 3/31/2022 14,515,020 14,515,020 14,515,020 550487 COVID Testing Costs - 2/27/2020 to 6/3/2021 15,814,082 15,814,082 15,814,082 720803 Category Z Mgmt Reimbursement - Ernst & Young Costs1 2,000,000 1,823,534 1,369,236 698619 County Emergency Operations Center (EOC) - 03/23/2020 to 07/1/20221,620,297 1,620,297 1,620,297 TOTAL 82,470,577$ 82,294,110$ 82,175,892$ as % of Total Estimated Claims 100%99.8%99.6% Total Projects 23 23 23 Today’s action is in response to a request from the Board of Supervisors during the May 2025 budget adoption to return to the Board to further discuss next steps related to the unallocated portion COVID-19 FEMA Reserve funds (now General Fund Appropriation for Contingencies) totaling $14,729,868. CONSEQUENCE OF NEGATIVE ACTION: Should no action be taken today, the unallocated funds will remain appropriated for use by the Board in the General Fund as an Appropriation for Contingencies commencing in FY25-26. CONTRA COSTA COUNTY Printed on 8/26/2025Page 5 of 6 powered by Legistar™ File #:25-2587,Version:1 CONTRA COSTA COUNTY Printed on 8/26/2025Page 6 of 6 powered by Legistar™ To: Board of Supervisors From: Monica Nino, County Administrator Report Title: PROVIDE DIRECTION ON THE POTENTIAL USE OF UNALLOCATED COVID-19 FEMA RESERVE FUNDS TOTALING $14,729,868 FOR FISCAL YEAR 2025-26 ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: PROVIDE direction on next steps related to the unallocated portion of former COVID-19 FEMA Reserve funds totaling $14,729,868 appropriated as Appropriation for Contingencies within the General Fund in fiscal year 2025-26 (FY25-26). FISCAL IMPACT: No fiscal impact. Today’s action is informational and is seeking direction from the Board of Supervisors on next steps related to the unallocated portion COVID-19 FEMA Reserve funds (now General Fund Appropriation for Contingencies (0990)) totaling $14,729,868. BACKGROUND: Establishment of the COVID-19 FEMA Reserve On April 22, 2024, the Board of Supervisors directed the County Administrator to claim $37,544,395 in remaining American Rescue Plan Act (ARPA), Coronavirus State and Local Fiscal Recovery Funds (CSLFRF) to offset a portion of the General Fund subsidy to the Hospital Enterprise Fund in FY23-24. In addition, the Board directed the County Administrator to take the following actions: 1. Include a General Fund Assigned 1 Reserve designation in a like amount at the conclusion of FY23-24 in recognition of FEMA claims that have not yet been obligated or received and to return to the Board at least annually with an update as to the status of COVID-19 era FEMA Public Assistance program claims; and 2. At that time the Board would make determinations as to whether the General Fund Assigned Reserve designation amount should be reduced based on additional revenue received from FEMA. 1 GASB Statement No. 54 defines five categories of fund balance, each with different levels of constraint: nonspendable, restricted, committed, assigned, and unassigned. Among these, the "assigned" fund balance allows for the most discretion by the governing board. It is used to designate funds for specific purposes that do not meet the stricter criteria of the other categories. On April 30, 2024, the County Administrator’s Office processed the final CSLFRF claim in the amount of $37,544,395 as directed by the Board and subsequently reported the transaction in the next quarterly report to the United States Treasury Department effectively concluding the County’s ARPA CSLFRF program. On June 4, 2024, the Board authorized a second transaction to draw the full balance of the ARPA Local Assistance and Tribal Consistency Fund (LATCF) in the amount of $100,000 and similarly allocate a like amount to General Fund Assigned Reserve status. On September 24, 2024, the Board of Supervisors approved the FY24-25 Adopted Budget as Finally Determined, which includes mandatory schedules outlined in the County Budget Act 2. Schedule A, titled “Detail of Provisions for Obligated Fund Balances for Fiscal Year 2024-2025 Final Budgets” includes a provision for the combined $37,644,395 General Fund Assigned Fund Balance (henceforth referred to as the “COVID-19 FEMA Reserve”), in compliance with the direction from the Board on April 22,2024 and June 4, 2024 as outlined above. FY23-24 Single Audit Review Process In Winter 2025, the County’s external auditor, Macia, Gini & O’Connell (MGO) selected the County’s CSLFRF program for examination as part of the County’s annual Single Audit process required by 2 C.F.R. § 200 (2024). On March 28, 2025, the Single Audit Report was released with no findings related to the CSLFRF program, including the final claim transaction of $37,544,395. Year 1 COVID-19 FEMA Reserve Report In compliance with the Board’s direction from April 22, 2024, the County Administrator returned to the Board of Supervisors on April 28, 2025 to provide a Year 1 report on the status of COVID-19 era FEMA Public Assistance program claims. The report was integrated into the FY25-26 budget hearing process. Specifically, the County Administrator’ s report indicated that, as of April 21, 2025, the County had received $74,003,942, or 89.7% of anticipated COVID-19 FEMA Public Assistance funding across 20 of 23 applications for reimbursement. Of the three (3) projects that the County had not yet received funding for, the California Office of Emergency Services (CalOES) and FEMA had already approved the County’s full funding request and the payments were being processed. 2 Government Code §§ 29000–29144 Below is a complete reconciliation of projects as provided to the Board at the April 28, 2025 presentation: Based on this status report, the County Administrator recommended to the Board that up to $20,971,026 be reclassified from Assigned fund balance to Unassigned fund balance at the conclusion of FY24-25. This figure was derived from a calculation taking into account three specific factors: 1. The amount outstanding related to COVID-19 FEMA Public Assistance claim payments not yet received totaling $8,177,747; 2. Retention of 10% of the County’s total obligated COVID-19 FEMA claims in case of future audit totaling $8,218,169; and 3. $277,453 related to the County’s share of Fair Market Value (FMV) costs related to capital assets procured as part of the County’s COVID-19 response efforts.3 3 FEMA may reimburse a portion of the fair market value of capital assets (defined as equipment with a useful life over 1-year and with a per unit cost of over $5,000) purchased for disaster response operations, but only the depreciated cost allocable to the disaster period is eligible. The balance of costs remain the responsibility of the responding entity, in this case, the County. The table below provides a reconciliation between the original COVID-19 FEMA Reserve amount and the proposed amount for FY25-26: Ultimately, the Board directed the County Administrator to continue to return annually to provide similar updates on the status of the COVID-19 FEMA Reserve and to decrease amount held in the COVID-19 FEMA Reserve fund balance by $20,971,026 from $37,644,395 to $16,673,369 for FY25-26. Allocation of Released COVID-19 FEMA Reserve - $20,971,026 The reduction of the COVID-19 FEMA Reserve in the amount of $20,971,026 effectively reclassifies that funding amount from Assigned General Fund Balance to Unassigned General Fund Balance. Following that reclassification, and as part of the FY25-26 budget hearings, the Board allocated $6,241,158 of the released funding to support certain programs and designated the remaining $14,729,868 to be appropriated within the General Fund “Appropriation for Contingencies”4. Appropriations for Contingencies is a unique cost center within the General Fund containing appropriated funds – typically for use in exigent circumstances – and specifically requires a four- fifths (4/5s) vote of the Board for any transfers from that cost center. 5. 4 Government Code § 29084 authorizes the establishment of an appropriation or appropriations for contingencies in such amounts as the board deems sufficient. 5 Government Code § 29125(a)(2) Below is a reconciliation of allocations of the released $20,971,026 COVID-19 FEMA Reserve: Update on Status of COVID-19 FEMA Public Assistance Program Claims Since the adoption of the FY25-26 budget, the County has received the remaining three (3) COVID-19 FEMA Public Assistance program claims anticipated during the April 2025 budget hearings along with an additional allocation related to a testing claim cumulatively totaling $8,171,950. As of this writing, the County has received $82,175,892, or 99.6% of anticipated funding across all 23 reimbursement requests submitted. The County continues to work with FEMA and CalOES on formal closeout of three (3) projects and anticipate a final payment to the County of approximately $109,844 at conclusion. SAFE Center 3,500,000$ Stand Together CoCo 2,341,158$ Refugee Resettlement 400,000$ Appropriation for Contingencies 14,729,868$ Total 20,971,026$ COVID-19 FEMA General Fund Reserve FY25-26 Allocation of Released Funding Below is a complete reconciliation of COVID-19 FEMA projects as of June 17, 2025 (the latest update available): Today’s action is in response to a request from the Board of Supervisors during the May 2025 budget adoption to return to the Board to further discuss next steps related to the unallocated portion COVID-19 FEMA Reserve funds (now General Fund Appropriation for Contingencies) totaling $14,729,868. CONSEQUENCE OF NEGATIVE ACTION: Should no action be taken today, the unallocated funds will remain appropriated for use by the Board in the General Fund as an Appropriation for Contingencies commencing in FY25-26. Contra Costa County COVID-19 FEMA Project Applications Status Report, as of 6/17/2025 Project #Submitted Projects Estimated Claim Claimed Received 146165 Great Plates Delivered - 5/1/2020 to 6/10/2020 144,796$ 144,796$ 144,796$ 166257 Great Plates Delivered - 6/11/2020 to 7/9/2020 276,467 276,467 276,467 166323 Great Plated Delivered - 7/10/2020 to 8/9/2020 380,374 380,374 380,374 166334 Great Plates Delivered - 8/10/2020 to 9/9/2020 384,174 384,174 384,174 166919 Great Plates Delivered - 9/10/2020 to 10/9/2020 417,331 417,331 417,331 178653 Great Plates Delivered - 10/10/2020 to 2/6/2021 2,006,732 2,006,732 2,006,732 243280 Great Plates Delivered - 2/6/2021 to 7/9/2021 2,805,170 2,805,170 2,805,170 240224 Materials - PPE - 3/07/2020 to 5/20/2022 1,240,517 1,240,517 1,240,517 680872 Cleaning Supplies - 3/04/2020 to 6/07/2022 555,062 555,062 555,062 680774 Vaccinations - 12/01/2020 to 05/31/2021 637,756 637,756 637,756 733307 COVID-19 Coordination & Response Efforts - 7/22/2022 - 5/11/2023 50,042 50,042 50,042 186200 Non Congregate Shelter - 7/1/2020 to 1/1/2021 13,886,851 13,886,851 13,886,851 156484 Non-Congregate Shelter - 3/19/2020 to 6/30/2020 4,012,966 4,012,966 4,012,966 731586 COVID Testing Costs - 7/1/2022 to 05/11/2023 (90% of actuals)686,296 686,296 680,296 240222 Incremental Cleaning Costs - 4/1/2020 to 6/30/2021 10,197,540 10,197,540 10,197,540 685744 Incremental Cleaning Costs - 7/1/2021 to 6/30/2022 3,649,683 3,649,683 3,649,683 719093 COVID Testing Costs Mobile Med - 07/01/2022 - 03/31/2023 (90% of actuals)979,848 979,848 979,848 687414 COVID Testing Costs - 7/1/2021 to 6/30/2022 4,914,058 4,914,058 5,256,138 719096 Incremental Cleaning Costs - 7/1/2022 to 4/1/2023 (90% of actuals)1,295,515 1,295,515 1,295,515 240223 Non Congregate Shelter - 1/1/2021 to 3/31/2022 14,515,020 14,515,020 14,515,020 550487 COVID Testing Costs - 2/27/2020 to 6/3/2021 15,814,082 15,814,082 15,814,082 720803 Category Z Mgmt Reimbursement - Ernst & Young Costs1 2,000,000 1,823,534 1,369,236 698619 County Emergency Operations Center (EOC) - 03/23/2020 to 07/1/2022 1,620,297 1,620,297 1,620,297 TOTAL 82,470,577$ 82,294,110$ 82,175,892$ as % of Total Estimated Claims 100%99.8%99.6% Total Projects 23 23 23 County Administrator’s Office June 24, 2025 Update and Next Steps for Unallocated COVID-19 FEMA Reserve 1.Status of American Rescue Plan Act (ARPA) Coronavirus State & Local Fiscal Recovery Funds (CSLFRF) 2.Recap on Establishing the COVID-19 FEMA General Fund Reserve 3.Status of the COVID-19 FEMA General Fund Reserve 4.Status of COVID-19 FEMA Claims 5.Key Dates for Federal and State Actions Impacting the County 6.Discussion/Questions Update and Next Steps for Unallocated COVID-19 FEMA Reserve 1.As of June 30, 2024, the County has spent the entire allocation of $224 million. 2.On March 28, 2025, the County’s external auditor issued the FY23-24 Single Audit, which included no findings related to the ARPA CSLFRF program. 3.Below is a reconciliation of actual expenditures from inception to June 30, 2024: 3 ARPA-CSLFRF Allocation Actual Expenditures thru 6/30/24 FY21-22 FY22-23 FY23-24 (Audited)Actuals Actuals Actuals Total Funding Sources: $112,029,452 $112,029,452 $0 $224,058,904 Funding Uses: Health Services (COVID-19)$79,214,397 $67,204,394 $15,795,607 $162,214,398 Pandemic Service Relief Playment $0 $24,300,111 $0 $24,300,111 Health Services (Hospital Subsidy)$0 $0 $37,544,395 $37,544,395 Total Uses $79,214,397 $91,504,505 $53,340,002 $224,058,904 Balance $0 Update and Next Steps for Unallocated COVID-19 FEMA Reserve 1.Established at close of FY23-24 following Board action in the amount of $37,644,395 as “Assigned” Fund Balance in the General Fund. 2.Designed to hedge against risk to General Fund of COVID-19 FEMA reimbursements not being paid. 3.County Administrator to… a.Provide annual updates to the Board on the status of COVID-19 FEMA claims; and b.Make recommendations on COVID-19 FEMA General Fund Reserve funding level for upcoming year. FY24-25 Beginning Balance ("Assigned" Fund Balance)37,644,395$ Less: FEMA Payments Outstanding 8,177,747$ 10% Audit Reserve (3 Years Post Closeout; FY28-29)8,218,169$ Project 698619 - County Fair Market Value Share 271,453$ Project 731586 - County Fair Market Value Share 6,000$ Recommended for Retention as "Assigned" on 6/30/25 16,673,369$ Available for Release to "Unassigned" on 6/30/25 20,971,026$ COVID-19 FEMA General Fund Reserve Calculation Update and Next Steps for Unallocated COVID-19 FEMA Reserve 1.As part of the FY25-26 Budget Adoption, the recommended for release. 2.Took in FY25-26 3.Directed the County Administrator’s Office to return to the Board to discuss next steps SAFE Center 3,500,000$ Stand Together CoCo 2,341,158$ Refugee Resettlement 400,000$ Appropriation for Contingencies 14,729,868$ Total 20,971,026$ COVID-19 FEMA General Fund Reserve FY25-26 Allocation of Released Funding Update and Next Steps for Unallocated COVID-19 FEMA Reserve Contra Costa County COVID-19 FEMA Project Applications Status Report, as of 6/17/2025 Project #Submitted Projects Estimated Claim Claimed Received 146165 Great Plates Delivered - 5/1/2020 to 6/10/2020 144,796$ 144,796$ 144,796$ 166257 Great Plates Delivered - 6/11/2020 to 7/9/2020 276,467 276,467 276,467 166323 Great Plated Delivered - 7/10/2020 to 8/9/2020 380,374 380,374 380,374 166334 Great Plates Delivered - 8/10/2020 to 9/9/2020 384,174 384,174 384,174 166919 Great Plates Delivered - 9/10/2020 to 10/9/2020 417,331 417,331 417,331 178653 Great Plates Delivered - 10/10/2020 to 2/6/2021 2,006,732 2,006,732 2,006,732 243280 Great Plates Delivered - 2/6/2021 to 7/9/2021 2,805,170 2,805,170 2,805,170 240224 Materials - PPE - 3/07/2020 to 5/20/2022 1,240,517 1,240,517 1,240,517 680872 Cleaning Supplies - 3/04/2020 to 6/07/2022 555,062 555,062 555,062 680774 Vaccinations - 12/01/2020 to 05/31/2021 637,756 637,756 637,756 733307 COVID-19 Coordination & Response Efforts - 7/22/2022 - 5/11/2023 50,042 50,042 50,042 186200 Non Congregate Shelter - 7/1/2020 to 1/1/2021 13,886,851 13,886,851 13,886,851 156484 Non-Congregate Shelter - 3/19/2020 to 6/30/2020 4,012,966 4,012,966 4,012,966 731586 COVID Testing Costs - 7/1/2022 to 05/11/2023 (90% of actuals)686,296 686,296 680,296 240222 Incremental Cleaning Costs - 4/1/2020 to 6/30/2021 10,197,540 10,197,540 10,197,540 685744 Incremental Cleaning Costs - 7/1/2021 to 6/30/2022 3,649,683 3,649,683 3,649,683 719093 COVID Testing Costs Mobile Med - 07/01/2022 - 03/31/2023 (90% of actuals)979,848 979,848 979,848 687414 COVID Testing Costs - 7/1/2021 to 6/30/2022 4,914,058 4,914,058 5,256,138 719096 Incremental Cleaning Costs - 7/1/2022 to 4/1/2023 (90% of actuals)1,295,515 1,295,515 1,295,515 240223 Non Congregate Shelter - 1/1/2021 to 3/31/2022 14,515,020 14,515,020 14,515,020 550487 COVID Testing Costs - 2/27/2020 to 6/3/2021 15,814,082 15,814,082 15,814,082 720803 Category Z Mgmt Reimbursement - Ernst & Young Costs1 2,000,000 1,823,534 1,369,236 698619 County Emergency Operations Center (EOC) - 03/23/2020 to 07/1/2022 1,620,297 1,620,297 1,620,297 TOTAL 82,470,577$ 82,294,110$ 82,175,892$ as % of Total Estimated Claims 100%99.8%99.6% Total Projects 23 23 23 1.Since the FY25-26 Budget Adoption, the County has received an additional $8,171,950 in anticipated FEMA reimbursements 2.FEMA COVID-19 Cost Recovery now at 99.6% of estimated revenue with no disallowments 3.FEMA and CalOES denied an appeal for $3 million in 2023 Winter Storm claims impacting the Road Fund. Update and Next Steps for Unallocated COVID-19 FEMA Reserve June 15, 2025: Constitutional deadline for Legislature to pass State Budget. Legislature still negotiating with Governor on cuts to Medi- Cal June 27, 2025: Deadline for Governor to sign state budget Early July 2025: Majority imposed deadline for the Federal Reconciliation Bill September 30, 2025: The Federal Continuing Resolution (CR) expires. Regardless of whether the Reconciliation Bill passes, Congress must take action on appropriations by this date December 31, 2026: Expiration of Section 1115 and 1915(b) waivers authorizing California’s CalAIM program. No congressional action needed – this is an administrative action by CMS 7 Update and Next Steps for Unallocated COVID-19 FEMA Reserve From: John Gioia <John.Gioia@bos.cccounty.us> Sent: Tuesday, June 3, 2025 12:12 PM To: Adam Nguyen <adam.nguyen@cao.cccounty.us>; Monica Nino <Monica.Nino@cao.cccounty.us> Cc: John Gioia <John.Gioia@bos.cccounty.us> Subject: <no subject> Please include this email of potential projects to be funded from Measure X funds and former ARPA funds in the board packet for next Tuesday’s meeting. This is not unlike the letter you attached from Jewish Family and Community Services on their request. POSSIBLE FUNDING PROPOSALS Through Office of Racial Equity and Social Justice Allocate $500,000 to expand services to Black males to be folded into the African-American Wellness Hub Phase 1 of immediate supports. Work closely with Black male community members (as a core group of a Community Advisory Body dedicated to implementation/establishment of a Hub) to inform and guide these targeted interventions. The proposed allocation of $500,000 would be added to the already allocated $7.5 million (approved by the Board on April 23, 2024 to establish an African American Holistic Wellness and Resource Hub and implement related services and activities) and be included in the first phase of the implementation plan which will consist of immediate, rapid-response efforts targeting high-need, hard-to-reach populations beginning in January 2026. These Phase 1 services will include leveraging existing County services and programs that serve and/or prioritize African American communities, as well as service provided by contracted community-based service provider organizations with proven experience, credibility, and relationships in African American communities. The additional allocation of $500,000 should be added to and augment any investment towards these Phase 1 services, and the additional funds should focus on and prioritize the development and well-being of Black males, with 50% dedicated to prevention efforts serving young people ages 12-24 and 50% dedicated to intervention efforts for adults ages 21-35. Through Employment and Human Services Department • Invest in Parent Peer Support Services. Allocate additional funding to increase an existing contract with the Child Abuse Prevention Council to provide greater parent and caregiver support. • Expand Family Navigation Services to children under age 6 and Invest in Family Support Services to Strengthen Protective Factors for Families. Currently, CoCo Kids and First Five make referrals for any services needed by a family that they currently work with. Allocate additional funding to expand this work through a procurement process. Through Contra Costa Health/Department of Conservation and Development (DCD) • Allocate up to $1.5M in one-time Measure X funds/Former ARPA funds to the Measure X Housing Fund for increased services, as follows: (a) 50% to be utilized for housing services for youth and young adults. Contra Costa Health, Housing and Homeless Services (H3) will include the funds in an upcoming RFP to be released in 4-6 weeks for youth and young adult housing services. Contracted services are expected to begin Fall 2025 and funding would be offered as one-time startup costs to allow the provider time to seek additional funding for long-term project sustainability. (b)50% to be allocated to augment emergency rental assistance services, approved by the Board of Supervisors during the April 15th Board meeting following completion of an RFP process administered jointly by H3 and DCD. The funding would be allocated to emergency rental assistance providers who did not receive full funding for their requests, namely, organizations like Keep People Housed collaborative, Catholic Charities, and St. Vincent de Paul, in proportion to the amount of the proposals that was not funded. Note: Any Measure X funds allocated to youth and young adult homeless/housing services would be leveraged by $1.3M in federal and state dollars to sustain current transitional housing services and, potentially expand capacity of transitional housing. • Allocate an identified one-time amount (to be determined) for increased mental health services to youth and children with a focus on the AAPI population (this is an underserved population compared to other populations). These services can be provided by an established community based organization that is culturally competent to provide mental health services to the AAPI community. 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2586 Name: Status:Type:Discussion Item Passed File created:In control:1/8/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:CONSIDER accepting the monthly update on the activities and oversight of the County's Head Start Program, and provide guidance. (Marla Stuart, Employment and Human Services Director) Attachments:1. June 2025 BOS Head Start Update.pdf, 2. 1. CCB-25-07 Travel and Mileage Reimbursement Guidance.pdf, 3. 2. CCB-25-08 CA CalWORKs Stages One, Two, and Three Child Care Programs for Family Reunification Participants.pdf, 4. 3. CCB-25-09 FY25-26 Voucher-Based Child Care and Development Initial Contract Award Allocations.pdf, 5. 4. CCB-25-10 FY25-26 Direct Services Child Care and Developmental Initial Contract Award Allocations.pdf, 6. 5. CCB-25-12 FY25-26 CalWORKs Initial Contract Award Allocations.pdf, 7. 6. CCB-25-13 Guidance for Implementation of AB 393 for Dual Language Learners.pdf, 8. 7. New HSPPS Compliance Timeline and Analysis.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:Update on Head Start Programs and Oversight ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: CONSIDER accepting the monthly update on the activities and oversight of the County's Head Start Program as recommended by the Employment and Human Services Director, and provide guidance. FISCAL IMPACT: There is no fiscal impact. BACKGROUND: Per Board Resolution No. 2023/274, the Board receives monthly updates on and provides guidance related to the activities of the Head Start program. This is the June 2025 update. CONSEQUENCE OF NEGATIVE ACTION: The County will not be in compliance with Head Start program requirements, which may jeopardize funding and successful 2024-2029 grant implementation. CHILDREN’S IMPACT STATEMENT: The services provided under this contract support all five of Contra Costa County's community outcomes: CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2586,Version:1 The services provided under this contract support all five of Contra Costa County's community outcomes: (1)"Children Ready for and Succeeding in School";(2)"Children and Youth Healthy and Preparing for Productive Adulthood";(3)"Families that are Economically Self-Sufficient";(4)"Families that are Safe,Stable and Nurturing";and (5)"Communities that are Safe and Provide a High Quality of Life for Children and Families". CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:225-2588 Name: Status:Type:Discussion Item Held File created:In control:5/18/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 Title:CONSIDER approving the Contra Costa THRIVES Guaranteed Income Pilot Program for administration by the Employment and Human Services Department to serve 170 recipients over an 18 month time period. (Marla Stuart, Employment and Human Services Director) Attachments:1. Contra Costa Thrives - CCC EHSD GBI Proposed Program Design BOS presentation FINAL, 2. Contra Costa Thrives Guaranteed Basic Income Program Design Proposal FINAL Action ByDate Action ResultVer.Tally continuedBOARD OF SUPERVISORS6/24/2025 2 To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:Contra Costa THRIVES Guaranteed Income Program for administration by the Employment and Human Services Department. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE the Contra Costa THRIVES Guaranteed Income Pilot Program for administration by the Employment and Human Services Department for an estimated payment issuance period of January 2026 through December 2027. FISCAL IMPACT: This program will be funded by $3,250,000 in Measure X funds, $1,000,000 in AB 109 funds, and $16,200 Voluntary & Emergency Services Team in Action (VESTIA) funds for a total funding amount not to exceed $4,266,200. These funds were allocated one time for the pilot project by the Board on October 22, 2024. It will serve 170 recipients over 18 months. Board approval of this recommendation authorizes the expenditure of these funds. BACKGROUND: On August 15, 2023 (D.4), the Employment and Human Services Department made a presentation to the Board of Supervisors titled “Universal Basic Income and Guaranteed Income Pilots”. The Board accepted the report and directed staff to seek income waivers for Guaranteed Income Pilot payment for individuals residing in Contra Costa County and applying for CalFresh. On April 22, 2024 (D.1), the Board conducted a hearing on the Fiscal Year 2024-2025 Recommended Contra Costa County and Special District Budgets. During this hearing, the Measure X Community Advisory Board (MXCAB) recommended guaranteed income pilots as a funding priority. The Board directed that the Employment and Human Services Department and the Contra Costa Guaranteed Income Coalition report back CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2588,Version:2 to the Board. On October 22, 2024 (D.4), the Board of Supervisors voted to allocate $3.25 million Measure X funds and $1 million AB 109 funds for a Guaranteed Income (GI) Program to be developed and administered by the Employment and Human Services Department (EHSD), serving all or some of the identified target populations: youth transitioning out of foster care, unhoused and unstably housed residents, families with young children experiencing financial hardship, low-income seniors, and individuals returning to the community after incarceration. CONSEQUENCE OF NEGATIVE ACTION: There are no federal or state mandates related to this MX funded program which is at the sole discretion of the Board. CHILDREN’S IMPACT STATEMENT: This action supports the third of Contra Costa County’s community outcomes of the Children’s Report Card, "Families that are Economically Self-Sufficient”. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ Contra Costa Thrives Guaranteed Basic Income Program Proposal Marla Stuart, MSW PhD, Director Aisha Teal, Workforce Services Specialist June 24, 2025 EHSDInfo@ehsd.cccounty.us | (925) 608-4800 1.Prior Board Actions 2.Contributors 3.Literature Review 4.Program Design Presentation Order 5.Budget 6.Implementation 7.Recommendation 8.Attached Documents Prior Board Actions Slide 4 | Employment & Human Services Department | Contra Costa Thrives: Guaranteed Basic Income Program Proposal Oct 22 2024 Apr 22 2024 Aug 15 2023 Board workshop on Guaranteed Income (GI) pilots Directed EHSD to seek income waivers for public assistance During budget hearing, MX CAB recommended a GI pilot Board directed EHSD to provide a plan for a $5M GI pilot Board allocated $1M in AB109 funds and $3.25M in MX funds for a GI program for 1) Youth transitioning out of foster care, 2) Unhoused and unstably housed, 3) Families with young children experiencing financial hardship, 4) Low-income seniors, 5) Re-entry population Prior Board Actions Contributors Slide 6 | Employment & Human Services Department | Contra Costa Thrives: Guaranteed Basic Income Program Proposal Contributors Contra Costa County GI Collaborative for proposed plan and review of EHSD plan VESTIA for non-governmental contribution of $16,200 County Team for program design •Transitioning Youth: Roslyn Gentry, Beth Bottorff GI: Maura Connell, Tamina Alon •Young Families: Rebecca Darnell, Ann Barrett Finance: Anita Luu, Adrian Araza •Re-Entry: Patrice Guillory, Tina Reyes, Michael Venegas Coordination: Jennie Ann Mendoza •Older Adults: Tracy Murray, Alice Dietrich, Debbie Toth UC Davis for Literature Review and Design Expertise •Ahna Ballonoff Suleiman, MPH PhD •Rose Kagawa, MPH PhD Community Meetings Participants for draft program review and feedback Slide 7 | Employment & Human Services Department | Contra Costa Thrives: Guaranteed Basic Income Program Proposal Community Meetings Target Population Committee # Date Youth transitioning out of foster care Family & Children’s Trust Committee Regional Community Partnership (Central) Regional Community Partnership (East) 12 18 22 May 5 May 9 May 13 Families with young children experiencing financial hardship Economic Opportunity Committee Workforce Development Board Head Start Policy Council 19 40 34 May 8 May 13 May 21 Individuals returning to the community after incarceration AB 109 Realignment CAB 19 May 8 Housing insecure older adults Advisory Council on Aging 55 Apr 16 All CC Guaranteed Income Coalition 7 2 2 Dec 19 Apr 17 Jun 11 Total 230 Slide 8 | Employment & Human Services Department | Contra Costa Thrives: Guaranteed Basic Income Program Proposal Questions •Funding? •Eligibility criteria? •Impact to other benefits? •Rolling enrollment? •Payment discontinuation? Feedback •Implement fair referral and selection processes •Offer accessible orientation •Provide financial literacy •Ensure flexible payment options Common Community Themes See Attachment E for full list of all input Literature Review Slide 10 | Employment & Human Services Department | Contra Costa Thrives: Guaranteed Basic Income Program Proposal Category Research Findings Populations •GI reduces recidivism among formerly incarcerated (p. 6) •Growing interest in serving seniors (p. 7) Payments •Lump sum payments effective poverty alleviation strategy internationally (p. 11) Supports •Case management support essential (p. 8) •Cash payments may or may not be conditioned on attending financial literacy courses. (p. 3) Evaluation •Benefits economic well-being while enrolled; lack of studies in US on long-term effects (pp 2, 7-8) •Measures of economic stability are common (pp 4-5) Literature Review Key Findings See Attachment B for complete literature review Program Design Slide 12 | Employment & Human Services Department | Contra Costa Thrives: Guaranteed Basic Income Program Proposal Goals and Populations 1.Provide consistent, unconditional cash payments to reduce financial volatility and improve participant's ability to meet basic needs. 2.Assist youth transitioning from foster care, families with young children, and individuals reentering the community post-incarceration in navigating major life transitions with financial stability as a foundation. 3.Help housing-insecure older adults remain stably housed and/or maintain their homes by assisting with repairs. 4.Leverage existing county programs by selecting participants enrolled in services, increasing engagement with case managers, and reducing barriers to successful outcomes. Slide 13 | Employment & Human Services Department | Contra Costa Thrives: Guaranteed Basic Income Program Proposal •Active participant in one of the following County-sponsored programs -CalWORKs Welfare-to-Work or Cal-Learn -Independent Living Skills Program -Adult Protective Services -Probation •Cannot be enrolled in another Guaranteed Income program •Must not have participated in a prior Guaranteed Income program •Has legal control of finances General Eligibility Criteria Referrals 1 month Slide 14 | Employment & Human Services Department | Contra Costa Thrives: Guaranteed Basic Income Program Proposal Youth Transitioning from Foster Care Engaged Non-minor dependents with CCC Ages 19-21 Actively participating in Independent Living Skills Program Families with Young Children Engaged Welfare-to-Work and Cal-Learn families Ages 18-26 At least one child ages 0-6 At least 18 months remaining on CalWORKs Probation Clients Engaged Probation clients Released within last 6 months Ages 18+ Ohio Risk Assessment System results and participation in an activity Older Adults Engaged Adult Protective Services (APS) clients 60+ years of age Identified housing instability Specific Eligibility Criteria Referrals 1 month Slide 15 | Employment & Human Services Department | Contra Costa Thrives: Guaranteed Basic Income Program Proposal Referrals Orientation Selection Implementation Evaluation 1 month 1 month 1 month 18 - 24 months 5 years Overview and Timeline Slide 16 | Employment & Human Services Department | Contra Costa Thrives: Guaranteed Basic Income Program Proposal 1.County caseworkers identify all eligible candidates 2.County caseworkers submit all eligible candidates to Manager for review and approval 3.Manager refers all eligible candidates to EHSD GI Program Manager 4.EHSD GI Manager invites all eligible candidates to mandatory orientation 5.EHSD GI Manager refers all consenting candidates to UC Davis for random assignment to participant or control group Referral Process Referrals 1 month Slide 17 | Employment & Human Services Department | Contra Costa Thrives: Guaranteed Basic Income Program Proposal •Benefits Counseling which explains potential GBI impacts to benefits programs including but not limited to: CalFresh, EITC, LIHEAP, SSI, WIC, CFAP, FERA, HDAP, SDI, UI, THP+, transportation discounts, housing subsidies •Financial Counseling which provides tools to manage income and supports goal-aligned financial decisions •Complete baseline evaluation information •Consent to participate Mandatory Orientation Referrals Orientation 1 month 1 month Slide 18 | Employment & Human Services Department | Contra Costa Thrives: Guaranteed Basic Income Program Proposal Multi- Disciplinary Team Referrals Orientation Selection 1 month 1 month 1 month Assignment Process 44 Participants 88 Control Group 44 Participants 88 Control Group 46 Participants 88 Control Group 44 Participants Random Random Random ~44 referrals per population | ~534 Total ~178 Recipients | ~356 Control Group 92 Control Group Slide 19 | Employment & Human Services Department | Contra Costa Thrives: Guaranteed Basic Income Program Proposal Referrals Orientation Selection Implementation 1 month 1 month 1 month 18 - 24 months Implementation 1.Notified of selection 2.Complete baseline evaluation information 3.Select payment option 4.Receive Mastercard debit card and begin receiving payments 5.Receive regular (~monthly) support from case worker 6.Receive optional continued financial support Slide 20 | Employment & Human Services Department | Contra Costa Thrives: Guaranteed Basic Income Program Proposal Payment Options Referrals Orientation Selection 1 month 1 month 1 month Months 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 Option 1 $1,250 $1,250 $1,250 $1,250 $1,250 $1,250 $1,250 $1,250 $1,250 $1,250 $1,250 $1,250 $950 $750 $550 $350 $250 $150 Option 2 $4,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $750 $750 $500 $500 $250 $250 Option 3 $750 $750 $1,500 $1,500 $2,500 $2,500 $2,500 $1,500 $1,500 $1,250 $1,000 $750 $0 $0 $0 $0 $0 $0 Implementation 18 - 24 months Slide 21 | Employment & Human Services Department | Contra Costa Thrives: Guaranteed Basic Income Program Proposal Referrals Orientation Selection Implementation 1 month 1 month 1 month 18 - 24 months Discontinuance Reasons 1.Permanently moves out of the state or country and no longer receiving County supports 2.Becomes incarcerated for more than 90 days 3.Fails to address a Bench Warrant within 90 days 4.Passes away 5.Voluntarily chooses to discontinue All individuals discontinued within the first 6 months will be replaced with an individual from the control group. After 6 months, no replacements will be selected. The total cash disbursement period will be 24 months. Slide 22 | Employment & Human Services Department | Contra Costa Thrives: Guaranteed Basic Income Program Proposal Referrals Orientation Selection Implementation 1 month 1 month 1 month 18 - 24 months Longitudinal Evaluation Evaluation 5 years 1.Short term (during program) qualitative feedback to inform county services 2.Long term (annual) quantitative collection of sustainable income and recidivism data 3.Incentives for voluntary participation in research activities for participants and control groups 4.Annual reports to the Family & Human Services Committee and the Community Corrections Partnership with optional referral to the Board of Supervisors Budget Slide 24 | Employment & Human Services Department | Contra Costa Thrives: Guaranteed Basic Income Program Proposal Budget Expenditures Measure X AB 109 VESTIA Total % Direct Payments $2,376,000 $828,000 $16,200 $3,220,200 75% Payment Disbursement Vendor $2,465 $822 $0 $3,287 <1% Benefits Counseling Vendor $31,424 $13,744 $0 $45,168 1% Evaluation Vendor $515,111 $100,000 $0 $615,111 14% County Administrative Costs $325,000 $57,434 $0 $382,434 9% Total $3,250,000 $1,000,000 $16,200 $4,266,200 100% Implementation Slide 26 | Employment & Human Services Department | Contra Costa Thrives: Guaranteed Basic Income Program Proposal Preparation Jul - Aug '25 Finalize program design Develop operational procedures Secure vendors for benefits counseling, payment disbursement, evaluation Implementation Sep - Dec '25 Engage Case Workers Execute referral process Complete orientation Assign participants Payment Issuance Jan '26 - Dec '27 First payment 1/15/26 Support Case Workers Launch evaluation Last payment 12/15/27 Evaluation Jan ‘26 – Dec ‘32 Continue evaluation Annual reports to FHS and CCP Final report June 2033 Implementation Activities and Timeline Recommendation APPROVE the Contra Costa THRIVES Guaranteed Basic Income Program for administration by the Employment & Human Services Department. Contra Costa Thrives Guaranteed Basic Income Program Proposal Discussion June 24, 2025 EHSDInfo@ehsd.cccounty.us | (925) 608-4800 Attached Documents Contra Costa Thrives Guaranteed Basic Income Program Design Attachment A: Guaranteed Income Program Design Comparison Chart Attachment B: Cash Payments and Economic Outcomes in the United States and Globally: A Narrative Review and Executive Summary by Rose Kagawa and Ahna Suleiman, UC Davis Attachment C: Existing Case Management Support Attachment D: Summary of Known California Guaranteed Income Pilots by Jurisdiction (City, County, State) 10/22/2024 Attachment E: Community Input Attachment F: Contra Costa Thrives Pilot Implementation Plan by Rachel Rosekind 12/18/24 Guaranteed Basic Income Program Design Aisha Teal, Author & Project Manager Marla Stuart, MSW, PhD, Director Proposed Program Design Guaranteed Basic Income June 2025 asdasdasdasd Contra Costa THRIVES CONTRA COSTA THRIVES EHSD Program Design AUTHOR: AISHA TEAL, PROJECT MANAGER | JUNE 2025 | REV. 06.1 8 .2025 Page 1 of 22 TABLE OF CONTENTS Background .................................................................................................................................................. 3 Board of Supervisors’ Action ................................................................................................................... 3 Acknowledgements ...................................................................................................................................... 3 VESTIA ....................................................................................................................................................... 3 Contra Costa Guaranteed Income Coalition (CCGIC) ............................................................................. 3 Introduction .................................................................................................................................................. 3 Literature Review ......................................................................................................................................... 4 Executive Summary ................................................................................................................................. 4 Evidence-Based Program Design ............................................................................................................ 6 Program Goals .............................................................................................................................................. 7 Program Outcomes ...................................................................................................................................... 8 Proposed Program Design ........................................................................................................................... 8 Eligibility Criteria ....................................................................................................................................... 8 General Criteria .................................................................................................................................... 8 Specific Criteria .................................................................................................................................... 8 Referral & Selection Process ................................................................................................................ 11 Older Adults ....................................................................................................................................... 11 Verification Requirements .................................................................................................................... 12 Orientation ............................................................................................................................................. 12 Benefits Counseling .......................................................................................................................... 12 Financial Support and Resources .................................................................................................... 12 Payment Disbursement ........................................................................................................................ 13 Payment Disbursement Partner ....................................................................................................... 14 Case Management Supports ................................................................................................................ 14 Discontinuance Reasons ...................................................................................................................... 15 Participant Turnover and Alternate Selection ..................................................................................... 15 Case Worker Support ................................................................................................................................ 15 Program Launch ........................................................................................................................................ 16 Impacts to Other Public Assistance Programs ........................................................................................ 17 Hold Harmless Fund ............................................................................................................................. 17 Funding Sources and Proposed Budget .................................................................................................. 18 Funding Sources ................................................................................................................................... 18 CONTRA COSTA THRIVES EHSD Program Design AUTHOR: AISHA TEAL, PROJECT MANAGER | JUNE 2025 | REV. 06.1 8 .2025 Page 2 of 22 Proposed Budget ................................................................................................................................... 18 Evaluation .................................................................................................................................................. 19 Short-Term Outcomes ........................................................................................................................... 19 Long-Term Outcomes ............................................................................................................................ 19 Control Groups ...................................................................................................................................... 20 Works Cited ............................................................................................................................................... 22 CONTRA COSTA THRIVES EHSD Program Design AUTHOR: AISHA TEAL, PROJECT MANAGER | JUNE 2025 | REV. 06.1 8 .2025 Page 3 of 22 BACKGROUND Board of Supervisors’ Action On October 22, 2024, the Contra Costa County Board of Supervisors (BOS) voted to allocate $3.25 Million Measure X funds and $1 Million AB 109 funds for a Guaranteed Income (GI) Program to be developed and administered by the Employment and Human Services Department (EHSD), serving all or some of the identified target populations: • Youth transitioning out of foster care • Unhoused and unstably housed residents • Families with young children experiencing financial hardship • Low-income seniors • Individuals returning to the community after incarceration This document presents EHSD’s program design for the Guaranteed Basic Income (GBI) program in Contra Costa County. ACKNOWLEDGEMENTS VESTIA EHSD is grateful to VESTIA for their financial contribution to the Contra Costa Thrives program. VESTIA’s investment will go towards the direct payments of participants, which will allow them to maintain the same level of CalFresh benefits while receiving GBI payments. Thank you for protecting the benefits of some of Contra Costa County’s most vulnerable community members. Contra Costa Guaranteed Income Coalition (CCGIC) EHSD would like to acknowledge and thank the CCGIC for their partnership and contribution. Many of the core design elements, including the name, were informed and inspired by the Coalition’s work. It is important to note that the CCGIC’s proposal outlines design, implementation, and evaluation recommendations specifically for the Measure X-funded pilot, with the expectation that the AB 109- funded pilot follow a separate discovery process, community input strategy, and timeline, and will be developed in collaboration with local experts, regional leaders in reentry-focused initiatives, and individuals with lived experience. Attachment A presents a comparative chart of the core elements of the program designs developed by the CCGIC and EHSD, highlighting both similarities and differences. INTRODUCTION EHSD recommends four key groups for this initiative: • Foster youth ages 19-21, receiving Independent Living Skills Program case management support; • CalWORKs families with children under five years of age whose parent(s) is engaged in the Welfare-to-Work or Cal-Learn program; • Individuals returning to the community after incarceration and on probation; and • Low-income housing insecure seniors receiving services through Adult Protective Services. CONTRA COSTA THRIVES EHSD Program Design AUTHOR: AISHA TEAL, PROJECT MANAGER | JUNE 2025 | REV. 06.1 8 .2025 Page 4 of 22 These key groups were thoughtfully and intentionally selected based on the following factors: • They are engaged in County-sponsored programs and have access to existing case management and supportive services • They do not need to submit an application or documentation to prove eligibility • EHSD will lead administrative responsibilities, providing oversight and accountability to streamline operations and ensure program consistency These populations experience disproportionate barriers to economic stability, social mobility, and wellbeing1: • Foster youth aging out of care are at high risk for homelessness and economic insecurity. • Families with young children face heightened financial stress that has a spillover effect on their children’s lives, imperiling their physical health, academic success, and emotional well- being. • Individuals returning from incarceration face systemic barriers to employment, housing, and community reintegration. • Housing insecurity is becoming increasingly urgent among older adults. The recommended populations are already engaged in County supportive service systems, positioning this program to augment, rather than replace, critical social supports. Guaranteed income’s unconditional nature respects recipients’ agency and expertise in determining how best to meet their own needs, while case management services provide additional structure, connection, and resources to promote long-term stability. By targeting these populations, Contra Costa Thrives seeks to operationalize a holistic, dignity-centered approach to economic security — one that recognizes both the immediate relief and lasting opportunities that direct, unrestricted cash can offer when coupled with social safety nets. LITERATURE REVIEW To inform the design of Contra Costa Thrives, EHSD commissioned UC Davis’s Center for Regional Change (CRC) to conduct a literature review that summarizes the evidence on the impacts of basic income and related programs on economic outcomes, focusing on the four priority populations. Additionally, CRC researchers met with Contra Costa County stakeholders who serve community members from each target population. During the meeting, relevant information was gathered concerning programmatic design considerations and data collection strategies. This process facilitated the identification of best practices, highlighted evidence gaps, and outlined important considerations for how guaranteed income could support participants. The information collected during this meeting along with additional feedback from CRC researchers formal review were incorporated into the Contra Costa Thrives program design. Executive Summary This narrative review of the literature on cash payment programs implemented in the United States and globally sought to characterize what is known about the effects of cash payments on economic outcomes, identify common measures of economic success and financial wellbeing, and highlight critical research questions that can guide the design and implementation of future cash payment programs to maximize benefits. Key findings in these areas were developed from common themes 1 Dr. Rachel Rosekind, Implementing Guaranteed Income in Contra Costa, pp. 84-94 CONTRA COSTA THRIVES EHSD Program Design AUTHOR: AISHA TEAL, PROJECT MANAGER | JUNE 2025 | REV. 06.1 8 .2025 Page 5 of 22 arising across studies of cash payments. The literature review focuses on four priority populations: low-income families, formerly incarcerated or justice-involved individuals, low-income seniors, and youth transitioning out of foster care. Most of the evidence is from studies of programs for low- income families or low-income households more generally. Measures of economic wellbeing are frequently collected through self-reports on surveys. Noted is a wide variation in the measures used to evaluate economic wellbeing. However, the most common measures across studies include income, employment, savings (e.g. % with $500 or more in savings), ability to cover an emergency expense (e.g. “unexpected $400 expense”) or expenses more generally (e.g. utility bills, mortgage, rely on others for financial support), and subjective measures of satisfaction with one’s financial situation. Across studies, cash payments appear to benefit economic wellbeing among participants while they are enrolled and actively receiving payments. However, impacts are sometimes modest and rarely affect all measures of financial well-being included in a study. Fewer programs provide data on wellbeing after payments have ceased, but those that do raise questions about the ability of short- term (e.g. 2 years) basic income and similar programs to alter participant lives sufficiently to achieve long-term benefits given the structural and environmental factors that impact economic stability. While few programs with published evaluation results for seniors and youth transitioning out of foster care were identified, there are many new and ongoing basic income programs for these populations that will provide estimates of program impact in the coming months and years. Finally, there is growing interest in providing cash using mechanisms other than basic income payments, including lump sum payments and baby bonds. While several states and municipalities have implemented such programs, the recipients remain very young, and overall, there is far less evidence on the effectiveness of such alternative structures. The one study identified evaluated the effects of a lump sum payment in Kenya relative to a two-year basic income, finding positive evidence for the comparative effectiveness of the lump sum payment. Attachment B contains a complete literature review. CONTRA COSTA THRIVES EHSD Program Design AUTHOR: AISHA TEAL, PROJECT MANAGER | JUNE 2025 | REV. 06.1 8 .2025 Page 6 of 22 Evidence -Based Program Design The chart below highlights key findings from the literature review alongside core components of the Contra Costa Thrives program design, showing how evidence from the literature review directly informed the approach or validated design elements that were developed prior to receiving the literature review. Category Literature Review Findings Contra Costa Thrives Program Design Evaluation • Studies prove cash payments benefit economic well-being while enrolled, however, there is a lack of studies in the United States on the long-term effects of GI (pp. 2; 7-8). • Common measures across studies include economic stability (pp. 4-5). • Contra Costa Thrives will provide cash payments to reduce financial volatility and improve participants’ ability to meet basic needs during the program and study the effects 5 years after the program concludes. • Evaluation design will include measuring economic stability. Populations • Though varied, results suggest GI helps reduce recidivism among formerly incarcerated individuals (p. 6). • There is a growing interest in GI programs for seniors (p. 7). • Validates selection of formerly incarcerated individuals and seniors for target populations. Payments • Lump sum payments shown to be a poverty alleviation strategy in international GI pilots (p. 11). • One of the three payment options include a lump sum payment up front. Supports • Structural support to facilitate transformation is essential (p. 8). • Guaranteed income may provide cash payments to specific populations with or without the condition of attending financial literacy courses (p. 3). • Target populations are engaged in County-sponsored programs and have access to existing case management and supportive services. • Prior to random selection, eligible candidates will be required to attend an orientation which will include benefits counseling and a financial support and resources session. CONTRA COSTA THRIVES EHSD Program Design AUTHOR: AISHA TEAL, PROJECT MANAGER | JUNE 2025 | REV. 06.1 8 .2025 Page 7 of 22 PROGRAM GOALS Provide consistent, unconditional cash payments to reduce financial volatility and improve participants’ ability to meet basic needs. Assist individuals reentering the community post-incarceration, youth transitioning from foster care, and families with young children in navigating major life transitions with financial stability as a foundation. Help housing-insecure older adults remain stably housed and/or maintain their homes by assisting with repairs. Leverage existing county programs by selecting participants enrolled in services, increasing engagement with case managers, and reducing barriers to successful outcomes. CONTRA COSTA THRIVES EHSD Program Design AUTHOR: AISHA TEAL, PROJECT MANAGER | JUNE 2025 | REV. 06.1 8 .2025 Page 8 of 22 PROGRAM OUTCOMES PROPOSED PROGRAM DESIGN Contra Costa Thrives will issue direct payments to approximately 132 individuals funded by Measure X and approximately 46 individuals funded by AB 109. Eligibility Criteria The specific target populations mentioned below align with target populations identified in the BOS’ action and the CCGIC’s recommendation. Individuals must meet general eligibility criteria applicable to all and specific eligibility criteria applicable to each target population. General Criteria 1. Active participant in one of the following County-sponsored programs: a. Welfare-to-Work or Cal-Learn b. Independent Living Skills c. Adult Protective Services d. Probation 2. Cannot be enrolled in another Guaranteed Income pilot 3. Must not have participated in a prior Guaranteed Income pilot 4. Has legal control of their finances Specific Criteria The charts below provide specific eligibility criteria for each target population to qualify for participation in Contra Costa Thrives. They also outline the referral and selection process, along with a summary of the existing case management supports. Stability in income after the guaranteed income payments end. Reduction in recidivism as it relates to each target population. Reduction and prevention of homelessness and increase in the ability to sustain housing for older adults. CONTRA COSTA THRIVES EHSD Program Design AUTHOR: AISHA TEAL, PROJECT MANAGER | JUNE 2025 | REV. 06.1 8 .2025 Page 9 of 22 Transitional -Aged Youth Exiting Foster Care Eligibility Criteria Referred By Selection Process Existing Case Management • Approximately 44 engaged non- minor dependents (NMD) with CCC • Ages 19-21* • Actively participating in the Independent Living Skills Program (ILSP)** • NMD Social Worker • ILSP Specialist • Transitional Housing Program (THP) Case Manager • Randomized Selection Process • Assessment • Transitional Independent Living Plan development • Case worker support through plan completion • Regular check-ins • Referrals • Supportive services *This age group was intentionally selected for foster youth participants, as it was determined that 18 -year-olds are often in an active transition period — aging out of care, securing stable housing, and navigating new responsibilities. Introducing a guaranteed income at that stage could add undue complexity and overwhelm youth already managing significant life changes. By focusing on those aged 19 to 21, the program aims to provide financial stability after this initial transition, when young adults are better positioned to e ngage with supportive resources and make long-term financial decisions. **Includes active participation in stable employment for the last 6 months, completion of minimum of two consecutive semesters in college (15-20 units), consistent participation in a vocational program for the last 6 months, or successful engagement in a substance abuse and/or mental health treatment program in the last 6 months. Low -Income Families with Young Children Eligibility Criteria Referred By Selection Process Existing Case Management • Approximately 44 engaged* Welfare- to-Work or Cal- Learn participant • Ages 18-26** • At least one child aged 6 years or younger • At least 18 months remaining on CalWORKs • Welfare-to-Work case worker • Cal-Learn case worker • Randomized Selection Process • Assessment • Welfare-to-Work/Cal- Learn plan development • Case worker support through plan completion • Regular check-ins Referrals • Supportive services *Engaged is defined as participating in activities such as employment, job readiness programs, substance abuse or mental health counseling, Family Stabilization services and/or education enrollment. ** For participants in Welfare-to-Work and Cal-Learn, the target age group of 18–26 was selected to focus on supporting young families during a critical period of early parenthood. This stage often comes with significant financial strain and competing responsibilities, making guaranteed income especially impactful in promoting family stability and long-term opportunity. CONTRA COSTA THRIVES EHSD Program Design AUTHOR: AISHA TEAL, PROJECT MANAGER | JUNE 2025 | REV. 06.1 8 .2025 Page 10 of 22 Individuals Returning to the Community After Incarceration Eligibility Criteria Referred By Selection Process Existing Case Management • Approximately 46 engaged probation clients • Released within the last 6 months • 18+ years of age • ORAS needs result of moderate or high* • Participation in an activity** • Deputy Probation Officer • Randomized Selection Process • Regular check-ins • Case management coordination • Referrals *The Probation Department utilizes the Ohio Risk Assessment System (ORAS) to assess a client’s risk of recidivism and their rehabilitative needs. There are seven domains assessed during the ORAS. Clients with scores that indicate moderate or high need in the Education, Employment, and Financial Situation and Neighborhood Problems domains would benefit from guaranteed income to improve their outcomes related to environment, education and employment. **Includes active participation in substance use disorder or mental health treatment, educational or training program, or Thinking 4 a Change or Seeking Safety behavioral group. Low -Income/Housing Insecure Older Adults Eligibility Criteria Referred By Selection Process Existing Case Management • Approximately 44 engaged Adult Protective Services (APS) clients • 60+ years of age • Identified housing instability* or transitioning out of Home Safe services • APS Social Worker • Health, Housing, and Homeless Services (H3) worker • Multidisciplinary Team • Assessment • Case management coordination, including Choice in Aging** • Referrals *Defined by EHSD A&AS as someone who is at risk of homelessness or experiencing unsanitary or unsafe living conditions. **Choice in Aging is currently under contract with Aging & Adult Services to provide case management support. Their expertise in working with this population will continue to be imperative and utilized, including Contra Costa Thrives participants. CONTRA COSTA THRIVES EHSD Program Design AUTHOR: AISHA TEAL, PROJECT MANAGER | JUNE 2025 | REV. 06.1 8 .2025 Page 11 of 22 Referral & Selection Process A 30-day referral window will be provided for County case workers to identify and submit referrals for all eligible candidates. *Participants from three of the four target populations will be selected through a randomized sampling process using a Stratified Random Sampling Tool. Older adults will be selected by a multidisciplinary team (MDT) that will be specifically established for the purpose of identifying participants for the GBI program. The MDT will include representatives from EHSD’s Aging and Adult Services Bureau Adult Protective Services, Choice in Aging, and Health, Housing, and Homeless Services. Older Adults In alignment with recommendations from the CCGIC, EHSD has included an explicit rationale for using a different selection process for low-income, housing insecure older adults. Due to the unique vulnerability, complexity of needs, and urgency faced by low-income housing insecure older adults, a multidisciplinary (MDT) team will be used for the selection process to ensure that those who can benefit the most are prioritized for participation. 1. Vulnerability and Urgency Older adults facing housing instability often have more immediate and severe risks (e.g., eviction, loss of life-sustaining medications, deterioration in health). MDT selection allows the team to prioritize and strategize case management services for those with the most urgent needs and ensure that limited slots go to those who would benefit most critically from financial stabilization. 2. Complex Needs Require Professional Judgment Many older adults have multiple, overlapping challenges—medical, cognitive, financial, and housing-related—that a random lottery cannot account for. An MDT process allows Step 1 •Each County case worker responsible for their assigned target population (e.g., NMD Social Worker, Welfare - to-Work Case Worker, Deputy Probation Officer, APS Social Worker, etc.) will review their active caseload. Step 2 •Using the established eligibility criteria, each County case worker will be required to refer every individual who meets both the general and specific referral criteria to ensure fair and complete inclusion in the selection process. Step 3 •County case workers will submit a referral for each eligible candidate to their immediate supervisor/manager for review and verification. Step 4 •Upon supervisor/manager approval, finalized referrals will be submitted to the EHSD GBI Program Manager. Step 5 •All eligible candidates will be invited to attend a mandatory orientation to consent to participate in the program, complete benefits and financial counseling, and complete the baseline data collection. Step 6 •University evaluation partners will utilize stratified randomized sampling to identify the final members of the treatment and the control groups.* CONTRA COSTA THRIVES EHSD Program Design AUTHOR: AISHA TEAL, PROJECT MANAGER | JUNE 2025 | REV. 06.1 8 .2025 Page 12 of 22 experienced professionals to assess the whole picture and select participants who will both benefit most and be most supported through the program. 3. Protecting Health and Housing Stability Older adults at risk of homelessness or extreme poverty face higher mortality rates and steeper declines in health than younger populations. Prioritizing via MDT helps mitigate these risks proactively rather than randomly. Verification Requirements Participants will not be required to submit additional documentation, as their eligibility will be confirmed through existing documentation in County-sponsored programs. Orientation Referrals will enter a pool, with individuals required to complete an orientation prior to random selection. The orientation will provide a comprehensive overview of the program, including program terms, payment options, and available existing case management supports. As part of the orientation, participants will receive mandatory benefits counseling to understand how GBI payments may impact federal, state, and local public assistance programs. Additionally, participants will be provided with financial support and resources which will provide tools for money management success. Participants will be asked to review and sign consent forms and other required documentation confirming their voluntary participation and understanding of the program guidelines. Participants will be randomly assigned to the treatment or control group after the completion of the orientation activities. Benefits Counseling Benefits counseling will ensure that participants are fully informed about how GBI payments may affect their eligibility for other public assistance benefits, enabling them to make an informed decision regarding their participation in the program. Completion of benefits counseling is required prior to random selection for participation. This procedure aligns with standard practices in GI pilot initiatives and is incorporated and recommended within the CCGIC program framework2. Participants who complete the Contra Costa Thrives program will receive benefits transition counseling towards the end of the program to provide them with the necessary guidance to prepare for the loss of income as the program concludes. EHSD will procure a qualified vendor to deliver this service in accordance with the County's Purchasing Policy and Procedures outlined in Administrative Bulletin Number 600.3. Financial Support and Resources This component is designed to offer supportive tools designed to help participants reach their personal financial goals. These sessions aren’t about telling people what to do with their money, but about providing practical, judgment-free information and strategies participants can choose to use in ways that work for them. This element of the program was shaped by both community input and research outcomes from Yolo County’s Guaranteed Income pilot, which highlighted the need for financial support for participants managing unrestricted income. Both case managers and clients in the Yolo County Basic Income 2 Contra Costa Guaranteed Income Coalition, Contra Costa Thrives: Pilot Proposal, p. 8 CONTRA COSTA THRIVES EHSD Program Design AUTHOR: AISHA TEAL, PROJECT MANAGER | JUNE 2025 | REV. 06.1 8 .2025 Page 13 of 22 (YoBI) pilot expressed interest in more financial planning and support during the program to navigate YoBI ending. Though financial planning programs were offered to participants, attendance was voluntary and minimal3. Additionally, participants in both the treatment and control groups will have access to voluntary, ongoing financial support workshops offered throughout the duration of the program through existing case management supports. EHSD will build upon its existing financial empowerment partnerships to support this work. For example, EHSD has partnered with 1st Northern California Credit Union for several years to administer the Keeping Employment Equals Your Success (KEYS) Program — a low-interest, affordable payment auto loan program for employed CalWORKs and CalFresh participants with limited access to traditional auto loans. EHSD will engage existing partners to provide financial support services. Payment Disbursement Participants, selected by a contracted university partner through stratified randomized sampling, will receive a total of $18,000 distributed over a 12- or 18-month period. Each participant will have the flexibility to choose one of three payment plans based on their individual needs. Based on the CCGIC’s recommendation4, all options include gradually reducing payments towards the end of the program to give participants time to adjust to and budget for the loss of income. Option 2 includes a larger up-front payment to address immediate needs followed by monthly payments. Evidence from GiveDirectly’s5 program in Kenya suggests concentrating payments allows participants to make different kinds of investments. However, research from higher-income countries is needed to understand the potential impacts of lump sum payments in areas more similar to Contra Costa County. For individuals who receive housing vouchers through Foster Youth to Independence (FYI), Family Unification Program (FUP), or Housing and Urban Development (HUD) assisted housing programs, GBI payments may be excluded from the family’s rent calculation for the first 12 months and counted as income thereafter. Option 3 offers a payment scale that protects these types of housing benefits and allows participants to receive the full $18,000. Option 1 – 18 Months w/Gradual Payments Over Final Six Months Total Months 1-12 $1,250 $1,250 $1,250 $1,250 $1,250 $1,250 $1,250 $1,250 $1,250 $1,250 $1,250 $1,250 Months 13-18 $950 $750 $550 $350 $250 $150 $18,000 3 UC Davis Center for Regional Change, Yolo County Basic Income Evaluation Final Report, p. 27 4 Contra Costa Guaranteed Income Coalition, Contra Costa Thrives: Pilot Proposal, p. 7 5 Early findings from the world’s largest UBI study | GiveDirectly CONTRA COSTA THRIVES EHSD Program Design AUTHOR: AISHA TEAL, PROJECT MANAGER | JUNE 2025 | REV. 06.1 8 .2025 Page 14 of 22 Option 2 – 18 Months, Initial Lump-Sum Payment w/Gradual Payments Over Final Six Months Total Months 1-12 $3,000 + $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 Months 13-18 $750 $750 $500 $500 $250 $250 $18,000 Option 3 - 12 Months w/Gradual Payments at Start and End Total Months 1-6 $750 $750 $1,500 $1,500 $2,500 $2,500 Months 7-12 $2,500 $1,500 $1,500 $1,250 $1,000 $750 $18,000 Payments from County-sponsored programs are generally disbursed at the beginning of each month. Based on recommendations from the CCGIC, which reflect participant feedback, GBI payments will be issued on the 15th of each month6. Payment Disbursement Partner Payments will be issued via prepaid debit cards to ensure that funds are accessible to all individuals, especially considering those who may not have a bank account or are facing challenges in obtaining one. EHSD recommends utilizing a vendor that offers a prepaid card processing and management platform that supports reloadable prepaid debit cards and provides managed, configurable account and transaction processing, including web and mobile applications for cardholders. EHSD will procure a qualified vendor in accordance with the County's Purchasing Policy and Procedures outlined in Administrative Bulletin Number 600.3. Case Management Supports Candidates from the proposed target populations will be enrolled in County-sponsored programs, because they will continue to receive case management support and wrap around services. GBI payment activities and support will be incorporated into existing case management. Attachment C describes engagement and other case management components offered. 6 Contra Costa Guaranteed Income Coalition, Contra Costa Thrives: Pilot Proposal, p. 7 CONTRA COSTA THRIVES EHSD Program Design AUTHOR: AISHA TEAL, PROJECT MANAGER | JUNE 2025 | REV. 06.1 8 .2025 Page 15 of 22 Discontinuance Reasons The following outlines proposed circumstances under which a participant’s involvement in the Guaranteed Basic Income program may be discontinued prior to the program ending. • Voluntarily chooses to discontinue • Permanently moves out of the state of California or out of the United States of America o For foster youth, permanently moves out of California and no longer receives EHSD case management supports • Becomes incarcerated for more than 90 days • Fails to address a bench warrant within 90 days • Passes away Participant Turnover and Alternate Selection For every two participants who exit the program within the first six months — whether due to the reasons listed above or for any other unforeseen circumstances, including by their choice — one replacement participant will be selected. Limiting replacements to this ratio, and within the first six months of the program, ensures that any replacement participant can still receive the full $18,000 in payments over the intended 18-month period and allows for consistent and reliable data collection to support the program’s evaluation goals. When a spot becomes available, a replacement will be randomly selected from the control group of the corresponding target population. CASE W ORKER S UPPORT A process will be developed to ensure case workers are supported in their role within the Contra Costa Thrives program, enhancing participant engagement and program success. Processes may include but are not limited to: • Regular check-in meetings between Guaranteed Income Program Manager and case workers and EHSD Bureau and Probation Department program liaisons to discuss program updates, participant needs, and important topics. • Distribution of ongoing program newsletters with reminders, success stories, critical updates, program guidelines, and FAQs. • Communication between the Contra Costa Thrives Program Manager and case workers when participants meet discontinuance criteria or encounter urgent issues, e.g. with payments. • Case consultation opportunities for case workers to troubleshoot participant concerns with the Program Manager. CONTRA COSTA THRIVES EHSD Program Design AUTHOR: AISHA TEAL, PROJECT MANAGER | JUNE 2025 | REV. 06.1 8 .2025 Page 16 of 22 PROGRAM LAUNCH Preparation Jul -Aug '25 Finalize program design Develop operational procedures Secure vendors for benefits counseling, payment disbursement, & evaluation Implementation Sept -Dec '25 Enagage Case Workers Execute referral process Complete orientation Assign participants Payment Issuance Jan '26 -Dec '27 First payment 1/15/26 Support Case Workers Launch evaluation Last payment 12/15/27 Evaluation Jan '27 -Dec '32 Continued evaluation Annual reports to FHS and CCP Final report June 2033 CONTRA COSTA THRIVES EHSD Program Design AUTHOR: AISHA TEAL, PROJECT MANAGER | JUNE 2025 | REV. 06.1 8 .2025 Page 17 of 22 IMPACTS TO OTHER PUBLIC ASSISTANCE PROGRAMS Because guaranteed income could potentially affect eligibility or benefits for other public assistance programs, the Contra Costa Thrives program includes benefits counseling as a required component. This counseling will be provided by an experienced organization specializing in public assistance and guaranteed income programs, ensuring participants receive comprehensive information to make informed decisions regarding their participation in the program. The chart below lists federal, state, and local programs that may be impacted by GBI payments7. Federal Benefit Programs State Benefit Programs Local Benefit Programs • CalFresh • Child and Adult Food Program (CACFP) • Child Tax Credit & Earned Income Tax Credit (EITC) • Financial Aid (including State financial aid & Federal Pell Grants) • Low Income Home Energy Assistance Program (LIHEAP) • Low Income Household Water Assistance Program (LIHWAP) • Medi-Cal & Children’s Health Insurance Program (CHIP) • Social Security Disability Insurance (SSDI) • Supplemental Security Income (SSI) • Social Security Retirement Insurance Benefit • Women, Infants, and Children (WIC) • California Alternate Rates for Energy (CARE) • California Food Assistance Program (CFAP) • California Lifeline • California Promise Grant (CCPG) • Family Electric Rate Assistance Program (FERA) • Housing and Disability Advocacy Program (HDAP) • State Disability Insurance (including Paid Family Leave) • Unemployment Insurance (UI) • Housing Subsidies & Home Visitation Services • Transitional Housing Program Plus (THP-Plus) • Transportation discount programs • Utility Discounts Hold Harmless Fund A hold harmless fund provides funding to reimburse participants for benefits lost as a result of program enrollment8. EHSD does not recommend allocating funds toward the establishment of a hold harmless fund for the following reasons: 1. Attachment D provides a list of known Guaranteed Income pilots in California counties. Based on available information, none of these pilots appear to have included a hold harmless fund in the program design. 7 California Department of Social Services (CDSS), Benefit Impacts for Recipients of the CDSS Guaranteed Income Pilot Program, 2023 8Home Grown, Thriving Providers Project Benefits Protection Toolkit, p. 15 CONTRA COSTA THRIVES EHSD Program Design AUTHOR: AISHA TEAL, PROJECT MANAGER | JUNE 2025 | REV. 06.1 8 .2025 Page 18 of 22 2. The Board of Supervisors’ policy prohibiting the use of County General Purpose Revenue to backfill State and Federal revenue cuts. This policy was reaffirmed at the Budget Hearing on April 22-23, 20249. 3. According to Home Grown’s Thriving Providers Project Benefits Protection Toolkit, the administration of such funds come with some significant challenges, which include: a) The ability to determine the value of the lost benefit. For example, the loss of housing or Medicaid (Medi-Cal), particularly for folks with complex health needs may be irreplaceable with cash. b) Planning for a large enough fund to ensure all participants experiencing benefits loss are compensated. c) Determining whether payments will trigger other benefits cliffs. FUNDING SOURCES AND PROPOSED BUDGET Funding Sources Contra Costa Thrives will be funded by: 1. Contra Costa County Measure X funds 2. Contra Costa County AB 109 Re-Entry Program funds 3. Volunteer & Emergency Services Team in Action (VESTIA) private funds Proposed Budget Expenditures Measure X AB 109 VESTIA Total % of Total Direct Payments $2,376,000 $828,000 $16,200 $3,220,200 75% Payment Disbursement Vendor $2,465 $822 $0 $3,287 <1% Benefits/Financial Counseling $31,424 $13,744 $0 $45,168 1% Evaluation $515,111 $100,000 $0 $615,111 14% Administrative Costs $325,000 $57,434 $0 $382,434 9% Total $3,250,000 $1,000,000 $16,200 $4,266,200 100% *To prevent payments from the Contra Costa Thrives program from negatively impacting participants who are also recipients of CalFresh benefits, a portion of the direct payments must include any amount of non- governmental funds10. 9 Contra Costa County Board of Supervisors, Budget Hearing Meeting Minutes, Item D.1, April 2024 10 California Department of Social Services (CDSS), CalFresh All County Letter (ACL) 23-60, p. 2 CONTRA COSTA THRIVES EHSD Program Design AUTHOR: AISHA TEAL, PROJECT MANAGER | JUNE 2025 | REV. 06.1 8 .2025 Page 19 of 22 EVALUATION EHSD will procure a university partner to conduct the program evaluation in accordance with the County's Purchasing Policy and Procedures outlined in Administrative Bulletin Number 600.3. A 5- year longitudinal study will be conducted to assess the economic impact of the Contra Costa Thrives program. The study will evaluate certain short-term impacts while primarily concentrating on the long-term effects related to participants' financial stability, recidivism rates, and housing security for seniors, while identifying differences in outcomes across the four targeted populations. Evaluation activities performed may include, but are not limited to: 1. Statistical comparison of program participant outcomes in relation to control group. 2. Collect responses to short form surveys focused on financial stability, recidivism, and housing stability for seniors. 3. Collect qualitative feedback through interviews, focus groups, and/or open-ended surveys to inform county services. By investing in longer-term learning, findings may contribute valuable insights and inform policy, program design, and the case for permanent, scalable cash-based support systems on a national level. The study will also offer recommendations for integrating guaranteed income assistance into broader safety net systems. Deliverables will include annual reports presented to the Family and Human Services Committee and Community Corrections Partnership. Short -Term Outcomes As part of the evaluation of short-term outcomes, qualitative feedback will be collected from participants to inform county services and designed to capture participant experiences, perspectives, and recommendations. The program’s evaluation will also measure immediate outcomes aligned with the program’s targeted interventions. Among the reentry population, the evaluation will track recidivism rates during the stipend period. For low-income, housing insecure older adults, the evaluation will assess whether guaranteed income reduces or prevents homelessness and increases the ability to sustain housing for older adults. Additionally, the evaluation will monitor program plan completion rates for participants enrolled in Welfare-to-Work, Cal-Learn, or Independent Living Skills programs, assessing whether financial support reduces drop-offs, increases program engagement, and promotes goal plan completion. Long -Term Outcomes The program’s evaluation will focus on two key outcome areas: sustainable income and recidivism. For sustainable income, the evaluation will assess whether participants experience stability in income after the guaranteed payments end. Recidivism will be evaluated as it relates to each target population to assess whether guaranteed income: • Foster youth - reduces the likelihood reliance on public assistance programs and involvement with the justice system. • Welfare-to-Work and Cal-Learn families - reduces the likelihood of families returning to public assistance programs after discontinuation. • Formerly incarcerated individuals - reduces the likelihood of rearrest or reincarceration and being found guilty of committing a crime. CONTRA COSTA THRIVES EHSD Program Design AUTHOR: AISHA TEAL, PROJECT MANAGER | JUNE 2025 | REV. 06.1 8 .2025 Page 20 of 22 Control Groups Both treatment and control group members will receive incentives for participation in research activities. The purpose of control groups in research and evaluation is to provide a comparison group that does not receive the intervention or treatment being studied. This allows researchers to measure the actual impact of the intervention by comparing outcomes between those who received the program (the treatment group) and those who did not (the control group). By isolating the effect of the program, control groups help determine whether observed outcomes can be attributed to the program itself rather than other external factors. As recommended by the CCGIC and UC Davis, the evaluation plan will incorporate control groups. Incentives will continue through the entire evaluation period. The following are examples of Guaranteed Income pilots that utilized control groups and the ways they incentivized participation. Pilot Name/Description Treatment Group/Control Group Research Activities Incentive Amount LA Breathe11 LA County foster youth 1,000/2,000 • Online surveys at 6, 12, 18, 24, 36 months; 42 months after enrollment • Interview 2x during course of pilot • $30/survey • $40/interview iFoster12 Low-income youth transitioning out of extended foster care and pregnant people 300/300 • Baseline survey • Text survey at 6 & 12 months • Final survey at 18 months • $20/month for duration of pilot • $25/baseline survey • $10/text survey • $50/final survey United Way of the Bay Area13 Alameda County residents 18+ who received services from specific SparkPoint Centers 100/100 • Surveys at 0, 6, 12, 18-month mark • Survey 6 months post pilot • $100 Visa gift card/survey Oakland Resilient Families14 Low-income Oakland residents w/a child younger than 18 300/360 • 2 interviews • Surveys at baseline and every 6 months throughout pilot • Survey 6 months post pilot • $40 Target gift card/interview • “Participants were compensated for completing surveys” 11 LA Breathe, Los Angeles County’s GI Project Research & Evaluation Plan , p. 1 12 iFoster, Guaranteed Income Pilot Frequently Asked Questions, p. 6 13 Community-Based Roads to Prosperity Program - United Way Bay Area, 2024 14 University of Pennsylvania Center for Guaranteed Income Research, The American GI Studies: Oakland, CA, p. 3 CONTRA COSTA THRIVES EHSD Program Design AUTHOR: AISHA TEAL, PROJECT MANAGER | JUNE 2025 | REV. 06.1 8 .2025 Page 21 of 22 Yolo County Basic Income (YoBI) CalWORKs families in the Housing Support Program (HSP) w/child under 6 76/107 • Survey and interview over 24- month pilot at baseline, midpoint, and endpoint • $100/quarter CONTRA COSTA THRIVES EHSD Program Design AUTHOR: AISHA TEAL, PROJECT MANAGER | JUNE 2025 | REV. 06.1 8 .2025 Page 22 of 22 WORKS CITED 1. UC Davis Center for Regional Change. Yolo County YoBI Participant Integrated Results. 2024. 2. GiveDirectly. Early findings from the world’s largest UBI study. 2023. 3. California Department of Social Services. CalFresh Treatment of Guaranteed Income. 2023. 4. Rosekind, Rachel. Implementing Guaranteed Income in Contra Costa. 2024. 5. iFoster. Guaranteed Income Pilot Frequently Asked Questions. 2023. 6. United Way Bay Area. Empowering Bay Area Communities Through Roads to Prosperity. 2024. 7. Home Grown. Thriving Providers Project Benefits Protection Toolkit. 8. Kagawa, Rose and Suleiman, Ahna. Cash Payments and Economic Outcomes in the United States and Globally: A Narrative Review and Executive Summary. 2025. 9. Contra Costa County Board of Supervisors. Budget Hearing Meeting Minutes. 2024. 10. California Department of Social Services. Benefit Impacts for Recipients of the CDSS Guaranteed Income Pilot Program. 2023. 11. Moore, Mariana and Rosekind, Rachel. Contra Costa Guaranteed Income Coalition - Contra Costa Thrives: Pilot Proposal. 2024. 12. Brinkley, C, et al. Yolo County Basic Income Evaluation Final Report. 2025. 13. Flynn, K, et al. The American Guaranteed Income Studies: Oakland, California. s.l. : University of Pennsylvania Center for Guaranteed Income Research, 2025. 14. Kim, B.-K.E, et al. The American Guaranteed Income Studies: City of Los Angeles BIG:LEAP. s.l. : University of Pennsylvania Center for Guaranteed Income Research, 2024. 15. University of Pennsylvania Center for Guaranteed Income Research. Los Angeles County's Breathe Guaranteed Income Project Research & Evaluation Plan. 2021. ATTACHMENT A Guaranteed Income Program Design Comparison Chart June 2025 Page 1 of 8 This chart presents a comparison of the core elements of the program designs developed by the Contra Costa Guaranteed Income Coalition and EHSD. GI Pilot Elements Contra Costa Guaranteed Income Coalition Proposal Employment and Human Services Department Proposal Similarities Differences Pilot Name Contra Costa Thrives (CCT) Contra Costa Thrives (CCT) EHSD adopted the name suggested by the Contra Costa Guaranteed Income Coalition ("Contra Costa Thrives"), which was approved by the Coalition. None 1. Goals CCT Introduction: CCT will offer participants choice with regard to payment structure, enrollment in services and supports, and participation in evaluation activities - the latter will be explicitly consent-based and incentive- driven. Goals (CCT Section 1) 1. Alleviate financial hardship and economic volatility by providing an income floor to participants for a sustained period of time 2. Promote pathways for economic and social mobility and resilience at the individual, family and community level to ensure diversity does not mean disparity in Contra Costa 3. Increase assets and opportunities for vulnerable, impacted and minoritized populations to build generational wealth 4. Provide flexible resources that fill in the gaps of existing public assistance programs and reveal new ways to continuously improve the local safety net 5. Contribute to the field of practice to move guaranteed income from pilot to policy. Within Proposal: CCT will offer participants choice with regard to payment structure, enrollment in services and participation in evaluation activities - the latter will be explicitly consent-based. Evaluation incentive options TBD. Goals 1. Provide consistent, unconditional cash payments to reduce financial volatility and improve participants’ ability to meet basic needs 2. Assist individuals reentering the community post-incarceration, youth transitioning from foster care, and families with young children in navigating major life transitions with financial stability as a foundation 3. Help housing- insecure older adults remain stably housed and/or maintain their homes by assisting with repairs 4. Leverage existing county programs by selecting participants enrolled in services, increasing engagement with case managers, and reducing barriers to successful outcomes. Underlying purpose of both programs is to reduce financial hardship. EHSD goals are specific to target populations. 2. Intended Outcomes The evaluation of Contra Costa Thrives will assess how guaranteed income impacts: 1. The self-sufficiency of program participants, including housing stability, financial security and food security 2. The financial health and resiliency of participants, including savings, debt reduction, etc. 3. Participant well-being, such as mental health, physical health, and social connectedness. 4. Education and/or employment status 5. Emergency services utilization. The evaluation of Contra Costa Thrives will assess: 1. Sustainable income: the program would assess whether participants experience stability in income after the guaranteed income payments end. 2. Recidivism: the program would evaluate recidivism as defined for different target groups. 3. Housing stability: the program will evaluate whether guaranteed income reduces or prevents homelessness and increases the ability to sustain housing for older adults. Financial stability and housing stability. EHSD focus is on long- term impacts on financial stability, intergenerational mobility, housing stability for older adults, and recidivism for different target groups. ATTACHMENT A Guaranteed Income Program Design Comparison Chart June 2025 Page 2 of 8 GI Pilot Elements Contra Costa Guaranteed Income Coalition Proposal Employment and Human Services Department Proposal Similarities Differences 3 (part a). Priority Populations 1. Youth transitioning out of foster care 2. Seniors, defined as people aged 55 and up 3. Families experiencing significant financial hardship with children ages 0-6. Families are defined as a parental/custodial caregiver for at least one child aged six or under at the time of application. 1. Transitional-aged youth exiting foster care 2. Low- income families with young children 3. Individuals returning to the community after incarceration 4. Low- Income/housing-insecure seniors Transitional aged youth exiting foster care, low-income families with young children, and older adults. EHSD - additional target population are individuals returning to the community after incarceration through AB 109 funding. 3 (part b). Eligibility Criteria Income at or below 250% of Federal Poverty Level (FPL); must be residents of Contra Costa County at time of enrollment; cannot be concurrently participating in another GI program at time of enrollment: participants do not have to be enrolled in public benefits programs. Individuals in the specific target populations must meet certain eligibility criteria, which include both general criteria applicable to all participants and specific criteria for each distinct target population. General Criteria: 1. Resident of Contra Costa County (Foster youth receiving EHSD case management services may be in non-County locations); 2. Active participant in one of the following County-sponsored programs: CalWORKs, Welfare-to- Work or Cal-Learn; Independent Living Skills; Adult Protective Services; Probation; 3. Cannot be enrolled in another Guaranteed Income pilot; 4. Must not have participated in a prior Guaranteed Income pilot. 5. Has legal control of their finances. (See EHSD Proposed Program Design for detailed criteria for each target population.) Residents of Contra Costa County; cannot be concurrently enrolled in another GI program. EHSD eligibility criteria include active participation in a public benefit or other supportive program, such as ILSP for foster youth, Welfare-to- Work for low-income families; Choice in Aging for seniors, Probation for re-entry population. This requirement is based on the idea that these programs have built-in supports and services that can enhance the participants' chance of success. Also, EHSD proposal focuses on lower-income populations, not up to 250% of FPL. Candidates cannot have participated in a prior GI program. ATTACHMENT A Guaranteed Income Program Design Comparison Chart June 2025 Page 3 of 8 GI Pilot Elements Contra Costa Guaranteed Income Coalition Proposal Employment and Human Services Department Proposal Similarities Differences 4. Participant Selection A randomized selection process promotes a sense of fairness and equity when vast need is balanced against limited resources. A lottery system minimizes bias and potential for corruption, both of which could jeopardize resident trust. Randomization also allows researchers to draw conclusions about how the program affects low- income people from diverse backgrounds. It is possible to implement a tier system, whereby a higher proportion of slots could be devoted to people at lower income levels. We could also allocate a specific number of slots to lottery selection and a set number to direct referrals. Referral examples include H3, TAY- or senior-serving agencies, etc. Eligible candidates will be referred by their County case worker or Deputy Probation Officer and selected by a randomized selection process using a Stratified Random Sampling Tool. For Older Adults: Eligible candidates will be referred by their County case worker or Health, Housing, & Homeless Services (H3) worker and selected by a multidisciplinary team that will be specifically established for the purpose of identifying participants for the GBI program. This is to ensure those who can benefit the most are prioritized for participation. Randomized selection process, specific number of slots allocated per target population. All eligible candidates who meet the eligibility criteria will be referred by County case worker. Older adults will be selected by Multidisciplinary Team. 5. Payment Amount Provide participants with $18,000 over the course of 18 months, averaging out to $1,000/month. (Note: participants may choose a payment structure that is best for them, as described in a subsequent section.) Possible option: participants can choose between a standard monthly payment of $1,000/month or monthly payments of $800 and a large one-time lump sum payment of $8,000. We estimate that the allocated sum of $3.25 million in Measure X dollars will support approximately 150 households. Provide participants with a total of $18,000 over a 12- or 18-month period, with a choice of up to one of three monthly payment options: Option 1 $1,250/month for the first 12 months; $950 to $150 over the final 6 months Option 2 $3,000 upfront lump sum payment; $1,000/month for the first 12 months, $750 to $250 over the final 6 Option 3 Months 1-2 $750; Months 3-4 $1,500; Months 5-7 $2,500; Months 8-9 $1,500; Month 10 $1,250; Month 11 $1,000; Month 12 $750 Duration is the same for two options (18 months), and both recommend a choice of payment schedules. Total amount is $18,000. EHSD proposal defines options more specifically. All options include gradually reducing payments towards the end of the program to give participants time to adjust to and budget for the loss of income from GBI payments. Option 2 also includes an up-front lump sum payment to address immediate needs and stabilize the participant or allow them to use the payment as an investment. Option 3 offers a payment scale and program duration that protects individuals who receive housing subsidies, specifically through HUD. ATTACHMENT A Guaranteed Income Program Design Comparison Chart June 2025 Page 4 of 8 GI Pilot Elements Contra Costa Guaranteed Income Coalition Proposal Employment and Human Services Department Proposal Similarities Differences 6. Duration 18 months 18 months Same None 7. Payment Disbursement and Cadence Disbursement on the 15th of the month. Options include prepaid debit cards; direct deposit for participants with bank accounts. Tapered payments toward the end of the program may give participants time to adjust to and budget for the loss of income from GI payments. Disbursement on the 15th of the month via prepaid debit card. Disbursement on 15th of the month via prepaid debit cards. Tapered payments towards the end of the program. EHSD proposes prepaid debit card and does not include bank deposit option. The debit card is more consistent operationally and provides greater flexibility for changes. 8. Launch 6 month period of outreach, eligibility determination, participant enrollment and benefits counseling by pilot partners, county stakeholders and community-based agencies. On site and remote application assistance, ensure language access and equitable geographic representation. 6 month period will include outreach to workers; eligibility determination and participant enrollment; benefits counseling and financial support and resources session by contracted vendor/s. 6 months period of outreach, eligibility determination, participant enrollment, and benefits counseling. For EHSD pilot, eligibility will be determined by County case workers. Candidates will not have to complete an application or provide proof of eligibility, as eligibility will be confirmed through the County program. Financial supports and resources session will be required as part of orientation along with benefits counseling. 9. Application & Enrollment Application and surrounding process should be structured to be as accessible as possible. Applicants should be permitted to provide self-attestation of eligibility with deferred document verification. Application should be mobile-friendly. Offer a password- less login (process described in proposal). County case worker or Deputy Probation Officer will refer eligible candidates who will be selected by a randomized selection process or, for older adults, multidisciplinary team. Referrals will be submitted via secure portal and random selection performed by university contracted to oversee program evaluation and control group. For EHSD pilot, eligibility will be determined by County case workers. Candidates will not have to complete an application or provide proof of eligibility, as eligibility will be confirmed through the County program. ATTACHMENT A Guaranteed Income Program Design Comparison Chart June 2025 Page 5 of 8 GI Pilot Elements Contra Costa Guaranteed Income Coalition Proposal Employment and Human Services Department Proposal Similarities Differences 10. Eligibility Verification A variety of admissible verification documents will enable households with t more complex identity or income profile to participate. City of Chicago accepted 20 forms of documentation to verify across identity, residency and household income. Enrollment in benefits programs can be furnished as proof of eligibility. Participants will not be required to submit additional documentation, as their eligibility will be confirmed through existing documentation in County-sponsored programs. For EHSD pilot, eligibility will be determined by County case workers. Candidates will not have to complete an application or provide proof of eligibility, as eligibility will be confirmed through the County program. 11. Benefits Counseling and Protection All participants will be required to participate in a counseling session to identify potential/estimated impacts of the pilot payments on public benefits. Recommend creation of a Hold Harmless fund which could be used, as needed, to cover gaps and hardships experienced by participants as a result of termination or suspension of social safety net benefits. Orientation is required for all referred candidates prior to randomized selection/enrollment in the pilot. The orientation will provide a comprehensive overview of the program, including program terms, payment options, and available existing case management supports. As part of the orientation, participants will receive mandatory benefits counseling to understand how GBI payments may impact existing public benefits. Additionally, participants will receive mandatory financial support and resources session education to support informed money management during the pilot period. Requirement for completion of benefits counseling. EHSD proposal does not include a Hold Harmless Fund. Based on extensive research detailed in the GBI Program Design, there were no findings that indicate other County- administered GI pilots included a Hold Harmless Fund. In addition, see Contra Costa County Board of Supervisors' policy prohibiting the use of County General Purpose Revenue to backfill State and Federal revenue cuts. ATTACHMENT A Guaranteed Income Program Design Comparison Chart June 2025 Page 6 of 8 GI Pilot Elements Contra Costa Guaranteed Income Coalition Proposal Employment and Human Services Department Proposal Similarities Differences 12. Supportive Services and Referral Pathways Supportive services, navigation and referrals during and after the pilot enhance participants' agency, self- sufficiency and connectedness. These resources can take various forms, e.g., referrals to government social safety net programs, housing and employment assistance, financial coaching, etc. All resources, services and referral pathways are offered as opt-in, meaning that participation is not required and that pilot participants continue to receive the guaranteed income cash payments regardless of their decision to utilize additional supports and services. Participants will be enrolled in County-sponsored programs, ensuring that they will continue to receive case management support and wrap around services, including referral pathways and supportive services. Referrals for supportive services and resources. All resources, services and referral pathways are offered as opt-in, meaning that participation is not required and that pilot participants continue to receive the guaranteed income cash payments regardless of their decision to utilize additional supports and services. Participants will be enrolled in EHSD County-sponsored programs, ensuring that they will continue to receive case management support and wrap around services, including referral pathways and supportive services. 13. Evaluation: Metrics and Methods Propose to use the same set of evaluation parameters for all three priority populations, to be potentially supplemented and/or modified in subsequent discussion with the research partner and other stakeholders. Varying survey instruments allow for data to be captured on participant- and family-level outcomes. Particularly want to elevate the criticality of capturing qualitative data to reflect the lived experience of pilot participants. Obtaining consent to participate in any research endeavor - and not penalizing them or denying the intervention if they refuse to consent - is a key means of elevating equity and agency in the research process. A 5-year longitudinal study will be conducted. Methods of data collection include surveys via text message or email and interviews at baseline and every 6 months throughout the duration of the pilot and annually thereafter. Collect responses to short form surveys focused on financial stability, recidivism, and housing stability for seniors. Collect qualitative feedback through interviews, focus groups, and/or open-ended surveys to inform county services. Deliverables will include annual reports presented to the Family and Human Services Committee and Community Corrections Partnership. Utilization of varying survey instruments and discussions with research partner and stakeholders. EHSD's 5-year longitudinal study would add to existing body of research, which is currently limited in the United States to short-term projects. 14. Pilot Partners Pilot partners include Contra Costa County's Employment and Human Services Department and contracted entities responsible for implementation, payment disbursement, and evaluation. Pilot partners include the Contra Costa GI Coalition, contracted entities responsible for implementation, payment disbursement and evaluation. Same None ATTACHMENT A Guaranteed Income Program Design Comparison Chart June 2025 Page 7 of 8 GI Pilot Elements Contra Costa Guaranteed Income Coalition Proposal Employment and Human Services Department Proposal Similarities Differences 15. Request for Proposals: Structure and Review Two options proposed. Option One: Three implementing organizations with expertise in and aligned with each priority population. One payment distribution partner (who can provide participant choice and flexibility in payment amounts and cadence). One research partner. Option Two: One overseeing implementing organization that has strong community relationships and capacity to hold the program and convene a consortium of agencies with deep experience working with one or more of the three priority populations. One disbursement partner (who can provide participant choice and flexibility in payment amounts and cadence). One research partner. EHSD will administer the pilot except for the following components which will be contracted: 1. Literature review, program design support, and evaluation plan development; 2. Payment disbursement; 3. Benefits counseling and financial support and resources session; 4. Pilot evaluation. EHSD will procure qualified third-party vendors to deliver this service in accordance with the County's Purchasing Policy and Procedures outlined in Administrative Bulletin Number 600.3. One payment distribution partner, one research/evaluation partner. EHSD will administer the pilot, including administering the RFP process and managing the contracts for payment disbursement partner, benefits counseling/financial support and resources session, and evaluation partner. 16. Pilot Partners and Responsibilities 16 a. Implementation Partner Collaboration can manifest in a variety of ways, including but not limited to: (1) Single agency: Agency manages all aspects of the program, providing one or more supportive services; (2) Partnership for participant referrals: Primary agency manages all aspects of the program and provides supportive services. Secondary agency or a public system of care provides primary agency with participant referrals; (3) Consortium: Lead agency manages core program aspects, including design, recruitment cash disbursement, and reporting, and partner agencies provide a range of support services and/or backend support, e.g., accounting. Coalition proposal lists 22 items in "Scope of Work". EHSD will administer the pilot except for the following components which will be contracted: 1. Literature review, program design support, and evaluation plan development; 2. Payment disbursement; 3. Benefits counseling and financial support and resources session; 4. Pilot evaluation. EHSD will procure qualified third-party vendors to deliver this service in accordance with the County's Purchasing Policy and Procedures outlined in Administrative Bulletin Number 600.3. EHSD will administer the pilot, including administering the RFP process and managing the contracts for payment disbursement partner, benefits counseling/ financial support and resources session, and evaluation partner. ATTACHMENT A Guaranteed Income Program Design Comparison Chart June 2025 Page 8 of 8 GI Pilot Elements Contra Costa Guaranteed Income Coalition Proposal Employment and Human Services Department Proposal Similarities Differences 16 b. Payment Disbursement Partner Coalition proposal lists 9 items in "Scope of Work." EHSD obtained information from Yolo County regarding three potential vendors: 1. Community Financial Resources (will not agree to discontinue payments in the event of EHSD request); 2. Dwolla (only provides ACH transactions from bank to bank - no debit cards); 3. Usio offers a prepaid card processing and management platform. This platform supports reloadable prepaid debit cards and provides managed, configurable account and transaction processing, including web and mobile applications for cardholders. Based on these options, EHSD obtained a quote from Usio. EHSD leveraged information obtained by Yolo County to justify obtaining a quote and considering partnering with Usio as a payment disbursement partner. 16 c. Research Partner The research partner's role will be refined via continued collaboration with County and community partners. Pilot participants will be evaluated through the pilot and extending approximately 12 months after the last payment. Evaluation efforts will track both quantitative and qualitative metrics and help inform local policy making, and, more broadly, GI's potential as an anti- poverty policy tool. Coalition lists 15 items in "Scope of Work." EHSD will procure a qualified university partner to conduct the program evaluation in accordance with the County's Purchasing Policy and Procedures outlined in Administrative Bulletin Number 600.3. The university will have expertise in assessing guaranteed income pilot programs. A 5-year longitudinal study will be conducted. The study will assess the long-term impacts on participants financial stability and identify differences in outcomes across the four targeted populations. Pilot participants will be evaluated through the pilot and for a period of time after the payments end. EHSD's 5-year longitudinal study would add to existing body of research, which is currently limited in the United States to short-term projects. 17. Budget Total allocation of $3.25 million from Measure X. Of this amount: 10% ($325,000) will support EHSD to perform and coordinate community outreach, administer RFP/grants administration and conduct evaluations. $2,925,000 will support pilot implementation, direct cash payments, payment disbursement partner, survey stipends and other program needs. Total Allocation: $4,266,200 (Measure X: $3,250,000; AB 109: $1,000,000; VESTIA: $16,200. Expenditures and % of total allocation: Direct payments - 75%; Payment disbursement vendor: <1%; Benefits/Financial counseling - 1%; Evaluation (including treatment and control group incentives) - 14%; Administrative costs - 9%. 10% admin costs for EHSD. EHSD estimates that a higher percentage of budget is projected to go towards direct payments due to a reduced need for contracts. EHSD budget includes AB 109 GI and private funds. Sources: • Contra Costa Thrives: Pilot Proposal. Rachel Rosekind, PhD, MLIS, Contra Costa County Guaranteed Income Coalition • Contra Costa Thrives: Proposed Program Pilot Design, Guaranteed Basic Income Pilot. Marla Stuart, MSW, PhD, Director and Aisha Teal, Author & Project Manager, Contra Costa County Employment & Human Services Department • Yolo County Materials Attachment B AUTHOR S : ROSE KAGAWA AND AHNA SULEIMAN, UC DAVIS | JUNE 2025 1 14 Cash Payments and Economic Outcomes in the United States and Globally: A Narrative Review and Executive Summary Rose Kagawa, MPH, PhD Ahna Suleiman, DrPH Literature Review Guaranteed Basic Income Pilot June 2025 Attachment B AUTHOR S : ROSE KAGAWA AND AHNA SULEIMAN, UC DAVIS | JUNE 2025 2 14 Executive Summary This narrative review of the literature on cash payment programs implemented in the United States and globally sought to characterize what is known about the effects of cash payments on economic outcomes, identify common measures of economic success and financial wellbeing, and highlight critical research questions that can guide the design and implementation of future cash payment programs to maximize benefits. Key findings in these areas were developed from common themes arising across studies of cash payments. We focus on four priority populations: low-income families, formerly incarcerated or justice-involved individuals, low-income seniors, and youth transitioning out of foster care. Most of the evidence is from studies of programs for low-income families or low-income households more generally. Measures of economic wellbeing are frequently collected through self-reports on surveys. We note wide variation in the measures used to evaluate economic wellbeing. However, the most common measures across studies include income, employment, savings (e.g. % with $500 or more in savings), ability to cover an emergency expense (e.g. “unexpected $400 expense”) or expenses more generally (e.g. utility bills, mortgage, rely on others for financial support), and subjective measures of satisfaction with one’s financial situation. Across studies, cash payments appear to benefit economic wellbeing among participants while they are enrolled and actively receiving payments. However, impacts are sometimes modest and rarely affect all measures of financial well-being included in a study. Fewer programs provide data on wellbeing after payments have ceased, but those that do raise questions about the ability of short-term (e.g. 2 years) basic income and similar programs to alter participant lives sufficiently to achieve long-term benefits given the structural and environmental factors that impact economic stability. While we identified few programs with published evaluation results for seniors and youth transitioning out of foster care, there are many new and ongoing basic income programs for these populations that will provide estimates of program impact in the coming months and years. Finally, there is growing interest in providing cash using mechanisms other than basic income payments, including lump sum payments and baby bonds. While several states and municipalities have implemented such programs, the recipients remain very young, and overall, there is far less evidence on the effectiveness of such alternative structures. The one study we identified evaluated the effects of a lump sum payment in Kenya relative to a two-year basic income, finding positive evidence for the comparative effectiveness of the lump sum payment. Attachment B AUTHOR S : ROSE KAGAWA AND AHNA SULEIMAN, UC DAVIS | JUNE 2025 3 14 Approach We reviewed the existing peer-reviewed and gray (e.g. program reports, research center and program websites) literature to summarize the evidence on the impacts of basic income and related programs on economic outcomes, focusing on the four priority populations of greatest interest to Contra Costa County: 1. Exiting and former foster youth 2. Families with young children in California Work Opportunity and Responsibility for Kids (CalWORKs) 3. Individuals returning to community from incarceration and working with probation 4. Low-income housing insecure seniors We also included influential basic income programs that supported similar but distinct populations (e.g. new mothers, low-income households) and identified new projects, particularly in the greater Bay Area, that are underway but do not yet have evaluation data available (see Table 1). Several terms are used to describe programs that provide cash payments to individuals or households. The Stanford Basic Income Lab defines Universal Basic Income (UBI) as cash paid universally and without conditions to individuals on a regular basis. Very few cash programs are universal and instead meet the definition of a Guaranteed Income (GI) program. The Center for Guaranteed Income Research at the University of Pennsylvania defines Guaranteed Income as regular cash payments made without conditions. Unlike UBI, GI provides targeted financial support to specific populations. In practice, these terms are often used interchangeably and many programs termed “basic income” or “guaranteed income” may provide cash payments to specific populations, with or without additional conditions (e.g. attending financial literacy courses, completing job search milestones, maintaining sobriety). Our review considered experimental cash payment programs broadly, including both UBI and GI, cash transfers with or without conditions, and related programs such as lump sum payments and baby bonds, where investments are made on behalf of newborns that can be claimed when they reach adulthood. Our search included cash programs implemented since 2000 in the United States, and especially those local to the Bay Area or California, as well as cash programs implemented globally. A more robust literature is available for cash transfer and similar programs in the international context due to a longer history of experimentation with cash policies. We included programs with and without evaluation outcomes, and no minimum parameters were established for the scientific rigor of the evaluation to be included in the review. These choices allowed us to consider the status of the evidence and to provide a broader picture of the landscape Attachment B AUTHOR S : ROSE KAGAWA AND AHNA SULEIMAN, UC DAVIS | JUNE 2025 4 14 of implemented and evaluated programs rather than focusing on a narrow set of rigorously evaluated programs. Our guiding questions were: 1) What is known about the effects of cash payments on economic outcomes, during the course of the program and long term? 2) How is economic improvement measured? 3) What are the gaps in the literature and where are new opportunities for learning? We begin with a review of common measures used to identify effects on financial stability and related outcomes. We then summarize the estimated effects of cash payments on these measures, focusing on effect estimates measured while cash payments are active and separately on the smaller body of literature regarding effect estimates after payments ended. A substantial number of cash payment programs are planned, currently in operation, or have recently ended, for which no outcome evaluations have been published. We summarize these to inform how the program in Contra Costa County fits within the larger landscape of cash payment programs. Finally, we end with a discussion identifying the gaps in the literature, areas of growing interest, and implications for practice and evaluation. Common Measures of Economic Outcomes Our review of the evidence identified a wide range of measures related to financial stability. It is important to note that in the US, the University of Pennsylvania Center for Guaranteed Income Research has conducted most of the evaluations, and as a result, the set of indicators they use to measure financial stability is replicated across many studies. The most common measures across studies include income, employment, savings (e.g. % with $500 or more in savings), and ability to cover an emergency expense (e.g. “unexpected $400 expense”). Several programs evaluate impacts on recipients’ ability to cover expenses (e.g. how often rely on others for financial support, ability to financially support family or friends, ability to pay bills or repay debts). Subjective measures of satisfaction with one’s financial situation were also common. Less frequently used outcomes include poverty (relative to an income threshold), ownership of assets or productive assets, consumption, hours worked, and payday loan use. Food and housing insecurity are not direct measures of economic well-being or financial stability but both have been used to proxy economic access and appear in basic income studies with some regularity (Jones et al., 2013). While most data about economic stability are collected through self-reports in surveys, some basic income programs also leverage administrative data related to receipt of existing benefits (e.g. CalWORKs, CalFresh, Housing Support Services, Emergency Housing Assistance) as indicators of Attachment B AUTHOR S : ROSE KAGAWA AND AHNA SULEIMAN, UC DAVIS | JUNE 2025 5 14 economic stability (Dworsky, 2025). Additional indicators may be more relevant with different populations and in different contexts (e.g. re-incarceration, educational performance). Due to the complexity of understanding the causal pathways of basic income studies on economic wellbeing, most evaluation studies include mixed methods that include interviews or focus groups with at least a portion of the study sample. State of the Evidence on Economic Outcomes Existing literature indicates that guaranteed income provides a critical financial reprieve and important financial resources for participants, and it is normally insufficient for building long-term wealth (Economic Security Project, 2024). Our review of the literature aligns with this general assertion. A Financial Reprieve Most evaluations of basic income and related programs find such programs offer recipients a meaningful financial reprieve on at least one measure of financial well-being. However, impacts are sometimes modest and rarely encompass all measures of financial well-being included in a study. Much of this evidence comes from basic income programs implemented among low-income households or families. The evidence base for impacts among seniors, foster youth, and formerly incarcerated individuals is growing but less robust. Low-Income Families Most studies of basic income programs serving low-income families show improvements in at least some indicators of financial stablity while payments are ongoing. For example, parents in the Los Angeles BIG:LEAP program showed increased savings and ability to cover a $400 emergency expense while receiving the stipend and sustained this benefit six months after the last payment (Kim et al., 2024). Similarly, participants in the Embrace Mothers intervention in Birmingham, Alamaba reported less utility debt, greater capacity to cover a $400 emergency, and higher contributions to savings after receiving the stipend for six months (Jefferson, et al., 2024). At times, these improvements are modest or unstable. For example, single parents in the Growing Resilience in Tacoma (GRIT) experienced modest, (although fluxuating and often conflicting), improvements in indicators related to financial health including household income, income volitility, finacial wellbeing, ability to cover an unexpected $400 expense, and savings while they were receiving the payments (Flynn et al., 2024). Attachment B AUTHOR S : ROSE KAGAWA AND AHNA SULEIMAN, UC DAVIS | JUNE 2025 6 14 The majority of these evaluations were completed by the University of Pennsylvania Center for Guaranteed Income Research Social Policy and Practice Programs, and in these programs, monthly stipends of $375-$1000 (mode=$500) were provided for 12-18 months. However, evidence of similar positive impacts is apparent in several programs using different payment structures or designed more broadly for low-income households in the US and globally (Balakrishnan et al., 2024; Banerjee et al., 2023; McDowell & Ferdosi, 2021; Moore, 2024; Stacia West, 2021; Todeschini & Sabes-Figuera, 2019; West & Castro, 2023). Formerly Incarcerated Individuals Basic income programs for formerly incarcerated people have increased, but few provide evaluation results. Of those that do, findings suggest participants experience improved financial wellbeing on at least one measure. For example, stipend recipients in StepUp Durham’s Excel program showed higher income than controls while they were receiving the stipend, but there were no significant differences in their ability to cover an unexpected $400 expense or overall financial wellbeing (Couloute, Tandon, West, et al., 2025). Similarly in Gainesville, Florida, the Just Income program for formerly incarcerated individuals showed participants were better able to weather an unexpected $400 emergency expense while receiving payments (Couloute, 2025). There was also some evidence that recipients were able to save money at a greater rate, but estimated effects on income, employment, and ability to contribute financially to families were unclear. While not the focus of this review, evaluations often measure recidivism, with results suggesting guaranteed income participants were less likely to commit a parole violation and, while effect estimates were sometimes more volatile, less likely to be re-arrested or re-incarcerated (Couloute, 2025; Schwartz, 2025). Low-Income Seniors and Transitioning Youth While there are many new and ongoing basic income programs for youth transitioning out of foster care, we did not identify evaluation results indicating the effects of these programs. However, indirect reporting on Santa Clara’s basic income program for youth transitioning out of foster care suggest the payments were beneficial to participants’ employment, income stability, and housing (County of Santa Clara, 2023). Basic income programs for seniors also appear to be a growing area of interest where there is little current evidence of effectiveness that we were able to summarize. However, Canada’s public pension program for low-income seniors appeared to benefit food security (McIntyre et al., 2016). In this program, low-income seniors receive monthly payments, up to Attachment B AUTHOR S : ROSE KAGAWA AND AHNA SULEIMAN, UC DAVIS | JUNE 2025 7 14 $564.74, with the amount varying depending on income and marital status, beginning at age 65. No economic measures were assessed in this evaluation. Long Term Financial Impacts Many programs do not or do not yet report on findings after payments have ended. The programs that do have data beyond the end of the project, illuminate the challenge of basic income programs being sufficient to transform participants’ economic status long-term given the structural and environmental factors that impact economic stability. Most of the existing evaluations with “long- term” follow-up were conducted by the University of Pennsylvania Center for Guaranteed Income Research and end six months after participants receive the final stipend. From the existing long-term data, many of the programs that show economic improvement while participants receive cash payments, face challenges in sustaining these effects once the payments end. For example, six months after receiving the last payment, single parents in the Growing Resilience in Tacoma (GRIT) program showed sustained higher annual income and lower income volitility than comparision families six months after the last payment, but they also showed lower finanical well-being scores, were less likely to be able to cover a $400 emergency expense, and had reduced savings compared to control families (Flynn et al., 2024). Similar patterns were observed in the SEED pilot in Stockton (West & Castro, 2023). In fact, most evaluations with long- term measures indicated early benefits had attenuated or disappeared following the cessation of payments, across all population types (Couloute, Tandon, Patel et al., 2025; DeYoung et al., 2024; Kappil et al., 2024). In a few cases, there are concerning findings in other domains post-intervention. For example, while the Embrace Mothers intervention in Birmingham, Alamaba did not show sustained economic impacts after the stipends ended, the research found potential iatrogenic effects in that stipend recipients reported less hope for the future and less feelings of mattering than members of the control group at six months after their last stipend payment (Jefferson, et al., 2024). Similarly, fathers in the intervention arm of the CLIMB project reported higher levels of psychological distress than controls throughout the duration of the project (Bervik et al, 2024). However, several studies showed the opposite (e.g. GRIT, SEED, B-Mincome) (Flynn et al., 2024; (Todeschini & Sabes-Figuera, 2019); (West & Castro, 2023). Qualitative data from several studies offer some insight into the challenge of sustaining benefits of basic income. Throughout the literature across all projects, participants describe basic income funds as a blessing and/or lifesaver and describe how while they were not always able to maintain the long-term financial benefits, the temporary financial stability was incredibly valuable. In Attachment B AUTHOR S : ROSE KAGAWA AND AHNA SULEIMAN, UC DAVIS | JUNE 2025 8 14 our own research with the Yolo County Basic Income project, we found some outlying participants who received the stipend at a critical inflection point in their lives and were able to establish college savings accounts for children, complete education or training programs, or save for a down payment on a house. Essential in all these stories was the presence of other structural support to facilitate this transformation. There are a couple of notable exceptions in both the duration of follow-up and the findings, which point to the importance of program design and context. The first is Oportunidades in Mexico, a conditional cash transfer program primarily operational in remote rural areas. Recipients of the cash transfer experienced significantly higher agricultural income and increased ownership of productive agricultural assets and non-agricultural businesses (e.g. handcrafts for sale) 18 months into the program (Gertler et al., 2012). Importantly, study findings suggest these early investments resulted in persistent economic benefits as measured by household consumption (a sum of food and nonfood expenditures plus home value) four years later (Gertler et al., 2012). The second is one of the longest running basic income projects-- the Alaska Permanent Fund- -which has provided unrestricted cash payments to low-income Alaskan natives for over four decades. Rather than relying on self-report measures of financial security, the long-term impact of this investment relied on Census data and findings from the Public Use Microdata Samples (PUMS). Based on recent analysis, the Alaska Permanent Fund has been found to significantly reduce poverty rates of rural Indigenous Alaskans – and specifically for children and seniors – although the effects of the program on reducing economic inequality have been more modest (Berman, 2024). GiveDirectly in Kenya currently has a 12-year program underway which will provide estimates for a long-term program. In all three cases (Mexico, Alaska, Kenya), the programs and not just the follow-up period are long-term, which is distinct from long-term follow-up with participants in a short- term program. Attachment B AUTHOR S : ROSE KAGAWA AND AHNA SULEIMAN, UC DAVIS | JUNE 2025 9 14 Ongoing Studies There are many existing cash transfer programs that have launched recently that focus on one or more of the target populations Contra Costa County is including in their project. These programs have various outcomes and will be publishing results during the course of the pilot. In Table 1, we highlight several ongoing basic income evaluations in the state of California. Transition age foster youth of San Francisco youth months. Match comparison group of youth in other counties. Launched counties across CA including youth months with 300 matched controls Older Adults Housing and Human Services (range $1-$1,643) low-income seniors an RFP process on April 18, 2025 for applications for GI projects serving older adults over 60 years of age. Total investment is $5 million over 5 years. Programs can run 12-24 months. Awards will be announced June 25, 2025. Will serve at least Re-entry/ Justice involved (Rubicon) returning home to Alameda County after receive $1,500 per month for 18 months. Attachment B AUTHOR S : ROSE KAGAWA AND AHNA SULEIMAN, UC DAVIS | JUNE 2025 10 14 California TBD Statewide program launched 2024 – hub and spoke model with monthly payments operated by partner Families with Children Costa, LA, and Riverside women at risk for preterm birth 1000 stipend for 12-18 months. Run by Heluna Health. children under the age of 5 or who are pregnant with income less receive $500 per month for 24 months. Run through First Five Sonoma Gaps in the Basic Income Literature and Promising New Directions While not the primary focus of the current literature review, there is growing interest in “baby bonds” and other forms of cash payments in the United States and globally. “Baby bonds” are publicly funded trust accounts issued to babies or children. The owners can access the funds upon reaching adulthood, often after completing a financial literacy course or similar. These funds tend to come with more restrictions on use than basic income funds. As an example, in Connecticut $3,200 is invested for every child born where the birth was covered by Medicaid. The children can claim the accrued funds when they reach 18 years of age, by which time the fund is expected to hold $11,000- $24,000 dollars. This money can only be used for buying a home, starting a business, saving for retirement, or paying for higher education or job training. Similar programs have passed in Washington DC, California (for children who lost a parent to COVID-19), Flint, Michigan and other locations. There is also growing interest in the effects of providing large sums of money in a single payment, rather than distributed over multiple months or years. For example, United Way Bay Area is experimenting with a program that provides $18,000 over 18 months; the first payment is $3,000, followed by payments of $1,000 which then taper to zero at the end of the program. This program is in its early stages and the effects are unknown. GiveDirectly has estimated the effects of providing a lump sum payment rather than a guaranteed income in a large-scale program implemented in Kenya (Banerjee et al. 2023). At the time of evaluation, three treatment arms had received approximately the same amount of money Attachment B AUTHOR S : ROSE KAGAWA AND AHNA SULEIMAN, UC DAVIS | JUNE 2025 11 14 over two years, but with important differences. One arm received the entire amount at the beginning of the program as a lump sum. A second arm (short term) received the same amount of money paid over two years and the third arm (long term) had also received the same amount of money over two years and would continue to receive monthly payments for ten more years. The two-year evaluation found the short-term payments were beneficial but the least effective when compared with the lump sum and long-term arms. The positive effect estimates were largest and most numerous for the lump sum arm, which showed increases in household savings, number of businesses in the village and the net revenue of village businesses, self-employment, income, large purchases, savings, total consumption, and no change in hours worked. Given the vast differences in setting and socioeconomic context, the results from Kenya are not transferable to specific populations in the United States, yet they represent the best evidence to date on the effectiveness of lump sum payments as a poverty alleviation strategy. Implications for Practice and Evaluation Given findings on the duration of impacts of short-term guaranteed income programs, it is critically important to think about these projects in context. While they provide some economic reprieve, on their own, they cannot address the complex systemic, structural problems that contribute to poverty and social inequality. Longer-term programs in Alaska and elsewhere show sustained payments may also sustain benefits, suggesting guaranteed income programs operate as a floor, but not necessarily as a springboard to economic success. However, we do not yet know the answer to several important questions: Can a longer-term but still impermanent program (e.g. 2-10 years) act as a springboard to economic success? Do alternative payment structures allow for investments with longer-term benefits to economic wellbeing? What payment designs work best for which populations and at what life stages? Do the benefits from a short-term guaranteed income program reappear later in life, after an initial depression following payment cessation? While there is less evidence on the effectiveness of alternative payment structures (e.g. lump sum, variable payment sizes), they may influence the ways in which the cash is used. For example, regular monthly payments are often used for regular expenses (e.g. food, rent) or to repay debts, while a lump sum might allow for larger investments (e.g. first and last month rent, down payment, tuition) with different implications for long-term economic success. Evidence from Mexico and Kenya suggest economic success stemming from these programs is rooted in participants’ ability to invest Attachment B AUTHOR S : ROSE KAGAWA AND AHNA SULEIMAN, UC DAVIS | JUNE 2025 12 14 in agriculture or microbusiness, opening the door to longer-term benefits. However, such investments are not easily translated to a more urban environment with a far higher cost of living. It is also important to consider how cash payments might operate differently for people at varying life stages. Whether immediate needs are large expenses (e.g. first/last rent, down payment, home repair, school tuition) likely depends on life stage. Such expenses may be more relevant for individuals returning to community from a long term in prison and youth exiting foster care, both of whom must make large immediate investments as they (re)enter financial independence, or for seniors in deteriorating housing. Finally, whether the benefits to economic wellbeing of short-term guaranteed income programs reappear later in life remains an open question. While most evaluations indicated benefits to financial wellbeing ended when payments ended, the period immediately following program end may be a particularly challenging time. The benefit of longer-term investments made while receiving cash payments may take time to appear or may only appear for populations that received the payments at critical stages of their development (e.g. young children). Attachment B AUTHOR S : ROSE KAGAWA AND AHNA SULEIMAN, UC DAVIS | JUNE 2025 13 14 References • Balakrishnan, S., Costa, R., Haushofer, J., & Waltenberg, F. (2024). Welfare Effects of a Permanent Unconditional Cash Transfer Program: Evidence from Maricá, Brazil. https://www.nber.org/system/files/working_papers/w33089/w33089.pdf • Banerjee, Abhijit, Michael Faye, Alan Krueger, Paul Niehaus, and Tavneet Suri. (2023) Universal basic income: Short-term results from a long-term experiment in Kenya. https://www.bin- italia.org/wp-content/uploads/2024/01/Kenya-2023.pdf • Berman, M. (2024). A rising tide that lifts all boats: Long‐term effects of the Alaska Permanent Fund Dividend on poverty. Poverty & Public Policy, 16(2), 126-145. https://doi.org/10.1002/pop4.398 • Bervik, A., Lyons, A., West, S., Tandon, N., Castro, A., & Nichols, B. (2024). The American Guaranteed Income Studies: Columbia, South Carolina. https://guaranteedincome.us/columbia • Couloute, L., Tandon, N., Patel, H., Blocker, S., West, S., & Castro, A. (2025). The American Guaranteed Income Studies: Gainesville, FL. • Couloute, L., Tandon, N., West, S., Blocker, S., Patel, H., & Castro, A. (2025). The American Guaranteed Income Studies: Durham, North Carolina. • County of Santa Clara. (2023). County of Santa Clara Expands Guaranteed Basic Income Pilot Program to Additional Vulnerable Populations. Press Release. https://news.santaclaracounty.gov/county-santa-clara-expands-guaranteed-basic-income-pilot- program-additional-vulnerable-populations • DeYoung, E., Tandon, N., West, S., Castro, A., Golinkoff, J., & Thompson, A. (2024). The American Guaranteed Income Studies: Cambridge, Massachusetts. file:///Users/absuleim/Downloads/cambridge-report.pdf • Dworsky, A. (2025). San Francisco’s GI pilot program for young people who aged out of extended foster care: Participant characteristics at enrollment (Chapin Hall Research Brief, Issue. https://www.chapinhall.org/wp-content/uploads/Chapin-Hall_San-Francisco-Guaranteed- Income-Program-Baseline-Survey-Brief_March-2025.pdf • Flynn, K., Tandon, N., Nichols, B., Thompson, A., West, S., & Castro, A. (2024). The American Guaranteed Income Studies: Tacoma, Washington. University of Pennsylvania, Center for Guaranteed Income Research. • Gertler, P. J., Martinez, S. W., & Rubio-Codina, M. (2012). Investing cash transfers to raise long- term living standards. American Economic Journal: Applied Economics, 4(1), 164-192. • Jones, A. D., Ngure, F. M., Pelto, G., & Young, S. L. (2013, 2013/09/01/). What Are We Assessing When We Measure Food Security? A Compendium and Review of Current Metrics. Advances in Nutrition, 4(5), 481-505. https://doi.org/https://doi.org/10.3945/an.113.004119 • Kappil, T., Prenovitz, S., Gayen, S., Thomas, H., Greenwood, Z., Yang, H., Jefferson, A., Juras, R. (2024). Shreveport Guaranteed Income Program: Mayors for a Guaranteed Income Evaluation Final Report. Abt Global. • Kim, B. K. E., Castro, A., West, S., Tandon, N., Ho, L., Tepos Nguyen, V., & Sharif, K. (2024). The American Guaranteed Income Studies: City of Los Angeles BIG:LEAP. Attachment B AUTHOR S : ROSE KAGAWA AND AHNA SULEIMAN, UC DAVIS | JUNE 2025 14 14 • McDowell, T., & Ferdosi, M. (2021). The Impacts of the Ontario Basic Income Pilot: A Comparative Analysis of the Findings from the Hamilton Region. Basic Income Studies, 16(2), 209-256. https://doi.org/doi:10.1515/bis-2020-0034 • McIntyre, L., Kwok, C., Emery, J. C. H., & Dutton, D. J. (2016, Aug 15). Impact of a guaranteed annual income program on Canadian seniors' physical, mental and functional health. Can J Public Health, 107(2), e176-e182. https://doi.org/10.17269/cjph.107.5372 • Moore, E. (2024). Reimagining Workforce Safety Net: A Guaranteed Basic Income Approach. https://basicincome.org/wp-content/uploads/2024/04/Seaattle-GBI-Evaluation-Final_WDC- SKC-2024.pdf • Pinto, A. D., Perri, M., Pedersen, C. L., Aratangy, T., Hapsari, A. P., & Hwang, S. W. (2021). Exploring different methods to evaluate the impact of basic income interventions: a systematic review. Int J Equity Health, 20(1), 142. https://doi.org/10.1186/s12939-021-01479-2 • Project, E. S. (2024). Addressing Misconceptions in 2024 Guaranteed Income Research. https://economicsecurityproject.org/wp-content/uploads/Addressing-Misconceptions-in-2024- Guaranteed-Income-Research.pdf • Rizvi, A., Kearns, M., Dignam, M., Coates, A., Sharp, M. K., Magwood, O., Labelle, P. R., Elmestekawy, N., Rossiter, S., Al-Zubaidi, A. A. A., Dewidar, O., Idzerda, L., Aguilera, J. M. P., Seal, H., Little, J., Martín, A. M. A., Petkovic, J., Jull, J., Gergyek, L., Ghogomu, E. T., Shea, B., Atance, C., Ellingwood, H., Pollard, C., Mbuagbaw, L., Wells, G. A., Welch, V., & Kristjansson, E. (2024, Jun). Effects of guaranteed basic income interventions on poverty-related outcomes in high- income countries: A systematic review and meta-analysis. Campbell Syst Rev, 20(2), e1414. https://doi.org/10.1002/cl2.1414 • Stacia West, A. C. B., Sukhi Samra, Erin Coltrera. (2021). Preliminary Analysis: SEED’s First Year. • Schwartz, M. (2025). Support for the Journey Home: An Impact Study of the Returning Citizens Stimulus Program. MDRC. https://www.ceoworks.org/assets/downloads/publications/Returning-Citizens- Brief.pdf?utm_source=CEO+Newsletter&utm_campaign=c193e59f0a- EMAIL_CAMPAIGN_2024_07_16_09_29_COPY_01&utm_medium=email&utm_term=0_- fc3e98b138-640601710&mc_cid=c193e59f0a&mc_eid=1afc026fed • Todeschini, F., & Sabes-Figuera, R. (2019). Barcelona city council welfare programme: Impact evaluation results. Ivalua, Barcelona. • West, S., & Castro, A. (2023). Impact of Guaranteed Income on Health, Finances, and Agency: Findings from the Stockton Randomized Controlled Trial. Journal of urban health, 100(2), 227- 244. https://doi.org/10.1007/s11524-023-00723-0 CONTRA COSTA THRIVES EHSD Program Design ORIGINAL PUBLISH DATE: 06.2025 |CONTRA COSTA THRIVES | EHSD GBI PROGRAM DESIGN A TTACHMENT C – EXISTING CASE MANAGEMENT SUPPORT Benefits Counseling Benefits counseling ensures participants are fully informed about how GBI payments may affect eligibility for other public assistance programs, enabling them to make an informed decision regarding participation in Contra Costa Thrives. During the final six months of the pilot, participants will also have the option of receiving benefits transition counseling. This will provide participants with the necessary tools to prepare for the loss of income as the program concludes. This component is designed to offer optional, supportive tools designed to help participants reach their personal financial goals. These sessions aren’t about telling people what to do with their money, but about providing practical, judgment-free information and strategies participants can choose to use in ways that work for them. In-depth evaluation of strengths, abilities, interests, and educational and career goals Independent Living Skills (ILS) Intake Assessment/Casey Life Skills Inventory Choice in Aging Ohio Risk Assessment System (ORAS) to assess the risk of reoffending and determine appropriate level of supervision and intervention Referrals to activities that support educational and career goals and supportive services necessary for attainment Transitional Independent Living Plan (TILP) Choice in Aging Facilitate referrals, coordinate case management, and encourage utilization of all case management supports Monthly Monthly Choice in Aging, EHSD designated project lead and APS SW, when appropriate Bi-weekly, monthly, or quarterly Financial Literacy Workshops- Basic Money Management Skills, Budgeting, Career Planning Financial Literacy Workshops- Basic Money Management Skills, Budgeting, Career Planning Financial Literacy Workshops- Basic Money Management Skills, Budgeting, Avoiding Scams Financial Literacy Workshops- Basic Money Management Skills, Budgeting, Career Planning leveraged through other AB 109 resources ATTACHMENT D Summary of Known California Guaranteed Income Pilots by Jurisdiction Contra Costa County Employment Human Services Department 10/22/24 Page 1 of 5 County Pilots Pilot Name County Amount Number of Participants Target Population Funding Sources Status Public Private Poverty Reduction Program Yolo $2.3 million Approximately 55 families planned with children under age six or pregnant, enrolled in Housing Stability Program funds. Office of Child Abuse Prevention (OCAP) Grant. ($250,000). Sierra Health Foundation ($230,000). First 5 Yolo ($100,000). Kelly, Stuart, and Travis Prevention (OCAP) Grant. Breathe: LA County's Guaranteed Income Program Los Angeles a neighborhood identified as being at or below LA County's Area Median Income (AMI). In a single person household that falls at or below AMI or in a household with two or more persons that falls below 120% AMI. Have been negatively affected by COVID-19 pandemic. Second cohort (200) former LA County DCFS foster youth. Foundation, First 5 LA, The California Endowment, The California Wellness Foundation, The James Irvine Foundation, The Kresge Foundation, and the Weingart Foundation. published by University of Pennsylvania, planned for 2027. Breathe - Expansion Los Angeles of 18 and 21. Youth who are eligible for this new expansion will be notified by their Department of Children and Family Services social worker. County Board of Supervisors approved this expansion of Breathe in August 2024. months. ATTACHMENT D Summary of Known California Guaranteed Income Pilots by Jurisdiction Contra Costa County Employment Human Services Department 10/22/24 Page 2 of 5 County Pilots Pilot Name County Amount Number of Participants Target Population Funding Sources Status Public Private Support Pilot (FFESP) Sacramento 200 Black/African American, American Indian & Alaska Native (Native American) families with children between zero to five years old living in 95823, 95828, 95815, 95838 and 95821 zip codes. Under 200% FPL. Sacramento Department of Child, Family and Adult Services [via State Block Grant (SBG)/CDSS] 9/30/24 - 10/13/24. Partnering with United Way Capital Region. MEF Associates will partner with Sacramento for the evaluation. Guaranteed Income Pilot - Former Foster Youth (2 pilots) Santa Clara $12 million total 50 second cohort. has allocated a total of $12 million for four basic income pilot programs. In addition to ARPA funding, the county has invested more than $5 million from the General Fund; $3 million in state funding (with the support of State Senator Dave Cortese); $1 million from AB 109 funding and $1 million from Destination Home. Guaranteed Basic Income Pilot for Justice-Involved Individuals 100 GBI for Young Parents GBI for Unhoused High School Students 75 Unhoused High School Students ATTACHMENT D Summary of Known California Guaranteed Income Pilots by Jurisdiction Contra Costa County Employment Human Services Department 10/22/24 Page 3 of 5 County Pilots Pilot Name County Amount Number of Participants Target Population Funding Sources Status Public Private provided Grant for Silicon Valley "Modeling" Study: Modeling Guaranteed Basic Income & Household Income Adequacy in Santa Clara County Santa Clara Guaranteed Basic Income (GBI) programs can help move families out of poverty and into economic security. supported by a 2022-23 fiscal year inventory grant from the County of Santa Clara. from Silicon Valley Community Foundation. 2023 by Joint Venture Silicon Valley/Institute for Regional Studies. Santa Clara participating in The Silicon Valley Guaranteed Income Project. Santa Clara in Santa Clara County experiencing or at risk of homelessness funding from private partners, including Google.org, the David and Lucile Packard Foundation, Silicon Valley Community Foundation, and Sobrato Philanthropies. ATTACHMENT D Summary of Known California Guaranteed Income Pilots by Jurisdiction Contra Costa County Employment Human Services Department 10/22/24 Page 4 of 5 County Pilots Pilot Name County Amount Number of Participants Target Population Funding Sources Status Public Private Movement Guaranteed Income for Foster Youth pilot program Alameda $2.8 million 67 participants (Potential cohort size: 85) who exited the foster system in 2022 or who would have exited in 2022. Social Services budget philanthropic funds raised for program: Hellman Foundation ($100,000); Walter & Elise Haas Foundation ($100,000); Wells Fargo Foundation ($40,000); Citibank ($5,000). Casey Family Programs has offered concrete support in the form of assistance to parenting participants and hosting support dinners. December 2024. Evaluation by Chapin Hall at the University of Chicago. San Mateo County Guaranteed Income Pilot Program for Transitional Age Foster Youth San Mateo ages 18 - 22 and pool of funds reserved for youth- focused services managed by County's Human Services Agency Community Foundation ($100,000) ATTACHMENT D Summary of Known California Guaranteed Income Pilots by Jurisdiction Contra Costa County Employment Human Services Department 10/22/24 Page 5 of 5 County Pilots Pilot Name County Amount Number of Participants Target Population Funding Sources Status Public Private Income Equity Sonoma $5.4 million 305 families Families with children under age 6 or pregnant, living on household incomes of 185% or less of the Federal Poverty Limit. Impacted by COVID pandemic. and cities of Santa Rosa, Petaluma and Healdsburg. More than 90 percent of the pilot project funding is Healdsburg and First 5 Sonoma County Family Income for Empowerment Program San Diego of July 2024 San Diego County Child and Family Well-Being Department and is not open to the public. Participants must earn 200 percent of the Federal Poverty Level or less, have at least one child living with them, and be local. of San Diego. Participant enrollments underway. August 2024: Initial data reported for March 2023 - July 2024. If blank, information is unknown. CONTRA COSTA THRIVES ESHD Program Design ORIGINAL PUBLISH DATE: 06.2025 | ATTACHMENT E – COMMUNITY INPUT ATTACHMENT E – COMMUNITY INP UT Population: All Contra Costa Guaranteed Income Coalition | April 17, 2025 Funding 1. What is the total project budget? 2. How much is allocated for direct payments to pilot participants? 3. Have you obtained private funding for the CalFresh benefits waiver? If so, from who and for what amount? What will it be used for? Program Design Elements 4. How many participants across the four priority populations do you intend to serve? 5. What is the payment amount participants will receive and for how long? 6. What types of supports are you wrapping around participants and what outreach are you conducting to ensure that support is relevant to each population? 7. Why is the senior population going to be selected differently than the other populations? Why use a multidisciplinary team? Community Input 8. Which advisory bodies are you bringing the draft implementation plan to and when? 9. To what extent will you incorporate the GI Coalition’s recommendations into the draft implementation plan? 10. When will you submit the draft implementation plan to the GI Coalition for review? 11. When are you planning to present the final plan to the Board, and how do you envision community partners playing a role? Implementation Partners 12. What other departments, community-based organizations, and community partners is EHSD working with to develop these pilots? 13. Have you discussed design implementation, and evaluation with community partners who have already implemented or are implementing pilots in Contra Costa County? 14. Are you conducting a competitive RFP process for community-based organizations to implement and/or provide supportive services for the pilot populations? If so, how and when will this be conducted and will community members serve on the RFP review panel, as they have been more recently for allocations related to mental health, innovation fund, and youth justice? 15. How are residents with lived experience being meaningfully included in the pilot design process? Research & Evaluation 16. What type of evaluation are you planning to conduct, e.g., randomized control trial, quasi- experimental, etc.? 17. Will it be a single evaluator/evaluation, or population-specific? 18. Will there be a competitive RFP process? CONTRA COSTA THRIVES ESHD Program Design ORIGINAL PUBLISH DATE: 06.2025 | ATTACHMENT E – COMMUNITY INPUT Population: Youth transitioning out of foster care Family & Children’s Trust Committee (FACT) | May 5, 2025 Eligibility Criteria 1. Can college students qualify? Enrollment 2. If we do not fill all 40 of our slots, does it roll over to another Bureau/population? Benefits Protection 3. Would the stipend impact financial aid amounts for college students? Participation Discontinuance 4. Are there criteria identified to terminate GI payments? 5. If someone is discontinued from receiving the stipend, does the balance roll over to a new recipient or is a new recipient identified to receive the full $18K? Research and Evaluation 6. Is there any data available currently on local or national GI pilot outcomes? 7. Will the outcomes of this GI pilot be shared publicly or be provided to the community forums you presented to? Regional Community Partnership | May 13, 2025 Funding 1. With Federal/State budget cuts, will this money be affected? Eligibility Criteria 2. How do you select? 3. Is this only for the youth? 4. Is it just for Contra Costa residents? 5. Will this be extended to kinship and can the criteria change to help different youth that is under guardianship and probate court? 6. How are youth referred? 7. What other communities will this help? 8. Will it continue beyond 18 months? 9. Is this an 18-month commitment? 10. What happens if they don’t want to do the GI program anymore? 11. Can someone else come in if the 18 months is not fulfilled? Benefits Protection 12. Will this impact families receiving Section 8 housing subsidies? 13. Will this impact seniors with retirement income and social security? 14. Do you only meet one time during the duration of 18 months? Program Implementation 15. When does it start? CONTRA COSTA THRIVES ESHD Program Design ORIGINAL PUBLISH DATE: 06.2025 | ATTACHMENT E – COMMUNITY INPUT Support 16. What support do they get? Comprehensive Prevention Planning Team | May 9, 2025 Eligibility Criteria 1. Will eligible youth who are non-minor dependents from other counties but residing in Contra Costa be considered as well? Population: Families with young children experiencing financial hardship Economic Opportunity Committee | May 8, 2025 Funding 1. How is this funded? 2. Is the funding solid? Eligibility Criteria 3. If a client previously participated in a GI pilot, e.g., Elevate Concord with Monument Impact, are they still eligible to participate in this one? 4. What are the criteria? 5. Are we requiring them to take classes and courses? 6. Is this one-time thing? 7. Is this for a year? 8. Who picked the population? Benefits Protection 9. Does this impact benefits they already receive? 10. Will this (session) be centralized so it is a one-stop shop, and can this be taken advantage of instead setting them up for failure? Financial Literacy 11. How would they use the money? 12. How would they know how to maximize the money or what best works for them in using the money? Enrollment 13. Where do they apply? 14. Is there any prescreening? 15. How are we rolling it out? 16. When does it start? Program Outcomes 17. Are we looking at readiness to move from benefits? 18. What is the goal for this money? 19. How does success look like after having this money? CONTRA COSTA THRIVES ESHD Program Design ORIGINAL PUBLISH DATE: 06.2025 | ATTACHMENT E – COMMUNITY INPUT Miscellaneous 20. Is this the same program Concord is doing? Is this a collaboration? Workforce Development Board | May 13, 2025 Eligibility Criteria 1. How do you qualify for the plan? 2. What is the eligibility for the payment plan? 3. Does it only have to be for people who are only employed? 4. What does engagement mean? 5. Are Welfare-to-Work clients who are in subsidized employment program eligible? 6. Are clients who receive housing eligible? Program Implementation 7. What is the timeline for launching? Benefits Protection 8. Is this income going to impact their CalWORKs and CalFresh? 9. How much (private funding) is targeted to raise so it won’t impact CalFresh? 10. Is there a minimum percentage of the direct payment that needs to be private funding for CalFresh? Head Start Policy Council | May 21, 2025 Selection Process 1. Why are we picking people in a lottery instead of based on need? Benefits Protection 2. How will this impact cash aid and food stamps? Population: Probation Clients AB 109 Realignment CAB | May 8, 2025 Eligibility Criteria 1. What will Ohio Risk Assessment System (ORAS) results need to be to meet eligibility criteria? Enrollment 2. Will enrollment happen on an ongoing basis? What happens when people drop off? Payments 3. Will payment options be participants’ choice? 4. What will happen to payments if a participant is arrested? Population: Low -Income, Housing Insecure Older Adults Advisory Council on Aging | April 16, 2025 Funding 1. Where is the funding for this project coming from?  CONTRA COSTA THRIVES ESHD Program Design ORIGINAL PUBLISH DATE: 06.2025 | ATTACHMENT E – COMMUNITY INPUT 2. Can there be additional funds allocated so that more seniors can be served?  Program Intent 3. For younger people, a short-term intervention can help with future income – they can get a job.  What about seniors who cannot change their circumstances?  4. What is the intention of the BOS for the long-term?  Program Outreach 5. How will the community learn about this project? Antioch always seems to be ignored.  Rachel Rosekind, PhD, MLIS “Contra Costa Thrives” Guaranteed Income Pilot Implementation Plan 1 Contra Costa Thrives: Pilot Implementation Plan for Measure X-Funded Populations By Rachel Rosekind, PhD, MLIS December 18, 2024 Introduction Contra Costa Thrives (CCT) centers the U.S. Partnership on Mobility from Poverty’s emphasis on increased income and assets, agency, and a sense of connection and community belonging. The pilot’s targeted implementation aspires to a universal goal: All residents should have the resources and opportunities they need to thrive. Many Contra Costa residents lack sufficient and flexible financial resources to sustain themselves and their families and are forced to hierarchize basic needs and navigate scarcity. Guaranteed income offers a pathway for local governments to directly support and invest equitably in residents so they can achieve greater economic security and access more opportunities to thrive. Trust-building is a cornerstone of the guaranteed income movement, and intangible yet invaluable assets like trust and credibility are essential to providing relevant assistance to disfranchised populations and critical resources in disinvested places. Nationwide pilot implementation has elevated the importance of trust in successful outreach, administration, and evaluation. In recognition and response, CCT centers participant agency as a fundamental design principle. At every opportunity, the pilot should ensure that participants can make choices that align with their needs, circumstances, and goals. For example, as described in the relevant section below, CCT will offer participants choice with regard to payment structure, enrollment in services and supports, and participation in evaluation activities—the latter will be explicitly consent-based and incentive-driven. Contra Costa Thrives will strengthen our county safety net by amplifying and supplementing existing services and benefits. It will also advance and deepen the County’s commitment to building a more inclusive and equitable community. Both of these principles are infused into the design outlined in this proposal. Note that this proposal provides design, implementation, and evaluation recommendations for the pilot program funded through Measure X dollars. We expect the AB 109-funded pilot will have a different discovery process, solicitation of input, and timeline and that it will be developed in consultation with local experts and regional leaders in reentry-focused pilots alongside impacted residents. Attachment F Rachel Rosekind, PhD, MLIS “Contra Costa Thrives” Guaranteed Income Pilot Implementation Plan 2 Proposal outline The following items are delineated in this proposal: 1. Goals 2. Intended outcomes 3. Priority populations and eligibility criteria 4. Participant selection 5. Payment amount 6. Duration 7. Payment disbursement and cadence 8. Launch 9. Application and enrollment 10. Eligibility verification 11. Benefits counseling and protection 12. Supportive services and referral pathways 13. Evaluation: Metrics and methods 14. Pilot partners 15. Request for proposals: Structure and review 16. Pilot partners and responsibilities ○ Implementation partner ○ Payment disbursement partner ○ Research partner 17. Budget 1. Goals Contra Costa Thrives will: ● Alleviate financial hardship and economic volatility by providing an income floor to participants for a sustained period of time ● Promote pathways for economic and social mobility and resilience at the individual, family, and community level to ensure diversity does not mean disparity in Contra Costa ● Increase assets and opportunities for vulnerable, impacted, and minoritized populations to build generational wealth ● Provide flexible resources that fill in the gaps of existing public assistance programs and reveal new ways to continuously improve the local safety net ● Contribute to the field of practice to move guaranteed income from pilot to policy Attachment F Rachel Rosekind, PhD, MLIS “Contra Costa Thrives” Guaranteed Income Pilot Implementation Plan 3 2. Intended outcomes The evaluation of Contra Costa Thrives will assess how guaranteed income impacts: ● The self-sufficiency of program participants, including housing stability, financial security, and food security ● The financial health and resiliency of participants, including savings, debt reduction, etc. ● Participant well-being, such as mental health, physical health, and social connectedness ● Education and/or employment status ● Emergency services utilization 3. Priority populations Our final recommendation for priority populations uplifts guaranteed income as an upstream investment and fuses findings and promising pathways gleaned from nationwide pilots and extensive local data on economic needs, circumstances, and disparities. Contra Costa Thrives will provide unconditional, unrestricted cash payments to populations where small investments at critical life stages or thresholds can make large differences in promoting stability and positive outcomes. The selected populations are: ● Youth transitioning out of foster care ● Seniors, defined as people aged 55 and up ● Families experiencing significant financial hardship with children ages 0–6. Families are defined as a parental/custodial caregiver for at least one child aged six or under at the time of application. The number of participants belonging to each population will be percentage-based (e.g., ⅓, ⅓, ⅓) or systemically-informed (e.g., all individuals exiting foster care during a specific time period). This can be iterative and informed by subsequent discussion and refinement of pilot design. Contra Costa Thrives is an income-based pilot. To be eligible for participation, members of the three named populations must show proof of income at or below 250% of the Federal Poverty Level (FPL). This threshold is generally consistent with other pilot programs’ definitions of low- to moderate-income and similar to the Department of Treasury classification of COVID- impacted individuals and congruent with the County’s recent expansion of the Basic Healthcare Plan to 300% FPL. Attachment F Rachel Rosekind, PhD, MLIS “Contra Costa Thrives” Guaranteed Income Pilot Implementation Plan 4 This criteria ensures the inclusion of individuals who have been and continue to be excluded from collective prosperity, public benefits, or other avenues of support. It realistically assesses and addresses the extent and severity of economic hardship among residents and deliberately includes households earning above common benefits thresholds. These individuals’ incomes (or assets) render them ineligible for public support but are not high enough to afford essentials in the communities where they live. They are thus forced to make excruciating tradeoffs that often pit one basic need against another and routinely struggle with the reality that the costs of essentials are increasing faster than inflation. For many households, a small, reliable infusion of financial support, even for a limited amount of time, can make the difference between stability and vulnerability. Additional baseline eligibility criteria for all participants: ● Must be residents of Contra Costa at time of enrollment ● Cannot be concurrently participating in another GI program at time of enrollment To be eligible to participate in CCT, participants do not have to be enrolled in public benefits programs. Public benefits programs are an essential feature of our social safety net. They are also a complex maze of often-conflicting and stringent eligibility and reporting requirements that obstruct access, equity, and dignity. Guaranteed income is a distinct platform and program to support self-determination, pathways to long-term thriving, and trust. It is designed to relieve tension between short-term well-being and long-term goals and provide an expectation that progress will be supported and sustained, not penalized (i.e., via the benefits cliff or abrupt termination of benefits due to a reporting lapse). As detailed in the report Implementing Guaranteed Income in Contra Costa, we recognize housing instability as a primary barrier and basic need in the county. Thus, we recommend using this container as a component of outreach, referrals, and, possibly, eligibility criteria. Regarding the latter, even if not applied explicitly, we believe that the proposed income threshold captures individuals who are significantly impacted by the costs of living in this area and experience unsustainably high housing burdens which place them at disproportionate risk for eviction, homelessness, or displacement. Contra Costa County has many housing-focused resources and programs to inform CCT’s outreach, recruitment, and selection. These include the Coordinated Entry system, the community queue, HousingWORKS!, and our robust network of direct service providers and community partners. Additionally, some Continuum of Care programs may serve as touchpoints to generate a pilot population or eligibility pool from which to randomly select participants, e.g., direct cash support could be used as prevention/diversion and/or additive to support a smooth transition from rapid rehousing to permanent housing. Attachment F Rachel Rosekind, PhD, MLIS “Contra Costa Thrives” Guaranteed Income Pilot Implementation Plan 5 Contra Costa Thrives can thus be a potent preventative measure to maintain the diversity of our resident population and ensure more equitable and inclusive economic prosperity and supports. This strategy mitigates potential downstream consequences, ranging from emergency services utilization to other negative outcomes related to housing and economic insecurity. We use the following criteria to define literally homeless and housing unstable applicants: (1) living permanently with others without being responsible for rent or mortgage, (2) moving frequently from place to place (i.e., short-term unpredictable stays with others or in hotels/motels), or (3) having recently exited an institution (e.g., jail, foster home, substance use facility, etc.) without stable housing at this time. Youth transitioning out of foster care Former foster youth are particularly well-positioned to benefit from a steady stream of financial support. A period of 18 months is enough time to pursue an apprenticeship, finish college, or find housing. Because only a relatively small number of foster youth age out of the system each year in Contra Costa, this pilot could be universally available to a cohort, or structured to prioritize those who are unstably housed, particularly since we know that the housing resources available to youth and young adults in Contra Costa are both absolutely and comparatively few. For reference, the average foster youth exit per year in Contra Costa County from 2014–2023 was 74 individuals. It may also be advisable to use the county’s Foster Youth for Independence (FYI) voucher program as a population pool. Seniors, ages 55 and up Seniors are a growing population in Contra Costa and overly represented among those experiencing economic hardship and housing instability (e.g., 58% of Contra Costa’s seniors are rent-burdened). In recognition of this trend, the California Department of Social Services is currently exploring a small-scale GI pilot focused on seniors, with a projected budget of $5 million. We have chosen seniors, and specifically ages 55 and up, as CCT’s eligibility threshold for the following reasons: ● Older adults experiencing chronic economic hardship and/or housing instability have health issues similar to those 20 years older in the general population, including age- related health problems and functional impairments. ● Older adults over the age of 50 experience longer episodes of homelessness compared to younger adults, with many facing barriers such as high housing costs, long waitlists for affordable housing, and discrimination. ● Very few programs serve adults ages 55-62, so there is a distinct benefits gap for this group. Attachment F Rachel Rosekind, PhD, MLIS “Contra Costa Thrives” Guaranteed Income Pilot Implementation Plan 6 Families with children ages 0–6 The county’s high costs of housing, childcare, and other basic needs renders many Contra Costa families financially strapped and chronically stressed. This pervasive insecurity has a spillover effect on children’s lives, imperiling their physical health, academic success, and emotional well-being. It is also reflected in the increased numbers of families experiencing homelessness and housing instability. A preponderance of research demonstrates the value of early intervention in promoting health and well-being and the present and future costs—both individual and societal—that accrue with childhood and neighborhood poverty. These related research areas are at the core of a larger movement to advance dual-generation policy design, systems reform, and outcomes evaluation, of which this pilot is a part. 4. Participant selection A randomized selection process promotes a sense of fairness and equity when vast need is balanced against limited resources, as is the case with Contra Costa Thrives. A lottery system minimizes bias and potential for corruption, both of which could jeopardize resident trust. Randomization also allows researchers to draw conclusions about how the program affects low- income people from diverse backgrounds. It is possible to implement a tier system, whereby a higher proportion of slots could be devoted to people at lower income levels. We could also allocate a specific number of slots to lottery selection and a set number to direct referrals. Referral examples include H3, TAY- or senior- serving agencies, etc. These specifics can be worked out as the plan is developed and the launch phase is put into motion. 5. Payment amount Contra Costa Thrives will provide participants with $18,000 over the course of the 18- month pilot, averaging out to $1,000/month. (Note: participants may choose a payment structure that is best for them, as described in a subsequent section). This payment amount has been shown to be a best practice to promote sustained outcomes. The City and County of Alameda, the City and County of Los Angeles, San Mateo County, and Santa Clara County have all implemented pilots using this payment amount. Evaluations from these and other programs evidence the enduring and generational impacts derived from this level of support. We estimate that the allocated sum of $3.25 million in Measure X dollars will support approximately 150 households (see financial modeling in “Budget” section below). Attachment F Rachel Rosekind, PhD, MLIS “Contra Costa Thrives” Guaranteed Income Pilot Implementation Plan 7 6. Duration We recommend a program duration of 18 months. Both the recommended payment amount ($1,000 a month, with participant payment structure choice) and duration will afford participating residents an opportunity to create a financial floor that helps them and their families meet present needs while they plan for a better future. When cash payments are provided for 12 months or less, participants are more likely to use the funds for short-term gains or to merely cover basic needs. Knowing that cash payments will continue for a longer period of time allows participants to think about their future and plan proactively. Evidence from other pilots shows that a disbursement period of 18 months or longer encourages and enables people to set aside savings and/or invest in opportunities like further education or training. Our recommendation is aligned with this evidentiary base and best practices in the field. 7. Payment disbursement and cadence The cash disbursement method/mechanism and payment timing are critical aspects of pilot design. The means through which participants receive their payments must be as accessible as possible, e.g., some participants may be unbanked, in which case direct deposit is not an option, and check issuance can incur check cashing service fees. Prepaid debit cards are an excellent option, whereas some participants may prefer direct deposit, if they have bank accounts, or elect to open one during the pilot. Many payment disbursement partners are knowledgeable about the benefits and downsides of specific disbursement methods/mechanisms and equipped to provide multiple options to participants. We recommend that payment disbursement take place on the 15th of the month in line with input from participants that many benefits issued at the beginning of the month have dried up by this time. Since this pilot’s objective is to intervene at a critical life threshold or moment of transition, an upfront lump sum may cover costs to foster initial stability, like a security deposit. Alternately, tapered payments toward the end of the program may give participants time to adjust to and budget for the loss of income from GI payments. The selected payment disbursement partner should be capable of flexing payments to participant choice. As an example scenario, the new cohort of In Her Hands (GA) incorporated participant payment choice, i.e., participants can choose between a standard monthly payment of $1000/month or monthly payments of $800 and a large one-time lump sum payment of $8,000. They can also select the timing for receiving Attachment F Rachel Rosekind, PhD, MLIS “Contra Costa Thrives” Guaranteed Income Pilot Implementation Plan 8 the lump sum. We recommend that the same flexibility and agency is offered to CCT participants. 8. Launch The launch phase includes a communications campaign to publicize the pilot, reach priority populations, and ensure accessibility and language access. Over a proposed six-month period, pilot partners, county stakeholders, and community-based agencies will conduct outreach to potential participants, determine eligibility through simple self-attestation, enroll participants, and offer optional or mandatory benefits counseling. (Note: There are varying opinions on mandatory v. optional. Our recommendation is to make benefits counseling mandatory for all participants–see justification in “Benefits counseling and protection”). EHSD will perform outreach to and coordination with community partners who can: ● Share information about the pilot opportunity and selection process with their resident base and professional networks ● Provide on-site and remote application assistance ● Ensure language access and equitable geographical representation Because Contra Costa Thrives is a relatively small pilot, we recommend that outreach and enrollment be driven by strong partnerships with community agencies connected to the priority populations. Robust and targeted outreach will ensure that all priority populations are informed about the pilot opportunity and about the mechanics of the selection process. 9. Application and enrollment Contra Costa Thrives is designed to reduce existing barriers to receiving traditional public benefits. To that end, the application (and surrounding process) should be structured to be as accessible as possible. For example, it should take a minimal amount of time to complete the application, and required information should be streamlined to simplify the process and reduce administrative needs. Applicants should be permitted to provide self-attestation of eligibility with deferred document verification (see “Eligibility verification” section for further details). The application should be mobile-friendly; offer a password-less login that relies on applicants to authenticate themselves by putting in their email or phone number, receiving a code, then entering code to access their application; and permit applicants to save submitted information and return to their application if necessary or upload additional documents. Attachment F Rachel Rosekind, PhD, MLIS “Contra Costa Thrives” Guaranteed Income Pilot Implementation Plan 9 The baseline survey for all participants should include the necessary enrollment information for the CCT program along with the demographics of an applicant’s household, income, education, employment status, renter or homeownership status, benefits, and other income sources. Application support will be a critical component of pilot success and an effective and efficient launch. We highly encourage the convening of in-person events and on-site assistance for applicants. In-person help has been found to be especially important for older people. 10. Eligibility verification A variety of admissible verification documents will enable households with a more complex identity or income profile to participate. Enrollment in benefits programs can be furnished as proof of eligibility (Note: the City of Chicago allowed the benefits receipt or letter to be up to 12 months old). In Chicago, nearly one in five (18%) of applicants used public benefits to verify their eligibility, attesting to the importance of meeting applicants where they are in terms of what they have available. Chicago accepted 20 forms of documentation to verify across identity, residency, and household income. For example, a local housing authority ID was accepted as proof after a negotiated data agreement with the authority ensured that the IDs could be cross-checked w/administration for residence and income verification. See Appendix B for a list of the documents Chicago accepted for eligibility verification. 11. Benefits counseling and protection We recommend that all participants be required to participate in a counseling session to identify potential/estimated impacts of the pilot payments on public benefits. The information provided during this session will allow participants to make an informed decision and provide informed consent. Because some participants’ benefits may be impacted by enrollment in the pilot, we recommend the creation of a Hold Harmless fund, which could be used, as needed, to cover gaps and hardships experienced by participants as a result of termination or suspension of social safety net benefits, e.g., Section 8 vouchers, if faced with an increase in shared cost for rent. Please refer to Appendix A: Benefit Impacts for Recipients of the CDSS Guaranteed Income Pilot Program. Attachment F Rachel Rosekind, PhD, MLIS “Contra Costa Thrives” Guaranteed Income Pilot Implementation Plan 10 12. Supportive services and referral pathways Supportive services, navigation, and referrals during and after the pilot enhance participants’ agency, self-sufficiency, and connectedness. They also provide additional stability mechanisms that help advance participants’ goals after the pilot ends. These resources can take various forms, e.g., referrals to government social safety net programs, housing and employment assistance, financial coaching, etc. Incorporating peer mentorship can provide holistic and relevant support for participants who’ve faced significant trauma and systemic barriers. Lastly, public benefits education that is “wrapped into” the pilot has the capacity to build more interest, trust, and opt-in to Contra Costa’s social safety net programs. All resources, services, and referral pathways are offered as opt-in, meaning that participation is not required and that pilot participants continue to receive the guaranteed income cash payments regardless of their decision to utilize additional supports and services. This is both a best practice in the field, including among our regional leaders, and supported by high uptake rates when participants are offered services in ways that honor their agency and dignity. 13. Evaluation metrics and methods We propose to use the same set of evaluation parameters for all three priority populations (defined in the “Intended outcomes” section above, to be potentially supplemented and/or modified in subsequent discussions with the research partner and other stakeholders). Although we understand that the priority populations may have varying contexts, goals, and needs, their underlying similarities and shared vulnerabilities can serve as a meaningful baseline to measure and quantify improvements and compare outcomes across groups. Pilot evaluations communicate both the individual outcomes and collective benefits derived from unrestricted, unconditional cash support. Varying survey instruments allow for data to be captured on participant- and family-level outcomes. These gauge quantitative effects, e.g., impact on housing burden or ability to pay bills on time, along with those that are more nuanced, aspirational, or affective, such as hope, belonging, and goal-setting. We particularly want to elevate the criticality of capturing qualitative data to reflect the lived experience of pilot participants. As reflected in the US Partnership on Mobility from Poverty model, evaluated indicators should account for the ways in which guaranteed income affects feelings of self-determination, agency, and community connectedness. Checkpoint surveys will pose questions about participants’ income, benefits and other income sources, employment, food insecurity, housing status and security, child well-being, and mental health. A storytelling Attachment F Rachel Rosekind, PhD, MLIS “Contra Costa Thrives” Guaranteed Income Pilot Implementation Plan 11 cohort may also be created for participants who wish to share their experience more broadly and/or speak with external stakeholders to help shape the narrative about guaranteed income. We highlight the integration of an equity lens into the evaluation process and product. The first principle of the Equitable Evaluation Framework requires that all evaluative work should be in service to equity and that the “production, consumption, and management of evaluation and evaluative work should hold at its core a responsibility to advance progress towards equity.” Obtaining consent to participate in any research endeavor—and not penalizing them or denying the intervention if they refuse to consent—is a key means of elevating equity and agency in the research process. Evaluation data gathered from CCT should help foster more authentic and inclusive narratives about economic security, social well-being, and resource distribution. Too often, delivery of public benefits programs and services reinforces stigma and social and economic distinctions. Qualitative data collected through the evaluation will help us improve delivery from the perspective of those who are the beneficiaries and may help to shift some of the harmful narratives around deservedness and dignity. Contra Costa Thrives is part of a larger project to strengthen our county’s social safety net. As such, the evaluation should be conducted so that pilot findings can present avenues where policy and programmatic changes could institutionalize some of the strongest benefits to all residents. Specifically, we hope that evaluation questions and results will generate ways to expand accessibility and reduce barriers to public benefits and resources as well as suggest opportunities to reimagine and widen our safety net. This expectation is in line with the recognition that while the number of residents who will be directly impacted by this pilot is relatively small compared to the number of those who would be eligible for it and deserve support, the evaluation should have significant and sustained influence on future program design, policy decisions, and fiscal allocations. To keep evaluation costs low and to cost-effectively measure improvements and impact, we advise the use of administrative data as appropriate and available, such as tax, health, or census data. For example, data already collected by agencies on child welfare outcomes (i.e., through the Berkeley California Child Welfare Indicators Project and California Department of Social Services) provides accessible current and historical information dating back to 2015 on education, employment, housing arrangements, and other indicators that are congruent with research areas of interest to guaranteed income pilots. Attachment F Rachel Rosekind, PhD, MLIS “Contra Costa Thrives” Guaranteed Income Pilot Implementation Plan 12 14. Pilot partners Pilot partners include Contra Costa County’s Employment and Human Services Department and contracted entities responsible for implementation, payment disbursement, and evaluation. Partners are as follows—scope of work and responsibilities are detailed in a subsequent section: ● Government sponsor: County staff will anchor the pilot and provide programmatic oversight and RFP/grants administration and coordinate outreach and evaluation. ● Implementation partner(s): A community agency or agencies with existing ties to the priority population(s) will be responsible for administering the program. ● Payment disbursement partner: This entity is responsible for distributing payments to pilot participants and other duties. ● Research partner: Firms range from university-based research centers to smaller organizations specializing in community data gathering. Some pilots may blend the two: layering a larger institutional evaluation with a community-based research approach. 15. Request for Proposals: Structure and review We recognize that there are several ways the pilot could be implemented, particularly based on the delineation of three separate priority populations. We offer two possible scenarios for consideration below, both of which could be included in the formal Request for Proposals: Option One ● Three implementing organizations with expertise in and aligned with each priority population: youth transitioning out of foster care, seniors aged 55 and up, and families experiencing significant financial hardship with children ages 0–6. ● One payment disbursement partner (who can provide participant choice and flexibility in payment amounts and cadence) ● One research partner Option Two ● One overseeing implementing organization that has strong community relationships and capacity to hold the program and convene a consortium of agencies with deep experience working with one or more of the three priority populations ● One payment disbursement partner (who can provide participant choice and flexibility in payment amounts and cadence) ● One research partner Attachment F Rachel Rosekind, PhD, MLIS “Contra Costa Thrives” Guaranteed Income Pilot Implementation Plan 13 To ensure transparent and equitable review of submissions, we highlight the importance of creating and communicating evaluation rubrics and processes that align with the pilot’s core values and goals. We expect to co-create these in the next phase of work. 16. Pilot partners and responsibilities All pilot partners should possess the following skills and commitments: ● Skill at facilitation of inclusive, participatory, and transparent processes. ● Capacity to equitably serve underserved and marginalized communities, including identities related to race, ethnicity, immigration status, disability status, gender identity or expression, and sexual orientation. ● Ease and clarity presenting and engaging in discussion with various stakeholder groups, including participants, multidisciplinary workgroups, and boards and commissions. ● A deep and evolving commitment to exploring principles of diversity, equity, inclusion, and belonging and specific practices that support this commitment. ● A strengths-based approach to working with vulnerable populations, including evidence of reaching hard-to-reach individuals and prospective strategy for this context. ● Deep understanding of the unique and intersectional challenges faced in different communities, particularly those who are hardest to reach. ● Expertise with multiple languages. ● Staff should be trained on racial equity, cultural competence, trauma-informed care, working with diverse populations, and any other related principles/practices necessary to serving clients under the agreement. Implementation partner Organizations are highly encouraged to leverage partnerships to capitalize on the expertise of peer organizations. Proposals can be collaborative, and consortiums that jointly build a wide safety net of support services and resources for participants are highly encouraged. Collaboration can manifest in a variety of ways, including but not limited to: (1) Single agency: Agency manages all aspects of the program, providing one or more supportive services; (2) Partnership for participant referrals: Primary agency manages all aspects of the program and provides supportive services. Secondary agency or a public system of care provides primary agency with participant referrals; Attachment F Rachel Rosekind, PhD, MLIS “Contra Costa Thrives” Guaranteed Income Pilot Implementation Plan 14 (3) Consortium: Lead agency manages core program aspects, including design, recruitment, cash disbursement, and reporting, and partner agencies provide a range of support services and/or backend support, e.g., accounting. Scope of work includes (some tasks may be subcontracted or provided in-kind by agencies other than the implementation partner): ● Collaborate with the County to educate residents and priority populations about the pilot and publicize application’s availability. ● Partner with front-line social services, nonprofit, faith-based, and other organizations, and conduct focused outreach within communities that include, and/or intersect with the priority populations. ● Support research partner and County staff in development of an online application (that is accessible to a broad audience and include translation into numerous languages). ● Work with County staff to identify physical locations where computer access may be provided during the application period (e.g., County Library branches, senior centers, and other physical locations of community organizations). ● Organize and facilitate recruitment, application, selection, and enrollment process (selection is in collaboration with the research partner) ● Coordinate with research partner to ensure application target is reached. ● Provide onboarding process with verification of applicants’ information to align with program criteria and off-boarding at the conclusion of the pilot. ● Conduct a series of orientation sessions that provides a programmatic overview of the pilot and walks participants through paperwork and other elements of onboarding. ● Assist applicants in completing any necessary documentation to be considered as a participant or to participate in the pilot. ● Ensure complete and active consent of pilot participants. ● Work with research partner to ensure pilot design meets all Institutional Review Board requirements. ● Subcontract with additional agencies as needed to provide participants with supportive services and opportunities. ● Provide or coordinate contracting to provide benefits counseling to all participants at the beginning, end, and as needed over the course of the pilot to ensure participants understand how receiving GI will impact benefits they receive, including but not limited to: childcare subsidies, Supplemental Security Income, Social Security Disability Insurance, Medicare, Medicaid, food and housing assistance, and other public benefits. ● Help participants re-enroll in benefits as necessary at the end of the pilot period, and offer available “off-boarding” benefits counseling for at the conclusion of the payment period. Attachment F Rachel Rosekind, PhD, MLIS “Contra Costa Thrives” Guaranteed Income Pilot Implementation Plan 15 ● Based on needs and contexts relevant to each priority population, identify and coordinate optional wrap-around services for program participants. ● Lead effort to create and maintain a website and/or portal to promote the program and serve as a live public dashboard for performance metrics. This website should be compatible with mobile communications devices, and content should be made available in multiple languages. ● Coordinate with payment disbursement partner to help administer funds to participants over the course of the program. ● If the County opts to create a Hold Harmless Fund, the implementation partner will be responsible for coordinating payments to participants. ● In collaboration with the County and payment disbursement partner, troubleshoot any issues that arise regarding participants’ payments. ● Identify a cohort of participants who are willing to share their stories and amplify their experiences as recipients of guaranteed income. ● Work with County staff and other pilot partners on communication and advocacy efforts. ● Serve as liaison between the County, pilot participants, and other partners. Payment disbursement partner Scope of work includes: ● Securely and efficiently disburse guaranteed income payments according to participants’ chosen payment structure. ● Support payment options that ensure inclusion of undocumented and unbanked residents. ● Collect participant data in a secure and reliable way (anonymized spending data to be shared on website and/or included in evaluation report). ● Provide robust customer service support via telephone, text messaging, email, and/or online chat. Support will be available at a minimum in English and Spanish. ● Develop orientation videos and written materials in multiple languages to ensure participants understand their payment disbursement schedule, how they will receive money, how to obtain technical assistance, and other key information. ● Guide participants in opening checking and savings accounts and/or refer them to reputable banking institutions if they wish to establish bank accounts. ● Provide clear and understandable instructions for participants to get the funds from the pre-paid debit card deposited into a bank account. ● Provide ongoing training, troubleshooting, and technical support to participants throughout the duration of the program. Topics may include enrollment, disbursement Attachment F Rachel Rosekind, PhD, MLIS “Contra Costa Thrives” Guaranteed Income Pilot Implementation Plan 16 issues, system usage, lost or stolen cards, accessing support, and methods of disbursements/payments. ● Respond in a timely manner to requests from County, partners, and participants for support to resolve participant concerns/issues. Research partner The research partner’s role will be refined via continued collaboration with County and community partners. Pilot participants will be evaluated throughout the pilot and extending approximately 12 months after the last payment. Evaluation efforts will track both quantitative and qualitative metrics and help inform local policy making and, more broadly, GI’s potential as an anti-poverty policy tool. Scope of work includes: ● In collaboration with other partners, design the pilot’s research component to evaluate how guaranteed income: (1) contributes to creating financial stability and improving other indicators of health and well-being and (2) broadens understanding of the scope and nature of economic hardship and intersectionality in Contra Costa County. ● Collaborate with pilot partners to develop an online application enrollment process that is as accessible as possible (across populations, platforms, languages, etc.). ● Work with implementation partner to complete participant selection. ● Create and maintain an online dashboard showing anonymized participant demographic and spending data. ● Provide training, as needed, for additional contracted researchers on confidentiality, informed consent, and semi-structured interviewing techniques. ● Employ a combination of well-established and innovative quantitative qualitative methods to capture participant experience and reflect different dimensions of their lives and experiences. ● Design and execute mixed-methods (quantitative and qualitative) research customized to the pilot’s income eligibility guidelines and research questions. ● Attend pilot partner meetings, as needed, to discuss the direction, development, and implementation, including recommendations on evaluation metrics to be used by the research partner. ● Develop, in collaboration with the County and community partners, additional research questions and analysis that gauge the pilot’s potential effects on participant’s mental health, public health, and overall well-being. ● Obtain any necessary Institutional Review Board (IRB) approval for the research study. Attachment F Rachel Rosekind, PhD, MLIS “Contra Costa Thrives” Guaranteed Income Pilot Implementation Plan 17 ● Provide incentives to participants to complete a survey every six months during pilot and 6- and 12-months post-pilot (for a total of five checkpoints). ● Analyze data in accordance with research plan to determine outcomes and trends and produce evaluation reports documenting learning related to research questions after the 6, 12, 18, 24, and 30-month surveys, or as recommended by research partner. ● Provide reports on the qualitative and quantitative analysis of data collected and a final report written for a wide audience, including key findings and graphics. ● Present findings to the Board of Supervisors, other boards or commissions, and/or community partners and other stakeholders as requested. ● Community-based researchers offer unique and often invaluable insights. To ensure community voice and participation in the implementation and evaluation of Contra Costa Thrives, we recommend that the research partner incorporate community-based researchers into their evaluation plan. 17. Budget A total allocation of $3.25 million from Measure X will be used to fund Contra Costa Thrives. Of this amount: ● 10% ($325,000) will support EHSD to perform and coordinate community outreach, administer RFP/grants administration, and conduct evaluations ● $2,925,000 will support pilot implementation, direct cash payments, payment disbursement partner, survey stipends, and other program needs. EXPENDITURE COST TOTAL BUDGET $3,250,000 Attachment F 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2586 Name: Status:Type:Discussion Item Passed File created:In control:1/8/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:CONSIDER accepting the monthly update on the activities and oversight of the County's Head Start Program, and provide guidance. (Marla Stuart, Employment and Human Services Director) Attachments:1. June 2025 BOS Head Start Update.pdf, 2. 1. CCB-25-07 Travel and Mileage Reimbursement Guidance.pdf, 3. 2. CCB-25-08 CA CalWORKs Stages One, Two, and Three Child Care Programs for Family Reunification Participants.pdf, 4. 3. CCB-25-09 FY25-26 Voucher-Based Child Care and Development Initial Contract Award Allocations.pdf, 5. 4. CCB-25-10 FY25-26 Direct Services Child Care and Developmental Initial Contract Award Allocations.pdf, 6. 5. CCB-25-12 FY25-26 CalWORKs Initial Contract Award Allocations.pdf, 7. 6. CCB-25-13 Guidance for Implementation of AB 393 for Dual Language Learners.pdf, 8. 7. New HSPPS Compliance Timeline and Analysis.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:Update on Head Start Programs and Oversight ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: CONSIDER accepting the monthly update on the activities and oversight of the County's Head Start Program as recommended by the Employment and Human Services Director, and provide guidance. FISCAL IMPACT: There is no fiscal impact. BACKGROUND: Per Board Resolution No. 2023/274, the Board receives monthly updates on and provides guidance related to the activities of the Head Start program. This is the June 2025 update. CONSEQUENCE OF NEGATIVE ACTION: The County will not be in compliance with Head Start program requirements, which may jeopardize funding and successful 2024-2029 grant implementation. CHILDREN’S IMPACT STATEMENT: The services provided under this contract support all five of Contra Costa County's community outcomes: CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2586,Version:1 The services provided under this contract support all five of Contra Costa County's community outcomes: (1)"Children Ready for and Succeeding in School";(2)"Children and Youth Healthy and Preparing for Productive Adulthood";(3)"Families that are Economically Self-Sufficient";(4)"Families that are Safe,Stable and Nurturing";and (5)"Communities that are Safe and Provide a High Quality of Life for Children and Families". CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1 Ju n e 2 4 , 2 0 2 5 Ma r l a S t u a r t , M S W , P h D , E H S D D i r e c t o r a n d H e a d S t a r t E x e c u t i v e D i r e c t o r Sc o t t T h o m p s o n , C o m m u n i t y S e r v i c e s B u r e a u I n t e r i m D i r e c t o r , H e a d S t a r t D i r e c t o r in f o @ e h s d . c c c o u n t y . u s | ( 9 2 5 ) 6 0 8 - 4 8 0 0 Ea r l y C h i l d h o o d E d u c a t i o n Pr o g r a m U p d a t e 10 3 3 2 Ou t l i n e CC C E H S D E C E P r o g r a m U p d a t e 6 / 2 4 / 2 5 To p i c Fe d e r a l He a d S t a r t St a t e Ch i l d C a r e Pr i o r M e e t i n g U p d a t e s Fe d e r a l E n v i r o n m e n t U p d a t e s To d a t e Ch i l d C a r e C e n t e r S e r v i c e s Ma y 2 0 2 5 M a y 2 0 2 5 Po l i c y C o u n c i l A c t i o n s Ma y 2 0 2 5 Bu d g e t Ap r 2 0 2 5 A p r 2 0 2 5 Mo n i t o r i n g Ma y 2 0 2 5 M a y 2 0 2 5 Of f i c i a l F u n d e r C o m m u n i c a t i o n Ma y 2 0 2 5 M a y 2 0 2 5 Re c o m m e n d a t i o n ✓ Ap p e n d i c e s Fo r I n f o r m a t i o n 10 3 4 33 • Fe d e r a l E n v i r o n m e n t U p d a t e s • Ch i l d C a r e C e n t e r S e r v i c e s • Po l i c y C o u n c i l A c t i o n s • Bu d g e t • Mo n i t o r i n g • Of f i c i a l F u n d e r C o m m u n i c a t i o n • Re c o m m e n d a t i o n • Ap p e n d i c e s 10 3 5 4 Fe d e r a l E n v i r o n m e n t U p d a t e s So u r c e s o f I n f o r m a t i o n 1. P r o j e c t 2 0 2 5 2. E x e c u t i v e O r d e r s 3. F e d e r a l D e p a r t m e n t A c t i o n s 4. C o n g r e s s i o n a l A c t i o n s CC C E H S D E C E P r o g r a m U p d a t e 6 / 2 4 / 2 5 Ca t e g o r i e s o f I m p a c t 1. P o t e n t i a l F u n d i n g R e d u c t i o n 2. P o t e n t i a l F u n d i n g I n c r e a s e 3. C h a n g e s t o P r o g r a m R e g u l a t i o n s 4. C h a n g e t h a t m a y I m p a c t C u s t o m e r s 5. C h a n g e t h a t m a y I m p a c t C o n t r a c t s w i t h Pa r t n e r s 10 3 6 555 • Fe d e r a l E n v i r o n m e n t U p d a t e s • Ch i l d C a r e C e n t e r S e r v i c e s • Po l i c y C o u n c i l A c t i o n s • Bu d g e t • Mo n i t o r i n g • Of f i c i a l F u n d e r C o m m u n i c a t i o n • Re c o m m e n d a t i o n • Ap p e n d i c e s 10 3 7 6 Ce n t e r E n r o l l m e n t R a t e s CC C E H S D E C E P r o g r a m U p d a t e 6 / 2 4 / 2 5 Cu r r e n t S l o t A l l o t m e n t s : • Fe d e r a l S l o t s ( H e a d S t a r t ) = 1 , 2 0 1 ( 1 , 2 0 1 f i l l e d s l o t s a s o f M a y 2 0 2 5 ) • St a t e S l o t s ( C D E a n d C D S S ) = 7 6 4 ( 7 6 4 f i l l e d s l o t s a s o f M a y 2 0 2 5 ) • To t a l U n i q u e S l o t s = 1 , 3 4 5 ( 1 , 3 4 5 f i l l e d s l o t s a s o f M a y 2 0 2 5 ) Cu r r e n t E n r o l l m e n t R e q u i r e m e n t s : • Fe d e r a l l y F u n d e d = 9 7 % s l o t s f i l l e d • St a t e F u n d e d = C u r r e n t l y “ h o l d h a r m l e s s ” m e a n i n g n o p e n a l t i e s f o r n o t fi l l i n g a l l s l o t s . W h e n “ h o l d h a r m l e s s ” e n d s i n J u n e 2 0 2 5 , w e w i l l n o lo n g e r b e f u n d e d f o r u n f i l l e d s l o t s . 10 3 8 7 Ce n t e r A t t e n d a n c e R a t e s CC C E H S D E C E P r o g r a m U p d a t e 6 / 2 4 / 2 5 10 3 9 8 Av e r a g e C e n t e r M e a l s & S n a c k s P e r D a y CC C E H S D E C E P r o g r a m U p d a t e 6 / 2 4 / 2 5 10 4 0 9 Ce n t e r T e a c h e r a n d S i t e S u p e r v i s o r V a c a n c i e s CC C E H S D E C E P r o g r a m U p d a t e 6 / 2 4 / 2 5 Li n e s = V a c a n c y R a t e Te a c h e r v a c a n c i e s r a t e s d e c l i n e d s t a r t i n g i n N o v e m b e r 20 2 4 d u e t o e l i m i n a t i o n o f F T E s a l o n g w i t h h i r i n g . 10 4 1 10 Ch i l d C a r e S u b s i d i e s CC C E H S D E C E P r o g r a m U p d a t e 6 / 2 4 / 2 5 Co v i d B e g a n 10 4 2 1111 • Fe d e r a l E n v i r o n m e n t U p d a t e s • Ch i l d C a r e C e n t e r S e r v i c e s • Po l i c y C o u n c i l A c t i o n s • Bu d g e t • Mo n i t o r i n g • Of f i c i a l F u n d e r C o m m u n i c a t i o n • Re c o m m e n d a t i o n • Ap p e n d i c e s 10 4 3 12 Ma y 2 0 2 5 P o l i c y C o u n c i l A c t i o n s Th e H e a d S t a r t P o l i c y C o u n c i l c o n v e n e d o n M a y 2 1 , 2 0 2 5 . K e y a c t i o n s i n c l u d e d : • Re c e i v e d m o n t h l y u p d a t e s o n p r o g r a m a d m i n i s t r a t i o n a n d f i n a n c i a l s • Re c e i v e d p r e s e n t a t i o n o n t h e 2 0 2 4 S i n g l e A u d i t o f C h i l d a n d A d u l t C a r e F o o d P r o g r a m ( C A C F P ) • Re c e i v e d p r e s e n t a t i o n o n t h e G u a r a n t e e d B a s i c I n c o m e P r o g r a m • Re c e i v e d u p d a t e o n O H S R i s k A s s e s s m e n t N o t i f i c a t i o n ( R A N ) M o n i t o r i n g R e p o r t d e f i c i e n c y CC C E H S D E C E P r o g r a m U p d a t e 6 / 2 4 / 2 5 10 4 4 1313 • Fe d e r a l E n v i r o n m e n t U p d a t e s • Ch i l d C a r e C e n t e r S e r v i c e s • Po l i c y C o u n c i l A c t i o n s • Bu d g e t • Mo n i t o r i n g • Of f i c i a l F u n d e r C o m m u n i c a t i o n • Re c o m m e n d a t i o n • Ap p e n d i c e s 10 4 5 14 CC C E H S D E C E P r o g r a m U p d a t e 6 / 2 4 / 2 5 He a d S t a r t B u d g e t E x p e n d i t u r e s 10 4 6 15 He a d S t a r t C r e d i t C a r d E x p e n d i t u r e s CC C E H S D E C E P r o g r a m U p d a t e 6 / 2 4 / 2 5 Al l c r e d i t c a r d e x p e n d i t u r e s a r e m a d e b y a u t h o r i z e d s t a f f f o r bu d g e t e d p u r c h a s e s t o s u p p o r t r e a s o n a b l e p r o g r a m e x p e n d i t u r e s . 10 4 7 1616 • Fe d e r a l E n v i r o n m e n t U p d a t e s • Ch i l d C a r e C e n t e r S e r v i c e s • Po l i c y C o u n c i l A c t i o n s • Bu d g e t • Mo n i t o r i n g • Of f i c i a l F u n d e r C o m m u n i c a t i o n • Re c o m m e n d a t i o n • Ap p e n d i c e s 10 4 8 17 He a l t h a n d S a f e t y C o m p l i a n c e In d i c a t o r s w i t h n o n - c o m p l i a n c e s o v e r 1 0 % i n M a y 20 2 5 : 1. A l a r m s a n d l o c k s i n h a l l w a y s , f r o n t d o o r s , a n d ga t e s a r e i n w o r k i n g o r d e r . (1 0 / 8 9 = 1 1 % n o n - c o m p l i a n c e ) CC C E H S D E C E P r o g r a m U p d a t e 6 / 2 4 / 2 5 10 4 9 18 Un u s u a l I n c i d e n t s & C i t a t i o n s CC C E H S D E C E P r o g r a m U p d a t e 6 / 2 4 / 2 5 Re p o r t a b l e i n c i d e n t s a s d e f i n e d b y t h e Of f i c e o f H e a d S t a r t ( O H S ) OH S c o n s i d e r s a “ s i g n i f i c a n t i n c i d e n t ” to b e a n y i n c i d e n t t h a t r e s u l t s i n s e r i o u s in j u r y o r h a r m t o a c h i l d , v i o l a t e s H e a d St a r t s t a n d a r d s o f c o n d u c t a t 4 5 C F R §13 0 2 . 9 0 ( c ) , o r r e s u l t s i n a c h i l d b e i n g le f t a l o n e , u n s u p e r v i s e d , o r r e l e a s e d t o an u n a u t h o r i z e d a d u l t . A p r o g r a m m u s t re p o r t a l l s i g n i f i c a n t i n c i d e n t s a f f e c t i n g th e h e a l t h a n d s a f e t y o f c h i l d r e n w i t h 7 da y s . Ca l i f o r n i a D e p a r t m e n t o f S o c i a l Se r v i c e s C o m m u n i t y C a r e L i c e n s i n g Ci t a t i o n s Ty p e A : An i m m e d i a t e r i s k t o t h e he a l t h , s a f e t y o r p e r s o n a l r i g h t s o f ch i l d r e n i n c a r e . Ty p e B : If n o t c o r r e c t e d r i g h t a w a y , m a y be a r i s k t o t h e h e a l t h , s a f e t y , a n d pe r s o n a l r i g h t s o f t h e c h i l d r e n i n c a r e . 10 5 0 19 OH S R A N T i m e l i n e Ap r i l 2 0 2 5 – N o t i f i c a t i o n o f R e v i e w • Ap r i l 1 7 : R i s k A s s e s s m e n t N o t i f i c a t i o n ( R A N ) is s u e d b y O f f i c e o f H e a d S t a r t ( O H S ) • Ap r i l 2 4 : R A N r e v i e w c o n d u c t e d , S u p e r v i s o r An d e r s e n a t t e n d e d Ma y 2 0 2 5 – C o r r e c t i v e A c t i o n s • Ma y 1 : R A N M o n i t o r i n g R e p o r t i s s u e d • Ma y 5 : C o r r e c t i o n A c t i o n p e r i o d b e g a n • Ma y 8 : M e t w i t h H e a d S t a r t T r a i n i n g a n d Te c h n i c a l A s s i s t a n c e ( T T A ) • Ma y 3 0 : M e t w i t h T T A t o r e v i e w f i n a l Q u a l i t y Im p r o v e m e n t P l a n ( Q I P ) • Ma y 3 0 : S u b m i t t e d d o c u m e n t a t i o n o f Q I P CC C E H S D E C E P r o g r a m U p d a t e 6 / 2 4 / 2 5 Ma y 2 0 2 5 – G o v e r n i n g B o d y N o t i f i c a t i o n s • Ma y 1 9 : D i s c u s s e d R A N w i t h B O S H e a d S t a r t Co m m i t t e e • Ma y 2 0 : D i s c u s s e d R A N w i t h f u l l B O S • Ma y 2 1 : D i s c u s s e d R A N w i t h P o l i c y C o u n c i l Ju n e 2 0 2 5 – Q I P S u b m i s s i o n , F o l l o w U p R e v i e w • Ju n e 4 : F i n a l s u b m i s s i o n o f Q I P . C o r r e c t i v e Ac t i o n p e r i o d e n d e d . • Ju n e 9 : F o l l o w - u p r e v i e w w i t h O H S 10 5 1 20 OH S R A N R o o t C a u s e s & C o r r e c t i v e A c t i o n s CC C E H S D E C E P r o g r a m U p d a t e 6 / 2 4 / 2 5 Ro o t C a u s e Co r r e c t i v e A c t i o n 1 O u r s t a n d a r d s o f c o n d u c t a n d r e l a t e d t r a i n i n g ar e s t r e n g t h - b a s e d ; s p e c i f i c p r o h i b i t e d b e h a v i o r s ar e n o t e x p l i c i t l y i d e n t i f i e d . Re v i s e d t h e S t a n d a r d o f C o n d u c t t o i n c l u d e p r o h i b i t e d be h a v i o r s . 2 O u r i n t e r v i e w q u e s t i o n s a n d r e f e r e n c e c h e c k s di d n o t e x p l i c i t l y s o l i c i t i n f o r m a t i o n a b o u t pr o h i b i t e d b e h a v i o r s . Re v i s e d i n t e r v i e w q u e s t i o n s a n d r e f e r e n c e c h e c k s t o in c l u d e s c r e e n i n g f o r r i s k o f p r o h i b i t e d b e h a v i o r s . 3 E x p e c t a t i o n s f o r s t o p p i n g a n d r e p o r t i n g pr o h i b i t e d b e h a v i o r a r e n o t i n o u r w r i t t e n pr o c e d u r e s . Re v i s e d p r o c e d u r e s t o a. i n c l u d e r e q u i r e m e n t t o i n t e r v e n e , s t o p , a n d r e p o r t pr o h i b i t e d b e h a v i o r s , a n d b. i m p l e m e n t p r o g r e s s i v e d i s c i p l i n e f o r f a i l u r e t o in t e r v e n e , s t o p , a n d r e p o r t p r o h i b i t e d b e h a v i o r s . 4 M a n a g e m e n t c o n s i d e r e d i n c i d e n t s o f p r o h i b i t e d be h a v i o r s a s s t a n d a l o n e r a r e e v e n t s . Re v i s e d m o n t h l y m o n i t o r i n g r e p o r t a n d m e e t i n g t o in c l u d e d i s c u s s i o n o f t r e n d e d a g g r e g a t e i n c i d e n t s o f ab u s e , n e g l e c t , a n d i n a p p r o p r i a t e c o n d u c t . 10 5 2 2121 • Fe d e r a l E n v i r o n m e n t U p d a t e s • Ch i l d C a r e C e n t e r S e r v i c e s • Po l i c y C o u n c i l A c t i o n s • Bu d g e t • Mo n i t o r i n g • Of f i c i a l F u n d e r C o m m u n i c a t i o n • Re c o m m e n d a t i o n • Ap p e n d i c e s 10 5 3 22 CD S S C h i l d C a r e B u l l e t i n Ch i l d C a r e B u l l e t i n 2 5 - 0 7 i s s u e d : Ma y 6 , 2 0 2 5 Su b j e c t : Tr a v e l a n d M i l e a g e R e i m b u r s e m e n t G u i d a n c e In f o r m a t i o n : Pr o v i d e c h i l d c a r e a n d d e v e l o p m e n t c o n t r a c t o r s w i t h u p d a t e d i n f o r m a t i o n r e g a r d i n g e l i m i n a t i o n of t r a v e l p r o h i b i t i o n s f o r s t a t e - f u n d e d a n d s t a t e - s p o n s o r e d t r a v e l , t r a v e l a n d p e r d i e m r a t e s , o u t - o f - s t a t e tr a v e l a p p r o v a l , a n d u p d a t e d m i l e a g e r e i m b u r s e m e n t r a t e s . Ac t i o n : No a c t i o n n e e d e d . CC C E H S D E C E P r o g r a m U p d a t e 6 / 2 4 / 2 5 1. C C B - 2 5 - 0 7 T r a v e l a n d M i l e a g e R e i m b u r s e m e n t G u i d a n c e 10 5 4 23 CD S S C h i l d C a r e B u l l e t i n Ch i l d C a r e B u l l e t i n 2 5 - 0 8 i s s u e d : Ma y 1 3 , 2 0 2 5 Su b j e c t : Ca l i f o r n i a W o r k O p p o r t u n i t y a n d R e s p o n s i b i l i t y t o K i d s ( C a l W O R K s ) S t a g e s O n e , T w o ( C 2 A P ) , a n d Th r e e ( C 3 A P ) C h i l d C a r e P r o g r a m s f o r F a m i l y R e u n i f i c a t i o n P a r t i c i p a n t s P u r s u a n t t o A s s e m b l y B i l l 1 3 5 In f o r m a t i o n : Pr o v i d e g u i d a n c e t o C o u n t y H e a l t h a n d H u m a n S e r v i c e s A g e n c i e s ( H H S A s ) a n d C h i l d C a r e a n d De v e l o p m e n t c o n t r a c t o r s a d m i n i s t e r i n g t h e C a l W O R K s S t a g e s O n e , T w o , a n d T h r e e C h i l d C a r e P r o g r a m s f o r fa m i l i e s r e c e i v i n g C a l W O R K s F a m i l y R e u n i f i c a t i o n ( F R ) s e r v i c e s p u r s u a n t t o A s s e m b l y B i l l 1 3 5 . Ac t i o n : No a c t i o n n e e d e d . CC C E H S D E C E P r o g r a m U p d a t e 6 / 2 4 / 2 5 2. C C B - 2 5 - 0 8 C A C a l W O R K s S t a g e s O n e , T w o , a n d T h r e e C h i l d C a r e Pr o g r a m s f o r F a m i l y R e u n i f i c a t i o n P a r t i c i p a n t s 10 5 5 24 CD S S C h i l d C a r e B u l l e t i n Ch i l d C a r e B u l l e t i n 2 5 - 0 9 i s s u e d : Ma y 1 6 , 2 0 2 5 Su b j e c t : Fi s c a l Y e a r 2 0 2 5 - 2 6 V o u c h e r - B a s e d C h i l d C a r e a n d D e v e l o p m e n t I n i t i a l C o n t r a c t A w a r d A l l o c a t i o n s In f o r m a t i o n : In f o r m s v o u c h e r - b a s e d c h i l d c a r e a n d d e v e l o p m e n t c o n t r a c t o r s o f i n i t i a l c o n t r a c t a l l o c a t i o n s f o r Fi s c a l Y e a r 2 0 2 5 - 2 6 . Ac t i o n : No a c t i o n n e e d e d . C o n t r a C o s t a C o u n t y w i l l r e c e i v e $ 1 3 , 2 0 1 , 7 9 4 f o r t h e C a l i f o r n i a A l t e r n a t i v e Pa y m e n t P r o g r a m ( C A P P ) . CC C E H S D E C E P r o g r a m U p d a t e 6 / 2 4 / 2 5 3. C C B - 2 5 - 0 9 F Y 2 5 - 2 6 V o u c h e r - B a s e d C h i l d C a r e a n d D e v e l o p m e n t I n i t i a l Co n t r a c t A w a r d A l l o c a t i o n s 10 5 6 25 CD S S C h i l d C a r e B u l l e t i n Ch i l d C a r e B u l l e t i n 2 5 - 1 0 i s s u e d : Ma y 1 6 , 2 0 2 5 Su b j e c t : Fi s c a l Y e a r 2 0 2 5 - 2 6 D i r e c t S e r v i c e C h i l d C a r e a n d D e v e l o p m e n t I n i t i a l C o n t r a c t A w a r d A l l o c a t i o n s In f o r m a t i o n : In f o r m s c h i l d c a r e a n d d e v e l o p m e n t c o n t r a c t o r s o f i n i t i a l c o n t r a c t a l l o c a t i o n s f o r F i s c a l Y e a r 20 2 5 - 2 6 . Ac t i o n : No a c t i o n n e e d e d . C o n t r a C o s t a C o u n t y w i l l r e c e i v e $ 1 0 , 4 1 9 , 7 2 0 f o r t h e G e n e r a l C h i l d C a r e P r o g r a m (C C T R ) . CC C E H S D E C E P r o g r a m U p d a t e 6 / 2 4 / 2 5 4. C C B - 2 5 - 1 0 F Y 2 5 - 2 6 D i r e c t S e r v i c e s C h i l d C a r e a n d D e v e l o p m e n t I n i t i a l Co n t r a c t A w a r d A l l o c a t i o n s 10 5 7 26 CD S S C h i l d C a r e B u l l e t i n Ch i l d C a r e B u l l e t i n 2 5 - 1 2 i s s u e d : Ma y 1 6 , 2 0 2 5 Su b j e c t : Fi s c a l Y e a r 2 0 2 5 - 2 6 C a l W O R K s I n i t i a l C o n t r a c t A w a r d A l l o c a t i o n s In f o r m a t i o n : In f o r m s C a l W O R K s S t a g e 2 c h i l d c a r e a n d d e v e l o p m e n t c o n t r a c t o r s o f i n i t i a l c o n t r a c t a l l o c a t i o n s fo r F i s c a l Y e a r 2 0 2 5 - 2 6 . Ac t i o n : No a c t i o n n e e d e d . C o n t r a C o s t a C o u n t y w i l l r e c e i v e $ 5 , 9 3 6 , 4 9 3 f o r t h e C a l W O R K s S t a g e 2 P r o g r a m (C 2 A P ) . CC C E H S D E C E P r o g r a m U p d a t e 6 / 2 4 / 2 5 5. C C B - 2 5 - 1 2 F Y 2 5 - 2 6 C a l W O R K s I n i t i a l C o n t r a c t A w a r d A l l o c a t i o n s 10 5 8 27 CD S S C h i l d C a r e B u l l e t i n Ch i l d C a r e B u l l e t i n 2 5 - 1 3 i s s u e d : Ma y 2 0 , 2 0 2 5 Su b j e c t : Gu i d a n c e f o r I m p l e m e n t a t i o n o f A s s e m b l y B i l l 3 9 3 f o r D u a l L a n g u a g e L e a r n e r s In f o r m a t i o n : Be g i n n i n g J u l y 1 , 2 0 2 5 , C e n t e r B a s e d C C T R c o n t r a c t o r s m u s t c o l l e c t d a t a o n t h e n u m b e r o f D u a l La n g u a g e L e a r n e r s i n t h e p r o g r a m a n d t h e l a n g u a g e c o m p o s i t i o n o f p r o g r a m s t a f f . Ac t i o n : Th i s i s c u r r e n t l y r e q u i r e d o f a l l S t a t e p r e s c h o o l e r s ( C S P P ) . S t a f f w i l l e x p a n d t h e c o l l e c t i o n o f t h i s d a t a to i n c l u d e t h e C C T R c h i l d r e n . CC C E H S D E C E P r o g r a m U p d a t e 6 / 2 4 / 2 5 6. C C B - 2 5 - 1 3 G u i d a n c e f o r I m p l e m e n t a t i o n o f A B 3 9 3 f o r D u a l L a n g u a g e Le a r n e r s 10 5 9 2828 • Fe d e r a l E n v i r o n m e n t U p d a t e s • Ch i l d C a r e C e n t e r S e r v i c e s • Po l i c y C o u n c i l A c t i o n s • Bu d g e t • Mo n i t o r i n g • Of f i c i a l F u n d e r C o m m u n i c a t i o n • Re c o m m e n d a t i o n • Ap p e n d i c e s 10 6 0 29 Re c o m m e n d a t i o n CO N S I D E R a c c e p t i n g t h e m o n t h l y u p d a t e o n t h e a c t i v i t i e s a n d o v e r s i g h t of t h e C o u n t y ' s H e a d S t a r t P r o g r a m a n d p r o v i d e g u i d a n c e , a s re c o m m e n d e d b y t h e E m p l o y m e n t a n d H u m a n S e r v i c e s D i r e c t o r . CC C E H S D E C E P r o g r a m U p d a t e 6 / 2 4 / 2 5 10 6 1 3030 • Fe d e r a l E n v i r o n m e n t U p d a t e s • Ch i l d C a r e C e n t e r S e r v i c e s • Po l i c y C o u n c i l A c t i o n s • Bu d g e t • Mo n i t o r i n g • Of f i c i a l F u n d e r C o m m u n i c a t i o n • Re c o m m e n d a t i o n • Ap p e n d i c e s 10 6 2 31 Fe d e r a l R e q u i r e m e n t * 1/ 2 1 / 2 5 2 / 2 5 / 2 5 3/ 2 5 / 2 5 4 / 1 5 / 2 5 5 / 2 0 / 2 5 6 / 2 4 / 2 5 7 / 2 2 / 2 5 8/ 1 2 / 2 5 9 / 1 6 / 2 5 1 0 / 2 1 / 2 5 1 1 / 1 8 / 2 5 1 2 / 1 6 / 2 5 1. M o n t h l y P r o g r a m U p d a t e s HS A 6 4 2 ( d ) ( 2 ) HS P P S 1 3 0 1 . 2 ( b ) ( 2 ) No v - D e c ’2 4 Ja n ’ 2 5 F e b ’ 2 5 N o n e Ma r - A p r ’2 5 Ma y ’ 2 5 J u n ’ 2 5 N o n e J u l ’2 5 Au g - S e p ’2 5 No n e O c t ‘ 2 5 2. M o n t h l y F i n a n c i a l U p d a t e s HS A 6 4 2 ( d ) ( 2 ) HS P P S 1 3 0 1 . 2 ( b ) ( 2 ) No v ’ 2 4 D e c ’ 2 4 J a n ’ 2 5 F e b ’ 2 5 Ma r ’ 2 5 A p r ’ 2 5 M a y ’ 2 5 J u n ’ 2 5 Ju l ’ 2 5 A u g ’ 2 5 S e p ’ 2 5 O c t ‘ 2 5 3. F u n d e r C o m m u n i c a t i o n s HS A 6 4 2 ( d ) ( 2 ) HS P P S 1 3 0 1 . 2 ( b ) ( 2 ) De c ’ 2 4 J a n ’ 2 5 F e b ’ 2 5 M a r ’ 2 5 Ap r ’ 2 5 M a y ’ 2 5 J u n ’ 2 5 J u l ’ 2 6 Au g ’ 2 5 S e p ’ 2 5 O c t ’ 2 5 N o v ‘ 2 5 4. A n n u a l H S G o v e r n a n c e a n d El i g i b i l i t y T r a i n i n g HS A 6 4 2 ( d ) ( 3 ) HS P P S 1 3 0 1 . 5 , 1 3 0 2 . 1 2 ( m ) Tr a i n i n g 5. A n n u a l G o a l s a n d O b j e c t i v e s (i n c l u d e d i n G r a n t a p p l i c a t i o n ) HS P P S 1 3 0 2 . 1 0 2 ( a ) Ap p r o v a l It e m 6. A n n u a l N o n - C o m p e t i t i v e Gr a n t R e n e w a l A p p l i c a t i o n HS A 6 4 2 ( c ) ( 1 ) ( E ) HS P S S 1 3 0 1 . 2 ( b ) ( 1 ) Ap p r o v a l It e m 7. A n n u a l S e l e c t i o n C r i t e r i a an d R e c r u i t m e n t P l a n HS P S S 1 3 0 2 . 1 3 , 1 3 0 2 . 1 4 ( a ) Ap p r o v a l It e m 8. A n n u a l C o m m u n i t y N e e d s As s e s s m e n t HS A 6 4 0 ( g ) ( 1 ) ( C ) HS P P S 1 3 0 2 . 1 1 ( b ) , 1 3 0 2 . 1 0 2 ( d ) ( 2 ) Ap p r o v a l It e m 9. F Y 2 5 - 2 6 P l a n n i n g C a l e n d a r HS A 6 4 0 ( g ) ( 1 ) ( D ) HS P P S 1 3 0 2 . 1 1 ( b ) , 1 3 0 2 . 1 0 2 ( d ) ( 2 ) Ap p r o v a l It e m 10 . A n n u a l S e l f - A s s e s s m e n t HS A 6 4 2 ( d ) ( 2 ) HS P P S 1 3 0 2 . 1 0 2 ( b ) ( 2 ) Ap p r o v a l It e m 11 . A n n u a l C o u n t y S i n g l e Fi n a n c i a l A u d i t HS A 6 4 2 ( d ) ( 2 ) HS P P S 1 3 0 1 . 2 ( b ) ( 2 ) Ap p r o v a l It e m 12 . A n n u a l P r o g r a m In f o r m a t i o n R e p o r t 45 C F R P a r t 7 5 Sh a r e Re s u l t s 13 . C S B A g e n c y P o l i c i e s & Pr o c e d u r e s HS A 6 4 2 ( c ) ( 1 ) ( E ) As n e e d e d 20 2 5 H e a d S t a r t G o v e r n a n c e U p d a t e s C a l e n d a r Pl a n n e d Co m p l e t e d CC C E H S D E C E P r o g r a m U p d a t e 6 / 2 4 / 2 5 Co n t r a C o s t a C o u n t y R e s o l u t i o n 2 0 2 3 / 2 7 4 i n c l u d e s al l o f t h e s e r e q u i r e m e n t s . 10 6 3 32 24 - Standards of Conduct 25 - Mental Health Consultants' Licensure 26 - Progressional Development Plans 27 - Annual Training 28 - Culture of Wellness 29 - Suitable Facilities 30 - Use of Grant Funds 31 - Application Requirements 32 - Definitions 33 - Pregnant Women 34 - Promoting Healthy Birth Outcomes 35 - Community Assessment 36 - Barriers to Enrollment 37 - Barriers to Attendance 38 - Family Child Care Option 39 - Multidisiciplinary Approach 40 - Family Partnership Services 41 - Staff Breaks 42 - Benefits 43 - Pay Scale 44 - Pay Parity 45 - Salary Floor 46 - Wages Co m p l e t e d on t i m e Co m p l e t e d la t e No t d u e ye t N/ A 1 - AIAN Income Eligibility 2 - MSHS Income Eligibility 3 - AIAN & MSHS Selection Criteria 4 - Employee Engagement 5 - Training on Incident Reporting 6 - Housing Adjustment 7 - MSHS Eligibility Duration 8 - Modernizing Recruitment 9 - Children of Staff Members 10 - Children with Disabilities Enrollment 11 - Modernizing Enrollment 12 - Suspension & Expulsion 13 - Modernizing Communication 14 - Health & Mental Health Services Adv Comm 15 - Mental Health Integration 16 - Mental Health Consultants 17 - Safety Practices: Lead 18 - Safety Practices 19 - Modernizing Engagement with Families 20 - QRIS 21 - Newborn Visit 22 - Mental Health Integration Expectant Families 23 - Maternal Health Curriculum HS P P S C o m p l i a n c e T i m e l i n e P r o g r e s s C h a r t CC C E H S D E C E P r o g r a m U p d a t e 6 / 2 4 / 2 5 7. N e w H S P P S C o m p l i a n c e T i m e l i n e a n d A n a l y s i s 10 6 4 May 6, 2025 CALIFORNIA DEPARTMENT OF SOCIAL SERVICES EXECUTIVE SUMMARY CHILD CARE BULLETIN (CCB) NO. 25-07 The purpose of this Child Care Bulletin is to provide child care and development contractors with updated information regarding elimination of travel prohibitions for state-funded and state-sponsored travel, travel and per diem rates, out-of-state travel approval, and updated mileage reimbursement rates. 1065 May 6, 2025 CHILD CARE BULLETIN (CCB) NO. 25-07 GUIDANCE TYPE: INFORMATIVE TO: ALL CHILD CARE AND DEVELOPMENT PROGRAMS SUBJECT: TRAVEL AND MILEAGE REIMBURSMENT GUIDANCE APPLICABLE PROGRAMS: ALL CHILD CARE AND DEVELOPMENT PROGRAMS REFERENCE:SENATE BILL 447 (CHAPTER 119, STATUTES OF 2023) TITLE 2 OF THE CALIFORNIA CODE OF REGULATIONS (2 CCR) SECTION 599.619 TITLE 5 OF THE CALIFORNIA CODE OF REGULATIONS (5 CCR) SECTION 18034 5 CCR SECTION 18041 ASSEMBLY BILL 1887 (CHAPTER 687, STATUTES OF 2016) FISCAL YEAR 2024-25 FUNDING TERMS & CONDITIONS CALIFORNIA DEPARTMENT OF HUMAN RESOURCES TRAVEL Purpose The purpose of this Child Care Bulletin (CCB) is to provide child care and development contractors with updated information regarding the following: 1. Elimination of prohibition on state-funded and state-sponsored travel to states with discriminatory laws; 2. Travel and per diem rates; and 3. Updated mileage reimbursement rates 1066 CCB 25-07 Page Two Background Section 18041 of Title 5 of the California Code of Regulations requires contractors to receive prior written approval to receive reimbursement for certain out-of-state travel expenses.5 CCR Section 18041 provides, in pertinent part: Out-of-state travel expenses shall not be approved: •For more than one employee per contract per year; •For contractors with delinquent accounts payable which are delinquent more than ninety (90) calendar days after the date of the original invoice; •For contractors on conditional status; •When there is no clear benefit to the state; or •When the benefit to the state can be obtained within California. Additionally,5 CCR Section 18041 provides a thirty calendar day timeframe for approval or denial of a request for out-of-state reimbursement, and specifies the appeal process upon denial of a request for reimbursement of out-of-state travel expenses. Also,5 CCR Section 18034(j)limits reimbursable costs in the form of travel and per diem expenses for child care and development contractors to rates computed in accordance with 2 CCR Section 599.619. Please refer to the California Department of Human Resources’ Travel Reimbursements website for information on the most recent travel and per diem rates. Guidance Out-of-State Travel Requests Senate Bill 447, approved by the Governor on September 13, 2023, repealed the pertinent portions of Assembly Bill 1887 prohibiting approval of a request for state- funded or state-sponsored travel to specified states, thereby eliminating the State of California’s restriction on state-funded travel. There is no longer a ban on travel to states with discriminatory laws. Requests for out-of-state travel must be submitted at least thirty (30) calendar days prior to the out-of-state travel. Contractors must submit a request to their assigned Program Quality and Improvement Consultant. Contractors requesting out-of-state travel must submit the request on the Out-of-State Travel Approval Request Form along with all supporting documentation for the request, all travel costs, and a justification that clearly describes why the travel is of benefit to the state and why this benefit cannot be obtained within California. The California Department of Social (CDSS) shall approve or deny the out-of-state travel request within thirty (30) calendar days upon receipt of the request. If the request 1067 CCB 25-07 Page Three is denied, the contractor may appeal the decision to the PQIB Administrator in accordance with instructions specified in 5 CCR Section 18308. Per 2 CCR Sections 599.619(a)(1) and (c),receipts for meals must be maintained by the traveler, as evidence that the amount claimed is not in excess of the amount of actual expense. The term “incidentals” includes, but is not limited to, expenses for laundry, cleaning and pressing of clothing, and fees and tips for service, such as porters and baggage carriers. It does not include taxicab fares, lodging taxes, or the costs of personal telegrams or telephone calls. When reimbursing travel, contractors must only reimburse at rates not to exceed the rates as described in 5 CCR Section 18034(j). The rates for travel reimbursement can be found on Cal HR’s Travel Directory.Contractors are urged to read this document carefully. Please note:Reimbursement for meals and incidentals has been, and continues to be, for actual expenses only. The per diem amounts are maximums, and not an automatic allowance. Mileage Reimbursement Rates Reimbursement of transportation expenses is only for the method of transportation (plane, auto, train, etc.) that is in the best interest of the State, considering both cost and time. Effective January 1, 2025, the personal vehicle mileage reimbursement rate has been updated to $0.70 cents per mile. Approved Business/Travel Expense Incurred Travel Dates Mileage Rate Effective January 1, 2025 $0.70 January 1, 2024 – December 31, 2024 $0.67 January 1, 2023 – December 31, 2023 $0.655 July 1, 2022 – December 31, 2022 $0.625 Mileage reimbursement covers: •Gasoline •The cost of maintenance (oil, lube, routine maintenance) •Insurance (liability, damage, comprehensive and collision coverage) •Licensing and registration •Depreciation and all other costs associated with operation of the vehicle If you have any questions or need additional guidance regarding the information in this letter, please contact your Program Quality and Improvement Consultant. 1068 CCB 25-07 Page Four You can find their contact information on the Child Care and Development Division contact webpage. Sincerely, Original Document Signed By LUPE JAIME-MILEHAM, Ed.D. Deputy Director Child Care and Development Division 1069 May 13, 2025 CALIFORNIA DEPARTMENT OF SOCIAL SERVICES EXECUTIVE SUMMARY CHILD CARE BULLETIN (CCB) NO. 25-08 The purpose of this Child Care Bulletin (CCB) is to provide guidance to County Health and Human Services Agencies (HHSAs) and Child Care and Development contractors administering the California Work Opportunity and Responsibility to Kids (CalWORKs) Stages One, Two, and Three Child Care Programs for families receiving CalWORKs Family Reunification (FR) services pursuant to Assembly Bill 135 (Chapter 85, Statutes of 2021). 1070 May 13, 2025 CHILD CARE BULLETIN (CCB) NO. 25-08 GUIDANCE TYPE: DIRECTIVE TO: ALL COUNTY WELFARE DIRECTORS ALL COUNTY CHILD CARE COORDINATORS ALL CHILD CARE AND DEVELOPMENT CONTRACTORS ALL FOSTER CARE MANAGERS ALL JUDICIAL COUNCIL STAFF ALL CALWORKS PROGRAM SPECIALISTS ALL WELFARE-TO-WORK COORDINATORS ALL COUNTY LINKAGES COORDINATORS ALL COUNTY CHIEF PROBATION OFFICERS ALL COUNTY CAL-LEARN PROGRAM COORDINATORS SUBJECT: CALIFORNIA WORK OPPORTUNITY AND RESPONSIBILITY TO KIDS (CALWORKS) STAGES ONE, TWO (C2AP), AND THREE (C3AP) CHILD CARE PROGRAMS FOR FAMILY REUNIFICATION PARTICIPANTS PURSUANT TO ASSEMBLY BILL 135 (CHAPTER 85, STATUTES OF 2021) APPLICABLE CALIFORNIA WORK OPPORTUNITY AND RESPONSIBILITY TO PROGRAMS: KIDS (CALWORKS) STAGE ONE, STAGE TWO, AND STAGE THREE CHILD CARE PROGRAMS REFERENCE:AB 135 (CHAPTER 85, STATUTES OF 2021); ACL 23-94; ACL 25-09; EDUCATION CODE SECTION 8263; MANUALS OF POLICIES AND PROCEDURES (MPP) DIVISION 22, SECTION 22-071; MPP 31-505.123; MPP SECTION 40-187-40-190; MPP SECTION 47-420.3; MPP SECTION 82-812.671; TITLE 5 OF THE CALIFORNIA CODE OF REGULATIONS (CCR) SECTION 18106; WELFARE AND INSTITUTIONS CODE (WIC) SECTION 11203; WIC 16501.1; WIC 16519.5 1071 CCB 25-08 Page Two Purpose The purpose of this Child Care Bulletin (CCB) is to provide guidance addressing the changes made by Assembly Bill (AB) 135 (Chapter 85, Statues of 2021), regarding families receiving the California Work Opportunity and Responsibility to Kids (CalWORKs) Family Reunification (FR) services who also receive child care as part of their FR plan. This CCB will also discuss program flexibilities to ensure a seamless process for selecting and securing the best child care option to meet the needs of the children and resource families. This guidance is relevant to County Health and Human Services Agencies (HHSAs) and Child Care and Development contractors that administer the Emergency Child Care Bridge Program for Foster Children (Bridge Program), CalWORKs Stages One, Two, and Three Child Care Programs, along with the California Alternative Payment Program (CAPP), and the General Child Care and Development Program (CCTR). Background Family Reunification is the process of reconnecting children in out-of-home care with their families of origin by providing intensive services to address the barriers that caused placement into Child Protective Services (CPS).AB 135 amended Welfare and Institutions Code (WIC) Section 11203 to authorize the provision of cash aid and child care services to families participating in CalWORKs FR as part of their reunification plan. All individuals who were members of the CalWORKs Assistance Unit (AU) when the eligible children were removed from the home may be eligible for CalWORKs cash aid, child care, and reunification services when all the following conditions apply: 1. All CalWORKs-eligible children were removed from the home and temporarily placed in out-of-home care by the Child Welfare Services (CWS) agency. For the purposes of CalWORKs FR eligibility, “all CalWORKs-eligible children were removed from the home” includes families in which a parent is either receiving aid as a Pregnant Person Only (PPO) AU or receiving aid as an existing family participating in CalWORKs FR and a newborn is removed from the home. 2. The family was receiving CalWORKs cash aid when all CalWORKs eligible children were removed from the home. a. At least one parent or needy caretaker relative must have been receiving aid at the time of the removal to be eligible for CalWORKs FR cash aid, child care, and reunification services. b. There is an exception for AUs that have a parent with a Welfare-to-Work (WTW) sanction. i. WTW sanctioned parents may participate in CalWORKs FR services. ii. Sanctioned parents are not eligible for cash aid under CalWORKs FR until the sanction has ended and the parent has been added back to the AU. iii. The HHSAs and CWS agencies are encouraged to work together and use the CWS case plan to cure the sanction as described below. iv. Children who are part of a CalWORKs FR plan will remain eligible for cash aid and child care even if the adults are in WTW sanctioned status. c. Unaided parents/caretaker relatives, such as Supplemental Security Income (SSI) participants, ineligible non-citizens, non-needy caretaker relatives, or timed-out parents who do not qualify for a Time on Aid (TOA) exception, are 1072 CCB 25-08 Page Three not eligible to receive CalWORKs FR cash aid or services for themselves or their children. 3. The CWS agency or court has determined that the provision of CalWORKs FR cash aid, child care, and/or services is necessary for reunification and a CWS reunification plan is in effect or being developed (Manual of Policies and Procedures (MPP) Division 82, Section 82-812.671). Additional information regarding CalWORKs cash aid and services for families participating in CalWORKs FR can be found in All County Letter (ACL) 23-94. Guidance Pursuant to AB 135,HHSAs and contractors are to begin authorizing child care services for resource families, or any other family the child is placed with when court ordered or recommended by the CWS caseworker as part of an FR plan. HHSAs and contractors are encouraged to coordinate with local Resource and Referral (R&R) Programs and CWS agencies to establish the hours of child care needed. Definition of Resource Family Pursuant to WIC Section 16519.5,“resource family” means an individual or family that has successfully met both the home environment assessment standards and the permanency assessment criteria necessary for providing care for a child placed by a public or private child placement agency by court order or voluntarily placed by a parent or legal guardian. For the purposes of CalWORKs child care, the resource family, or any other family the child is placed with, shall take the place of the family of origin regarding any forms, applications, or other required communication. The resource family will be responsible for choosing the child care provider that best suits the needs of the children and family. Child Care Authorization for CalWORKs Family Reunification Participants Pursuant to AB 135, CalWORKs FR services, including child care, are authorized for a period of up to six months or for a time period that is based on or in accordance with CWS reunification plan or court order. Participants may be authorized for an additional six months of child care upon extension of their CalWORKs FR plan. Per ACL 23-94, CWS may grant a good cause extension to the six-month temporary absence, for reunification cases, and these services may continue through the entire FR temporary absence period. If the family reunifies before the six-month interval, the child care services are discontinued. Once the child is reunified with the family of origin and the family is recertified with CalWORKs, the child care services may be authorized for up to 24 months if otherwise eligible. Child Care Options for CalWORKs Family Reunification Participants Health and Human Services Agencies and contractors are encouraged to choose from the child care options listed below when serving families participating in CalWORKs FR. Counties that have opted into the Bridge Program are encouraged to prioritize these funds to serve FR participants. However, any existing child care authorization shall be discontinued to avoid duplication of services. The goal is to facilitate a smooth transition that enables effective coordination of services with the resource family, along with the appropriate child care services that meet the needs of the child(ren) and family. 1073 CCB 25-08 Page Four Health and Human Services Agencies and contractors are reminded that in accordance with Title 5 of the California Code of Regulations (CCR) Section 18106, priority shall be given to families currently involved with CPS, or for children in families who are at risk of neglect, abuse, or exploitation upon written referral from a legal, medical, or social services agency. Within the first priority listed for services stated in Education Code Section 8263(b)(1), children receiving protective services through the local HHSAs shall be enrolled before children identified as at risk. Below is a list of subsidized child care programs that a family using FR services may access: 1. Emergency Child Care Bridge Program for Foster Children (Bridge Program) 2. CalWORKs Stage One Child Care Program 3. CalWORKs Stage Two Child Care Program 4. CalWORKs Stage Three Child Care Program 5. California Alternative Payment Program (CAPP) 6. General Child Care and Development Programs (CCTR) Documentation of the Family Reunification Case Plan and Coordination of Services by County Welfare Services Agencies The CWS caseworker must document in the case plan when CalWORKs FR cash aid would assist in meeting the FR goal of the parent, legal guardian, or Indian custodian to receive CalWORKs FR services.WIC Section 16501.1(b)(5)requires the caseworker to document reasonable services for FR in the case plan unless the juvenile court determines otherwise. When the case plan goal of FR changes to “Return Home”, the caseworker is required to update the case plan goal in the Child Welfare Services/Case Management System. At a minimum, the caseworker must complete the case plan within 60 days of the children’s removal from the home, and it must be updated every six months. Additional information on CWS caseworker case plan documentation for CalWORKs FR services can be found in ACL 25-09. The CWS caseworker should assess and document the family’s child care needs in the case plan to implement CalWORKs FR services including but not limited to coordinating with the resource family to provide resources and child care provider referrals suited to their needs, the child care authorization date and hours of care that will be provided. The CWS caseworker should share the case plan with the CalWORKs WTW worker to coordinate planning and service delivery for families involved in both systems. The CWS worker and contractor are also encouraged to inform and update the HHSAs of the FR status of the family when applicable. The CWS agencies and HHSAs are encouraged to communicate regularly with each other throughout the FR process. Communication should be prioritized at key points including when the child is removed from the home, when FR has begun, when the FR plan has been extended, and when the child is reunified with the family of origin. Inter-County Transfers (ICT) In accordance with the MPP Division 40, Sections 187 to 190,HHSAs and contractors are to ensure a smooth transfer between counties when children are removed from the family of origin and placed with a resource family in a different county. The county of jurisdiction shall notify the placement county of an incoming child placement and provide the most recent 1074 CCB 25-08 Page Five copies of all relevant documentation. The county of jurisdiction is responsible for providing direct supervision and arranging services in accordance with MPP Division 31, Section 505.123. This includes but is not limited to coordinating with their local Resource and Referral Network to locate providers that best suits the needs of the family. Every attempt should be made to confirm the child care authorization period and the last date services were received. Child Care Reimbursement Based on Certified Need The HHSAs and contractors are reminded that the provisions in accordance with Senate Bill (SB) 140 (Chapter 193, Statutes of 2023)have been extended through June 30, 2025. Child care shall continue to be paid based on families’ certified need, regardless of attendance as described in CCB 23-21 (pg. 3). Notices of Action and Discontinuances The MPP Division 47, Section 420.3, specifies that HHSAs and contractors shall notify clients whenever there is an approval, denial, change, or discontinuance of a child care subsidy. Health and Human Services Agencies and contractors may continue using the existing Notices of Action (NOAs) for FR participants. The NOAs should be sent to the FR participant as soon as possible before any change in child care authorization occurs. California State Automated Welfare System (CALSAWS) Automation Until automation occurs, HHSAs and contractors are responsible for creating a six-month child care authorization certificate when child care is authorized for FR and a second six- month authorization certificate if they receive a good cause extension. If you have any questions or need additional guidance regarding the information in this CCB, contact the Integrity, Training, and County Support Bureau by email at: StageOneChildCare@dss.ca.gov. Sincerely, Original Document Signed By LUPE JAIME MILEHAM, EdD Deputy Director Child Care and Development Division Attachment 1075 CCB 25-08 Page Six Family Reunification Child Care Program Flowchart (Attachment A) General: •All child(ren) of families receiving FR services will have CPS priority in any of the listed child care programs. •Child care services for FR participants can be authorized for up to 6 months or a time in accordance with the CWS reunification plan or court order. •The resource family takes the place of the family of origin regarding choosing the provider and filling out any required application(s)or form(s). Legend CFS: Children and Family Services CPS: Child Protective Services CWS: Child Welfare Services FR: Family Reunification HHSAs: County Health and Human Services Agencies Bridge Program If the resource family resides in a county that administers Bridge Program child care, this is the encouraged option. The county has opted into the Emergency Child Care Bridge Program for Foster Children (Bridge Program). CalWORKs Stage One CalWORKs Stage 2 CalWORKs Stage 3 CAPP CCTR YES NO If the resource family resides in a county does not administer the Bridge Program, counties have the flexibility to choose from the other available options. Family Reunification services coordination begins. Child(ren) is removed from the home by CPS or CWS. Counties coordinate with CWS workers to select the best child care program option for the child(ren) and resource family and determine the hours of care needed. If the family of origin has an existing child care authorization and the county selects a different child care program, the county shall discontinue the existing authorization. FR participants are eligible for child care services for up to 6 months or a time in accordance with the CWS reunification plan or court order. HHSAs and contractors have the option of serving families through these programs if they determine it best serves the child(ren)and/or families’needs. 1076 May 16, 2025 CALIFORNIA DEPARTMENT OF SOCIAL SERVICES EXECUTIVE SUMMARY CHILD CARE BULLETIN (CCB) NO. 25-09 The purpose of this Child Care Bulletin (CCB) is to inform voucher-based child care and development contractors of initial contract allocations for Fiscal Year (FY) 2025-26. 1077 May 16, 2025 CHILD CARE BULLETIN (CCB) NO. 25-09 GUIDANCE TYPE: FISCAL TO: CHILD CARE AND DEVELOPMENT CONTRACTORS SUBJECT:FISCAL YEAR 2025-26 VOUCHER-BASED CHILD CARE AND DEVELOPMENT INITIAL CONTRACT AWARD ALLOCATIONS APPLICABLE PROGRAMS: CALIFORNIA ALTERNATIVE PAYMENT PROGRAMS (CAPP) MIGRANT ALTERNATIVE PAYMENT PROGRAM (CMAP) FAMILY CHILD CARE HOME EDUCATION NETWORKS (CFCC) REFERENCE:ASSEMBLY BILL (AB) 116 (CHAPTER 41, STATUTES OF 2023) CHILD CARE BULLETIN (CCB) NUMBER (NO.)21-21; CCB 23-22;CCB 24-04;CCB 24-20E SENATE BILL (SB) 140 (CHAPTER 193, STATUTES OF 2023); WELFARE AND INSTITUTIONS CODE (WIC) SECTIONS 10213.5;10236 Purpose The purpose of this CCB is to inform certain voucher-based child care and development contractors of Fiscal Year (FY) 2025-26 initial planning contract allocations. Please note that award amounts are proposed, and any changes based on Budget Act enactment may be communicated in a forthcoming Budget Act amendment CCB. Contracts will be issued on a flow basis as soon as possible. The Funding Terms and Conditions (FTCs)are located on the Contractor Resources webpage. An update to the FTCs is forthcoming for the upcoming FY 2025-26. 1078 Child Care Bulletin No. 25-09 Page Two As a reminder, per CCB 24-20E, Child Care and Development (CCD) Direct Service and Alternative Payment contractors who apply for and are approved for continued funding will not need to sign and return a CCD contract to provide services for FY 2025-26. The CCD contractors will be automatically renewed in accordance with all applicable federal and state laws, as well as all CCD Funding Terms and Conditions and Program Requirements that will be incorporated into the FY 2025-26 CCD contract. Background Voucher-based programs, also referred to as Alternative Payment Programs, provide voucher-based child care subsidies to help income-qualified families pay for child care. To support maximum parental choice, vouchers are provided to families to obtain care in licensed child care centers, licensed family child care homes, or license-exempt care. Voucher-based programs are reimbursed on the Regional Market Rate (RMR) schedule. The RMR ceilings are the maximum amounts that voucher-based child care providers can be reimbursed from the state for subsidized child care. Effective January 1, 2022, the RMR ceilings were established at the greater of either of the following: •The 75th percentile of the 2018 Regional Market Rate survey for that region. •The Regional Market Rate ceilings that existed in that region on December 31, 2021. For additional information regarding the RMR ceiling changes effective January 1, 2022, please review CCB 21-21 and the Reimbursement Ceilings for Subsidized Child Care webpage. CAPP uses federal and state funding to provide vouchers for eligible low-income families. Alternative Payment Program agencies helps families enrolled in CalWORKs Child Care or CAPP arrange child care services and makes payment for those services directly to the child care provider selected by the family. CMAP provides vouchers to eligible, migrant agricultural worker families (as defined in Funding Terms and Conditions, Section X Definitions and WIC Section 10236) to purchase child care and development services from child care providers serving an identifiable geographic area approved by the California Department of Social Services (CDSS). This program provides services for children birth to 13 years of age, and for older children with exceptional needs. Funding for services follows families as they move from place to place for agricultural work. CFCC serves families eligible for subsidized care. CFCC are a consortia of licensed family child care homes in a community that provide child care and development services, parenting education, social and health services referrals. Family Child Care Home Education Networks (FCCHEN) also provide training for child care providers and 1079 Child Care Bulletin No. 25-09 Page Three their staff, as well as quality assessments of participating licensed family child care homes, and development profiles for the children enrolled in the program and support parent involvement. Policy Adjustments Since July 1, 2021, voucher-based providers have been reimbursed based on the maximum certified hours of care instead of attendance. For voucher-based providers serving families on a variable schedule, reimbursement was based on the maximum certified hours of care. Funding is subject to an appropriation in the Budget Act of 2025, and therefore is not included in the initial contract allocations. AB 116 (Chapter 41, Statutes of 2023)established a revised Family Fee Schedule that became effective October 1, 2023. Families with an adjusted monthly family income below 75 percent of the state median income shall not be charged or assessed a family fee. The attachments display the full FY 25-26 allocation by contractor, including funding for the revised Family Fee Schedule. For additional information regarding the restructured Family Fee Schedule, please refer to CCB 23-22. The Fiscal Year 2025-26 CCB related to Family Fees is forthcoming. SB 140 amends WIC Section 10213.5 to redefine part-time care as care certified for a child for fewer than 25 hours per week instead of 30 hours per week. Full-time care is redefined as care certified for a child for 25 hours or more per week instead of 30 or more hours per week. An annualized allocation is provided to agencies affected by this policy change to cover the cost of transitioning these children from part-time status to full-time status. The attachments display the full FY 25-26 allocation by contractor, including funding for the redefinition of Full-time care. For additional information, please refer to CCB 24-04. Claiming The terms Project Cost Account (PCA) and Service Location (SL) codes are interchangeable and represent the same funding source. Effective July 1, 2024, CDSS utilizes and displays coding that pertains to CDSS only. Therefore, a PCA/SL number that begins with a “1” is designated as state general funds and a PCA/SL beginning with a “2” is designated as federal funds. Please note, contract numbers are still to be determined. Attachment I displays the initial allocation for CAPP. Funding is comprised of revenues from the Youth Education, Prevention, Early Intervention and Treatment Account (YEPEITA), the Child Care and Development Fund (CCDF), and General Fund. CAPP program costs should be claimed to the following PCAs: 1080 Child Care Bulletin No. 25-09 Page Four Project Cost Account/Service Location Code Code Title Federal Catalog Number 25400 CAPP - CCDF Discretionary Federal Fund 93.575 13186 CAPP - State General Fund N/A 15467 CAPP - Prop 64 N/A Attachment II displays the initial allocation for CMAP. Funding is comprised of General Fund and CCDF. CMAP program costs should be claimed to the following PCAs: Project Cost Account/Service Location Code Code Title Federal Catalog Number 24570 CMAP - CCDF Matching Federal Fund 93.596 13260 CMAP - State General Fund N/A Attachment III displays the initial allocation for CFCC. Funding is comprised of General Fund and CCDF. CFCC program costs should be claimed to the following PCAs: Project Cost Account/ Service Location Code Code Title Federal Catalog Number 24569 CFCC - CCDF Matching Federal Fund 93.596 13261 CFCC - State General Fund N/A For further information about fiscal reporting and claiming for voucher-based Child and Development programs, please refer to the most recently published Enrollment, 1081 Child Care Bulletin No. 25-09 Page Five Attendance, and Fiscal Reporting and Reimbursement Procedures for Child Care and Development Contracts, commonly referred to as the Fiscal Handbook located on the Fiscal Resources webpage. An update to the Fiscal Handbook is forthcoming for the upcoming FY 2025-26. If you have questions or need additional guidance regarding the information in this letter, please contact the Child Development Fiscal Services inbox at ChildDevelopmentFiscal@dss.ca.gov. Sincerely, Original Document Signed By KIRA YOUNGER, Chief Fiscal Forecasting Branch Finance and Accounting Division Attachments 1082 Child Care Bulletin No. 25-09 FISCAL YEAR 2025-26 INITIAL ALLOCATION FOR THE CALIFORNIA ALTERNATIVE PAYMENT PROGRAM (CAPP) Attachment I AGENCY CODE AGENCY NAME TOTAL MAXIMUM REIMBURSABLE AMOUNT 0000002401 ALAMEDA CO SOCIAL SERVICES AGY $4,411,799 000000B325 BANANAS INC $16,427,265 000000B376 COMM CHILD CARE COORD CNCL OF ALAMEDA $22,298,781 000000B388 HIVELY $17,739,063 000000U243 THE DAVIS ST COMM CNTR INC $7,007,995 000000N852 VALLEY OAK CHILDRENS SERVICES INC $9,909,759 000000X675 THE RESOURCE CONN OF AMADOR & CALAVERAS $4,438,377 0000001006 COLUSA COE $3,907,227 000000H860 COCOKIDS, INC.$54,452,315 0000002207 CONTRA COSTA CO EMPL/HUMAN SVC $13,201,794 000000X707 DEL NORTE CHILD CARE COUNCIL $1,632,071 000000N604 CNTRL VLY CHILDRENS SVCS NTWK $2,089,679 000000J162 SUPPORTIVE SERVICES INC $34,273,995 0000001011 GLENN COE $5,373,070 000000B205 CHANGING TIDES FAMILY SERVICES $10,092,328 0000001013 IMPERIAL COE $8,506,487 0000001014 INYO COE $2,415,724 0000001015 KERN CO SUPT OF SCHOOLS $62,913,466 000000P155 KINGS COMMUNITY ACTION ORG INC $9,373,554 0000001018 LASSEN COE $1,079,515 000000G090 CHILD CARE RESOURCE CENTER INC $248,572,116 000000N616 CHILDRENS HOME SOCIETY OF CAL $152,873,609 0000002187 CITY OF NORWALK $1,451,637 000000Y908 CONNECTIONS FOR CHILDREN $9,186,105 0000002219 LA COUNTY DEPT OF CHILDREN & FAMILY SVCS $42,158,709 000000B749 CRYSTAL STAIRS INC $67,598,676 000000T292 DREW CHILD DEV CORP INC $9,269,101 000000B460 INTL INSTITUTE OF LOS ANGELES $1,853,454 000000B763 MEXICAN AMER OPP FOUNDATION $50,277,972 000000J852 OPTIONS FOR LEARNING $35,038,875 000000Y628 PATHWAYS LA $18,421,548 0000006490 POMONA USD $36,923,149 000000B509 COMM ACTION PARTNERSHIP OF MADERA CNTY $8,077,726 000000F228 MARIN CHILD CARE COUNCIL $6,405,456 0000002221 MARIN CO HEALTH & HUMAN SVCS $885,073 000000B514 NORTH COAST OPPORTUNITIES INC $8,978,911 0000001024 MERCED COE $17,059,433 000000N984 TRAINING EMPL & COMM HELP INC $1,690,777 0000001026 MONO COE $1,164,466 000000B524 COMM RESOURCES FOR CHILDREN $9,203,166 000000H910 SIERRA NEVADA CHILDRENS SERVS $3,009,755 0000001030 ORANGE CO DEPT OF EDUCATION $119,001,846 0000001031 PLACER COE $20,450,565 000000N674 PLUMAS RURAL SERVICES $2,053,085 0000001033 RIVERSIDE COE $229,163,486 000000J388 CHILD ACTION INC $56,005,721 000000T007 CHILD DEVELOPMENT ASSOC INC $85,377,376 000000H945 YMCA OF SAN DIEGO COUNTY $67,892,449 000000B610 CHILDRENS COUNCIL SAN FRANCISCO $19,389,275 0000002238 DEPT OF EARLY CHILDHOOD $2,425,535 000000B620 FAM RESOURCE & REFERRAL CTR OF SAN JOAQ $24,529,091 000000B621 COMM ACTION PARTNERSHIP OF SLO CNTY INC $8,987,553 000000M232 CHILD CARE COORD CNCL OF SAN MATEO CNTY $19,977,432 0000002241 SAN MATEO CO HUMAN SERVICES AGENCY $3,502,819 1083 Child Care Bulletin No. 25-09 FISCAL YEAR 2025-26 INITIAL ALLOCATION FOR THE CALIFORNIA ALTERNATIVE PAYMENT PROGRAM (CAPP) Attachment I AGENCY CODE AGENCY NAME TOTAL MAXIMUM REIMBURSABLE AMOUNT 000000B845 CHILDREN'S RESRC & REF OF SANTA BARBARA $22,527,869 0000001042 SANTA BARBARA COE $40,996,521 000000B655 CATALYST FAMILY INC.$4,228,610 000000X358 CHILD DEVELOPMENT INC $38,617,807 000000B649 GO KIDS INC $39,565,084 0000001045 SHASTA COE $14,174,934 000000J803 SISKIYOU CHILD CARE COUNCIL $3,112,362 000000B689 SOLANO FAMILY & CHILDREN'S COUNCIL INC $34,628,541 000000B822 COMM CC CNCL OF SONOMA CO $19,076,324 000000B883 RIVER TO COAST CHILDREN'S SVCS $2,236,608 0000002249 SONOMA CO HUMAN SERVICES DEPT $1,287,744 0000001050 STANISLAUS COE $39,670,465 000000N677 HUMAN RESPONSE NETWORK $786,667 0000001054 TULARE COE $19,915,038 000000N235 INFANT/CHILD ENRICHMT SVCS INC $4,454,040 000000B715 CHILD DEV RES OF VENTURA CO INC $37,310,882 TOTAL $2,002,989,707 1084 Child Care Bulletin No. 25-09 FISCAL YEAR 2025-26 INITIAL ALLOCATION FOR THE CALIFORNIA MIGRANT ALTERNATIVE PAYMENT PROGRAM (CMAP) Attachment II AGENCY CODE AGENCY NAME TOTAL MAXIMUM REIMBURSABLE AMOUNT 000000Y320 COMMUNITY ACTION PARTNERSHIP OF KERN $37,213,685 TOTAL $37,213,685 1085 Child Care Bulletin No. 25-09 FISCAL YEAR 2025-26 INITIAL ALLOCATION FOR THE FAMILY CHILD CARE HOME EDUCATION NETWORK (CFCC) Attachment III AGENCY CODE AGENCY NAME TOTAL MAXIMUM REIMBURSABLE AMOUNT 000000B202 KIDANGO INC $4,828,493 000000N604 CNTRL VLY CHILDRENS SVCS NTWK $1,138,509 0000001011 GLENN COE $322,513 000000B205 CHANGING TIDES FAMILY SERVICES $1,160,043 000000T536 ALLIES FOR EVERY CHILD, INC.$1,325,208 000000G090 CHILD CARE RESOURCE CENTER INC $4,518,079 000000N617 CHILD LANE $1,677,499 000000N616 CHILDRENS HOME SOCIETY OF CAL $10,383,745 00000AA055 DIGNITY COMMUNITY CARE $454,895 0000006474 LOS ANGELES COMM COLLEGE DIST $1,012,907 000000B763 MEXICAN AMER OPP FOUNDATION $4,804,800 000000J852 OPTIONS FOR LEARNING $3,943,364 000000N053 COMMUNITY ACTION MARIN $614,958 0000001025 MODOC COE $290,917 000000H910 SIERRA NEVADA CHILDRENS SERVS $956,867 0000001031 PLACER COE $1,883,312 000000Q118 CHICANO FEDERATION OF SAN DIEGO COUNTY $4,649,973 000000B610 CHILDRENS COUNCIL SAN FRANCISCO $2,060,628 000000P800 COMMUNITY FAMILY SERVICES INC $1,292,188 000000X575 MANDALA CHILDRENS HOUSE INC $662,915 0000006974 CABRILLO COMM COLLEGE DIST $379,214 000000B883 RIVER TO COAST CHILDREN'S SVCS $1,667,875 000000B700 THE CHILDREN & FAM CIRCLE OF SONOMA CNTY $1,309,781 0000001052 TEHAMA CO DEPT OF EDUCATION $558,317 000000N677 HUMAN RESPONSE NETWORK $546,291 000000B715 CHILD DEV RES OF VENTURA CO INC $1,993,316 TOTAL $54,436,607 1086 May 16, 2025 CALIFORNIA DEPARTMENT OF SOCIAL SERVICES EXECUTIVE SUMMARY CHILD CARE BULLETIN (CCB) NO. 25-10 The purpose of this Child Care Bulletin (CCB) is to inform direct service child care and development contractors of initial contract allocations for Fiscal Year (FY) 2025-26. 1087 May 16, 2025 CHILD CARE BULLETIN (CCB) NO. 25-10 GUIDANCE TYPE: FISCAL TO: ALL DIRECT SERVICE CHILD CARE AND DEVELOPMENT CONTRACTORS SUBJECT:FISCAL YEAR 2025-26 DIRECT SERVICE CHILD CARE AND DEVELOPMENT INITIAL CONTRACT AWARD ALLOCATIONS APPLICABLE PROGRAMS: GENERAL CHILD CARE AND DEVELOPMENT PROGRAMS (CCTR) CHILD CARE AND DEVELOPMENT PROGRAMS FOR CHILDREN WITH SEVERE DISABILITIES (CHAN) MIGRANT CHILD CARE AND DEVELOPMENT PROGRAM (CMIG) MIGRANT SPECIAL SERVICES PROGRAM (CMSS) REFERENCE:ASSEMBLY BILL (AB) 116 (CHAPTER 41, STATUTES OF 2023) AB 131 (CHAPTER 116, STATUTES OF 2021) CHILD CARE BULLETIN (CCB) NUMBER (NO.)22-32; CCB 23-22; CCB 24-04;CCB 24-20E, SENATE BILL (SB) 140 (CHAPTER 193, STATUTES OF 2023) WELFARE AND INSTITUTIONS CODE (WIC) SECTIONS 10213.5; 10280 1088 CCB 25-10 Page Two Purpose The purpose of this CCB is to inform direct service child care and development contractors of Fiscal Year (FY) 2025-26 initial planning contract allocations. Please note that award amounts are proposed, and any changes based on Budget Act enactment may be communicated in a forthcoming Budget Act amendment CCB. Contracts will be issued on a flow basis as soon as possible. Funding Terms and Conditions (FTCs) are located on the Contractor Resources webpage. An update to the FTCs is forthcoming for the upcoming FY 2025-26. As a reminder, per CCB 24-20E, Child Care and Development (CCD) Direct Service and Alternative Payment Contractors who apply for and are approved for continued funding will not need to sign and return a CCD contract to provide services for FY 2025-26. CCD Contractors will be automatically renewed in accordance with all applicable federal and state laws, as well as all CCD Funding Terms and Conditions and Program Requirements that will be incorporated into the FY 2025-26 CCD contract. See CCB 24-20E for additional information regarding automatic renewal. Background The Standard Reimbursement Rate (SRR), authorized by Welfare and Institutions Code (WIC) Section 10280, is used to reimburse direct-service contracted child care programs and does not vary based on regional costs. Commencing January 1, 2022, Assembly Bill (AB) 131 (Chapter 116, Statutes of 2021) and WIC Section 10280(c)(1) required direct-service contractors to be reimbursed at the greater of the following: •The 75th percentile of the 2018 Regional Market Rate (RMR) survey for that region. •The Regional Market Rate ceilings that existed in that region on December 31, 2021. Current Direct-Service daily rates by county were published in CCB 22-32. As there have been no structural changes to the reporting for direct service contract programs, counties in which the RMR exceeds the SRR have an RMR based daily rate equivalent. For individual county Direct-Service daily rates, please see attachment 1 of CCB 22-32. For additional information regarding the RMR daily equivalent rate changes effective January 1, 2022, please review the Reimbursement Ceilings for Subsidized Child Care webpage. CCTRs are state and federally funded programs that use centers and family child care home education networks (FCCHEN) operated or administered by either public or private agencies and local educational agencies. These contractors provide child development services for children from birth through thirteen (13) years of age and older children with exceptional needs as well. These programs provide an educational component that is developmentally, culturally, and linguistically appropriate for the children served. The programs also provide meals and snacks to children, parent 1089 CCB 25-10 Page Three education, referrals to health and social services for families, and staff development opportunities to employees. CMIG uses centers and family child care home networks operated or administered by either public or private agencies and local educational agencies. These programs provide child care and development services for children from birth to 13 years of age and older children with exceptional needs. These programs provide care that is culturally, linguistically, and developmentally appropriate for the children served. The programs also provide meals and snacks to children, parent education, referrals to health and social services for migrant agricultural families (as defined in CMIG Program Requirements, Section I Subsection B California State Migrant Program), and staff development opportunities to employees. CHAN provides federal and state funds for providing children with exceptional needs with additional access to child care and development programs, up to twenty-one (21) years of age. Refer to the CHAN Program Requirements for additional information on the CHAN program. CMSS contracts enhance CMIGs that serve the children of agricultural workers. Funds must be spent on reimbursable costs for Social Services, Staffing and Health Services activities. Refer to the CMIG Program Requirements for additional information on approved activities. Policy Adjustments SB 140 amended WIC Section 10213.5 and defined part-time care as care certified for a child for fewer than 25 hours per week. Full-time care is defined as care certified for a child for 25 hours or more per week. An annualized allocation was provided to agencies affected by this policy change to cover the cost of transitioning these children from part- time status to full-time status. The attachments display the full FY 25-26 allocation by contractor, including funding for the current definition of Full-time care. For additional information, please refer to CCB 24-04. AB 116 (Chapter 41, Statutes of 2023)established a revised Family Fee Schedule that became effective October 1, 2023. Families with an adjusted monthly family income below 75 percent of the state median income shall not be charged or assessed a family fee. The attachments display the full FY 25-26 allocation by contractor, including funding for the revised Family Fee Schedule. For additional information regarding the restructured Family Fee Schedule, please refer to CCB 23-22. 1090 CCB 25-10 Page Four Claiming The terms Project Cost Account (PCA) and Service Location (SL) codes are interchangeable and represent the same funding source. Effective July 1, 2024, CDSS utilizes and displays coding that pertains to CDSS only. Therefore, a PCA/SL number that begins with “1” is designated as state general funds and a PCA/SL beginning with “2” is designated as federal funds. Please note, contract numbers are still to be determined. As a reminder, Maximum Reimbursable Amounts are comprised of multiple funding sources. Each funding source’s corresponding PCA/SL is listed in the contract. Reimbursements are processed through a system-generated percent-to-total for each contract, which is comprised of multiple PCAs/SLs. Contractors are encouraged to review the PCA information and funding details in their local agreements and this CCB. Attachment I displays the initial allocation for CCTR. Funding is comprised of revenues from the Youth Education, Prevention, Early Intervention and Treatment Account (YEPEITA), the Child Care and Development Fund (CCDF), and General Fund. CCTR program costs should be claimed to the following PCAs: Project Cost Account/Service Location Code Code Title Federal Catalog Number 13254 CCTR – State General Fund N/A 24568 CCTR – CCDF Mandatory Federal Fund 93.596 25136 CCTR – CCDF Discretionary Federal Fund 93.575 15540 CCTR – Prop 64 N/A Attachment II displays the initial allocation for CHAN. Funding is comprised of General Fund. CHAN program costs should be claimed to the following PCAs: Project Cost Account/Service Location Code Code Title Federal Catalog Number 13078 CHAN – State General Fund N/A 1091 CCB 25-10 Page Five Attachment III displays the initial allocation for CMIG. Funding is comprised of General Fund. CMIG program costs should be claimed to the following PCAs: Project Cost Account/Service Location Code Code Title Federal Catalog Number 13036 CMIG – State General Fund N/A Attachment IV displays the initial allocation for CMSS. Funding is comprised of General Fund. CMSS program costs should be claimed to the following PCAs: Project Cost Account/Service Location Code Code Title Federal Catalog Number 13360 CMSS – State General Fund N/A For further information about fiscal reporting and claiming for voucher-based Child and Development programs, please refer to the Enrollment, Attendance, and Fiscal Reporting and Reimbursement Procedures for Child Care and Development Contracts, commonly referred to as the Fiscal Handbook located on the Fiscal Resources webpage. An update to the Fiscal Handbook is forthcoming for the upcoming FY 2025-26. If you have questions or need additional guidance regarding the information in this letter, please contact the Child Development Fiscal Services inbox at ChildDevelopmentFiscal@dss.ca.gov. Sincerely, Original Document Signed By KIRA YOUNGER, Chief Fiscal Forecasting Branch Finance and Accounting Division Attachments 1092 Child Care Bulletin No. 25-10 FISCAL YEAR 2025-26 INITIAL ALLOCATION FOR THE GENERAL CHILD CARE PROGRAMS (CCTR) Attachment I AGENCY CODE AGENCY NAME TOTAL MAXIMUM REIMBURSABLE AMOUNT* 000000B382 24 HR OAKLAND PARENT-TEACHER $551,266 000000B360 ALAMEDA FAMILY SERVICES, INC.$487,501 0000006111 ALAMEDA USD $1,710,572 0000006112 ALBANY CITY USD $947,458 000000E043 BAY AREA HISPANO INST FOR ADV $756,834 0000006114 BERKELEY USD $3,161,750 000000B390 CAPE INC COMM ASSN FOR PRESCHOOL EDUC $1,746,758 0000002174 CITY OF OAKLAND $3,345,812 000000B386 EPHESIAN CHILDRENS CENTER $167,243 0000006119 HAYWARD USD $2,338,051 000000B202 KIDANGO INC $34,715,999 0000006125 OAKLAND USD $4,561,238 000000N574 SPANISH SPEAKING UNITY CNCL OF ALAMEDA $6,298,416 000000B363 ST VINCENTS DAY HOME $2,759,658 000000B401 SUPPRTNG FUTURE GROWTH CHILD DEV CTR INC $539,775 000000U243 THE DAVIS ST COMM CNTR INC $252,826 0000003001 REGENTS OF THE UC-UC BERKELEY $1,719,177 000000E428 THE SALVATION ARMY $1,317,759 000000W101 WARD AND ASSOCIATES MANAGEMENT $2,221,720 000000E063 YMCA OF THE EAST BAY $29,623,019 000000E547 ASSOCIATED STUDENTS-CSU CHICO $329,319 00000AA678 BUSY BABIES DAYCARE & PRESCHOOL LLC $872,313 0000006141 BUTTE-GLENN COMMUNITY COLLEGE DISTRICT $339,861 0000006152 PALERMO UNION ELEM SCH DIST $296,723 0000006154 THERMALITO UNION SCH DIST $784,629 000000N852 VALLEY OAK CHILDRENS SERVICES INC $2,328,298 0000001005 CALAVERAS COE $430,374 0000001006 COLUSA COE $1,232,266 000000L326 CAMBRIDGE COMMUNITY CENTER $440,197 000000B399 CONCORD CHILD CARE CENTER $1,438,236 0000002692 CONTRA COSTA COMMUNITY COLLEGE $306,900 0000002207 CONTRA COSTA CO EMPL/HUMAN SVC $10,419,720 000000B397 MARTINEZ EARLY CHILDHOOD CTR $889,951 000000L511 YWCA OF CONTRA COSTA/SACTO $2,299,790 0000006182 DEL NORTE USD $193,002 0000007377 LAKE TAHOE COMM COLLEGE DIST $158,808 000000Q980 S & B INC DBA HAPPY KIDS DAYCARE $2,625,657 000000A001 A BETTER CHOICE PRESCHOOL INC.$1,966,288 000000N604 CNTRL VLY CHILDRENS SVCS NTWK $4,437,390 000000Z340 EARLY CHILDHOOD DISC CTRS INC $589,143 000000V507 EXCEPTIONAL PARENTS UNLIMITED $583,099 0000007380 FIREBAUGH-LAS DELTAS USD $497,439 00000AA775 FOUNDATIONS SUCCESS ACADEMY $512,750 000000J067 FRESNO CO ECONOMIC OPP COMM $616,391 0000001010 FRESNO COE $537,428 000000Q621 FRESNO STATE PROGRAMS FOR CHILDREN INC $873,904 0000006216 FRESNO USD $2,702,080 000000Q805 HANSEL & GRETEL DAY CARE INC $2,343,206 000000A760 NANCY FULLER CHILDRENS UNIV $1,143,412 000000V337 NEW LIFE DISCOVERY SCHOOLS $5,608,480 000000J137 PANDAS ENV DAY CARE SCHOOL $2,422,400 1093 Child Care Bulletin No. 25-10 FISCAL YEAR 2025-26 INITIAL ALLOCATION FOR THE GENERAL CHILD CARE PROGRAMS (CCTR) Attachment I AGENCY CODE AGENCY NAME TOTAL MAXIMUM REIMBURSABLE AMOUNT* 0000006246 STATE CENTER COMM COLLEGE DIST $316,913 0000006213 WEST HILLS COMM COLLEGE DIST $1,758,463 000000Z333 YOUNG WORLD II INFANT & PRESCHOOL CENTER $1,138,719 0000001011 GLENN COE $709,447 000000B425 BEGINNINGS INCORPORATED $47,230 000000B205 CHANGING TIDES FAMILY SERVICES $995,950 0000003060 HUMBOLDT STATE UNIV $501,755 000000M045 NORTHCOAST CHILDRENS SVCS INC $689,577 0000006299 REDWOODS COMM COLLEGE DIST $458,052 0000006315 IMPERIAL COMM COLLEGE DIST $836,097 0000001013 IMPERIAL COE $619,610 000000Q568 UNITED FAMILIES INC $2,195,169 000000Y320 COMMUNITY ACTION PARTNERSHIP OF KERN $3,996,470 0000006343 EDISON ELEM SCH DIST $487,437 00000AA712 HERITAGE MONTESSORI $502,059 0000006353 KERN COMM COLLEGE DIST $1,188,259 0000001015 KERN CO SUPT OF SCHOOLS $1,113,353 0000006352 KERN UNION HIGH SCHOOL DIST $361,886 000000A562 THE OPEN DOOR NETWORK $888,555 0000006386 WEST KERN COMM COLLEGE DIST $930,265 000000P155 KINGS COMMUNITY ACTION ORG INC $466,676 000000Z637 THE LEARNING HOUSE $884,678 0000006421 ABC USD $731,660 000000A904 ACACIA MONTESSORI SCHOOL COVINA, INC $1,183,690 000000T536 ALLIES FOR EVERY CHILD, INC.$5,455,648 000000Q816 AROUND THE KORNER CTR FOR SCH AGE ENRICH $4,649,387 000000X905 ASSOCSTDNTS-CSU DOMINGUEZ HILL $29,959 000000B776 ASSOCIATED STUDENTS INC CSU LONG BEACH $574,876 000000X904 ASSOC STUDENTS CA ST UNIV NORTHRIDGE INC $210,081 0000006429 BASSETT USD $1,564,457 000000Z088 ANGELA PRESCHOOL-BCT XU INC $1,391,892 00000AA709 BECAUSE CHILDREN MATTER LLC $2,250,110 0000006433 BURBANK USD $627,024 000000E923 CAL POLY POMONA FOUNDATION INC $324,400 000000Q967 CA STATE LA UNIV AUX SERV INC $770,206 000000G843 CALIFORNIA CHILDREN'S ACADEMY $11,226,570 00000AA724 CANN ACADAMY PRESCHOOL $1,023,674 000000T385 CATHOLIC CHARITIES OF LA INC $257,368 000000B510 CENTRO DE NINOS INC $2,248,443 0000006436 CERRITOS COMM COLLEGE DIST $409,868 000000G090 CHILD CARE RESOURCE CENTER INC $9,641,369 000000Q569 CHILD DEV CONSORTIUM OF LOS ANGELES INC $6,560,839 000000N617 CHILD LANE $8,138,135 000000V786 CHILDREN TODAY $591,948 000000G102 CHILDRENS INSTITUTE INC $15,538,876 0000002182 CITY OF LA DEPT OF REC & PARKS $2,531,358 0000006442 COMPTON COMM COLLEGE DIST $589,477 000000Q814 COVINA DEVELOPMENT CENTER $729,300 0000006443 COVINA-VALLEY USD $1,092,335 00000AA769 CREATIVE BEGINNINGS SCHOOLS ASSOCIATED $1,553,767 000000H957 CREATIVE WORLD INC $515,752 0000006444 CULVER CITY USD $591,131 00000AA055 DIGNITY COMMUNITY CARE $2,718,087 000000T292 DREW CHILD DEV CORP INC $4,089,842 000000Q571 EBEN-EZER CHILDRENS DAY CARE $8,216,702 000000B487 FAIRPLEX CHILD DEVELOPMENT CTR $506,430 1094 Child Care Bulletin No. 25-10 FISCAL YEAR 2025-26 INITIAL ALLOCATION FOR THE GENERAL CHILD CARE PROGRAMS (CCTR) Attachment I AGENCY CODE AGENCY NAME TOTAL MAXIMUM REIMBURSABLE AMOUNT* 000000Z612 FOOTHILL LEARNING CENTER $1,575,681 000000Q789 GIRLS CLUB OF LOS ANGELES $9,031,196 0000006456 GLENDALE USD $3,691,862 0000007344 HACIENDA LA PUENTE USD $1,845,175 000000B877 HEAVENLY VISION EDUC CENTER INC $226,353 0000006463 INGLEWOOD USD $1,070,012 000000B460 INTL INSTITUTE OF LOS ANGELES $6,484,125 00000AA081 JOYS CHILDRENS LEARNING CENTER $2,575,029 00000AA673 LITTLE SCHOLARS ACADEMY LLC $1,210,902 0000007349 LONG BEACH COMM COLLEGE DIST $280,087 000000B450 LONG BEACH DAY NURSERY $1,864,933 0000006472 LONG BEACH USD $10,407,933 0000006474 LOS ANGELES COMM COLLEGE DIST $8,363,899 0000001019 LOS ANGELES COE $19,942,992 0000002033 LOS ANGELES CO/USC MED CTR AUX $494,429 0000006473 LOS ANGELES USD $24,000,837 000000Q986 LTSC COMMUNITY DEV CORP $1,943,520 000000A195 MARYVALE $2,775,952 000000B763 MEXICAN AMER OPP FOUNDATION $11,681,522 0000006480 MONTEBELLO USD $228,592 000000V362 MONTESSORI ACADEMY OF W COVINA INC $1,764,044 000000A980 MOUNT SAINT MARY'S UNIVERSITY $363,922 0000006481 MOUNTAIN VIEW ELEM SCH DIST $262,849 0000006482 MT SAN ANTONIO COMM COL DIST $2,734,367 000000Z407 ANGELA PRESCHOOL-MYECCC CORP $5,091,977 000000A863 OLIVE TREE LEARNING ACADEMY INC.$363,428 000000J852 OPTIONS FOR LEARNING $20,375,680 000000Q351 PAGE LEARNING ACADEMY INC $982,587 000000E564 PARA LOS NINOS $3,872,289 0000006489 PASADENA AREA COMM COL DIST $533,724 0000006488 PASADENA USD $558,801 000000Y628 PATHWAYS LA $3,725,455 000000B465 PLAZA COMMUNITY CENTER $8,748,661 0000006490 POMONA USD $2,856,233 000000A589 PRESCHOOL PARTNERS, LLC $4,325,119 000000Q975 PROYECTO PASTORAL $759,859 00000AA065 PUENTE AVENUE PRESCHOOL $2,199,407 000000A599 RAINBOW IN A CLOUD CHILD DEV CENTER $465,814 0000006492 RIO HONDO COMM COLLEGE DIST $380,702 000000B494 ROENNES SCHOOL $928,451 0000006497 SANTA CLARITA COMM COL DIST $365,776 0000006498 SANTA MONICA-MALIBU USD $2,375,773 000000V355 ST. ANNE'S FAMILY SERVICES $1,796,490 000000B469 THE CHILDRENS CENTER INC $392,008 000000G097 THE CHILDRENS COLLECTIVE INC $3,115,665 000000M373 THE COMMUNITY DEVELOPMENT CENTER INC $5,003,049 000000B480 LONG BEACH COMMUNITY IMPROVEMENT LEAGUE $481,142 000000H983 THE OCEAN PARK CHILD CARE FDN $176,406 0000003004 REGENTS OF THE UC-UCLA $559,303 000000X885 THE SALVATION ARMY $674,494 000000V419 VENICE FAMILY CLINIC $502,280 000000M962 VISTA DEL MAR CHILD & FAMILY SERVICES $1,517,535 000000B441 VOLUNTEERS OF AMERICA OF L A $1,220,175 00000AA719 WEECARE INC $2,088,312 00000AA721 WHITTIER CHRISTIAN SCHOOL $1,046,804 000000N586 YOUNG HORIZONS $2,528,352 1095 Child Care Bulletin No. 25-10 FISCAL YEAR 2025-26 INITIAL ALLOCATION FOR THE GENERAL CHILD CARE PROGRAMS (CCTR) Attachment I AGENCY CODE AGENCY NAME TOTAL MAXIMUM REIMBURSABLE AMOUNT* 000000N914 YMCA OF METROPOLITAN LA $485,200 000000P646 YMCA OF GREATER LONG BEACH $2,443,152 000000B331 YWCA OF GREATER LOS ANGELES CA $3,042,906 0000001020 MADERA COE $780,131 000000N053 COMMUNITY ACTION MARIN $10,654,706 000000A974 FAIRFAX-SAN ANSELMO CHILDREN'S CENTER $1,744,929 000000T442 NORTH BAY CHILDRENS CENTER INC $4,913,435 000000T266 NORTH MARIN COMMUNITY SERVICES $388,719 0000006547 SAUSALITO MARIN CITY SCHOOL DISTRICT $2,485,047 0000007371 MENDOCINO-LAKE COMM COL DIST $267,699 000000B514 NORTH COAST OPPORTUNITIES INC $2,243,254 0000006579 MERCED COMM COLLEGE DIST $1,305,097 0000001024 MERCED COE $3,330,075 0000007369 MAMMOTH USD $185,803 000000V651 EARLY DEVELOPMENT SERVICES INC $33,140,831 00000AA715 LAURA'S BARN PRESCHOOL $5,383,579 0000001027 MONTEREY COE $632,794 0000006609 MONTEREY PENINSULA USD $784,822 0000007382 NORTH MONTEREY COUNTY USD $2,203,551 000000A617 CHILD START, INC.$1,480,023 000000B523 COMM ACTION OF NAPA VALLEY $857,947 0000006627 NAPA VALLEY COMM COLLEGE DIST $932,287 0000006633 GRASS VALLEY ELEM SCH DIST $558,149 000000A351 KINDERLAND PRESCHOOL INC $900,255 0000001029 NEVADA CO SUPT OF SCHOOLS $788,362 0000006640 UNION HILL ELEM SCH DIST $400,694 000000B841 ASSOCIATED STUDENTS CSUF $786,360 000000V357 BOYS & GIRLS CLUBS OF GARDEN GROVE INC $1,777,852 0000002183 CITY OF LA HABRA $3,382,871 000000W929 EASTER SEALS SOUTHERN CAL INC $7,253,119 000000Q553 IRVINE CHILD CARE PROJECT $1,528,251 0000006664 PLACENTIA-YORBA LINDA USD $2,874,332 0000006668 RANCHO SANTIAGO COMM COL DIST $3,578,189 00000AA765 SAVANNA SCHOOL DISTRICT $3,255,111 000000B533 THE CHILDS-PACE FOUNDATION INC $742,227 0000003003 REGENTS OF THE UC-UC IRVINE $492,462 00000AA034 THINK TOGETHER $4,846,549 000000B507 TRAINING & RESEARCH FDTN $4,701,775 0000007364 TUSTIN USD $1,806,102 00000AA783 VDLR HOLDINGS INC $2,809,245 0000006674 WESTMINSTER SCHOOL DISTRICT $3,235,447 0000002191 CITY OF ROSEVILLE $525,317 000000H004 PLACER COMM ACTION CNCL INC $1,518,642 00000AA767 PLAY COUNTS EARLY EDUCATION LLC $1,173,990 0000006694 TAHOE-TRUCKEE USD $496,743 0000007514 FEATHER RIVER COMM COL DIST $94,690 000000Z186 BERMUDA DUNES LEARNING CENTER $5,700,934 0000002186 CITY OF MORENO VALLEY $1,140,797 000000U272 CORONA NORCO FAMILY YMCA $4,446,921 0000006702 DESERT COMM COLLEGE DIST $1,755,756 000000V358 ESCUELA DE LA RAZA UNIDA $2,474,935 000000T602 FAMILY SERVICE ASSOCIATION $7,122,596 000000A363 JAN PETERSON CHILD DAY CARE CENTER INC $1,902,066 0000006713 MT SAN JACINTO COMM COL DIST $435,829 0000006715 NUVIEW UNION SCHOOL DISTRICT $1,673,464 000000B540 RENU HOPE FOUNDATION $17,125,105 1096 Child Care Bulletin No. 25-10 FISCAL YEAR 2025-26 INITIAL ALLOCATION FOR THE GENERAL CHILD CARE PROGRAMS (CCTR) Attachment I AGENCY CODE AGENCY NAME TOTAL MAXIMUM REIMBURSABLE AMOUNT* 0000001033 RIVERSIDE COE $8,512,927 0000003005 REGENTS OF THE UC-UC RIVERSIDE $573,782 000000A613 ASSOCIATED STUDENTS OF CSUS $1,533,312 000000B213 BJ JORDAN CC PROGRAMS INC $36,783,020 00000AA723 BAES EDUCATION CENTER LLC $2,093,636 0000007397 CENTER JOINT USD $1,076,043 000000V160 KINDER WORLD INC $3,969,822 0000006737 LOS RIOS COMM COLLEGE DIST $580,143 00000AA786 M AND C CREEKSIDE LLC $603,036 00000AA717 MISSION AVE PRESCHOOL-MARGIN CORPORATION $509,262 0000006743 SACRAMENTO CITY USD $1,225,971 0000002173 SACRAMENTO EMPL & TRNG AGENCY $6,369,319 0000006744 SAN JUAN USD $1,920,237 000000B556 GOOD NEIGHB CLUB OF DEL PASO HEIGHTS CA $245,207 000000Z419 TINY SCHOLARS ACADEMY INC $1,976,657 00000AA068 TOTS OF LOVE CHILD DEV CENTER $4,204,353 0000007650 TWIN RIVERS USD $460,038 000000A598 CHINO MONTESSORI SCHOOL, INC.$801,484 0000006767 CHINO VALLEY USD $728,190 0000002176 CITY OF COLTON $884,466 0000006771 FONTANA USD $572,127 00000AA771 OAK TREE LEARNING CENTER $992,379 000000B561 REDLANDS DAY NURSERY $1,155,583 0000006787 SAN BERNARDINO CITY USD $4,840,977 0000006788 SAN BERNARDINO COMM COL DIST $1,412,453 0000002236 SAN BERNARDINO CO PRESCHOOL SERVICE DEPT $3,467,859 000000B565 UNIVERSITY ENT CORP AT CSUSB $45,814 0000006792 VICTOR VALLEY COMM COL DIST $909,641 000000H265 YMCA OF THE EAST VALLEY $814,204 00000AA069 AN-NUR LEARNING ACADEMY $1,093,254 000000H378 ASSOC STUDENTS-CSU SAN DIEGO $323,723 000000H406 BOYS & GIRLS CLUBS OF GREATER SAN DIEGO $1,262,205 000000Q804 CHILDREN OF THE RAINBOW INC $3,531,339 000000V273 CHILDRENS PARADISE INC.$27,206,637 00000AA772 CHILDRENS CHOICE ACADEMY INC $5,000,000 00000AA788 CHILDRENS CHOICE LEARNING CONN $5,000,000 000000H521 EDUC ENRICHMENT SYSTEMS INC $4,392,629 000000H543 FALLBROOK CHILD DEV CENTER $348,581 0000006814 GROSSMONT CUYAMACA CCD $698,991 000000A099 HEALTHY SOLUTIONS FOR PRNTS & CRGVRS $3,459,774 000000A063 HIGHER LEARNING ACADEMY, INC $1,292,333 000000A765 LEARNING JUNGLE SCHOOLS SAN DIEGO INC $10,141,089 000000B803 NORTH COUNTY COMMUNITY SVCS $2,036,057 000000X690 OCEAN BEACH CHILD CARE PROJECT INC $451,848 000000Q862 QUALITY CHILDREN'S SERVICES $2,381,727 0000007352 SAN DIEGO COMM COLLEGE DIST $802,696 0000001037 SAN DIEGO COE $1,854,201 00000AA787 SCIENTIA EDUCATION SOLUTIONS CORP $1,490,060 0000002165 SOUTHERN CAL TRIBAL CHAIR ASSN $72,739 000000S202 SUNSHINE'S PRESCHOOL ACADEMY $976,254 000000B794 ESCONDIDO COMM CH DEVELOP CTR $3,937,169 000000B801 THE NEIGHBORHOOD HOUSE ASSOC $3,326,737 00000AA773 TOOTRIS LLC $1,397,739 000000Q771 VISTA HILL FOUNDATION $702,834 000000V131 ASSOCIATED STUDENTS OF SF STATE UNIV $689,066 000000T026 GLIDE FOUNDATION $508,222 1097 Child Care Bulletin No. 25-10 FISCAL YEAR 2025-26 INITIAL ALLOCATION FOR THE GENERAL CHILD CARE PROGRAMS (CCTR) Attachment I AGENCY CODE AGENCY NAME TOTAL MAXIMUM REIMBURSABLE AMOUNT* 000000T765 CATHOLIC CHARITIES CYO OF THE ARCHDIOCE $662,899 000000L675 CHINATOWN COMM CHILDRENS CNTR $819,592 000000B590 COMPANEROS DEL BARRIO INC $2,591,980 000000B588 COMPASS FAMILY SERVICES $1,261,811 000000B603 FACES SF $11,554,855 000000B587 FELTON INSTITUTE $5,618,134 000000V854 FRANDELJA ENRICHMENT CENTER $1,451,487 000000B602 FRIENDS OF ST FRANCIS CHILDCARE CNTR INC $153,622 000000B593 HOLY FAMILY DAY HOMES OF SF $434,991 000000Q988 KAI MING INC $6,989,561 000000Q530 MISSION NEIGHBORHOOD CTRS INC $4,350,881 0000007353 CITY COLLEGE OF SAN FRANCISCO $397,877 0000006847 SAN FRANCISCO USD $31,786,669 000000W909 SOUTH OF MARKET CHILD CARE INC $2,096,733 000000A973 CROSS CULTURAL FAMILY CENTER $5,019,488 000000K854 TRUE SUNSHINE PRESCHOOL CENTER INC.$387,686 000000K875 WAH MEI SCHOOL $1,027,931 000000L606 WU YEE CHILDRENS SERVICES $13,951,846 000000W957 CREATIVE CHILD CARE INC $1,311,298 000000B616 EL CONCILIO CALIFORNIA $1,936,429 000000B620 FAM RESOURCE & REFERRAL CTR OF SAN JOAQ $1,693,113 000000N879 SAN JOAQUIN COUNTY CHILD ABUSE PREV CNCL $1,557,344 0000001039 SAN JOAQUIN COE $7,172,532 0000006866 SAN JOAQUIN DELTA CCD $601,496 000000B623 ASSOC STUDENT INC OF CAL POLY ST UNIV $240,374 000000B621 COMM ACTION PARTNERSHIP OF SLO CNTY INC $5,217,715 000000J834 THE SAN LUIS OBISPO CHILD DEV CTR $417,803 0000002189 CITY OF PACIFICA $1,204,006 000000Q811 COASTSIDE CHILD DEV CENTER $674,694 000000M358 COASTSIDE CHILDRENS PROGRAMS $412,640 000000B892 CREATIVE MONTESSORI LEARNING CENTER INC $433,596 000000L743 FRIENDS TO PARENTS $791,691 000000Q806 PALCARE $562,383 000000B629 PENINSULA FAMILY SERVICE $6,742,229 000000T006 REDWOOD CITY CHILD DEV PROGRAM $711,846 0000006905 SAN MATEO CO COMM COLLEGE DIST $379,039 0000001041 SAN MATEO COE $5,415,622 0000006907 SOUTH SAN FRANCISCO USD $812,111 0000006909 ALLAN HANCOCK JOINT COMM COL $755,996 000000A680 CASA DE BAMBINI $2,844,789 000000B643 COMM ACTION COMMISSION OF SANTA BARBARA $1,117,651 000000W935 ISLA VISTA YOUTH PROJECTS INC $2,469,937 0000001042 SANTA BARBARA COE $1,112,804 0000007678 SANTA BARBARA USD $1,428,713 0000003008 REGENTS OF THE UC-UCSB OFC OF RESEARCH $706,945 00000AA766 AB KIDS LLC $2,133,680 000000A988 ABC LEARNING PRESCHOOL & CHILDCARE, INC $2,280,710 000000V042 ASSOCIATED STUDENTS SAN JOSE STATE UNIV $793,797 000000X328 CA YOUNG WORLD INC $3,194,533 000000B655 CATALYST FAMILY INC.$50,820,236 0000006942 EAST SIDE UNION HIGH SCH DIST $3,210,395 0000006944 FOOTHILL-DE ANZA COMM COL DIST $498,230 000000B649 GO KIDS INC $23,671,556 0000007338 MILPITAS USD $691,060 0000006964 PALO ALTO USD $861,431 0000001043 SANTA CLARA COE $2,215,565 1098 Child Care Bulletin No. 25-10 FISCAL YEAR 2025-26 INITIAL ALLOCATION FOR THE GENERAL CHILD CARE PROGRAMS (CCTR) Attachment I AGENCY CODE AGENCY NAME TOTAL MAXIMUM REIMBURSABLE AMOUNT* 0000006967 SANTA CLARA USD $1,142,000 000000B214 SJB CHILD DEVELOPMENT CENTERS $6,216,424 000000A698 SAN JOSE GRAIL FAMILY SERVICES $3,258,627 0000006971 WEST VALLEY-MISSION CCD $595,713 000000T267 YWCA SILICON VALLEY $2,141,623 0000006974 CABRILLO COMM COLLEGE DIST $349,417 0000006976 LIVE OAK ELEM SCH DIST $686,195 0000006979 PAJARO VALLEY USD $4,097,521 0000003009 REGENTS OF THE UC-UCSC CHILDRENS CENTER $450,427 000000Q807 WALNUT AVE FAMILY AND WOMENS CENTER $642,302 000000B679 SHASTA COUNTY HEAD START $564,420 0000001045 SHASTA COE $965,990 000000J803 SISKIYOU CHILD CARE COUNCIL $849,709 00000AA713 A PLACE 2 GROW CARE & EDU SYS $2,480,981 0000007052 BENICIA USD $138,699 00000AA836 CIRCLE OF FRIENDS CDC, LLC $3,940,056 0000007055 SOLANO COMMUNITY COLLEGE DIST $552,516 0000007058 VALLEJO CITY USD $2,114,407 000000Y421 ASSOC STUDENTS -CSU SONOMA $259,393 000000B822 COMM CC CNCL OF SONOMA CO $812,052 000000B880 EXTENDED CC CLTN OF SONOMA CO $975,474 0000007539 HEALDSBURG USD $291,927 00000AA730 RISE & SHINE CCC & FAMILY SERVICES $966,925 0000007094 SONOMA CO JR COLLEGE DIST $546,714 000000N669 CHILDRENS CRISIS CENTER OF STANISLAUS CO $2,837,593 0000007116 MODESTO CITY ELEM SCH DIST $3,339,630 0000001050 STANISLAUS COE $5,150,952 0000007557 WATERFORD USD $209,296 0000007134 YOSEMITE COMM COLLEGE DIST $522,778 000000F001 E CENTER $2,185,764 000000B703 LIVE OAK CHURCH OF THE BRETHRN $229,353 0000001052 TEHAMA CO DEPT OF EDUCATION $1,603,363 000000N677 HUMAN RESPONSE NETWORK $192,333 00000AA063 KINDER KIDS MONTESSORI INC.$646,636 000000V447 FAMILY F O C U S $4,752,159 0000007208 RICHGROVE ELEM SCH DIST $680,087 0000001054 TULARE COE $1,442,973 000000A683 ABC KIDS PRESCHOOL AND CHILD CARE $3,139,907 0000007271 WOODLAND JOINT USD $624,927 0000001057 YOLO COE $1,805,633 0000007277 YUBA COMM COLLEGE DIST $801,367 000000Z520 EL PROYECTO DEL BARRIO, INC.$1,805,360 0000006428 BALDWIN PARK UNIFIED SCHOOL DISTRICT $2,504,783 000000A400 FAMILY OF PRAYER & PRAISE $1,624,302 000000F101 FARMWORKERS INST OF EDU AND LEADERSHIP $1,458,793 000000Z152 AZUSA DISCOVERY CENTER PRESCHOOL AND SCHOOL AGE $2,246,913 000000A380 EDUCATE $665,900 0000007266 VENTURA COUNTY COMMUNITY COLLEGE DISTRICT/OXNARD $533,119 000000B698 YWCA OF SONOMA COUNTY $346,462 0000001028 NAPA COE $883,100 000000B417 TARGET EIGHT ADVISORY COUNCIL $1,118,858 00000AA718 PARTNERS FOR CHILD CARE $1,299,418 000000F202 FAMILY MATTERS CHILD CARE CENTER $898,345 000000X680 SARAH KELLY'S CHILDCARE AND LEARNING CENTER $1,342,206 000000E202 EDUCATIONAL INNOVATIONS, INC.$1,273,444 1099 Child Care Bulletin No. 25-10 FISCAL YEAR 2025-26 INITIAL ALLOCATION FOR THE GENERAL CHILD CARE PROGRAMS (CCTR) Attachment I AGENCY CODE AGENCY NAME TOTAL MAXIMUM REIMBURSABLE AMOUNT* 000000J202 JM3 HOLDINGS LLC $3,196,743 000000T774 FAMILY YMCA OF THE DESERT $1,048,108 000000B789 EPISCOPAL COMMUNITY SERVICES $5,177,952 0000006821 MOUNTAIN EMPIRE UNIFIED SCHOOL DISTRICT $621,354 000000J101 JOYFUL LEARNING EDU. DEV. CENTER $1,901,564 000000H860 COCOKIDS, INC.$1,818,882 000000F303 FOREVER FRIENDS EARLY LEARNING CNTR LLC $2,751,011 00000AA785 MARTHAS VILLAGE AND KITCHEN $423,510 000000H101 HOORAY EDUCATION LLC $865,573 000000Y101 YMCA OF SUPERIOR CALIFORNIA $1,327,072 000000B704 NORTHERN CALIFORNIA CHILD DEVELOPMENT $276,798 0000007100 COTATI ROHNERT PARK UNIFIED SCHOOL DISTRICT $861,072 000000Y202 YMCA OF WEST SAN GABRIEL VALLEY $1,520,729 000000V365 VDA, INC.$904,454 000000H202 HILLCREST CONGREGATIONAL CHURCH $629,540 00000AA777 TWIGS TO TREES INC $338,499 000000Y303 YOLO FAMILY CHILD CARE NETWORK INC $3,015,386 000000F105 MERCED COUNTY COMMUNITY ACTION AGENCY $778,336 000000D101 DESERT PRESCHOOL ACADEMY $832,190 TOTAL $1,151,674,572 *Amounts above do not reflect all recently awarded funds. Amounts are subject to change. 1100 Child Care Bulletin No. 25-10 FISCAL YEAR 2025-26 INITIAL ALLOCATION FOR THE CHILD CARE FOR CHILDREN WITH SEVERE DISABILITIES (CHAN) Attachment II AGENCY CODE AGENCY NAME TOTAL MAXIMUM REIMBURSABLE AMOUNT 000000G139 ALA COSTA CENTER $475,123 000000B338 POMEROY RECREATION & REHAB CTR $1,381,131 Total $1,856,254 1101 Child Care Bulletin No. 25-10 FISCAL YEAR 2025-26 INITIAL ALLOCATION FOR THE CALIFORNIA MIGRANT CHILD CARE AND DEVELOPMENT PROGRAM (CMIG) Attachment III AGENCY CODE AGENCY NAME TOTAL MAXIMUM REIMBURSABLE AMOUNT 000000E063 YMCA OF THE EAST BAY $1,651,589 0000001006 COLUSA COE $824,032 000000N604 CNTRL VLY CHILDRENS SVCS NTWK $495,776 000000Q568 UNITED FAMILIES INC $1,046,839 000000Y320 COMMUNITY ACTION PARTNERSHIP OF KERN $293,823 0000006386 WEST KERN COMM COLLEGE DIST $867,655 000000B763 MEXICAN AMER OPP FOUNDATION*$2,420,827 000000B763 MEXICAN AMER OPP FOUNDATION*$2,487,837 000000B540 RENU HOPE FOUNDATION $411,517 000000Q862 QUALITY CHILDREN'S SERVICES $1,004,505 000000B616 EL CONCILIO CALIFORNIA $1,459,150 000000B621 COMM ACTION PARTNERSHIP OF SLO CNTY INC*$2,406,100 000000B621 COMM ACTION PARTNERSHIP OF SLO CNTY INC*$3,515,876 000000B655 CATALYST FAMILY INC.*$3,441,113 000000B655 CATALYST FAMILY INC.*$1,762,732 000000B649 GO KIDS INC $2,634,922 0000006979 PAJARO VALLEY USD $1,173,466 0000001050 STANISLAUS COE*$4,424,349 0000001050 STANISLAUS COE*$1,015,603 0000001054 TULARE COE $2,741,289 TOTAL $36,079,000 *Agency holds multiple contracts 1102 Child Care Bulletin No. 25-10 FISCAL YEAR 2025-26 INITIAL ALLOCATION FOR THE MIGRANT SPECIAL SERVICES PROGRAM (CMSS) Attachment IV AGENCY CODE AGENCY NAME TOTAL MAXIMUM REIMBURSABLE AMOUNT 000000E063 YMCA OF THE EAST BAY $247,738 0000001006 COLUSA COE $123,605 000000N604 CNTRL VLY CHILDRENS SVCS NTWK $74,366 000000Q568 UNITED FAMILIES INC $157,026 000000Y320 COMMUNITY ACTION PARTNERSHIP OF KERN $44,073 0000006386 WEST KERN COMM COLLEGE DIST $130,148 000000B763 MEXICAN AMER OPP FOUNDATION*$363,124 000000B763 MEXICAN AMER OPP FOUNDATION*$373,176 000000B540 RENU HOPE FOUNDATION $61,728 000000Q862 QUALITY CHILDREN'S SERVICES $150,676 000000B616 EL CONCILIO CALIFORNIA $218,873 000000B621 COMM ACTION PARTNERSHIP OF SLO CNTY INC*$360,915 000000B621 COMM ACTION PARTNERSHIP OF SLO CNTY INC*$527,381 000000B655 CATALYST FAMILY INC.*$516,167 000000B655 CATALYST FAMILY INC.*$264,410 000000B649 GO KIDS INC $395,238 0000006979 PAJARO VALLEY USD $176,020 0000001050 STANISLAUS COE*$663,652 0000001050 STANISLAUS COE*$152,340 0000001054 TULARE COE $411,193 TOTAL $5,411,849 *Agency holds multiple contracts 1103 May 16, 2025 CALIFORNIA DEPARTMENT OF SOCIAL SERVICES EXECUTIVE SUMMARY CHILD CARE BULLETIN (CCB) NO. 25-12 The purpose of this Child Care Bulletin (CCB) is to inform the California Work Opportunity and Responsibility to Kids Stages Two and Three contractors of initial contract allocations for Fiscal Year 2025-26. 1104 May 16, 2025 CHILD CARE BULLETIN (CCB) NO. 25-12 GUIDANCE TYPE: FISCAL TO: ALL COUNTY CHILD CARE COORDINATORS ALL CHILD CARE AND DEVELOPMENT CONTRACTORS SUBJECT:FISCAL YEAR 2025-2026 CALIFORNIA WORK OPPORTUNITY AND RESPONSIBILITY TO KIDS INITIAL CONTRACT ALLOCATIONS APPLICABLE PROGRAMS: CALIFORNIA WORK OPPORTUNITY AND RESPONSIBILITY TO KIDS STAGES TWO AND THREE REFERENCE:ASSEMBLY BILL (AB) 116 (CHAPTER 41, STATUTES OF 2023) SENATE BILL (SB) 140 (CHAPTER 193, STATUTES OF 2023); CHILD CARE BULLETIN (CCB) NUMBER (NO.)21-21; CCB 23-22:CCB 24-04; WELFARE AND INSTITUTIONS CODE (WIC) SECTIONS 10213.5;10372;10372.5 Purpose The purpose of this Child Care Bulletin (CCB) is to inform the California Work Opportunity and Responsibility to Kids (CalWORKs) Stage Two (C2AP) and Stage Three (C3AP) contractors of Fiscal Year (FY) 2025-26 initial planning contract allocations. Please note that award amounts are proposed, and any changes based on Budget Act enactment may be communicated in a forthcoming Budget Act amendment CCB. Contracts will be provided on a flow basis as soon as possible. Funding Terms and Conditions are located on the Contractor Resources webpage. An update to the FTCs is forthcoming for the upcoming FY 2025-26. 1105 CCB 25-12 Page Two Background CalWORKs families receiving Stage One Child Care move to Stage Two when the County Welfare Department (CWD) determines they are “stable,” or when the parent(s) or legal guardian(s) is/are discontinued from cash aid. Families can remain in Stage One or Stage Two until they have been discontinued from cash aid for 24 months. Stage One funding is available to CWDs as an entitlement to eligible CalWORKs families. CWDs claim Stage One costs through CDSS’ County Assistance Claim, and as an entitlement, Stage One is not allocated at the County level. The California Department of Social Services (CDSS) contracts with Alternative Payment Program (APP) agencies to administer Stage Two pursuant to Welfare and Institutions Code (WIC) Section 10372. For additional information on the Stage Two program, please refer to the Program Requirements for CalWORKs Stage Two. Families that have exhausted 24 months of CalWORKs Stage One or CalWORKs Stage Two Child Care after they have been off cash aid transition to Stage Three Child Care. This program provides care if funding is available, and if the family's income remains at or below 85 percent of the state median income. The CDSS contracts with Alternative Payment Program (APP) agencies to administer this program pursuant to WIC Section 10372.5. For additional information on the Stage Three program, please refer to the Program Requirements for CalWORKs Stage Three. As voucher-based programs, Stages Two and Three programs are reimbursed on the Regional Market Rate (RMR) schedule. The RMR ceilings are the maximum amounts that voucher-based child care providers can be reimbursed from the state for subsidized child care. Effective January 1, 2022, the RMR ceilings were established at the greater of the either of the following: •The 75th percentile of the 2018 Regional Market Rate survey for that region. •The Regional Market Rate ceilings that existed in that region on December 31, 2021. For additional information regarding the RMR ceiling changes effective January 1, 2022, please review Child Care Bulletin (CCB) 21-21 and the Reimbursement Ceilings for Subsidized Child Care webpage. Guidance The annual Budget Act requires CDSS to adjust Stage Two and Stage Three contract amounts during the contract period to ensure funds are distributed proportional to need. The Department accomplishes this by reviewing reported fiscal and caseload data periodically during the contract period to determine projected earnings, to amend contracts as needed. This review may result in either an augmentation or a reduction to the contract Maximum Reimbursable Amount (MRA). The process in which CDSS 1106 CCB 25-12 Page Three augments or reduces a contract is outlined in the Fiscal Handbook. An update to the Fiscal Handbook is forthcoming for the upcoming FY 2025-26. Initial contract allocations for C2AP contracts include an increase based on projected overall program caseload growth. Initial contract allocations for C3AP contracts include a reduction based on projected overall program caseload decline. The Department will continue to review projected earnings, as mentioned above. Assembly Bill (AB) 116 (Chapter 41, Statutes of 2023)established a revised Family Fee Schedule that became effective October 1, 2023. Families with an adjusted monthly family income below 75 percent of the state median income shall not be charged or assessed a family fee. The attachments display the full FY 25-26 allocation by contractor, including funding for revised Family Fee Schedule. For additional information regarding the restructured Family Fee schedule, please refer to CCB 23-22. SB 140 (Chapter 193, Statutes of 2023)amended WIC Section 10213.5 to redefine part-time care as care certified for a child for less than 25 hours per week instead of 30 hours per week. Full-time care is redefined as care certified for a child for 25 hours or more per week instead of more than 30 hours per week. An annualized allocation is provided to agencies affected by this policy change to cover the cost of transitioning these children from part-time status to full-time status. The attachments display the full FY 25-26 allocation by contractor, including funding for the redefinition of Full-time care. For additional information, please refer to CCB 24-04. Claiming The terms Project Cost Account (PCA) and Service Location (SL) codes are interchangeable and represent the same funding source. Effective July 1, 2024, CDSS utilizes and display coding that pertains to CDSS only. Therefore, a PCA/SL number that begins with a 1 is designated as state general funds and a PCA/SL beginning with a 2 is designated as federal funds. Contract numbers are still to be determined. As a reminder, Maximum Reimbursable Amounts are comprised of multiple funding sources. Each funding source’s corresponding PCA/SL is listed in the contract. Reimbursements are processed through a system-generated percent-to-total for each contract, which is comprised of multiple PCAs/SLs. Contractors are encouraged to review the PCA information and funding details in their local agreements and this CCB. Attachment I displays the initial contract allocation for the Stage Two contracted programs. Stage Two programs are funded with a combination of Child Care and Development (CCDF) Title XX and General Fund. Stage Two program costs should be claimed to the following PCAs: 1107 CCB 25-12 Page Four Project Cost Account/Service Location Code Code Title Federal Catalog Number 24178 TANF Tnsfr to Title XX-CCDF C2AP 93.575 13367 C2AP –General Fund N/A Attachment II displays the initial contract allocation for the Stage Three contracted programs. Stage Three programs are funded with CCDF and General Fund. Stage Three program costs should be claimed to the following PCAs: Project Cost Account/Service Location Code Code Title Federal Catalog Number 23881 C3AP – CCDF Discretionary 93.575 25452 C3AP – CCDF Matching 93.596 13024 C3AP –General Fund N/A For further information about fiscal reporting and claiming for voucher-based Child and Development programs, please refer to the most recently published Enrollment, Attendance, and Fiscal Reporting and Reimbursement Procedures for Child Care and Development Contracts, commonly referred to as the Fiscal Handbook located on the Fiscal Resources webpage. An update to the Fiscal Handbook is forthcoming. If you have questions or need additional guidance regarding the information in this letter, please contact the Child Development Fiscal Services inbox at ChildDevelopmentFiscal@dss.ca.gov. Sincerely, Original Document Signed By KIRA YOUNGER, Chief Fiscal Forecasting Branch Finance and Accounting Division Attachments 1108 Child Care Bulletin No. 25-12 FISCAL YEAR 2025-26 INITIAL ALLOCATION FOR THE CALWORKS STAGE TWO PROGRAM (C2AP) Attachment I AGENCY CODE AGENCY NAME TOTAL MAXIMUM REIMBURSABLE AMOUNT 000000B325 BANANAS INC $2,141,585 000000B376 COMM CHILD CARE COORD CNCL OF ALAMEDA $4,681,543 000000B388 HIVELY $2,870,677 000000U243 THE DAVIS ST COMM CNTR INC $2,468,459 000000N852 VALLEY OAK CHILDRENS SERVICES INC $2,769,938 000000X675 THE RESOURCE CONN OF AMADOR & CALAVERAS $405,376 0000001006 COLUSA COE $248,041 000000H860 COCOKIDS, INC.$2,818,681 0000002207 CONTRA COSTA CO EMPL/HUMAN SVC $5,936,493 000000X707 DEL NORTE CHILD CARE COUNCIL $106,873 000000N604 CNTRL VLY CHILDRENS SVCS NTWK $3,418,953 000000J162 SUPPORTIVE SERVICES INC $6,857,806 0000001011 GLENN COE $300,145 000000B205 CHANGING TIDES FAMILY SERVICES $873,021 0000001013 IMPERIAL COE $6,462,567 0000001014 INYO COE $70,526 0000001015 KERN CO SUPT OF SCHOOLS $10,784,215 000000P155 KINGS COMMUNITY ACTION ORG INC $3,530,153 0000001018 LASSEN COE $274,217 000000G090 CHILD CARE RESOURCE CENTER INC $98,992,997 000000N616 CHILDRENS HOME SOCIETY OF CAL $21,778,475 0000002187 CITY OF NORWALK $1,850,453 000000Y908 CONNECTIONS FOR CHILDREN $3,221,612 000000B749 CRYSTAL STAIRS INC $57,547,876 000000T292 DREW CHILD DEV CORP INC $12,928,354 000000B460 INTL INSTITUTE OF LOS ANGELES $760,445 000000B763 MEXICAN AMER OPP FOUNDATION $7,562,743 000000J852 OPTIONS FOR LEARNING $10,550,885 000000Y628 PATHWAYS LA $6,625,605 0000006490 POMONA USD $13,539,063 000000B509 COMM ACTION PARTNERSHIP OF MADERA CNTY $1,848,171 000000F228 MARIN CHILD CARE COUNCIL $1,299,372 000000B514 NORTH COAST OPPORTUNITIES INC $677,672 0000001024 MERCED COE $3,632,587 000000N984 TRAINING EMPL & COMM HELP INC $79,681 0000001026 MONO COE $100 000000B524 COMM RESOURCES FOR CHILDREN $482,627 000000H910 SIERRA NEVADA CHILDRENS SERVS $532,510 0000001030 ORANGE CO DEPT OF EDUCATION $8,499,200 0000001031 PLACER COE $2,105,165 000000N674 PLUMAS RURAL SERVICES $76,119 0000001033 RIVERSIDE COE $10,820,792 000000J388 CHILD ACTION INC $50,305,246 000000T007 CHILD DEVELOPMENT ASSOC INC $70,030,096 000000H945 YMCA OF SAN DIEGO COUNTY $44,266,784 0000002238 DEPT OF EARLY CHILDHOOD $8,688,130 000000B620 FAM RESOURCE & REFERRAL CTR OF SAN JOAQ $9,755,404 000000B621 COMM ACTION PARTNERSHIP OF SLO CNTY INC $2,495,877 000000M232 CHILD CARE COORD CNCL OF SAN MATEO CNTY $926,278 0000002241 SAN MATEO CO HUMAN SERVICES AGENCY $566,512 000000B845 CHILDREN'S RESRC & REF OF SANTA BARBARA $9,087,494 1109 Child Care Bulletin No. 25-12 FISCAL YEAR 2025-26 INITIAL ALLOCATION FOR THE CALWORKS STAGE TWO PROGRAM (C2AP) Attachment I AGENCY CODE AGENCY NAME TOTAL MAXIMUM REIMBURSABLE AMOUNT 0000001042 SANTA BARBARA COE $4,909,597 000000B655 CATALYST FAMILY INC.$1,541,238 000000X358 CHILD DEVELOPMENT INC $13,327,221 000000B649 GO KIDS INC $3,502,306 0000001045 SHASTA COE $3,312,604 000000J803 SISKIYOU CHILD CARE COUNCIL $150,267 000000B689 SOLANO FAMILY & CHILDREN'S COUNCIL INC $10,955,705 000000B822 COMM CC CNCL OF SONOMA CO $2,396,273 000000B883 RIVER TO COAST CHILDREN'S SVCS $99,576 000000N677 HUMAN RESPONSE NETWORK $100 0000001054 TULARE COE $6,736,372 000000N235 INFANT/CHILD ENRICHMT SVCS INC $312,240 000000B715 CHILD DEV RES OF VENTURA CO INC $3,299,451 Total $569,096,544 1110 Child Care Bulletin No. 25-12 FISCAL YEAR 2025-26 INITIAL ALLOCATION FOR THE CALWORKS STAGE THREE PROGRAM (C3AP) Attachment II AGENCY CODE AGENCY NAME TOTAL MAXIMUM REIMBURSABLE AMOUNT 000000B325 BANANAS INC $7,513,595 000000B376 COMM CHILD CARE COORD CNCL OF ALAMEDA $8,901,979 000000B388 HIVELY $3,538,299 000000U243 THE DAVIS ST COMM CNTR INC $3,402,966 000000N852 VALLEY OAK CHILDRENS SERVICES INC $3,412,406 000000X675 THE RESOURCE CONN OF AMADOR & CALAVERAS $366,509 0000001006 COLUSA COE $267,698 000000H860 COCOKIDS, INC.$17,704,353 000000X707 DEL NORTE CHILD CARE COUNCIL $142,749 000000N604 CNTRL VLY CHILDRENS SVCS NTWK $3,575,796 000000J162 SUPPORTIVE SERVICES INC $8,565,457 0000001011 GLENN COE $224,912 000000B205 CHANGING TIDES FAMILY SERVICES $310,563 0000001013 IMPERIAL COE $5,098,551 0000001014 INYO COE $89,307 0000001015 KERN CO SUPT OF SCHOOLS $13,292,998 000000P155 KINGS COMMUNITY ACTION ORG INC $1,989,340 0000001018 LASSEN COE $187,065 000000G090 CHILD CARE RESOURCE CENTER INC $92,229,033 000000N616 CHILDRENS HOME SOCIETY OF CAL $22,053,982 0000002187 CITY OF NORWALK $1,975,235 000000Y908 CONNECTIONS FOR CHILDREN $1,971,428 000000B749 CRYSTAL STAIRS INC $71,419,581 000000T292 DREW CHILD DEV CORP INC $9,458,943 000000B460 INTL INSTITUTE OF LOS ANGELES $550,988 000000B763 MEXICAN AMER OPP FOUNDATION $7,074,326 000000J852 OPTIONS FOR LEARNING $7,583,197 000000Y628 PATHWAYS LA $8,752,587 0000006490 POMONA USD $8,199,452 000000B509 COMM ACTION PARTNERSHIP OF MADERA CNTY $1,166,253 000000F228 MARIN CHILD CARE COUNCIL $1,877,337 000000B514 NORTH COAST OPPORTUNITIES INC $728,257 0000001024 MERCED COE $3,485,435 000000N984 TRAINING EMPL & COMM HELP INC $100 0000001026 MONO COE $100 000000B524 COMM RESOURCES FOR CHILDREN $623,440 000000H910 SIERRA NEVADA CHILDRENS SERVS $477,273 0000001030 ORANGE CO DEPT OF EDUCATION $4,210,051 0000001031 PLACER COE $2,445,019 000000N674 PLUMAS RURAL SERVICES $73,183 0000001033 RIVERSIDE COE $14,800,460 000000J388 CHILD ACTION INC $23,336,715 000000T007 CHILD DEVELOPMENT ASSOC INC $31,033,385 000000H945 YMCA OF SAN DIEGO COUNTY $18,435,382 000000B610 CHILDRENS COUNCIL SAN FRANCISCO $13,379,947 000000B620 FAM RESOURCE & REFERRAL CTR OF SAN JOAQ $10,995,222 000000B621 COMM ACTION PARTNERSHIP OF SLO CNTY INC $2,413,251 000000M232 CHILD CARE COORD CNCL OF SAN MATEO CNTY $2,665,593 000000B845 CHILDREN'S RESRC & REF OF SANTA BARBARA $2,248,402 0000001042 SANTA BARBARA COE $3,437,735 000000B655 CATALYST FAMILY INC.$879,362 1111 Child Care Bulletin No. 25-12 FISCAL YEAR 2025-26 INITIAL ALLOCATION FOR THE CALWORKS STAGE THREE PROGRAM (C3AP) Attachment II AGENCY CODE AGENCY NAME TOTAL MAXIMUM REIMBURSABLE AMOUNT 000000X358 CHILD DEVELOPMENT INC $15,159,458 000000B649 GO KIDS INC $8,211,432 0000001045 SHASTA COE $2,884,126 000000J803 SISKIYOU CHILD CARE COUNCIL $39,031 000000B689 SOLANO FAMILY & CHILDREN'S COUNCIL INC $7,643,490 000000B822 COMM CC CNCL OF SONOMA CO $2,773,883 000000B883 RIVER TO COAST CHILDREN'S SVCS $40,757 000000N677 HUMAN RESPONSE NETWORK $100 0000001054 TULARE COE $5,507,486 000000N235 INFANT/CHILD ENRICHMT SVCS INC $232,246 000000B715 CHILD DEV RES OF VENTURA CO INC $6,831,159 Total $497,888,365 1112 May 20, 2025 CALIFORNIA DEPARTMENT OF SOCIAL SERVICES EXECUTIVE SUMMARY CHILD CARE BULLETIN (CCB) NO. 25-13 The purpose of this Child Care Bulletin (CCB) is to provide guidance and support to contractors regarding the implementation of Assembly Bill (AB) 393 Welfare and Institutions Code (WIC) 10209.6, which requires the California Department of Social Services (CDSS) to create procedures for contractors to identify and report data on Dual Language Learners (DLL) enrolled in center-based General Child Care and Development Programs (CCTR) and center-based Migrant General Child Care and Development Programs (CMIG) administered by the California Department of Social Services (CDSS). 1113 May 20, 2025 CHILD CARE BULLETIN (CCB) NO. 25-13 GUIDANCE TYPE: DIRECTIVE TO: CHILD CARE AND DEVELOPMENT CONTRACTORS SUBJECT: GUIDANCE FOR IMPLEMENTATION OF ASSEMBLY BILL 393 FOR DUAL LANGUAGE LEARNERS APPLICABLE PROGRAMS: GENERAL CHILD CARE AND DEVELOPMENT PROGRAMS (CCTR) AND MIGRANT CHILD CARE DEVELOPMENT PROGRAMS (CMIG) REFERENCE:ASSEMBLY BILL 393;WELFARE AND INSTITUTIONS CODE 10209.6; EDUCATION CODE 8241.5; MANAGEMENT BULLETIN 23-03;CCB 24-16 Purpose The purpose of this Child Care Bulletin (CCB) is to provide guidance and support to contractors regarding the implementation of Assembly Bill (AB) 393 (Chapter 435, Statutes of 2023). AB 393 was codified in Welfare and Institutions Code (WIC) Section 10209.6 and requires the California Department of Social Services (CDSS) to create procedures for contractors to identify and report data on children who are Dual Language Learners (DLL) enrolled in center-based General Child Care and Development Programs (CCTR) and center-based Migrant General Child Care and Development Programs (CMIG). 1114 CCB 25-13 Page Two Background On August 13, 2024, CDSS published CCB 24-16 informing the field of the new requirements and implementation date for the provisions in WIC 10209.6. The law required the CDSS to develop procedures and tools for CCTR and CMIG contractors to collect and report data on DLLs enrolled in a center-based CCTR and center-based CMIG programs. These procedures and tools will be, to the greatest extent possible, aligned with the procedures and tools developed by the California Department of Education outlined in Management Bulletin 23-03. Beginning July 1, 2025, center-based CCTR and center-based CMIG contractors must begin collecting data on the number of DLL children, language characteristics of the CCTR or CMIG program, and language composition of program staff as specified in the guidance below. Guidance for Implementation This CCB includes the documents below for contractors to utilize while collecting data to identify DLLs. •Family Language Instrument (FLI) •Family Language and Interest Interview (FL&II) Parents or guardians of children in the applicable programs are not required to complete the Family Language Instrument (FLI) or the Family Language and Interest Interview (FL&II). If parents or guardians choose not to complete the Family Language Instrument and/or the Family Language and Interest Interview, it will not impact their child’s enrollment in a CCTR or CMIG program or affect the child's eligibility for childcare programs. Identifying Dual Language Learners No later than upon enrollment and recertification of children who are already enrolled in the program, contractors must identify DLLs in center-based CCTR or CMIG programs by one of two approaches: •Conduct the Family Language Instrument to identify a DLL or •If serving a school age child enrolled in a K-12 program, obtain information on a child’s designation as an English Learner. Determining Dual Language Learner Designation Programs must designate children as DLLs in accordance with the following: 1115 CCB 25-13 Page Three •If a language other than English is the answer to questions one, three, or four of the Family Language Instrument. Please refer to the Guidance on Conducting the Family Language Instrument section below for more information. •If the Family Language Instrument questions one, three, or four indicate English only, but program staff observe within 45 calendar days that the child demonstrates they communicate, respond to, or understand a language other than English, the program must share and review these observations with the family and update the Family Language Instrument as necessary to ensure proper designation. •A CCTR or CMIG contractor may use previous DLL designation data collected by a California State Preschool Program (CSPP) contractor to identify a child as a DLL or not a DLL. o If the child is identified as a DLL in a CSPP, staff may request the Family Language Instrument and Family Language and Interest Interview data from the CSPP. o If the child was identified as a non-DLL in the CSPP but demonstrates that they speak, respond to, or understand a language other than English, then the CCTR or CMIG program will have 45 days from the date of the child’s enrollment to determine if a staff designation is needed. Guidance on Conducting the Family Language Instrument (FLI) The goal of the Family Language Instrument is to better understand the language and developmental needs of DLLs enrolled in the center-based CMIG and CCTR programs. Therefore, it is important to ensure the Family Language Instrument is filled out accurately and completely. The Family Language Instrument can be conducted by staff, staff must ask all four questions in the instrument to the parent or guardian. Additionally, the program is required to ensure that the parent or guardian is aware of the next steps (detailed below) if it is determined that the child is identified as DLL. The Family Language Instrument must be distributed and collected at the time of enrollment or recertification of all children in the program. A completed Family Language Instrument must be kept and saved in the child’s file. The Family Language Instrument must be completed for each child, even if there are multiple children from the same family enrolled. If more than one child from the same family is enrolled, CDSS recommends the instruments be conducted at the same time for the convenience of the parent/guardian and program. Programs have the flexibility to place the questions from the Family Language Instrument on their own forms. To support with this, CDSS has provided translations of the Family Language Instrument in the following languages for parents/guardians: English, Spanish, Chinese (Simplified and Traditional), Tagalog, Vietnamese, Korean, Armenian, Arabic, Hindi, Punjabi, Russian, Farsi/Persian, and Hmong. 1116 CCB 25-13 Page Four Contractors can access the Family Language Instrument and Family Language and Interest Interview translations here. Staff Designation Process The program staff may determine and designate children as DLLs (through child observations, that the child demonstrates they of speak, respond, or understand a language(s) other than English) within 45 calendar days of enrollment. Program staff may designate children as DLLs through Staff Designation in accordance with the following: •In the event a parent or guardian chooses not to answer questions in the Family Language Instrument. o The child will be initially identified as “not a DLL”. •If the parent or guardian initially responded English only to questions one, three, and four in the Family Language Interview. If the program determines that the child is a DLL, then within 45 calendar days from the initial date of enrollment through child observations (child demonstrates they speak, respond to, or understand a language other than English) the program must meet and share documented child observations with the family and review the Family Language Instrument to ensure proper designation. During this meeting, CDSS recommends the following: •Share the benefits of multilingualism and home language development; •Share that proper designation can guide the program in supporting the child and their English and home language development, and will help improve program quality for dual language learners; •Clarify that this designation is specific to CCTR or CMIG and will not apply in elementary school and beyond; •Emphasize that the child’s data and information will not be shared with external agencies and that the data will only be used for the purpose of identifying and supporting DLL students; •Address any other hesitations or concerns they might have around the process; and, •Reassure families that this designation helps the program secure funding and resources for DLL children without affecting the child’s and family’s eligibility for the services. 1117 CCB 25-13 Page Five For any child identified as a DLL through Staff Designation, program staff shall attempt to meet with the child’s parent/guardian and obtain and document responses to questions six, seven, and eight from the Family Language and Interest Interview before 45 calendar days of designations. If the parent or guardian chooses not to update their answers to the Family Language Instrument after meeting with the program staff, the staff may designate the child as a DLL through Staff Designation. Once the designation is finalized, the staff will notify the parent or guardian. Staff Designation can only occur after communicating observations with the parent or guardian. This must be done within 45 calendar days after the child’s enrollment. If Staff Designation is used, then the contractor must include the following items in the family file: •Written observations of how the child has demonstrated they speak, respond to, or understand a language other than English and •Documentation from the conversation with the family about their responses to the Family Language Instrument. Guidance on Conducting the Family Language and Interest Interview (FL&II) The Family Language and Interest Interview (FL&II) must be completed for all children who have been identified as DLLs through the process described above. The CDSS advises the contractor or other designated staff, conducting the interview to provide families with information about the intent and purpose of the Family Language and Interest Interview before administering the interest interview. To support this conversation, the CDSS has included information in the beginning of Family Language and Interest Interview that contractors can use to guide the conversation with parents. To the extent possible, the CDSS strongly encourages contractors to conduct the interview in the language the family speaks. Programs must utilize the Family Language and Interest Interview on all children who have been identified as a DLL following the processes described above. The Family Language and Interest Interview must be conducted by the child’s designated staff member in collaboration with the parent or guardian. If the child’s designated staff is not conducting the interview, the staff member conducting the interview must share the results with the designated staff in order to best support the child. For children that are identified as dual language learners, any notes and/or responses from the Family Language and Interest Interview must be kept as part of the family data file. The CDSS recommends dedicating a minimum of 15 minutes per interview. Ideally, interviews are to be conducted in person when it is appropriate to do so.Staff should be sensitive and use culturally responsive strategies to support the needs of the family. Programs have the flexibility to place the questions from the Family Language and Interest Interview on their own forms. 1118 CCB 25-13 Page Six The Family Language and Interest Interview must be completed for each child even if there are multiple children from the same family. When multiple children are enrolled from the same family, CDSS recommends the interviews be conducted at the same time for the convenience of the parent/guardian and program. To support with this, CDSS has provided translations of the Family Language and Interest Interview in the following languages: English, Spanish, Chinese (Simplified and Traditional), Tagalog, Vietnamese, Korean, Armenian, Arabic, Hindi, Punjabi, Russian, Farsi/Persian, and Hmong. Contractors can access the Family Language Instrument & Family Language and Interest Interview Translations here. Contractors Data Requirements Contractors must maintain records of children identified as DLLs and be able to submit the data to CDSS upon request. The CDSS will be releasing additional guidance on required data elements, reporting instructions, reporting schedules, and the data system in the near future. Contractors should abide by the existing confidentiality rules in Title 5 (17732)and Title 22 (84070). Resources to Support Dual Language Learners The CCTR and CMIG programs are encouraged to offer families resources on the benefits of strengthening children’s bilingualism or multilingualism and ideas for what they can do at home to support their child’s language development. •Resources to share with families regarding the benefits of multilingualism and home language development include and are not limited to the following: •Benefits of Using Your Home Language (Available in 16 languages) •Language at Home and in the Community for Families (Available in 6 languages) •9 Ways to Support Your Child’s Bilingualism (Español)/(English) •Benefits of Multilingualism •DLL | National Association for the Education of Young Children (NAEYC) •Resources for Programs to Build Strong Relationships and Connections with Families: •ABC's of Family Engagement 1119 CCB 25-13 Page Seven •Resources for Supporting Dual Language Learners – Early Edge California •For access to culturally responsive training modules, visit the:CA Early Childhood Online Module (In the keyword search field, copy and paste: “Developing and Maintaining Responsive Relationships with Children and Families”. This resource is available in English and Spanish). •NAEYC - Engaging Families of Multilingual Learners •Resources to Support Children Dually Identified as DLL Children with Disabilities: •Resourcing Supports for Young Multilingual Learners with Suspected Disabilities in California: Learning Collaborative Recommendations (wested.org) The CDSS will host webinars and provide ongoing technical assistance for applicable contractors to support implementation efforts. If you have any questions or need additional guidance regarding the information in this CCB, please contact your assigned Program Quality and Improvement Branch Consultant. Sincerely, Original Document Signed By LUPE JAIME-MILEHAM, Ed.D. Deputy Director Child Care and Development Division 1120 Co n t r a C o s t a C o u n t y Em p l o y m e n t a n d H u m a n S e r v i c e s Up d a t e d H e a d S t a r t P r o g r a m P e r f o r m a n c e S t a n d a r d R e q u i r e m e n t s No . P e r f o r m a n c e S t a n d a r d S u m m a r y Co m p l i a n c e Da t e * CC C Co m p l i a n c e St a t u s De s c r i p t i o n o f C o m p l i a n c e / R e c o m m e n d e d Ac t i o n s 1 13 0 2 . 1 2 ( e ) A I A N I n c o m e E l i g i b i l i t y . Al l f a m i l i e s i n a n A m e r i c a n I n d i a n an d A l a s k a N a t i v e ( A I A N ) p r o g r a m ’ s s e r v i c e a r e a w i t h a g e - e l i g i b l e ch i l d r e n , o r p r e g n a n t w o m e n , a r e e l i g i b l e f o r H e a d S t a r t s e r v i c e s , re g a r d l e s s o f i n c o m e . 3/ 1 / 2 0 2 4 n/ a C C C d o e s n o t o p e r a t e a n A I A N p r o g r a m . 2 13 0 2 . 1 2 ( f ) M S H S I n c o m e E l i g i b i l i t y . Mi g r a n t a n d S e a s o n a l H e a d S t a r t (M S H S ) p r o g r a m s m a y s e r v e a n y c h i l d w h o h a s o n e f a m i l y m e m b e r wh o s e i n c o m e c o m e s p r i m a r i l y f r o m a g r i c u l t u r a l e m p l o y m e n t , re g a r d l e s s o f t o t a l f a m i l y i n c o m e 3/ 1 / 2 0 2 4 n/ a C C C d o e s n o t o p e r a t e a M S H S p r o g r a m . 3 13 0 2 . 1 4 ( a ) ( 2 ) , ( 3 ) A I A N a n d M S H S S e l e c t i o n C r i t e r i a . Tr i b e s m a y pr i o r i t i z e c h i l d r e n i n f a m i l i e s f o r w h i c h a c h i l d , a f a m i l y m e m b e r , o r a me m b e r o f t h e s a m e h o u s e h o l d , i s a m e m b e r o f a n I n d i a n t r i b e . M S H S pr o g r a m s m a y g i v e p r i o r i t y t o c h i l d r e n w h o s e f a m i l i e s c a n de m o n s t r a t e t h e y h a v e r e l o c a t e d f r e q u e n t l y w i t h i n t h e p a s t t w o y e a r s to p u r s u e a g r i c u l t u r a l w o r k . 3/ 1 / 2 0 2 4 n / a CC C d o e s n o t o p e r a t e a n A I A N o r M S H S pr o g r a m . 4 13 0 2 . 1 0 1 ( a ) ( 2 ) E m p l o y e e E n g a g e m e n t . A p r o g r a m m u s t c o m p l y w i t h en h a n c e d r e q u i r e m e n t s f o r e m p l o y e e e n g a g e m e n t t o p r o m o t e m o r e re s p o n s i v e m a n a g e m e n t s t y l e s d e s i g n e d t o i d e n t i f y a n d r e s o l v e ba r r i e r s t o h i g h - q u a l i t y j o b p e r f o r m a n c e . 10 / 2 1 / 2 0 2 4 Co m p l i a n t Su p e r v i s o r s a r e t r a i n i n g i n a n d e x e r c i s e Re f l e c t i v e S u p e r v i s i o n s t r a t e g i e s t o s u p p o r t me a n i n g f u l a n d e f f e c t i v e e m p l o y e e en g a g e m e n t a n d o n g o i n g s t a f f s u p e r v i s i o n . Up o n h i r e , m a n a g e r s b e g i n e n g a g e m e n t th r o u g h t h e o n b o a r d i n g p r o c e s s u t i l i z i n g a n or i e n t a t i o n c h e c k l i s t s p e c i f i c t o t h e i r j o b cl a s s i f i c a t i o n . R e g u l a r i n d i v i d u a l c h e c k - i n s ar e f a c i l i t a t e d b y m a n a g e r s . S t a f f a r e e n g a g e d in g o a l - s e t t i n g a s a c o m p o n e n t o f t h e a n n u a l pe r f o r m a n c e e v a l u a t i o n . Ba c k g r o u n d : Th e o f f i c e o f H e a d S t a r t p u b l i s h e d t i m e l i n e s b y w h i c h g r a n t r e c i p i e n t s m u s t c o m p l y w i t h t h e H e a d S t a r t P r o g r a m P e r f o r m a n c e S t a n d a r d s up d a t e d i n t h e f i n a l r u l e , S u p p o r t i n g t h e H e a d S t a r t W o r k f o r c e a n d C o n s i s t e n t Q u a l i t y P r o g r a m m i n g . T h e f i n a l r u l e w a s p u b l i s h e d i n t h e F e d e r a l R e g i s t e r o n Au g u s t 2 1 , 2 0 2 4 . *e c l k c . o h s . a c f . h h s . g o v / p u b l i c a t i o n / t i m e l i n e - c o m p l i a n c e - u p d a t e d - p e r f o r m a n c e - s t a n d a r d - r e q u i r e m e n t s 1 11 / 1 2 / 2 4 , S . R e i c h 11 2 1 Co n t r a C o s t a C o u n t y Em p l o y m e n t a n d H u m a n S e r v i c e s Up d a t e d H e a d S t a r t P r o g r a m P e r f o r m a n c e S t a n d a r d R e q u i r e m e n t s No . P e r f o r m a n c e S t a n d a r d S u m m a r y Co m p l i a n c e Da t e * CC C Co m p l i a n c e St a t u s De s c r i p t i o n o f C o m p l i a n c e / R e c o m m e n d e d Ac t i o n s 5 13 0 2 . 1 0 1 ( a ) ( 5 ) , 1 3 0 2 . 1 0 2 ( d ) T r a i n i n g o n I n c i d e n t R e p o r t i n g . A pr o g r a m m u s t s u b m i t r e p o r t s , a s a p p r o p r i a t e , t o t h e r e s p o n s i b l e H H S of f i c i a l i m m e d i a t e l y b u t n o l a t e r t h a n s e v e n c a l e n d a r d a y s f o l l o w i n g a he a l t h o r s a f e t y i n c i d e n t . A l l s t a f f a r e r e q u i r e d t o b e t r a i n e d t o im p l e m e n t r e p o r t i n g p r o c e d u r e s . 10 / 2 1 / 2 0 2 4 Co m p l i a n t In 2 0 2 3 C S B r e v i s e d i t s p r o c e d u r e s f o r re p o r t i n g i n c i d e n t s , e s t a b l i s h i n g e x p e c t a t i o n s wh i c h e n s u r e H H S o f f i c i a l n o t i f i c a t i o n n o l a t e r th a n s e v e n c a l e n d a r d a y s f o l l o w i n g a re p o r t a b l e h e a l t h o r s a f e t y i n c i d e n t . 6 13 0 2 . 1 2 ( i ) ( 1 ) H o u s i n g A d j u s t m e n t . A p r o g r a m m a y a d j u s t a f a m i l y ’ s in c o m e t o a c c o u n t f o r e x c e s s i v e h o u s i n g c o s t s w h e n d e t e r m i n i n g el i g i b i l i t y . 10 / 2 1 / 2 0 2 4 C o m p l i a n t En r o l l m e n t t e a m s c r e e n s f a m i l i e s o v e r 1 0 0 % of t h e F e d e r a l P o v e r t y L e v e l ( F P L ) f o r h o u s i n g co s t s e x c e e d i n g 3 0 % a n d h a s i m p l e m e n t e d us e o f a c a l c u l a t i o n s p r e a d s h e e t t o a d j u s t in c o m e a c c o r d i n g l y . 7 13 0 2 . 1 2 ( j ) M S H S E l i g i b i l i t y D u r a t i o n . In M S H S p r o g r a m s , o n c e a n in f a n t o r t o d d l e r a n d t h e i r f a m i l y a r e d e e m e d e l i g i b l e , t h e y a r e e l i g i b l e un t i l t h e y t u r n t h r e e y e a r s o l d . T h i s i s c o n s i s t e n t w i t h t h e r e q u i r e m e n t th a t c h i l d r e n p a r t i c i p a t i n g i n t h e E a r l y H e a d S t a r t p r o g r a m r e m a i n el i g i b l e f o r t h e d u r a t i o n o f t h e p r o g r a m . 10 / 2 1 / 2 0 2 4 n / a CC C d o e s n o t o p e r a t e a M S H S p r o g r a m . 8 13 0 2 . 1 3 M o d e r n i z i n g R e c r u i t m e n t . A p r o g r a m m u s t i n c l u d e m o d e r n te c h n o l o g i e s t o e n c o u r a g e a n d a s s i s t f a m i l i e s i n a p p l y i n g f o r ad m i s s i o n t o t h e p r o g r a m , a n d t o r e d u c e t h e f a m i l y ’ s a d m i n i s t r a t i v e an d p a p e r w o r k b u r d e n i n t h e a p p l i c a t i o n a n d e n r o l l m e n t p r o c e s s . 10 / 2 1 / 2 0 2 4 C o m p l i a n t Th e p r o g r a m h a s a n e x i s t i n g p r o c e s s w h e r e b y fa m i l i e s m a y s u b m i t a n o n l i n e a p p l i c a t i o n , ca l l t h e e n r o l l m e n t h o t l i n e / I n t e r a c t i v e V o i c e Re s p o n s e ( I V R ) s y s t e m , a n d s u b m i t a n d / o r si g n e l i g i b i l i t y d o c u m e n t s e l e c t r o n i c a l l y . 9 13 0 2 . 1 4 ( a ) ( 6 ) C h i l d r e n o f S t a f f M e m b e r s . A p r o g r a m m a y c o n s i d e r t h e en r o l l m e n t o f e l i g i b l e c h i l d r e n o f s t a f f m e m b e r s a s p a r t o f t h e se l e c t i o n c r i t e r i a 10 / 2 1 / 2 0 2 4 C o m p l i a n t CC C ' s S e l e c t i o n C r i t e r i a w a s a p p r o v e d b y t h e PC o n 2 / 2 1 / 2 4 a n d B O S o n 9 / 1 0 / 2 4 a n d i s ef f e c t i v e t h r o u g h 6 / 3 0 / 2 5 . C C C m a y c o n s i d e r ad d i t i o n o f c h i l d r e n o f s t a f f m e m b e r s t o t h e se l e c t i o n c r i t e r i a w h e n r e v i s i n g f o r t h e 2 0 2 5 - 20 2 6 p r o g r a m y e a r . *e c l k c . o h s . a c f . h h s . g o v / p u b l i c a t i o n / t i m e l i n e - c o m p l i a n c e - u p d a t e d - p e r f o r m a n c e - s t a n d a r d - r e q u i r e m e n t s 2 11 / 1 2 / 2 4 , S . R e i c h 11 2 2 Co n t r a C o s t a C o u n t y Em p l o y m e n t a n d H u m a n S e r v i c e s Up d a t e d H e a d S t a r t P r o g r a m P e r f o r m a n c e S t a n d a r d R e q u i r e m e n t s No . P e r f o r m a n c e S t a n d a r d S u m m a r y Co m p l i a n c e Da t e * CC C Co m p l i a n c e St a t u s De s c r i p t i o n o f C o m p l i a n c e / R e c o m m e n d e d Ac t i o n s 10 13 0 2 . 1 4 ( b ) ( 1 ) C h i l d r e n w i t h D i s a b i l i t i e s E n r o l l m e n t . A p r o g r a m m u s t en s u r e a t l e a s t 1 0 % o f i t s a c t u a l e n r o l l m e n t i s f i l l e d b y c h i l d r e n e l i g i b l e fo r s e r v i c e s u n d e r t h e I n d i v i d u a l s w i t h D i s a b i l i t i e s E d u c a t i o n A c t (I D E A ) . 10 / 2 1 / 2 0 2 4 C o m p l i a n t CC C h a s h i s t o r i c a l l y m e t t h e 1 0 % t h r e s h o l d wh e n c a l c u l a t i n g p e r c e n t a g e o f c h i l d r e n w i t h a d i s a b i l i t y p e r c u m u l a t i v e e n r o l l m e n t . O u r 20 2 4 P I R i n d i c a t e d X % o f e n r o l l e d c h i l d r e n en r o l l e d h a d a d i s a b i l i t y . 11 13 0 2 . 1 5 ( g ) M o d e r n i z i n g E n r o l l m e n t . A p r o g r a m m u s t r e g u l a r l y ex a m i n e t h e i r e n r o l l m e n t p r o c e s s e s a n d i m p l e m e n t a n y i d e n t i f i e d im p r o v e m e n t s t o s t r e a m l i n e t h e e n r o l l m e n t e x p e r i e n c e f o r f a m i l i e s . 1 0 / 2 1 / 2 0 2 4 C o m p l i a n t Th e e n r o l l m e n t p r o c e s s i s a n a l y z e d o n a n on g o i n g b a s i s i n o r d e r t o i d e n t i f y im p r o v e m e n t s t o s t r e a m l i n e e n r o l l m e n t . F o r th e 2 0 2 4 - 2 5 p r o g r a m y e a r o n - s i t e e n r o l l m e n t cl i n i c s a r e b e i n g f a c i l i t a t e d a t c e n t r a l i z e d lo c a t i o n s i n a r e a s o f t h e c o u n t y w i t h h i g h en r o l l m e n t n e e d s . 12 13 0 2 . 1 7 ( a ) S u s p e n s i o n a n d E x p u l s i o n . Su s p e n s i o n c o n t i n u e s t o b e a me a s u r e o f l a s t r e s o r t o n l y w h e n t h e r e i s a s e r i o u s s a f e t y t h r e a t . Pr o g r a m s m u s t f i r s t e n g a g e w i t h a m e n t a l h e a l t h c o n s u l t a n t , co l l a b o r a t e w i t h t h e p a r e n t s , a n d u s e a p p r o p r i a t e c o m m u n i t y re s o u r c e s . P r o g r a m s m u s t e x p l o r e a n d d o c u m e n t a l l s t e p s t a k e n t o ad d r e s s t h e b e h a v i o r s a n d s u p p o r t s n e e d e d t o f a c i l i t a t e t h e c h i l d ’ s sa f e r e e n t r y a n d c o n t i n u e d p a r t i c i p a t i o n i n t h e p r o g r a m . 1 0 / 2 1 / 2 0 2 4 Co m p l i a n t CS B ' s p r o c e d u r e s c u r r e n t l y a l i g n w i t h t h i s st a n d a r d . C S B ' s s t e p p l a n r e q u i r e s mu l t i d i s c i p l i n a r y e f f o r t s t o s u p p o r t a c h i l d w i t h co n t i n u e d p r o g r a m p a r t i c i p a t i o n a r e su f f i c i e n t l y d o c u m e n t e d . *e c l k c . o h s . a c f . h h s . g o v / p u b l i c a t i o n / t i m e l i n e - c o m p l i a n c e - u p d a t e d - p e r f o r m a n c e - s t a n d a r d - r e q u i r e m e n t s 3 11 / 1 2 / 2 4 , S . R e i c h 11 2 3 Co n t r a C o s t a C o u n t y Em p l o y m e n t a n d H u m a n S e r v i c e s Up d a t e d H e a d S t a r t P r o g r a m P e r f o r m a n c e S t a n d a r d R e q u i r e m e n t s No . P e r f o r m a n c e S t a n d a r d S u m m a r y Co m p l i a n c e Da t e * CC C Co m p l i a n c e St a t u s De s c r i p t i o n o f C o m p l i a n c e / R e c o m m e n d e d Ac t i o n s 13 13 0 2 . 3 4 ( b ) ( 9 ) M o d e r n i z i n g C o m m u n i c a t i o n . A p r o g r a m m u s t e n s u r e i t us e s a c c e s s i b l e c o m m u n i c a t i o n m e t h o d s a n d m o d a l i t i e s t h a t m e e t th e n e e d s o f t h e c o m m u n i t y w h e n e n g a g i n g w i t h p r o s p e c t i v e a n d en r o l l e d f a m i l i e s . 10 / 2 1 / 2 0 2 4 Co m p l i a n t As a n o u t c o m e o f 2 0 1 9 - 2 0 2 3 p r o g r a m g o a l s , th e e n r o l l m e n t p r o c e s s w a s m o d e r n i z e d th r o u g h u s e o f i n n o v a t i v e t e c h n o l o g i e s : In t e r a c t i v e V o i c e R e s p o n s e ( I V R ) s y s t e m , Sh o r t M e s s a g i n g S y s t e m ( S M S ) , w e b - b a s e d ap p l i c a t i o n a n d r e s o u r c e s p a g e . F a m i l y me e t i n g s a n d t r a i n i n g s ( i n c l u d i n g p a r e n t i n g cu r r i c u l u m ) i s o f f e r e d i n a v i r t u a l f o r m a t . A co m m u n i c a t i o n s u r v e y i s c o m p l e t e d b y fa m i l i e s a n n u a l l y t o e n s u r e t h e p r o g r a m i s ut i l i z i n g c o m m u n i c a t i o n m e t h o d s t h a t w o r k be s t f o r e n r o l l e d f a m i l i e s . 14 13 0 2 . 4 0 ( b ) H e a l t h a n d M e n t a l H e a l t h S e r v i c e s A d v i s o r y C o m m i t t e e . Pr o g r a m s m u s t e s t a b l i s h a n d m a i n t a i n a H e a l t h a n d M e n t a l H e a l t h Se r v i c e s A d v i s o r y C o m m i t t e e . 10 / 2 1 / 2 0 2 4 Co m p l i a n t An a l r e a d y e s t a b l i s h e d H e a l t h a n d N u t r i t i o n Se r v i c e s A d v i s o r y c o m m i t t e e w h i c h m e e t s tw i c e a n n u a l l y . T h e n e x t m e e t i n g , s c h e d u l e d fo r 1 2 / 5 / 2 4 , w i l l t a k e p l a c e u n d e r t h e n e w na m e : H e a l t h , M e n t a l H e a l t h , a n d N u t r i t i o n Se r v i c e s A d v i s o r y C o m m i t t e e . *e c l k c . o h s . a c f . h h s . g o v / p u b l i c a t i o n / t i m e l i n e - c o m p l i a n c e - u p d a t e d - p e r f o r m a n c e - s t a n d a r d - r e q u i r e m e n t s 4 11 / 1 2 / 2 4 , S . R e i c h 11 2 4 Co n t r a C o s t a C o u n t y Em p l o y m e n t a n d H u m a n S e r v i c e s Up d a t e d H e a d S t a r t P r o g r a m P e r f o r m a n c e S t a n d a r d R e q u i r e m e n t s No . P e r f o r m a n c e S t a n d a r d S u m m a r y Co m p l i a n c e Da t e * CC C Co m p l i a n c e St a t u s De s c r i p t i o n o f C o m p l i a n c e / R e c o m m e n d e d Ac t i o n s 15 13 0 2 . 4 1 , 1 3 0 2 . 4 2 ( b ) , 1 3 0 2 . 4 6 ( b ) M e n t a l H e a l t h I n t e g r a t i o n . Th e s e pr o g r a m r e q u i r e m e n t s c o n s i s t e n t l y i n t e g r a t e m e n t a l h e a l t h i n t o a l l as p e c t s o f p r o g r a m s e r v i c e d e l i v e r y . 10 / 2 1 / 2 0 2 4 Co m p l i a n t Th e C C C H S p r o g r a m h a s b e e n o p e r a t e d un d e r a m u l t i d i s c i p l i n a r y a p p r o a c h , w i t h h i g h le v e l s o f c o l l a b o r a t i o n a m o n g t h e d e s i g n a t e d He a l t h a n d M e n t a l H e a l t h c o n t e n t a r e a ma n a g e r s . F o r e x a m p l e , C S B f a c i l i t a t e s mo n t h l y m a n a g e r s m e e t i n g s a n d j o i n t f a m i l y me e t i n g s . C S B ' s m o d e l f o r c o m p r e h e n s i v e se r v i c e d e l i v e r y p o s i t i o n s a s s i s t a n t m a n a g e r s wh o a r e g e n e r a l i s t s a n d o b t a i n t r a i n i n g f r o m sp e c i a l i s t s i n t h e a r e a s o f H e a l t h a n d M e n t a l He a l t h . 16 13 0 2 . 4 5 ( b ) M e n t a l H e a l t h C o n s u l t a n t s . A p r o g r a m m u s t e n s u r e me n t a l h e a l t h c o n s u l t a n t s p r o v i d e c o n s u l t a t i o n s e r v i c e s t h a t b u i l d t h e ca p a c i t y o f a d u l t s i n a c h i l d ’ s l i f e t o s t r e n g t h e n a n d s u p p o r t t h e m e n t a l he a l t h a n d s o c i a l a n d e m o t i o n a l d e v e l o p m e n t o f c h i l d r e n . 1 0 / 2 1 / 2 0 2 4 Co m p l i a n t Th e C o u n t y ' s c o l l a b o r a t i o n w i t h t h e E a r l y Ch i l d h o o d M e n t a l H e a l t h P r o g r a m 17 13 0 2 . 4 7 ( b ) ( 1 0 ) S a f e t y P r a c t i c e s – L e a d . In f a c i l i t i e s w h e r e l e a d m a y ex i s t , p r o g r a m s m u s t r e g u l a r l y i n s p e c t a n d t e s t f o r t h e p r e s e n c e o f le a d a n d , a s n e e d e d , c o n d u c t r e m e d i a t i o n a n d a b a t e m e n t . 1 0 / 2 1 / 2 0 2 4 Co m p l i a n t CC C H S c e n t e r s f o l l o w C a l i f o r n i a H e a l t h a n d Sa f e t y C o d e s e c t i o n 1 5 9 7 . 1 6 , w h i c h r e q u i r e s th a t a l l l i c e n s e d C h i l d C a r e C e n t e r s co n s t r u c t e d b e f o r e 1 / 1 / 2 0 1 0 , t e s t t h e i r c o l d - wa t e r o u t l e t s u s e d f o r d r i n k i n g o r c o o k i n g f o r le a d b y 1 / 1 / 2 3 , a n d s u b s e q u e n t t e s t i n g m u s t oc c u r e v e r y 5 y e a r s . *e c l k c . o h s . a c f . h h s . g o v / p u b l i c a t i o n / t i m e l i n e - c o m p l i a n c e - u p d a t e d - p e r f o r m a n c e - s t a n d a r d - r e q u i r e m e n t s 5 11 / 1 2 / 2 4 , S . R e i c h 11 2 5 Co n t r a C o s t a C o u n t y Em p l o y m e n t a n d H u m a n S e r v i c e s Up d a t e d H e a d S t a r t P r o g r a m P e r f o r m a n c e S t a n d a r d R e q u i r e m e n t s No . P e r f o r m a n c e S t a n d a r d S u m m a r y Co m p l i a n c e Da t e * CC C Co m p l i a n c e St a t u s De s c r i p t i o n o f C o m p l i a n c e / R e c o m m e n d e d Ac t i o n s 18 13 0 2 . 4 7 ( b ) ( 5 ) S a f e t y P r a c t i c e s . Pr o g r a m s m u s t e n s u r e a l l s t a f f , co n s u l t a n t s , c o n t r a c t o r s , a n d v o l u n t e e r s f o l l o w a p p r o p r i a t e p r a c t i c e s to k e e p c h i l d r e n s a f e . A l i g n s t h e d e f i n i t i o n o f " c h i l d a b u s e a n d n e g l e c t " wi t h C h i l d A b u s e P r e v e n t i o n a n d T r e a t m e n t A c t ( a n o t h e r f e d e r a l st a t u t e ) . 10 / 2 1 / 2 0 2 4 Co m p l i a n t CS B r e v i s e d i t s s a f e t y p r a c t i c e s p r o c e d u r e s i n 20 2 3 , e s t a b l i s h i n g a c u l t u r e o f s a f e t y in c l u d i n g t o o l s f o r a c t i v e s u p e r v i s i o n a n d pe r s o n a l r i g h t s t r a i n i n g . A n n u a l t r a i n i n g s a r e pr o v i d e d w h i c h a l i g n w i t h t h i s s t a n d a r d . 19 13 0 2 . 5 0 ( a ) M o d e r n i z i n g E n g a g e m e n t w i t h F a m i l i e s . Pr o g r a m s m u s t co m m u n i c a t e w i t h f a m i l i e s i n a f o r m a t t h a t m e e t s t h e n e e d s o f e a c h in d i v i d u a l f a m i l y . 10 / 2 1 / 2 0 2 4 Co m p l i a n t A c o m m u n i c a t i o n s u r v e y i s c o m p l e t e d b y fa m i l i e s a n n u a l l y t o e n s u r e t h e p r o g r a m i s ut i l i z i n g c o m m u n i c a t i o n m e t h o d s t h a t w o r k be s t f o r e n r o l l e d f a m i l i e s . 20 13 0 2 . 5 3 ( b ) ( 2 ) Q R I S . Pr o g r a m s s h o u l d p a r t i c i p a t e i n t h e i r Q u a l i t y Ra t i n g a n d I m p r o v e m e n t S y s t e m ( Q R I S ) t o t h e e x t e n t p r a c t i c a b l e i f t h e st a t e o r l o c a l a r e a h a s s t r a t e g i e s i n p l a c e t o s u p p o r t t h e i r pa r t i c i p a t i o n . 10 / 2 1 / 2 0 2 4 Co m p l i a n t CC C H S c e n t e r s c u r r e n t l y p a r t i c i p a t e i n Q R I S . 21 13 0 2 . 8 0 ( d ) N e w b o r n V i s i t . A n e w b o r n v i s i t m u s t , a t m i n i m u m , i n c l u d e a d i s c u s s i o n o f t h e f o l l o w i n g : m a t e r n a l m e n t a l a n d p h y s i c a l h e a l t h , sa f e s l e e p , i n f a n t h e a l t h , a n d s u p p o r t f o r b a s i c n e e d s . 1 0 / 2 1 / 2 0 2 4 Co m p l i a n t Ne w b o r n v i s i t s i n c l u d e d i s c u s s i o n o f m a t e r n a l me n t a l a n d p h y s i c a l h e a l t h , s a f e s l e e p , i n f a n t he a l t h , a n d s u p p o r t f o r b a s i c n e e d s . 22 13 0 2 . 8 1 M e n t a l H e a l t h I n f o r m a t i o n a n d S e r v i c e s I n t e g r a t i o n f o r Ex p e c t a n t F a m i l i e s . Pr o g r a m s m u s t e n s u r e t h e r e q u i r e d p r e n a t a l a n d po s t p a r t u m i n f o r m a t i o n , e d u c a t i o n , a n d s e r v i c e s a r e p r o v i d e d t o en r o l l e d p r e g n a n t w o m e n , m o t h e r s , f a t h e r s , a n d p a r t n e r s o r o t h e r fa m i l y m e m b e r s . 10 / 2 1 / 2 0 2 4 Co m p l i a n t Se r v i c e s t o p r e g n a n t w o m e n i n c l u d e p r e n a t a l an d p o s t p a r t u m i n f o r m a t i o n a n d e d u c a t i o n ar e p r o v i d e d t o f a m i l i e s e n r o l l e d t h r o u g h t h e Co u n t y ' s p a r t n e r s h i p s w i t h A s p i r a n e t a n d Mo u n t D i a b l o U n i f i e d S c h o o l D i s t r i c t . 23 13 0 2 . 8 2 ( a ) M a t e r n a l H e a l t h C u r r i c u l u m . If a p r o g r a m u s e s a cu r r i c u l u m i n t h e p r o v i s i o n o f s e r v i c e s t o p r e g n a n t w o m e n a n d pr e g n a n t p e o p l e , i t s h o u l d b e a m a t e r n a l h e a l t h c u r r i c u l u m t o s u p p o r t pr e n a t a l a n d p o s t p a r t u m e d u c a t i o n n e e d s . 10 / 2 1 / 2 0 2 4 Co m p l i a n t Th e G r o w i n g G r e a t K i d s ® c u r r i c u l u m i n c l u d e s pr e n a t a l h e a l t h a n d p o s t p a r t u m e d u c a t i o n . *e c l k c . o h s . a c f . h h s . g o v / p u b l i c a t i o n / t i m e l i n e - c o m p l i a n c e - u p d a t e d - p e r f o r m a n c e - s t a n d a r d - r e q u i r e m e n t s 6 11 / 1 2 / 2 4 , S . R e i c h 11 2 6 Co n t r a C o s t a C o u n t y Em p l o y m e n t a n d H u m a n S e r v i c e s Up d a t e d H e a d S t a r t P r o g r a m P e r f o r m a n c e S t a n d a r d R e q u i r e m e n t s No . P e r f o r m a n c e S t a n d a r d S u m m a r y Co m p l i a n c e Da t e * CC C Co m p l i a n c e St a t u s De s c r i p t i o n o f C o m p l i a n c e / R e c o m m e n d e d Ac t i o n s 24 13 0 2 . 9 0 ( c ) S t a n d a r d s o f C o n d u c t . Pr o g r a m s m u s t e n s u r e t h a t s t a f f , co n s u l t a n t s , c o n t r a c t o r s , a n d v o l u n t e e r s d o n o t m a l t r e a t o r e n d a n g e r th e h e a l t h o r s a f e t y o f c h i l d r e n , a n d t h a t t h e y r e p o r t r e a s o n a b l y su s p e c t e d o r k n o w n i n c i d e n t s o f c h i l d a b u s e a n d n e g l e c t . 1 0 / 2 1 / 2 0 2 4 Co m p l i a n t CS B s t a n d a r d s o f c o n d u c t , s i g n e d b y a l l s t a f f , co n s u l t a n t s a n d v o l u n t e e r s a n n u a l l y . 25 13 0 2 . 9 1 ( e ) ( 8 ) ( i i ) M e n t a l H e a l t h C o n s u l t a n t s ' L i c e n s u r e . A p r o g r a m mu s t e n s u r e a l l m e n t a l h e a l t h c o n s u l t a n t s a r e l i c e n s e d o r u n d e r t h e su p e r v i s i o n o f a l i c e n s e d m e n t a l h e a l t h p r o f e s s i o n a l s . P r o g r a m s a l s o mu s t u s e m e n t a l h e a l t h c o n s u l t a n t s w i t h k n o w l e d g e o f a n d e x p e r i e n c e in s e r v i n g y o u n g c h i l d r e n a n d t h e i r f a m i l i e s . 10 / 2 1 / 2 0 2 4 Co m p l i a n t CC C p a r t n e r s w i t h E a r l y C h i l d h o o d M e n t a l He a l t h P r o g r a m f o r m e n t a l h e a l t h co n s u l t a t i o n s e r v i c e s . L i c e n s u r e i s a co m p o n e n t o f t h e c o n t r a c t . 26 13 0 2 . 9 2 ( b ) ( 1 ) P r o f e s s i o n a l D e v e l o p m e n t P l a n s . Pr o g r a m s m u s t de v e l o p p r o f e s s i o n a l d e v e l o p m e n t p l a n s f o r f u l l - t i m e s t a f f p r o v i d i n g di r e c t s e r v i c e s t o c h i l d r e n , a s r e q u i r e d i n S e c t i o n 6 4 8 A ( f ) o f t h e H e a d St a r t A c t . 10 / 2 1 / 2 0 2 4 C o m p l i a n t Pr o f e s s i o n a l d e v e l o p m e n t p l a n s a r e in c o r p o r a t e d i n t o t h e a n n u a l p e r f o r m a n c e ev a l u a t i o n f o r s t a f f i n c l a s s i f i c a t i o n s p r o v i d i n g di r e c t s e r v i c e s t o c h i l d r e n . 27 13 0 2 . 9 2 ( b ) ( 2 – 3 ) A n n u a l T r a i n i n g . Pr o g r a m s m u s t e n s u r e s t a f f r e c e i v e an n u a l t r a i n i n g o n : ( 1 ) M a n d a t o r y r e p o r t i n g ; ( 2 ) P o s i t i v e s t r a t e g i e s t o un d e r s t a n d a n d s u p p o r t c h i l d r e n ’ s s o c i a l a n d e m o t i o n a l d e v e l o p m e n t ; an d ( 3 ) T h e k n o w l e d g e , e x p e r i e n c e , a n d c o m p e t e n c i e s t o i m p r o v e ch i l d a n d f a m i l y o u t c o m e s . 10 / 2 1 / 2 0 2 4 Co m p l i a n t Al l 3 t o p i c s a r e i n c o r p o r a t e d i n t o t h e a n n u a l tr a i n i n g s c h e d u l e . *e c l k c . o h s . a c f . h h s . g o v / p u b l i c a t i o n / t i m e l i n e - c o m p l i a n c e - u p d a t e d - p e r f o r m a n c e - s t a n d a r d - r e q u i r e m e n t s 7 11 / 1 2 / 2 4 , S . R e i c h 11 2 7 Co n t r a C o s t a C o u n t y Em p l o y m e n t a n d H u m a n S e r v i c e s Up d a t e d H e a d S t a r t P r o g r a m P e r f o r m a n c e S t a n d a r d R e q u i r e m e n t s No . P e r f o r m a n c e S t a n d a r d S u m m a r y Co m p l i a n c e Da t e * CC C Co m p l i a n c e St a t u s De s c r i p t i o n o f C o m p l i a n c e / R e c o m m e n d e d Ac t i o n s 28 13 0 2 . 9 3 ( d ) C u l t u r e o f W e l l n e s s . A p r o g r a m s h o u l d c u l t i v a t e a p r o g r a m - wi d e c u l t u r e o f w e l l n e s s t h a t e m p o w e r s s t a f f a s p r o f e s s i o n a l s a n d su p p o r t s s t a f f t o e f f e c t i v e l y a c c o m p l i s h t h e i r j o b r e s p o n s i b i l i t i e s i n a hi g h - q u a l i t y m a n n e r . 10 / 2 1 / 2 0 2 4 Co m p l i a n t A c u l t u r e o f w e l l n e s s h a s b e e n e s t a b l i s h e d an d i s m a i n t a i n e d t h r o u g h w o r k o f C S B ' s we l l n e s s t e a m , S I A , w h i c h f o c u s e s o n S i m p l e , Im p a c t f u l a n d A c t i o n a b l e s t r a t e g i e s t o pr o m o t e w e l l n e s s . O n 5 / 8 / 2 4 , C S B f a c i l i t a t e d an a l l - s t a f f w e l l n e s s e v e n t w h i c h i n c l u d e d ke y n o t e s p e a k e r s o n D E I , t r a i n i n g o n s t r e s s re d u c t i o n , a s w e l l a s h e a l t h y c o o k i n g a n d pa i n t i n g s e s s i o n s . C C C p r o m o t e s w e l l n e s s th r o u g h o f f e r i n g a r o b u s t E m p l o y e e As s i s t a n c e P r o g r a m ( E A P ) . 29 13 0 3 . 4 2 S u i t a b l e F a c i l i t i e s . Gr a n t r e c i p i e n t s a r e n o l o n g e r r e q u i r e d t o ha v e a w r i t t e n s t a t e m e n t f r o m a n i n d e p e n d e n t r e a l e s t a t e p r o f e s s i o n a l co n f i r m i n g t h e l a c k o f o t h e r s u i t a b l e f a c i l i t i e s i n t h e a r e a . 1 0 / 2 1 / 2 0 2 4 Co m p l i a n t Th e C C C H S p r o g r a m w i l l n o l o n g e r r e q u e s t su c h w r i t t e n s t a t e m e n t s w h e n s u b m i t t i n g ca p i t a l p r o j e c t s r e q u e s t s f o r a p p l i c a b l e m a j o r re n o v a t i o n o r c o n s t r u c t i o n p r o j e c t s u t i l i z i n g fe d e r a l f u n d s . 30 13 0 3 . 4 3 U s e o f G r a n t F u n d s . If a r e c i p i e n t s e e k s t o u s e f e d e r a l f u n d s fo r r e a s o n a b l e f e e s a n d c o s t s n e c e s s a r y t o s u b m i t a n a p p l i c a t i o n un d e r § § 1 3 0 3 . 4 2 a n d 1 3 0 3 . 4 4 , t h e y m u s t b e g r a n t e d a p p r o v a l f r o m t h e re s p o n s i b l e H H S o f f i c i a l . O n c e a p p r o v a l i s g r a n t e d , t h e f u n d s a r e al l o w a b l e r e g a r d l e s s o f t h e o u t c o m e o f t h e p r e l i m i n a r y e l i g i b i l i t y de t e r m i n a t i o n . 10 / 2 1 / 2 0 2 4 Co m p l i a n t CC C w i l l r e q u e s t a p p r o v a l f o r u s e o f f e d e r a l fu n d s f o r r e a s o n a b l e f e e s a n d c o s t s ne c e s s a r y t o s u b m i t a p r e - a p p r o v a l ap p l i c a t i o n f o r m a j o r r e n o v a t i o n o r co n s t r u c t i o n p r o j e c t s . *e c l k c . o h s . a c f . h h s . g o v / p u b l i c a t i o n / t i m e l i n e - c o m p l i a n c e - u p d a t e d - p e r f o r m a n c e - s t a n d a r d - r e q u i r e m e n t s 8 11 / 1 2 / 2 4 , S . R e i c h 11 2 8 Co n t r a C o s t a C o u n t y Em p l o y m e n t a n d H u m a n S e r v i c e s Up d a t e d H e a d S t a r t P r o g r a m P e r f o r m a n c e S t a n d a r d R e q u i r e m e n t s No . P e r f o r m a n c e S t a n d a r d S u m m a r y Co m p l i a n c e Da t e * CC C Co m p l i a n c e St a t u s De s c r i p t i o n o f C o m p l i a n c e / R e c o m m e n d e d Ac t i o n s 31 13 0 3 . 4 4 A p p l i c a t i o n R e q u i r e m e n t s . Pr o g r a m s m u s t a d h e r e t o u p d a t e d ap p l i c a t i o n r e q u i r e m e n t s , i n c l u d i n g t h e f a c i l i t y ’ s v a l u e a n d a d d i t i o n a l in f o r m a t i o n H H S o f f i c i a l s m a y r e q u e s t a s p a r t o f t h e 1 3 0 3 p r o c e s s . 1 0 / 2 1 / 2 0 2 4 Co m p l i a n t CC C w i l l c o m p l y w i t h t h e r e v i s e d 1 3 0 3 p r e - ap p r o v a l r e q u i r e m e n t s w h e n r e q u e s t i n g t o us e f e d e r a l f u n d s f o r m a j o r r e n o v a t i o n / co n s t r u c t i o n p r o j e c t s . 32 13 0 5 . 2 D e f i n i t i o n s . Pr o g r a m s m u s t u s e n e w a n d r e v i s e d d e f i n i t i o n s f o r "E a r l y H e a d S t a r t " , " F e d e r a l i n t e r e s t " , " G r a n t r e c i p i e n t " , " H e a d S t a r t " , "H e a d S t a r t a g e n c y " , " H e a d S t a r t P r e s c h o o l " , " H o u s i n g c o s t s " , "I n c o m e " , " M a j o r r e n o v a t i o n s " , " M i g r a n t f a m i l y " , " P o v e r t y l i n e " , "P u r c h a s e " , a n d " S u s p e n s i o n " . 10 / 2 1 / 2 0 2 4 Co m p l i a n t CC C i s u s i n g n e w a n d r e v i s e d d e f i n i t i o n s un d e r t h i s s e c t i o n . 33 13 0 2 . 8 0 ( e ) P r e g n a n t W o m e n . A p r o g r a m m u s t t r a c k a n d r e c o r d se r v i c e s a n e n r o l l e d p r e g n a n t w o m a n o r p r e g n a n t p e r s o n r e c e i v e s , bo t h f r o m t h e p r o g r a m a n d t h r o u g h r e f e r r a l s , t o h e l p i d e n t i f y s p e c i f i c pr e n a t a l c a r e s e r v i c e s a n d r e s o u r c e s n e e d e d t o s u p p o r t a h e a l t h y pr e g n a n c y . 12 / 1 9 / 2 0 2 4 Co m p l i a n t CC C c u r r e n t l y m a i n t a i n s a r e c o r d o f s e r v i c e s ac c e s s e d b y p r e g n a n t p e r s o n s i n c l u d i n g re r e f e r r a l s a n d s e r v i c e s u t i l i z i n g i t s c h i l d a n d fa m i l y d a t a s y s t e m . 34 13 0 2 . 8 0 ( f ) P r o m o t i n g H e a l t h y B i r t h O u t c o m e s . Pr o g r a m s m u s t h e l p ad d r e s s d i s p a r i t i e s i n m a t e r n a l a n d b i r t h o u t c o m e s a c r o s s r a c i a l a n d et h n i c g r o u p s . 2/ 1 8 / 2 0 2 5 In - P r o g r e s s CC C w i l l r e v i e w a n d a n a l y z e i t s n e w co m m u n i t y a s s e s s m e n t t o i d e n t i f y d i s p a r i t i e s in m a t e r n a l a n d b i r t h o u t c o m e s a c r o s s r a c i a l an d e t h n i c g r o u p s . 35 13 0 2 . 1 1 ( b ) C o m m u n i t y A s s e s s m e n t . Pr o g r a m s m u s t c o l l e c t r e l e v a n t da t a w h i l e m a i n t a i n i n g t h e c o m m u n i t y a s s e s s m e n t ’ s c o n t e n t f o c u s o n ge o g r a p h i c l o c a t i o n , r a c e , e t h n i c i t y , e t c . R e q u i r e s p r o g r a m s t o co n d u c t a n n u a l u p d a t e s o n l y a s n e e d e d , s u c h a s i f t h e r e a r e si g n i f i c a n t s h i f t s i n c o m m u n i t y d e m o g r a p h i c s . 8/ 1 / 2 0 2 5 Co m p l i a n t Th e p r o g r a m c u r r e n t l y u t i l i z e d a c o n t r a c t o r wh o s u p p l i e s a c o m p r e h e n s i v e c o m m u n i t y as s e s s m e n t w i t h a l l r e q u i r e d c o m p o n e n t s an n u a l l y . *e c l k c . o h s . a c f . h h s . g o v / p u b l i c a t i o n / t i m e l i n e - c o m p l i a n c e - u p d a t e d - p e r f o r m a n c e - s t a n d a r d - r e q u i r e m e n t s 9 11 / 1 2 / 2 4 , S . R e i c h 11 2 9 Co n t r a C o s t a C o u n t y Em p l o y m e n t a n d H u m a n S e r v i c e s Up d a t e d H e a d S t a r t P r o g r a m P e r f o r m a n c e S t a n d a r d R e q u i r e m e n t s No . P e r f o r m a n c e S t a n d a r d S u m m a r y Co m p l i a n c e Da t e * CC C Co m p l i a n c e St a t u s De s c r i p t i o n o f C o m p l i a n c e / R e c o m m e n d e d Ac t i o n s 36 13 0 2 . 1 4 ( d ) B a r r i e r s t o E n r o l l m e n t . A p r o g r a m i s r e q u i r e d t o u s e d a t a fr o m t h e c o m m u n i t y a s s e s s m e n t t o i d e n t i f y p o t e n t i a l b a r r i e r s t o en r o l l m e n t a n d a t t e n d a n c e , i n c l u d i n g u s i n g d a t a t o u n d e r s t a n d ac c e s s t o t r a n s p o r t a t i o n f o r t h e h i g h e s t n e e d f a m i l i e s . 8 / 1 / 2 0 2 5 In - P r o g r e s s Th e c o m m u n i t y a s s e s s m e n t w i l l b e c o n d u c t e d by S p r i n g 2 0 2 5 a n d d a t a w i l l b e u s e d t o id e n t i f y p o t e n t i a l b a r r i e r s t o e n r o l l m e n t a n d at t e n d a n c e . 37 13 0 2 . 1 6 ( a ) ( 2 ) ( v ) B a r r i e r s t o A t t e n d a n c e . A p r o g r a m m u s t e x a m i n e ba r r i e r s t o r e g u l a r a t t e n d a n c e , s u c h a s a c c e s s t o s a f e a n d r e l i a b l e tr a n s p o r t a t i o n , a n d w h e r e p o s s i b l e , p r o v i d e o r f a c i l i t a t e t r a n s p o r t a t i o n fo r t h e c h i l d i f n e e d e d . 8/ 1 / 2 0 2 5 I n - P r o g r e s s Th e c o m m u n i t y a s s e s s m e n t w i l l b e c o n d u c t e d by S p r i n g 2 0 2 5 a n d d a t a w i l l b e u s e d t o id e n t i f y p o t e n t i a l b a r r i e r s t o e n r o l l m e n t a n d at t e n d a n c e . 38 13 0 2 . 2 3 ( b ) ( 2 – 4 ) F a m i l y C h i l d C a r e O p t i o n . Fa m i l y c h i l d c a r e ( F C C ) se r v i c e s m u s t c o m p l y w i t h s p e c i f i e d c h i l d r a t i o s a n d g r o u p s i z e s f o r pr o g r a m s . T h e r e i s n o l o n g e r r e f e r e n c e t o t h e t e r m " a s s i s t a n t pr o v i d e r " . A l l F C C p r o v i d e r s w h o c o u n t t o w a r d r a t i o s m u s t m e e t t h e qu a l i f i c a t i o n r e q u i r e m e n t s f o r F C C p r o v i d e r s d e s c r i b e d in § 1 3 0 2 . 9 1 ( e ) ( 4 ) . 8/ 1 / 2 0 2 5 n/ a CC C d o e s n o t o p e r a t e H S w i t h i n t h e F a m i l y Ch i l d C a r e O p t i o n . 39 13 0 2 . 4 5 ( a ) M u l t i d i s c i p l i n a r y A p p r o a c h . Pr o g r a m s m u s t u s e a mu l t i d i s c i p l i n a r y a p p r o a c h t o m e n t a l h e a l t h a n d w e l l n e s s s u p p o r t s . Me n t a l h e a l t h c o n s u l t a t i o n s e r v i c e s m u s t b e a v a i l a b l e a t a f r e q u e n c y of a t l e a s t o n c e a m o n t h ; i f a m e n t a l h e a l t h c o n s u l t a n t i s n o t a v a i l a b l e to p r o v i d e s e r v i c e s a t l e a s t o n c e a m o n t h , p r o g r a m s m u s t u s e o t h e r li c e n s e d m e n t a l h e a l t h p r o f e s s i o n a l s o r b e h a v i o r a l h e a l t h s u p p o r t sp e c i a l i s t s w h o c o o r d i n a t e w i t h a m e n t a l h e a l t h c o n s u l t a n t . 8 / 1 / 2 0 2 5 In - P r o g r e s s CC C p a r t n e r s w i t h E a r l y C h i l d h o o d M e n t a l He a l t h P r o g r a m f o r m e n t a l h e a l t h co n s u l t a t i o n s e r v i c e s . T h e p r o g r a m i s r e v i s i n g it s p r o c e d u r e s t o e n s u r e o v e r s i g h t s t r u c t u r e mo n i t o r s f o r m o n t h l y a v a i l a b i l i t y o f m e n t a l he a l t h c o n s o l a t i o n s e r v i c e s . *e c l k c . o h s . a c f . h h s . g o v / p u b l i c a t i o n / t i m e l i n e - c o m p l i a n c e - u p d a t e d - p e r f o r m a n c e - s t a n d a r d - r e q u i r e m e n t s 10 11 / 1 2 / 2 4 , S . R e i c h 11 3 0 Co n t r a C o s t a C o u n t y Em p l o y m e n t a n d H u m a n S e r v i c e s Up d a t e d H e a d S t a r t P r o g r a m P e r f o r m a n c e S t a n d a r d R e q u i r e m e n t s No . P e r f o r m a n c e S t a n d a r d S u m m a r y Co m p l i a n c e Da t e * CC C Co m p l i a n c e St a t u s De s c r i p t i o n o f C o m p l i a n c e / R e c o m m e n d e d Ac t i o n s 40 13 0 2 . 5 2 ( d ) F a m i l y P a r t n e r s h i p S e r v i c e s . Pr o g r a m s m u s t e n s u r e f a m i l y se r v i c e w o r k e r a s s i g n m e n t s d o n o t e x c e e d 4 0 f a m i l i e s p e r f a m i l y se r v i c e w o r k e r . P r o g r a m s m a y t e m p o r a r i l y e x c e e d t h e m a x i m u m du r i n g p e r i o d s o f s t a f f a b s e n c e a n d i n e m e r g e n c y o r r e c o v e r y ci r c u m s t a n c e s . A w a i v e r i s r e q u i r e d t o e x c e e d t h e r a t i o o f f a m i l y as s i g n m e n t s t o f a m i l y s e r v i c e w o r k e r i f i t w i l l e x t e n d b e y o n d a te m p o r a r y p e r i o d . 8/ 1 / 2 0 2 7 In - P r o g r e s s On A u g u s t 1 6 , 2 0 2 4 , t h e A d m i n i s t r a t i o n f o r Ch i l d r e n a n d F a m i l i e s i s s u e d a n a w a r d f o r t h e He a d S t a r t g r a n t . O n M a r c h 1 9 , 2 0 2 4 ( D . 4 ) , th e B o a r d o f S u p e r v i s o r s a p p r o v e d t h e su b m i s s i o n o f t h e g r a n t a p p l i c a t i o n w h i c h in c l u d e s n e w p o s i t i o n s . T h i s b u d g e t i n c l u d e s an i n c r e a s e i n C o m p r e h e n s i v e S e r v i c e s (f a m i l y s e r v i c e w o r k e r ) p o s i t i o n s t o l o w e r ca s e l o a d s t o 4 0 f a m i l i e s . 41 13 0 2 . 9 3 ( c ) S t a f f B r e a k s . A p r o g r a m m u s t p r o v i d e , f o r e a c h s t a f f me m b e r , r e g u l a r b r e a k s o f a d e q u a t e l e n g t h a n d f r e q u e n c y b a s e d o n ho u r s w o r k e d . D u r i n g b r e a k s , o n e t e a c h i n g s t a f f m e m b e r m a y b e re p l a c e d b y o n e s t a f f m e m b e r w h o d o e s n o t m e e t t h e t e a c h i n g qu a l i f i c a t i o n s r e q u i r e d f o r t h e a g e , p r o v i d e d t h a t t h i s s t a f f m e m b e r h a s th e n e c e s s a r y t r a i n i n g a n d e x p e r i e n c e t o e n s u r e s a f e t y o f c h i l d r e n a n d mi n i m a l d i s r u p t i o n t o t h e q u a l i t y o f s e r v i c e s . 8/ 1 / 2 0 2 7 Co m p l i a n t CC C c o m p l i e s w i t h S t a t e a n d F e d e r a l re q u i r e m e n t s p e r t a i n i n g t o s t a f f b r e a k s in c l u d i n g m e a l b r e a k s . P e r t h e 2 0 2 2 - 2 0 2 6 Lo c a l O n e M O U e m p l o y e e s a r e e n t i t l e d t o a re s t b r e a k f o r e a c h 4 h o u r s o f w o r k . T h e pr o g r a m w i l l i d e n t i f y h o w i t m a y o p e r a t i o n a l i z e ne w f l e x i b i l i t i e s o f a l l o w i n g a s t a f f m e m b e r t o pr o v i d e c l a s s r o o m c o v e r a g e w h o d o e s n o t me e t t e a c h i n g q u a l i f i c a t i o n s . *e c l k c . o h s . a c f . h h s . g o v / p u b l i c a t i o n / t i m e l i n e - c o m p l i a n c e - u p d a t e d - p e r f o r m a n c e - s t a n d a r d - r e q u i r e m e n t s 11 11 / 1 2 / 2 4 , S . R e i c h 11 3 1 Co n t r a C o s t a C o u n t y Em p l o y m e n t a n d H u m a n S e r v i c e s Up d a t e d H e a d S t a r t P r o g r a m P e r f o r m a n c e S t a n d a r d R e q u i r e m e n t s No . P e r f o r m a n c e S t a n d a r d S u m m a r y Co m p l i a n c e Da t e * CC C Co m p l i a n c e St a t u s De s c r i p t i o n o f C o m p l i a n c e / R e c o m m e n d e d Ac t i o n s 42 13 0 2 . 9 0 ( f ) B e n e f i t s . Fo r f u l l - t i m e s t a f f ( w o r k i n g 3 0 o r m o r e h o u r s p e r we e k ) t h e p r o g r a m m u s t p r o v i d e o r f a c i l i t a t e a c c e s s t o a f f o r d a b l e he a l t h c a r e c o v e r a g e , o f f e r p a i d l e a v e , a n d o f f e r a c c e s s t o s h o r t - t e r m , fr e e o r m i n i m a l c o s t b e h a v i o r a l h e a l t h s e r v i c e s . P a r t - t i m e s t a f f m u s t be c o n n e c t e d w i t h h e a l t h i n s u r a n c e o p t i o n s i n t h e M a r k e t p l a c e . Pr o g r a m s m u s t c o n n e c t e l i g i b l e s t a f f w i t h c h i l d c a r e s u b s i d y p r o g r a m s an d t h e P u b l i c S e r v i c e L o a n F o r g i v e n e s s P r o g r a m . S m a l l H e a d S t a r t ag e n c i e s w i t h 2 0 0 o r f e w e r s l o t s a r e e x e m p t f r o m m o s t o f t h e b e n e f i t s re q u i r e m e n t s , b u t t h e s e a g e n c i e s m u s t s t i l l m a k e m e a s u r a b l e im p r o v e m e n t i n b e n e f i t s f o r H e a d S t a r t s t a f f o v e r t i m e . 8 / 1 / 2 0 2 8 In - P r o g r e s s St a f f s c h e d u l e d t o w o r k a t l e a s t 2 0 h o u r s p e r we e k , C C C p r o v i d e s a f f o r d a b l e h e a l t h c a r e co v e r a g e . P a r t - t i m e s t a f f a r e c o n n e c t e d w i t h he a l t h i n s u r a n c e o p t i o n s . T h e p r o g r a m i s i n th e p r o c e s s o f i d e n t i f y i n g a p r o c e s s w h i c h en s u r e s s t a f f a r e c o n n e c t e d w i t h c h i l d c a r e su b s i d y p r o g r a m s a n d t h e P u b l i c S e r v i c e L o a n Fo r g i v e n e s s P r o g r a m . 43 13 0 2 . 9 0 ( e ) ( 1 ) P a y s c a l e . (i ) B y A u g u s t 1 , 2 0 3 1 , a p r o g r a m m u s t im p l e m e n t a s a l a r y s c a l e , s a l a r y s c h e d u l e , w a g e l a d d e r , o r o t h e r si m i l a r p a y s t r u c t u r e f o r p r o g r a m s t a f f s a l a r i e s t h a t i n c o r p o r a t e s t h e re q u i r e m e n t s i n p a r a g r a p h s ( e ) ( 2 ) t h r o u g h ( 4 ) o f t h i s s e c t i o n ; r e f l e c t s sa l a r i e s o r w a g e s f o r a l l o t h e r s t a f f i n t h e p r o g r a m ; p r o m o t e s s a l a r i e s th a t a r e c o m p a r a b l e t o s i m i l a r s e r v i c e s i n r e l e v a n t i n d u s t r i e s i n t h e i r ge o g r a p h i c a r e a ; a n d c o n s i d e r s , a t a m i n i m u m , r e s p o n s i b i l i t i e s , qu a l i f i c a t i o n s , e x p e r i e n c e r e l e v a n t t o t h e p o s i t i o n , a n d s c h e d u l e o r ho u r s w o r k e d . ( i i ) A f t e r A u g u s t 1 , 2 0 3 1 , a p r o g r a m m u s t r e v i e w i t s p a y st r u c t u r e a t l e a s t o n c e e v e r y 5 y e a r s t o a s s e s s w h e t h e r i t c o n t i n u e s t o me e t t h e e x p e c t a t i o n s d e s c r i b e d i n p a r a g r a p h ( e ) ( 1 ) ( i ) o f t h i s s e c t i o n . (i i i ) A p r o g r a m m u s t e n s u r e t h a t s t a f f s a l a r i e s a r e n o t i n e x c e s s o f l e v e l II o f t h e E x e c u t i v e S c h e d u l e , a s r e q u i r e d i n 4 2 U . S . C . 9 8 4 8 ( b ) ( 1 ) . 8/ 1 / 2 0 3 1 In - P r o g r e s s Th e P r o g r a m w i l l w o r k w i t h H R o n a s a l a r y st u d y w h i c h c o m p a r e s s i m i l a r s e r v i c e s i n re l e v a n t i n d u s t r i e s i n C o n t r a C o s t a C o u n t y . Sa l a r y s t u d y w i l l b e r e q u i r e d e v e r y 5 y e a r s . *e c l k c . o h s . a c f . h h s . g o v / p u b l i c a t i o n / t i m e l i n e - c o m p l i a n c e - u p d a t e d - p e r f o r m a n c e - s t a n d a r d - r e q u i r e m e n t s 12 11 / 1 2 / 2 4 , S . R e i c h 11 3 2 Co n t r a C o s t a C o u n t y Em p l o y m e n t a n d H u m a n S e r v i c e s Up d a t e d H e a d S t a r t P r o g r a m P e r f o r m a n c e S t a n d a r d R e q u i r e m e n t s No . P e r f o r m a n c e S t a n d a r d S u m m a r y Co m p l i a n c e Da t e * CC C Co m p l i a n c e St a t u s De s c r i p t i o n o f C o m p l i a n c e / R e c o m m e n d e d Ac t i o n s 44 13 0 2 . 9 0 ( e ) ( 2 ) P r o g r e s s t o p a y p a r i t y f o r e d u c a t i o n s t a f f w i t h el e m e n t a r y s c h o o l s t a f f . (i ) B y A u g u s t 1 , 2 0 3 1 , a p r o g r a m m u s t de m o n s t r a t e i t h a s m a d e p r o g r e s s t o p a r i t y w i t h k i n d e r g a r t e n t h r o u g h th i r d g r a d e t e a c h e r s b y e n s u r i n g t h a t e a c h H e a d S t a r t t e a c h e r re c e i v e s a n a n n u a l s a l a r y t h a t i s a t l e a s t c o m p a r a b l e t o t h e a n n u a l sa l a r y p a i d t o p r e s c h o o l t e a c h e r s i n p u b l i c s c h o o l s e t t i n g s i n t h e pr o g r a m ’ s l o c a l s c h o o l d i s t r i c t , a d j u s t e d f o r r e s p o n s i b i l i t i e s , qu a l i f i c a t i o n s , e x p e r i e n c e , a n d s c h e d u l e o r h o u r s w o r k e d . A p r o g r a m ma y p r o v i d e a n n u a l s a l a r i e s c o m p a r a b l e t o a n e i g h b o r i n g s c h o o l di s t r i c t i f t h e s a l a r i e s a r e h i g h e r t h a n a p r o g r a m ’ s l o c a l s c h o o l d i s t r i c t , ad j u s t e d f o r r o l e , r e s p o n s i b i l i t i e s , q u a l i f i c a t i o n s , e x p e r i e n c e , a n d sc h e d u l e o r h o u r s w o r k e d . 8/ 1 / 2 0 3 1 In - P r o g r e s s Th e P r o g r a m w i l l w o r k w i t h H R o n a s a l a r y st u d y w h i c h c o m p a r e s C C C t e a c h e r s a l a r y t o sc h o o l d i s t r i c t p r e s c h o o l t e a c h e r s . T h e pr o g r a m i n i s t h e p r o c e s s o f d e v e l o p i n g a pr o c e s s t o e n s u r e i t r e g u l a r l y t r a c k s d a t a o n ho w w a g e s p a i d t o t h e i r e d u c a t i o n s t a f f co m p a r e t o w a g e s p a i d t o p r e s c h o o l t h r o u g h th i r d g r a d e t e a c h e r s i n t h e i r l o c a l o r ne i g h b o r i n g s c h o o l d i s t r i c t . 45 13 0 2 . 9 0 ( 3 ) S a l a r y f l o o r . By A u g u s t 1 , 2 0 3 1 , a p r o g r a m m u s t e n s u r e , a t a m i n i m u m , t h e w a g e o r s a l a r y s t r u c t u r e e s t a b l i s h e d o r u p d a t e d u n d e r pa r a g r a p h ( e ) ( 1 ) ( i ) o f t h i s s e c t i o n p r o v i d e s a l l s t a f f w i t h a w a g e o r sa l a r y t h a t i s g e n e r a l l y s u f f i c i e n t t o c o v e r b a s i c n e e d s s u c h a s f o o d , ho u s i n g , u t i l i t i e s , m e d i c a l c o s t s , t r a n s p o r t a t i o n , a n d t a x e s , o r w o u l d be s u f f i c i e n t i f t h e w o r k e r ’ s h o u r l y r a t e w e r e p a i d a c c o r d i n g t o a f u l l - ti m e , f u l l - y e a r s c h e d u l e ( o r o v e r 2 , 0 8 0 h o u r s p e r y e a r ) . ( 4 ) W a g e co m p a r a b i l i t y f o r a l l a g e s s e r v e d . A p r o g r a m m u s t e n s u r e t h e w a g e o r sa l a r y s t r u c t u r e e s t a b l i s h e d o r u p d a t e d u n d e r p a r a g r a p h ( e ) ( 1 ) ( i ) o f th i s s e c t i o n d o e s n o t d i f f e r b y a g e o f c h i l d r e n s e r v e d f o r s i m i l a r pr o g r a m s t a f f p o s i t i o n s w i t h s i m i l a r q u a l i f i c a t i o n s a n d ex p e r i e n c e . 8/ 1 / 2 0 3 1 In - P r o g r e s s Th e P r o g r a m w i l l w o r k w i t h H R a n d l a b o r o n a sa l a r y s t u d y w h i c h c o m p a r e s s a l a r y s t r u c t u r e to s a l a r y t h a t i s g e n e r a l l y s u f f i c i e n t t o c o v e r ba s i c n e e d s . CC C c u r r e n t l y h a s t h e s a m e s a l a r y s c h e d u l e fo r s t a f f p r o v i d i n g t o i n s t r u c t i o n t o a l l a g e s se r v e d . *e c l k c . o h s . a c f . h h s . g o v / p u b l i c a t i o n / t i m e l i n e - c o m p l i a n c e - u p d a t e d - p e r f o r m a n c e - s t a n d a r d - r e q u i r e m e n t s 13 11 / 1 2 / 2 4 , S . R e i c h 11 3 3 Co n t r a C o s t a C o u n t y Em p l o y m e n t a n d H u m a n S e r v i c e s Up d a t e d H e a d S t a r t P r o g r a m P e r f o r m a n c e S t a n d a r d R e q u i r e m e n t s No . P e r f o r m a n c e S t a n d a r d S u m m a r y Co m p l i a n c e Da t e * CC C Co m p l i a n c e St a t u s De s c r i p t i o n o f C o m p l i a n c e / R e c o m m e n d e d Ac t i o n s 46 13 0 2 . 9 0 ( e ) W a g e s . Sm a l l H e a d S t a r t a g e n c i e s w i t h 2 0 0 o r f e w e r s l o t s ar e e x e m p t f r o m m o s t o f t h e w a g e r e q u i r e m e n t s , b u t t h e s e a g e n c i e s mu s t s t i l l d e v e l o p o r u p d a t e a p a y s c a l e t h a t p r o m o t e s c o m p e t i t i v e wa g e s f o r a l l s t a f f , a n d m a k e m e a s u r a b l e p r o g r e s s t o w a r d r e d u c i n g di s p a r i t i e s i n w a g e s b e t w e e n H e a d S t a r t e d u c a t o r s a n d p u b l i c pr e s c h o o l t e a c h e r s o v e r t i m e . T h e f i n a l r u l e i n c l u d e s a n o p t i o n f o r t h e Se c r e t a r y o f t h e D e p a r t m e n t o f H e a l t h a n d H u m a n S e r v i c e s ( H H S ) t o es t a b l i s h i n 2 0 2 8 a l i m i t e d w a i v e r p r o c e s s f o r m o s t o f t h e w a g e re q u i r e m e n t s f o r e l i g i b l e p r o g r a m s , i f t h e p r i o r f o u r y e a r s o f ap p r o p r i a t i o n i n c r e a s e s f o r H e a d S t a r t a r e l e s s t h a n a n a n n u a l a v e r a g e of 1 . 3 % . 8/ 1 / 2 0 3 1 n/ a CC C H S p r o g r a m s e r v e s m o r e t h a n 2 0 0 s l o t s . *e c l k c . o h s . a c f . h h s . g o v / p u b l i c a t i o n / t i m e l i n e - c o m p l i a n c e - u p d a t e d - p e r f o r m a n c e - s t a n d a r d - r e q u i r e m e n t s 14 11 / 1 2 / 2 4 , S . R e i c h 11 3 4 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2417 Name: Status:Type:Consent Item Passed File created:In control:6/10/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Agricultural Commissioner, or designee, to execute a contract with The City of Martinez to pay County an amount not to exceed $45,000 to provide services to treat invasive weeds in designated locations from May 1, 2024, through December 31, 2026. (100% City of Martinez) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Matt Slattengren, Ag Commissioner/Weights & Measures Director Report Title:Contract with City of Martinez ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Agricultural Commissioner, or designee, to execute a contract with The City of Martinez to pay County an amount not to exceed $45,000 to provide services to treat invasive weeds in designated locations from May 1, 2024, through December 31, 2026. FISCAL IMPACT: The County will be reimbursed in an amount not to exceed $45,000 by The City of Martinez for providing supplies and labor to control invasive weeds in designated locations. BACKGROUND: Contra Costa County Agriculture/Weights & Measures Department has a long history of weed management and weed abatement. Contra Costa County is generally infested with two main non-native and invasive weeds (Artichoke Thistle and Purple Star Thistle) which are both B rated pests, and both are a detriment to our range lands and our regional and state parks. The Department will be implementing control methods that will protect endangered species as well as promote regrowth of native and desirable plants. This agreement has a mutual indemnification provision which provides that each party will defend and indemnify the other for injuries or losses arising from the performance of the agreement. CONSEQUENCE OF NEGATIVE ACTION: CONTRA COSTA COUNTY Printed on 8/27/2025Page 1 of 2 powered by Legistar™ File #:25-2417,Version:1 If not approved, the County will not be able to provide services to control invasive weeds at the designated locations. There will be a decrease in revenue and possibly increase the spread of noxious and invasive weeds not native to California. CONTRA COSTA COUNTY Printed on 8/27/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2418 Name: Status:Type:Consent Item Passed File created:In control:6/10/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Agricultural Commissioner, or designee, to execute a contract with John Muir Land Trust to pay County an amount not to exceed $6,000 to provide services to treat invasive weeds in designated locations from April 1, 2025, through March 31, 2026. (100% John Muir Land Trust) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Matt Slattengren, Ag Commissioner/Weights & Measures Director Report Title:Contract with John Muir Land Trust ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Agricultural Commissioner, or designee, to execute a contract with John Muir Land Trust to pay County an amount not to exceed $6,000 to provide services to treat invasive weeds in designated locations from April 1, 2025, through March 31, 2026. FISCAL IMPACT: The County will be reimbursed in an amount not to exceed $6,000 by John Muir Land Trust for providing supplies and labor to control invasive weeds in designated locations. BACKGROUND: Contra Costa County Agriculture/Weights & Measures Department has a long history of weed management and weed abatement. Contra Costa County is generally infested with two main non-native and invasive weeds (Artichoke Thistle and Purple Star Thistle) which are both B rated pests, and both are a detriment to our range lands and our regional and state parks. The Department will be implementing control methods that will protect endangered species as well as promote regrowth of native and desirable plants. This agreement has a mutual indemnification provision which provides that each party will defend and indemnify the other for injuries or losses arising from the performance of the agreement. CONSEQUENCE OF NEGATIVE ACTION: CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2418,Version:1 If not approved, the County will not be able to provide services to control invasive weeds at the designated locations. There will be a decrease in revenue and possibly increase the spread of noxious and invasive weeds not native to California. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2419 Name: Status:Type:Consent Item Passed File created:In control:6/10/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Agricultural Commissioner, or designee, to execute a contract with State of California – Department of Parks and Recreation to pay County an amount not to exceed $55,205 to provide services to treat invasive weeds in Mount Diablo State Park from May 1, 2025, through April 30, 2028. (100% State) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Matt Slattengren, Ag Commissioner/Weights & Measures Director Report Title:Contract with State of California-Department of Parks and Recreation ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Agricultural Commissioner, or designee, to execute a contract with State of California - Department of Parks and Recreation to pay County an amount not to exceed $55,205 to provide services to treat invasive weeds in Mount Diablo State Park from May 1, 2025, through April 30, 2028. FISCAL IMPACT: The County will be reimbursed in an amount not to exceed $55,205 for providing supplies and labor to control invasive weeds in Mount Diablo State Park, Department of Parks for the State of California, 100% State Funds. BACKGROUND: Contra Costa County Agriculture/Weights & Measures Department has a long history of weed management and weed abatement. Contra Costa County is generally infested with two main non-native and invasive weeds (Artichoke Thistle and Purple Star Thistle) which are both B rated pests, and both are a detriment to our range lands and our regional and state parks. The Department will be implementing control methods that will protect endangered species as well as promote regrowth of native and desirable plants. This agreement has a mutual indemnification provision which provides that each party will defend and indemnify the other for injuries or losses arising from the performance of the agreement. CONSEQUENCE OF NEGATIVE ACTION: If not approved,the County will not be able to provide services to control invasive weeds at Mount Diablo CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2419,Version:1 If not approved,the County will not be able to provide services to control invasive weeds at Mount Diablo State Park.There will be a decrease in revenue and possibly increase the spread of noxious and invasive weeds not native to California. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2420 Name: Status:Type:Consent Item Passed File created:In control:6/10/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Agricultural Commissioner, or designee, to execute a contract with East Bay Municipal Utility District to pay the County an amount not to exceed $62,000 to provide services to treat invasive weeds in assigned districts from April 14, 2025, through April 13, 2026. (100% East Bay Municipal Utility District) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Matt Slattengren, Ag Commissioner/Weights & Measures Director Report Title:Contract with East Bay Municipal District (EBMUD) ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Agricultural Commissioner, or designee, to execute a contract with East Bay Municipal Utility District (EBMUD) to pay the County an amount not to exceed $62,000 to provide services to treat invasive weeds in assigned districts from April 14, 2025, through April 13, 2026. FISCAL IMPACT: The County will be reimbursed in an amount not to exceed $62,000 for providing supplies and labor to control invasive weeds in assigned districts for EBMUD. BACKGROUND: Contra Costa County Agriculture/Weights & Measures Department has a long history of weed management and weed abatement. Contra Costa County is generally infested with two main non-native and invasive weeds (Artichoke Thistle and Purple Star Thistle) which are both B rated pests, and both are a detriment to our range lands and our regional and state parks. The Department will be implementing control methods that will protect endangered species as well as promote regrowth of native and desirable plants. This agreement has a mutual indemnification provision which provides that each party will defend and indemnify the other for injuries or losses arising from the performance of the agreement. CONSEQUENCE OF NEGATIVE ACTION: CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2420,Version:1 If not approved, the County will not be able to provide services to control invasive weeds in assigned districts for EBMUD. There will be a decrease in revenue and possibly increase the spread of noxious and invasive weeds not native to California. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2421 Name: Status:Type:Consent Item Passed File created:In control:5/29/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Animal Services Director, to renew a Blanket Purchase Order with MWI Veterinary Supply Co. with a payment limit of $500,000 for veterinary pharmaceutical supplies and chemicals for the period of July 1, 2025, through June 30, 2026. (58% Contract Cities, 9% User Fees, 33% County General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Ben Winkleblack, Animal Services Director Report Title:Blanket Purchase Order with MWI Veterinary Supply Co. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Animal Services Director, to execute a Blanket Purchase Order with MWI Veterinary Supply Co. with a payment limit of $500,000 for veterinary pharmaceutical supplies and chemicals for the period of July 1, 2025, through June 30, 2026. FISCAL IMPACT: Projected FY 2025/26 costs are $500,000, covered by 58.4% City Contracts, 9.1% User Fees, 32.5% County General Fund. BACKGROUND: The Department’s in-house medical program requires access to a broad range of pharmaceutical and chemical supplies to support the care of thousands of animals each year. The County’s Public Works Purchasing Department conducted a formal competitive bid process in late 2022 on behalf of the Animal Services Department and awarded the bid to MWI Veterinary Supply Co., for three years with the option for a fourth and fifth year renewal. With the Board’s approval, this FY 25/26 Blanket Purchase Order of $500,000 will be entering its fourth year, allowing continued procurement of critical veterinary pharmaceuticals, medical supplies, and related products necessary for the health and welfare of animals in the County’s care. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2421,Version:1 CONSEQUENCE OF NEGATIVE ACTION: Failure to approve this action would impact the Department’s capacity to provide mandated veterinary medical care for sick and injured animals in the County’s shelter. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2422 Name: Status:Type:Consent Item Passed File created:In control:5/30/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Animal Services Director, or designee, to execute a contract with Dr. Michelle Mehalick, DVM, in an amount not to exceed $235,000 to provide veterinary services and operational oversight for the period July 1, 2025, through June 30, 2026. (58% City Contracts, 9% User Fees, 33% County General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Ben Winkleblack, Animal Services Director Report Title:Contract with Dr. Michelle Mehalick, DVM ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Animal Services Director, or designee, to execute a contract with Dr. Michelle Mehalick, DVM, in an amount not to exceed $235,000 to provide veterinary services and operational oversight for the period July 1, 2025, through June 30, 2026. FISCAL IMPACT: The cost of this contract will not exceed the amount of $235,000, funded by 58% City Contracts, 9% User Fees, and 33% County General Fund. BACKGROUND: Shelter Medicine Veterinarians are responsible for delivering veterinary services for the Animal Services Department, including general medical care, urgent and emergency care, and spay/neuter services for both shelter animals and those served through public programs. These services are essential to ensuring animal health, welfare, and compliance with veterinary and public health standards. Dr. Mehalick has been designated by the Department Director to provide operational oversight of the Shelter Medicine division. In this role, Dr. Mehalick is responsible for advising on the medical care and treatment, animal welfare oversight, euthanasia decision-making, program coordination, and ensuring that all veterinary practices are conducted per applicable laws, regulations, and departmental policies. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2422,Version:1 Additionally, Dr. Mehalick will maintain responsibility for the facility’s Veterinary Premises Permit and Drug Enforcement Administration (DEA) License, both of which are necessary for the legal operation of veterinary services within the shelter. Dr. Mehalick was selected as a sole-source provider due to her rare combination of qualifications, availability, and willingness to provide veterinary services in a high-volume municipal animal shelter - a setting in which few local veterinarians are willing or able to work. In addition to performing essential clinical duties, Dr. Mehalick fulfills critical operational and regulatory roles, including advising the department on shelter medical operations and guiding high-volume care protocols. She also provides both her DEA license and premise permit, which are required for the facility’s legal compliance in order to perform veterinary procedures, including surgeries, vaccinations, and euthanasia. CONSEQUENCE OF NEGATIVE ACTION: Failure to approve this contract for FY 25/26 would result in the loss of the Department’s Veterinary Premises Permit and Drug Enforcement Administration (DEA) License, both of which are legally required for the provision of veterinary services at the shelter. In addition, the department would lack the necessary oversight for critical medical functions. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2423 Name: Status:Type:Consent Item Passed File created:In control:6/6/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Animal Services Director, to execute a blanket purchase order amendment with MWI Veterinary Supply Co. to increase the payment limit by $200,000 to a new payment limit of $700,000 for veterinary pharmaceutical supplies with no change to the term of July 1, 2024, through June 30, 2025. (34% General Fund, 58% Contract Cities, 8% Licenses and Fees) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Ben Winkleblack, Animal Services Director Report Title:Blanket Purchase Order Amendment with MWI Veterinary Supply Co ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Animal Services Director, to execute a blanket purchase order amendment with MWI Veterinary Supply Co. to increase the payment limit by $200,000 to a new payment limit of $700,000 for veterinary pharmaceutical supplies with no change to the term of July 1, 2024, through June 30, 2025. FISCAL IMPACT: Projected FY 2024/25 costs are $700,000 and funded by 34% General Fund, 58% Contract Cities, 8% Licenses and Fees. BACKGROUND: The Department’s in-house medical program requires access to a broad range of pharmaceutical and chemical supplies to support the care of thousands of animals each year. The County’s Public Works Purchasing Department conducted a formal competitive bid process in late 2022 on behalf of the Animal Services Department and awarded the bid to MWI Veterinary Supply Co., for three years with the option for a fourth and fifth year renewal. With the Board’s approval, this change order increases the FY 2024/25 Blanket Purchase Order payment limit by $200,000, from $500,000 to a total of $700,000. This increase will enable the department to procure additional veterinary pharmaceuticals, medical supplies, and related products essential to maintaining the health CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2423,Version:1 and welfare of animals in the County’s care. CONSEQUENCE OF NEGATIVE ACTION: Failure to approve this action would impact the Department’s capacity to provide mandated veterinary medical care for sick and injured animals in the County’s shelter. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2424 Name: Status:Type:Consent Item Passed File created:In control:6/9/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Animal Services Director, or designee, to execute a contract amendment with SAGE Veterinary Partners, LLC. to continue providing emergency veterinary care, with no change in the payment limit of $500,000, and extend the term through June 30, 2026. (58.4% City Contracts, 9.1% User Fees, 32.5% County General Fund).? Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Ben Winkleblack, Animal Services Director Report Title:Contract Amendment with SAGE Veterinary Partners, LLC. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Animal Services Director, or designee, to execute a contract amendment with SAGE Veterinary Partners, LLC. to continue providing emergency veterinary care, with no change in the payment limit of $500,000, and extend the term through June 30, 2026. FISCAL IMPACT: Approval of this amendment will not impact the budgeted expenditures up to $500,000 funded by 58.4% City Contracts, 9.1% User Fees, 32.5% County General Fund. BACKGROUND: The Animal Services Department has contracted with SAGE Veterinary Partners, LLC since 2017 and currently holds an agreement for the period of July 1, 2024, through June 30, 2025. With Board approval, this contract will be extended through June 30, 2026, to ensure continued access to 24-hour emergency veterinary services for sick, injured, stray, abandoned, or neglected animals. A Request for Proposal (RFP) is being developed with County Purchasing Services for future service provision. No increase in service costs is anticipated during the extension period, and the payment limit will remain at $500,000. The proposed amendment has been reviewed and approved as to form by County Counsel. CONSEQUENCE OF NEGATIVE ACTION: CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2424,Version:1 Failure to approve this action would significantly limit the Department’s ability to provide veterinary medical care for sick and injured animals outside of regular business hours. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2425 Name: Status:Type:Consent Item Passed File created:In control:5/30/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:RATIFY the Animal Services Director’s execution of a contract with R&S Erection of Concord, Inc., in the amount of $7,668 to repair two gates at the Animal Services facility in Martinez, dated May 15, 2025. (34% General Fund, 58% Contract Cities, 8% Licenses and Fees) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Ben Winkleblack, Animal Services Director Report Title:Ratification of Contract with R&S Erection of Concord, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: RATIFY the Animal Services Director’s execution of a contract with R&S Erection of Concord, Inc., in the amount of $7,668 to repair two gates at the Animal Services facility in Martinez, dated May 15, 2025. FISCAL IMPACT: Contract cost: $7,668, funded by 34% General Fund, 58% Contract Cities, 8% Licenses and Fees. BACKGROUND: On April 25, 2025, the Animal Services Department received a quote from R & S Erection of Concord, Inc. to perform urgent repairs to the access gates at the secured facility parking lot. This lot requires controlled access as it houses departmental assets, including Animal Services Officer vehicles, operational equipment storage, outdoor animal exercise yards, livestock holding areas, and staff personal vehicles. Both entry gates were experiencing mechanical failures that required immediate attention to avoid further issues with functionality, sensor operation, and secure closure. R&S Erection of Concord, Inc. completed the repair and service of the gates on May 22, 2025. The urgent repairs and the expedited vendor agreement was essential for maintaining facility security and is why the Department seeks the Board to ratify the contract. CONSEQUENCE OF NEGATIVE ACTION: CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2425,Version:1 Failure to ratify will prevent the Department from making payment upon the completed contract for R&S Erection of Concord, Inc. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2426 Name: Status:Type:Consent Item Passed File created:In control:6/3/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:ACCEPT Board members meeting report for May 2025. Attachments:1. District III May 2025.pdf, 2. District IV May 2025 report.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Monica Nino, County Administrator Report Title:Accept Board members meeting report for May 2025 ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT Board members meeting report for May 2025. FISCAL IMPACT: No fiscal impact. BACKGROUND: Government Code section 53232.3(d) requires that members of legislative bodies report on meetings attended for which there has been expense reimbursement (mileage, meals, lodging, etcetera). The attached reports were submitted by the Board of Supervisors members in satisfaction of this requirement. District I, II, and V have nothing to report. CONSEQUENCE OF NEGATIVE ACTION: The Board of Supervisors will not be in compliance with Government Code 53232.3(d). CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2426,Version:1 CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ Date Meeting Name Location 13-May Board of Supervisors Martinez 20-May Board of Supervisors Martinez 21-May CCTA Walnut Creek Supervisor Diane Burgis - May 2025 AB1234 Report (Government Code Section 53232.3(d) requires that members legislative bodies report on meetings attended for which there has been expense reimbursement (mileage, meals, lodging, etc). * Reimbursement may come from an agency other than Contra Costa County Purpose Meeting Meeting Meeting Supervisor Diane Burgis - May 2025 AB1234 Report (Government Code Section 53232.3(d) requires that members legislative bodies report on meetings attended for which there has been expense reimbursement (mileage, meals, lodging, etc). * Reimbursement may come from an agency other than Contra Costa County Date Meeting Name Location 2-May Equity Committee Meeting Martinez 12-May Meeting with County Administrator, Monica Nino Martinez 13-May Board of Supervisors Meeting Martinez 16-May Behavioral Health Board Meeting Martinez 19-May Equity Committee Meeting Martinez 30-May East Bay Regional Communication System Authority Governing Board Dublin Supervisor Ken Carlson - May 2025 AB1234 Report (Government Code Section 53232.3(d) requires that members legislative bodies report on meetings attended for which there has been expense reimbursement (mileage, meals, lodging, etc). * Reimbursement may come from an agency other than Contra Costa County Purpose Decision on Agenda Items Monthly Briefing Decision on Agenda Items Board Orientation Decision on Agenda Items Decision on Agenda Items Supervisor Ken Carlson - May 2025 AB1234 Report (Government Code Section 53232.3(d) requires that members legislative bodies report on meetings attended for which there has been expense reimbursement (mileage, meals, lodging, etc). * Reimbursement may come from an agency other than Contra Costa County 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2427 Name: Status:Type:Consent Item Passed File created:In control:6/16/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Board Chair to sign an amendment to the Employment Agreement between the County and County Administrator Monica Nino, effective June 24, 2025, to authorize: a 5% merit increase to base pay; a contract term extension through June 30, 2027; a modification of the vacation buy-back provision; and the elimination of a cash settlement provision in the event of early contract termination. Attachments:1. CAO employment agreement - 2025 amendment.pdf, 2. 2025-06-24 C.11 Employment Agmt Amend Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Candace Andersen, District II Supervisor Report Title:Amendment to Employment Agreement Between the County and County Administrator Monica Nino ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Board Chair to sign an amendment to the Employment Agreement between the County and County Administrator Monica Nino, effective June 24, 2025, to authorize: a 5% merit increase to base pay; a contract term extension through June 30, 2027; a modification of the vacation buy-back provision; and the elimination of a cash settlement provision in the event of early contract termination. FISCAL IMPACT: The total annual contract cost includes a base salary of $501,859.40 and $118,770.05 in pension costs. The County Administrator’s budget for fiscal year 2025-26 has sufficient funds to cover the contract cost. BACKGROUND: On June 10, 2025, the Board of Supervisors completed a performance review of the County Administrator. It is recommended that her employment agreement be amended to provide that effective June 24, 2025, the County Administrator will receive a 5% merit increase to base pay, for an annual salary of $501,859.40. The amendment also extends the term of her employment agreement through June 30, 2027, allows the County Administrator to elect to buy back up to 114 vacation hours once every 13 months, and eliminates a contract provision that previously provided for a cash settlement if the County terminated the contract before the end of the contract term. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2427,Version:1 CONSEQUENCE OF NEGATIVE ACTION: The County Administrator’s employment agreement will not be amended. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ Page 1 of 2 SECOND AMENDMENT TO EMPLOYMENT AGREEMENT BETWEEN THE COUNTY OF CONTRA COSTA AND MONICA NINO 1. Parties and Effective Date. Effective June 24, 2025, this Second Amendment amends the Employment Agreement dated January 4, 2021, and the Amendment to the Employment Agreement dated January 4, 2022, (together, the “Employment Agreement”) by and between Monica Nino, County Administrator (“EMPLOYEE”) and the County of Contra Costa (“COUNTY”). 2. Term. The term of this Second Amendment is from the effective date of this amendment through June 30, 2027. 3. Amendment. The Employment Agreement is amended as follows: A. Section 2, Term, is deleted in its entirety and replaced with the following: 2. Term. The term of this agreement is from January 4, 2021, through June 30, 2027. B. Subsection (a), Base Salary, of Section 5, Compensation, is deleted in its entirety and replaced with the following: a. Base Salary. Commencing June 24, 2025, COUNTY will pay EMPLOYEE an annual base salary of $501,859.40 at the same times that COUNTY pays its other employees. All salary payments will be subject to the withholding of EMPLOYEE’s share of benefits, and such other federal, state, and local taxes and other deductions and withholding as may be legally required. C. Subsection (a), Vacation, of Section 6, Vacation, Automobile Allowance, and Deferred Compensation, is deleted in its entirety and replaced with the following: a. Vacation. In lieu of vacation accruals as specified in Section 1.17 of the Management Resolution, beginning January 4, 2022, EMPLOYEE will accrue 23-1/3 vacation hours per month during the term of this Agreement, not to exceed 560 maximum cumulative hours. Notwithstanding Section 16 of the Management Resolution, EMPLOYEE may elect to buy back up to 114 vacation hours once every 13 months. D. Subsection (c), Termination by COUNTY Without Cause, of Section 10, Compensation and Benefits Following Termination, is deleted in its entirety (including subsections (1), (2), and (3) of subsection (c)) and replaced with the following: c. Termination by COUNTY Without Cause. At its discretion, COUNTY may terminate EMPLOYEE’s employment at any time upon sixty (60) days advance written notice to EMPLOYEE. This termination will be effective on the sixtieth day. In this event, COUNTY’s total liability to EMPLOYEE will be Page 2 of 2 limited to payment of EMPLOYEE’s compensation through the effective date of termination, together with cash reimbursement for vacation and personal holiday leave accrual balances. 4. Entire Agreement. This Second Amendment constitutes the entire agreement between COUNTY and EMPLOYEE pertaining to the subject matter of this Second Amendment and supersedes all prior or contemporaneous written or verbal agreements and understandings between EMPLOYEE and COUNTY regarding this Second Amendment. Each party to the Second Amendment acknowledges that no representations, inducements, promises, or agreements, oral or otherwise, have been made by any party, or anyone acting on behalf of a party, that are not embodied in this Second Agreement, and that no agreement, statement, or promise not contained in this Second Amendment shall be valid or binding on either party. 5. Effect. Except as amended by the Second Amendment, the Employment Agreement remains in full force and effect. Executed at the City of Martinez on June 24, 2025. COUNTY OF CONTRA COSTA EMPLOYEE By: ___________________________ By: __________________________ Candace Andersen Monica Nino Chair, Board of Supervisors H:\2025\Board of Supervisors\CAO employment agreement - 2025 amendment.docx 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2428 Name: Status:Type:Consent Item Passed File created:In control:6/4/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Director of Child Support Services, or designee, to execute a Memorandum of Understanding with Butte County Department of Child Support Services at no cost to the County, to provide call center services for the period July 1, 2025 through June 30, 2028. (No fiscal impact) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Matt Brega, Child Support Services Director Report Title:MOU with Butte County Call Center ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Director of Child Support Services, or designee, to execute a Memorandum of Understanding, including indemnification language, with Butte County Department of Child Support Services at no cost to the County, to provide call center services for the period July 1, 2025 through June 30, 2028. FISCAL IMPACT: No fiscal impact to Contra Costa County. This project will be fully funded by Butte County Child Support Services with allocations from the Federal Government at 66% and State of California at 34%. BACKGROUND: The Department of Child Support Services utilizes Butte County Call Center services in answering incoming phone calls, providing general information to case participants, employers, and title companies, updating participant data, and making activity log entries. The MOU includes indemnification language approved by County Counsel. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, the department will not have call center services to best serve its customers. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2428,Version:1 CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2025- 220 Name: Status:Type:Consent Resolution Passed File created:In control:5/15/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:ADOPT Resolution No. 2025-220 proclaiming June 2025 as Community Action Month in Contra Costa County, as recommended by the Employment and Human Services Director. Attachments:1. Resolution No. 2025-220 Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:Community Action Month Proclamation 2025 ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT a resolution proclaiming June 2025 as Community Action Month in Contra Costa County, as recommended by the Employment and Human Services Director. FISCAL IMPACT: There is no fiscal impact for this action. BACKGROUND: The Community Services Bureau of the Employment and Human Services Department is the Community Action Agency for Contra Costa County. Community Action Agencies were created when the Economic Opportunity Act of 1964 was signed into law and have a 60-year history of promoting self-sufficiency for those with limited income. May is Community Action Month and this year’s observance celebrates 60 years of reducing poverty, revitalizing communities, and empowering individuals and families. The Community Services Block Grant (CSBG) combats the causes and consequences of poverty through Community Action. On average, CSBG serves more than 9 million individuals every year in the United States, in 99% of counties across the country. CONSEQUENCE OF NEGATIVE ACTION: If this staff report is not received, Community Action agencies and partners in Contra Costa County will not be recognized. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 3 powered by Legistar™ File #:RES 2025-220,Version:1 CHILDREN’S IMPACT STATEMENT: This resolution supports all five of Contra Costa County’s community outcomes of the Children’s Report Card: (1) “Children Ready for and Succeeding in School”; (2) “Children and Youth Healthy and Preparing for Productive Adulthood”; (3) “Families that are Economically Self-Sufficient”; (4) “Families that are Safe, Stable and Nurturing”; and (5) “Communities that are Safe and Provide a High Quality of Life for Children and Families.” The Board of Supervisors of Contra Costa County, California IN THE MATTER OF proclaiming June 2025 as Community Action Month in Contra Costa County: WHEREAS,Community Action has made significant contributions across our nation for more than 60 years, inspiring a spirit of hope, creating opportunities for millions of people to be a part of the American Dream, and improving communities; and WHEREAS, Community Action builds and promotes economic stability as an essential aspect of enabling and enhancing stronger communities and stable homes; and WHEREAS, Community Action advocates at the local, state, and national level to ensure the causes and conditions of poverty are effectively addressed and to strengthen, promote, represent, and serve the community; and WHEREAS, in 2024 Contra Costa County’s Community Action Program, through its 11 nonprofit partners, served 15,986 individuals with vital safety net services in the priority areas of housing, job training, mental health services, and food security; and WHEREAS, in Contra Costa County during 2024, through Community Action, 267 individuals received job- readiness training; six increased their income and/or employment-related benefits such as sick leave, insurance, and retirement; 58 unemployed adults obtained jobs paying up to living wage; and 62 unemployed adults obtained jobs paying a living wage or higher; and WHEREAS, Community Action in Contra Costa County delivers innovative services and safety net supports that create greater opportunities for families and children to succeed, and in 2024 served 2,231 children, ages 0 to 17, and their families by providing childcare, shelter, family support, nutrition, job training, and mental health services; and WHEREAS, Community Action programs deliver high-impact, cost-effective results that generate a significant return on investment for local communities. By strengthening community assets, assisting local entrepreneurs, and promoting self-sufficiency, Community Action creates a foundation for economic stability and growth; and CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 3 powered by Legistar™ File #:RES 2025-220,Version:1 WHEREAS, Community Action values community participation and involvement ensuring that all sectors of the community have a voice and opportunity to be heard; and in Contra Costa County four public hearings reached 149 community members who shared their experiences and needs as low-income individuals and families. In addition, the Economic Opportunity Council (EOC), the tripartite board overseeing Community Services Block Grants (CSBG), comprises 15 Board-appointed members, with five each from public, private/nonprofit, and low-income sectors. NOW, THEREFORE, BE IT RESOLVED that the Contra Costa County Board of Supervisors hereby recognizes June 2025 as National Community Action Month in Contra Costa County. CONTRA COSTA COUNTY Printed on 8/26/2025Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2025- 221 Name: Status:Type:Consent Resolution Passed File created:In control:6/3/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:ADOPT Resolution No. 2025-221 recognizing Sandra Scherer, upon her retirement as the Executive Director of Monument Crisis Center, as recommended by Supervisor Carlson. Attachments:1. Resolution No. 2025-221 Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Ken Carlson, District IV Supervisor Report Title:In the Matter of Recognizing Sandra Scherer, Executive Director of Monument Crisis Center, on the occasion of her retirement to enter text. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: Recognizing Sandra Scherer, Executive Director of Monument Crisis Center, on the occasion of her retirement. FISCAL IMPACT: None BACKGROUND: See resolution CONSEQUENCE OF NEGATIVE ACTION: None CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 3 powered by Legistar™ File #:RES 2025-221,Version:1 The Board of Supervisors of Contra Costa County, California IN THE MATTER OF Recognizing Sandra Scherer, Executive Director of Monument Crisis Center, on the occasion of her retirement WHEREAS,Sandra was born and raised in the Bay Area, and graduated from the University of California, Santa Cruz; and WHEREAS, she has devoted her career to community service, first as a Park Ranger and later working in education at Christ the King School in Pleasant Hill and Carondelet High School in Concord; and WHEREAS, during her time at Carondelet, Sandra was approached by a Sister of St. Joseph and invited to help establish a small food pantry on Monument Boulevard in Concord; and WHEREAS, with the help of a few volunteers and a dedicated board of directors, Monument Crisis Center was born and opened its doors on August 19, 2003; and WHEREAS, Monument Crisis Center began with a single office and a modest food “closet,” serving 84 families on its very first day; and WHEREAS, today, Monument Crisis Center serves over 8,000 residents and takes in more than 25,000 pounds of food every month; and WHEREAS, in addition to its core food pantry, the Center offers vital programs such as Senior Moments, After School Café, Summer and Holiday Food Box Drives, and its Annual Backpack Drive; and WHEREAS, Monument Crisis Center is committed to providing nutritious food, high-quality resources, and CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 3 powered by Legistar™ File #:RES 2025-221,Version:1 referrals to help low-income individuals and families achieve stability and security in our community; and WHEREAS, after 22 years as Monument Crisis Center’s Executive Director, Sandra retired on April 30, 2025. NOW, THEREFORE, BE IT RESOLVED that the Board of Supervisors hereby honors Sandra Scherer for her extraordinary service to vulnerable and low-income communities and extends its heartfelt gratitude and best wishes for a restful and fulfilling retirement. CONTRA COSTA COUNTY Printed on 8/26/2025Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2025- 222 Name: Status:Type:Consent Resolution Passed File created:In control:6/5/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:ADOPT Resolution No. 2025-222 recognizing the contributions of John Steere on the occasion of his retirement from Contra Costa County, as recommended by the Public Works Director. Attachments:1. Resolution No. 2025-222 Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Recognizing the contributions of John Steere on the occasion of his retirement from Contra Costa County. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: Recognizing the contributions of John Steere for the Contra Costa County Watershed Program on the occasion of his retirement from Contra Costa County. FISCAL IMPACT: BACKGROUND: CONSEQUENCE OF NEGATIVE ACTION: CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 3 powered by Legistar™ File #:RES 2025-222,Version:1 The Board of Supervisors of Contra Costa County, California IN THE MATTER OF Recognizing the contributions of John Steere on the occasion of his retirement from Contra Costa County. WHEREAS,in November 2013,John Steere started his career with the Public Works Department as a Watershed Management Planning Specialist in the Flood Control Division; and WHEREAS,John received commendation for his participation in the C.3 and Redevelopment site control process; and WHEREAS,John received a Leadership in Sustainability Award from Sustainable Contra Costa in 2019; and WHEREAS,John was part of a team that received the California State Association of Counties'2019 Challenge Merit Award for establishment of a Coordinated Outreach Re-Engagement (CORE)Creeks team working with homeless providing trash bags and social services; and WHEREAS,John was part of a team consisting of County staff,The Watershed Project,and Urban Tilth, which received a $925,000 Coastal Conservancy grant for the North Richmond Watershed Connections Project and assisted with the implementation of the project; and WHEREAS,John was part of a team that included The Watershed Project,Urban Tilth,and Contra Costa County staff,which received the Outstanding Contra Costa Watershed Project Award for the North Richmond Watershed Connections project at the 2023 Contra Costa County Creek and Watershed Symposium; and WHEREAS,John assisted the Contra Costa Resource Conservation District (CCRCD)in conducting its water resources assessment for Bay Point and helped direct the development of an urban greening and Green Stormwater Infrastructure (GSI)concept plan for Ambrose Center Park in Bay Point,which helped the CCRCD receive a $3 million Department of Water Resources -Bay Area Integrated Regional Water Management grant in 2023; and WHEREAS,John served as chair of the Contra Costa Clean Water Program’s Development Committee,which includes municipal representatives from around the County; and WHEREAS,John served as chair of the Bay Area Municipal Stormwater Collaboration Development CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 3 powered by Legistar™ File #:RES 2025-222,Version:1 WHEREAS,John served as chair of the Bay Area Municipal Stormwater Collaboration Development Committee from 2022-2025; and NOW,THEREFORE,BE IT RESOLVED:that John Steere be recognized for his 11 years 7 months of service to Contra Costa County,for the work performed by him during his career,and to wish him the best in his retirement. CONTRA COSTA COUNTY Printed on 8/26/2025Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2025- 223 Name: Status:Type:Consent Resolution Passed File created:In control:6/11/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:ADOPT Resolution No. 2025-223 proclaiming June 2025 as Gun Violence Awareness Month in Contra Costa County, as recommended by the District Attorney. Attachments:1. Resolution No. 2025-223 Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Diana Becton, District Attorney Report Title:Proclaiming June 2025 as Gun Violence Awareness Month in Contra Costa County ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: Proclaiming June 2025 as Gun Violence Awareness Month in Contra Costa County. FISCAL IMPACT: None BACKGROUND: See Resolution Text CONSEQUENCE OF NEGATIVE ACTION: June 2025 will not be recognized as Gun Violence Awareness Month in Contra Costa County. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 3 powered by Legistar™ File #:RES 2025-223,Version:1 The Board of Supervisors of Contra Costa County, California IN THE MATTER OF Proclaiming June 2025 as Gun Violence Awareness Month in Contra Costa County: WHEREAS,gun violence remains a devastating public health crisis across the United States, disproportionately affecting BIPOC and LGBTQIA+ communities, and demands urgent, community-driven solutions that center healing, justice, and equity; and WHEREAS, gun violence impacts individuals of all ages, heightens the risk of death in domestic violence situations, raises the likelihood of fatality by those who intend to injure others and among those who attempt suicide, and places children and young people at increased risk of physical harm and injury; and WHEREAS, in 2022, per the Centers for Disease Control and Prevention, there were over 48,000 firearm- related deaths in the United States and 3,484 gun deaths in California; and in 2023, Contra Costa County law enforcement responded to 3,218 domestic violence calls for assistance, with approximately 2% of weapon- related incidents involving a firearm; and WHEREAS, gun violence remains a leading cause of premature death and community trauma in Contra Costa County, with East Contra Costa consistently experiencing the highest rates of gun assault deaths, accounting for 41% of all gun assault fatalities countywide between 2010 and 2022; and WHEREAS, June is recognized nationally as Gun Violence Prevention Month, a time to honor the lives lost, support survivors, and galvanize efforts to prevent violence through restorative practices, public policy, and community engagement; and WHEREAS, the Contra Costa District Attorney’s Office, in partnership with the Family Justice Center, has established a new initiative to support survivors of unsolved shootings to provide services and resources to victims whose harm may not be addressed within the criminal justice system; and WHEREAS, the Contra Costa District Attorney’s Office, in partnership with the Family Justice Center, the Richmond Police Department, the San Ramon Police Department, Stand! for Families Free of Violence, Bay CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 3 powered by Legistar™ File #:RES 2025-223,Version:1 Area Legal Aid, and the Contra Costa Alliance to End Abuse, established and leads the Gun Violence Prevention Task Force to collaborate on compliance with firearms relinquishment orders and provide specialized trainings to maximize the safety of survivors of domestic violence and other forms of interpersonal violence and their loved ones; and WHEREAS, Contra Costa Health, through its Violence Prevention Program, is actively implementing community-centered school-based violence prevention strategies in East Contra Costa County, serving over 190 students across four campuses in 2024- Antioch Middle School, Antioch High School, Deer Valley High School, and Dozier Libbey Medical High School. These efforts focus on mentorship, social-emotional learning, and restorative practices in communities disproportionately affected by violence; and WHEREAS, in Contra Costa County, more than 40 community-based organizations and leaders have united to form Restorative SHAWC, California’s first safety stakeholders association, committed to transforming residents from bystanders to active safety stakeholders through leadership development, block-by-block engagement, and resident-led policy; and WHEREAS,Restorative SHAWC, in collaboration with its four major sponsors-Faith In Action East Bay, the City of Richmond, The K. Stewart Foundation, and the Restorative SHAWC organizing body- hosted the Juneteenth Silence Our Violence Leadership Summit on June 20-21, 2025, to empower residents, elevate BIPOC and LGBTQIA+ voices, and provide resources for prevention, intervention, and long-term community wellness; and NOW, THEREFORE, BE IT RESOLVED:that the Contra Costa County Board of Supervisors urges all residents to actively participate in the efforts to end gun violence in our homes, our schools, our workplaces, and in our communities and does hereby proclaim June 2025 as “Gun Violence Awareness Month” because one life taken is too many. CONTRA COSTA COUNTY Printed on 8/26/2025Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:2RES 2025- 224 Name: Status:Type:Consent Resolution Passed File created:In control:6/10/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:ADOPT Resolution No. 2025-224 recognizing Stephen Griswold III, District III Deputy Chief of staff, for three years of dedicated service to Contra Costa County, as recommended by Supervisor Burgis. Attachments:1. Resolution No. 2025-224 Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS6/24/2025 2 Pass 5:0 To: Board of Supervisors From:Diane Burgis, District III Supervisor Report Title:Recognizing Stephen Griswold III for dedicated service to Contra Costa County ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Resolution recognizing Stephen Griswold III, District III Deputy Chief of staff, for three years of dedicated service to Contra Costa County, as recommended by Supervisor Burgis. FISCAL IMPACT: None BACKGROUND: None CONSEQUENCE OF NEGATIVE ACTION: None CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 3 powered by Legistar™ File #:RES 2025-224,Version:2 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board IN THE MATTER OF Recognizing Stephen Griswold III, District 3 Deputy Chief of Staff, for Three Years of Distinguished Service to Contra Costa County. WHEREAS, Stephen Griswold III has been an invaluable member of the Office of the District 3 Supervisor in Contra Costa County, joining as a Senior District Representative in 2022 and advancing to become Deputy Chief of Staff; and WHEREAS, Stephen has represented the Supervisor’s Office in many of the District 3 communities, including Antioch, Bethel Island, Byron, Discovery Bay and Knightsen, and providing residents a crucial connection to their County government; and WHEREAS, after beginning his career in public service as a high school intern in the U.S. House of Representatives, Stephen has prioritized creating District 3’s internship program and mentoring East County high school and college students in their early careers; and WHEREAS, Stephen has served his nation in the United States Air Force, first as an active-duty airman and currently as a reservist non-commissioned officer in nuclear command and control; and WHEREAS, Stephen is a product of East Contra Costa County, growing up in Antioch, graduating from Deer Valley High School and earning an Associate Degree from Los Medanos College before continuing to earn a Bachelor of Arts from Southern New Hampshire University and a Masters in Public Administration from the University of San Francisco; NOW, THEREFORE, BE IT RESOLVED:that the Contra Costa County Board of Supervisors express our appreciation to Stephen Griswold for three years of service to the District 3 Office and a decade of service to the American people. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 3 powered by Legistar™ File #:RES 2025-224,Version:2 CONTRA COSTA COUNTY Printed on 8/26/2025Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2548 Name: Status:Type:Consent Item Passed File created:In control:6/10/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:ACCEPT the resignation of Naomi Lewis-Mauricio, DECLARE a vacancy in the Alternate Community Representative (School-Aged Youth Community-Based Organization) Seat 1 on the Racial Justice Oversight Body for a term ending on December 31, 2026, and DIRECT the Clerk of the Board to post the vacancy. Attachments:1. Vacancy Notice Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Kendra Carr & Peter Kim, Co-Directors Office of Racial Equity and Social Justice Report Title:Vacancy on the Racial Justice Oversight Body ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT the resignation of Naomi Lewis-Mauricio, DECLARE a vacancy in the Alternate Community Representative (School-Aged Youth Community-Based Organization) seat on the Racial Justice Oversight Body for a term ending on December 31, 2026, and DIRECT the Clerk of the Board to post the vacancy. FISCAL IMPACT: None. BACKGROUND: The Racial Justice Oversight Body (RJOB or Body) was established by the Contra Costa County Board of Supervisors to oversee the implementation of the recommendations made by the Racial Justice Task Force, and accepted, as specified, by the Board of Supervisors. RJOB members consist of Ex-Officio members who serve during their terms of office or appointment. Members of the Body appointed by the Board of Supervisors-i.e., Public Entity Members, Community-Based Members, and Alternate Community-Based Members -shall have two-year terms beginning on the date of appointment by the Board. On December 16, 2024, the Equity Committee interviewed and reviewed applications of the eleven Racial Justice Oversight Body applicants, recommended all eleven members for formal appointment by the Board of Supervisors, including Naomi Lewis-Mauricio for the Alternate Community Representative (School-Aged Youth Community-Based Organization) seat. Ms. Naomi Lewis-Mauricio submitted her resignation on May 30, 2025. The Clerk of the Board’s Office posted the vacancy notice on June 11, 2025. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2548,Version:1 CONSEQUENCE OF NEGATIVE ACTION: The seat would not be declared vacant, which would hinder the ability to recruit to fill the position and could cause quorum issues for the body. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ C.18 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2549 Name: Status:Type:Consent Item Passed File created:In control:6/10/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:ACCEPT the resignation of Nicolas Angel-Ordonez, effective immediately; DECLARE a vacancy in the Youth Representative Seat on the Alamo Municipal Advisory Council, and DIRECT the Clerk of the Board to post the vacancy, for a term ending December 31, 2028, as recommended by Supervisor Andersen. Attachments:1. Vacancy Notice Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Candace Andersen, District II Supervisor Report Title:RESIGNATION FROM THE ALAMO MUNICIPAL ADVISORY COUNCIL ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT the resignation of Nicolas Angel-Ordonez, effective immediately; DECLARE a vacancy in the Youth Representative Seat on the Alamo Municipal Advisory Council, and DIRECT the Clerk of the Board to post the vacancy, for a term ending December 31, 2028, as recommended by Supervisor Candace Andersen. FISCAL IMPACT: NONE BACKGROUND: The Alamo MAC may advise the Board of Supervisors on services that are or may be provided to the Alamo community by Contra Costa County or other local government agencies. Such services include, but are not limited to, parks and recreation, lighting and landscaping, public health, safety, welfare, public works, code enforcement, land use and planning, transportation and other infrastructure. The Council may also provide input and reports to the District Supervisor, Board of Supervisors, County staff or any County hearing body on issues of concern to the community. The Council may represent the Alamo community before the Board of Supervisors, County Planning Commission and the Zoning Administrator. The Council may also represent the Alamo community before the Local Agency Formation Commission on proposed boundary changes effecting the community. The Council may advocate on parks and recreation issues to the Town of Danville and the San Ramon Valley Unified School District. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2549,Version:1 CONSEQUENCE OF NEGATIVE ACTION: The seat will not be vacated and there will not be a youth voice present. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:225-2550 Name: Status:Type:Consent Item Passed File created:In control:6/2/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPOINT Tim Fares to the District 3 seat on the Measure X Community Fiscal Oversight Committee to a term ending on December 31, 2026, as recommended by Supervisor Diane Burgis Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 2 Pass 5:0 To:Board of Supervisors From:Diane Burgis, District III Supervisor Report Title:APPOINT Tim Fares to the District 3 seat on the Measure X Community Fiscal Oversight Committee to a term ending on December 31, 2026, as recommended by Supervisor Diane Burgis ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPOINT Tim Fares to the District 3 seat on the Measure X Community Fiscal Oversight Committee to a term ending on December 31, 2026, as recommended by Supervisor Diane Burgis FISCAL IMPACT: None BACKGROUND: The Measure X Community Fiscal Oversight Committee was established by the Board of Supervisors on May 16, 2023 to advise the Board of Supervisors on financial audits of Measure X tax funds. The Committee has the following: 1.Review, on an annual fiscal basis, the expenditure of tax revenue generated by Measure X, to ensure it confirms to (i) the stated intent of the ballot measure, and (ii) the Board’s direction for specific allocations. 2.Oversee an annual audit of expenditures of tax revenue generated by Measure X. 3.Prepare an annual report of expenditures of tax revenue generated by Measure X. CONSEQUENCE OF NEGATIVE ACTION: The seat would remain vacant. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2550,Version:2 CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:225-2551 Name: Status:Type:Consent Item Passed File created:In control:6/2/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPOINT Tim Fares to the District 3 seat on Fish & Wildlife Committee for a term ending February 28, 2026, as recommended by Supervisor Diane Burgis. Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 2 Pass 5:0 To:Board of Supervisors From:Diane Burgis, District III Supervisor Report Title:APPOINT Tim Fares to the District 3 seat on Fish & Wildlife Committee for a term ending February 28, 2026, as recommended by Supervisor Diane Burgis ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPOINT Tim Fares to the District 3 seat on Fish & Wildlife Committee for a term ending February 28, 2026, as recommended by Supervisor Diane Burgis FISCAL IMPACT: None. BACKGROUND: The Fish & Wildlife Committee advises the Board of Supervisors on fish and wildlife issues in Contra Costa County, including use of funds from the Fish & Wildlife Propagation Fund pursuant to Fish and Game Code Section 13103. This seat was vacated in January 2025. Applications were accepted and the recommendation to appoint the above individual was determined with a term ending February 28, 2026. CONSEQUENCE OF NEGATIVE ACTION: The seat would remain vacant. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2551,Version:2 CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2552 Name: Status:Type:Consent Item Passed File created:In control:6/10/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPOINT Sanjiv Bhandari to the District II seat of the Contra Costa County Planning Commission for a four-year term with an expiration date of June 30, 2029, as recommended by Supervisor Andersen. Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Candace Andersen, District II Supervisor Report Title:APPOINTMENT TO THE CONTRA COSTA COUNTY PLANNING COMMISSION ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPOINT Sanjiv Bhandari to the District II seat of the Contra Costa County Planning Commission for a four- year term with an expiration date of June 30, 2029, as recommended by Supervisor Candace Andersen. FISCAL IMPACT: NONE BACKGROUND: The Planning Commission's powers and duties include: 1. Exercise all powers and duties prescribed by law (statute, ordinance or board order), including consideration of matters referred to it by the Zoning Administrator except those powers and duties specifically reserved or delegated to other divisions of the planning agency; 2. Initiate preparation of general plans, specific plans, regulations, programs and legislation to implement the planning power of the county; 3. Be generally responsible for advising the legislative body of matters relating to planning, which, in the opinion of the commission, should be studied; 4. Be the advisory agency as designated in Title 9 of this code for the purpose of passing on subdivisions; 5. Hear and decide all applications or requests for proposed entitlements estimated to generate one hundred or more peak hour trips unless otherwise provided by this code or board order; 6. Hear and make recommendations regarding proposed development agreements when it is hearing the related project applications being processed concurrently with the development agreements CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2552,Version:1 CONSEQUENCE OF NEGATIVE ACTION: The seat will become vacant and District 2 will not be represented. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:225-2553 Name: Status:Type:Consent Item Passed File created:In control:6/2/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPOINT Arnold Fitzgerald to the District 3 seat on the County Library Commission for a term ending June 30, 2026, and APPOINT Tim Fares to the District 3 Alternate Seat on the Library Commission also to a term expiring June 30, 2026, as recommended by Supervisor Burgis. Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 2 Pass 5:0 To:Board of Supervisors From:Diane Burgis, District III Supervisor Report Title:APPOINT Arnold Fitzgerald to the District 3 seat on the County Library Commission for a term ending June 30, 2026, and APPOINT Tim Fares to the District 3 Alternate Seat on the Library Commission also to a term expiring June 30, 2026, as recommended by Supervisor Diane Burgis. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPOINT Arnold Fitzgerald to the District 3 seat on the County Library Commission for a term ending June 30, 2026, and APPOINT Tim Fares to the District 3 Alternate Seat on the Library Commission also to a term expiring June 30, 2026, as recommended by Supervisor Diane Burgis. FISCAL IMPACT: None. BACKGROUND: The Commission serves in an advisory capacity to the Board of Supervisors and the County Librarian; provides a forum for the community to provide input concerning Library operations, and recommends proposals to the Board of Supervisors and the County Librarian which will improve the Library system. CONSEQUENCE OF NEGATIVE ACTION: The seats would remain vacant. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2553,Version:2 CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2554 Name: Status:Type:Consent Item Passed File created:In control:6/6/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPOINT Bessie Marie Scott, Manager of the City of Antioch, to the City Government representative Seat on the Council on Homelessness for a term ending on December 31, 2025, as recommended by the Family and Human Services Committee. Attachments:1. COH City Government Seat Applicant Roster 2025, 2. Applications of Recommended Applicants 2025, 3. 2024 FINAL Nominating Scoring Rubric Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Council on Homelessness Appointment ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPOINT Bessie Marie Scott, Manager of the City of Antioch, to the City Government representative Seat on the Council on Homelessness for a term ending on December 31, 2025, as recommended by the Family and Human Services Committee. FISCAL IMPACT: There is no fiscal impact for this action. BACKGROUND: As an Advisory Board of the Board of Supervisors and to the Continuum of Care, the Council on Homelessness (COH) assists and provides guidance in the development and implementation of long-range planning and policy formulation of homeless issues in Contra Costa County. recommendations in the past. The City Government representative seat was vacated early when the seated representative left their qualifying employment. There was an extensive recruitment process to solicit applicants for the open seat and a total of 4 applications were received. A nominating panel, created of non-conflicted Council on Homelessness members, reviewed the County and Supplemental applications for each applicant, and following a strict rubric, made recommendations to the Council. The Council voted, at the June 5, 2025 meeting, to recommend Bessie Marie Scott, City Manager for the City of Antioch for the City Government Representative seat. The attached “COH City Government Seat Applicant Roster 2025” document provides information about the applicants, including city they are representing and the home city/town in which they live, if given. The “Applications of Recommended Applicants 2025” document includes the County and Supplemental applications for each of the recommended applicants. The attached “2024 FINAL Nominating Scoring Rubric” CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2554,Version:1 shows the scoring tool used by panelists reviewing the applications. The term of the newly appointed representative will expire on December 31, 2025, as originally scheduled. Should this recommendation be accepted, there are no predicted vacancies on the Council on Homelessness for 2025. The Board of Supervisors has approved all recommended Council on Homelessness candidates to date. CONSEQUENCE OF NEGATIVE ACTION: It is essential to complete the appointment process so that the Council has adequate representation from City Government in the work of the Council on Homelessness. Failure to appoint will reduce public participation in advising policy development. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ City Government Representative Candidates June 2025 Name City Representing Home City Brynen, Stefanie City of Walnut Creek Walnut Creek Morales, Jesus M. City of Richmond Out of County Murti, Jared City of Pinole Out of County Scott, Bessie Marie City of Antioch Antioch Submit Date: May 13, 2025 First Name Middle Initial Last Name Home Address Suite or Apt City State Postal Code Primary Phone Email Address Employer Job Title Contra Costa County Boards & Commissions Application Form Profile District Locator Tool Resident of Supervisorial District: District 4 Length of Employment 2.5 years Do you work in Contra Costa County? Yes No If Yes, in which District do you work? District 4 How long have you lived or worked in Contra Costa County? 2.5 years Are you a veteran of the U.S. Armed Forces? Yes No Board and Interest Which Boards would you like to apply for? Contra Costa Council on Homelessness: Submitted Stefanie J Brynen Walnut Creek CA City of Walnut Creek Housing Manager Stefanie J Brynen Seat Name City Government Representative Have you ever attended a meeting of the advisory board for which you are applying? Yes No If Yes, how many meetings have you attended? 2 Education Select the option that applies to your high school education * High School Diploma College/ University A Name of College Attended UC, Santa Cruz Degree Type / Course of Study / Major BA/Sociology Degree Awarded? Yes No College/ University B Name of College Attended Brandeis University Degree Type / Course of Study / Major MBA/Public Administration/Human Services Degree Awarded? Yes No College/ University C Name of College Attended Degree Type / Course of Study / Major Stefanie J Brynen Upload a Resume Degree Awarded? Yes No Other Trainings & Occupational Licenses Other Training A Diversity Trainer Certificate Awarded for Training? Yes No Other Training B Public Sector Management Certificate Awarded for Training? Yes No Occupational Licenses Completed: Qualifications and Volunteer Experience Please explain why you would like to serve on this particular board, commitee, or commission. I have a deep commitment to addressing homelessness and have dedicated much of my career to advancing housing solutions at the regional level. While I currently work at the local level, I miss the broader collaboration, strategic impact, and policy development that regional work offers. Serving on the Council would allow me to contribute my expertise while re-engaging in the kind of cross-jurisdictional efforts that are essential to effectively addressing homelessness in Contra Costa County. Describe your qualifications for this appointment. (NOTE: you may also include a copy of your resume with this application) See attached resume Would you like to be considered for appointment to other advisory bodies for which you may be qualified? Yes No Do you have any obligations that might affect your attendance at scheduled meetings? Yes No Stefanie J Brynen If Yes, please explain: Are you currently or have you ever been appointed to a Contra Costa County advisory board? Yes No If Yes, please list the Contra Costa County advisory board(s) on which you are currently serving: If Yes, please also list the Contra Costa County advisory board(s) on which you have previously served: List any volunteer or community experience, including any advisory boards on which you have served. Conflict of Interest and Certification Do you have a familial or financial relationship with a member of the Board of Supervisors? (Please refer to the relationships listed under the "Important Information" section below or Resolution No. 2021/234) Yes No If Yes, please identify the nature of the relationship: Do you have any financial relationships with the County such as grants, contracts, or other economic relationships? Yes No If Yes, please identify the nature of the relationship: Please Agree with the Following Statement I CERTIFY that the statements made by me in this application are true, complete, and correct to the best of my knowledge and belief, and are made in good faith. I acknowledge and undersand that all information in this application is publicly accessible. I understand that misstatements and/or omissions of material fact may cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County. I Agree Stefanie J Brynen Important Information 1. This application and any attachments you provide to it is a public document and is subject to the California Public Records Act (CA Government Code §6250-6270). 2. All members of appointed bodies are required to take the advisory body training provided by Contra Costa County. 3. Members of certain boards, commissions, and committees may be required to: (1) file a Statement of Economic Interest Form also known as a Form 700, and (2) complete the State Ethics Training Course as required by AB 1234. 4. Meetings may be held in various locations and some locations may not be accessible by public transportation. 5. Meeting dates and times are subject to change and may occur up to two (2) days per month. 6. Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional commitment of time. 7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if he/she is related to a Board of Supervisors' member in any of the following relationships: (1) Mother, father, son, and daughter; (2) Brother, sister, grandmother, grandfather, grandson, and granddaughter; (3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and stepdaughter; (4) Registered domestic partner, pursuant to California Family Code section 297; (5) The relatives, as defined in 1 and 2 above, for a registered domestic partner; (6) Any person with whom a Board Member shares a financial interest as defined in the Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or business associate. Stefanie J Brynen First Name Middle Initial Last Name Home Address Suite or Apt City State Postal Code Primary Phone Email Address Employer Job Title Contra Costa County Boards & Commissions Application Form Profile District Locator Tool Resident of Supervisorial District: N/A - Out of County Length of Employment 3 years Do you work in Contra Costa County? Yes No If Yes, in which District do you work? District 1 How long have you lived or worked in Contra Costa County? 3 years Are you a veteran of the U.S. Armed Forces? Yes No Board and Interest Which Boards would you like to apply for? Contra Costa Council on Homelessness: Not Submitted Jesus M.Morales Richmond CA Mobile: j _ City of Richmond Housing Manager Jesus M. Morales Page 1 of 5 Seat Name Have you ever attended a meeting of the advisory board for which you are applying? Yes No If Yes, how many meetings have you attended? Education Select the option that applies to your high school education * High School Diploma College/ University A Name of College Attended USC Degree Type / Course of Study / Major Bachelor of Science/Bus.Admin/RE Degree Awarded? Yes No College/ University B Name of College Attended St Mary's College - Moraga, CA Degree Type / Course of Study / Major None/Liberal Arts Degree Awarded? Yes No College/ University C Name of College Attended Degree Type / Course of Study / Major Degree Awarded? Yes No Jesus M. Morales Page 2 of 5 Upload a Resume Other Trainings & Occupational Licenses Other Training A Certificate Awarded for Training? Yes No Other Training B Certificate Awarded for Training? Yes No Occupational Licenses Completed: Qualifications and Volunteer Experience Please explain why you would like to serve on this particular board, commitee, or commission. In my position as a Housing Manager for the city of Richmond the majority of my work with the past three years has been dedicated to the administration of grants, ERF-1. ERF-2R, ERF- 3R, and Homekey, the city has received to address homelessness in Richmond. Part of this work requires collaboration with local community organizations, nonprofit service providers, and staff from neighboring cities, and Contra Costa County to share resources and ideas and enhance the delivery of services to the unhoused population. Richmond is taking a very active role in addressing homelessness and is willing to work with our partners in the County to see how we can coordinate the delivery of services to the unhoused population not only in Richmond but in the county. Describe your qualifications for this appointment. (NOTE: you may also include a copy of your resume with this application) I have over 20 years of experience working with a number of cities, Los Angeles, Santa Monica, Corona, Huntington Beach, Fairfield, Richmond, in the area of affordable housing development and loan programs to assist homeless, extremely low-, very low-, low-, and moderate income households. This background is provided a wide breadth of experience in dealing with individuals, the community, local and nonprofit organizations, private developers, and staff are different levels of government. This experience has been invaluable in my current work which is focused primarily on the administration of the grants the city has received to provide services to the unhoused population Richmond. Getting appointed to the Contra Costa Council on Homelessness is a continuation of the work I have done for the past 20 years and provides a great opportunity to develop professional relationships but also a learning opportunity in the work I am currently doing. I look forward to being a member of the Contra Costa Council on Homelessness. Jesus M. Morales Page 3 of 5 Would you like to be considered for appointment to other advisory bodies for which you may be qualified? Yes No Do you have any obligations that might affect your attendance at scheduled meetings? Yes No If Yes, please explain: Are you currently or have you ever been appointed to a Contra Costa County advisory board? Yes No If Yes, please list the Contra Costa County advisory board(s) on which you are currently serving: If Yes, please also list the Contra Costa County advisory board(s) on which you have previously served: List any volunteer or community experience, including any advisory boards on which you have served. Conflict of Interest and Certification Do you have a familial or financial relationship with a member of the Board of Supervisors? (Please refer to the relationships listed under the "Important Information" section below or Resolution No. 2021/234) Yes No If Yes, please identify the nature of the relationship: Do you have any financial relationships with the County such as grants, contracts, or other economic relationships? Yes No If Yes, please identify the nature of the relationship: Jesus M. Morales Page 4 of 5 Please Agree with the Following Statement I CERTIFY that the statements made by me in this application are true, complete, and correct to the best of my knowledge and belief, and are made in good faith. I acknowledge and undersand that all information in this application is publicly accessible. I understand that misstatements and/or omissions of material fact may cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County. I Agree Important Information 1. This application and any attachments you provide to it is a public document and is subject to the California Public Records Act (CA Government Code §6250-6270). 2. All members of appointed bodies are required to take the advisory body training provided by Contra Costa County. 3. Members of certain boards, commissions, and committees may be required to: (1) file a Statement of Economic Interest Form also known as a Form 700, and (2) complete the State Ethics Training Course as required by AB 1234. 4. Meetings may be held in various locations and some locations may not be accessible by public transportation. 5. Meeting dates and times are subject to change and may occur up to two (2) days per month. 6. Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional commitment of time. 7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if he/she is related to a Board of Supervisors' member in any of the following relationships: (1) Mother, father, son, and daughter; (2) Brother, sister, grandmother, grandfather, grandson, and granddaughter; (3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and stepdaughter; (4) Registered domestic partner, pursuant to California Family Code section 297; (5) The relatives, as defined in 1 and 2 above, for a registered domestic partner; (6) Any person with whom a Board Member shares a financial interest as defined in the Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or business associate. Jesus M. Morales Page 5 of 5 Submit Date: May 08, 2025 First Name Middle Initial Last Name Home Address Suite or Apt City State Postal Code Primary Phone Email Address Employer Job Title Contra Costa County Boards & Commissions Application Form Profile District Locator Tool Resident of Supervisorial District: N/A - Out of County Length of Employment 5 mo Do you work in Contra Costa County? Yes No If Yes, in which District do you work? 1 How long have you lived or worked in Contra Costa County? 5 mo Are you a veteran of the U.S. Armed Forces? Yes No Board and Interest Which Boards would you like to apply for? Contra Costa Council on Homelessness: Submitted Jared K Murti San Mateo CA City of Pinole - Partnership for the Bay's Future Housing Policy Jared K Murti Seat Name City Government Representative Have you ever attended a meeting of the advisory board for which you are applying? Yes No If Yes, how many meetings have you attended? 2 Education Select the option that applies to your high school education * High School Diploma College/ University A Name of College Attended College of San Mateo Degree Type / Course of Study / Major Associate Degree in Political Science; Associate Degree in Sociology Degree Awarded? Yes No College/ University B Name of College Attended University of San Francisco Degree Type / Course of Study / Major BA in Sociology, minor in Politics Degree Awarded? Yes No College/ University C Name of College Attended Degree Type / Course of Study / Major Jared K Murti Upload a Resume Degree Awarded? Yes No Other Trainings & Occupational Licenses Other Training A Certificate Awarded for Training? Yes No Other Training B Certificate Awarded for Training? Yes No Occupational Licenses Completed: Qualifications and Volunteer Experience Please explain why you would like to serve on this particular board, commitee, or commission. My career has been dedicated to addressing homelessness and housing insecurity within the Bay Area, with a specialization on historically marginalized communities. This is a passion of mine that I have been fortunate enough to be able to shape a career around and would be honored to continue my service efforts within context of the Council on Homelessness. My current role as a housing policy fellow is aimed specifically at supporting the city of the Pinole, but the scope of my program extends to Contra Costa and the rest of the Bay Area. Fellows in my cohort have been placed in municipalities across the Bay. The aim is homelessness prevention and increasing housing access in the Bay Area through innovative programmatic solutions. This network has served to expand my understandings of homelessness prevention in the County and will be a useful tool in supporting the Council's endeavors. Describe your qualifications for this appointment. (NOTE: you may also include a copy of your resume with this application) Current Housing Policy Fellow for City of Pinole through Partnership for the Bay's Future focusing on homelessness prevention and support, tenant protections and affordable development 5 years of experience in property management of market-rate, affordable, and permanent supportive housing. Published research on homelessness in Bay Area HCD Tribal Homekey+ Program Representative Equity Policy Research Fellow for California Housing Partnership, Jared K Murti Would you like to be considered for appointment to other advisory bodies for which you may be qualified? Yes No Do you have any obligations that might affect your attendance at scheduled meetings? Yes No If Yes, please explain: Are you currently or have you ever been appointed to a Contra Costa County advisory board? Yes No If Yes, please list the Contra Costa County advisory board(s) on which you are currently serving: If Yes, please also list the Contra Costa County advisory board(s) on which you have previously served: List any volunteer or community experience, including any advisory boards on which you have served. Conflict of Interest and Certification Do you have a familial or financial relationship with a member of the Board of Supervisors? (Please refer to the relationships listed under the "Important Information" section below or Resolution No. 2021/234) Yes No If Yes, please identify the nature of the relationship: Do you have any financial relationships with the County such as grants, contracts, or other economic relationships? Yes No If Yes, please identify the nature of the relationship: No personal contracts or economic relationships, but in my capacity working for the city of Pinole I have worked on contracts with the county's CORE program. Jared K Murti Please Agree with the Following Statement I CERTIFY that the statements made by me in this application are true, complete, and correct to the best of my knowledge and belief, and are made in good faith. I acknowledge and undersand that all information in this application is publicly accessible. I understand that misstatements and/or omissions of material fact may cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County. I Agree Important Information 1. This application and any attachments you provide to it is a public document and is subject to the California Public Records Act (CA Government Code §6250-6270). 2. All members of appointed bodies are required to take the advisory body training provided by Contra Costa County. 3. Members of certain boards, commissions, and committees may be required to: (1) file a Statement of Economic Interest Form also known as a Form 700, and (2) complete the State Ethics Training Course as required by AB 1234. 4. Meetings may be held in various locations and some locations may not be accessible by public transportation. 5. Meeting dates and times are subject to change and may occur up to two (2) days per month. 6. Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional commitment of time. 7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if he/she is related to a Board of Supervisors' member in any of the following relationships: (1) Mother, father, son, and daughter; (2) Brother, sister, grandmother, grandfather, grandson, and granddaughter; (3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and stepdaughter; (4) Registered domestic partner, pursuant to California Family Code section 297; (5) The relatives, as defined in 1 and 2 above, for a registered domestic partner; (6) Any person with whom a Board Member shares a financial interest as defined in the Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or business associate. Jared K Murti Submit Date: May 23, 2025 First Name Middle Initial Last Name Home Address Suite or Apt City State Postal Code Primary Phone Email Address Employer Job Title Contra Costa County Boards & Commissions Application Form Profile District Locator Tool Resident of Supervisorial District: District 3 Length of Employment 7 months Do you work in Contra Costa County? Yes No If Yes, in which District do you work? 3 How long have you lived or worked in Contra Costa County? 7 months Are you a veteran of the U.S. Armed Forces? Yes No Board and Interest Which Boards would you like to apply for? Contra Costa Council on Homelessness: Submitted Bessie Marie Scott Antioch CA City of Antioch City Manager Bessie Marie Scott Seat Name City Government Representative Have you ever attended a meeting of the advisory board for which you are applying? Yes No If Yes, how many meetings have you attended? 1 Education Select the option that applies to your high school education * High School Diploma College/ University A Name of College Attended UC Santa Barbara Degree Type / Course of Study / Major Law & Philosophy Degree Awarded? Yes No College/ University B Name of College Attended University of Washington Degree Type / Course of Study / Major Master's in Public Administration Degree Awarded? Yes No College/ University C Name of College Attended Degree Type / Course of Study / Major Bessie Marie Scott Upload a Resume Degree Awarded? Yes No Other Trainings & Occupational Licenses Other Training A Certified Inspector General Certificate Awarded for Training? Yes No Other Training B Certificate Awarded for Training? Yes No Occupational Licenses Completed: Qualifications and Volunteer Experience Please explain why you would like to serve on this particular board, commitee, or commission. I served as the Strategic Advisor to the Rental Assistance and Housing Choice Voucher Program at the Seattle Housing Authority where I worked with a team of Housing Counselors who helped families locate housing units to lease with a Section 8 Voucher, and worked with Seattle Public Schools to assist homeless families access stable housing in the area, in addition to other special programs and strategic initiatives, I have been working throughout my career on criminal justice and policy related issues such as healthcare disparities issues affecting women and minorities, enforcing the Fair Housing Act by conducting secret shopping in the rental market, and writing fair housing assessments and creating education and outreach initiatives for jurisdictions. Describe your qualifications for this appointment. (NOTE: you may also include a copy of your resume with this application) See attached Resume. Would you like to be considered for appointment to other advisory bodies for which you may be qualified? Yes No Bessie Marie Scott Do you have any obligations that might affect your attendance at scheduled meetings? Yes No If Yes, please explain: Are you currently or have you ever been appointed to a Contra Costa County advisory board? Yes No If Yes, please list the Contra Costa County advisory board(s) on which you are currently serving: If Yes, please also list the Contra Costa County advisory board(s) on which you have previously served: List any volunteer or community experience, including any advisory boards on which you have served. Conflict of Interest and Certification Do you have a familial or financial relationship with a member of the Board of Supervisors? (Please refer to the relationships listed under the "Important Information" section below or Resolution No. 2021/234) Yes No If Yes, please identify the nature of the relationship: Do you have any financial relationships with the County such as grants, contracts, or other economic relationships? Yes No If Yes, please identify the nature of the relationship: Bessie Marie Scott Please Agree with the Following Statement I CERTIFY that the statements made by me in this application are true, complete, and correct to the best of my knowledge and belief, and are made in good faith. I acknowledge and undersand that all information in this application is publicly accessible. I understand that misstatements and/or omissions of material fact may cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County. I Agree Important Information 1. This application and any attachments you provide to it is a public document and is subject to the California Public Records Act (CA Government Code §6250-6270). 2. All members of appointed bodies are required to take the advisory body training provided by Contra Costa County. 3. Members of certain boards, commissions, and committees may be required to: (1) file a Statement of Economic Interest Form also known as a Form 700, and (2) complete the State Ethics Training Course as required by AB 1234. 4. Meetings may be held in various locations and some locations may not be accessible by public transportation. 5. Meeting dates and times are subject to change and may occur up to two (2) days per month. 6. Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional commitment of time. 7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if he/she is related to a Board of Supervisors' member in any of the following relationships: (1) Mother, father, son, and daughter; (2) Brother, sister, grandmother, grandfather, grandson, and granddaughter; (3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and stepdaughter; (4) Registered domestic partner, pursuant to California Family Code section 297; (5) The relatives, as defined in 1 and 2 above, for a registered domestic partner; (6) Any person with whom a Board Member shares a financial interest as defined in the Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or business associate. Bessie Marie Scott Council on Homelessness Applicant Scoring Rubric 2024 Supplemental Application Questions (2) Applicant’s response lists specific skills, experiences, or connections they can bring. Response demonstrates the value they would add to the Council on Homelessness and/or the specific seat they are applying for. (12 pts) 12 pts for a response that lists SPECIFIC skills, experiences, or connections related to the CoH and the value it would bring 6 pts for a response that speaks GENERALLY about the value they would bring to the CoH (3) Applicant’s response reflects lived experience or connection to someone with lived experience. (12 pts) 12 pts for applicant currently experiencing homelessness (as self-identified) 10 pts for applicant with experience of homelessness within the past 7 years (as self-identified) 8 pts for applicant with experience of homelessness at some point within their life (as self-identified) 4 pts for connection to someone with lived experience 0 pts for no personal lived experience (4) Applicant's response reflects that they value equity and ensuring that all communities have equal access to services. (12 pts) (6) Applicant’s response demonstrates knowledge and/or critical thinking on how to address homelessness in Contra Costa. Response also demonstrates unique expertise, opinions, and viewpoints on homelessness issues. (12 pts) 12 pts for demonstrating impressive knowledge, critical thinking, and a unique point of view 6 pts for demonstrating some knowledge, critical thinking and/or a unique point of view 1 pt for demonstrating very little knowledge, critical thinking, and/or a unique point of view NOTE: This factor will also be used as a tiebreaker should the leading applicants for a seat fall within 2 points. In that scenario, the highest average score in this factor will break the tie. (7) Applicant’s response shows active participation in system meetings or other types of relevant community participation (3 pts) 3 pts for YAC or other lived experience board members or participation at 3 or more CoC and/or CoH meetings 2 pts for participation at 1-2 CoC and/or CoH meetings 0 pts for no participation at CoC and/or CoH meetings (8) Applicant’s response shows alignment with and commitment to the COH Guiding Principle and Housing First approach. (5 pts) 5 pts for "YES" 3 pts for any response expressing views contrary or conflicting with Housing First but commitment to COH Guiding Principle Disqualifying for "no" without an explanation (9) Applicant’s response reflects ability to be an active participant of Council on Homelessness meetings (9 pts) 9 pts for "YES" 4.5 pts for some conflicts Disqualifying if applicant is unable to attend CoH meeting or other monthly meetings County Application Questions Is the applicant able to comply with the Conflict of Interest Policy? (Y/N) If n, the applicant may be disqualified from participation on the CoH. Interest: Applicant responded to question "Please explain why you would like to serve on this particular board, committee, or commission." (1pt) 1 pt for response that explains motivations for wanting to join the CoH 0 pt for no response or irrelevant response for motiviations for joining the CoH Qualification: Applicant responded to question "Describe your qualifications for this appointment." (1pt) 1 pt for response that explains qualifications for serving on the CoH, if possible 0 pt for no response to question Volunteer: Applicant responded to question "List any volunteer or community experience, including any advisory board on which you have served." (1pt) 1 pt for response that addresses applicant's volunteer, community, and leadership experience 0 pt for no response to question SUB-TOTAL SCORE TIE BREAKER SCORE (revisit Question 6) 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2555 Name: Status:Type:Consent Item Passed File created:In control:6/10/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPOINT Khulood Jamil to the Discretionary Representative #3 - Central/South seat and Sara Guillermo to the Child Care Consumer #3 - Central/South seat, and REAPPOINT Crystal McClendon Gourdine to the Community Representative #1 - West County seat and Pamm Shaw to the Child Care Consumer #2 - Central/South seat on the Local Planning and Advisory Council for Early Care and Education, as recommended by the Family and Human Services Committee. Attachments:1. Jamil, Khulood Application_Redacted, 2. Guillermo, Sara Application_Redacted, 3. McClendon- Gourdine, Crystal Application_Redacted, 4. Shaw, Pamm Application_Redacted, 5. Contra Costa LPC roster 24-25_Redacted Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Family & Human Services Committee Report Title:Appointments to the Local Planning and Advisory Council for Early Care and Education ☐Recommendation of the County Administrator ☒ Recommendation of Board Committee RECOMMENDATIONS: APPOINT Khulood Jamil to the Discretionary Representative #3 - Central South seat and Sara Guillermo to the Child Care Consumer #3 - Central South seat, and REAPPOINT Crystal McClendon Gourdine to the Community Representative #1 - West County seat and Pamm Shaw to the Child Care Consumer #2 - Central South seat on the Local Planning and Advisory Council for Early Care and Education, as recommended by the Family and Human Services Committee. FISCAL IMPACT: There is no fiscal impact for this action. BACKGROUND: The review of applications for appointment to the Contra Costa Local Planning Council for Child Care and Development was originally referred to the Family and Human Services Committee by the Board of Supervisors on April 22, 1997. The Local Planning and Advisory Council for Early Care and Education (LPC) coordinates programs and services affecting early childcare and education, including recommendations for the allocation of federal funds to local early childcare and education programs. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2555,Version:1 The LPC consists of 20 members: 4 consumer representatives - a parent or person who receives or has received child care services in the past 36 months; 4 child care providers - a person who provides child care services or represents persons who provide child care services; 4 public agency representatives - a person who represents a city, county, city and county, or local education agency; 4 community representatives - a person who represents an agency or business that provides private funding for child care services or who advocates for child care services through participation in civic or community based organizations; and 4 discretionary appointees - a person appointed from any of the above four categories or outside of those categories at the discretion of the appointing agencies. On June 9, 2025, the Family and Human Services Committee approved the recommendation of the below individuals for appointment and reappointment to the Local Planning and Advisory Council for Early Care and Education. NAME NAME TERM EXPIRATION Discretionary Representative #3 - Central South Khulood Jamil April 30, 2027 Child Care Consumer #3 - Central South Sara Guillermo April 30, 2028 Community Representative #1 - West County Crystal McClendon Gourdine April 30, 2028 Child Care Consumer #2 - Central South Pamm Shaw April 30, 2028 CONSEQUENCE OF NEGATIVE ACTION: Failure to appoint and reappoint members is likely to reduce public participation in advising policy development. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1. This application and any attachments you provide to it is a public document and is subject to the California Public Records Act (CA Government Code §6250-6270). 2. All members of appointed bodies are required to take the advisory body training provided by Contra Costa County. 3. Members of certain boards, commissions, and committees may be required to: (1) file a Statement of Economic Interest Form also known as a Form 700, and (2) complete the State Ethics Training Course as required by AB 1234. 4. Meetings may be held in various locations and some locations may not be accessible by public transportation. 5. Meeting dates and times are subject to change and may occur up to two (2) days per month. 6. Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional commitment of time. 7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if he/she is related to a Board of Supervisors' member in any of the following relationships: (1) Mother, father, son, and daughter; (2) Brother, sister, grandmother, grandfather, grandson, and granddaughter; (3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and stepdaughter; (4) Registered domestic partner, pursuant to California Family Code section 297; (5) The relatives, as defined in 1 and 2 above, for a registered domestic partner; (6) Any person with whom a Board Member shares a financial interest as defined in the Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or business associate. Khulood K Jamil SARA DENISE GUILLERMO, MSW , MARTINEZ, CA 94553 EXECUTIVE MANAGEMENT Accomplished and results-oriented executive leader with a proven track record of growing national organizations in the nonprofit sector. Ability to successfully manage programming, operations and financial oversight. Experience building inclusive cross-functioning team environments utilizing strong interpersonal skills. Excel in dynamic, demanding, fast-paced environments while remaining focused and pragmatic. Core Competencies ●Strategic Planning ●Program Development, Oversight and Growth ●Operations ●Leadership and Management ●External Relations and Policy ●Fund Development PROFESSIONAL EXPERIENCE IGNITE,Oakland, CA June 2021 - Present: CEO Provide operational and programmatic oversight to IGNITE’s daily operations and national strategy. Raise resources for organizational operations. Lead national strategic vision and plan for the organization. Supervise senior leadership team and Board of Directors. June 2020 – May 2021: Executive Director July 2016 – May 2020: Chief Program Officer July 2015 -June 2016: CA State Director Accomplishments ●Co-designed and led a strategic plan to grow IGNITE from a state-based program that served 1,000 young women to a nationally recognized organization that is annually training 10,000 young women in 36 states to run for office in their communities. ●Secured over $12,000,000+ in funding from individuals, foundation and corporate partners, including Ford Foundation, Schusterman Family Foundation, Mackenzie Scott, Pivotal Ventures, New York Women’s Foundation, California Endowment, Facebook, Glossier, GAP, and Levi Strauss Foundation. ●Designed, executed and scaled a national fellowship program that has trained over 100+ Fellows. ●Designed a high school curriculum license model to offer the IGNITE programming to educators across the country. ●Partnered with high profile organizations and elected leaders to design and host hundreds of virtual and in person political mobilization events, day long political leadership conferences and multi-day legislative advocacy trips. ●Coached and developed emerging leaders to contribute to the design and execution of IGNITE’s programs annually. Aspire Public Schools, Lionel Wilson College Preparatory Academy,Oakland, CA July 2012 – July 2015: Wrap-Around Programs Director Oversaw school wide operations and administration. Managed $1.5 million dollar school site budget. Provided cross-functional supervision: directly supervised two Program Managers and general oversight of 30 employees. August 2011 – June 2012: Assistant Director August 2009 – July 2011: After-School Lead Educator Accomplishments ●Designed and executed regular training for 30+ educators annually on socio-emotional and academic tracking curriculum that reached over 500+ underserved 6th-12th grade students. ●Designed 10+ innovative programs focusing on youth leadership, service-learning and mentorship that were delivered to 150+ students daily. ●Cultivated and secured key partnerships including:Peer Health Exchange,College Summit,BUILD,IGNITE,Bay Area Urban Debate League,Global Glimpse,UC Berkeley Robotics Program,Citizen Schools. ●Collaborated with administration,educators and school staff to write the Western Association of Schools & Colleges accreditation report. ●Mentored and coached 50+part-time and full-time employees,volunteers and interns. buildOn (formerly Building with Books),San Francisco,CA August 2008 –July 2010:Program and Youth Advisory Council Coordinator Cultivated over 30 government,school and community partnerships for service learning after-school programs. Accomplishments ●Designed,facilitated,and evaluated regional community service projects,summer leadership and internship programs that served over 300 youth. ●Designed and executed a student leadership advisory group. ●Conducted intern orientations and training;provided supervision for program intern. Building Bridges (formerly Seeking Common Ground),Denver,CO August 2008 –June 2009:United States Follow-Up Program Coordinator Designed an interactive youth development curriculum for a national program. August 2007 –July 2008:Programs Intern Accomplishments ●Developed,facilitated and evaluated objective-driven yearlong leadership development program with youth ages 16 to 19 from across the United States. ●Cultivated strong community relationships to coordinate host-family placements for summer program participants. ●Wrote and secured $50,000 in grants EDUCATION Masters of Social Work,June 2008 University of Denver;Denver,Colorado Concentration in Leadership,Program Development &Community Organizing Bachelor of Arts in Psychology,June 2006 University of California,Santa Cruz;Santa Cruz,California Minor in Legal Studies;Service Learning in Costa Rica,Summer 2005 VOLUNTEER EXPERIENCE Board Member,June 2023 -Present Battery Powered Concord &Pleasant Hill District Grant Committee Member,September 2017 –June 2021 City of Concord Mentor,May 2017 –June 2021 East Bay Community Foundation Advisory Council,September 2020 –Present The Breasties MEDIA &SPEAKING ENGAGEMENT Highlights Arizona’s Outrageous Abortion Rollbacks Will Backfire in November,DC Journal,April 2024 Candidates must close enthusiasm gap with young voters,Las Vegas Sun,March 2024 Abortion is the way 2024 candidates need to engage gen z,Newsweek,January 2024 Women Running for Office Have to Worry About One More Thing:Their Phones,New York Times,November 2019 SeatTl!lo Tann Exolre■ Child Care Consumer 1 Wesl Counlv Child Care Consumer 2 Cenlral/Soulh Counly Child Care Consumer 3 C(lr'ILr•VSouUtCOUr'll'f Child Care Consumer 4 EaetCounl Child Care Provider 1 West County Child Care Provider 2 Cenlral/South Counlv Child Care Provider 3 4130/2028 Central/South Counly Child Care Provider 4 4/3012027 Easl Counly Community 1 4/3012025 WeslCounly Communily 2 4/30/2028 Central/South County Community 3 Central/South County 4/30/2027 Community 4 East County Disc.ret ionary 1 4/30/2027 East Counly Oiscrelionary 2 4/3012027 Cenlral/Soulh County Discrelionary 3 4130/2027 Central/South County Oist:retionary4 West County Publii; Agency 1 4/30/2027 WeelCounly Public Agenc;y 2 4130/2027 Central/Soulh County Publit: Agency 3 Central/South County Public. Agent:y 4 East County LPC Coordinator Admlnlalnll� Aa.allbnl I I CCCOE Deputy I I Superintendent of &hool& wattlngforQ'aUab!. ... , 5 7.25 I 4 3025 I •■...._,,,.,._,,,.,,,,.,. CONTRA COSTA LOCAL PLANNING AND ADVISORY COUNCIL FOR EARLY CARE AND EDUCATION I A �:a,� Olli,-:,· ol Ecluc.olron Name I Vacanl Pamm Shaw (renew111g) Vacant Vacant Vacant Vacant Jacqueline Smith Stacie Cooper-Roundtree Dr, Crystal McClendon-Gourdine (Chair) /iul\U'IJIIICll l:li;:mno1C111mpo.• Hannah Michaelsen (Second Chair) Vacant Rachel Bymun Amy Mockoski Cathy Roof Vacant Amy Wells Corri e Lilllejohn-Pope Vac;ant Vacant Monica Joaeph I Lynn Mackey I Khulood Jamil &t.Jihlilm Ja:i-.�raullnl TamarTa Rogere Tbn Farnt1 Sara Guillermo Contra Costa County Office of Educallon ,,� .... ., .... O< Contra Cosla County Office of Education 77 Senta Barbara Rd PJif�I. HII� CA 94§:W Contra Coats County Qffic.e of EducaUon n Santa Barbara Rd Plsuanl HIii, CA 94523 Khulood's Child Care Antioch Unified School Distric;t Salesft>rce IGNITE, Oakland CA I HomaAddl'MS I I Walnul ICreek, CA 94598 . 81•� C4 IM-513 4 I Antioch, CA 94531 ��:h�:��1 =:8��· I 9 2�oncord, I r Martinez. ICA94553 Bay Pmnl. CA 94565 Martinez,CA94553 Martinez. CA94553 I I Discovery Bay, CA 94505 I I Walnut Creek, CA 94598 I I Pleaaanc Hill. ,,.._A D,0:;?3 A-.:--L. ,-.,. Q,4!'i�f Rr,,,n"•--..1 9451� ¼r�& CAA455?, _ _ LY'"' Mu.;1-.uv �ui: -,,1r.i, 11.Jcml "'�•:I,'°"'' Emili I Wol'klJ I Home• I fut [ Cetlor I Allammt I I I I I I I I I 9 I I I I I 5 I I 5 I b 1 x I I I I 11'1! I I I 9 I I I I I I I 9 I I 9 9 I I I I I [ I I I 9 I I I CommlttN WD&FP WD&FP WD&FP E&B (Chair) WD&FP WD&FP ADV WD&FP WD&FP WO&FP WD&FP Slil1 lntere!!ted? SllllnWtillod7 SUII interested? Submitted appl Submitted appl j Recommended Commtttu I ADV-mvilesand d1scuss1ons I ADV I ADV I E&B I ADV WD&Fe 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2556 Name: Status:Type:Consent Item Passed File created:In control:6/5/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:REAPPOINT Kanwar Singh to the District V Public Sector seat on the Economic Opportunity Council, for a term ending on June 30, 2029, as recommended by Supervisor Scales-Preston. Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Shanelle Scales-Preston, District V Supervisor Report Title:Appointment to the Economic Opportunity Board ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPOINT Kanwar Singh to the District V Public Sector Seat on the Economic Opportunity Board, for a term ending on 6/30/29, as recommended by Supervisor Shanelle Scales-Preston. FISCAL IMPACT: None. BACKGROUND: The Economic Opportunity Council includes 15 members and 2 alternates, divided equally among three "sectors”, the Public Sector, the Low-income Sector, and the Private/Non-Profit Sector. There are 5 Public Sector seats; five (5) Low-Income Sector seats and one (1) Low-Income Sector alternate seat; and five (5) Private/Non-Profit Sector seats plus one (1) Private/Non-Profit Sector Alternate seat. Public Sector - The five (5) Public Sector appointees are members of the Board of Supervisors or their appointed delegate. Each Supervisor may appoint a delegate to serve and vote in his or her place. Delegate appointments must be approved by the Board of Supervisors. Public Sector members shall serve terms that are equal in duration to their term as a member of the Board of Supervisors or until withdrawn from delegation by the supervisor. Delegates serve four (4) year terms for the duration of the Board member term of office or until withdrawn by the supervisor. Low Income Sector - The 5 members and 1 alternate should be representatives of the low-income population and may be from community-based organizations, Family and Children's Services Division clients, or the general public. To be appointed a person must reside in Contra Costa County and must (a) meet federal or state CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2556,Version:1 poverty guidelines or (b) reside in a low-income community. Appointments must be approved by the Board of Supervisors. Private/Non-Profit Sector - The 5 members and 1 alternate shall be representatives of and from the private sector, non-profit organizations or public service agencies (excepting Contra Costa County government agencies). To be appointed a person must be affiliated with a private sector or non-profit organization or a public service agency located within Contra Costa County. Appointments must be approved by the Board of Supervisors. 1. The term of office for Low-Income and Private/Non-Profit Sector members of the EOC shall be for two (2) years. Low Income Sector and Private/Non-Profit Sector members may seek reappointment by submitting applications for review to the Clerk of the Board within a minimum of sixty (60) days prior to the end of their term.Members who fail to submit a completed application within the specified time period must reapply as a new applicant. 2. Public Sector members shall serve terms that are equal in duration to their term as a member of the Board of Supervisors or until withdrawn from delegation by the supervisor. 3. Unscheduled Vacancies: Terms of the EOC shall begin on July 1 and end on June 30. Should any seat become vacant during its term, the person appointed to fill that position shall the unexpired portion of that term. CONSEQUENCE OF NEGATIVE ACTION: The Suggested Appointee will not be able to serve on the Economic Opportunity Council, which could impact the body’s ability to achieve quorum and conduct business. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2557 Name: Status:Type:Consent Item Passed File created:In control:6/10/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:REAPPOINT Devlyn Sewell to Private/Non-Profit Seat #5, Karen Coleman to Private Non-Profit Seat #2, Jessica Cisneros to Low-Income Seat #5, Nicola Lopez to Low Income Seat #1, Desire Medlen to Low Income Seat #3, Karanbir Bal to Private/Non-Profit Seat #3, and Monisha Merchant to Private/Non-Profit Seat #4, and APPOINT Christian Dean to Private/Non-Profit Alternate Seat #1, all with terms ending June 30, 2027, on the Economic Opportunity Council, as recommended by the Family and Human Services Committee. Attachments:1. Sewell Devlyn_Redacted Application, 2. Merchant Monisha_Redacted Application, 3. Medlen Desire_Redacted Application, 4. Lopez Nicola_Redacted Application, 5. Dean Christian_Redacted Application, 6. Coleman Karen_Redacted Application, 7. Cisneros Jessica_Redacted Application, 8. Bal Karanbir_Redacted Application, 9. Economic Opportunity Council Roster 5-16-25 Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Family & Human Services Committee Report Title:Appointments to the Economic Opportunity Council ☐Recommendation of the County Administrator ☒ Recommendation of Board Committee RECOMMENDATIONS: REAPPOINT Devlyn Sewell to Private/Non-Profit Seat #5, Karen Coleman to Private Non-Profit Seat #2, Jessica Cisneros to Low-Income Seat #5, Nicola Lopez to Low Income Seat #1, Desire Medlen to Low Income Seat #3, Karanbir Bal to Private/Non-Profit Seat #3, and Monisha Merchant to Private/Non-Profit Seat #4, and APPOINT Christian Dean to Private/Non-Profit Alternate Seat #1, all with terms ending June 30, 2027, on the Economic Opportunity Council, as recommended by the Family and Human Services Committee. FISCAL IMPACT: There is no fiscal impact for this action. BACKGROUND: On January 7, 2020, the Board of Supervisors adopted Resolution No. 2020/1 adopting policy amendments governing appointments to boards, committees, and commissions that are advisory to the Board of Supervisors. Included in this resolution was a requirement that applications for at-large/countywide seats be reviewed by a Board of Supervisors committee. The Economic Opportunity Council (EOC) is a tripartite advisory board to the Board of Supervisors and the CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 3 powered by Legistar™ File #:25-2557,Version:1 Employment and Human Services Department, Community Services Bureau for Contra Costa County administration of the Community Services Block Grant (CSBG). The duties and responsibilities of the EOC include: reviewing fiscal and programmatic reports submitted by Community Services Bureau (CSB) staff; reviewing performance of Community Services Block Grant contractors and the Weatherization program services; selecting EOC officers and appointing members to committees; making recommendations to the County Board of Supervisors on all proposals and budgets related to Community Services Block Grant and Weatherization programs; and requiring and receiving budget and other reports prepared by CSB staff every other month along with an Annual Report. The Economic Opportunity Council includes 15 members and 2 alternates, divided equally among three "sectors”, the Public Sector, the Low-income Sector, and the Private/Non-Profit Sector. There are 5 Public Sector seats; five (5) Low-Income Sector seats and one (1) Low-Income Sector alternate seat; and five (5) Private/Non-Profit Sector seats plus one (1) Private/Non-Profit Sector Alternate seat. On June 9, 2025, the Family and Human Services Committee approved the recommendation of the below individuals for appointment and reappointment to the Economic Opportunity Council, all with terms ending June 30, 2027. SEAT NAME Private/Non-Profit Seat #5 Devlyn Sewell Private/Non-Profit Seat #2 Karen Coleman Low-Income Seat #5 Jessica Cisneros Low Income Seat #1 Nicola Lopez Low Income Seat #3 Desire Medlen Private/Non-Profit Seat #3 Karanbir Bal Private/Non-Profit Seat #4 Monisha Merchant Private/Non-Profit Alternate Seat #1 Christian Dean CONSEQUENCE OF NEGATIVE ACTION: Failure to appoint and reappoint members is likely to reduce public participation in advising policy development. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 3 powered by Legistar™ File #:25-2557,Version:1 CONTRA COSTA COUNTY Printed on 8/26/2025Page 3 of 3 powered by Legistar™ Submit Date: Apr 01, 2025 First Name Middle Initial Last Name Home Address Suite or Apt City State Postal Code Primary Phone Email Address Employer Job Title Contra Costa County Boards & Commissions Application Form Profile District Locator Tool Resident of Supervisorial District: District 4 Length of Employment 30+ Do you work in Contra Costa County? Yes No If Yes, in which District do you work? How long have you lived or worked in Contra Costa County? 30+ Are you a veteran of the U.S. Armed Forces? Yes No Board and Interest Which Boards would you like to apply for? Economic Opportunity Council: Submitted DEVLYN E SEWELL retired DEVLYN E SEWELL Concord Seat Name Priviate/Non Profit seat 5 Have you ever attended a meeting of the advisory board for which you are applying? Yes No If Yes, how many meetings have you attended? 30+ Education Select the option that applies to your high school education * High School Diploma College/ University A Name of College Attended Contra Costa Community College Degree Type / Course of Study / Major Biological Science, Nursing LVN Degree Awarded? Yes No College/ University B Name of College Attended Degree Type / Course of Study / Major Degree Awarded? Yes No College/ University C Name of College Attended Degree Type / Course of Study / Major Degree Awarded? Yes No DEVLYN E SEWELL Upload a Resume Other Trainings & Occupational Licenses Other Training A Union Trained Inside Wireman Certificate Awarded for Training? Yes No Other Training B Certificate Awarded for Training? Yes No Occupational Licenses Completed: Qualifications and Volunteer Experience Please explain why you would like to serve on this particular board, commitee, or commission. I so enjoy lifting peoples hopes and hearts up to the positive opportunities that we can share with them. I want to be part of the change. Not complain and walk by someone in need. There is such a need in our community for shelter and compassion. The unhoused, the overlooked, the left behind, the misunderstood. Information is power. I can make a difference. Describe your qualifications for this appointment. (NOTE: you may also include a copy of your resume with this application) I have served my home town of Concord volunteering on various committees for the City of Concord. Status of Women, Community Services, Mt. Diablo Health Care District over the years. Then I was asked to apply of the Economic Opportunity Council in 2015. I have been the Vice Chair for 2 terms. I was a past the Policy Council Representative as well. Would you like to be considered for appointment to other advisory bodies for which you may be qualified? Yes No Do you have any obligations that might affect your attendance at scheduled meetings? Yes No DEVLYN E SEWELL If Yes, please explain: Are you currently or have you ever been appointed to a Contra Costa County advisory board? Yes No If Yes, please list the Contra Costa County advisory board(s) on which you are currently serving: EOC If Yes, please also list the Contra Costa County advisory board(s) on which you have previously served: Policy Council List any volunteer or community experience, including any advisory boards on which you have served. I have served my home town of Concord volunteering on various committees for the City of Concord. Status of Women, Community Services, Mt. Diablo Health Care District over the years. Then I was asked to apply of the Economic Opportunity Council in 2015. I have been the Vice Chair for 2 terms. I was a past the Policy Council Representative as well. I have completed ethics training and Brown Act Training recently. Conflict of Interest and Certification Do you have a familial or financial relationship with a member of the Board of Supervisors? (Please refer to the relationships listed under the "Important Information" section below or Resolution No. 2021/234) Yes No If Yes, please identify the nature of the relationship: Do you have any financial relationships with the County such as grants, contracts, or other economic relationships? Yes No If Yes, please identify the nature of the relationship: DEVLYN E SEWELL Please Agree with the Following Statement I CERTIFY that the statements made by me in this application are true, complete, and correct to the best of my knowledge and belief, and are made in good faith. I acknowledge and undersand that all information in this application is publicly accessible. I understand that misstatements and/or omissions of material fact may cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County. I Agree Important Information 1. This application and any attachments you provide to it is a public document and is subject to the California Public Records Act (CA Government Code §6250-6270). 2. All members of appointed bodies are required to take the advisory body training provided by Contra Costa County. 3. Members of certain boards, commissions, and committees may be required to: (1) file a Statement of Economic Interest Form also known as a Form 700, and (2) complete the State Ethics Training Course as required by AB 1234. 4. Meetings may be held in various locations and some locations may not be accessible by public transportation. 5. Meeting dates and times are subject to change and may occur up to two (2) days per month. 6. Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional commitment of time. 7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if he/she is related to a Board of Supervisors' member in any of the following relationships: (1) Mother, father, son, and daughter; (2) Brother, sister, grandmother, grandfather, grandson, and granddaughter; (3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and stepdaughter; (4) Registered domestic partner, pursuant to California Family Code section 297; (5) The relatives, as defined in 1 and 2 above, for a registered domestic partner; (6) Any person with whom a Board Member shares a financial interest as defined in the Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or business associate. DEVLYN E SEWELL Please return completed applications to: Clerk of the Board of Supervisors 1025 Escobar Street, 1st Floor Martinez, CA 94553 or email to: ClerkofTheBoard@cob.cccounty.us Contra Costa County Home Address - Street City Postal Code Primary Phone (best number to reach you)Email Address Resident of Supervisorial District ot o ot, lease eter BOARDS, COMMITTEES, AND COMMISSIONS APPLICATION l ccupatioal iceses ompleted P G.E.D. Certificate Yes No o eree ype Course of Study/Major Degree AwardedColleges or Universities Attended High School Diploma CA High School Proficiency Certificate EDUCATIO N Yes Yes Yes o State ertiicate Aarded or raii Yes o Pl ease check one: es o If e s, how many? No Check appropriate box if you possess one of the following: PAGE 1 of 3 A P E o lo have you lived or ored i otra osta outy ittee or ommissio Seat Name ther raiis ompleted P Yes o istrict ocator ool es NoW you you Are you a vetera o the S Armed orces Yes No o you have ay oliatios that miht aect your attedace at scheduled meetis es, lease exla es No Monisha Merchant 4 MIT BS Yale MBA Economic Opportunity Council Private/Nonprofit 52 Print Form 4✔ ✔ ✔ ✔ ✔ 10 years Lotus Advisory Ltd.Managing Director 10 years ✔ ✔ ✔ Concord escrie your ualiicatios or this appoitmet P you may also iclude a copy o your resume lease cec oe Yes No es, lease lst te otra osta ot asor boar s o c o are c rretl ser Please check one: Yes No f Yes, please identify the nature of the relationship: Do you have any financial relationships with the county, such as grants, contracts, or other ecoomic relatioships Do you have a familial relationship with a member of the Board of Supervisors? (Please refer to te relatoss lste er te ortat orato sect o o ae o ts alcato or Resolution o. 2021/2 ) es, lease also lst te otra osta ot asor boar s o c o ae previously sere Please check one: Yes No f Yes, please identify the nature of the relationship: am icludi my resume ith this applicatio P Please check one: es o Are you curretly or have you ever ee appoited to a otra osta outy advisory oard PAGE of 3 A P E -Various in Colorado, Massachusetss, California, New Jersey, Washington, DC -Also on Board of nonprofit in South Africa Economic Opportunity Council N/A ✔ ✔ ✔ -Service on the EOC -Prior volunteer service over the past 30 years in various nonprofits across the country. -Long-term commitment to Contra Costa County ✔ I have been on this board since 2019. It is an honor to serve on the EOC and be able to support my neighbors across the county who need monetary support, resources, and most of all, compassion. 1025 Escobar Street, 1st Floor arte, 55 Submit this application to: leroeoar cob cccot s Clerk of the Board 6. Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional commitment of time. 5. Meeting dates and times are subject to change and may occur up to two (2) days per month. 7.As indicated in Board Resolution 2021/2 , a person will not be eligible for appointment if he/she is related to a Board of Supervisors member in any of the following relationships: 1 oter, ater, so, a ater 2 roter, s ster, raoter, raater, raso, a raater sba, e, ater la, oter la, so la, ater la, steso, a steater estere oestc arter, rsat to alora Fal oe secto 2 5 e relates, as ee 1 a 2 aboe, or a restere oestc arter erso t o a oar eber sares a acal terest as ee te ol tcal eor ct o t oe 10 , Facal terest , sc as a bsess arter or bsess assoc ate 1.This application and any attachments you provide to it is a public document and is subject to the California Public Records Act (CA Government Code §6250-6270). 2. All members of appointed bodies are required to take the advisory body training provided by Contra Costa County. 3. Members of certain boards, commissions, and committees may be required to: 1) file a Statement of Economic Interest Form also known as a Form 700, and 2) complete the State Ethics Training Course as required by AB 1234. 4. Meetings may be held in various locations and some locations may not be accessible by public transportation. Important Information Questions about this application? Contact the Clerk of the Board at (925) 655-2000 or by email at ClerkofTheBoard@cob.cccounty.us Signed: Date: I CERTIFY that the statements made by me in this application are true, complete, and correct to the best of my knowledge and belief, and are made in good faith. I acknowledge and understand that all information in this application is publicly accessible. I understand and agree that misstatements and/or ommissions of material fact may cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County. PAGE 3 of 3 A P E Feb 20, 2025 Please return completed applications to: Clerk of the Board of Supervisors 1025 Escobar Street, 1st Floor Martinez, CA 94553 or email to: ClerkofTheBoard@cob.cccounty.us Contra Costa County Home Address - Street City Code P hone (best number to reach you)Email Resident of Supervisorial District ot o ot, lease eter BOARDS, COMMITTEES, AND COMMISSIONS APPLICATION G.E.D. Certificate Yes No o Course of Study/Major Degree AwardedColleges or Universities Attended High School Diploma CA High School Proficiency Certificate EDUCATIO N Yes Yes Yes o Yes o Pl ease check one: es o If e s, how many? No Check appropriate box if you possess one of the following: PAGE 1 of 3 A P E Seat Name Yes o es No Yes No es, lease exla es No Desire Medlen 3 Arizona State University BA History Economic Opportunity Council Print Form 4 4 4 20 years 4 4 4 Oakley l ease cec oe Yes No es, lease lst te otra osta ot asor boar s o c o are ser Please check one: Yes No f Yes, please identify the nature of the relationship: Do you have any financial relationships with the county, such as grants, contracts, or Do you have a familial relationship with a member of the Board of Supervisors? (Please refer to te relatoss lste er te ortat orat o sect o o ae o ts alcato or Resolution o. 2021/2 ) es, lease also lst te otra osta ot asor boar s o c o ae sere Please check one: Yes No f Yes, please identify the nature of the relationship: Please check one: es o PAGE of 3 A P E Economic Opportunity Council 4 4 4 With lived experience, I serve as a representative of the low-income community to help offer insight on how poverty effects people. As of September 2025, I have had the honor of serving as Chair of the Economic Opportunity Council. 4 I have been on the EOC since 2021 and would like to continue working on the board to help end poverty in our county. 1025 Escobar Street, 1st Floor arte, 55 Submit this application to: leroeoar cob cccot s Clerk of the Board 6. Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional commitment of time. 5. Meeting dates and times are subject to change and may occur up to two (2) days per month. 7.As indicated in Board Resolution 2021/2 , a person will not be eligible for appointment if he/she is related to a Board of Supervisors member in any of the following relationships: 1 oter, ater, so, a ater 2 roter, sster, raoter, raater, raso, a raater sba, e, ater l a, oter la, so la, ater la, steso, a steater estere oestc arter, rsat to al ora Fa l oe sect o 2 5 e relates, as ee 1 a 2 aboe, or a restere oestc arter erso t o a oar eber sares a acal terest as ee te olt cal eor ct o t oe 10 , Facal terest , sc as a bsess arter or bsess assocate 1.This application and any attachments you provide to it is a public document and is subject to the California Public Records Act (CA Government Code §6250-6270). 2. All members of appointed bodies are required to take the advisory body training provided by Contra Costa County. 3. Members of certain boards, commissions, and committees may be required to: 1) file a Statement of Economic Interest Form also known as a Form 700, and 2) complete the State Ethics Training Course as required by AB 1234. 4. Meetings may be held in various locations and some locations may not be accessible by public transportation. Important Information Questions about this application? Contact the Clerk of the Board at (925) 655-2000 or by email at ClerkofTheBoard@cob.cccounty.us Signed:Date: I CERTIFY that the statements made by me in this application are true, complete, and correct to the best of my knowledge and belief, and are made in good faith. I acknowledge and understand that all information in this application is publicly accessible. I understand and agree that misstatements and/or ommissions of material fact may cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County. PAGE 3 of 3 A P E 2/20/2025 Please return completed applications to: Clerk of the Board of Supervisors ϭϬϮϱƐĐŽďĂƌ^ƚƌĞĞƚ͕ϭƐƚ&ůŽŽƌ Martinez, CA 94553 or email to: ClerkofTheBoard@cob.cccounty.us Contra Costa County ŽǇŽƵǁŽƌŬŝŶŽŶƚƌĂŽƐƚĂŽƵŶƚǇ͍ Home Address - Street City WŽƐƚĂů Code PƌŝŵĂƌǇWhone (best number to reach you)EmailĚĚƌĞƐƐ Resident of Supervisorial District;ŝĨŽƵƚŽĨŽƵŶƚǇ͕ƉůĞĂƐĞĞŶƚĞƌEͬͿ͗ /ĨzĞƐ͕ŝŶǁŚŝĐŚŝƐƚƌŝĐƚĚŽǇŽƵǁŽƌŬ͍ BOARDS, COMMITTEES, AND COMMISSIONS APPLICATION &ŝƌƐƚEĂŵĞDŝĚĚůĞ/ŶŝƚŝĂů>ĂƐƚEĂŵĞ KĐĐƵƉĂƚŝŽŶĂů>ŝĐĞŶƐĞƐŽŵƉůĞƚĞĚ͗ G.E.D. CertifiĐĂƚĞ Yes No EŽ ĞŐƌĞĞdǇƉĞͬCourse of Study/Major Degree AwardedColleges or Universities Attended High School Diploma CA High School Proficiency Certificate EDUCATION Yes Yes Yes EŽ ^ƚĂƚĞ ĞƌƚŝĨŝĐĂƚĞǁĂƌĚĞĚĨŽƌdƌĂŝŶŝŶŐ͍ YesEŽ Please check one: zĞƐEŽ If zĞs, how many? No ŚĞĐŬĂƉƉƌŽƉƌŝĂƚĞďŽǆŝĨǇŽƵƉŽƐƐĞƐƐŽŶĞŽĨƚŚĞĨŽůůŽǁŝŶŐ͗ 3$*(RI 7+,6)250,6$38%/,&'2&80(17 ƵƌƌĞŶƚŵƉůŽǇĞƌ:ŽďdŝƚůĞ >ĞŶŐƚŚŽĨŵƉůŽǇŵĞŶƚ ,ŽǁůŽŶŐŚĂǀĞǇŽƵůŝǀĞĚŽƌǁŽƌŬĞĚŝŶŽŶƚƌĂŽƐƚĂŽƵŶƚǇ͍ ŽĂƌĚ͕ŽŵŵŝƚƚĞĞ͕ŽƌŽŵŵŝƐƐŝŽŶSeat Name ,ĂǀĞǇŽƵĞǀĞƌĂƚƚĞŶĚĞĚĂŵĞĞƚŝŶŐŽĨƚŚĞĂĚǀŝƐŽƌǇďŽĂƌĚĨŽƌǁŚŝĐŚǇŽƵĂƌĞĂƉƉůǇŝŶŐ͍ KƚŚĞƌdƌĂŝŶŝŶŐƐŽŵƉůĞƚĞĚ͗ YesEŽ ŝƐƚƌŝĐƚ>ŽĐĂƚŽƌdŽŽů zĞƐNotŽƵůĚǇŽƵůŝŬĞƚŽďĞĐŽŶƐŝĚĞƌĞĚĨŽƌĂƉƉŽŝŶƚŵĞŶƚƚŽŽƚŚĞƌĂĚǀŝƐŽƌǇďŽĚŝĞƐĨŽƌǁŚŝĐŚǇŽƵŵĂǇďĞƋƵĂůŝĨŝĞĚ͍ ƌĞǇŽƵĂǀĞƚĞƌĂŶŽĨƚŚĞh͘^͘ƌŵĞĚ&ŽƌĐĞƐ͍ YĞƐNo ŽǇŽƵŚĂǀĞĂŶǇŽďůŝŐĂƚŝŽŶƐƚŚĂƚŵŝŐŚƚĂĨĨĞĐƚǇŽƵƌĂƚƚĞŶĚĂŶĐĞĂƚƐĐŚĞĚƵůĞĚŵĞĞƚŝŶŐƐ͍ /ĨzĞƐ͕ƉůĞĂƐĞĞǆƉůĂŝŶ͗ zĞƐNo Nicola (Nikki)Lopez Yes Strayer University HR Management and Business Kaplan University Business Administration EOC Low Income At least 10 Print Form 5✔ ✔ ✔ ✔ ✔ K ✔ 13 years Self Founder & CEO 1 yr Life Coach Certified Dementia Practitioner ✔ ✔ ✔ Antioch ĞƐĐƌŝďĞǇŽƵƌƋƵĂůŝĨŝĐĂƚŝŽŶƐĨŽƌƚŚŝƐĂƉƉŽŝŶƚŵĞŶƚ͘;EKd͗ǇŽƵŵĂǇĂůƐŽŝŶĐůƵĚĞĂĐŽƉǇŽĨǇŽƵƌƌĞƐƵŵĞͿ͘ WůĞĂƐĞĐŚĞĐŬŽŶĞ͗YesNo /ĨzĞƐ͕ƉůĞĂƐĞůŝƐƚƚŚĞŽŶƚƌĂŽƐƚĂŽƵŶƚǇĂĚǀŝƐŽƌǇďŽĂƌĚ;ƐͿŽŶǁŚŝĐŚǇŽƵĂƌĞĐƵƌƌĞŶƚůǇƐĞƌǀŝŶŐ͗ Please check one:YesNo /f Yes, please identify the nature of the relationship: Do you have any financial relationships with the county, such as grants, contracts, or ŽƚŚĞƌĞĐŽŶŽŵŝĐƌĞůĂƚŝŽŶƐŚŝƉƐ͍ Do you have a familial relationship with a member of the Board of Supervisors? (Please refer toƚŚĞƌĞůĂƚŝŽŶƐŚŝƉƐ ůŝƐƚĞĚƵŶĚĞƌƚŚĞΗ/ŵƉŽƌƚĂŶƚ/ŶĨŽƌŵĂƚŝŽŶΗƐĞĐƚŝŽŶŽŶƉĂŐĞϯŽĨƚŚŝƐĂƉƉůŝĐĂƚŝŽŶ or Resolution Eo. 20Ϯϭ/Ϯϯϰ)͘ >ŝƐƚĂŶǇǀŽůƵŶƚĞĞƌĂŶĚĐŽŵŵƵŶŝƚǇĞǆƉĞƌŝĞŶĐĞ͕ŝŶĐůƵĚŝŶŐĂŶǇďŽĂƌĚƐŽŶǁŚŝĐŚǇŽƵŚĂǀĞƐĞƌǀĞĚ͘ /ĨzĞƐ͕ƉůĞĂƐĞĂůƐŽůŝƐƚƚŚĞŽŶƚƌĂŽƐƚĂŽƵŶƚǇĂĚǀŝƐŽƌǇďŽĂƌĚ;ƐͿŽŶǁŚŝĐŚǇŽƵŚĂǀĞƉƌĞǀŝŽƵƐůǇƐĞƌǀĞĚ͗ Please check one:YesNo /f Yes, please identify the nature of the relationship: /ĂŵŝŶĐůƵĚŝŶŐŵǇƌĞƐƵŵĞǁŝƚŚƚŚŝƐĂƉƉůŝĐĂƚŝŽŶ͗ Please check one: zĞƐ EŽ ƌĞǇŽƵĐƵƌƌĞŶƚůǇŽƌŚĂǀĞǇŽƵĞǀĞƌďĞĞŶĂƉƉŽŝŶƚĞĚƚŽĂŽŶƚƌĂŽƐƚĂŽƵŶƚǇĂĚǀŝƐŽƌǇďŽĂƌĚ͍ 3$*(RI 7+,6)250,6$38%/,&'2&80(17 WůĞĂƐĞĞǆƉůĂŝŶǁŚǇǇŽƵǁŽƵůĚůŝŬĞƚŽƐĞƌǀĞŽŶƚŚŝƐƉĂƌƚŝĐƵůĂƌďŽĂƌĚ͕ĐŽŵŵŝƚƚĞĞ͕ŽƌĐŽŵŵŝƐƐŝŽŶ͘ EOC, AGING COUNCIL EEOC ✔ ✔ ✔ ✔ I want to continue serving on the Economic Opportunity Council to advocate for economic equity and support low-income individuals in Contra Costa County. As a current board member, I have seen the impact of our work and want to build on that progress. My background in financial services, corporate training, and senior gives me a unique perspective on economic challenges, especially for vulnerable populations. I am committed to advancing community-driven solutions, workforce development & financial literacy to create lasting change. I bring extensive experience in financial services, corporate training, and program management, along with a strong commitment to community service. As the owner of a senior care agency and a certified dementia practitioner, I understand economic challenges faced by vulnerable populations. My roles on multiple Contra Costa County boards, including the EOC, have strengthened my advocacy for economic equity, workforce development, and financial literacy. My leadership, strategic planning skills, and firsthand experience with underserved communities make me well-qualified to continue contributing to the EOC’s mission. ϭϬϮϱƐĐŽďĂƌ^ƚƌĞĞƚ͕ϭƐƚ&ůŽŽƌ DĂƌƚŝŶĞǌ͕ϵϰϱϱϯ Submit this application to:ůĞƌŬŽĨdŚĞŽĂƌĚΛĐŽď͘ĐĐĐŽƵŶƚǇ͘ƵƐKZ Clerk of the Board 6. Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional commitment of time. 5. Meeting dates and times are subject to change and may occur up to two (2) days per month. 7.As indicated in Board Resolution 20Ϯϭ/Ϯϯϰ, a person will not be eligible for appointment if he/she is related to a Board of SupervisorsΖ member in any of the following relationships:;ϭͿ DŽƚŚĞƌ͕ ĨĂƚŚĞƌ͕ ƐŽŶ͕ĂŶĚ ĚĂƵŐŚƚĞƌ͖;ϮͿ ƌŽƚŚĞƌ͕ ƐŝƐƚĞƌ͕ ŐƌĂŶĚŵŽƚŚĞƌ͕ ŐƌĂŶĚĨĂƚŚĞƌ͕ ŐƌĂŶĚƐŽŶ͕ ĂŶĚ ŐƌĂŶĚĚĂƵŐŚƚĞƌ͖;ϯͿ ,ƵƐďĂŶĚ͕ ǁŝĨĞ͕ ĨĂƚŚĞƌͲŝŶͲůĂǁ͕ ŵŽƚŚĞƌͲŝŶͲůĂǁ͕ƐŽŶͲŝŶͲůĂǁ͕ ĚĂƵŐŚƚĞƌͲŝŶͲůĂǁ͕ ƐƚĞƉƐŽŶ͕ ĂŶĚ ƐƚĞƉĚĂƵŐŚƚĞƌ͖;ϰͿ ZĞŐŝƐƚĞƌĞĚ ĚŽŵĞƐƚŝĐ ƉĂƌƚŶĞƌ͕ ƉƵƌƐƵĂŶƚ ƚŽ ĂůŝĨŽƌŶŝĂ &ĂŵŝůǇ ŽĚĞ ƐĞĐƚŝŽŶ Ϯϵϳ͖;ϱͿ dŚĞ ƌĞůĂƚŝǀĞƐ͕ ĂƐ ĚĞĨŝŶĞĚ ŝŶ ϭ ĂŶĚ Ϯ ĂďŽǀĞ͕ ĨŽƌ Ă ƌĞŐŝƐƚĞƌĞĚ ĚŽŵĞƐƚŝĐ ƉĂƌƚŶĞƌ͖;ϲͿ ŶǇ ƉĞƌƐŽŶ ǁŝƚŚ ǁŚŽŵ Ă ŽĂƌĚ DĞŵďĞƌ ƐŚĂƌĞƐ Ă ĨŝŶĂŶĐŝĂů ŝŶƚĞƌĞƐƚ ĂƐ ĚĞĨŝŶĞĚ ŝŶ ƚŚĞ WŽůŝƚŝĐĂů ZĞĨŽƌŵ Đƚ ;'ŽǀΖƚ ŽĚĞ ΑϴϳϭϬϯ͕ &ŝŶĂŶĐŝĂů /ŶƚĞƌĞƐƚͿ͕ ƐƵĐŚ ĂƐ Ă ďƵƐŝŶĞƐƐ ƉĂƌƚŶĞƌ Žƌ ďƵƐŝŶĞƐƐ ĂƐƐŽĐŝĂƚĞ͘ 1.This application and any attachments you provide to it is a public document and is subject to the California Public Records Act (CA Government Code §6250-6270). 2. All members of appointed bodies are required to take the advisory body training provided by Contra Costa County. 3. Members of certain boards, commissions, and committees may be required to: 1) file a Statement of Economic Interest Form also known as a Form 700, and 2) complete the State Ethics Training Course as required by AB 1234. 4. Meetings may be held in various locations and some locations may not be accessible by public transportation. Important Information Questions about this application? Contact the Clerk of the Board at (925)ϲϱϱͲϮϬϬϬ or by email at ClerkofTheBoard@cob.cccounty.us Signed: Date: I CERTIFY that the statements made by me in this application are true, complete, and correct to the best of my knowledge and belief, and are made in good faith. I acknowledge and understand that all information in this application is publicly accessible. I understand and agree that misstatements and/or ommissions of material fact may cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County. 3$*(RI 7+,6)250,6$38%/,&'2&80(17 2/20/25 NICOLA K. LOPEZ Antioch CA, 94531 www.linkedin.com/in/nicolalopezmba HCO O WNER, CERTIFIED LIFE COACH, CERTIFIED DEMENTIA PRACTITIONER , NOTARY Dynamic senior care agency owner and board member with a strong foundation in training, banking, and program management. Leveraging skills in client relations, financial management, and team leadership developed in roles at major banks and media companies to provide compassionate, dignified care for seniors. Passionate about fostering trust, privacy, and community impact in healthcare. • Accessibility - Proven expertise in designing and implementing inclusive programs, training, and care strategies that prioritize accessibility for individuals of all abilities. • Client Relationship Management – Expertise in building and maintaining trusted relationships, ensuring client satisfaction and personalized care, developed through years of experience in policy development, training, and coaching. • Leadership & Team Development – Proven ability to lead and mentor teams, fostering growth, accountability, and high-performance standards in corporate and healthcare environments. Caring Haven LLC, Founder and CEO 10/2023 - Present Contra Costa County Board Member 03/2024 - Present Economic Opportunity Council (EOC) Advisory Council on Aging Council (ACOAC) Federal Reserve Bank – 12th District  Sr. Program Manager, Talent Development November 2022 – September 2024 • Led communication plans and change management efforts with recession planning. • Established and created a roadmap and strategy for the credit risk management team and examiners. • Engaged and collaborated with key stakeholders on governance, business strategies, and internal mobility. • Authored and organized training systems procedural manuals and supporting documentation for training programs and systems per System, Bank, and departmental requirements, focusing on accessibility. Blue Shield of California  Program Manager, Engagement & Inclusion August 2022 – November 2022 • Led and scaled 7 Employee Resource Groups (ERG)s) Programs to best support a multi-pronged DEI strategy. • Established and created a roadmap and strategy for a new ERG, called Generations, to include all workforce. • Coached 14 ERG Co-Chairs to develop them as leaders, and advisors to the DEI Council and Business Leaders. • Created and provided subject matter expertise on DEI communications related to the ERG’s strategies to 10 SVPs. • Engaged and collaborated with key Stakeholders around governance, business strategies, community involvement, hiring practices, and internal mobility. • Reviewed processes and recommended solutions to mitigate areas of opportunity with talent acquisition, and ERG memberships. • Drove continuous improvement, change management, and centralizing data for talent and DEI workstreams. First Republic Bank  Senior Talent Development Lead (Consultant) August 2021 – July 2022 • Managed a process re-engineering training programs to improve employee engagement and customer impact, increasing positive employee surveys by 87%. • Onboarded new hires with a 90-day training plan, for systems, sales, and services that was then implemented company-wide. • Implemented and managed a multi-tiered Leadership Development program resulting in an 87% completion rate. • Collaborated with Trainers, SMEs, and Content Writers to create detailed walk-throughs, training manuals, reference guides, CO RE COMPETENCIES A D V I SORY /FOU NDER ROLE S PROFE SSI ONAL WO RK HI STO R Y NICOLA K. LOPEZ and simulations, around key KPIs, with 7 different curriculums (LOBs). • Elevated performance levels and minimized compliance issues by 49% in one month with new hires and their managers. • Quantified problem areas with recruiting and onboarding, resulting in a pipeline increase of 78% for key roles. NIKKI K. LOPEZ INT’L Bay Area, CA  Certified Executive Coach April 2019 – August 2022 • Evaluate individual and organizational development needs by looking at KPI, KSA, and employee surveys. • Partnered with major stakeholders to identify recruiting, talent, and retention opportunities and created strategies. • Assess the success of development plans and help employees make the most of learning opportunities. • Measure and track the success of individuals with a focus on mental health and mindset as it relates to performance. • Conduct strategic leadership and behavioral observation during coaching programs/sessions. JP MORGAN CHASE, Bay Area CA  Corporate Trainer April 2012 – October 2019 • Coordinated and conducted training for all New Hires in all areas of organizational operations, with a focus on recruiting strategies. • Show coached Customer Experience and Sales procedures nationwide, resulting in 75% increased satisfaction in audits, reducing branch attrition by 95%, and growing internal promotions by over 150%. • Delivered and consistently ranked in the top 2% of 600 Trainers, relating to participant surveys, knowledge, engagement, inclusion, and different approaches to teaching techniques. • Facilitated, cross-trained, and delivered virtual classroom learning, providing creative, effective classroom instruction throughout the organization with virtual and in-person classes. • Routinely evaluated corporate training needs and adjusted staff development and educational programs as needed. • Drove large-scale initiatives with change management efforts across multiple business lines. . Strayer University, Atlanta, GA - Master of Business Finance Kaplan University, Fort Lauderdale, FL- Bachelor of Science in Human Resources and Management CERTIFICATIONS Six Sigma Certified, Train the Trainer Certified, Virtual and In-Person Certified, ICF Certified Life and Executive Coach, Cornell Women’s Entrepreneurship Certification, August 2022 Google Project Management Professional Certificate, January 2023 DEI Practitioner Certificate, The Sarah Jane Academy, February 2023 Advanced Caregiving Program, Northern California Nursing Academy, November 2023 Essentials of Person-Centered Memory Care, Dignity Health, January 2024 Certified Dementia Practitioner, September 2024 AWARDS Best Senior Care Agency in the Bay Area, July 2024 Best of Oakley, September 2024 CREDENTIALS Veterans Administration (VA), 2023 MediCal, 2024 Better Business Bureau Accreditation (BBB), 2024 EDUCATION, TRAINING, AWARDS & CREDENTIALS Contra Costa County Boards & Commissions Application Form Profile Christian First Name E Middle Initial Dean Last Name ----- - District Locator Tool Resident of Supervisorial District: � District 3 Excite Credit Union Employer Length of Employment 2 years Director of Retail Ex erience Job Title Do you work in Contra Costa County? r Yes r-No If Yes, in which District do you work? le or Apt CA State How long have you lived or worked in Contra Costa County? 27 years Are you a veteran of the U.S. Armed Forces? r Yes r-No Board and Interest Which Boards would you like to apply for? Economic Opportunity Council: Submitted Christian E Dean Submit Date: Apr 21, 2025 --e-- Concord Christian Evelyn Dean | Page2 | Vice President, Group Branch Manager, POPPY BANK 2021 – 2022 Directed 10-person sales team, analyzing financial and customer data to proactively address needs, resolve issues, and equip teams with resources to meet key business objectives. • Effectively managed customer complaints with sound judgment, using insights from interactions to enhance operations and overall performance. Achieved 200% business growth in Q1 2022. • Led successful launch of the San Francisco branch, establishing key business relationships that secured $17M in new accounts during first quarter. AVP, Business Development Branch Manager, COMERICA BANK 2017 – 2021 Strategically led and coordinated sales initiatives, leveraging deep knowledge of products and services to drive loan and deposit sales to both consumer and small business segments. Spearheaded strategies through organic sourcing methods. • Managed a $56M business portfolio, successfully attracting and retaining clients, and surpassing key performance targets by exceeding consumer loan sales goals by 132%. • Cultivated and enhanced sales performance in employees and led a colleague experience initiative for the Retail Bank Division. • Facilitated improvements to OD Report, Information Protection, and Authentication Question to mitigate risk and ensure compliance ahead of annual audit. Assistant Branch Manager, PATELCO CREDIT UNION 2013 – 2016 Oversaw training, supervision, and support of 60 employees across 12 retail branches, fostering a collaborative environment that motivated staff to excel in sales and customer service. • Significantly enhanced loan growth by 26% year-over-year and elevated branch performance, boosting revenue and sales rankings from 24th to 14th among 36 branches. • Acted as Interim Branch Manager as needed, supporting continuity, process improvements, and quality service. EDUCATION Master of Science (MS), Organizational Leadership, ALLIANCE UNVERISTY Bachelor of Art (BA), Industrial Psychology, HOLY NAMES UNIVERSITY C-Suite Leadership Training, CREDIT UNION NATIONAL ASSOCIATION (CUNA), in progress Customer Experience Executive Certification, THE CX ACADEMY Agile Project Management Certification, LOUISIANA STATE UNIVERSITY ONLINE & CONTINUING EDUCATION Community Leadership • Executive Board Member, Oakland African American Chamber of Commerce • Board Member, The Social Equity Initiative • Committee Chair, Uplift Our Local Community, Alpha Kappa Alpha Sorority, Inc. • Member, National Association of Professional Women • Member, Habitat for Humanity Of Note • Named one of San Francisco Business Times’ “Bay Area People on The Move” • Notary public of California • Myers-Briggs Type Indicator (MBTI): Extraversion, Intuition, Feeling, Judging (ENFJ) • Author of Propelled: A 30-Day Guide to Coping with Anxiety and Depression Through the Word of God Oakley DR. KAREN COLEMAN, DBA Healthcare Management Leader "A healthcare leader who believes diversity and inclusion are drivers for excellence.11 PROFILE •Over 30 years' experience in Healthcare Management•Demonstrated ability to lead health equity in policy and action planning•Passionate advocate for disadvantaged communities in healthcareEXPERIENCE HEALTH CARE CONSULTANT, EDUCATOR & OWNER Helping Other People Ignite I 2003-Present•Manage daily operations of healthcare agency and ensure client satisfaction•Lead patient education on self-advocacy, such as requesting information,preparing questions, making appointments and requesting referrals•Educate health care professionals on restorative justice models to facilitatetrust building and healthy living strategies•Develop, analyze and report on community-wide metrics for implicit bias•Network to cultivate client base and spread organizational awareness•Design and disseminate implicit bias and anti-racism resources and tools forphysicians and other health care professionals to mitigate biasesCHARGE NURSE -INTENSIVE CARE UNIT Saint Francis Memorial Hospital I 2003 -2015•Managed and planned care of pediatric and adult critically ill patients•Collaborated with physicians and key stakeholders to build and advocate forequitable and culturally relevant healthcare reform on a system-wide level•Promoted team advocacy for disadvantaged communities through education•Developed nursing staff by enacting DEIB training to foster overall growth•Supported system wide goals by planning and developing research activitiesfor sepsis and burn unit certificationCHARGE NURSE -SURGICAL AND MEDICAL INTENSIVE CARE Contra Costa Regional Medical Center I 2009 -2011•Supervised team of Registered Nurses, Nursing Assistants and Clerks•Provided specialized nursing care in the ICU and ER•Led Rapid Response team by triaging and assessing medical emergencies•Partnered with key stakeholders to plan and advance center initiatives tomeet strategic organization wide goals•Facilitated team meetings for addressing unit issues and quality control•Executed conflict resolution strategies to mitigate unit discourseCASE MANAGER -COMMUNITY HEALTH Kaiser Permanente Antioch Medical Center 1 2002 -2004•Implemented culturally competent health equity programs to supportrestructuring of health care system in partnership with QA Team•Coordinated in-home nursing care and advocated for clients in obtainingequitable benefits and access to services•Collaborated with Senior Leadership to assure cost effective budgeting•Designed equitable practices, policies and procedures to ensure execution ofdeliverables•Developed patient health improvement programs for optimal care•Assessed individual, family, and community needs to identify potential healthor safety risks LICENSURE Registered Nurse - Texas 2021-2023 Basic Life and Advanced Cardiac Life Support 2021-2023 EDUCATION DOCTORATE OF BUSINESS ADMINISTRATION University of Phoenix 2019 MASTER OF BUSINESS ADMINISTRATION MASTER OF NURSING ADMINISTRATION Holy Names University 2008 BACHELOR OF SCIENCE IN NURSING San Francisco State University 2001 PUBLICATIONS Black Versus White Medicare/ Medicaid Patients Health Care Experiences: A Quantitative Causal Comparative Study 2019 Please return completed applications to: Clerk of the Board of Supervisors 1025 Escobar Street, 1st Floor Martinez, CA 94553 or email to: ClerkofTheBoard@cob.cccounty.us Contra Costa County Do you work in Contra Costa County? Primary Resident of Supervisorial District (if out of County, please enter N/A): If Yes, in which District do you work? BOARDS, COMMITTEES, AND COMMISSIONS APPLICATION First Name Middle Initial Last Name Occupational Licenses Completed: G.E.D. Certificate Yes No No Degree Type/Course of Study/Major Degree AwardedColleges or Universities Attended High School Diploma CA High School Proficiency Certificate EDUCATIO N Yes Yes Yes No Certificate Awarded for Training? Yes No Pl ease check one: Yes No If Yes, how many? No Check appropriate box if you possess one of the following: PAGE 1 of 3 THIS FORM IS A PUBLIC DOCUMENT Current Employer Job Title Length of Employment How long have you lived or worked in Contra Costa County? Board, Committee, or Commission Seat Name Have you ever attended a meeting of the advisory board for which you are applying? Other Trainings Completed: Yes No District Locator Tool Yes NoWould you like to be considered for appointment to other advisory bodies for which you may be qualified? Are you a veteran of the U.S. Armed Forces? Yes No Do you have any obligations that might affect your attendance at scheduled meetings? If Yes, please explain: Yes No Jessica Cisneros Y UC San Diego Political Science Board Economic Opportunity Council Print Form ✔ ✔ ✔ ✔ Andrea ✔ 31yrs Elevated Decks Inc COO 5 Licensed Deck Contractor ✔ ✔ ✔ The only reason that may affect missing meetings is if my children are sick. Oakley Describe your qualifications for this appointment. (NOTE: you may also include a copy of your resume). Please check one: Yes No If Yes, please list the Contra Costa County advisory board(s) on which you are currently serving: Please check one: Yes No If Yes, please identify the nature of the relationship: Do you have any financial relationships with the county, such as grants, contracts, or other economic relationships? Do you have a familial relationship with a member of the Board of Supervisors? (Please refer to the relationships listed under the "Important Information" section on page 3 of this application or Resolution No. 2021/234). List any volunteer and community experience, including any boards on which you have served. If Yes, please also list the Contra Costa County advisory board(s) on which you have previously served: Please check one: Yes No If Yes, please identify the nature of the relationship: I am including my resume with this application: Please check one: Yes No Are you currently or have you ever been appointed to a Contra Costa County advisory board? PAGE 2 of 3 THIS FORM IS A PUBLIC DOCUMENT Please explain why you would like to serve on this particular board, committee, or commission. I have served as a Board Member for Monument Impact, President of the nonprofit Yellow Heart Committee, and as the elected Student Trustee for the State of California, where I contributed to community empowerment, social justice, and student advocacy. Economic Opportunity Council ✔ ✔ ✔ I am honored to submit my qualifications for consideration as a board member of the Economic Opportunity Council for the City of Contra Costa. My diverse leadership roles and commitment to community service have equipped me with a unique blend of skills and experiences that align with the council's mission to enhance economic opportunities within our community. Leadership and Board Experience: - President, Yellow Heart Committee: As the president of this nonprofit organization, I lead initiatives aimed at fostering community engagement and support. My role involves strategic planning, fundraising, and building ✔ I am eager to serve on the Contra Costa Economic Opportunity Council Board again because I want to see my community thrive. Growing up, I directly benefited from the services and resources available to us, which helped provide opportunities and support during critical times. These services played an important role in shaping my path, and I am deeply grateful for them. Now, I am passionate about giving back by contributing my time, skills, and experiences to ensure that others have access to the same opportunities I had. I believe in the power of community, and I am committed to working toward economic solutions that uplift individuals and families in Contra Costa County. By serving on this board, I hope to help expand programs that support economic empowerment, job development, and sustainable growth, so future generations can also experience the opportunities that helped me succeed. 1025 Escobar Street, 1st Floor Martinez, CA 94553 Submit this application to: ClerkofTheBoard@cob.cccounty.us OR Clerk of the Board 6. Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional commitment of time. 5. Meeting dates and times are subject to change and may occur up to two (2) days per month. 7.As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if he/she is related to a Board of Supervisors' member in any of the following relationships: (1) Mother, father, son, and daughter; (2) Brother, sister, grandmother, grandfather, grandson, and granddaughter; (3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and stepdaughter; (4) Registered domestic partner, pursuant to California Family Code section 297; (5) The relatives, as defined in 1 and 2 above, for a registered domestic partner; (6) Any person with whom a Board Member shares a financial interest as defined in the Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or business associate. 1.This application and any attachments you provide to it is a public document and is subject to the California Public Records Act (CA Government Code §6250-6270). 2. All members of appointed bodies are required to take the advisory body training provided by Contra Costa County. 3. Members of certain boards, commissions, and committees may be required to: 1) file a Statement of Economic Interest Form also known as a Form 700, and 2) complete the State Ethics Training Course as required by AB 1234. 4. Meetings may be held in various locations and some locations may not be accessible by public transportation. Important Information Questions about this application? Contact the Clerk of the Board at (925) 655-2000 or by email at ClerkofTheBoard@cob.cccounty.us Si :Date: I CERTIFY that the statements made by me in this application are true, complete, and correct to the best of my knowledge and belief, and are made in good faith. I acknowledge and understand that all information in this application is publicly accessible. I understand and agree that misstatements and/or ommissions of material fact may cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County. PAGE 3 of 3 THIS FORM IS A PUBLIC DOCUMENT 3/12/2025 Bay Point Economic Opportunity Council Roster 5-16-2025  LaTonia M Peoples-Stokes - Brentwood 1st Term Oct 17, 2023 to Jun 30, 2025 Position District III Public Sector  Devlyn Sewell - Concord 5th Term Oct 03, 2023 to Jun 30, 2025 Position Private/Non-Profit Sector 5  Nicola Lopez - Antioch 1st Term Aug 13, 2024 to Jun 30, 2025 Position Low-Income Sector 1  Jessica Cisneros - Oakley 1st Term Oct 08, 2024 to Jun 30, 2025 Position Low-Income Sector 5  Karanbir S Bal – Bay Point 1st Term Oct 08, 2024 to Jun 30, 2025 Position Private/Non-Profit Sector 3  Monisha Merchant - Concord 1st Term Aug 13, 2024 to Jun 30, 2025 Position Private/Non-Profit Sector 4  Kanwar Singh - Pittsburg 1st Term Feb 27, 2024 to Jun 30, 2025 Position District V Public Sector  Karen Colman - Antioch 1st Term Dec 12, 2023 to Jun 30, 2025 Position Private/Non-Profit Sector 2  Desire Medlen - Oakley 2nd Term Oct 03, 2023 to Jun 30, 2025 Position Low-Income Sector 3  Victor Benedict G Tiglao - Concord 2nd Term Jul 01, 2024 to Jun 30, 2026 Position Low-Income Sector 4  Patricia J Campbell – Danville 2nd Term Jul 01, 2024 to Jun 30, 2026 Position Private/Non-Profit Sector 1  Janelle T Lafrades - Pittsburg 2nd Term Jul 01, 2024 to Jun 30, 2026 Position Low-Income Sector 2  Buffie Lafayette - Brentwood 1st Term Nov 12, 2024 to Jun 30, 2026 Position Low-Income Sector Alternate 1  Ajit K Kaushal - Concord 3rd Term Jul 01, 2023 to Jun 30, 2027 Position District IV Public Sector  Renee Zeimer - Moraga 5th Term Jul 01, 2024 to Jun 30, 2028 Position District II Public Sector 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2558 Name: Status:Type:Consent Item Passed File created:In control:6/10/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:REAPPOINT Matthew Guichard to the District II Seat of the Contra Costa County Fire Protection District's Fire Advisory Commissioners for a four-year term with an expiration date of June 30, 2029, as recommended by Supervisor Andersen. Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Candace Andersen, District II Supervisor Report Title:APPOINTMENT TO THE CONTRA COSTA COUNTY FIRE PROTECTION DISTRICT'S FIRE ADVISORY COMMISSIONERS ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: REAPPOINT Matthew Guichard to the District II Seat of the Contra Costa County Fire Protection District's Fire Advisory Commissioners for a four-year term with an expiration date of June 30, 2029, as recommended by Supervisor Candace Andersen. FISCAL IMPACT: NONE BACKGROUND: The Commission was established to review and advise on annual operations and capital budgets; to review district expenditures; to serve as the Appeals Board on weed abatement matters; to advise the Fire Chief on district service matters; to serve as liaison between the Board of Supervisors and the community served by each district. The Commission consists of 7 members and 3 alternates. Terms for all Commission seats are four years. Supervisor Andersen has been pleased with Mr. Guichard's involvement on the Commission and would like him to continue for another term. CONSEQUENCE OF NEGATIVE ACTION: CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2558,Version:1 The seat will become vacant and District 2 will not be represented. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2559 Name: Status:Type:Consent Item Passed File created:In control:6/10/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:REAPPOINT Dennis Reigle to the District II Seat on the Contra Costa County Merit Board for a four- year term with an expiration date of June 30, 2029, as recommended by Supervisor Andersen. Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Candace Andersen, District II Supervisor Report Title:APPOINTMENT TO THE CONTRA COSTA COUNTY MERIT BOARD ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: REAPPOINT Dennis Reigle to the District II Seat on the Contra Costa County Merit Board for a four-year term with an expiration date of June 30, 2029, as recommended by Supervisor Candace Andersen. FISCAL IMPACT: NONE BACKGROUND: The Contra Costa County Merit Board consists of five (5) residents of Contra Costa County who are neither County or District employees nor employees of any organization representing County or District employees. Merit Board members shall be appointed by the Board of Supervisors. They are given the following powers and duties: • The Merit Board shall hear and make final determinations on: appeals from orders and actions of dismissal; suspension; or reduction in rank or compensation unless alternative jurisdiction is conferred by the board of supervisors. When it is given such jurisdiction by the Board of Supervisors, it may decide discrimination complaints and other matters. • It shall hear and make recommended determinations on other matters, when it is given jurisdiction of such matters by the Board of Supervisors. • The Merit Board as a whole shall monitor the operation of the County Personnel Management System CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2559,Version:1 including the Merit System and report its recommendations from time to time to the Board of Supervisors. CONSEQUENCE OF NEGATIVE ACTION: The seat will be vacant and District 2 will not be represented. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2560 Name: Status:Type:Consent Item Passed File created:In control:6/11/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE Board meeting minutes for May 2025. Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Monica Nino, County Administrator Report Title:Approve the Board meeting minutes for May 2025 ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE Board meeting minutes for May 2025, as on file with the Office of the Clerk of the Board. FISCAL IMPACT: No fiscal impact. BACKGROUND: Government Code Section 25101(b) requires the Clerk of the Board to keep and enter in the minute book of the Board a full and complete record of the proceedings of the Board at all regular and special meetings, including the entry in full of all resolutions and of all decisions on questions concerning the allowance of accounts. The vote of each member on every question shall be recorded. CONSEQUENCE OF NEGATIVE ACTION: The Board of Supervisors will not be in compliance with Government Code Section 25101(b). CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 1 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2429 Name: Status:Type:Consent Item Passed File created:In control:6/6/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Clerk-Recorder, or designee, to execute a contract amendment with NBS Government Finance Group to extend the term from May 31, 2025 through July 31, 2025 with no change to the payment limit of $14,000 or other terms, for continuing consultation on, and analysis of, the Department's cost recovery program. (No fiscal impact) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Kristin Connelly, Clerk-Recorder Report Title:Contract Extension with NBS Government Finance Group ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Clerk-Recorder, or designee, to execute a contract amendment with NBS Government Finance Group, to extend the termination date of the agreement from May 31, 2025, to July 31, 2025, with no change to the agreement’s payment limit or other terms. FISCAL IMPACT: This agreement’s payment limit of $14,000 will remain unchanged, its associated costs are 100% General Fund. BACKGROUND: The Clerk-Recorder Department’s Elections Division is charged with conducting elections on behalf of jurisdictions within the County. The Department seeks consultation about the cost-recoverability of functions and capital equipment related to the conduction of elections, as well as methodology of distributing those costs to jurisdictions participating in a consolidated election. NBS Government Finance Group will assist the Department in reviewing charges related to the 2024 November General Election, performing comparisons of election billing methodologies of other California counties’ Registrar offices, and offer advisement on potential changes to billing methodologies for future elections. This agreement contains a non-standard indemnification clause that potentially restricts reimbursement of expenditures should the County elect to provide its own legal defense for any claim covered by the contractor’s general liability insurance policy. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2429,Version:1 CONSEQUENCE OF NEGATIVE ACTION: The Department would lack the capacity to thoroughly evaluate its election billing methodology and would continue current practices which may omit reimbursement of costs related to election equipment and functions, resulting in potentially unrealized revenue. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2430 Name: Status:Type:Consent Item Passed File created:In control:6/6/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:AUTHORIZE relief of cash shortage in the Office of the Clerk-Recorder in the amount of $2,303, as recommended by the County Administrator. (100% General Fund) Attachments:1. Relief of Cash Shortage Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Monica Nino, County Administrator Report Title:Request for Relief of Cash Shortage ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: AUTHORIZE relief of cash shortage in the Office of the Clerk-Recorder in the amount of $2,302.81. FISCAL IMPACT: Cash shortage in the amount of $2,302.81 will be funded with 100% General Fund. BACKGROUND: In accordance with the provisions of Administrative Bulletin 207.7, the Auditor-Controller has verified and concurs with the report of a total cash shortage in the amount of $2,302.81 in the Office of the Clerk-Recorder. The date that the shortages occurred is unknown but prior to July, 2020. In 2017, the Office of the Clerk- Recorder began working with the Office of the Auditor-Controller to implement a new accounting process utilizing an Accounts Receivable account. The total shortage was identified as the result of an audit of transactions pertaining to the departmental Accounts Receivable account prior to July, 2020. It has been determined that further efforts to reconcile the account would not be justified due to the amount of the shortage and the remote possibility of successful recovery. As far as can be ascertained, neither the shortage nor any delay in its discovery was caused by fraud or gross negligence. CONSEQUENCE OF NEGATIVE ACTION: CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2430,Version:1 The shortage will not be relieved, and cash will not be in balance. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2590 Name: Status:Type:Consent Item Passed File created:In control:2/24/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Conservation and Development Director to execute a Memorandum of Understanding with the Contra Costa Transportation Authority in an amount not to exceed $2,975,280 to implement the Accessible Transportation Strategic Plan for the period July 1, 2024 through June 30, 2026. (100% Measure X funds) Attachments:1. FY24-25 Measure X Allocations Adopted 5.21.24, 2. Measure X ATSP CCTA Funding Cycle 3 MOU Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:John Kopchik, Director, Conservation and Development Report Title:MOU with CCTA for Measure X funding to support Accessible Transportation ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Conservation and Development Director to execute a Memorandum of Understanding with the Contra Costa Transportation Authority in an amount not to exceed $2,975,280 to implement the Accessible Transportation Strategic Plan for the period July 1, 2024 through June 30, 2026. (100% Measure X funds) FISCAL IMPACT: 100% Measure X funds. This expenditure is accounted for in the budget. Time spent overseeing the grant is incorporated into the Department of Conservation and Development budget. BACKGROUND: The Accessible Transportation Strategic Plan (ATSP) defines how Contra Costa will improve transportation options for older adults, persons with disabilities, and veterans. The ATSP was conducted by the Contra Costa Transportation Authority (CCTA) with support from Contra Costa County and was collaboratively developed over several years in consultation with elected officials and staff at affected public agencies, advocates representing community-based organizations and users of the system. The Board of Supervisors and the CCTA Board both approved the ATSP in March 2021. The implementation of the ATSP is being overseen by CCTA’s ATSP Task Force (which includes representatives of the Board of Supervisors) which is advisory to the CCTA Board (which also includes representatives of the Board of Supervisors). CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2590,Version:1 The MOU enables CCTA to continue to commence implementation of the ATSP by authorizing CCTA to apply funds from the County toward a wide variety of programs and strategies enumerated in the ATSP. For example, funds may be used on the development of: One-Call/One-Click system, transportation focused information and referral, establishment of a coordinating entity, technology plan, improved connectivity between paratransit programs, same-day trip programs, countywide travel training, and expansion of the low-income fare equity program (LIFE). The proposed MOU supersedes the prior MOUs entered into by the County and CCTA for this program. The proposed MOU governs the expenditure of a total of $2,975,280 in Measure X funds that resulted from two Measure X allocations approved by the Board: $1,470,000 approved in 2023 and $1,505.280 approved in 2024. The proposed MOU covers the period from July 1, 2024 to June 30, 2026. CCTA continues to ramp up its implementation efforts and anticipates that the pace of work to implement the ATSP will be accelerating in the coming year. CONSEQUENCE OF NEGATIVE ACTION: If the MOU is not approved, the County will not disburse previously approved Measure X Funds intended to improve transportation for older Contra Costa residents and those with disabilities. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ Measure X Allocations FY21-22 One-time FY22-23 FY23-24 Revised FY23-24 One-Time FY24-25 FY24-25 One-Time Agency Spay/neuter, mobile clinic, pet retention grants (one-time)750,000 Build, Reopen and Staff Fire Stations 18,800,000 3,500,000 7,350,000 7,526,400 CCC Fire Protection 4,500,000 4,725,000 4,838,400 1,500,000 Pinole Fire – Increase Service 2,000,000 2,100,000 2,150,400 1,100,000 1,100,000 CCC Fire Protection 400,000 409,600 Mapping Prejudice Project (one-time)50,000 72,400 1,400,000 1,470,000 1,505,280 500,000 525,000 537,600 Illegal Dumping Initiative 600,000 630,000 645,120 Local Housing Trust Fund 10,000,000 12,600,000 12,902,400 Arts and Culture Programs 250,000 262,500 268,800 County Administration 1,000,000 County Administration Innovation Fund 2,000,000 2,000,000 County Administration 50,000 25,000 26,250 26,880 County Administration MXCAB Retreat/Needs Assessment Consulting (over 3 yrs)30,000 County Administration 20,000 County Administration Measure X Reserve Fund 20,000,000 County Administration Measure X Staff Support 275,000 (180,000) 281,600 County Administration 65,000 200,000 210,000 (220,000) 200,000 County Administration 740,200 County Administration 450,000 472,500 483,840 1,000,000 County Youth Centers (three) 10,000,000 1,750,000 3,500,000 1,693,000 3,623,898 1,500,000 1,575,000 1,612,800 Early Childhood Education/Childcare 4,000,000 4,200,000 4,300,800 Family Navigators 584,000 788,200 807,117 Food Security 800,000 819,200 1,000,000 250,000 1,000,000 2,100,000 2,150,400 Refugee Resettlement Resources 1,000,000 2,500,000 5,000,000 21,000,000 21,504,000 Health Services CCRMC Capital Projects 80,000,000 Health Services FY24-25 - Adopted Measure X Funding Allocations Measure X Allocations FY21-22 One-time FY22-23 FY23-24 Revised FY23-24 One-Time FY24-25 FY24-25 One-Time Agency Contra Costa CARES 750,000 750,000 (156,533) Health Services 40,000,000 42,000,000 43,008,000 Health Services 3,250,000 Health Services 1,400,000 1,433,600 Health Services 5,200,000 Health Services Library Building Improvements 4,000,000 1,900,000 Library Library Literacy Program 200,000 210,000 215,040 Library 50,000 Library 80,000 1,000,000 7,500,000 600,000 1,260,000 1,290,240 2,000,000 Probation Stand Together Contra Costa 829,000 848,896 Public Defender 2,500,000 2,625,000 2,688,000 Public Works 3,750,000 Public Works Parks in Unincorporated Communities 1,000,000 1,024,000 Public Works Body Worn and In-Car Cameras 720,000 1,841,000 1,933,050 (339,432) 1,979,443 Sheriff-Coroner Total Allocations 156,895,200 78,150,000 118,196,500 4,493,000 120,181,754 17,502,400 (895,965) 1 Agreement No. ### FUNDING MEMORANDUM OF UNDERSTANDING FOR IMPLEMENTATION OF THE ACCESSIBLE TRANSPORTATION STRATEGIC PLAN FOR THE PERIOD JULY 1, 2024 – JUNE 30, 2026 This funding memorandum of understanding for the period July 1, 2024, through June 30, 2026(“MOU”) is dated as of June 24, 2025 (the “Effective Date”), and is between the COUNTY OF CONTRA COSTA (the “County”) and the CONTRA COSTA TRANSPORTATION AUTHORITY (“Recipient,” or “CCTA”). The County and CCTA may jointly be referred to as the “parties.” RECITALS A. On November 3, 2020, voters in Contra Costa County approved Measure X, a Countywide, 20-year, half-cent sales tax. The ballot measure language stated the intent of Measure X as “to keep Contra Costa’s regional hospital open and staffed; fund community health centers, emergency response; support crucial safety-net services; invest in early childhood services; protect vulnerable populations; and for other essential county services.” B. On November 16, 2021, the Board of Supervisors (the “Board”) approved an allocation of Measure X funds to Recipient in the amount of $1,400,000 (the “Initial Allocation”). The Initial Allocation is governed by an MOU between the parties dated April 1, 2022, and an MOU between the parties dated as of July 1, 2023 (together, the “Initial Service Plan MOU”). The Initial Allocation has been expended and the Initial Service Plan MOU has expired. On May 23, 2023, the Board approved an allocation of Measure X funds to Recipient in the amount of $1,470,000 to be used during the period July 1, 2023, through June 30, 2025 (the “2023 Allocation”). The 2023 Allocation is governed by an MOU between the parties dated July 1, 2023 (the “2023 Service Plan MOU”). As of the Effective Date, the 2023 Allocation has not been expended, and the parties desire to expand the service plan by which expenditures may be made. C. On May 21, 2024, the Board approved an allocation of Measure X funds to Recipient in the amount of $1,505,280 (“2024 Allocation”) to be used during the period July 1, 2024, through June 30, 2026 (the “Funding Period”). D. This MOU is intended to define how Measure X funds can be used to implement the Accessible Transportation Strategic Plan (the “Project”). This MOU supersedes the prior MOUs entered into by the parties for this purpose, including the 2023 Service Plan MOU, and is being used to carry out the Service Plan described in Schedule 1, attached hereto (the “2025 Service Plan”). The Project, as refined based on the parties efforts to date, is described in Schedule 1. 2 The parties therefore agree as follows: AGREEMENT 1. Payment of Funds. The County shall contribute up to the amount of the 2024 Allocation and any remaining 2023 Allocation not previously contributed (the “County Contribution”) to Recipient for Recipient’s use during the Funding Period to carry out the services described in the Service Plan. 2. Use of Funds. Recipient shall use the County Contribution solely for the Project, as specified in the Service Plan. 3. Term and Termination. This MOU is effective on the Effective Date and remains in effect until June 30, 2026. The County may terminate this MOU at any time by giving 15 days’ written notice to Recipient if Recipient fails to properly perform any of its obligations under this MOU and fails to correct such performance issues within seven days after notice from the County. 4. Progress Reports. Recipient shall submit bi-annual (twice yearly) progress reports, in the time, form, and manner set forth in the Service Plan, to the Board of Supervisors through the Transportation, Water, and Infrastructure Committee and the County’s Conservation and Development Director, or his or her designee, detailing Recipient’s accomplishments in carrying out the Service Plan and the Project. 5. Records; Audit. Recipient must keep and make available for inspection and copying by authorized representatives of the County, the Recipient’s regular business records and such additional records pertaining to this MOU as may be required by the County. This provision is binding on the heirs, successors, assigns and representatives of Recipient. a. Retention of Records. Recipient must retain all documents pertaining to this MOU for five years from the date of submission of the final payment to Recipient in accordance with Schedule 2, and until any audit is competed and exceptions resolved for the Funding Period. Upon request, Recipient must make these records available to authorized representatives of the County. b. Access to Books and Records. Recipient must, upon written request and until the expiration of five years after furnishing services pursuant to this MOU, make available to the County or any of its authorized representatives, the books, documents, and records of Recipient necessary to certify the nature and extent of all costs and charges incurred under this MOU. If Recipient carries out any of the duties of this MOU through a subcontract, the subcontract must contain a clause to the effect that upon written request and until the expiration of five years after furnishing services under the subcontract, the subcontractor must make available to the County or any of its authorized 3 representatives, the books, documents and records of the subcontractor necessary to verify the nature and extent of all costs and charges incurred under the subcontract. c. Audit. Recipient shall make its records available for, and an audit may be required by, the County. If an audit is required, Recipient must provide the County with the audit. 6. Modification. This MOU may be modified only with the written approval of both parties. 7. Hold Harmless. Recipient shall fully defend, hold harmless, and indemnify the County, its officers, agents and employees against any and all claims, demands, damages, costs, expenses and liability arising out of this MOU, except for liability arising out of the sole negligence or willful misconduct of the County, its officers, agents or employees. This section shall survive the termination of this MOU. 8. Notices: All correspondence regarding this MOU, including demands and notices, is to be directed to the following persons at the following addresses and telephone numbers: County: Contra Costa County Department of Conservation and Development 30 Muir Road Martinez, California 94553 Attention: Jamar Stamps, Principal Planner Recipient: Contra Costa Transportation Authority 2999 Oak Road, Suite 100 Walnut Creek, California 94597 Attention: Brian Kelleher, Chief Financial Officer 9. Counterparts. The parties recognize and agree that separate counterpart signature pages may be used to execute this MOU, but that all such pages constitute one and the same MOU. 10. No Third-Party Beneficiaries. This MOU is intended solely for the benefit of the parties hereto and no third party will have any right or interest in any provision of this MOU or as a result of any action or inaction of any party in connection with this MOU. 11. Remedy. The sole remedy for violation of this MOU is specific performance of this MOU. The County and Recipient waive their respective rights to trial by jury of any claim or cause of action arising out of this MOU. The County and Recipient have no liability for damages to one another or to any other person or entity resulting from any violation of this MOU. 12. Authorization. Recipient, or the representative(s) signing this MOU on behalf of Recipient, represents and warrants that it has full power and authority to enter into this MOU and to perform the obligations set forth herein. [Remainder of Page Intentionally Left Blank] 4 13. Entire MOU. This MOU contains the entire understanding of the parties relating to the subject matter of this MOU. No promise, representation, warranty or covenant not included in this MOU has been or is relied upon by any party. The parties are signing this MOU as of the Effective Date. CONTRA COSTA COUNTY By: John Kopchik, Director, Department of Conservation and Development CONTRA COSTA TRANSPORTATION AUTHORITY 5 SCHEDULE 1 TO FUNDING MEMORANDUM OF UNDERSTANDING FOR THE PERIOD JULY 1, 2024– JUNE 30, 2026 SERVICE PLAN Recipient: Contra Costa Transportation Authority Project Name: Implementation of Accessible Transportation Strategic Plan Project Description The goal of the Accessible Transportation Strategic Plan (“ATSP”) is to improve the accessibility of transportation for seniors, people with disabilities, and qualifying veterans. This MOU seeks to implement the ATSP through governance and organizational improvements within and among transportation providers, as well as the improvement and expansion of programs identified in the ATSP. The principal ATSP recommendation for organizational improvement is the establishment of the coordinating entity that will coordinate and support the delivery of different types of accessible transportation services among numerous transportation providers, including transit operators, social service agencies, non-profit organizations, and cities. The ATSP also recommends numerous expansions and improvements of programs to improve mobility for the target population. The Project supported by this MOU is to implement the ATSP, including all of the Tasks and Strategies provided for therein, subject to the limitations and parameters specified in this Service Plan. Tasks to be Performed by Recipient CCTA shall implement the ATSP, as the ATSP may be updated from time to time and approved by the Contra Costa Transportation Authority and County Board of Supervisors. Funding provided under this MOU may not be expended to implement ATSP tasks or strategies that have been added or revised without approval of the County Board of Supervisors. The following parameters shall apply to this ATSP implementation: Implementation of ATSP Strategy 11: One-Call/One-Click; Information and Referral (I&R). Countywide, centralized phone and internet resource for all programs and modes of transportation serving target populations. Assisting callers in making travel plans based on their abilities. This strategy is updated to include CCTA’s United States Department of Transportation grant supporting the Integrated Open Data Platform for Multimodal Accessible Transportation (OPTIMAT) Project. Excepting personally identifiable information, all OSR system data shall be made available to CCTA, MTC, and the County upon request. 6 Implementation of ATSP Strategy 2: Same-Day Trip Programs (including Wheelchair- Accessible Service) allow travelers to request a ride without needing to reserve a day in advance. This strategy is updated to include the City of San Pablo Medical Trip Pilot project. Support of the One Seat Ride Program: In addition to limitations and parameters listed elsewhere, Measure X funding shall only be used to support a “One Seat Ride”, “One Seat/One Ride”, “One Seat Regional Ride” (OSR) or equivalent programs under the following parameters: • Match Requirement: For those trips that are eligible for reimbursement, Measure X funds shall not exceed 50% of service providers operations costs. • At the discretion of CCTA or the County, reimbursement may be limited to low- income participants using income thresholds from the Low-Income Fare Equity (LIFE) program. • Administrative costs are not eligible for reimbursement. • Data Availability: Excepting personally identifiable information, all OSR system data shall be made available to CCTA, MTC, and the County upon request. This includes CCTA’s United States Department of Transportation grant supporting the Integrated Open Data Platform for Multimodal Accessible Transportation (OPTIMAT) Project. • Funds may be subject to a total dollar cap at the discretion of CCTA or the County. Implementation of ATSP Strategy 20: Implementation shall include a continuation and expansion of the Means-Based Fare Subsidy program now referred to as the “Low-Income Fare Equity Program” (LIFE), for low-income populations for whom existing fares represent a barrier to access. Deliverables Deliverables are the delivery of the progress reports described below. Progress Reports • Semi-Annual (twice a year) reports are due 30 days after the periods ending December 31, 2025, June 30, 2026, December 31, 2026, and June 30, 2027. Reports are to be comprehensive, describing milestones achieved and noteworthy activities performed during the reporting period complete with references to ATSP language sanctioning the undertaken activity. Reports are to include a detailed and itemized report of Measure X expenditures and describe any non-Measure X funding used during the reporting period. • Reports for periods ending June 30, 2025, and June 30, 2026, will constitute an annual report. Annual reports shall describe milestones achieved and noteworthy activities performed during the Funding Period. Annual reports shall include a powerpoint or equivalent presentation. In consultation with County staff, CCTA staff 7 shall make a presentation at the Transportation, Water, and Infrastructure Committee, and/or the Board of Supervisors of the annual reports. • Reports are to be delivered to the County Board of Supervisors through the Transportation, Water, and Infrastructure Committee through the County’s Conservation and Development Department and to CCTA’s Board through CCTA’s Executive Director. Limitations on Use of Measure X Funds Measure X funds may only be used to pay (i) costs incurred in the delivery of services that did not exist prior to the passage of Measure X, and (ii) the incremental costs associated with the expansion or enhancement of services that existed prior to the passage of Measure X, provided the services benefit older adults and/or people with disabilities. If Measure X funds are used for systems, capital investments, operations, or maintenance that support non-ATSP functions, a cost allocation analysis will be applied and Measure X funds shall only be used for the proportion of costs attributable to the ATSP function. Measure X funds may not be used to fulfill standing service obligations or to replace or augment funds used to provide services that were being provided prior to the passage of Measure X. Consistent with the County and Measure X Community Advisory Board guiding principles for use of Measure X funds in implementing the ATSP, the parties intend Measure X funds be used to maximize the expansion of services through the ATSP while ensuring that CCTA is reimbursed for administering the ATSP. To that end, CCTA’s reimbursable administrative costs, including salary and staff time, attributed to administering the ATSP shall not exceed 20% of the program’s total cost. At the commencement of each funding period, the parties shall review and revise, as necessary, this limitation on reimbursable administrative costs to ensure consistency with the guiding principles and the parties’ intent stated herein. CCTA shall make its best effort to execute MOUs that will require any service provider, operator, organization, or agency Which receives Measure X funds to provide s pursuant to this MOU and to assist CCTA in collecting and providing data, including but not limited to financial, operations, and demographic data. This data will be collected, while assuring the privacy and security of such data, for the purpose of improving consumer outcomes, integration of consumer services, accessibility and management of the information, and program effectiveness, performance, and accountability. For purposes of this MOU, a transit service provider providing an ADA-enhanced, or premium Paratransit Trip, across jurisdictions or operational boundaries constitutes a standing service obligation and does not constitute a “new” service. 8 Regardless of any characterization of the use of Measure X funds in the ATSP documentation, or through CCTA, the use of Measure X funds must be consistent with adopted County policies, as determined exclusively by the County. These policies can be found at https://www.contracosta.ca.gov/8530/Measure-X or by contacting the County Administrators Office, 925-655-2075. 9 SCHEDULE 2 TO FUNDING MEMORANDUM OF UNDERSTANDING FOR THE PERIOD OF JULY 1, 2024 – JUNE 30, 2026 PAYMENT SCHEDULE Recipient: Contra Costa Transportation Authority Project Name: Implementation of Accessible Transportation Strategic Plan Payments will be made on a reimbursement basis for actual expenditures incurred in performing the tasks specified in the Service Plan. CCTA may request payment twice to implement some or all of the tasks in the Service Plan. The itemized invoice must be submitted with a letter from the CCTA Executive Director or designee, along with the required progress report, requesting the release of funding. The County will make payment according to the request for payment, provided (i) the letter verifies that the work and expenditures were authorized by the CCTA Board, and (ii) the tasks itemized in the invoice are consistent with the Service Plan, as determined by County staff. Payments made under this MOU may not exceed $2,975,280. 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2579 Name: Status:Type:Consent Item Passed File created:In control:5/27/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE award of $1,054,134 of Inclusionary Housing Ordinance In-Lieu funds, $9,707,500 of Measure X Housing funds, and $1,767,453 of Permanent Local Housing Allocation to four projects that comprise 398 housing units; and APPROVE the recapture of FY 2023/24 Measure X Housing funding of $2,000,000 previously awarded to the Anton San Ramon project in San Ramon, developed by Anton Development Company, as recommended by the Conservation and Development Director. (77% Measure X Housing, 23% State/Local Sources) Attachments:1. Att. A - Summary of 25-26 HSG Apps Recd, 2. Att. B - Housing Application Staff Reports, 3. Att. C - Staff Funding Recommendations, 4. Att. D - Housing Applications Scoring-Ranking Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:John Kopchik, Director, Conservation and Development Report Title:Approve FY 2025/26 Recommendations to Award In-Lieu, Measure X Housing, and Permanent Local Housing Allocation Funds ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: 1.APPROVE the Department of Conservation and Development’s FY 2025/26 recommendations for the allocation of $1,054,134 in Inclusionary Housing Ordinance In-Lieu Funds, $9,707,500 in Measure X Housing Funds, and $1,767,453 in Permanent Local Housing Allocation (PLHA) funds. 2.APPROVE the recapture of FY 2023/24 Measure X Housing funding of $2,000,000 previously awarded to the Anton San Ramon project in San Ramon, developed by Anton Development Company. FISCAL IMPACT: No general fund impact. In-Lieu fees are approved and conditioned as part of a project’s land use entitlements and paid at the time of building permit issuance. Measure X funds are part of a countywide, 20-year ½ cent sales tax increase approved by Contra Costa County voters on November 3, 2020. PLHA funding has already been awarded to the County, which will cover the cost of the PLHA recommendations and up to 5% of the total PLHA grant for the County’s administrative costs. BACKGROUND: Available Funding In-Lieu Funds: Every residential project in unincorporated Contra Costa County consisting of five units or CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 4 powered by Legistar™ File #:25-2579,Version:1 more is subject to the County’s Inclusionary Housing Ordinance (IHO), Chapter 822-4 of the County Ordinance Code. The IHO promotes affordable housing by requiring 15 percent of units in the development to be affordable units. Alternative methods of compliance include the payment of a fee in-lieu of building affordable units on-site, building off-site, or any other feasible alternative. The in-lieu fees are approved and conditioned as part of the project’s land use entitlements, paid at the time of building permit issuance, and deposited in a fund with DCD. These funds may only be spent on new affordable housing construction in unincorporated Contra Costa County. Available balance is $1,054,134. Measure X Housing Funds: Measure X is a countywide 20-year, ½ cent sales tax approved by Contra Costa County voters on November 3, 2020. Collection of the tax began on April 1, 2021. The ballot measure language stated that the intent of Measure X is “to keep Contra Costa’s regional hospital open and staffed; fund community health centers, emergency response; support crucial safety-net services; invest in early childhood services; protect vulnerable populations; and for other essential county services.” On November 16, 2021, the County Board of Supervisors approved the allocation of Measure X funding to establish a new funding source for housing-related activities, now termed the Measure X Housing Fund (MX Housing Fund). 65% of MX Housing Fund is allocated to capital projects related to housing, including new and rehabilitated units. Eligible uses for this portion of the Measure X Housing Funds include: ·Affordable housing for populations earning up to 80 percent Area Median Income (AMI), with a focus on ≤50 percent AMI. ·Acquisition, pre-development, construction, rehabilitation, and operating and reserve funds. ·Innovation pilot programs and capacity building technical assistance for affordable housing activities (acquisition, pre-development, construction, rehabilitation, and operating and reserve funds). ·Grant writing for affordable housing activities (acquisition, pre-development, construction, rehabilitation, and operating and reserve funds). The allocation of Measure X funds for affordable housing development projects in FY 2025/26 is $8,675,000, with 10 percent set aside for Program Administration, leaving $7,707,500 available for projects. In addition, there is $2,000,000 in recaptured Measure X funds available to reallocate. (see below). Therefore, there is a total of $9,707,500 available for Measure X eligible capital development projects. PLHA Funds: The Permanent Local Housing Allocation (PLHA) Program is a new State program with entitlement and competitive components. The State designated Contra Costa County as the administrator of the entitlement grant award for the Contra Costa “Urban County”, which includes the unincorporated communities and all the cities except for Antioch, Concord, Pittsburg, and Walnut Creek, which has their own entitlements. The PLHA funds may be used to: ·Increase the supply of housing for households at or below 80% Area Median Income (AMI); ·Facilitate housing affordability, particularly for lower- and moderate-income households; and ·Promote projects and programs to meet the local government’s unmet share of regional housing needs allocation. The allocation of PLHA funds for FY 2025/26 is $1,860,477 with five percent set aside for Program Administration, leaving $1,767,453 available for projects. Anton San Ramon - Recapture of $2,000,000 of Measure X Housing Funds CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 4 powered by Legistar™ File #:25-2579,Version:1 On May 9, 2023, the Board of Supervisors approved an allocation of $2,000,000 of Measure X Housing funds to Anton Development Company (Anton) for the Anton San Ramon project located at 2233 San Ramon Valley Blvd, in San Ramon. The Measure X allocation had three contingencies: ·Measure X funds committed, as evidenced by an executed loan, by June 30, 2025. ·Construction must commence by June 30, 2026. ·Confirmation that the project’s financials are compliant with the County’s Affordable Housing Program Guidelines. On March 12, 2025, Anton notified County staff they are no longer moving forward with the Anton San Ramon project and no longer need the $2,000,000 Measure X allocation of funds for the project. Staff recommends recapturing the Measure X Housing funds previously awarded to the Anton San Ramon project. Approval of this recommendation would make the recaptured funds available to be reprogrammed to other affordable housing applications submitted in the 2025/26 Request for Proposal process. FY 2025/26 NOFA/RFP Process On October 9, 2024, a Notice of Funding Availability (NOFA) for County affordable housing funds (federal and local sources, including In-Lieu, Measure X Housing and PLHA) and a Request for Proposals (RFP) was released and published in all editions of the Contra Costa Times and posted on the County’s DCD website to solicit applications for the development, acquisition, and/or rehabilitation of affordable housing throughout the County. On October 23, 2024, County staff hosted a Technical Assistance Meeting to provide information to prospective applicants on the NOFA/RFP. County staff also held virtual office hours on four separate occasions in November 2024 to provide additional technical assistance to prospective applicants. The County received 21 total federal and/or local funding applications by the December 5, 2024 deadline. Four applications have since been withdrawn by the respective applicants.Each applicant was required to submit an application describing the proposed project, need and target population, steps necessary to carry out the project, and proposed budget. Applications were reviewed by staff for completeness and eligibility and against criteria listed in the RFP. Applicants were also interviewed by staff to respond to or clarify any issues related to the application. After the assessment and analysis was completed for each housing application submitted, DCD staff prepared a report and recommendations for the various affordable housing funding programs to present to the Affordable Housing Finance Committee (AHFC), the advisory committee to the Board of Supervisors (Board) that reviews staff’s recommendations on affordable housing financing activities. A meeting of the AFHC was scheduled for Tuesday May 20, 2025; however, the meeting was unable to be held due to lack of quorum of committee members. There was not a day that was available for all AHFC members to reschedule an additional meeting prior to the Board meeting on Tuesday June 24, 2025, where all federal and local funding are being considered for approval to meet federal or state deadlines. The recommendations included in this report are solely for the local and State sources (In-Lieu funds, Measure X Housing funds, and PLHA funds). The allocation of federal funds for capital housing development activities is being considered in a separate Board action on the June 24, 2025 meeting agenda. Awarding funds to the recommended projects will facilitate each proposed project moving forward to a construction start in a timely manner. By securing local gap financing, each project may now apply for other competitive funding from the State of California in 2025 or 2026 and score more competitively for programs including but not limited to Affordable Housing Sustainable Communities, Multifamily Housing Program and Low-Income Housing Tax Credits (either four percent or nine percent). Staff is recommending funding four (4) CONTRA COSTA COUNTY Printed on 8/26/2025Page 3 of 4 powered by Legistar™ File #:25-2579,Version:1 projects in a total amount not to exceed $12,479,087 (combined amount in In-Lieu, Measure X, and PLHA funds) as follows: 1.El Cerrito Plaza - A South: 515 Richmond Street, El Cerrito developed by Related CA 2.The Riveter - Supportive: 100 38th Street, Richmond, co-developed by Eden Development, Inc. and Community Housing Development Corporation of North Richmond 3.Orbisonia Village: 530 South Broadway Avenue, Bay Point developed by Pacific West Communities, Inc. 4.TBV Villas at Renaissance: 1827 San Joaquin Street, Richmond, joint venture between Guiding Light, Inc. and Sandidge Urban Design Group, Inc. In addition, the following attachments are included to summarize the housing applications received: ·Attachment A: Summary of Housing Applications Received ·Attachment B: Housing Application Staff Reports ·Attachment C: Staff Funding Recommendations ·Attachment D: Housing Applications Scoring/Ranking Contingencies for Approval: Each of the housing applications recommended for an award of funds have contingencies related to timely expenditure. Details of each contingency for a specific project can be found in the Housing Applications Staff Reports Attachment. If a project’s expenditure is not completed in a timely manner, the funds may be recaptured and awarded to another project able to meet timeliness requirements to execute loan documents and commence construction. Applications Not Recommended for Funding:Projects not recommended for a funding award are generally consistent with the County’s priorities for producing new affordable housing units, preserving existing affordable housing stock, or increasing the supply of permanent supportive housing for special needs populations. The primary reason such projects are not recommended for funding is project readiness. Given the limited County funds and the urgent need for housing, staff prioritizes projects with fewer, more readily addressed funding gaps and more proximate, realistic completion dates. CONSEQUENCE OF NEGATIVE ACTION: Negative action will prevent these affordable housing developers from moving forward with their FY 2025/26 projects. The applicants would have to wait and apply for funds from the County in next year’s funding NOFA/RFP, which could jeopardize the projects or significantly delay each project’s construction schedule. CONTRA COSTA COUNTY Printed on 8/26/2025Page 4 of 4 powered by Legistar™ Summary of FY 2025/26 Housing Applications Received Project Name Developer(s) Location BOS District Project Type Primary Population Served Afford. Units Proposed Timing of Funds CDBG Funds HOME Funds In-Lieu Funds Measure X Funds PLHA Funds FY 2025/26 Total Funds Antioch Hillcrest Cypress Equity Investment Antioch District 3 NC Rental Family Housing 163 Construction Close $0 $0 $0 $1,500,000 $0 $1,500,000 Anton Deerwood Anton Dev. Co. San Ramon District 2 NC Rental Family Housing 130 Construction Close APPLICATION WITHDRAWN Bay Point Veterans Eden Housing, Inc. Bay Point District 5 NC Rental Seniors 80 Predevelopment APPLICATION WITHDRAWN Bayline Comm. HSG Works Hercules District 5 NC Rental General Affordable Housing 109 Construction Close $0 $1,576,672 $0 $3,985,540 $0 $5,562,212 Bob Dabney Plaza CHDC Richmond District 1 NC Rental Family Housing 31 Predevelopment $0 $0 $0 $5,579,973 $327,293 $5,907,266 Choice in Aging Senior SAHA Pleasant Hill District 4 NC Rental Seniors 81 Construction Close APPLICATION WITHDRAWN Civic Crossing (699 YVR) RCD Walnut Creek District 4 NC Rental Family Housing 92 Construction Close APPLICATION WITHDRAWN EC Plaza – A South Related CA El Cerrito District 1 NC Rental Family Housing 69 Construction Close $0 $0 $0 $1,500,000 $1,500,000 $3,000,000 EC Plaza – C East Related CA El Cerrito District 1 NC Rental Family Housing 83 Construction Close $0 $0 $0 $5,000,000 $1,000,000 $6,000,000 First Time Homebuyer – DCD Urban County N/A General Affordable Housing 8 Permanent Financing $800,000 $0 $0 $0 $0 $800,000 Harbor Pointe USA Prop. Fund Discovery Bay District 3 NC Rental Family Housing 169 Construction Close $0 $0 $850,000 $1,150,000 $0 $2,000,000 Healthy Homes RTEBN Urban County N/A General Affordable Housing 64 Permanent Financing $390,000 $0 $0 $0 $0 $390,000 La Loma Senior EAH Housing Rodeo District 5 NC Rental Seniors 66 Construction Close $0 $2,150,000 $750,000 $7,883,533 $750,000 $11,533,533 Lakeside Apts RCD Concord District 4 Rehab Rental Family Housing 122 Construction Close $0 $2,000,000 $0 $0 $0 $2,000,000 NPP – DCD Urban County N/A General Affordable Housing 14 Permanent Financing $150,000 $0 $0 $0 $0 $150,000 Orbisonia Village Pacific West Co. Bay Point District 5 NC Rental Family Housing 167 Construction Close $0 $0 $0 $9,000,000 $0 $9,000,000 Riverhouse Hotel Eden Housing Inc. Martinez District 5 Rehab Rental Persons with Disabilities 83 Construction Close $0 $0 $0 $2,000,000 $0 $2,000,000 San Pablo Ave Apts Comm. HSG Works El Cerrito District 1 NC Rental General Affordable Housing 153 Construction Close $0 $1,500,000 $0 $3,500,000 $0 $5,000,000 Sierra Gardens SAHA Walnut Creek District 4 NC Rental Family Housing 87 Construction Close $0 $1,500,000 $0 $1,500,000 $0 $3,000,000 TBV Villas at Renaissance Guiding Light, Inc. & Sandidge Urban Design Richmond District 1 NC Rental Family Housing 104 Construction Close $0 $5,363,068 $0 $3,386,932 $0 $8,750,000 The Riveter Supp. Eden Housing Inc. & CHDC Richmond District 1 Adaptive Reuse Rental Homeless 58 Construction Close $2,000,000 $0 $0 $2,000,000 $500,000 $4,500,000 Village of Hope Hope Solutions Pittsburg District 5 NC Rental Transitional Aged Youth 15 Construction Close $0 $1,456,343 $0 WITHDRAWN $0 $1,456,343 TOTALS $3,340,000 $15,546,083 $1,600,000 $47,985,978 $4,077,293 $73,549,354 EL CERRITO PLAZA PARCEL A SOUTH Project Location: 515 Richmond Street, El Cerrito, CA Developer(s): Related California Acquisition? No Project Type: New Construction Permanent Rental Housing Target Population Served: Family Housing Proposed Timing of Loan Execution: Construction PROPOSED PERMANENT SOURCES (C = Committed, A = Applied, E = Expended) FY 2025/26 Measure X Funds Request $1,500,000 A 23/24 HOME $1,500,000 C PROJECT SUMMARY • The project is for the new construction of a 100% affordable transit-oriented development (TOD) with 70 apartments for low and very low-income large-family households, including one manager’s unit. • This is the first building in a multi-phased master plan for a transit-oriented development with a public-private partnership between the San Francisco Bay Area Rapid Transit District (BART), the City of El Cerrito, and a joint venture development team including Related California, Holliday Development, and SAHA. • The project is designed as a six-story wood frame over a concrete podium structure, including one- bedroom, two-bedroom, and three-bedroom units. Amenities include secure bike storage, off- street parking, community and multipurpose room, and a central courtyard with a barbeque and playground for the residents. • Residents of the development will receive no-cost broadband internet service for the first three years of initial unit occupancy after the property is placed into service and digital and financial literacy programs. • The City of El Cerrito supports the proposal and has awarded the project $350,000 in local funds and $620,000 in the city’s allocation of HCD’s Prohousing Incentive Program funds. PROPOSED UNIT MIX The proposed project will help alleviate the need for safe, decent, affordable housing through the new development/rehabilitation of 69 affordable units including: Studio 1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom Manager’s Total Units EL CERRITO PLAZA PARCEL A SOUTH APPLICATION SCORING CRITERIA Project Readiness Score Explanation Competitive State Resources Non-County Funding Commitments Discretionary Land Use Approvals Environmental Review Clearance/Approval Leveraging/Match Funding SUBTOTAL SCORE Project Location Score Explanation Unincorporated Address? High Resource Unincorporated Address?1 0 No 0 None of the above 5 Amtrak or BART Station 5 Full-service grocery or farmer's market 10 Project Targeting and Characteristics Score Explanation Energy Efficiency & Green Building Income Targeting Exceeds Minimum Very Low Income (31-50%) AMI: 30 % Permanent Supportive Housing For Homeless Households Units for People with Special Needs | Non-Homeless SUBTOTAL SCORE Evaluation Summary: As proposed, the project will include 19 Extremely Low Income (0-30%) AMI units, 21 Very Low Income (31-50%) AMI units, and 29 Low Income (51-80%) AMI units with an additional one unrestricted manager’s units. Penalty for Nonperforming Previously Funded Projects Score Explanation Negative Points for Nonperforming Previous Projects DEVELOPER EXPERIENCE AND CAPACITY Applicant(s): Related California, Holliday Development, Affordable Housing Access, Inc. (AHA), and SAHA. Related California is a for-profit developer of affordable and mixed-income housing in the state. The company has a 35-year record and has completed 18,000 residences and currently has more than 10,000 affordable and market-rate units in predevelopment. 1 High Resource Areas include Vine Hill, Reliez Valley, Alhambra Valley, Briones, Saranap, Acalanes Ridge, Castle Hill, Alamo, Diablo, Blackhawk, Discovery Bay, and Kensington. EL CERRITO PLAZA PARCEL A SOUTH Holliday Development has over 20 years of experience building mixed-use sustainable communities in the Bay Area. SAHA provides quality, affordable homes and services for more than 4,000 residents in seven counties in Northern California. SAHA will jointly lead the affordable housing components with Related California and provide resident services to the affordable units. Ownership: The to be formed owner and borrower entity for the project will be a California limited partnership consisting of an administrative general partnership, managing general partner, general partner, and equity investor limited partner. The administrative GP will be Related/ECP Parcel A South Development Co., LLC, owned and managed by The Related Companies of California, LLC, and the managing GP will be El Cerrito Plaza MGP, LLC a single-purpose entity LLC, owned and managed by Affordable Housing Access, Inc. Property Management and Operations: The property management agent for the project will be Related Management Company (RMC). RMC was formed in 1974 and currently manages over 450 apartment complexes with approximately 69,000 units of housing. RMC’s portfolio includes residential and commercial property types including garden, townhouse, midrise, and high-rise structures. RMC currently directly manages 13,000 affordable and workforce apartments. Over 90 percent of RMC’s development projects include at least one affordable housing program resource including Section 8 and RAP, Section 236, low- income housing tax credit, 80/20 Bond, Mitchell Lama, and HOPE VI. UNDERWRITING SUMMARY Development Budget The development budget proposes a total project cost per affordable unit of $1,034,825. The hard cost of construction per residential square foot is projected at $669.87. Construction costs are based on a general contractor’s estimate. Proposed costs are generally compliant with the County’s Affordable Housing Guidelines, including: • Hard cost contingency of 8% • Soft cost contingency of 8% • Vacancy loss of 5% • Replacement Reserves Annual Deposit of $500 per unit • Annual Operating Expenses of $11,209 per unit The following proposed cost is not compliant with the County’s Affordable Housing Guidelines: • Cash out developer fee at $3,788,217 Debt Coverage Service Ratio The proposed debt service coverage ratio begins at 1.2 in year 1 and increases to 1.32 by year 20. This is generally considered a healthy level of debt service for the project without generating excessive return to the developer and meets the County underwriting requirement. The applicant has indicated that a 1.20 DCSR would provide a cushion for escalating operating expenses at the time the project is placed into service to ensure the project is capable of servicing its annual hard debt payments, including HCD’s annual interest payments. Given the lack of operating and rental subsidies from PBVs, the project’s cash flow is limited. Operating Budget and Cash Flow Analysis of the operating pro forma indicates that El Cerrito Plaza Parcel A South is feasible over the long term. The cash flow is positive through Year 20. There are no project-based vouchers committed to this project. EL CERRITO PLAZA PARCEL A SOUTH FUNDING RECOMMENDATION: $3,000,000 Rationale: The project is feasible and has received its entitlement approval, is in the process of the NEPA environmental review, and has received tax credits in the first round of 2025. The project has received local support from the city, and this is the final amount of funding that is needed in order for the project to move forward. Contingencies for Approval: 1. All other financing commitments secured by August 31, 2025, and FY 2025/26 Measure X funds committed, as evidenced by an executed loan, by December 31, 2025. All funds will be recaptured by January 2026 if significant progress is not made to meet the December 31, 2025, commitment deadline. 2. An award of $3,000,000 in FY 2025/26 Measure X funds will require the following recommended unit mix. The table below includes previously approved County funds to summarize the overall unit mix: # of Bedrooms Units Level Assisted Assisted Assisted Assisted Units 1 9 21-30% 2 0 2 4 1 7 41-50% 0 4 0 4 1 14 51-60% 0 0 0 0 2 5 21-30% 2 1 2 5 2 5 41-50% 0 4 0 4 2 9 51-60% 0 0 0 0 2 1 unrestricted 3 5 21-30% 2 0 2 4 3 9 41-50% 0 5 1 6 3 6 51-60% 0 4 0 4 TOTAL 70 6 18 7 31 3. The timing of the funding award is recommended to be executed at the time of construction loan closing. 4. Confirmation that the project’s financials are compliant with the County’s Affordable Housing Program Guidelines. THE RIVETER SUPPORTIVE Project Location: 100 38th Street, Richmond Developer(s): Eden Development, Inc. & Community Housing Development Corporation Acquisition? Yes Project Type: Conversion Permanent Supportive Housing Target Population Served: Homeless Proposed Timing of Loan Execution: Construction PROPOSED PERMANENT SOURCES (C = Committed, A = Applied, E = Expended) FY 2025/26 CDBG Funds Request $ 2,000,000 A FY 2025/26 Measure X Funds Request 2,000,000 A FY 2025/26 PLHA Funds Request 500,000 A 2025/25 CDBG County Award 2,000,000 C 2022/23 PLHA County Award 500,000 C State of California – MHP 15,254,253 P Eden Sponsor Loan – Congressional Earmark 3,000,000 C Land Donation Value 4,000,000 C HCD COSR 6,435,000 P Deferred Developer Fee 700,000 C Eden GP Equity 100 C 4% Federal Tax Credits 26,105,817 P Eden Seller Carryback 8,943,000 C Federal Home Loan Bank – AHP 870,000 TOTAL DEVELOPMENT COSTS (TDC) 72,308,170 PROJECT SUMMARY • The Riveter Supportive is an adaptive reuse and acquisition project comprising 58 affordable permanent supportive housing rental units. The project’s primary objective is to serve individuals at the lowest income levels who need additional supportive services not offered in traditional affordable housing developments. • The project was awarded 34 project-based vouchers from the Contra Costa Housing Authority and is fully entitled. • The City of Richmond, Supervisor Gioia’s office, Senator Nancy Skinner, the YMCA, Park Plaza Neighborhood Council, the Center for Creative Land Recycling, and MCE support the project. PROPOSED UNIT MIX The proposed project will help alleviate the need for safe, decent, affordable housing through the creation of 59 affordable units, including: Studio 1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom Total Units 29 29 1 0 0 59 THE RIVETER SUPPORTIVE APPLICATION SCORING CRITERIA Federal Funds Eligibility Consolidated Plan Priority AH-3: Preservation of Existing Housing CDBG Eligible Activity Rehabilitation of privately-owned residential buildings [24 CFR 570.202 (a)(1)] CDBG National Objective Low Mod Housing Activities CDBG Matrix Code 14B - Rehab Multi-Unit Residential Project Readiness Score Explanation Competitive State Resources 0 Project proposes 4% Federal Tax Credits – Sept. 2025. Tie Breaker does not meet threshold. Non-County Funding Commitments 6 18.69 % Discretionary Land Use Approvals 10 Obtained/Approved Environmental Review Clearance/Approval 10 Yes Leveraging/Match Funding 20 11.21 % County Funds to Total Cost SUBTOTAL SCORE 46 Project Location Score Explanation Unincorporated Address? 0 No High Resource Unincorporated Address?1 0 N/A Geographic Equity 5 Extreme Displacement Proximity to Public Transit (within ½ mile) 5 Amtrak or BART Station Proximity to Amenities (within 1 mile) 5 Full service grocery or farmer's market SUBTOTAL SCORE 15 Project Targeting and Characteristics Score Explanation Energy Efficiency & Green Building 5 Projected Build It Green Score: NA - rehab Income Targeting Exceeds Minimum 15 Extremely Low Income (0-30%) AMI: 43% Very Low Income (31-50%) AMI: 57% Low Income (51-80%) AMI: 0% Permanent Supportive Housing For Homeless Households 10 58 Units proposed Units for People with Special Needs | Non-Homeless 0 0 Units proposed SUBTOTAL SCORE 30 Evaluation Summary: As proposed, the project will include 33 Extremely Low Income (0-30%) AMI units, 21 Very Low Income (31-50%) AMI units, and 0 Low Income (51-80%) AMI units, with an additional one unrestricted manager’s unit. Penalty for Nonperforming Previously Funded Projects Score Explanation Negative Points for Nonperforming Previous Projects 0 Not Applicable. 1 High Resource Areas include Vine Hill, Reliez Valley, Alhambra Valley, Briones, Saranap, Acalanes Ridge, Castle Hill, Alamo, Diablo, Blackhawk, Discovery Bay, and Kensington. THE RIVETER SUPPORTIVE DEVELOPER EXPERIENCE AND CAPACITY Applicant(s): Eden Housing has been operating since 1955 and has developed and acquired nearly 12,000 residential units in 170 properties in cities throughout the San Francisco Bay Area, the Central Valley, and Southern California. Ownership: (Including any comments about Developer Financials): Richmond 38 Supportive, L.P. will purchase the property from Eden Housing, Inc. (EHI) after the County sells the building to EHI for a nominal fee. Richmond 38 Supportive LLC will be the managing general partner , comprising a 50-50 partnership between Eden Development, Inc., and CDHC. Property Management and Operations: Eden Development also provides professional management and human support services for its residents. Reporting and monitoring have improved markedly this past year. UNDERWRITING SUMMARY Development Budget The development budget proposes a total project cost per affordable unit of $1,076,704. The hard cost of construction per residential square foot is projected at $1,638.82. Construction costs are based on a general contractor’s estimate. The proposed costs are generally compliant with the County’s Affordable Housing Guidelines, including: • Hard cost contingency of 31% • Soft cost contingency of 15% • Cash out developer fee at $2,799,900 – not compliant • Vacancy loss of 5-10% • Replacement Reserves Annual Deposit of $508 per unit • Annual Operating Expenses of $12,006 per unit Debt Coverage Service Ratio The proposed debt service coverage ratio is not applicable as the project does not propose a permanent private mortgage. Operating Budget and Cash Flow The operating pro forma analysis indicates that The Riveter Supportive will not be cash flow positive through year 20. The approved twenty-five Project-Based Vouchers from the Housing Authority help with long-term cash flow potential issues. FUNDING RECOMMENDATION: $ 236,000 in CDBG, $1,714,000 in Measure X, and $2,550,000 in HOME-ARP Rationale: The CDBG, Measure X, and HOME-ARP funds will help meet the unique requirements inherent in an adaptive reuse project and address the special needs of the populations the project will serve. The project is consistent with the County’s goal of producing affordable housing units. Contingencies for Approval: 1. All other financing commitments secured by December 31, 2025, and FY 2025/26 CDBG, Measure X, and HOME-ARP funds committed, as evidenced by an executed loan, by August 31, 2026. CDBG and Measure X funds will be recaptured by December 1, 2025, if the project does not receive an award of tax credits in 2025. THE RIVETER SUPPORTIVE 2. An award of $386,000 in FY 2025/26 CDBG funds will require the following recommended unit mix. The table below includes previously approved County funds to summarize the overall unit mix: # of Bedrooms Total # of Units Affordability Level CDBG- Assisted Units MX- Assisted Units PLHA- Assisted Units HOME- ARP- Assisted Units Total County- Assisted Units Studio 10 21-30% 6 4 0 29 39 Studio 19 41-50% 6 2 3 11 1 10 21-30% 5 5 0 29 39 1 19 41-50% 5 0 3 8 2 1 manager TOTAL 59 22 11 6 58 97 3. The timing of the funding award is recommended to be executed at the time of the construction loan closing. 4. Confirmation that the project’s financials are compliant with the County’s Affordable Housing Program Guidelines. ORBISONIA VILLAGE Project Location: 520 South Broadway, Bay Point Developer: Pacific West Communities, Inc. Acquisition? No Project Type: New Construction Permanent Rental Housing Target Population Served: Family Housing Proposed Timing of Loan Execution: Construction PROPOSED PERMANENT SOURCES FY 2025/26 Measure X Funds Request $9,000,000 Contra Costa Successor Agency Land Loan 4,700,000 C 4% Tax Credits - Federal 46,558,325 P Tax-Exempt Bond – Series A 35,062,349 P Tax-Exempt Bond – Series B 35,000,000 P Deferred Developer Fee 15,000,000 C TOTAL DEVELOPMENT COSTS (TDC) $145,320,674 PROJECT SUMMARY • The project proposes the new construction of 167 affordable permanent rental housing units affordable to households earning 30% - 80% AMI. • The overall project is planned as a multi-unit mixed development with a new public library and commercial space proposed at the ground level with four residential floors (Type III-A modular construction) over a one-level podium parking structure (Type I-A construction). • The County Successor Agency and the community of Bay Point support the project by executing a Disposition, Development, and Loan Agreement in 2022 and providing seller carryback loan of $4.7 million to purchase the real property located at 530 Broadway Ave . PROPOSED UNIT MIX The proposed project will help alleviate the need for safe, decent, affordable housing through the new construction of 167 affordable Studio-, one-, two- and three-bedroom units including: Studio 1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom Manager’s Total Units 24 51 41 51 0 2 169 APPLICATION SCORING CRITERIA Project Readiness Score Evaluation Competitive State Resources 0 4% Federal Tax Credits in 2025 is proposed with a score of 119 and a tie breaker of 73.196% Non-County Funding Commitments 4 13.56% Committed of TDC Discretionary Land Use Approvals 10 Obtained/Approved Environmental Review Clearance/Approval 10 Yes – CEQA is Exempt Leveraging/Match Funding 20 6.19% Measure X Funds to TDC SUBTOTAL SCORE 44 Project Location Score Evaluation Unincorporated Address? 5 Yes ORBISONIA VILLAGE High Resource Unincorporated Address?1 0 No Geographic Equity 0 None of the above Proximity to Public Transit (within ½ mile) 5 Amtrak or BART Station Proximity to Amenities (within 1 mile) 5 Full service grocery or farmer's market SUBTOTAL SCORE 15 Project Targeting and Characteristics Score Evaluation Energy Efficiency & Green Building 5 Projected Build It Green Score: 116.9 Income Targeting Exceeds Minimum 15 Extremely Low Income (0-30%) AMI: 22% Very Low Income (31-50%) AMI: 4% Low Income (51-80%) AMI: 74% Permanent Supportive Housing For Homeless Households 0 Not applicable Units for People with Special Needs | Non-Homeless 0 Not applicable SUBTOTAL SCORE 20 Evaluation Summary: As proposed, the project will include 36 Extremely Low Income (0-30%) AMI units, 8 Very Low Income (31-50%) AMI units, and 123 Low Income (51-80%) AMI units with an additional 2 unrestricted manager’s units. Penalty for Nonperforming Previously Funded Projects Score Evaluation Negative Points for Nonperforming Previous Projects 0 Not applicable DEVELOPER EXPERIENCE AND CAPACITY Applicant: The developer has developed, constructed, and oversees management as the owner of over 160 affordable housing projects, including Courtyards at Cypress Grove in Oakley and The Terraces at Nevin in Richmond. Ownership: The proposed ownership structure of Orbisonia Village is Bay Point Pacific Associates, a California Limited Partnership consisting of TCP Holdings IX and WR Spann, LLC as co -administrative general partners and Central Valley Coalition for Affordable Housing as the non-profit general managing partner. Property Management and Operations: CONAM Management Corporation is proposed as the property management company for the project. The company manages 500 plus properties nationwide, mostly throughout the state of California. UNDERWRITING SUMMARY Development Budget The development budget proposes a total project cost per affordable unit of $870,184. The hard cost of construction per residential square foot is projected at $512.07. The construction costs are based on a similar previously completed projects. Proposed costs are compliant with the County’s Affordable Housing Guidelines, including: • Hard cost contingency of 11% • Soft cost contingency of 7% 1 High Resource Areas include Vine Hill, Reliez Valley, Alhambra Valley, Briones, Saranap, Acalanes Ridge, Castle Hill, Alamo, Diablo, Blackhawk, Discovery Bay, and Kensington. ORBISONIA VILLAGE •Cash out developer fee of $2,500,000 •Vacancy loss of 5% •Replacement Reserves Annual Deposit of $500 per unit •Annual Operating Expenses of $7,100 per unit Debt Coverage Service Ratio The proposed debt service coverage ratio begins at 1.15 in year 1. This is considered a healthy level of debt service for the project without generating excessive return to the developer and meets the County underwriting requirement. Operating Budget and Cash Flow Analysis of the operating pro forma indicates that the Orbisonia project is feasible over the long term. The cash flow is positive through Year 20. FUNDING RECOMMENDATION: $1,054,134 In-Lieu, $2,496,750 Measure X, and $1,767,453 PLHA Rationale The Orbisonia Village project supports the County’s priority to produce new affordable rental units. Planning entitlements are secured, the project will be set up for a successful award of tax credits and tax-exempt bonds in 2025. Contingencies for Approval: All other financing commitments secured by December 31, 2026, and FY 2025/26 In-Lieu, Measure X, and PLHA funds committed, as evidenced by an executed loan, by August 31, 2027. The County funds may be recaptured by January 2027 if significant progress is not made to meet the August 31, 2027, commitment deadline. ORBISONIA VILLAGE 2.An award of $5,342,837 in In-Lieu, Measure X, and PLHA funds will require the following recommended unit mix: # of Bedrooms Total # of Units Affordability Level In-Lieu Assisted Units MX- Assisted Units PLHA Assisted Units Total County- Assisted Units Studio 21 30% 2 1 1 4 Studio 1 50% 0 0 0 0 Studio 1 60% 0 0 0 0 Studio 1 70% 0 0 0 0 One 11 30% 1 3 2 6 One 3 50% 0 0 0 0 One 3 60% 0 0 0 0 One 34 70% 0 0 0 0 Two 2 30% 0 0 1 1 Two 2 50% 0 0 1 1 Two 2 60% 0 0 0 0 Two 37 70% 1 3 0 4 Three 2 30% 0 0 1 1 Three 2 50% 0 0 1 1 Three 2 60% 0 0 0 0 Three 43 70% 1 3 0 4 Manager’s 2 N/A 0 0 0 0 TOTAL 5 10 7 22 3.Confirmation that the project’s financials are compliant with the County’s Affordable Housing Program Guidelines prior to execution of County loan documents. TBV VILLAS AT RENAISSANCE Project Location: 1827 San Joaquin Street, Richmond, CA 94804 Developer(s): Guiding Light, Inc. and Sandidge Urban Group, Inc. Acquisition? No Project Type: New Construction Permanent Rental Housing Target Population Served: Family Housing Proposed Timing of Loan Execution: Construction PROPOSED PERMANENT SOURCES Proposed Permanent Sources (C = Committed, A = Applied, P = Proposed, E = Expended) FY 2025/26 HOME Funds Request $ 5,363,068 P FY 2024/25 Measure X Funds Request $ 2,386,932 P First Mortgage $ 22,459,000 P Smyrna Enterprise LLC B Bonds $ 253,423 P Vaughns Family Series B Bonds (Seller Equity Carryback Loan) $ 6,250,000 C Lowe's Community Foundation $ 5,000,000 P Deferred Developer Fee $ 5,000,000 C GP Equity $ 100 C 4% Federal Tax Credits $ 28,940,318 C Total Sources $ 75,652,841 PROJECT SUMMARY •Guiding Light, Inc. is proposing the new construction of 105 affordable rental apartment units (104 affordable units and one manager’s unit) for families on two vacant parcels located across from one another. 23 units will be set aside for homeless families and individuals. •The project is located on two sites and will include the construction of a five -story building comprised of 93 units, podium parking, and 7,500 square feet ground floor commercial space that will be under separate ownership on one site, and the constructio n of a three-story building comprised of 12 units, and podium parking on a second site. •Project amenities and services will include a community room, business center with computer access, services from Abode services including financial literacy, job -seeking skills, home care services, and computer training. •Guiding Light Church will occupy 1,600 square feet of the ground floor commercial space and provide community services such as free food delivery, fitness activities, and other services to meet the community needs. •The project has received a letter of support from Supervisor John Gioia, and the Housing Authority of the County of Contra Costa awarded the project 23 Project -Based Vouchers. PROPOSED UNIT MIX The proposed project will help alleviate the need for safe, decent, affordable housing through the new development/rehabilitation of 104 affordable units, including: Studio 1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom Manager’s Total Units 4 7 39 53 1 1 105 TBV VILLAS AT RENAISSANCE APPLICATION SCORING CRITERIA Federal Funds Eligibility Consolidated Plan Priority AH-1: New construction of affordable rental housing. HOME Eligibility Activity Affordable Rental Housing HOME CHDO Eligibility* Not applicable *The HOME Program requires a 15 percent CHDO set-aside requirement. HOME funds are not recommended for this project. Project Readiness Score Explanation Competitive State Resources 20 The project received an award of 4% federal tax credits in April 2025. Non-County Funding Commitments 6 14.87% Discretionary Land Use Approvals 10 N/A - Discretionary Land Use Entitlements are not required. Environmental Review Clearance/Approval 5 Underway at time of application submittal Leveraging/Match Funding 16 10.24% County Funds to Total Cost SUBTOTAL SCORE 57 Project Location Score Explanation Unincorporated Address? 0 No High Resource Unincorporated Address?1 0 No Geographic Equity 5 Extreme Displacement Proximity to Public Transit (within ½ mile) 5 Multiple bus lines/every 30 min. Proximity to Amenities (within 1 mile) 5 Full service grocery or farmer's market SUBTOTAL SCORE 15 Project Targeting and Characteristics Score Explanation Energy Efficiency & Green Building 5 Projected Build It Green Score: 132 Income Targeting Exceeds Minimum 15 Extremely Low Income (0-30%) AMI: 32.69% Very Low Income (31-50%) AMI: 29.81% Low Income (51-80%) AMI: 37.50% Permanent Supportive Housing For Homeless Households 4 23 Units proposed Units for People with Special Needs | Non-Homeless 0 Not applicable SUBTOTAL SCORE 24 Evaluation Summary: As proposed, the project will include 34 Extremely Low Income (0-30%) AMI units, 31 Very Low Income (31-50%) AMI units, and 39 Low Income (51-80%) AMI units with an additional 1 unrestricted manager’s unit. Penalty for Nonperforming Previously Funded Projects Score Explanation Negative Points for Nonperforming Previous Projects 0 Not Applicable 1 High Resource Areas include Vine Hill, Reliez Valley, Alhambra Valley, Briones, Saranap, Acalanes Ridge, Castle Hill, Alamo, Diablo, Blackhawk, Discovery Bay, and Kensington. TBV VILLAS AT RENAISSANCE DEVELOPER EXPERIENCE AND CAPACITY Applicant(s): The development of the project is a joint venture between Guiding Light, Inc., a newly formed subsidiary of Guiding Light Church of God in Christ (located in Richmond, CA), and Sandidge Urban Group, Inc., the managing development partner. Guiding Light, Inc. has completed one scattered sites project comprising of 15 units and owns and manages approximately 50 additional housing units of various sizes. They have contracted with the Sandidge Urban Group, Inc., an organization with 35 plus years of experience as a consultant in affordable housing development. This experience includes working as a consultant on the Heritage Point project in Richmond, CA, which received Housing Successor and CDBG funds from the County. Sandidge Urban Group, Inc. as an organization has never been a developer, sponsor, or borrower of County funds for an affordable housing project. Emerging Developer: For the purpose of scoring, Guiding Light, Inc. is considered an Emerging Developer because they have less than five years of experience as a developer and have completed less than five projects in the last ten years. It should also be noted that financial statements (balance sheets) were only provided for Guiding Light, Inc., as it appears that Guiding Light, Inc. will be responsible for funding equity requirements for the Joint Venture. The submitted balance sheet indicates a net asset/equity value of $80,000 and cash resources of $4,000. Ownership: (Including any comments about Developer Financials): The owner of the project will be Guiding Light, Inc., a nonprofit organization. It is anticipated that the managing general partner will have a one percent ownership interest, which will be split between Guiding Light, Inc. and the Sandidge Urban Group, Inc. Property Management and Operations: Community Housing Development Corporation (CHDC), a full - service housing development corporation, will provide property management services through Community Property Management Corporation (CPMC), a separate nonprofit corporation under CHDC’s control. CPMC is a certified Federal Low-Income Housing Tax Credit and HUD Affordable Property Management Provider specializing in managing affordable housing communities across the Bay Area. Guiding Light Inc. will partner with Abode Services, one of the largest homeless housing and services providers in the Bay Area, to provide supportive services to all units within the development. Abode Services will maintain an office on site. Available services at the property will include job counseling and resource connections, referrals to primary health care, community mental health services, and individual and group substance recovery programs. UNDERWRITING SUMMARY Development Budget The development budget proposes a total project cost per affordable unit of $683,466. The hard cost of construction per residential square foot is projected at $714.69. Construction costs are based on a general contractor’s estimate. Proposed costs are generally compliant with the County’s Affordable Housing Guidelines, including: •Hard cost contingency of 10% •Soft cost contingency of 8% •Vacancy loss of 5% •Replacement Reserves Annual Deposit of $500 per unit •Annual Operating Expenses of $8,500 per unit The following proposed cost is not compliant with the County’s Affordable Housing Guidelines: •Cash out developer fee at $3,000,000 TBV VILLAS AT RENAISSANCE Debt Coverage Service Ratio The proposed debt service coverage ratio begins at 1.15 in year 1 and increases to 1.69 by year 20. This is generally considered an acceptable level of debt service for the project without generating excessive return to the developer and meets the County underwriting requirement. Operating Budget and Cash Flow Analysis of the operating pro forma indicates that TBV Villas at Renaissance is feasible over the long term. The cash flow is positive through Year 20. The Housing Authority of the County of Contra Costa awarded the project 23 Project-Based Vouchers. FUNDING RECOMMENDATION: $2,496,750 in Measure X funds Rationale The project is consistent with the County’s priority to produce new, permanent affordable rental housing . Entitlements have been secured, and the Housing Authority of the County of Contra Costa awarded the project 23 Project-Based Vouchers. The project also received an award of $3,404,743 in annual federal tax credits and $39,172,547 of tax-exempt bond cap to help finance the project, which is a significant amount of funding that is needed in order for the development to move forward. Contingencies for Approval: All other financing commitments secured by November 1, 2025, and FY 2025/26 Measure X funds committed, as evidenced by an executed loan, by November 1, 2025, which aligns with the 4% tax credit deadline to close escrow and commence construction . Measure X funds will be recaptured by January 1, 2026 if the project does not meet the applicable tax credit deadline to close escrow and commence construction. An award of $2,546,750 in FY 2025/26 Measure X funds will require the following recommended unit mix. The table below includes previously approved County funds to summarize the overall unit mix : # of Bedrooms Total # of Units Affordability Level MX- Assisted Units Total County- Assisted Units 0 2 21% - 30% 0 0 0 2 31% - 40% 0 0 1 7 21% - 30% 0 0 2 12 21% - 30% 0 0 2 12 41% - 50% 5 5 2 3 51% - 60% 0 0 2 12 71% - 80% 0 0 2 1 Unrestricted 0 0 3 12 21% - 30% 2 2 3 17 41% - 50% 2 2 3 10 51% - 60% 0 0 3 14 71% - 80% 0 0 4 1 21% - 30% 0 0 TOTAL 105 9 9 The timing of the funding award is recommended to be executed at the time of construction loan closing. Confirmation that the project’s financials are compliant with the County’s Affordable Housing Program Guidelines. ANTIOCH HILLCREST Project Location: 2700 Hillcrest Avenue, Antioch Developer(s): Cypress Equity Investments Acquisition? No Project Type: New Construction Permanent Rental Housing Target Population Served: Family Housing Proposed Timing of Loan Execution: Construction PROPOSED PERMANENT SOURCES (C = Committed, A = Applied, E = Expended) FY 2025/26 Measure X Funds Request $1,500,000 4% Federal Tax Credits 32,642,000 P Perm Financing – Private Mortgage 31,480,000 P Deferred Developer Fee 7,511,000 C Lease Up Income 630,000 P General Partner Equity 5,672,000 C Total Development Costs (TDC) $79,435,000 PROJECT SUMMARY • The project proposes the new construction of 165 affordable permanent rental housing units affordable to households earning 30%-60% AMI. • Planned community amenities include a community room, exercise/gym, outdoor playground space, courtyard, laundry, computer room, and bike racks to provide social interaction and recreation. A reduction in energy consumption through the installation of rooftop solar panels will result in lower utility bills and a reduced carbon footprint. • The proposed development is in its preliminary planning stages. As of application submittal Dec. 2024 had not commenced support from local residents, Antioch government officials or local stakeholders. Subsequently a letter from the Planning Manager of the City of Antioch was provided in March 2025 stating the proposed project is located in the City’s Commercial Infill Housing Overlay. Established in 2022, the Overlay allows housing to be built on vacant and underutilized commercial sites in the City of Antioch. These sites qualify for by-right, ministerial land use approvals if the project complies with all the design standards outlined in the Overlay. PROPOSED UNIT MIX The proposed project will help alleviate the need for safe, decent, affordable housing through the new development/rehabilitation of 163 affordable units, including: Studio 1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom Manager’s Total Units 0 68 43 54 0 2 165 APPLICATION SCORING CRITERIA Project Readiness Score Explanation Competitive State Resources 0 Proposed to apply for 4% Federal Tax Credits in 2025 with a score and tie breaker that doesn’t meet the score threshold. Non-County Funding Commitments 6 17 % Discretionary Land Use Approvals 10 N/A - Discretionary Land Use Entitlements are not required. ANTIOCH HILLCREST Environmental Review Clearance/Approval 10 Exempt. Ministerial Project. Leveraging/Match Funding 20 1.89% County Funds to TDC SUBTOTAL SCORE 46 Project Location Score Explanation Unincorporated Address? 0 No High Resource Unincorporated Address?1 0 N/A Geographic Equity 0 None of the above Proximity to Public Transit (within ½ mile) 5 Amtrak or BART Station Proximity to Amenities (within 1 mile) 5 Full service grocery or farmer's market SUBTOTAL SCORE 10 Project Targeting and Characteristics Score Explanation Energy Efficiency & Green Building 3 Projected Build It Green Score: LEED Silver Income Targeting Exceeds Minimum 3 Extremely Low Income (0-30%) AMI: 10 % Very Low Income (31-50%) AMI: 10 % Low Income (51-80%) AMI: 80 % Permanent Supportive Housing For Homeless Households 0 Not applicable Units for People with Special Needs | Non-Homeless 0 Not applicable SUBTOTAL SCORE 6 Evaluation Summary: As proposed, the project will include 17 Extremely Low Income (0-30%) AMI units, 17 Very Low Income (31-50%) AMI units, and 129 Low Income (51-80%) AMI units with an additional 2 unrestricted manager’s units. Penalty for Nonperforming Previously Funded Projects Score Explanation Negative Points for Nonperforming Previous Projects N/A Not Applicable. DEVELOPER EXPERIENCE AND CAPACITY Applicant(s): Since 2001, Cypress Equity Investments has owned, developed and operated 156 projects with over 21,000 multifamily units (both affordable and market -rate) in their portfolio throughout the US. The affordable arm of the Cypress Equity Investments was formed in 2015 and has purchased and developed over 2,500 affordable multifamily rental units throughout the US. Five projects in the State of California have been completed similar to the proposed project. Financial statements were provided by the Applicant in the form of unaudited balance sheet of an unidentified “Guarantor”. The Guarantor’s assets, cash assets, and net assets all look strong financially, but it is unclear the relationship of the Guarantor contractually to the proposed project. Ownership: A single purpose entity in the form of a to be formed Limited Partnership is planned for the project. The project will have a General Partner (planned to be Cypress Equity Investments in some capacity) and a Tax Credit Syndicator organized in the ownership structure. 1 High Resource Areas include Vine Hill, Reliez Valley, Alhambra Valley, Briones, Saranap, Acalanes Ridge, Castle Hill, Alamo, Diablo, Blackhawk, Discovery Bay, and Kensington. ANTIOCH HILLCREST Property Management and Operations: Winn Residential is the proposed property management company for the project. While no additional information was provided on Winn’s experience in managing affordable housing rental properties, according to Winn’s website they currently manage 9 properties in Brentwood, Oakley and Pittsburg including a previously HOME funded project in Oakley. Tenant files are in order, reports are generally submitted on time, and the property manager is responsive to County staff. UNDERWRITING SUMMARY Development Budget The development budget proposes a total project cost per affordable unit of $487,331. The hard cost of construction per residential square foot is projected at $600.74, which is high compared to other new construction projects applications proposed . Construction costs are based on recently completed projects. Proposed costs are generally compliant with the County’s Affordable Housing Guidelines. However, not all required budget line items were provided and unable to determine comp liance, including: • Hard cost contingency of 5% • Soft cost contingency of 5% • Cash out developer fee at $1.6 million • Vacancy loss of 5% • Replacement Reserves Annual Deposit per unit was not provided in the budget. • Annual Operating Expenses of $7,161 per unit Debt Coverage Service Ratio The proposed debt service coverage ratio begins at 1.68 in year 1 and increases to 1.99 by year 20. This is not considered a healthy level of debt service for the project and is generating excessive return to the developer and meets/does not meet the County underwriting requirement. Operating Budget and Cash Flow Analysis of the operating pro forma indicates that the Antioch Hillcrest project is feasible over the long term. The cash flow is positive through Year 20. FUNDING RECOMMENDATION: None at this time Rationale: Although the Antioch Hillcrest project is consistent with the County’s priorities to produce new affordable rental housing, it did not score as well as other projects during this annual NOFA cycle. As planned, the project will apply for 4% federal tax credits in 2025. However, in the County’s experience, project seeking the highly competitive tax credits and tax-exempt bonds rarely meet the initial timeframes for loan closing and construction start. Therefore, due to the competitiveness of Measure X, staff recommends allocating funds to other projects that can demonstrate construction commencement in a timelier manner. BAYLINE Project Location: APNs #404-490-102 and 404-490-101 in Hercules, CA 94547 Developer(s): Community HousingWorks Acquisition? Yes Project Type: New Construction Permanent Rental Housing Target Population Served: General Affordable Housing Proposed Timing of Loan Execution: Construction PROPOSED PERMANENT SOURCES (C = Committed, A = Applied, P = Proposed, E = Expended) FY 2025/26 HOME Funds Request $ 1,576,672 A FY 2025/26 Measure X Funds Request $ 3,985,540 A 4% tax credits - federal (TCAC) $ 33,989,248 P HCD MHP $ 4,857,811 P East Bay Regional Center $ 4,200,000 A City of Hercules Loan $ 5,300,000 A Tax Exempt Perm Loan $ 16,606,000 C Deferred Developer Fee $ 7,918,027 C Total Sources $ 78,433,298 PROJECT SUMMARY • 100% affordable, multi-family housing project • Two five-story 55-unit buildings for a total of 110 units • Community HousingWorks is partnering with East Bay Regional Center to provide 28 units set aside for intellectually and developmentally disabled population. • Project site is located near the proposed Hercules HUB, a regional housing and transportation development. • Amenities include 87 parking spaces, bike storage, and 3,200 square feet of ground -floor amenity space for tenant use, such as a community space, meeting rooms/offices, and a community kitchen and/or computer lab. • The project has local support from the City of Hercules. PROPOSED UNIT MIX The proposed project will help alleviate the need for safe, decent, affordable housing through the new development/rehabilitation of 109 affordable units, including: Studio 1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom Manager’s Total Units - 44 58 7 - 1 110 APPLICATION SCORING CRITERIA Federal Funds Eligibility Consolidated Plan Priority AH-1: New Construction of Affordable Rental Housing HOME Eligibility Activity Affordable Rental Housing HOME CHDO Eligibility Not applicable Project Readiness Score Explanation Competitive State Resources 20 Proposed to apply for 4% Federal Tax Credits in September 2025 BAYLINE Non-County Funding Commitments 12 38.02% Discretionary Land Use Approvals 0 TBD - Planning Dept. has not made determination regarding discretionary approvals. Environmental Review Clearance/Approval 0 No Leveraging/Match Funding 20 7.09% County Funds to Total Cost SUBTOTAL SCORE 52 Project Location Score Explanation Unincorporated Address? 0 No High Resource Unincorporated Address?1 0 N/A Geographic Equity 0 None of the above Proximity to Public Transit (within ½ mile) 5 Multiple bus lines/every 30 min. Proximity to Amenities (within 1 mile) 5 Full service grocery or farmer's market SUBTOTAL SCORE 10 Project Targeting and Characteristics Score Explanation Energy Efficiency & Green Building 5 Projected Build It Green Score: 126.9 Income Targeting Exceeds Minimum 0 Extremely Low Income (0-30%) AMI: 10% Very Low Income (31-50%) AMI: 10% Low Income (51-80%) AMI: 80% Permanent Supportive Housing For Homeless Households 0 No units proposed Units for People with Special Needs | Non-Homeless 5 28 Units proposed for intellectually and developmentally disabled households SUBTOTAL SCORE 10 Evaluation Summary: As proposed, the project will include 11 Extremely Low Income (0-30%) AMI units, 11 Very Low Income (31-50%) AMI units, and 87 Low Income (51-80%) AMI units with an additional unrestricted manager’s unit. Penalty for Nonperforming Previously Funded Projects Score Explanation Negative Points for Nonperforming Previous Projects Not Applicable. DEVELOPER EXPERIENCE AND CAPACITY Applicant(s): Community HousingWorks is a 501(c)(3) nonprofit organization founded in 1988 that develops, rehabilitates, preserves, and operates affordable apartment communities in California and Texas. Community HousingWorks owns over 4,051 apartments in 46 communities, serving over 11,000 working families, children and seniors, with more than 1,200 new apartments planned. Ownership: (Including any comments about Developer Financials): Community HousingWorks will establish an acquisition holding entity named “Earnest Street Development Holding Company, LLC” that will be 100% owned by Esperanza Housing and Community Development Corporation. Earnest Street Development 1 High Resource Areas include Vine Hill, Reliez Valley, Alhambra Valley, Briones, Saranap, Acalanes Ridge, Castle Hill, Alamo, Diablo, Blackhawk, Discovery Bay, and Kensington. BAYLINE Holding Company, LLC will own the site until the closing of the construction loan. At that point, the land will be transferred to the to-be-formed Limited Partner entity “Bayline Housing Associates, LP.” 100% Owner: Bayline Housing Associates, LP 99% General Partner: CHW Bayline, LLC which is wholly owned by Community HousingWorks, a nonprofit California entity 1% Limited Partner: Esperanza Housing and Community Development Corporation will act as a placeholder Limited Partner until an equity investor is identified. Property Management and Operations: Community HousingWorks will also be the property manager. In addition, they provide tenants with programs, services, and connections to resources. UNDERWRITING SUMMARY Development Budget The development budget proposes a total project cost per affordable unit of $719,572. The hard cost of construction per residential square foot is projected at $463.57. Construction costs are based on a general contractor’s estimate. The proposed costs are compliant with the County’s Affordable Housing Guidelines, including: • Hard cost contingency of 10% • Soft cost contingency of 8% • Cash out developer fee at $1,350,000 • Vacancy loss of 5% • Replacement Reserves Annual Deposit of $500 per unit • Annual Operating Expenses of $7,643.85 per unit Debt Coverage Service Ratio The proposed debt service coverage ratio begins at 1.15 in year 1 and increases to 1.65 by year 20. This is considered a healthy level of debt service for the project without generating excessive return to the developer and meets the County underwriting requirement. Operating Budget and Cash Flow Analysis of the operating pro forma indicates that Bayline is feasible over the long term. The cash flow is positive through Year 20. There are no project-based vouchers in this project. FUNDING RECOMMENDATION: None at this time Rationale: Although the Bayline project is consistent with the County’s priorities to produce new affordable rental housing, it did not score as well as other projects during this annual NOFA cycle. As planned, the project will apply for 4% federal tax credits in September 2025. However, in the County’s experience, projects seeking the highly competitive tax credits and tax-exempt bonds rarely meet the initial timeframes for loan closing and construction start. The status of the City of Hercules $5.3 million loan is also unknown. Therefore, due to the competitiveness of Measure X and HOME Funds, staff recommends allocating funds to other projects that can demonstrate construction commencement in a timelier manner. BOB DABNEY PLAZA Project Location: 100 & 106 Macdonald Avenue, Richmond Developer(s): Community Housing and Development Corporation of North Richmond (CHDC) Acquisition? No Project Type: New Construction Permanent Rental Housing Target Population Served: Family Housing Proposed Timing of Loan Execution: Predevelopment PROPOSED PERMANENT SOURCES FY 2025/26 Measure X Funds Request $ 5,579,973 A FY 2025/26 PLHA Funds Request $ 327,293 A First Mortgage $ 1,652,300 P Sponsor Loan Richmond EPA $ 75,000 C HCD Super NOFA - MHP/IIG $ 5,940,204 P Sponsor Loan - DTSC ECRG $ 128,520 C AHP $ 930,000 P GP equity $ 100 C Investor Equity federal $ 22,000,000 P Total Sources $ 36,633,390 PROJECT SUMMARY • New construction of a 32-unit multifamily affordable rental housing development with one-, two-, and three-bedroom units for households with 30% to 60% Area Median Income (AMI). • There will be real estate satellite offices for CHDC on the first floor. • Services will be offered to residents depending on needs. • The project has local support from the Iron Triangle Neighborhood Council and the City of Richmond community development. • The project includes a rooftop open space with garden, and 18 off -street parking spaces. • The project will meet the Gold LEED design standards and will include design features such as a solar array on the roof, on-site stormwater capture, and water efficient plumbing fixtures. PROPOSED UNIT MIX The proposed project will help alleviate the need for safe, decent, affordable housing through the new development/rehabilitation of 31 affordable units including: Studio 1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom Manager’s Total Units 0 8 15 8 0 1 32 APPLICATION SCORING CRITERIA Project Readiness Score Explanation Competitive State Resources 0 Proposes 9% tax credit in 2027 Non-County Funding Commitments 0 0.56 % Discretionary Land Use Approvals 10 Obtained/Approved Environmental Review Clearance/Approval 5 Underway at time of application submittal Leveraging/Match Funding 12 16% County Funds to Total Cost SUBTOTAL SCORE 27 BOB DABNEY PLAZA Project Location Score Explanation Unincorporated Address? 0 No High Resource Unincorporated Address?1 0 No Geographic Equity 5 Extreme Displacement Proximity to Public Transit (within ½ mile) 5 Multiple bus lines/every 30 min. Proximity to Amenities (within 1 mile) 5 Full service grocery or farmer's market SUBTOTAL SCORE 15 Project Targeting and Characteristics Score Explanation Energy Efficiency & Green Building 5 Projected Build It Green Score: 110 Income Targeting Exceeds Minimum 15 Extremely Low Income (0-30%) AMI: 45 % Very Low Income (31-50%) AMI: 32 % Low Income (51-80%) AMI: 23 % Permanent Supportive Housing For Homeless Households 0 Not applicable Units for People with Special Needs | Non-Homeless 0 Not applicable SUBTOTAL SCORE 20 Evaluation Summary: The developer self-certified that the project architect verified the project will score higher than 110 on the Build It green GreenPoint Rated Checklist. As proposed, the project will include 14 Extremely Low Income (0-30%) AMI units, 10 Very Low Income (31-50%) AMI units, and 7 Low Income (51-80%) AMI units with an additional 1 unrestricted manager’s units. Penalty for Nonperforming Previously Funded Projects Score Explanation Negative Points for Nonperforming Previous Projects 0 Not Applicable DEVELOPER EXPERIENCE AND CAPACITY Applicant(s): CHDC is a non-profit developer of multifamily and single-family affordable housing in West Contra Costa based in Richmond. CHDC has been providing services to individuals and families throughout Contra Costa County for over 30 years. They have offered over 250 affordable homeownership opportunities and 850 affordable rental housing units for very low-income individuals or families. The most recent completed project in the county is Heri tage Point in unincorporated North Richmond. Ownership: (Including any comments about Developer Financials): The anticipated ownership is a limited partnership comprised of a limited liability corporation and an initial limited partner. An LP entity will be formed at a later time. Property Management and Operations: Community Property Management Corporation (CPMC) will be the property management company. CPMC is the property management non -profit affiliate of CHDC. CPMC was founded in 2004 and currently manages 393 units of affordable housing in Richmond, Oakland, and Berkeley. They are experienced in managing and maintaining affordable housing properties and meeting federal, state, and local affordable housing requirements. 1 High Resource Areas include Vine Hill, Reliez Valley, Alhambra Valley, Briones, Saranap, Acalanes Ridge, Castle Hill, Alamo, Diablo, Blackhawk, Discovery Bay, and Kensington. BOB DABNEY PLAZA UNDERWRITING SUMMARY Development Budget The development budget proposes a total project cost per affordable unit of $1,181,722. The hard cost of construction per residential square foot is projected at $652. The application budget provided did not state what the construction costs are based on. Proposed costs are compliant with the County’s Affordable Housing Guidelines, including: • Hard cost contingency of 15% • Soft cost contingency of 10% • Cash out developer fee at $2,200,000 • Vacancy loss of 5% • Replacement Reserves Annual Deposit of $500 per unit • Annual Operating Expenses of $13,628 per unit Debt Coverage Service Ratio The proposed debt service coverage ratio begins at 1.56 in year 1 and decreases to 1.51 by year 20. This is not considered a healthy level of debt service for the project without generating excessive return to the developer and does not meet the County underwriting requirement. Operating Budget and Cash Flow Analysis of the operating pro forma indicates that Bob Dabney Plaza is feasible over the long term. The cash flow is positive through Year 20. The project has an award of eight project based vouchers from the Housing Authority of Contra Costa County. FUNDING RECOMMENDATION: None at this time Rationale: Although the Bob Dabney Plaza project is consistent with the County’s priorities to produce new, affordable rental housing, the project is not as timely as other applications in this NOFA. The applicant is requesting $3,264,641 for predevelopment uses and $2,642,625 for construction uses. The project also scored very low compared to other projects and did not meet the minimum threshold score to be considered for funding. Therefore, staff does not recommend funding at this time. EL CERRITO PLAZA PARCEL C EAST Project Location: 6671 Fairmount Ave, El Cerrito Developer(s): Related California Acquisition? No Project Type: New Construction Permanent Rental Housing Target Population Served: Family Housing Proposed Timing of Loan Execution: Construction PROPOSED PERMANENT SOURCES (C = Committed, A = Applied, E = Expended) FY 2025/26 Measure X Funds Request $5,000,000 A HCD IIG Catalyst $4,800,000 C Total Sources $79,330,373 PROJECT SUMMARY • The second affordable housing phase within the master plan transit-oriented development (TOD) at the El Cerrito Plaza BART. This project is a public-private partnership between the San Francisco Bay Area Rapid Transit District (BART), City of El Cerrito, and the development team. • 100% affordable TOD with 84 apartment units, including a mix of one-, two-, and three-bedroom units for large-family households earning between 30-60% area median income (AMI), including one manager’s unit. • Project amenities include a community room, bike storage, shared laundry facilities, outdoor courtyard, and play area. • Project site borders the Ohlone Greenway, offering trails, paths, and easy access to shopping and services. The building will include commercial retail café at the corner. PROPOSED UNIT MIX The proposed project will help alleviate the need for safe, decent, affordable housing through the new development of 83 affordable units, plus one manager’s unit including: Studio 1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom Manager’s Total Units APPLICATION SCORING CRITERIA Score Explanation Competitive State Resources Non-County Funding Commitments Discretionary Land Use Approvals EL CERRITO PLAZA PARCEL C EAST Environmental Review Clearance/Approval Leveraging/Match Funding SUBTOTAL SCORE Project Location Score Explanation Unincorporated Address? High Resource Unincorporated Address?1 0 No 0 None of the above 5 Amtrak or BART Station 5 Full service grocery or farmer's market 10 Project Targeting and Characteristics Score Explanation Energy Efficiency & Green Building Income Targeting Exceeds Minimum Very Low Income (31-50%) AMI: 29 % Permanent Supportive Housing For Homeless Households Units for People with Special Needs | Non-Homeless SUBTOTAL SCORE Evaluation Summary: As proposed, the project will include 24 Extremely Low Income (0-30%) AMI units, 24 Very Low Income (31-50%) AMI units, and 35 Low Income (51-80%) AMI units with an additional one unrestricted manager’s units. Penalty for Nonperforming Previously Funded Projects Score Explanation Negative Points for Nonperforming Previous Projects DEVELOPER EXPERIENCE AND CAPACITY Applicant(s): Related California, Holliday Development, Affordable Housing Access, Inc. (AHA), and SAHA. Related California is a for-profit developer of affordable and mixed-income housing in the state. The company has a 35-year record and completed 18,000 residences and currently has more than 10,000 affordable and market-rate units in predevelopment. Holliday Development has over 20 years of experience building mixed-use sustainable communities in the Bay Area. SAHA provides quality, affordable homes and services for more than 4,000 residents in seven counties in Northern California. SAHA will jointly lead the affordable housing components with Related California and provide resident services to the affordable units. Ownership: The to be formed owner and borrower entity for the project will be a California limited partnership consisting of an administrative general partnership, managing general partner, general partner, and equity investor limited partner. The administrative GP will be Related/ECP Parcel C East Development Co., LLC (to 1 High Resource Areas include Vine Hill, Reliez Valley, Alhambra Valley, Briones, Saranap, Acalanes Ridge, Castle Hill, Alamo, Diablo, Blackhawk, Discovery Bay, and Kensington. EL CERRITO PLAZA PARCEL C EAST be formed), owned and managed by The Related Companies of California, LLC, and the managing GP will be a future single-purpose entity LLC, owned and managed by Affordable Housing Access, Inc. Property Management and Operations: The property management agent for the project will be Related Management Company (RMC). RMC was formed in 1974 and currently manages over 450 apartment complexes with approximately 69,000 units of housing. RMC’s portfolio includes residential and commercial property types including garden, townhouse, midrise, and high-rise structures. RMC currently directly manages 13,000 affordable and workforce apartments. Over 90 percent of RMC’s development projects include at least one affordable housing program resource including Section 8 and RAP, Section 236, low income housing tax credit, 80/20 Bond, Mitchell Lama, and HOPE VI. UNDERWRITING SUMMARY Development Budget The development budget proposes a total project cost per affordable unit of $955,788. The hard cost of construction per residential square foot is projected at $609.88. Construction costs are based on a general contractor’s estimate. Proposed costs are compliant with the County’s Affordable Housing Guidelines, including: • Hard cost contingency of 8% • Soft cost contingency of 8% • Vacancy loss of 5% • Replacement Reserves Annual Deposit of $500 per unit • Annual Operating Expenses of $11,211 per unit The following proposed cost is not compliant with the County’s Affordable Housing Guidelines: • Cash out developer fee at $4,500,100 Debt Coverage Service Ratio The proposed debt service coverage ratio begins at 1.20 in year 1 and increases to 1.29 by year 20. This is considered a healthy level of debt service for the project without generating excessive return to the developer and generally meets the County underwriting requirement. Operating Budget and Cash Flow Analysis of the operating pro forma indicates that El Cerrito Plaza Parcel C East is feasible over the long term. The cash flow is positive through Year 20. There are no project based vouchers approved in this project. FUNDING RECOMMENDATION: None at this time Rationale: While the El Cerrito Plaza Parcel C East project is consistent with the County’s priorities to produce new, affordable rental housing, it is not as timely as other applications in this NOFA, and staff does not recommend funding at this time. The other Related California application in this NOFA (El Cerrito Plaza Parcel A South) if the County’s priority to recommend funding and will start construction in late 2025. HARBOR POINTE Project Location: 1540 Discovery Bay Boulevard, Discovery Bay, CA 94505 Developer(s): USA Properties Fund, Inc. Acquisition? No Project Type: New Construction Permanent Rental Housing Target Population Served: Family Housing Proposed Timing of Loan Execution: Construction PROPOSED PERMANENT SOURCES Proposed Permanent Sources (C = Committed, A = Applied, P = Proposed, E = Expended) FY 2025/26 Inclusionary In-Lieu Funds Request $ 850,000 A FY 2025/26 Measure X Funds Request $ 1,150,000 A Permanent Loan $ 37,560,000 P 4% Tax Credits - Federal $ 34,409,601 P Developer Fee Note $ 7,516,807 C NOI During Construction $ 3,378,867 C Solar Credits $ 798,590 C Total Sources $ 85,663,865 Project Summary • USA Properties Fund, Inc. is proposing to construct 170 affordable rental apartment units (168 affordable units and two manager’s units) for families on a vacant parcel adjacent to the Discovery Bay Shopping Center in Discovery Bay. • Development includes the construction of seven residential buildings three -stories in height, at- grade parking spaces, and an on-site clubhouse. • The units will be affordable to households between 30% Area Median Income (AMI) to 70% AMI. • USA Properties Fund, Inc. will partner with LifeSTEPS to provide social support services to residents. • The project has received a letter of support from the Housing Authority of the County of Contra Costa, and a subsequent award of eight Veterans Affairs Supportive Housing vouchers for the project. PROPOSED UNIT MIX The proposed project will help alleviate the need for safe, decent, affordable housing through the new development of 168 affordable units, including: Studio 1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom Manager’s Total Units 0 42 84 42 0 2 170 APPLICATION SCORING CRITERIA Project Readiness Score Explanation Competitive State Resources 20 Project is structured to pursue 4% tax credits in 2025 without the use of any state tax credits and will score 120 points, apply in the New Construction Pool, and have a tiebreaker score of no less than 80%. Non-County Funding Commitments 4 13.65% Discretionary Land Use Approvals 5 Submitted/Currently Under Review HARBOR POINTE Environmental Review Clearance/Approval 0 No Leveraging/Match Funding 20 2.33% County Funds to Total Cost SUBTOTAL SCORE 49 Project Location Score Explanation Unincorporated Address? 5 Yes High Resource Unincorporated Address?1 5 Yes Geographic Equity 0 None of the above Proximity to Public Transit (within ½ mile) 0 None of the above Proximity to Amenities (within 1 mile) 5 Full service grocery or farmer's market SUBTOTAL SCORE 15 Project Targeting and Characteristics Score Explanation Energy Efficiency & Green Building 5 Projected Build It Green Score: 112.3 Income Targeting Exceeds Minimum 0 Extremely Low Income (0-30%) AMI: 10% Very Low Income (31-50%) AMI: 21% Low Income (51-80%) AMI: 69% Permanent Supportive Housing For Homeless Households 0 Not applicable Units for People with Special Needs | Non-Homeless 0 Not applicable SUBTOTAL SCORE 5 Evaluation Summary: As proposed, the project will include 17 Extremely Low Income (0-30%) AMI units, 35 Very Low Income (31-50%) AMI units, and 116 Low Income (51-80%) AMI units with an additional 2 unrestricted manager’s units. Penalty for Nonperforming Previously Funded Projects Score Explanation Negative Points for Nonperforming Previous Projects 0 Not Applicable. DEVELOPER EXPERIENCE AND CAPACITY Applicant(s): USA Properties Fund, Inc. is a vertically integrated family of companies with experience in developing, building, and managing multifamily communities. They have multifamily apartment communities located throughout California, Nevada, and Oregon. They have developed or acquired and rehabilitated over 16,000 housing units and have been an affordable housing developer for over 40 years. They have experience in programs ranging from Low Income Housing Tax Credits to Tax Exempt and Taxable Bonds, HOME funds, and other state and local subsidies, including the development of several mixed -income communities. Over the past five years, they have completed construction and placed into service over 2,400 apartment units. Based on their current construction and development pipeline, they anticipate having over 3,100 units delivered over the next five years. Ownership: (Including any comments about Developer Financials): The ownership structure will be a tax credit limited partnership. It will consist of a non -profit Managing General Partner, Riverside Charitable Communities, and a tax credit limited partner who provides the equity, and USA Properties Fund, Inc., who is the Administrative General Partner. Once USA Properties Fund, Inc. receives a bond allocation, they will 1 High Resource Areas include Vine Hill, Reliez Valley, Alhambra Valley, Briones, Saranap, Acalanes Ridge, Castle Hill, Alamo, Diablo, Blackhawk, Discovery Bay, and Kensington. HARBOR POINTE identify their tax credit investors, terms, and pricing. The name of the proposed ownership entity is DP HOLDING 732, LP. Property Management and Operations: USA Properties Fund, Inc. has an in-house property management company, which operates as USA Multifamily Management, and manages all of USA Properties Fund, Inc. affordable projects, which currently total over 12,000 units in 90 communities throughout the state of California. Their nonprofit partners, LifeSteps and Riverside Charitable Corporation, in conjunction with USA Multifamily Management, will offer social services to the future tenants of this community ranging fr om client assistance, educational classes, immigration services, eviction prevention, and social and community participation programs. UNDERWRITING SUMMARY Development Budget The development budget proposes a total project cost per affordable unit of $481,515. The hard cost of construction per residential square foot is projected at $262.08. Construction costs are based on cost estimates submitted by USA Properties Fund, Inc. Proposed costs are compliant with the County’s Affordable Housing Guidelines, including: • Hard cost contingency of 10% • Soft cost contingency of 8% • Cash out developer fee at $2,292,323 • Vacancy loss of 5% • Replacement Reserves Annual Deposit of $500 per unit • Annual Operating Expenses of $6,767 per unit Debt Coverage Service Ratio The proposed debt service coverage ratio begins at 1.15 in year 1 and increases to 1.78 by year 20. This is generally considered an acceptable level of debt service for the project without generating excessive return to the developer and meets the County underwriting requirement. Operating Budget and Cash Flow Analysis of the operating pro forma indicates that Harbor Pointe is feasible over the long term. The cash flow is positive through Year 20. The project has an award of eight Veterans Affairs Supportive Housing vouchers from the Housing Authority of the County of Contra Costa. FUNDING RECOMMENDATION: None at this time Rationale: While the Harbor Pointe project is consistent with the County’s priority to produce new, permanent affordable rental housing, it is not as far along and did not score as well as other projects during this NOFA cycle. Therefore, due to timeliness (no planning entitlements have been granted) and competitiveness, staff does not recommend a funding award at this time. LA LOMA SENIOR HOUSING Project Location: 720 Willow Avenue, Rodeo, CA 94572 Developer(s): EAH Housing Acquisition? No Project Type: New Construction Permanent Rental Housing Target Population Served: Seniors Proposed Timing of Loan Execution: Construction PROPOSED PERMANENT SOURCES (C = Committed, A = Applied, P = Proposed, E = Expended) FY 2025/26 HOME Funds Request $ 2,150,000 A FY 2025/26 Inclusionary In-Lieu Funds Request $ 750,000 A FY 2025/26 Measure X Funds Request $ 7,883,533 A FY 2025/26 PLHA Funds Request $ 750,000 A CCC Successor Agency Loan $ 4,450,000 C 9% Tax Credits $ 18,920,020 P Permanent Loan (US Bank) $ 4,378,000 P Deferred Developer Fee $ 400,000 P Accrued interest on County loans $ 630,772 P GP Capital $ 100 P Total Sources $ 40,312,425 PROJECT SUMMARY • New, three-story apartment building with 66 affordable senior apartments and one unrestricted on - site manager’s unit. • A new senior center is part of the project and will be leased to Contra Costa County and will replace the existing senior center at a different location • 35 surface parking spaces for residents and for the senior center • Amenities will include a resident community room, patio, garden area, and an onsite senior center to be operated by Contra Costa County Health Services Senior Nutrition Program Café Costa Rodeo. Café Costa Rodeo will provide food and resources to the general public and La Loma Senior Center residents at least twice a week. Through EAH Resident Services Program, the Resident Services Coordinator will work with all residents to achieve a balanced healthy life including healthy eating classes, cooking classes, financial literacy, computer classes, etc. • The project has a Contra Costa Successor Agency Loan of $4.45 million dollars, and Contra Costa County will donate and ground lease the site to La Loma Rodeo EAH, LLC. PROPOSED UNIT MIX The proposed project will help alleviate the need for safe, decent, affordable housing through the new development of 66 affordable units, including: Studio 1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom Manager’s Total Units 24 42 - - - 1 67 APPLICATION SCORING CRITERIA Federal Funds Eligibility Consolidated Plan Priority AH-1: New Construction of Affordable Rental Housing HOME Eligibility Activity Affordable Rental Housing LA LOMA SENIOR HOUSING HOME CHDO Eligibility* Yes * The HOME Program requires a 15 percent CHDO set-aside requirement. The developer qualifies as a CHDO organization. Another timelier project is recommended to meet the CHDO set-aside. Project Readiness Score Explanation Competitive State Resources 0 9% Tax Credits proposed in 2025. Tie-breaker does not meet scoring threshold. Non-County Funding Commitments 4 11.04 % Discretionary Land Use Approvals 10 Obtained/Approved Environmental Review Clearance/Approval 5 Underway at time of application submittal Leveraging/Match Funding 4 28.61% County Funds to Total Cost SUBTOTAL SCORE 23 Project Location Score Explanation Unincorporated Address? 5 Yes High Resource Unincorporated Address?1 0 No Geographic Equity 0 None of the above Proximity to Public Transit (within ½ mile) 5 Multiple bus lines/every 30 min. Proximity to Amenities (within 1 mile) 5 Full service grocery or farmer's market SUBTOTAL SCORE 15 Project Targeting and Characteristics Score Explanation Energy Efficiency & Green Building 5 Projected Build It Green Score: 128 Income Targeting Exceeds Minimum 15 Extremely Low Income (0-30%) AMI: 24% Very Low Income (31-50%) AMI: 66% Low Income (51-80%) AMI: 9% Permanent Supportive Housing For Homeless Households 0 No units proposed Units for People with Special Needs | Non-Homeless 5 100% senior project SUBTOTAL SCORE 25 Evaluation Summary: As proposed, the project will include 16 Extremely Low Income (0-30%) AMI units, 44 Very Low Income (31-50%) AMI units, and 6 Low Income (51-80%) AMI units with an additional unrestricted manager’s unit. Penalty for Nonperforming Previously Funded Projects Score Explanation Negative Points for Nonperforming Previous Projects Not Applicable. DEVELOPER EXPERIENCE AND CAPACITY Applicant(s): EAH Housing is a 501 (c)(3) not-for-profit organization established in 1968. EAH was founded in response to the death of Dr. Martin Luther King, Jr. to address the housing needs of low income families, 1 High Resource Areas include Vine Hill, Reliez Valley, Alhambra Valley, Briones, Saranap, Acalanes Ridge, Castle Hill, Alamo, Diablo, Blackhawk, Discovery Bay, and Kensington. LA LOMA SENIOR HOUSING people with disabilities and older adults. The mission of EAH Housing is to expand the range of opportunities for all by developing, managing and promoting quality affordable housing and diverse communities. Ownership: (Including any comments about Developer Financials): La Loma Senior Housing will be owned by La Loma Rodeo, LP, a California Limited Partnership. La Loma Rodeo EAH, LLC is the General Partner of the Limiter Partnership and will hold a 0.01% interest. Golden Oak Manor Inc. is a wholly owned affiliate of EAH Inc. and will be the sole managing member of the General Partner. The initial Limited Partner is Bridgecourt Housing Inc., a California nonprofit public benefit corporation, that will be replac ed by a tax credit investor, which will hold 99.99% interest. Property Management and Operations: EAH will be the property manager and currently serves over 25,000 residents daily in California and Hawaii. During the 2023-2024 monitoring for the Casa Adobe and Rodeo Gateway projects, EAH took four to six months to complete their monitoring audits for both projects. UNDERWRITING SUMMARY Development Budget The development budget proposes a total project cost per affordable unit of $610,794. The hard cost of construction per residential square foot is projected at $652.73. Construction costs are based on a general contractor’s estimate. The proposed costs are compliant with the County’s Affordable Housing Guidelines, including: • Hard cost contingency of 11% • Soft cost contingency of 23% • Cash out developer fee at $2,099,900 • Vacancy loss of 5% • Replacement Reserves Annual Deposit of $500 per unit • Annual Operating Expenses of $11,545 per unit Debt Coverage Service Ratio The proposed debt service coverage ratio begins at 1.15 in year 1 and increases to 1.17 by year 20. This is considered a healthy level of debt service for the project without generating excessive return to the developer and meets the County underwriting requirement. Operating Budget and Cash Flow Analysis of the operating pro forma indicates that La Loma Senior Housing is feasible over the long term. The cash flow is positive through Year 20. The project has 16 Project Based Vouchers approved. FUNDING RECOMMENDATION: None at this time Rationale: Although the La Loma project is consistent with the County’s priorities to produce new affordable rental housing, it did not score as well as other projects during this annual NOFA cycle. As planned, the project will apply for 9% federal tax credits in 2025. However, in the County’s experience, projects seeking the highly competitive tax credits and tax-exempt bonds rarely meet the initial timeframes for loan closing and construction start. Therefore, due to the competitiveness of all County funds included in the NOFA, staff recommends allocating funds to other projects that can demonstrate construction commencement in a timelier manner. SAN PABLO AVENUE APARTMENTS Project Location: 11965 San Pablo Avenue, El Cerrito, CA 94530 Developer(s): Community HousingWorks Acquisition? Yes Project Type: New Construction Permanent Rental Housing Target Population Served: General Affordable Housing Proposed Timing of Loan Execution: Construction PROPOSED PERMANENT SOURCES (C = Committed, A = Applied, P = Proposed, E = Expended) FY 2025/26 HOME Funds Request $ 1,500,000 A FY 2025/26 Measure X Funds Request $ 3,500,000 A 4% tax credits - federal (TCAC - Equity) $ 52,335,783 P EPA - Community Change Grant (Federal) $ 17,450,010 A DDS - I/DD (State) $ 5,850,000 A GP Equity $ 100 C Permanent Loan - Banner $ 21,753,000 C Deferred Developer Fee $ 11,770,672 C B-Bonds $ 4,600,000 C Total Sources $ 118,759,565 PROJECT SUMMARY • A new construction transit-oriented development with a total of 154 apartments. • Eight-story Type I single building with the first floor reserved for 36 parking spaces and community space and the seven stories above will be apartments and additional community space. • Community HousingWorks is partnering with East Bay Regional Center (EBRC) to provide 39 units set aside for intellectually and developmentally disabled tenants. • Services through EBRC will include advocacy, client program planning, coordination of generic services, and consultation as well as admissions and discharges from the State Developmental Centers. The project has support from the City of El Cerrito and they have a Comm unity Engagement Plan prepared for community outreach. PROPOSED UNIT MIX The proposed project will help alleviate the need for safe, decent, affordable housing through the new development/rehabilitation of 153 affordable units, including: Studio 1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom Manager’s Total Units 14 78 61 - - 1 154 APPLICATION SCORING CRITERIA Federal Funds Eligibility Consolidated Plan Priority AH-1: New Construction of Affordable Rental Housing HOME Eligibility Activity Affordable Rental Housing HOME CHDO Eligibility Not applicable Project Readiness Score Explanation SAN PABLO AVENUE APARTMENTS Competitive State Resources 0 Proposed to apply for 4% Federal Tax Credits in 2025. Tie-breaker score does not meet threshold. Non-County Funding Commitments 12 32.10 % Discretionary Land Use Approvals 10 TBD - Planning Dept. has not made determination regarding discretionary approvals. Environmental Review Clearance/Approval 0 No Leveraging/Match Funding 20 4.21% County Funds to Total Cost SUBTOTAL SCORE 42 Project Location Score Explanation Unincorporated Address? 0 No High Resource Unincorporated Address?1 0 N/A Geographic Equity 4 High Displacement Proximity to Public Transit (within ½ mile) 5 Amtrak or BART Station Proximity to Amenities (within 1 mile) 5 Full service grocery or farmer's market SUBTOTAL SCORE 14 Project Targeting and Characteristics Score Explanation Energy Efficiency & Green Building 5 Projected Build It Green Score: 110 Income Targeting Exceeds Minimum 3 Extremely Low Income (0-30%) AMI: 11% Very Low Income (31-50%) AMI: 24% Low Income (51-80%) AMI: 65% Permanent Supportive Housing For Homeless Households 0 No units proposed Units for People with Special Needs | Non-Homeless 5 39 units proposed for intellectually and developmentally disabled tenants SUBTOTAL SCORE 13 Evaluation Summary: As proposed, the project will include 17 Extremely Low Income (0-30%) AMI units, 36 Very Low Income (31-50%) AMI units, and 100 Low Income (51-80%) AMI units with an additional unrestricted manager’s unit. Penalty for Nonperforming Previously Funded Projects Score Explanation Negative Points for Nonperforming Previous Projects Not Applicable. DEVELOPER EXPERIENCE AND CAPACITY Applicant(s): Community HousingWorks is a 501(c)(3) nonprofit organization founded in 1988 that develops, rehabilitates, preserves, and operates affordable apartment communities in California and Texas. Community HousingWorks owns over 4,051 apartments in 46 communities, serving over 11,000 working families, children and seniors, with more than 1,200 new apartments planned. Ownership: Community HousingWorks will establish an acquisition holding entity named “Earnest Street Development Holding Company, LLC” that will be 100% owned by Esperanza Housing and Community 1 High Resource Areas include Vine Hill, Reliez Valley, Alhambra Valley, Briones, Saranap, Acalanes Ridge, Castle Hill, Alamo, Diablo, Blackhawk, Discovery Bay, and Kensington. SAN PABLO AVENUE APARTMENTS Development Corporation. Earnest Street Development Holding Company, LLC will own the site until the closing of the construction loan. At that point, the land will be transferred to the to -be-formed Limited Partner entity “Bayline Housing Associates, LP.” 100% Owner: Bayline Housing Associates, LP 99% General Partner: CHW Bayline, LLC which is wholly owned by Community HousingWorks, a nonprofit California entity 1% Limited Partner: Esperanza Housing and Community Development Corporation will act as a placeholder Limited Partner until an equity investor is identified. Property Management and Operations: Community HousingWorks will also be the property manager. In addition, they provide tenants with programs, services, and connections to resources. UNDERWRITING SUMMARY Development Budget The development budget proposes a total project cost per affordable unit of $776,206. The hard cost of construction per residential square foot is projected at $1,179.79. Construction costs are based on a general contractor’s estimate. The proposed costs are compliant with the County’s Affordable Housing Guidelines, including: • Hard cost contingency of 10% • Soft cost contingency of 8% • Cash out developer fee at $2,499,900 • Vacancy loss of 5% • Replacement Reserves Annual Deposit of $500 per unit • Annual Operating Expenses of $6,838 per unit Debt Coverage Service Ratio The proposed debt service coverage ratio begins at 1.15 in year 1 and increases to 1.65 by year 20. This is considered a healthy level of debt service for the project without generating excessive return to the developer and meets the County underwriting requirement. Operating Budget and Cash Flow Analysis of the operating pro forma indicates that San Pablo Avenue Apartments is feasible over the long term. The cash flow is positive through Year 20. There are no project-based vouchers in this project. FUNDING RECOMMENDATION: None at this time Rationale: Although the San Pablo Avenue Apartments project is consistent with the County’s priorities to produce new affordable rental housing, it did not score as well as other projects during this annual NOFA cycle. As planned, the project will apply for 4% federal tax credits in 2025. However, in the County’s experience, projects seeking the highly competitive tax credits and tax -exempt bonds rarely meet the initial timeframes for loan closing and construction start. Therefore, due to the competitiveness of Measure X and HOME Funds, staff recommends allocating funds to other projects that can demonstrate construction commencement in a timelier manner. SIERRA GARDEN REDEV Project Location: 150-170 Sierra Drive, Walnut Creek Developer(s): Satellite Affordable Housing Associates Acquisition? Yes Project Type: New Construction Permanent Rental Housing Target Population Served: Family Housing Proposed Timing of Loan Execution: Construction PROPOSED PERMANENT SOURCES (C = Committed, A = Applied, E = Expended, P = Proposed) FY 2025/26 HOME Funds 1,500,000 A FY 2025/26 Measure X Funds 1,500,000 A City of Walnut Creek Funds 9,173,093 A 4% Federal Tax Credits 32,115,060 P State HCD – MHP 26,287,825 P Private Perm Loan 1,912,790 C TOTAL DEVELOPMENT COSTS (TDC) 72,488,768 PROJECT SUMMARY • Currently, Sierra Garden Apartments is a 29-unit development located on a 1.4-acre site. The new development proposes demolishing existing units and building a multifamily affordable rental building with 87 units, a garden area, playground, tot lot, swimming pool, community room, and bicycle storage. • The new development would also feature case management services, meetings, food access programs, life skills training, employment, and educational programs. A service coordinator would provide individual and family case management services to residents. • SAHA is well-connected in the City of Walnut Creek and has a strong track record of securing City funds. It owns and operates five communities in the city, including Sierra Garden, which has been operating for 30 years. PROPOSED UNIT MIX The proposed project will help alleviate the need for safe, decent, affordable housing through the rehabilitation of 87 affordable units, including: Studio 1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom Total Units 5 37 22 23 0 87 APPLICATION SCORING CRITERIA Federal Funds Eligibility Consolidated Plan Priority AH-1: New Construction of Affordable Rental Housing HOME Eligibility Activity Affordable Rental Housing HOME CHDO Eligibility* Yes Project Readiness Score Explanation Competitive State Resources 0 Tax Credits proposed in 2026 Non-County Funding Commitments 0 2.64 % Discretionary Land Use Approvals 0 Not Started Environmental Review Clearance/Approval 0 No SIERRA GARDEN REDEV Leveraging/Match Funding 20 4.14% County Funds to Total Cost SUBTOTAL SCORE 20 Project Location Score Explanation Unincorporated Address? 0 No High Resource Unincorporated Address?1 0 N/A Geographic Equity 0 None of the above Proximity to Public Transit (within ½ mile) 2 Single bus line Proximity to Amenities (within 1 mile) 5 Full service grocery or farmer's market SUBTOTAL SCORE 7 Project Targeting and Characteristics Score Explanation Energy Efficiency & Green Building 5 Projected Build It Green Score: NA - rehab Income Targeting Exceeds Minimum 15 Extremely Low Income (0-30%) AMI: 21% Very Low Income (31-50%) AMI: 40% Low Income (51-80%) AMI: 40% Permanent Supportive Housing For Homeless Households 0 0 Units proposed Units for People with Special Needs | Non-Homeless 0 0 Units proposed SUBTOTAL SCORE 20 Evaluation Summary: As proposed, the project will include 18 Extremely Low Income (0-30%) AMI units, 34 Very Low Income (31-50%) AMI units, and 26 Low Income (51-80%) AMI units, with an additional one unrestricted manager’s unit. Penalty for Nonperforming Previously Funded Projects Score Explanation Negative Points for Nonperforming Previous Projects 0 Not Applicable. DEVELOPER EXPERIENCE AND CAPACITY Applicant(s): SAHA is a public benefit corporation with over 50 years of experience developing, owning, and managing affordable housing in the Bay Area. Over the years, SAHA has created over 65 affordable apartment communities to serve families, seniors, and special needs groups, specializing in high -density infill development. Ownership: (Including any comments about Developer Financials): Sierra Garden will be owned by Sierra Garden, L.P., a limited partnership. Sierra Garden, LLC will be the general partner with a 0.01% interest in the limited partnership. Satellite Affordable Housing Associates (SAHA) will be the sole member of Sierra Garden, LLC. A LIHTC investor will be the limited partner with a 99.99% interest in the limited partnership. Property Management and Operations: SAHA’s team manages 75 properties (including two third -party management contracts). SAHA property management employs 130 full -time staff, including supervisors, site managers, maintenance, and janitorial staff. 1 High Resource Areas include Vine Hill, Reliez Valley, Alhambra Valley, Briones, Saranap, Acalanes Ridge, Castle Hill, Alamo, Diablo, Blackhawk, Discovery Bay, and Kensington. SIERRA GARDEN REDEV UNDERWRITING SUMMARY Development Budget The development budget proposes a total project cost per affordable unit of $842,893. The hard cost of construction per residential square foot is projected at $860.62. Construction costs are based on a general contractor’s estimate. Proposed costs are not fully compliant with the County’s Affordable Housing Guidelines, including: • Hard cost contingency of 11% • Soft cost contingency of 10% • Cash out developer fee at $3,500,000 – not compliant • Vacancy loss of 5% • Replacement Reserves Annual Deposit of $0 per unit – not compliant • Annual Operating Expenses of $13,151 per unit Debt Coverage Service Ratio The proposed debt service coverage ratio begins at 1.40 in year 1 and decreases to 0.0 by year 20. This is not considered a healthy debt service level for the project and does not meet the County's underwriting requirement. Operating Budget and Cash Flow The operating pro forma analysis indicates that Sierra Garden's cash flow was positive through year 20. Funding Recommendation: Not at this time. Rationale: Although the Sierra Garden project supports the County’s objective of increasing permanent affordable rental housing, it is currently less developed than other submissions and received a comparatively lower evaluation score in this NOFA cycle. Given its lack of readiness and limited competitiveness, sta ff do not recommend a funding allocation at this time. Staff Funding Recommendations – 25/26 Housing Programs % of Points* Allocation Delivery Recommended 85% Riverhouse Hotel $4,000,000 CDBG, HOME, MX $2,000,000 $0 $0 $0 $0 $0 $0 77% EC Plaza – A South $5,376,423 HOME, MX, PLHA $0 $0 $0 $0 $3,000,000 $0 $0 73% The Riveter – Supportive $2,500,000 CDBG, PLHA $236,000 $0 $2,550,000 $0 $1,714,000 $0 $0 73% Lakeside $5,000,000 HOME $0 $2,000,000 $0 $0 $0 $0 $0 72% Village of Hope $1,770,958 MX $0 $1,456,343 $0 $0 $0 $0 $40,000 66% Orbisonia Village N/A N/A $0 $0 $1,054,134 $2,496,750 $1,767,453 $0 64% TBV Villas at Renaissance N/A $0 $0 $0 $0 $2,496,750 $0 $0 N/A NPP Ongoing 2024/25 $0 $0 $0 $0 $0 $0 $0 in FY 2025/26 N/A Healthy Homes Ongoing $390,000 $0 $0 $0 $0 $0 $0 N/A 1st Time HB N/A $800,000 $0 $0 $0 $0 $0 $0 *Rank is based on total percentage of points. For breakdown of percentage of points, see FY 2025/26 Project Scoring Attachment for more information. FY 2025/26 Project Scoring Criterion Potential Points - Rental Ri v e r h o u s e Ho t e l A South Lakeside Apts The Riveter - Supp. Village of Hope Orbisonia Village TB V V i l l a s a t Re n a i s s a n c e C East Harbor Pointe Bayline Ave. Apts La Loma Senior Bob Dabney Plaza Sierra Gardens Redev. Antioch Hillcrest Percentage of Points 85%77%73%73%72%66%66%62%60%61%60%56%51%48%47% Project Readiness – 80 80 69 59 46 59 44 57 42 49 52 42 23 27 20 46 Competitive State Resources 20 20 20 20 0 20 0 20 0 20 20 0 0 0 0 0 10 10 10 10 10 10 10 10 5 0 10 10 10 0 10 10 5 5 10 5 10 5 10 0 0 0 5 5 0 10 20 16 8 20 4 20 16 20 20 20 20 4 12 20 20 39 39 39 34 39 30 39 22 39 39 38 38 37 29 39 22 14 14 14 14 7 14 7 14 14 14 14 14 4 14 4 10 10 10 10 8 10 5 10 10 10 10 10 10 10 8 5 5 5 5 5 5 0 5 5 4 4 5 5 5 0 10 10 5 10 10 10 10 10 10 10 10 8 10 10 10 25 10 10 15 15 10 15 15 10 15 10 14 15 15 7 10 0 0 0 0 0 5 0 0 5 0 0 5 0 0 0 0 0 0 0 0 0 0 0 5 0 0 0 0 0 0 0 0 5 5 0 0 5 0 0 0 4 0 5 0 0 5 5 5 5 5 5 5 5 0 5 5 5 5 2 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 35 23 20 23 30 30 20 24 20 5 10 13 25 20 20 6 3 5 3 5 5 5 5 5 5 5 5 5 5 5 3 15 15 15 15 15 15 15 15 0 0 3 15 15 15 3 0 0 3 10 10 0 4 0 0 0 0 0 0 0 0 5 0 2 0 0 0 0 0 0 5 5 5 0 0 0 TOTAL POINTS 179 152 138 131 130 129 118 118 111 108 110 107 100 91 86 84 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2580 Name: Status:Type:Consent Item Passed File created:In control:5/28/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE modifications to contingencies related to an award of FY 2022/23 Permanent Local Housing Allocation and FY 2024/25 Community Development Block Grant funds for The Riveter- Supportive project located at 100 38th Street in Richmond, as recommended by the Conservation and Development Director. (2% State, 98% Federal funds) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:John Kopchik, Director, Conservation and Development Report Title:Approval of Modifications to Contingencies Related to an award of CDBG and PLHA Funds for The Riveter-Supportive project in Richmond ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE modifications to contingencies related to an award of FY 2023/24 Permanent Local Housing Allocation (PLHA) and FY 2024/25 Community Development Block Grant (CDBG) funds for The Riveter- Supportive project, co-developed by Eden Development, Inc., and Community Development Housing Corporation of North Richmond located at 100 38th Street in Richmond, to extend the deadlines for securing all financial commitments to December 31, 2025 and for securing the necessary CDBG and PLHA loans to July 1, 2026. FISCAL IMPACT: No General Fund Impact. CDBG funds are provided to Contra Costa County on a formula basis through the U.S. Department of Housing and Urban Development (HUD). PLHA funds are provided to the County as a grant on a formula application basis through the State of California’s Department of Housing and Community Development. BACKGROUND: On June 7, 2022, the Contra Costa County Board of Supervisors (Board) awarded Eden Development, Inc. (Eden) and Community Housing Development Corporation of North Richmond (CHDC) $500,000 in FY 2022/23 PLHA funds for The Riveter-Supportive project in the City of Richmond. The project is for the adaptive-reuse and conversion of the former Richmond Health Building into 58 affordable permanent, supportive housing rental units. The project’s primary objective is to serve homeless individuals at the lowest income levels who need additional supportive services not offered in traditional affordable housing developments. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 3 powered by Legistar™ File #:25-2580,Version:1 The allocation of FY 2022/23 PLHA funds was contingent upon the following: ·All other financing commitments necessary to perform the project in place by December 31, 2023. ·PLHA funds committed, as evidenced by an executed loan, by August 31, 2024. ·Confirmation that the project’s financials are compliant with the County’s Affordable Housing Program Guidelines. State regulations require timely commitment and expenditure of PLHA funds and project occupancy. Project milestones are required to be included within the executed PLHA development loan agreement. Typical milestones include but are not limited to, building permit approval, bid package advertising, the commencement of construction, completion of construction, and occupancy of the units. On June 25, 2024, the Board awarded Eden and CHDC $2,000,000 in CDBG funds as an additional financing source for The Riveter-Supportive project. The allocation of FY 2024/25 CDBG funds was contingent upon the following: ·All other financing commitments secured by June 30, 2025, and FY 2024/25 CDBG funds committed as evidenced by an executed loan, by December 31, 2025. CDBG funds will be recaptured by July 2025 if significant progress is not being made to meet the May 2026 CDBG expenditure deadline. ·Confirmation that the project’s financials are compliant with the County’s Affordable Housing Program Guidelines. Federal regulations require the timely commitment and expenditure of CDBG funds. Project milestones must be included in the executed development loan agreement. Typical milestones include, but are not limited to, building permit approval, bid package advertising, commencement of construction, completion of construction, and occupancy of the units. Eden and CHDC have been diligently seeking funding from various sources since 2022. Committed financing sources include a congressional earmark award as a sponsor loan, Affordable Housing Program funds as well as an award of 25 project-based rental vouchers from the County Housing Authority. An application for State Housing and Community Development’s SuperNOFA was submitted April 15, 2025. Awards for the State’s SuperNOFA are anticipated to be announced by August 2025. If awarded funds, the project will be set up to apply for tax credits and tax-exempt bonds in the third round of 2025. Tax credit awards are expected to be announced by end of November 2025. Modified Contingencies: Eden and CHDC have requested modifications to the CDBG and PLHA contingencies as additional financing commitments are sought to fill the financing gap and be eligible for an award of tax credits in 2025. Staff is recommending the following revised contingencies: ·All other financing commitments, including an award of either tax credits or tax credits/tax-exempt bonds, secured by December 31, 2025. CDBG funds will be recaptured by December 1, 2025, if an award of tax credits is not approved for the project. ·The CDBG and PLHA funds committed, as evidenced by an executed loan, by July 1, 2026. ·Confirmation that the project’s financials are compliant with the County’s Affordable Housing Program Guidelines CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 3 powered by Legistar™ File #:25-2580,Version:1 Recommendations related to the CDBG and PLHA programs are typically made by the Affordable Housing Finance Committee (AHFC) and forwarded to the Board for approval. A meeting of the AFHC was scheduled for Tuesday May 20, 2025; however, the meeting was unable to be held due to lack of quorum of committee members. Due to the timing of needs of the proposed project as well as expenditure timelines associated with the CDBG program, staff is bringing its recommendation to modify the contingencies directly to the Board for approval. CONSEQUENCE OF NEGATIVE ACTION: If the modifications to the contingencies are not approved, it would jeopardize the award of CDBG and PLHA funds to The Riveter-Supportive project and possibly delay or prevent the development of the project if they are unable to successfully apply for State funds and tax credits in 2025. The extension of the contingency to obtain all funding for the project by the end of 2025 will allow staff time to find an additional viable affordable housing project, if necessary, to award the CDBG and PLHA funds to expend the funds in another project and to meet the CDBG and PLHA program’s expenditure and unit occupancy timeline. CONTRA COSTA COUNTY Printed on 8/26/2025Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2581 Name: Status:Type:Consent Item Passed File created:In control:5/29/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE allocation of FY 2025/26 Community Development Block Grant ($4,889,000), HOME Investment Partnerships Program/HOME-ARP ($3,456,343 HOME and $2,550,000 in recaptured HOME-ARP), and Emergency Solutions Grant ($405,597) programs as recommended by the Family & Human Services Committee, Finance Committee, and staff; ADOPT and APPROVE the FY 2025- 2030 Consolidated Plan and the FY 2025/26 Annual Action Plan; ADOPT related California Environmental Quality Act findings; and AUTHORIZE the Conservation and Development Director to execute related administrative actions implementing each program. (100% Federal funds) Attachments:1. Attachment A - 2025-2030 Consolidated Plan (Final), 2. Attachment B - FY 2025-26 Action Plan, 3. Attachment C - FY 2025-26 PS Recommendations, 4. Attachment D - FY 2025-26 ED Recommendation Table, 5. Attachment E - FY 2025-26 IPF Recommendations, 6. Attachment F - FY 2025-26 ESG Recommendation Table, 7. Attachment G - FY2025-26 Hsg. Application Recd with Amount of Funds Requested, 8. Attachment H - Staff Funding Recommendations - Housing Programs Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:John Kopchik, Director, Conservation and Development Report Title:Allocation of FY 2025/26 CDBG, HOME, and ESG Funds, and Approval of FY 2025-2030 Consolidated Plan and FY 2025/26 Action Plan ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: 1.APPROVE and ADOPT the draft FY 2025-2030 Consolidated Plan (Attachment A); and 2.APPROVE and ADOPT the draft FY 2025/26 Annual Action Plan (Attachment B); and 3.APPROVE the Family and Human Services Committee recommendations for the allocation of $856,500 in FY 2025/26 Community Development Block Grant (CDBG) funds in the Public Services (PS) category (Attachment C) and $405,597 Emergency Solutions Grant (ESG) funds (Attachment F); and 4.APPROVE the Finance Committee recommendations for the allocation of $421,500 in FY 2025/26 CDBG funds in the Economic Development (ED) category (Attachment D) and the allocation of $35,000 in the Infrastructure/Public Facilities (IPF) category (Attachment E); and 5.APPROVE staff’s recommendations for the allocation of $3,576,000 in CDBG funds in the Housing category and $3,456,343 in HOME Investment Partnerships Program (HOME) funds (Attachment I); and 6.APPROVE recapture of HOME Investment Partnership Program-American Rescue (HOME-ARP) funding recommendations of $2,550,000 made to the Bella Vista Apartments project in Bay Point, CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 6 powered by Legistar™ File #:25-2581,Version:1 developed by Alliant Strategic Development and APPROVE reallocation of HOME-ARP funds of $2,550,000 to Riveter-Supportive Housing project in Richmond; and 7.DIRECT the Department of Conservation and Development (DCD) Director to file a Notice of Exemption for the FY 2025/26 Action Plan and the FY 2025-2030 Consolidated Plan with the County Clerk; and 8.AUTHORIZE the DCD Director, or designee, to execute the program certifications applications (SF- 424’s) for transmittal to the U.S. Department of Housing and Urban Development (HUD); and 9.AUTHORIZE the DCD Director, or designee, to execute CDBG and ESG program agreements in the FY 2025/26 Annual Action Plan approved and adopted by the Board of Supervisors. FISCAL IMPACT: There is no General Fund impact. All funds are provided to Contra Costa County on a formula basis through the U.S. Department of Housing and Urban Development. CFDA: 14.218 (CDBG Program) CFDA: 14.239 (HOME Program) CFDA: 14.231 (ESG Program) BACKGROUND: Contra Costa County receives Community Development Block Grant (CDBG), HOME Investment Partnerships Program (HOME), and Emergency Solutions Grant (ESG) funds each year from the federal government for affordable housing and community development activities. To receive these annual awards of federal funds, the County must submit a strategic plan - the Consolidated Plan - every five years to the U.S. Department of Housing and Urban Development (HUD) that identifies local needs and how these needs will be addressed, as well as an Annual Action Plan that specifies what actions and investments will be carried out to execute the Consolidated Plan. This Board Order covers both the five-year Consolidated Plan for FY 2025-2030 and the one-year Action Plan for FY 2025/26. The CDBG Program will be entering into its fifty-first year. The primary objective of the CDBG Program is to assist in the development of viable urban communities through the provision of decent housing, a suitable living environment, and economic opportunity. CDBG funds are allocated annually to eligible entitlement jurisdictions by HUD on a formula basis. The County's Department of Conservation and Development (DCD) administers CDBG funds on behalf of the "Urban County". The Urban County includes the unincorporated County and all cities/towns except Antioch, Concord, Pittsburg, and Walnut Creek. Those cities administer independent CDBG programs. The purpose of the HOME Program is to increase and maintain the supply of affordable housing for lower income households. HOME funds are allocated by HUD to eligible participating jurisdictions and HOME Consortia on a formula basis. The Contra Costa HOME Consortium (Consortium) consists of the Urban County and the cities of Antioch, Concord, Pittsburg, and Walnut Creek. As the Consortium representative, DCD is responsible for the administration and management of the HOME Program for the Consortium. The HOME-ARP program originated from The American Rescue Plan of 2021, which appropriated $5 billion to assist individuals or households who are experiencing homelessness, at risk of homelessness, and other vulnerable populations by providing rental housing, rental assistance, supportive services, and non-congregate shelter to reduce homelessness and increase housing stability. The funds were allocated by HUD on a formula basis to jurisdictions that qualified for funding through the HOME Program. HOME-ARP is a special one-time funding program. The Board of Supervisors approved the County's HOME-ARP Allocation Plan on October 11, 2022, allowing HOME-ARP funds to acquire, develop, rehabilitate, or preserve affordable rental housing CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 6 powered by Legistar™ File #:25-2581,Version:1 and/or permanent supportive rental housing units to serve Qualifying Populations. HOME-ARP funds must primarily benefit individuals and households in the following Qualifying Populations: ·Experiencing homelessness (as defined in 24 CFR 91.5 "Homeless" (1), (2), or (3)) ·At risk of homelessness (as defined in 24 CFR 91.5 "At Risk of Homelessness") ·Fleeing domestic violence, dating violence, sexual assault, stalking, or human trafficking (as defined in 24 CFR 5.2003) ·Other populations with a high risk of housing instability (including highly cost-burdened low-income households, households who have moved two or more times in the last 60 days, and households living in a hotel/motel. The County receives ESG Program funds on an entitlement basis for use in funding renovation, major rehabilitation, or conversion of building for use as emergency shelters for the homeless; provision of essential services for the homeless; emergency shelter operations and related services; and homelessness prevention and rapid-rehousing activities. DCD administers ESG funds on behalf of the Urban County. FY 2025-2030 CONSOLIDATED PLAN The County must submit a strategic plan - the Consolidated Plan - every five years to HUD that identifies local needs and how these needs will be addressed. The Consolidated Plan must also demonstrate how the Consortium will meet national statutory goals to develop viable communities by providing decent housing, a suitable living environment, and economic opportunities, principally for persons of extremely-low, very-low, and low incomes. The preparation of the FY 2025-2030 Consolidated Plan began with holding six public community meetings and three service provider (housing, non-housing and homelessness) group meetings from March 2024 through July 2024. Individuals and representatives of various public agencies, community organizations, and service providers throughout the County were invited to attend these meetings. These meetings covered various topics, including but not limited to: ·Affordable housing ·Persons with Disabilities ·Single parents/female-headed households ·Homelessness ·Economic development (business assistance and job creation/retention) ·Seniors ·Youth and families The Consortium also solicited input from community organizations, public agencies, and the general public through a pair of online surveys that were accessible beginning in the month of February 2024 through the end of July 2024. A copy of each of the surveys is attached (Attachment A and Attachment B). Consortium staff compiled and analyzed the survey data to come to the following observations: 1.There continues to be a high need for services that assist unhoused populations, or those at imminent risk of homelessness. CONTRA COSTA COUNTY Printed on 8/26/2025Page 3 of 6 powered by Legistar™ File #:25-2581,Version:1 2.Affordable Housing activities are also a high priority. Of the eligible activities for affordable housing, the following were the highest ranking; 1) Construction of new affordable rental housing; 2) Preservation of existing affordable rental housing at risk of converting to market-rate housing; 3) Rehabilitation of existing affordable rental housing developments; and 4) New construction of work- force housing (e.g. teachers, firefighters, etc.) 3.Job training/development and pollution/property cleanup ranked the highest of the economic development services. 4.General infrastructure and public facilities continue to be a high priority, with the following category rankings requiring improvement or construction: 1) Youth centers; 2) Childcare centers; 3) Community centers; and 4) Parks and recreational centers. The draft 2025-2030 Consolidated Plan proposes the following priorities for the use of CDBG, HOME, and ESG funds: Affordable Housing (AH-1 through AH-4), Homelessness (H-1 through H-2), Non-Housing Community Development and Administration (CD-1 through CD-7). FY 2025/26 ACTION PLAN In addition to the five-year Consolidated Plan, the County must submit an Annual Action Plan that specifies what actions and investments will be carried out in the coming program year to implement the Consolidated Plan. On November 4, 2014, the Board of Supervisors (Board) adopted funding guidelines for use of CDBG funds as follows: ·Housing 45% ·Public Services (PS) 17% ·Economic Development (ED) 10% ·Infrastructure/Public Facilities (IPF) 8% ·Program Administration 20% The following subcommittees or advisory committees of the Board consider County staff’s funding recommendations prior to final approval by the Board: ·Family and Human Services (FHS) Committee - CDBG PS and ESG categories ·Finance Committee - CDBG ED and IPF categories ·Affordable Housing Finance Committee - HOME and CDBG Housing category On October 9, 2024, County staff held the annual "Kick-Off" Meeting, a meeting to announce the County's CDBG/HOME/ESG Notice of Funding Availability (NOFA) and to meet with various private/public non-profit organizations and agencies. The County's CDBG/HOME/ESG applications also became available that day and were due by December 5, 2024. County staff reviewed applications from December 2024 through March 2025. The Finance Committee met and approved County staff recommendations for the ED and IPF CDBG categories on April 7, 2025. The FHS Committee met and approved County staff recommendations for the PS CDBG and the ESG categories on April 14, 2025. The Affordable Housing Finance Committee (AHFC) is a Board-appointed advisory committee that makes CONTRA COSTA COUNTY Printed on 8/26/2025Page 4 of 6 powered by Legistar™ File #:25-2581,Version:1 funding recommendations for the Board concerning the allocation of HOME and CDBG Housing category for affordable housing development. A meeting of the AFHC was scheduled for Tuesday May 20, 2025; however, the meeting was unable to be held due to lack of quorum of committee members. There was not another day that was available for all AHFC members to reschedule an additional meeting prior to the Board meeting on Tuesday, June 24, 2025, where all federal and local funding are being considered for approval. HUD’s deadline to submit the FY 2025-2030 Consolidated Plan and FY 2025/26 Annual Action Plan, which must include all CDBG and HOME funded activities, is July 11, 2025. Therefore, staff’s recommendations for CDBG and HOME housing activities are being forwarded to the Board, as recommended by the Conservation and Development Director, to meet HUD’s July 11, 2025 submittal deadline. In addition, the following attachments are included to summarize the housing applications received and staff’s recommendations: •Attachment G: Summary of Housing Applications Received with Amount of Funds Requested •Attachment H: Staff Funding Recommendations - Housing HOME-ARP Recapture and Reallocation of Funds Bella Vista Apartments: On May 9, 2023, the Board of Supervisors approved an allocation of $2,550,000 of HOME-ARP funds to Alliant Strategic Development for the Bella Vista Apartments project located in Bay Point. The project proposed the new construction of 122 affordable multifamily rental units which included a combination of 1-, 2-, and 3-bedroom units. The affordability mix proposed included 49 units at 30% Area Median Income (AMI) and 73 units at 80% AMI. Seven of the 30% AMI units were proposed to be HOME- ARP units set aside victims of domestic violence (a HOME-ARP qualifying population). The HOME-ARP allocation had three contingencies: ·All other financing commitments secured by December 31, 2024, and FY 2023/24 HOME-ARP funds committed, as evidenced by an executed loan, by August 31, 2025. HOME-ARP funds will be recaptured by January 2025, if significant progress is not made to meet the August 31, 2025, loan execution deadline. ·Confirmation that the project meets all HOME-ARP occupancy requirements, including targeting HOME-ARP units for qualifying households, rent limits restricted not to exceed 30% of the HOME- ARP household’s income, and use of Coordinated Entry and Project Specific Waitlists. ·Confirmation that the project’s financials are compliant with the County’s Affordable Housing Program Guidelines. Unfortunately, Alliant Strategic Development (Alliant) has not been successful in securing additional financing commitments and was unable to meet the contingency on December 31, 2024. Additionally, Alliant has proposed to increase the affordability of the units at the Bella Vista Apartments project and no longer proposes to include 30% AMI units that will target and meet the requirements of the HOME-ARP funds. Staff recommends recapturing the HOME-ARP funds previously awarded to the Bella Vista Apartments project. Approval of this recommendation would make the recaptured funds available to be reprogrammed to another affordable housing rental project that proposes to include units that meet the HOME-ARP occupancy requirements. DCD staff recommends reprogramming the HOME-ARP funds to The Riveter-Supportive Housing project in CONTRA COSTA COUNTY Printed on 8/26/2025Page 5 of 6 powered by Legistar™ File #:25-2581,Version:1 Richmond. The Riveter-Supportive Housing project is an adaptive reuse and acquisition project comprising of 58 affordable permanent supportive housing rental units. The project’s primary objective is to house individuals at the lowest income levels who need additional supportive services not offered in traditional affordable housing developments. Staff’s recommendation of HOME-ARP funds to this project is reflected in Attachment H. The HOME-ARP regulations require the HOME-ARP grant to the County be fully expended and closed out by September 30, 2030. New construction rental housing projects typically take 18 months to two years to complete construction plus an additional 3-6 months to lease up and fully occupy. The Riveter-Supportive Housing project proposes to apply for 4 percent federal tax credits and tax-exempt bonds in September 2025. An award of $2,550,000 in HOME-ARP funds sets up the projects to secure the tax credits in 2025. If awarded, construction would commence by summer 2026. Environmental Requirements CEQA: The Action Plan is exempt from CEQA review. However, individual projects may be subject to further determination and study, which the project's lead agency will undertake. Depending on the location of recommended projects, the County may be the responsible agency for some housing projects. CEQA determinations will be made and approved by the responsible agency for the respective housing projects before executing project agreements or other legal documents for each respective housing project. National Environmental Policy Act (NEPA): All CDBG, HOME, and ESG projects/programs are subject to a NEPA environmental review in accordance with HUD NEPA regulations (24 CFR Part 58). The NEPA review for each project will be completed prior to executing project agreements or other legal documents for each respective project. CONSEQUENCE OF NEGATIVE ACTION: Negative action will prevent the Consolidated Plan and Action Plan from being submitted by the deadline and will jeopardize the County’s receipt of its allocation of FY 2025/26 CDBG, HOME, and ESG funds. CONTRA COSTA COUNTY Printed on 8/26/2025Page 6 of 6 powered by Legistar™ 2025-2030 DRAFT CONSOLIDATED PLAN June 9, 2025 2025-2030 Contra Costa Consortium Consolidated Plan Prepared by Teri House, CDBG Consultant Olivia Talley, City of Antioch and members of the Contra Costa HOME/CDBG Consortium Contra Costa County Gabriel Lemus CDBG Program Manager Contra Costa County Department of Conservation and Development 30 Muir Road, Martinez, CA 94553 Telephone: (925) 655-2885 Email: Gabriel.Lemus@dcd.cccounty.us Kristin Sherk Affordable Housing Program Manager Contra Costa County Department of Conservation and Development 30 Muir Road, Martinez, CA 94553 Telephone: (925) 655-2889 Email: Kristin.Sherk@dcd.cccounty.us In accordance with the Americans with Disabilities Act and California Law, it is the policy of the Consortium to offer documents in a manner that is readily accessible to everyone, including individuals with disabilities. If you are a person with a disability and require information or materials in an appropriate alternative format or if you require any other accommodation or language assistance, please contact above Consortium members for your area. Hearing impaired individuals may call the California Relay Service at (800) 735-2929 or TDD (925) 779- 7081 for assistance. City Consortium Members City of Antioch Teri House, Consultant 200 H. Street Antioch, CA 94509 Telephone: (925) 779-7037 Email: CDBG@antiochca.gov City of Concord Brenda Kain, Housing Manager 1950 Parkside Drive Concord, CA 94519 Telephone: (925) 671-3088 Email: Brenda.Kain@cityofconcord.org City of Pittsburg Ishani Rasanayagam, CDBG Analyst 65 Civic Ave. Pittsburg, CA 94565 Telephone: (925) 252-4155 Email: irasanayagam@pittsburgca.gov City of Walnut Creek Stefanie Brynen, Housing Manager 1666 North Main St. Walnut Creek, CA 94596 Telephone: (925) 943-5899 x2652 Email: brynen@walnut-creek.org TABLE OF CONTENTS Executive Summary ........................................................................................................................................ 1 ES-05 Executive Summary – 24 CFR 91.200(c), 91.220(b) ................................................... 1 The Process ..................................................................................................................................................... 10 PR-05 Lead & Responsible Agencies - 91.200(b) .................................................................... 10 PR-10 Consultation - 91.100, 91.110, 91.200(b), 91.300(b), 91.215(l) and 91.315(I)11 PR-15 Citizen Participation - 91.105, 91.115, 91.200(c) & 91.300(c) ........................... 35 Needs Assessment ........................................................................................................................................ 39 NA-05 Overview ..................................................................................................................................... 39 NA-10 Housing Needs Assessment - 24 CFR 91.405, 24 CFR 91.205 (a,b,c) ............... 41 NA-15 Disproportionately Greater Need: Housing Problems - 91.405, 91.205 (b)(2)69 NA-20 Disproportionately Greater Need: Severe Housing Problems - 91.405, 91.205 (b)(2) ................................................................................................................................................................ 77 NA-25 Disproportionately Greater Need: Housing Cost Burdens - 91.405, 91.205 (b)(2) ................................................................................................................................................................ 84 NA-30 Disproportionately Greater Need: Discussion - 91.205 (b)(2) ........................... 87 NA-35 Public Housing - 91.405, 91.205 (b) ............................................................................... 89 NA-40 Homeless Needs Assessment - 91.405, 91.205 (c) ................................................... 94 NA-45 Non-Homeless Special Needs Assessment - 91.405, 91.205 (b,d) .................. 108 NA-50 Non-Housing Community Development Needs - 91.415, 91.215 (f) ............. 116 Housing Market Analysis ........................................................................................................................ 120 MA-05 Overview ................................................................................................................................. 120 MA-10 Housing Market Analysis: Number of Housing Units - 91.410, 91.210(a)&(b)(2) ............................................................................................................................................................. 126 MA-15 Housing Market Analysis: Cost of Housing - 91.410, 91.210(a) ..................... 129 MA-20 Housing Market Analysis: Condition of Housing - 91.410, 91.210(a) ....... 135 MA-25 Public and Assisted Housing - 91.410, 91.210(b) ................................................. 142 MA-30 Homeless Facilities and Services - 91.410, 91.210(c) ......................................... 144 MA-35 Special Needs Facilities and Services - 91.410, 91.210(d) ....................................... 147 MA-40 Barriers to Affordable Housing - 91.410, 91.210(e) ............................................ 156 MA-45 Non-Housing Community Development Assets - 91.410, 91.210(f) ............. 162 MA-50 Needs and Market Analysis Discussion ..................................................................... 183 MA-60 Broadband Needs of Housing occupied by Low- and Moderate-Income Households - 91.210(a)(4), 91.310(a)(2) .................................................................................................. 187 Contra Costa County .......................................................................................... 1 MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3).................................................... 190 Strategic Plan ............................................................................................................................................... 196 SP-05 Overview ................................................................................................................................... 196 SP-10 Geographic Priorities - 91.415, 91.215(a)(1) ........................................................... 197 SP-25 Priority Needs - 91.415, 91.215(a)(2) ......................................................................... 199 SP-30 Influence of Market Conditions - 91.415, 91.215(b) ..................................................... 204 SP-35 Anticipated Resources - 91.420(b), 91.215(a)(4), 91.220(c)(1,2) .................. 205 SP-40 Institutional Delivery Structure - 91.415, 91.215(k) ............................................ 210 SP-45 Goals - 91.415, 91.215(a)(4) ............................................................................................ 215 SP-50 Public Housing Accessibility and Involvement - 91.415, 91.215(c) ............... 221 SP-55 Strategic Plan Barriers to Affordable Housing - 91.415, 91.215(h) ................ 223 SP-60 Homelessness Strategy - 91.415, 91.215(d).............................................................. 224 SP-65 Lead-based Paint Hazards - 91.415, 91.215(i) ......................................................... 227 SP-70 Anti-Poverty Strategy - 91.415, 91.215(j) .................................................................. 234 SP-80 Monitoring - 91.230 ............................................................................................................. 235 2025-2030 DRAFT CONSOLIDATED PLAN June 9, 2025 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section ES-05, Page 1 OMB Control No: 2506-0117 (exp. 09/30/2021) CONTRA COSTA COUNTY EXECUTIVE SUMMARY ES -05 Executive Summary – 24 CFR 91.200(c), 91.220(b) 1. Introduction Established in 1850 as one of the original 27 counties of California at the time of statehood, Contra Costa is one of nine counties in the San Francisco Bay Area of California. Originally home to the Bay Miwok, Yokut and Ohlone people until the early 1800s, it now is the 9th most populous county in the state and home to over 1,165,927 residents, a growth rate of 9% over the past decade. Of these, an estimated 1% are Native American, 19% are Asian, 9% are African American, 27% are Hispanic, 1% are Native Hawaiian/Pacific Islander, 39% are White (nonHispanic), and the balance are two or more races. In this diverse county, 39% speak a language other than English at home, primarily Spanish followed by various Asian languages. A little over 28% of the population is foreign born. The Contra Costa County seat is Martinez. The County is large and covers 804 square miles and extends from the northeastern shore of San Francisco Bay easterly to San Joaquin County. The County is bordered on the south and west by Alameda County and on the north by Suisun and San Pablo Bays. The western and northern communities are highly industrialized, while the inland areas contain a variety of urban, suburban/residential, commercial, light industrial and agricultural uses. Residents are attracted to Contra Costa County due to the availability of rapid transit; close proximity to major employment centers in Oakland, San Francisco and the Silicon Valley; as well as employment growth within the County along the Interstate 680 corridor and Tri- Valley area in South County. The cities of Antioch, Concord, Pittsburg and Walnut Creek, along with the County of Contra Costa have formed the Contra Costa HOME Consortium to cooperatively plan for the housing and community development needs of the County. The County administers HOME funds on behalf of all the Consortia cities and the Urban County. In total there are 45 cities, towns and communities in Contra Costa County, of which four are Consortium cities and 41 are included in the Urban County. A complete listing as well as general location of each of the cities and a map can be found below. The Consolidated Plan fulfills the requirement that recipients of certain funds administered by the federal Department of Housing and Urban Development (HUD) create a plan describing how these funds will be expended over a five-year period. These funds are Community Development Block 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section ES-05, Page 2 OMB Control No: 2506-0117 (exp. 09/30/2021) Grant (CDBG), Home Investment Partnerships Program (HOME), Emergency Solutions Grant (ESG), and Housing for Persons With AIDS (HOPWA). This Consolidated Plan is for the period of July 1, 2025, to June 30, 2030. The County administers Urban County CDBG funds, Consortium HOME funds, County ESG funds, and a share of the Alameda/Contra Costa allocation of HOPWA funds as a project sponsor to the City of Oakland, as the HOPWA Grantee. The cities of Antioch, Concord, Pittsburg, and Walnut Creek receive and administer their own allocation of CDBG funds. This Consolidated Plan was created by the Consortium to assess the needs of all Consortium member communities and to guide the use of funds within each individual member community. Cities and Towns in Contra Costa County, Consortium Cities Highlighted Antioch Brentwood Clayton Concord Danville El Cerrito Hercules Lafayette Martinez Moraga Oakley Orinda Pinole Pittsburg Pleasant Hill Richmond San Pablo San Ramon Walnut Creek Geographic Location of Cities, Towns, and Communities West Central East Far East South Bayview Alamo Antioch Bethel Island Canyon Crockett Blackhawk Bay Point Byron San Ramon East Richmond Heights Contra Costa Centre Brentwood Discovery Bay Tassajara El Cerrito Clayton Oakley Knightsen El Sobrante Clyde Pittsburg Hercules Concord Kensington Danville Contra Costa is about 50 miles wide and has five distinct areas – West, Central, East, Far East and South. Some areas are densely populated and some quite rural Income levels and racial demographic vary substantially between communities. Contra Costa is diverse in race, language, abilities, ages, income, employment and more. Planning for the needs of lower income residents and communities over such a broad space with great diversity requires tight coordination between Consortium member and with wonderful community partners. Montalvin Manor Diablo North Richmond Lafayette Pinole Martinez Richmond Moraga Rodeo Orinda Rollingwood Pacheco San Pablo Pleasant Hill Tara Hills Port Costa Saranap Vine Hill Walnut Creek 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section ES-05, Page 3 OMB Control No: 2506-0117 (exp. 09/30/2021) Figure 1 Map of Contra Costa County Communities Figure 2 Ethnic Origins Contra Costa County 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section ES-05, Page 4 OMB Control No: 2506-0117 (exp. 09/30/2021) Race and Ethnicity in Contra Costa County 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section ES-05, Page 5 OMB Control No: 2506-0117 (exp. 09/30/2021) 2. Summary of the objectives and outcomes identified in the Plan Needs Assessment Overview Below is a brief summary of the overall objectives identified within the Consolidated Plan. For a more detailed discussion of the priority needs, objectives and strategies, see the Strategic Plan section. The Contra Costa Consortium has developed broad Goal categories that within which all objectives and outcomes are planned and attained to meet identified High and Medium Priorities identified by Consortium members. For Affordable Housing, the Goals are: AH-1: New Construction of Affordable Rental Housing. Promote the production of new affordable rental units by investing in the acquisition, construction, and/or conversion of non- residential structures for the benefit of income-eligible households. AH-2: Increase Homeownership Opportunities. Increase homeownership opportunities via acquisition, construction, rehabilitation and/or direct financial assistance for low- to moderate- income homebuyers of affordable housing units. AH-3: Preservation of Existing Affordable Housing Stock. Maintain and preserve the existing housing stock with the goal of preventing the displacement of low-income households and stabilizing communities through: • Conversion of private market-rate rental housing to long-term deed-restricted affordable housing. • Preservation of existing affordable rental housing. • Emergency repairs/rehabilitation assistance for low-income (owner-occupied) homeowners. AH-4: Permanent Supportive Housing and Special Needs Housing. Increase the supply of appropriate and supportive housing supporting the acquisition and new construction of housing through: • Homeless - Permanent Supportive Housing Units (voluntary support services and housing assistance included) for persons with special needs, • Units for people with Special Needs (including Elderly/Frail Elderly, Persons with Physical, Mental, or Behavioral Disabilities, Persons with HIV/AIDS, etc.) For Homeless Services, the goals are: H-1: Housing and Supportive Services for Homeless. Support homelessness services by encouraging homelessness outreach efforts, emergency shelter, transitional housing, and permanent housing with supportive services to help homeless persons, including transitional age youth, achieve housing stability. H-2: Rapid Rehousing & Homelessness Prevention. Support rapid rehousing and/or prevention services including emergency rental assistance, security deposit/financial 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section ES-05, Page 6 OMB Control No: 2506-0117 (exp. 09/30/2021) assistance, case management, housing search assistance, for those who are homeless or at-risk of homelessness. For Public Services, the goals are: CD-1: General “Safety Net” Public Services. Ensure that opportunities and services are provided to improve the quality of life and independence for low-income persons (below 80 percent of Area Median Income), and ensure access to programs that promote “safety net” services to individuals and families such as meal/food services, emergency care for children, transportation, health care, counseling, tenant legal or mediation services. CD-2: Special Needs Populations. Ensure that opportunities and services are provided to improve the quality of life and independence for persons with special needs, such as elderly/frail elderly, persons with disabilities, battered spouses, abused children, persons with HIV/AIDS, illiterate adults, and migrant farmworkers. CD-3: Youth. Increase opportunities for children/youth to be healthy, succeed in school, and prepare for productive adulthood, with a priority/emphasis in areas/neighborhoods that are identified as low/moderate-income per Census Tract information. CD-4: Fair Housing. Promote fair housing activities and affirmatively further fair housing. For Economic Development, Infrastructure/Public Facilities, the goals are: CD-5: Economic Development. Expand economic opportunities for extremely low-, very low- and low-income residents, and increase the viability of neighborhood commercial areas by providing job training/job placement services and technical assistance to microenterprises and small businesses. • Support job training, retraining, and employment search for low-income persons. • Provide technical assistance and/or capital (loan or grant) to small businesses/micro- enterprises to develop and/or expand capacity and produce jobs for low-income persons. CD-6: Infrastructure/Public Facilities. Maintain quality public facilities and adequate infrastructure and ensure access for the mobility-impaired by addressing physical access barriers to public facilities. Priority to be given to: • To construct or improve public facilities and infrastructure including, but not limited to, providing and improving access to facilities for persons with disabilities. This may include directly improving or constructing facilities or infrastructure in low-income areas or providing assistance to non-profit agencies that serve low-income populations. • To make improvements to the public right-of-way to enhance public safety and accessibility, and to improve public health, and to promote the provision of a “complete streets program.” Improvements will be targeted to areas where the current level of improvements is less than the current standard. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section ES-05, Page 7 OMB Control No: 2506-0117 (exp. 09/30/2021) For CDBG Program Administration, the goal is: CD-7: Administration. Support development of viable urban communities through extending and strengthening partnerships among all levels of government and the private sector and administer federal grant programs in a fiscally prudent manner. Strategies include: • To continue the collaborative administration with the other Consortia jurisdictions for the County’s housing and community development programs undertaken under this Strategic Plan. This effort will include common policies and procedures for requests for t he use of funds, subrecipient reporting, record-keeping, and monitoring. • To support the work of the Contra Costa Homeless Continuum of Care and its advisory board, the Contra Costa Council on Homelessness, and to incorporate adopted strategies for reducing and ending homelessness into Consortium goals and priorities. • To support the efforts of the housing authorities of Contra Costa County and the City of Pittsburg. • Members will also cooperatively further the efforts of the Continuum of Care (CoC). 3. Evaluation of past performance The Contra Costa HOME Consortium has made significant progress in meeting the goals and objectives contained in its 2020-25 Five-Year Consolidated Plan. Through the first four years of the 2020-2025 Consolidated Plan (through June 30, 2024), the following goals have been met: • CD-1 General Public Services projects have provided a wide range of social services and housing to over 48,000 Urban County residents and households. • CD-2 Non-Homeless Special Needs projects have provided services to over 57,000 Urban County residents and households. • CD-3 Youth projects have provided services to approximately 9,000 Urban County youth. • CD-4 Fair Housing services have been provided to 418 Urban County residents. • CD-5 Economic Development programs have offered training and placement services and/or microenterprise assistance to over 4,600 low-income persons or businesses in the County. • CD-6 Infrastructure/Public Facilities project have been completed assisting approximately 35,000 Urban County residents. • H-1 Housing and Supportive Services for Homeless programs have provided services to over 37,000 Urban County homeless individuals. • H-2 Prevention Services for Homeless have provided prevention services to approximately 53 Urban County residents. • AH-1 New Construction Rental Housing 42 units have been completed. • AH-2 New Construction Homeownership 0 units have been completed. • AH-3 Maintain and Preserve Affordable Housing 579 rental units have been rehabilitated and 27 owner-occupied units have been completed. • AH-4 New Supportive Special Needs Housing 74 rental units have been constructed . 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section ES-05, Page 8 OMB Control No: 2506-0117 (exp. 09/30/2021) The County has continued to focus on outcome-based performance measurements as a means to ensure that needed services are delivered and that the results can be easily quantified. The County is currently completing its last year of the 2020-2025 Consolidated Plan period and has exceeded or is on pace to meet most Consolidated Plan goals and objectives. 4. Summary of citizen participation process and consultation process The entire Consortium worked closely together to conduct comprehensive outreach to obtain a broad perspective of housing and community development needs in the County. Consulted were residents and organizations involved in affordable housing, fair housing, homeless programs and other community development activities. The process ensured outreach and opportunities for the involvement of affected persons of many types of programs, lower income persons and families and persons living in lower income areas, minorities and non-English speaking persons, and persons with disabilities. The Consortium also sought input from other public and private agencies that provide emergency housing for those who are homeless, assisted housing for special needs populations, transitional housing, health services, mental health services, social services, infrastructure needs, as well as those agencies who provide fair housing and tenant/landlord services and ensure compliance with Civil Rights laws and regulations. This extensive process involved two countywide needs surveys of residents, five separate focus groups of agency leaders and program heads centered around specific populations, public meetings across the county and numerous consultations. See PR-10 Consultation section below for a more detailed summary of the Citizen Participation process. 5. Summary of public comments There were numerous comments received from the Community Needs survey that was distributed at the public meetings and available in the County's website. Many of the comments were taken into consideration during the development of the Strategic Plan section, and ultimately incorporated through the actual establishment of the Strategic Plan Goals in section SP-45 of the Strategic Plan of this Consolidated Plan. All comments collected from the Community Needs survey were compiled and are found in Appendix A. There were no comments received during the public review/public comment period of the Consolidated Plan. 6. Summary of comments or views not accepted and the reasons for not accepting them There were comments collected from the Community Needs survey that were not accepted, as they were not within the purview of the Consolidated Plan. Most comments were accepted from 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section ES-05, Page 9 OMB Control No: 2506-0117 (exp. 09/30/2021) the Community Needs survey and were incorporated through the development of the Strategic Plan Goals found in section SP-45 of the Strategic Plan section of this Consolidated Plan. Although some comments were not accepted, all comments are found in Appendix A. 7. Summary No public comments were received. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section PR-05, page 10 OMB Control No: 2506-0117 (exp. 09/30/2021) THE PROCESS PR -05 Lead & Responsible Agencies - 91.200(b) Describe agency/entity responsible for preparing the consolidated plan and those responsible for administration of each grant program and funding source The following are the agencies/entities responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source. Table 3 – Responsible Agencies Agency Role Name Department/Agency CDBG Administrator Contra Costa County Department of Conservation & Development HOME Administrator Contra Costa County Department of Conservation & Development ESG Administrator Contra Costa County Department of Conservation & Development Narrative The Contra Costa HOME Consortium consists of the Contra Costa Urban County and four CDBG entitlement jurisdictions: Antioch, Concord, Pittsburg, and Walnut Creek. The CDBG Urban County consists of the unincorporated County and the 15 smaller cities and towns. The ESG area is the same as the CDBG Urban County area. The County is also a project sponsor to the City of Oakland (in Alameda County) as Grantee for the Housing Opportunities for Persons with AIDS (HOPWA) program. The HOPWA area is the entire County (both unincorporated and incorporated areas). Consolidated Plan Public Contact Information Gabriel Lemus CDBG Assistant Deputy Director, Housing and Community Improvement Contra Costa County Department of Conservation and Development 30 Muir Road, Martinez, CA 94553 Telephone: (925) 674-7882 Email: Email: Gabriel.Lemus@dcd.cccounty.us Kristen Lackey Affordable Housing Program Manager Contra Costa County Department of Conservation and Development 30 Muir Road, Martinez, CA 94553 Telephone: (925) 674-7793 Email: Kristen.Lackey@dcd.cccounty.us 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section PR-10, page 11 OMB Control No: 2506-0117 (exp. 09/30/2021) PR -10 Consultation - 91.100, 91.110, 91.200(b), 91.300(b), 91.215(l) and 91.315(I) Introduction The entire Consortium worked together to conduct comprehensive outreach to obtain a broad perspective of housing and community development needs in the County. Outreach consists of both Consultation (covered in here in PR-10) and Citizen Participation (covered in PR-15). Consultation involves individual meetings, telephone conversations, as well as focus groups with County, State and local government agencies serving various lower income populations, as well as with the many nonprofit agencies that provide much-needed services to these populations. Consultation also involves coordinating with various regional and local plans with which this Consolidated Plan document may intersect or implement. Citizen Participation involves extensive outreach to gather the opinions and thoughts of Contra Costa residents at interactive public meetings, focus groups, through surveys in various languages to assess people’s perception of needs in their communities, and from public comments at various city and county meetings. In this Consultation section, the Consortium reports on extensive efforts to reach out to wide variety of government and non-government organizations involved in provision of affordable housing, accessible housing for special needs populations, fair housing and tenant/landlord services and advocacy, homeless programs, mental health services, social services, veterans services, domestic violence, HIV-AIDs, and other areas of service to populations that may be lower income. The process ensured outreach and opportunities for the involvement of agencies serving affected persons of many types of programs, lower income persons and families and persons living in lower income areas, minorities and non-English speaking persons, and persons with disabilities. All Consultation efforts are included in the table in this section. Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(I)). Public Housing Authority - Consortium members and the Public Housing Authorities of Contra Costa and Pittsburg meet monthly and worked closely in the co-development of the 2020-25 Analysis of Impediments and update to that document currently underway as well as the Consolidated Plan. County HOME and CDBG staff have frequent conversations with the County Housing Authority staff and work to coordinate the allocation of project-based Section 8 vouchers to HOME and 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section PR-10, page 12 OMB Control No: 2506-0117 (exp. 09/30/2021) CDBG-funded developments. This increases the number of households with extremely-low incomes who can be served. Housing Providers – The County Department of Conservation and Development (DCD) and the Consortium members work very closely with and maintain a contact list of public and private affordable housing providers that serve the entire County. DCD hosted a broadly promoted Housing Focus Group which brought together most of the major nonprofit developers in the region to assess their ideas for what is needed to create more affordable housing to better serve low-income and special needs populations. DCD coordinates the allocation of Emergency Solutions Grant funds with the County's Homeless Program office and the Continuum of Care (CoC) Board. CDBG funds are frequently used to assist in the development of housing for persons with special needs including those living with physical and mental health issues. DCD staff consults the appropriate staff in the Health Services Department (HSD) to confirm the developments will have access to adequate funding for operations. DCD (and Consortium members as funds allow) also issue an annual application for affordable housing development utilizing HOME funds, ESG, Measure X and other local sources. Private and Governmental Health & Mental Health Agencies – The Contra Costa Homeless Continuum of Care (CoC) is coordinated by the County Public Health Department, Health, Housing and Homeless Services (H3) division. Outreach and participation on the Council on Homelessness, the CoC governing body, includes the major health and mental health agencies in the County and services are coordinated by H3. Some of these agencies participated in the Homeless Housing and Services Focus Group and all were invited. Service Agencies – An invitation to participate in various focus groups centered around serving the needs of populations such as seniors and disabled, youth, families, homeless, victims of family violence and so on were sent to all service providers in the County on the 600+ list of interested parties. Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness Continuum of Care - DCD and Consortium staff work very closely with the CoC Council on Homelessness (COH), sitting on Board, attending monthly meetings, serving on subcommittee such as the Review and Ranking of all CoC applications, and working collaboratively with CoC County staff to coordinate efforts to address homelessness throughout the County. DCD staff also works closing with the nonprofit Homeless Continuum providers and smaller homeless providers, as well as homeless advocacy groups, the interfaith community addressing homeless challenges, business associations and other relevant community groups, to implement key strategies identified in CoC planning efforts. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section PR-10, page 13 OMB Control No: 2506-0117 (exp. 09/30/2021) As mentioned, the County's Health Services Department serves as the Administrative Entity and Collaborative Applicant for the Contra Costa CoC. Contra Costa Health Services: Health, Housing and Homeless Services Division (H3) coordinates and maintains the homeless crisis response system. The Board of Supervisors created the COH, staffed by H3, as an advisory body for the purpose of educating and advising the Board on issues and policies pertaining to homelessness and as the governing body for the CoC. The Council and H3 also rely on data and information from local partners and stakeholders with knowledge specific to vulnerable populations such as persons who are chronically homeless, families with children, veterans, and unaccompanied youth (i.e., County Office of Education, Employment & Human Services Division, and multiple health care and public safety agencies), as well as best practices from HUD and other nationally-recognized experts on homelessness and vulnerable populations (i.e., U.S. Departments of Veterans Affairs and Health & Human Services, County Health and Behavioral Health Services and partners) to inform decision-making, craft policy recommendations, and develop programs that target the needs of the CoCs most vulnerable residents. COH Board membership includes representatives from these and other important partners across the geography of the CoC, which allows the CoC to leverage their expertise and coordinate with members, agencies and affiliates who serve and engage with vulnerable consumers. Similarly, the CoC has recently partnered with multiple criminal justice system providers and reentry resources, as well as with County hospitals, Employment & Human Services, and other state entities to reduce the risks of homelessness for vulnerable populations, such as the elderly, low and very low income families, recent and imminent discharges of patients and incarcerated persons, and child welfare and justice involved youth and families. The CoC maintains written Standards and Policies & Procedures for homeless services and housing projects, CoC providers, and the CoC HMIS database, to ensure coordinated, stream-lined, effective, and equitable approaches to homeless services and housing for all consumers. The policies also serve to require targeted, client centered, trauma informed care using a housing first and client choice strategy to serve and prioritize the most vulnerable residents, including persons who are chronically homeless, families, veterans and unaccompanied minors. The Council regularly works with local and CoC homeless services providers to prioritize these groups and determine strategies to serve them. HMIS management includes bimonthly HMIS meetings with all providers which allows for system-wide coordination to reduce risks of homelessness, length of time homeless, and recidivism to homelessness, and increase the effectiveness of services by synchronizing case management and treatment. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section PR-10, page 14 OMB Control No: 2506-0117 (exp. 09/30/2021) Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards and evaluate outcomes, and develop funding, policies and procedures for the administration of HMIS CoC, ESG and HMIS - The County works closely with the Contra Costa CoC in the allocation of ESG funds, in developing performance standards, evaluating outcomes, and in the administration of HMIS. County staff consult with CoC and the Council on Homelessness Executive Board, which provides advice and input on the operations of homeless services, program operation and program development efforts in Contra Costa County. Members of the CoC Board sit on the Review and Ranking committee to determine allocation of funding for ESG projects. H3 administers the CoC Homeless Management Information System (HMIS), a federally mandated protected database that stores consumer, project, and system level data. This data is reviewed by H3 and the Council on Homelessness throughout the year to determine how to allocate funds, including ESG and CoC funds, develop standards for performance and compliance, evaluate project and system level outcomes, and recommend policy and legislative action. The Council has two subcommittees (CoC-ESG Provider Committee and the System Performance Committee) dedicated to those purposes. Those committees meet multiple times throughout the year, including in preparation for large funding allocations, such as CoC and ESG funding competitions. The System Performance Committee typically meets more often to review project and system level data, make recommendations for metrics, monitoring, and evaluation, and contribute data and messaging for use in the Council and CoC larger consumer and community engagement strategies and policy recommendations to the Board of Supervisors. The Council also uses data, information, and recommendations generated from these meetings to develop annual 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section PR-10, page 15 OMB Control No: 2506-0117 (exp. 09/30/2021) priorities for the CoC, which helps to guide the Council's annual decision making and oversight of project and system performance and HMIS administration. The CoC annually reviews and approves the CoC and ESG Written Standards and CoC and ESG Notice of Funding Availability (NOFA) Processes. The Written Standards document ensures standardization, transparency, and compliance with the operations and program performance of all CoC and ESG programs. The document also aligns with the CoC's coordinated entry policies and procedures, which guides the operation of the coordinated outreach, access, assessment, prioritization, and referral processes for CoC housing and service providers. The community and Council on Homelessness annually reviews all process documents to ensure that each funding opportunity, including ESG and CoC, follow consistent processes and use the same data (from HMIS) and metrics to measure program compliance and performance. The Council on Homelessness staffs the program review panels convened for CoC and ESG funding competitions and evaluates programs using the Council-approved metrics before approving the final project selections to be submitted for the funding competitions. The County's HMIS policies and procedures for administration and program participation are reviewed annually by the Council's HMIS Policy Committee. This committee meets publicly every other month with representatives from each HMIS-participating service provider. This Committee serves to update the Policies & Procedures, share resources, provide technical assistance and training, and ensure standardization in data collection, reporting, and evaluation in HMIS. Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdictions consultations with housing, social service agencies and other entities Agencies, Groups Organizations That Participated 1 Agency/Group/Organization Afrocentric Cultural Development Corporation Agency/Group/Organization Type Services-Children; Services-Homeless; Services-Education What section of the Plan was addressed by Consultation? Homeless Needs-Chronically Homeless; How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency provides services to persons who are homeless and formerly incarcerated, with a focus on promoting health and wellness, supporting black-owned businesses and nonprofits, mentoring youth, and promoting STEM education, primarily in West county. https://www.afrocentricculturaldevelopment.org 2 Agency/Group/Organization Bay Area Crisis Nursery Agency/Group/Organization Type Services-Children What section of the Plan was addressed by Consultation? Homeless Needs-Families with children; Non-Homeless Special Needs How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency provides supportive services to families including emergency childcare, crisis residential overnight services, respite daytime or overnight services, family resource navigation, and food and diaper bank to help prevent child abuse and neglect. Our Programs - Bay Area Crisis Nursery 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section PR-10, page 16 OMB Control No: 2506-0117 (exp. 09/30/2021) 3 Agency/Group/Organization Bay Area Legal Aid Agency/Group/Organization Type Services-Housing; Services-Fair Housing What section of the Plan was addressed by Consultation? Housing Needs Assessment; Public Housing Needs; Homeless Needs-Families with children; Homeless Strategy How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency provides low-income clients with free civil legal assistance, including legal advice and counsel, referrals, and representation to help protect housing, health, and livelihoods.. -Consultation with Adam Poe on Fair Housing cases and types, issues faced by low income renters, eviction prevention as homeless prevention, especially for families with children. WHAT WE DO | Bay Area Legal Aid 4 Agency/Group/Organization Bay Point Community All N One Agency/Group/Organization Type Services-Homeless; Services-Children; Other-Services-Low Income Families What section of the Plan was addressed by Consultation? Homeless Needs-Families with children; Non-Homeless Special Needs How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency helps people who cannot meet basic needs through outreach, events, and partner services to provide food, clothing, low/no cost medical, financial, religious, mental health and youth counseling services. Bay Point Community All N One | Bay Point CA | USA | About 5 Agency/Group/Organization Blue Devil (BD) Performing Arts Agency/Group/Organization Type Services-Children What section of the Plan was addressed by Consultation? Non-Homeless Special Needs How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency provides youth of all abilities (ages 8-22) development and enrichment through music and dance performance. About BD Performing Arts :: Blue Devils 6 Agency/Group/Organization Cancer Support Community San Franciso Bay Area Agency/Group/Organization Type Services-Health What section of the Plan was addressed by Consultation? Non-Homeless Special Needs How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency provides free comprehensive support programs to persons with cancer and their families, including counseling, support groups, nutrition, exercise, emergency financial assistance, and patient education programs, as well as special programs for teens and children. About Us - Cancer Support Community San Francisco Bay Area 7 Agency/Group/Organization CoCo San Sustainable Farm Agency/Group/Organization Type Services-Homeless; Other-Services-Low Income Families What section of the Plan was addressed by Consultation? Homeless Needs-Families with Children; Other- Food Insecurity How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency provides free sustainably grown produce to soup kitchens, schools, the Food Bank, and other nonprofits that feed the hungry. AgLantis | Volunteer Urban Farm 8 Agency/Group/Organization CoCoKids 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section PR-10, page 17 OMB Control No: 2506-0117 (exp. 09/30/2021) Agency/Group/Organization Type Services-Children; Services-Education; Services-Employment What section of the Plan was addressed by Consultation? Non-Homeless Special Needs; Economic Development; Anti- Poverty Strategy How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency serves the needs of children, families, early educators, businesses, and communities by helping to train and develop childcare businesses and providing free child care referrals for families. About CocoKids - CocoKids 9 Agency/Group/Organization Community Clinic Consortium Agency/Group/Organization Type Services-Health What section of the Plan was addressed by Consultation? Other-Community Health; Other-Lower Income Families How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency promotes and improves the health and quality of life for residents by supporting the involvement of communities in developing a responsive health care system and articulating and advancing the role of community health centers. Community Clinic Consortium of Contra Costa and Solano Counties | Together for Better Health 10 Agency/Group/Organization Community Housing Development Corporation (CHDC) Agency/Group/Organization Type Housing What section of the Plan was addressed by Consultation? Housing Need Assessment; Market Analysis How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency provides affordable housing for individuals, seniors, and families throughout Contra Costa County. Services include homeownership, real estate development, property management, community building and engagement, community first lending, and driving clean assistance. Community Housing Development Corporation 11 Agency/Group/Organization Community Violence Solutions Agency/Group/Organization Type Services-Children; Services-Victims What section of the Plan was addressed by Consultation? Non-Homeless Special Needs How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency provides support services to child and adult victims of sexual assault and their families, including the Children’s Interview Center which provides a variety of specialized services to children who have been sexually abused and their non-offending family members. Community Violence Solutions – Community Violence Solutions ➢ Focus Group on Youth to develop and prioritize needs of abused and neglected youth. 12 Agency/Group/Organization Concord Child Care Center Agency/Group/Organization Type Services-Children; Other-Services-Low Income Families What section of the Plan was addressed by Consultation? Non-Homeless Special Needs How was the Agency/Group/ Organization consulted and what are the anticipated Agency provides education and family support services to low- income families living or working in Concord, and serves 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section PR-10, page 18 OMB Control No: 2506-0117 (exp. 09/30/2021) outcomes of the consultation or areas for improved coordination? children ages 18 months through 2nd grade. Concord Child Care Center, Inc - Home 13 Agency/Group/Organization Concord Historical Society Agency/Group/Organization Type Other-Community What section of the Plan was addressed by Consultation? Other-Community How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency helps preserve structures, objects and materials of interest, importance and value in relation to the history of the City of Concord and its vicinity. Concord Historical Society | Preserving Legacy 14 Agency/Group/Organization Concord Community Youth Center Agency/Group/Organization Type Services-Children What section of the Plan was addressed by Consultation? Non-Homeless Special Needs How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency is a unique athletic training facility for young athletes ages 4 to 18, helping children to develop discipline, confidence and self-esteem through participation in sports and academic excellence. Community Youth Center | Concord, CA 15 Agency/Group/Organization Contra Costa College Agency/Group/Organization Type Services-Education; Services-Homeless What section of the Plan was addressed by Consultation? Homeless Needs-Unaccompanied Youth How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? A 2-year college located in West county offering associate degrees and certificates. Home - Contra Costa College 16 Agency/Group/Organization Contra Costa County Health, Housing and Homeless Services (H3) Agency/Group/Organization Type Services-Homeless; Other government-County; Other- Homeless CoC What section of the Plan was addressed by Consultation? Homeless Needs-Chronically homeless; Homeless Needs- Families with children; Homeless Needs-Veterans- Homeless Needs-Unaccompanied youth; Homeless Strategy. How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? County agency is division of Contra Costa Health and is lead agency for the Homeless Continuum of Care, manages the Coordinated Entry System and Homeless Management Information System database, as well as collaborates with various homeless providers. Contra Costa Continuum of Care | Contra Costa Health 17 Agency/Group/Organization Contra Costa Crisis Center/211 Agency/Group/Organization Type Services-Housing; Services-Children; Services-Elderly Persons; Services-Persons with Disabilities; Services-Persons with HIV/AIDS; Services-Victims of Domestic Violence; Services-Homeless; Services-Health; Services-Victims. What section of the Plan was addressed by Consultation? Homeless Strategy; Homeless Needs-Chronically homeless; Homeless Needs-Families with Children; Homeless Needs- 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section PR-10, page 19 OMB Control No: 2506-0117 (exp. 09/30/2021) Veterans; Homeless Needs-Unaccompanied youth; Non- Homeless Special Needs How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency provides 24/7 hotline and information and referral to all social services in CCC including housing and homeless services; provides CORE Homeless team dispatch throughout County. Home - Contra Costa Crisis Center ➢ Provided data on a variety of needs and attended Focus Group on Homelessness. 18 Agency/Group/Organization Contra Costa Family Justice Alliance Agency/Group/Organization Type Services-Victims of Domestic Violence; Services-Victims What section of the Plan was addressed by Consultation? Non-Homeless Special Needs How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency provides one-stop centers in West, Central and East County for victims of domestic violence, sexual assault, child abuse, elder abuse, and human trafficking where clients receive resources, counseling services, lawyer consultations, restraining order assistance, and more. Contra Costa Family Justice Center 19 Agency/Group/Organization Contra Costa Office of Education Agency/Group/Organization Type Services-Children; Services-Homeless; Services-Education; Other government-County What section of the Plan was addressed by Consultation? Homeless Needs-Families with children; Homeless Needs- Unaccompanied youth How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? County agency houses Homeless Education Liaisons for all Contra Costa schools providing services to homeless families and children who are living in unstable housing conditions as defined by the Dept of Education. 20 Agency/Group/Organization Contra Costa Office of Reentry and Justice Agency/Group/Organization Type Other government-County What section of the Plan was addressed by Consultation? Homeless Needs-Chronically homeless; Homeless Strategy How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? County agency works within Probation Dept. to coordinate a broad array of reentry, public safety and justice-related services. Contra Costa County Probation Dept, CA 21 Agency/Group/Organization Contra Costa Senior Legal Services Agency/Group/Organization Type Services-Elderly Persons; Services-Persons with Disabilities; Services-Housing What section of the Plan was addressed by Consultation? Housing Need Assessment; Non-Homeless Special Needs How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency provides free legal services to seniors age 60+ in Contra Costa in such areas as preservation of housing, prevention of abuse, and planning for incapacity. Contra Costa Senior Legal Services - CCSLS ➢ Focus group on seniors and disabled to identify and prioritize needs. 22 Agency/Group/Organization Contra Costa/East Bay Small Business Development Center Agency/Group/Organization Type Services-Employment 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section PR-10, page 20 OMB Control No: 2506-0117 (exp. 09/30/2021) What section of the Plan was addressed by Consultation? Economic Development How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? The SBDS provides small businesses with tools to help make them successful, including one-to-one advising, workshops and training, access to capital. They provide regional programs and have a restaurant program, tech futures group and other services About Us - East Bay SBDC 23 Agency/Group/Organization Court Appointed Special Advocates Agency/Group/Organization Type Services-Children; Services-Victims What section of the Plan was addressed by Consultation? Homeless Needs-Unaccompanied youth; Non-Homeless Special Needs How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency recruits, trains, and supports volunteers to advocate for the best interests of children in the child welfare and juvenile justice systems, helping them thrive in safe, loving environments. Home - Child Advocates Of Contra Costa County 24 Agency/Group/Organization Delta Veterans Group Agency/Group/Organization Type Services-Housing; Services-Homeless; What section of the Plan was addressed by Consultation? Housing Need Assessment; Homeless Needs-Veterans; Market Analysis How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency is comprised of both veteran and civilian volunteers to serve veterans in the community, bringing assistance with the four pillars of success – housing, employment, health, and education. Delta Veterans Group ➢ Consultation call w/Executive Director, of agency that conducts Stand Down on the Delta for homeless and at- risk veterans biannually and is involved with homeless veteran housing. 25 Agency/Group/Organization Dentists on Wheels Agency/Group/Organization Type Services-Health; Services-Homeless What section of the Plan was addressed by Consultation? Non-Homeless Special Needs; Other-Low Income Families How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency is a nonprofit dental clinic that brings clinicians and volunteers to provide free, donated dental care and spread oral health awareness to people in challenged areas as well as at major community healthcare events around the East Bay. Dentists on Wheels 26 Agency/Group/Organization East Bay Center for the Performing Arts Agency/Group/Organization Type Services-Children What section of the Plan was addressed by Consultation? Non-Homeless Special Needs How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency engages youth and young adults in West County.in world performance traditions in music, theater, dance, and media making.. Mission, Vision, Values - East Bay Center for the Performing Arts ➢ Focus Group on Youth to develop and prioritize needs. 27 Agency/Group/Organization Echo Housing Agency/Group/Organization Type Services-Fair Housing 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section PR-10, page 21 OMB Control No: 2506-0117 (exp. 09/30/2021) What section of the Plan was addressed by Consultation? Housing Need Assessment; Public Housing Needs How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency is a HUD-approved housing counseling agency and provides Fair Housing counseling and audits, Tenant/Landlord counseling, and support services to prevent homelessness and secure permanent housing. About - Eden Council for Hope and Opportunity ➢ Focus Group, Housing/Fair Housing survey 28 Agency/Group/Organization Empowered Aging (Ombudsman Services) Agency/Group/Organization Type Services-Elderly Persons; Services-Persons with Disabilities What section of the Plan was addressed by Consultation? Non-Homeless Special Needs How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency provides long-term care ombudsman services to advocate for severely disabled residents of nursing homes and care facilities, and provide elder and adults with disabilities justice program, and other programs. Our Work - Empowered Aging ➢ Focus Group on Seniors and Disabled to identify and prioritize needs. 29 Agency/Group/Organization Food Bank of Contra Costa and Solano Agency/Group/Organization Type Services-Persons with Disabilities; Services-Persons with HIV/AIDS; Services-Homeless; What section of the Plan was addressed by Consultation? Non-Homeless Special Needs; Other- Food Insecurity How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency received perishable and nonperishable food from manufacturers, wholesalers, retailers, brokers, food drives, farmers and individuals and individuals and distribute food into the community through a variety of free food programs. About Us - Food Bank of Contra Costa and Solano ➢ Focus Group on Homelessness, Non-Homeless Special Needs speaking on food scarcity. 30 Agency/Group/Organization Front Porch Communities Foundation Agency/Group/Organization Type Housing; Services-Housing; Services-Homeless; Services- Elderly Persons; Services-Persons with Disabilities What section of the Plan was addressed by Consultation? Housing Needs Assessment; Market Analysis How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency operates throughout California to connect people to independent living, assisted living, memory care, skilled nursing and rehab, wellness clinics and respite care. Home - Front Porch 31 Agency/Group/Organization Futures Explored, Inc. Agency/Group/Organization Type Services-Persons with Disabilities What section of the Plan was addressed by Consultation? Non-Homeless Special Needs How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency works to create programs where individuals with intellectual and developmental disabilities have equal opportunities, are included, and are empowered to make their own decisions in Central and East County. Futures Explored 32 Agency/Group/Organization Greater Richmond Interfaith Program (GRIP) 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section PR-10, page 22 OMB Control No: 2506-0117 (exp. 09/30/2021) Agency/Group/Organization Type Services-Homeless What section of the Plan was addressed by Consultation? Homeless Strategy; Homeless Needs-Chronically homeless; Homeless Needs-Families with children; Homeless Needs- Veterans; Homeless Needs-Unaccompanied youth. How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency is a multi-cultural, multi-ethnic coalition of congregations from varied faiths that work together to provide a Resource Center, CARE Center, Soup Kitchen, as well as Family Shelter in West County Homeless Services - Greater Richmond Interfaith Program ➢ Focus group on Homelessness to develop and prioritize needs. 34 Agency/Group/Organization Healthy Hearts Institute Agency/Group/Organization Type Services-Health; Other- Food Insecurity What section of the Plan was addressed by Consultation? Public Housing Needs; Other- Food Insecurity How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency builds community gardens in partnership with the Housing Authority of Contra Costa and supports residents in developing a safe, heathy and thriving environment in East County. Home - Healthy Hearts 35 Agency/Group/Organization Home Match Contra Costa Agency/Group/Organization Type Housing What section of the Plan was addressed by Consultation? Housing Need Assessment How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency connects community members seeking housing with older adults who have extra space in their homes at no cost to participants, decreasing isolation, providing housing security and building community. Home Match - Front Porch Focus Group Housing-to better understand needs of seniors who seek roommates to make housing costs more affordable and placement of lower income roommates. . 36 Agency/Group/Organization Homeless Action Coalition Agency/Group/Organization Type Services-Homeless What section of the Plan was addressed by Consultation? Homeless Needs-Chronically homeless; Homeless Needs- Families with children; Homeless Needs-Veterans; Homeless Strategy How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency brings (Central County) community together to help Martinez residents experiencing homelessness build confidence and get on a path towards a new home, job and way of life. Homeless Action Coalition 37 Agency/Group/Organization Hope Solutions Agency/Group/Organization Type Housing; Services-Homeless What section of the Plan was addressed by Consultation? Homeless Strategy How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency provides vital housing and support services and permanent housing solutions to vulnerable families and individuals throughout Contra Costa County. Agency administers housing navigation services and provides move-in 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section PR-10, page 23 OMB Control No: 2506-0117 (exp. 09/30/2021) support, eviction prevention and limited financial assistance through the Coordinated Entry system. Home - Hope Solutions ➢ 38 Agency/Group/Organization Hospice of the East Bay Agency/Group/Organization Type Services-Elderly Persons; Services-Persons with Disabilities What section of the Plan was addressed by Consultation? Non-Homeless Special Needs How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency provides palliative care, hospice care for patients who want to die at home, Bruns House Inpatient Care, Veteran- centered care, Pet services, Caregiver Respite for family caregivers and Grief Support. Hospice East Bay - Palliative, Hospice & Grief Support 39 Agency/Group/Organization Housing and Economic Rights Advocates Agency/Group/Organization Type Services-Fair Housing; Services-Housing What section of the Plan was addressed by Consultation? Housing Need Assessment How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency is a statewide legal service and advocacy organization providing free legal services to low and moderate income residents to help tenants, homeowners and homeless residents. Housing and Economic Rights Advocates 40 Agency/Group/Organization Housing Authority of Contra Costa County Agency/Group/Organization Type PHA What section of the Plan was addressed by Consultation? Public Housing Needs How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Housing Authority provides rental subsidies and manages and develops affordable housing for low-income families, seniors, and persons with disabilities in Contra Costa County. Home - Contra Costa Housing Authority 42 Agency/Group/Organization Independent Living Resources Agency/Group/Organization Type Services-Persons with Disabilities; Services-Elderly Persons; Services-Persons with HIV/AIDS What section of the Plan was addressed by Consultation? Housing Need Assessment; Non-Homeless Special Needs; How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency provides services by persons with disabilities for persons with disabilities, including free assistive services, resource connection, attendant referral, benefit counseling & advocacy, community education, and disability disaster access & resources. FAQ | Independent Living | Solano, Contra Costa County | Independent Living Resources Focus group on seniors and disabled, developing and prioritizing needs 43 Agency/Group/Organization Interfaith Council of Contra Costa County Agency/Group/Organization Type Housing; Services-Housing; Services-Homeless What section of the Plan was addressed by Consultation? Housing Need Assessment; Homeless Needs-Families with Children How was the Agency/Group/ Organization consulted and what are the anticipated Agency is an interfaith community that helps to support the religions and communities in Contra Costa County. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section PR-10, page 24 OMB Control No: 2506-0117 (exp. 09/30/2021) outcomes of the consultation or areas for improved coordination? Home | Interfaith Council of Contra Costa Council ➢ 44 Agency/Group/Organization James Morehouse Project (JMP) Agency/Group/Organization Type Services-Children; Services-Education What section of the Plan was addressed by Consultation? Non-Homeless Special Needs How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? The JMP is a student wellness center providing in-persons services at El Cerrito High School in West County, working to create positive change through health services, counseling and youth development, and school-wide initiatives. James Morehouse Project 45 Agency/Group/Organization John Muir Land Trust (Family Harvest Farms) Agency/Group/Organization Type Services-Health; Other- Food Insecurity What section of the Plan was addressed by Consultation? Other- Food Insecurity How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? This is a program of the John Muir Land Trust, which cultivates a 3.5 acre parcel in Pittsburg (East County) as an organic farm, to empower youth and adults to discover and participate in local food production and encourage healthy living. It employes foster youth in job-readiness program working alongside volunteers, and hosts educational community workshops. Family Harvest Farm - John Muir Land Trust 46 Agency/Group/Organization La Clinica de la Raza Agency/Group/Organization Type Health Agency What section of the Plan was addressed by Consultation? Non-Homeless Special Needs; Other-Community Health How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency provides comprehensive health services for all people, including testing and treatment, in culturally and language accessible settings, including adolescent/youth services, behavioral health, health coaching, community health education, dental services, family medicine, HIV/AIDS, laboratory, radiology, pharmacy, pediatric, vision/eye care, and women’s health services. Homepage - La Clinica 47 Agency/Group/Organization La Concordia Multicultural Wellness Center Agency/Group/Organization Type Services-Health; Other-Services-Mental Health What section of the Plan was addressed by Consultation? Non-Homeless Special Needs; Other-Community Health How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency provides telehealth and in-person mental health care, including therapy, trauma support and wellness programs to meet the unique needs of diverse communities. About | La Concordia 48 Agency/Group/Organization La Morinda Spirit – City of Lafayette Agency/Group/Organization Type Services-Elderly Persons; Services-Persons with Disabilities What section of the Plan was addressed by Consultation? Non-Homeless Special Needs How was the Agency/Group/ Organization consulted and what are the anticipated The Spirit Van provides rides to Lamorinda older adults age 60+ and persons with disabilities to destinations in Lafayette, 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section PR-10, page 25 OMB Control No: 2506-0117 (exp. 09/30/2021) outcomes of the consultation or areas for improved coordination? Morage, Orinda, Concord, Martinez, Pleasant Hill, and Walnut Creek. Lamorinda Spirit Van | City of Lafayette, CA ➢ Focus Group on seniors and disabled to identify and prioritize needs. 49 Agency/Group/Organization Lao Family Community Development Agency/Group/Organization Type Services-Employment; What section of the Plan was addressed by Consultation? Economic Development How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency assists diverse refugee, immigrant. Limited English, and low-income US born community members achieve long- term financial and social self sufficiency. Asian Pacific Fund | Lao Family Community Development, Inc. 50 Agency/Group/Organization Lions Center for the Visually Impaired Agency/Group/Organization Type Services-Elderly Persons; Services-Persons with Disabilities What section of the Plan was addressed by Consultation? Non-Homeless Special Needs How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency preserves vision through vision screenings for seniors, fosters independence and enhances the quality of life for adults who are blind through in-home needs assessments, training in daily living skills, help with adaptive aids, and provides support groups and activities, as well as expertise and information on blindness in the community. Lions Center for the Visually Impaired About Us – Lions Center for the Visually Impaired ➢ Focus Group on senior and disabled to identify and prioritize needs. 51 Agency/Group/Organization Loaves and Fishes of Contra Costa County Agency/Group/Organization Type Services-Elderly Persons; Services-Persons with Disabilities; Services-Homeless; Other- Food Insecurity What section of the Plan was addressed by Consultation? Homeless Needs-Chronically homeless; Homeless Needs- Families with Children; Homeless Needs-Veterans; Homeless Strategy; Non-Homeless Special Needs; Other- Food Insecurity How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency provides community-based food programs and partner services that focus on basic needs, thereby nourishing lives in free hot-meal dining rooms throughout the County. Mission & History - Loaves and Fishes ➢ Focus Group on Homelessness, food scarcity, identify and prioritize needs. 52 Agency/Group/Organization Martinez Adult Education Agency/Group/Organization Type Services-Education What section of the Plan was addressed by Consultation? Economic Development How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? School provides continuing education to adults, age 18 and over, in accordance with the Title 9 statute for equality. Martinez Adult Education - Home 53 Agency/Group/Organization Meals on Wheels Diablo Region Agency/Group/Organization Type Services-Elderly Persons; Services-Persons with Disabilities; Other- Food Insecurity What section of the Plan was addressed by Consultation? Non-Homeless Special Needs; Other- Food Insecurity 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section PR-10, page 26 OMB Control No: 2506-0117 (exp. 09/30/2021) How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency delivers meals and services to homebound seniors throughout Contra Costa County, and provides home delivered meals, congregate meals at many Senior Centers, Fall Prevention program, Artful Aging health and wellness programming, Friendly Visitors callers and helpers, Case Management, and Breakfast Bags. | Meals on Wheels Diablo Region 54 Agency/Group/Organization Monument Crisis Center Agency/Group/Organization Type Services-Childre; Services-Elderly Persons; Services-Persons with Disabilities; Services-Homeless What section of the Plan was addressed by Consultation? Homeless Needs-Chronically homeless; Homeless Needs- Families with children How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency is a family resource center for Central and East Contra Costa County providing food, resources and referrals to low- income individuals and families in order to help them become stable and secure. Welcome ➢ Focus Group on homelessness to identify and prioritize needs. 55 Agency/Group/Organization Monument Impact Agency/Group/Organization Type Housing; Services-Employment; Neighborhood Organization What section of the Plan was addressed by Consultation? Housing Need Assessment; Economic Development How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency serves as an advocate and resource center in Central and East County to guide, educate and connect low-income communities, providing connections to work through their Day Labor program, ESL, technology classes, and Employment Readiness programs; to housing through community & civic engagement and advocacy for tenants and tenant legal clinics and more. Homepage - Monument Impact 56 Agency/Group/Organization Mt. Diablo Unified School District Agency/Group/Organization Type Services-Homeless; Services-Education What section of the Plan was addressed by Consultation? Homeless Needs-Families with children How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? ➢ Agency provides services to youth in Contra Costa County, and currently provides ongoing afterschool enrichment. 57 Agency/Group/Organization Multicultural Institute Agency/Group/Organization Type Services-Employment What section of the Plan was addressed by Consultation? Anti-poverty Strategy How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency works with different immigrant communities in Contra Costa, Alameda and San Mateo counties, including day laborers, low-income immigrant adults and youth, to help increase access to opportunities, enhance economic, education and skill opportunities, and provide direct services. Who We Are – Multicultural Institute 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section PR-10, page 27 OMB Control No: 2506-0117 (exp. 09/30/2021) 58 Agency/Group/Organization NAMI Contra Costa Agency/Group/Organization Type Other-Services-Mental Health What section of the Plan was addressed by Consultation? Homeless Needs-Chronically Homeless; Other-Mental Health How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency provides outreach, education, support and advocacy to families and individuals in need of help dealing with mental illness in Contra Costa County, and is an affiliate of the National Alliance on Mental Illness. NAMI Contra Costa - About Our Organization 59 Agency/Group/Organization Novin Development Agency/Group/Organization Type Housing; Services-Homeless What section of the Plan was addressed by Consultation? Housing Need Assessment; Homeless Strategy How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Novin is a privately owned real estate development, consulting and brokerage company that specializes in both affordable and market-rate housing development and preservation. About - Novin Development 60 Agency/Group/Organization Opportunity Junction Agency/Group/Organization Type Services-Employment What section of the Plan was addressed by Consultation? Anti-Poverty Strategy How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency provides job training, support, work experience and placement assistance to job seekers, including Certified Nursing Assistant training, Office Administration training, career counseling, and placement assistance, as well as community classes in computer applications. About Opportunity Junction's Mission to Help Contra Costa Residents Find Jobs 61 Agency/Group/Organization Options Health Agency/Group/Organization Type Services-Health What section of the Plan was addressed by Consultation? Other-Community Health How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency serves individuals and families who are seeking help in decisions about pregnancy, sexual health and parenting. Our Promise to You | Options Health 62 Agency/Group/Organization Pittsburg Housing Authority Agency/Group/Organization Type PHA What section of the Plan was addressed by Consultation? Housing Need Assessment How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Public agency provides rental subsidy to subsidize low-income families with their rent. Housing Authority | City of Pittsburg ➢ Individual consultation to obtain data on PHA vouchers and needs of residents 63 Agency/Group/Organization Planned Parenthood Agency/Group/Organization Type Health Agency What section of the Plan was addressed by Consultation? Other-Women’s Health 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section PR-10, page 28 OMB Control No: 2506-0117 (exp. 09/30/2021) How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency provides women’s health services including pap smears, breast exams, contraception, pregnancy testing, STD/HIV testing, options counseling, and medication abortion. Planned Parenthood Northern California 64 Agency/Group/Organization Pleasant Hill Recreation & Park District Agency/Group/Organization Type Other government-Local What section of the Plan was addressed by Consultation? Non-Homeless Special Needs How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? City agency provides a wide variety of recreational activities for adults and youth. https://www.pleasanthillrec.com/ 65 Agency/Group/Organization Rainbow Community Foundation Agency/Group/Organization Type Services-Housing; Services-Elderly Persons; Services-Persons with HIV/AIDS; Other-Services Youth What section of the Plan was addressed by Consultation? Non-Homeless Special Needs How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency provides outpatient mental health services, specifically serving lesbian, gay, bisexual, transgender and questioning LGBTQIA+ communities including youth and senior programs, and transitional age youth temporary housing and supportive housing assistance. About Us | Rainbow Center 66 Agency/Group/Organization Renaissance Entrepreneurship Center Agency/Group/Organization Type Services-Employment What section of the Plan was addressed by Consultation? Anti-poverty Strategy How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency provides professional training, expert consulting, access to capital, and a support network for all entrepreneurs who want to start or grow a business, in multiple areas in the County with all programs and services offered in English and Spanish. Home | Renaissance Entrepreneurship Center 67 Agency/Group/Organization RotoCare Bay Area, Inc. Agency/Group/Organization Type Services-Health What section of the Plan was addressed by Consultation? Non-Homeless Special Needs; Other-Community Health How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency provides healthcare services in a clinic setting that are free to the patient, including medical exams, diagnostic testing, lab testing, and most pharmaceuticals for working and unemployed and/or uninsured residents who are unable to pay for primary healthcare. ABOUT US | RotaCare Bay Area 68 Agency/Group/Organization RR Ministries Agency/Group/Organization Type Services-Children What section of the Plan was addressed by Consultation? Non-Homeless Special Needs How was the Agency/Group/ Organization consulted and what are the anticipated Agency provides free food distribution and bilingual tutoring program to provide academic support for students 2nd – 12th 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section PR-10, page 29 OMB Control No: 2506-0117 (exp. 09/30/2021) outcomes of the consultation or areas for improved coordination? grade, as well as Job Readiness program for young individuals 12-24 in East County. RR Ministries 69 Agency/Group/Organization RYSE Youth Center Agency/Group/Organization Type Services-Children; Services-Homeless What section of the Plan was addressed by Consultation? Homeless Needs- Families with children; Homeless Needs- Unaccompanied youth; How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency provides a Youth Center Campus in Richmond (West County) with programming in Education, Economic Justice, Health Justice, Youth Power Building, Media Arts and Culture, and Youth Justice. RYSE Center ➢ Attended Focus Group on Homelessness to develop and prioritize needs. 70 Agency/Group/Organization SHELTER Inc. Agency/Group/Organization Type Housing; Services-Housing What section of the Plan was addressed by Consultation? Housing Need Assessment; Homelessness Strategy; Homeless Needs-Chronically homeless; Homeless Needs- Families with children; Homeless Needs-Veterans; Homeless Needs-Unaccompanied youth; Market Analysis. How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency provides eviction prevention including subsidies and assistance, as well as interim and long-term housing and supportive services What We Do - Shelter Inc. ➢ Attended Focus Group on Homelessness to identify and prioritize needs. 71 Agency/Group/Organization St. Vincent de Paul of Contra Costa County Agency/Group/Organization Type Services-Housing; Services-Children; Services-Elderly Persons; Services-Persons with Disabilities; Services- Homeless; Services-Health What section of the Plan was addressed by Consultation? Homeless Needs-Chronically homeless; Homeless Needs- Families with Children; Other-Health How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency provides food, clothing, shelter, rental assistance, medical services, employment, and workforce development for lower income and homeless residents. St. Vincent de Paul of Contra Costa County ➢ Attended Focus Group on Homelessness to determine and prioritize needs. 72 Agency/Group/Organization STAND! For Families Free of Violence Agency/Group/Organization Type Services-Victims of Domestic Violence What section of the Plan was addressed by Consultation? Homeless Strategy; Homeless Needs-Families with Children How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency provides domestic violence hotline, shelter, transitional housing, and services for victims of family violence, including those who are made homeless when fleeing. STAND! For Families Free of Violence | Break the Cycle of Violence ➢ Focus Group on Homelessness to determine and prioritize needs. 74 Agency/Group/Organization Trinity Center Agency/Group/Organization Type Services-Homeless What section of the Plan was addressed by Consultation? Homeless Needs-Chronically homeless; Homeless Needs- Families with Children; Homeless Needs-Veterans; Homeless Needs-Unaccompanied Youth; Homeless Strategy 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section PR-10, page 30 OMB Control No: 2506-0117 (exp. 09/30/2021) How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency offers vital safety net services, case management, and housing support for adults experiencing homelessness primarily in Central County. Trinity Center | Doorway to Opportunity 75 Agency/Group/Organization The Unity Council Agency/Group/Organization Type Housing; Services-Housing; Services-Homeless; Services- Elderly Persons; Services-Persons with Disabilities What section of the Plan was addressed by Consultation? Housing Needs Assessment; Market Analysis How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency is a Social Equity Development Corporation that promotes social equity and improved quality of life through affordable housing and properties, career, financial and housing services, programs for children, families and seniors, and small businesses. The Unity Council – Building vibrant communities where everyone can work, learn and thrive. 76 Agency/Group/Organization Veteran’s Accession House Agency/Group/Organization Type Housing; Other-Services-Veterans What section of the Plan was addressed by Consultation? Housing Need Assessment; Homeless Needs-Veterans How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency works to break the cycle of homelessness by combining housing with supportive services, increasing or stabilizing income, encouraging personal growth, supporting education, and linking achievements to employment for veterans. About Us - Veterans Accession House 77 Agency/Group/Organization Village Community Resource Center Agency/Group/Organization Type Services-Children What section of the Plan was addressed by Consultation? Non-Homeless Special Needs; Other-Community Health How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency seeks to improve the quality of life for children and families in East County by promoting equity through education, wellness, leadership and organizing, and partnerships to deliver after school and summer programming, food distribution, wellness programs, and youth leadership programming. HomePage - VCRC 78 Agency/Group/Organization We Care Services for Children Agency/Group/Organization Type Services- Persons with Disabilities What section of the Plan was addressed by Consultation? Non-Homeless Special Needs How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency provides early intervention services for children with developmental and cognitive disabilities. Providing education with a developmental and mental-health enhanced curriculum. We Care Children 79 Agency/Group/Organization West Contra Costa Business Development Center Agency/Group/Organization Type Services-Employment What section of the Plan was addressed by Consultation? Anti-poverty Strategy 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section PR-10, page 31 OMB Control No: 2506-0117 (exp. 09/30/2021) How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency provides technical assistance, venture capital, loans, loan guarantees or other forms of support for individuals or groups who want to establish or expand the operation of a small business enterprise or venture. www.wccbdc.org 80 Agency/Group/Organization White Pony Express Agency/Group/Organization Type Other- Food Insecurity What section of the Plan was addressed by Consultation? Other- Food Insecurity How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency is a food recovery program that is volunteer powered serving more than 90 nonprofit recipients who distribute food throughout Contra Costa County, operating 7 days a week and recovering high-quality food from grocers, farmers markets, restaurants, and wholesalers. Agency also provides clothing and care for homeless and lower income residents. White Pony Express - White Pony Express 81 Agency/Group/Organization Winter Nights Family Shelter Agency/Group/Organization Type Services-Homeless What section of the Plan was addressed by Consultation? Homeless Needs-Families with children; Homeless Strategy How was the Agency/Group/ Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency provides emergency family shelter for homeless families with food, tutoring, and housing services, as well as two Safe Parking Programs in East County. Home - Winter Nights Family Shelter, Inc Identify any Agency Types not consulted and provide rationale for not consulting No agency types were intentionally excluded. Organizations were consulted on an individual and group basis, as well as part of public meetings. The consortium distributed a survey through workshops, public service agencies, and the County website as well as the websites of all Consortium members. An extended and exhaustive effort was made to reach as many individuals and organizations as possible. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section PR-10, page 32 OMB Control No: 2506-0117 (exp. 09/30/2021) Other local/regional/state/federal planning efforts considered when preparing the Plan Other Local / Regional / Federal Planning Efforts Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan? Analysis of Impediments to Fair Housing Choice (2020, update underway) Contra Costa Consortium & Housing Authority of Contra Costa County This countywide plan, adopted in 2019 and being updated in 2025, is thoroughly integrated into the 2025-30 Consolidated Plan. The AI was developed with the more rigorous Analysis of Fair Housing (AFH) data to incorporate the most detailed analysis of the issues of discrimination patterns, areas of opportunity, and other factors that are not as well developed or even present in the AI structure. This plan analyzes a wide variety of data to understand underlying causes that prevent people from being able to have equal access to opportunities in housing. It examines housing lending, housing conditions, segregation of racial/ethnic groups, condition of schools, publicly supported housing, access for persons with disabilities, and more. It also sets goals and objects for each jurisdiction to work on annually, and those accomplishments are reported to HUD in the annual Consolidated Performance and Evaluation Report (CAPER). Final-BOS-Approved-AI-6-11-19 Continuum of Care County Health, Housing and Homeless Services Department Strategic Plan goals were developed in coordination with the CoC plans and initiatives adopted by the Council on Homelessness and Board of Supervisors. Contra Costa County Hazard Mitigation Plan (2024 update) CCC Office of Emergency Services The Hazard Mitigation Plan outlines long-term and short-term policies, programs, projects, and other activities to alleviate the death, injury, and property damage that can result from a disaster. Contra Costa County and a partnership of local governments within the county have developed a hazard mitigation plan to reduce risks from natural disasters in the County. The plan complies with federal and state hazard mitigation planning requirements to establish eligibility for funding under Federal Emergency Management Agency (FEMA) grant programs. 2024- Contra-Costa-County-HMP-Volume-1---Approved Contra Costa Refinery Transition Partnership California Workforce Development Board The Report and Recommendations of the Contra Costa Refinery Transition Partnership outlines recommendations on: facilitating a smoother transition when refineries close; improving worker safety net and transition support; land use, decommissioning and clean- up; refinery community support and transition; and just transition economic development in Contra Costa County. Contra-Costa- Refinery-Transition-Report-and-Recommendations-2025.pdf 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section PR-10, page 33 OMB Control No: 2506-0117 (exp. 09/30/2021) East Bay Regional Plan (FY 21-24) East Bay Workforce Development Board. Developed for the East Bay Region Planning Unit including: EASTBAYWorks (EBW); Alameda County Workforce Development Board, Contra Costa County Workforce Development Board, City of Oakland Workforce Development Board, and City of Richmond Workforce Development Board. This economic development and training plan helps to inform the Economic Development Needs section of this Consolidated Plan. EBRPU-Regional-Plan-ACCESSIBLE.pdf General Plans/ Housing Elements County, cities of Antioch, Concord, Pittsburg and Walnut Creek The County DCD and Consortium cities considered their respective General Plans and accompanying Housing Elements when development this Consolidated Plan. All Consortium jurisdictions are operating with Housing Elements that have been approved by the State of California. Northern Waterfront Strategic Action Plan County Department of Conservation & Development (DCD) The Northern Waterfront Economic Development Initiative is a regional cluster-based economic development strategy with a goal of creating 18,000 new jobs by 2035. The Initiative leverages existing competitive advantages and assets by focusing on advanced manufacturing sub-sectors in five targeted clusters (advanced transportation fuels, bio-tech/bio-medical, diverse manufacturing, food processing, and clean tech). There is also a related component focusing on the human capital framework to benefit the residents of the Northern Waterfront. The initiative is a collaboration between the County and seven partner cities, who work together on diverse actions to enhance the economic vitality of the region. Action Area: Business Climate & Regulatory Environment Plan Bay Area 2050: Regional Transportation Plan Association of Bay Area Governments (ABAG) and Metropolitan Transportation Commission (MTC) ABAG is the comprehensive regional planning agency and council of governments for the nine counties and 101 cities and towns of the San Francisco Bay region and addresses common issues from a regional perspective. Plan Bay Area incorporates transportation, housing and other common issues to create a sustainable communities strategy for the San Francisco Bay Area (2022-2050). It helps to inform long-term planning strategies and links to regional planning. The affordable housing strategies contained in the MTC-Transit Oriented Communities plan listed separately greatly influence the City's goals in these areas. Plan_Bay_Area_2050_October_2021.pdf Regional Action Plan 2024 (Homelessness) All Home Regional Impact Council Steering Committee Adopted by the Board of Supervisors, the Regional Action Plan (RAP) is targeted on expanding three solutions at the same time – targeted prevention, interim housing and permanent housing – while strengthening planning and coordination. Consortium and CoC members have been active participants since the first planning stages and participate to coordinate regionally to reduce homelessness. Regional_Action_Plan_2024.pdf Transit Oriented Communities 2026-31 Plan Metropolitan Transportation Commission (MTC) The TOC plan, a subset of the Plan Bay Area 2050 plan, compliance is voluntary but required if municipalities want to be competitive for grants from MTC. This plan has numerous requirements for affordable housing Production, Preservation and Protection/Anti-displacement that apply to municipalities that host BART stations, which are found in the cities of Antioch, Pittsburg, Concord, Pleasant Hill, Walnut Creek, Lafayette, and Orinda. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section PR-10, page 34 OMB Control No: 2506-0117 (exp. 09/30/2021) Describe cooperation and coordination with other public entities, including the State and any adjacent units of general local government, in the implementation of the Consolidated Plan (91.215(l)) During the development of the Needs Analysis, and again to review the draft Consolidated Plan, the Consortium reached out to the City Councilmembers, City Manager, and City Clerks of every city in Contra Costa County (19 total) as well as to the State Assembly and Senate representatives and the federal Senate and House of Representatives. Presentations were conducted at half of these cities. County DCD closely coordinates and collaborated with other County Departments in the development of the plan, including Health Housing and Homeless Services, Public Health and the Health Care for the Homeless Advisory Board, Behavioral Health (Mental Health and Alcohol and Other Drugs), Employment and Human Services, Parole, Public Works, Emergency Services and Emergency Preparedness and Sheriff, and the County Administrator's Office. DCD staff also consulted with the City of Oakland and Alameda County in regards to the HOPWA Program. Narrative DCD staff and Consortium member consultations with other County departments and local agencies enhances DCD staff's understanding of critical issues facing low-income residents in Contra Costa, especially understanding the needs of extremely-low income and homeless individuals and families. This specialized knowledge complements the feedback provided through public participation. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section PR-15, page 35 OMB Control No: 2506-0117 (exp. 09/30/2021) PR -15 Citizen Participation - 91.105, 91.115, 91.200(c) & 91.300(c) Summary of citizen participation process/efforts made to broaden citizen participation Preparation of the FY 2025-30 Consolidated Plan began with planning to reach out to the broad and diverse population that comprises Contra Costa County, including those with limited English proficiency and those with disabilities. This included conducting a new Four Factor Analysis for all Consortium members to understand the prevalence and needs of persons with Limited English Proficiency (LEP populations) and updating the Consortium Language Assistance Plan. It also included examining Disability Characteristics from the most recent American Community Survey to better understand the prevalent types of disabilities in Contra Costa County. Planning for Language Access – The predominant languages throughout Contra Costa County are Spanish (#1 language other than English), Tagalog, and Chinese. o Meetings were advertised in the Contra Costa Times as a display advertisement (not a legal ad), and were translated into the four most prevalent languages listed above. o Community Surveys were also translated into these languages. o Spanish interpreters provided translation at all meetings throughout the County with provision for requesting additional languages. Planning for persons with various abilities – The most prevalent types of disabilities for persons who may attend the meetings was deemed to be ambulatory difficulties (6% of populations), Hearing difficulty (3.1% of population) and Vision difficulty (2.2%). For these populations, the Consortium: o Provided assistive devices including sound amplification through headphones providing amplified sound with microphones used throughout all presentations, o Ensured wheelchair accessible venues with Americans with Disability Act (ADA) compliant parking, restrooms, and access in all venues. o Ensured ability for disabled resident participation via Zoom meeting and posted materials in a format suitable for various types of screen readers for visually impaired. o Provided clear printed and verbal announcements instructing residents how to request accommodations for their disabilities as needed. Outreach through Social Media – Residents throughout the County received notification in English and Spanish through the Next Door application, inviting them to take the surveys and attend the meetings, Cities utilized their social media applications, such as Facebook, Instagram, and X to post notices as well. Outreach through Printed Posted Materials - Various jurisdictions also posted 11” x 17” color posters in English, Spanish and Tagalog at various places in their communities, including at City Hall, Senior and Youth Centers, Community Centers, in ethnic markets and restaurants and other places where people congregate. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section PR-15, page 36 OMB Control No: 2506-0117 (exp. 09/30/2021) Outreach through Email - An email blast with the surveys and public meeting schedule was sent out to the Interested Party list of over 600 emails of agencies who have indicated that they are interested in the CDBG, Housing and other grant programs. Community Survey on Housing, Homelessness, and Fair Housing issues Community Survey on Non-Housing issues - such as youth, seniors, persons with disabilities, families, health and safety, economic development, public facilities and infrastructure. Community Meetings – Consortium members held five in-person public community meetings in March and April 2004, followed by one virtual/Zoom Community Meeting in June 2024. These included: o West County – Richmond – Public Meeting – Monday March 18, 2024 @ 6:00 p.m. o Central County - Concord - Public Meeting – Thursday March 21, 2024 @ 6:30 p.m. o East County – Antioch – Public Meeting – Thursday March 28, 2024 @ 6:30 p.m. o Far East County – Brentwood – Public Meeting – Thursday April 4, 2024 @ 6:00 p.m. o South County – San Ramon – Public Meeting – Monday April 22, 2024 @ 6:00 p.m. o General Public Meeting - Virtual – Wednesday May 22, 2024 @ 6:00 p.m. Focus Group/Stakeholder meetings - Two Focus Group/Stakeholder meetings covering Affordable Housing and Homeless Services as well as Non-Housing Community Services were also hosted in June and July 2024. Individuals and representatives of various public agencies, community organizations, and service providers throughout the County were invited to attend these meetings. o Non-Housing Stakeholder Meeting (Virtual)– Thursday June 13, 2024 @ 2:00 p.m. o Housing Stakeholder meeting o Homelessness Stakeholder meeting - Meetings covered various topics, including but not limited to: o Affordable Housing o Homelessness o Fair Housing o Seniors o Persons with disabilities o Youth and families o Single parent/female-headed households o Economic Development (business assistance and job creation/retention o Infrastructure o Fair Housing o Tenant/Landlord services 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section PR-15, page 37 OMB Control No: 2506-0117 (exp. 09/30/2021) Citizen Participation Outreach Table 6 – Citizen Participation Outreach Sort Order Mode of Outreach Target of Outreach Summary of response/attendance Summary of comments received Summary of comments not accepted & reasons 1 News- paper Ad Non- targeted/ broad community The Consortium posted a newspaper notice on 2/23/2019 announcing three public community meetings. N/A N/A 2 Internet Outreach Non- targeted /broad community The HOME Consortium released a "Community Needs" survey to a variety of public and private agencies, non-profit agencies, and private citizens who are on the HOME Consortium's Interested Parties list. There are over 600 individuals on the Interested Parties List. Over 1,400 survey responses were received ranking various community needs throughout the County. Comments and results from the survey are included in Appendix A. There were many comments received that were not applicable to the Consolidated Plan. All comments from the survey responses are included in Appendix A. 3 Public Meeting Non- targeted/br oad community On the evening of 3/25/2019, County staff scheduled a public community meeting for east Contra Costa County hosted at the City of Pittsburg to provide information on the Consolidated Plan to the general public and to receive community input. All input was collected via hard copies of the community needs survey. __ persons attended the meeting. All input was collected via completed hard copies of the community needs survey. There were various comments not accepted from the completed surveys that were not applicable to the Consolidated Plan. 4 Public Meeting Non- targeted/br oad community On the evening of 3/27/2019, County staff scheduled a public community meeting for west Contra Costa County hosted at the City of Richmond to provide information on the Consolidated Plan to the general public and to receive community input. All input was collected via hard copies of the community needs survey. __ persons attended the meeting. All input was collected via completed hard copies of the community needs survey. There were various comments not accepted from the completed surveys that were not applicable to the Consolidated Plan. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section PR-15, page 38 OMB Control No: 2506-0117 (exp. 09/30/2021) 5 Public Meeting Non- targeted/br oad community On the evening of 3/28/2019, County staff scheduled a public community meeting for central Contra Costa County hosted at the City of Concord to provide information on the Consolidated Plan to the general public and to receive community input. All input was collected via hard copies of the community needs survey. __ persons attended the meeting. All input was collected via completed hard copies of the community needs survey. There were various comments not accepted from the completed surveys that were not applicable to the Consolidated Plan. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section PR-15, page 39 OMB Control No: 2506-0117 (exp. 09/30/2021) NEEDS ASSESSMENT NA -05 Overview Needs Assessment Overview The Needs Assessment portion of the Consolidated Plan includes information gained from the extensive Public Survey and knowledge gathered from the Consortium Focus Groups and many consultations. In addition, HUD Comprehensive Housing Affordable Strategy (CHAS) data and the most recent American Community Survey (ACS) and Census data was mined and interpreted to obtain the most accurate portrait possible of demographic, economic, educational, and housing conditions of the County as a whole, and each of the Consortium cities. While the Countywide data was populated with default data from HUD, the data of the Consortium cities was individually extracted from HUD census data sources as closely aligned to the County data as possible. All data was analyzed using the same approach agreed upon by the Consortium members, while the conclusions to the data were individually formulated. Demographic and housing data combined with resident surveys, focus groups with providers, and interviews with jurisdictional leadership together form a clear picture of the needs of Urban Contra Costa County and each of the Consortium jurisdictions of Antioch, Concord, Pittsburg, and Walnut Creek in the areas of affordable housing, special needs housing, homelessness, and community development. By analyzing the needs, Consortium members identify those needs with the highest priority, which will form the basis for the Strategic Plan and the programs and projects to be administered. Housing Needs Assessment (NA-10) - The Housing Needs Assessment summarizes the data and conclusions of each jurisdiction in order to provide a concise summary of the jurisdiction's estimated housing needs projected for the 5-year Consolidated Plan period. This section examines housing problems, including: lack of a complete kitchen or plumbing facilities; Cost Burdened households that are paying more than 30% of their household income on housing costs (for renters, this is rent plus utilities, and for homeowners this is mortgage payments, taxes, insurance and utilities.); and Overcrowded, which is more than one person per room (not including bathrooms, porches, foyers and halls, or half-rooms.) Disproportionately Greater Need (NA-15, 20, 25, 30) - These sections on disproportionately greater need examines which racial or ethnic groups at a given income experience housing problems at a greater rate (10% or more) than the income level as a whole. Sections NA-15, 20, 25 and 30 look at these disparities by jurisdiction in the categories of Housing Problems, Severe Housing Problems, and Housing Cost Burdens. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section PR-15, page 40 OMB Control No: 2506-0117 (exp. 09/30/2021) Public Housing (NA-35) - This section summarizes the needs of individuals and families who live in public housing. The three Public Housing agencies are the Housing Authority of Contra Costa, HA of Pittsburg and data from all three is summarized here. Homeless Needs Assessment (NA-40) - This section describes the nature and extent of both unsheltered and sheltered homelessness within the County as a whole, and is a shared section of the Consortium given the transitory nature of those without a fixed location to call home. Service Data from the Homeless Management Information System (HMIS) and Point In Time data by jurisdiction is, however, included to give a more individualized picture for the past year. Non-Homeless Special Needs Assessment (NA-45) - This section describes the level of housing need for persons who are not homeless, but require supportive housing, including the elderly, frail elderly, persons with disabilities, persons with alcohol or other drug addiction, persons with HIV/AIDS and their families, and public housing residents. This is a shared section for the Consortium. Non-Housing Community Development Needs (NA-50) - This last section provides a summary of such non-housing needs as public improvements, public facilities, public services, economic development activities and so on. NA-50 is located separately for each Consortium member. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-10, page 41 OMB Control No: 2506-0117 (exp. 09/30/2021) NA -10 Housing Needs Assessment - 24 CFR 91.405, 24 CFR 91.205 (a,b,c) Summary of Housing Needs High housing costs reduce economic opportunities, limit access to jobs and services, and restrict the ability of lower-income households, including the elderly and persons with disabilities, to live in the communities and neighborhoods of their choice. The gap between what lower income households can afford, and the median price of homes or rents (an affordability gap) results in households paying more than 30 percent of their income for housing, and in overcrowding. Of 384,644 households in the HOME Consortia area, there are 184,698 households or 48 percent of all households that are at 100 percent of Area Median Income (AMI) or below. Of these households, nearly 70 percent experience at least one or more housing problems as defined by HUD. Renters make up about 50 percent of those experiencing one or more housing problems. There are 156,455 households making 0-80% of the AMI, and these households are referred to as “low- and medium-income households” or “LMI” households. The area of greatest need is among renters in the extremely low-income category: 25,950 households, or 48 percent of ELI households, experience substandard housing, overcrowding, or cost burden. Of those households with a housing problem, 69 percent suffer from a cost burden of greater than 50 percent of income. Cost burden is a significant issue for homeowners earning less than 100 percent of AMI. Of those with a housing problem, 85 percent are cost burdened; 41 percent are paying more than 50 percent of their incomes in housing costs. Small family households make up the largest proportion of extremely-low (43%), and low-income (51%) households. Households with at least one person between the ages of 62 and 74 have the next highest proportion of extremely-low (23%) and low-income (47%) households. Note: HUD Area Median Family Income (HAMFI) is the median family income calculated by HUD for each jurisdiction, in order to determine Fair Market Rents (FMRs) and income limits for HUD programs. Over the past seven years, from 2015 to 2022, the County as a whole has experienced a growth of 6.1%, increasing from 1,096,068 in 2015 to 1,162,648 in 2022 (the most recent data available. The Contra Costa Consortium cities varied, with Antioch increasing by 7% as people continued to migrate East in search of lower rents. Concord's population decreased 1% from 126,268 in 2015 to 125,007 in 2022, while Pittsburg remained the relatively the same with just a slight decrease (66,947 to 66,799), and Walnut Creek increased by 4.5% from 66,799 to 69,809. HUD generally classifies housing data by household number. Households are categorized into renter and owner occupied in many of the following tables. Below are some of the most common HUD household definitions. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-10, page 42 OMB Control No: 2506-0117 (exp. 09/30/2021) • HAMFI – HUD Area Median Family Income. This is the median family income calculated by HUD for each jurisdiction, in order to determine Fair Market Rents (FMRs) and income limits for HUD programs. HAMFI will not necessarily be the same as other calculations of median incomes (such as a simple Census number), due to a series of adjustments that are made. If you see the terms "area median income" (AMI) or "median family income" (MFI) used in the CHAS, assume it refers to HAMFI. • Household – All people living in a housing unit. Members of a household can be related (see family) or unrelated. • Household Income – Adjusted household income, which includes the income of all members of the household at the time of the survey, adjusted for inflation to reflect the most recent year of the data release (e.g. 2013 dollars in the 2009-2013 CHAS data). • Family – Related individuals living in the same household. The Census Bureau also tracks subfamilies. • Housing Problems – There are four housing problems in the CHAS data: 4) Housing unit lacks complete kitchen facilities; 4) housing unit lacks complete plumbing facilities; 4) household is overcrowded; and 4) household is cost burdened. A household is said to have a housing problem if they have any 1 or more of these 4 problems. • Overcrowding – More than 1 person per room. • Severe overcrowding – More than 1.5 persons per room. • Cost burden – Monthly housing costs (including utilities) exceeding 30% of monthly income. • Severe cost burden – Monthly housing costs (including utilities) exceeding 50% of monthly income. • Elderly – People aged 62 and up. Individuals age 75 and up are generally recognized as a population with different needs than those 62-74, so the CHAS data separates these groups. "Elderly" refers to individuals 62-74, while those 75 and up may be referred to as "extra elderly" or "frail elderly". • Disabled – In 2008, Census modified the ACS questions related to disability. Beginning with the 2008-2010 and 2008-2012 CHAS data, HUD has separately identified four different physical or cognitive limitations: hearing or vision impairment, ambulatory limitation, cognitive limitation, and independent living limitation. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-10, page 43 OMB Control No: 2506-0117 (exp. 09/30/2021) Number of Households Table NA-10 - Housing Needs Assessment Demographics Contra Costa County Demographics 2015 2022 % Change Population 1,096,068 1,162,648 6.1% Households 384,646 408,537 6.2% Median Income 110,632 120,020 8.5% Antioch Demographics 2015 2022 % Change Population 107501 115,016 7.0% Households 33718 36,411 8.0% Median Income 77571 90,709 16.9% Concord Demographics 2015 2022 % Change Population 126,268 125,007 -1.0% Households 45,409 45,574 0.4% Median Income 85,694 107,789 25.8% Pittsburg Demographics 2015 2022 % Change Population 66,947 76,419 0.0% Households 20,180 23,254 15.2% Median Income 75,597 98,408 30.2% Walnut Creek Demographics 2015 2022 % Change Population 66,799 69,809 4.5% Households 30,317 32,205 6.2% Median Income 123,850 129,971 4.9% Contra Costa County has increased its population by 6.1% from 2015 to 2022, with Antioch leading the way with a 7% increase, Concord and Pittsburg experiencing no or negative change. Out of the 408,537 households in the County, the Urban County is home to 66% of households. Concord follows with 11.2%, Antioch with 8.9%, Walnut Creek with 7.9%, and Pittsburg with 5.7% of the county’s households. Median income over those years rose most sharply in Pittsburg with an increase of 30.2%, followed by Concord at 25.8% and Antioch at 16.9%, while Walnut Creek rose by 4.9%. The County income overall rose by 8.5% 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-10, page 44 OMB Control No: 2506-0117 (exp. 09/30/2021) Housing Needs Summary Tables Housing Problems (Households with one of the listed needs) (by tenure) 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-10, page 45 OMB Control No: 2506-0117 (exp. 09/30/2021) 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-10, page 46 OMB Control No: 2506-0117 (exp. 09/30/2021) 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-10, page 47 OMB Control No: 2506-0117 (exp. 09/30/2021) 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-10, page 48 OMB Control No: 2506-0117 (exp. 09/30/2021) 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-10, page 49 OMB Control No: 2506-0117 (exp. 09/30/2021) Housing Problems 2 (Households with one or more Severe Housing Problems: Lacks kitchen or complete plumbing, severe overcrowding, severe cost burden 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-10, page 50 OMB Control No: 2506-0117 (exp. 09/30/2021) 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-10, page 51 OMB Control No: 2506-0117 (exp. 09/30/2021) Cost Burden > 30% 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-10, page 52 OMB Control No: 2506-0117 (exp. 09/30/2021) 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-10, page 53 OMB Control No: 2506-0117 (exp. 09/30/2021) 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-10, page 54 OMB Control No: 2506-0117 (exp. 09/30/2021) 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-10, page 55 OMB Control No: 2506-0117 (exp. 09/30/2021) 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-10, page 56 OMB Control No: 2506-0117 (exp. 09/30/2021) Cost Burden > 50% 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-10, page 57 OMB Control No: 2506-0117 (exp. 09/30/2021) 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-10, page 58 OMB Control No: 2506-0117 (exp. 09/30/2021) 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-10, page 59 OMB Control No: 2506-0117 (exp. 09/30/2021) 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-10, page 60 OMB Control No: 2506-0117 (exp. 09/30/2021) 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-10, page 61 OMB Control No: 2506-0117 (exp. 09/30/2021) Crowding (More than one person per room) 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-10, page 62 OMB Control No: 2506-0117 (exp. 09/30/2021) 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-10, page 63 OMB Control No: 2506-0117 (exp. 09/30/2021) 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-15, page 64 OMB Control No: 2506-0117 (exp. 09/30/2021) Describe the number and type of single-person households in need of housing assistance. There are currently 90,506 single-person households in Contra Costa County, and 48 percent of those households are someone 65 or older. The majority of elderly households in the County are low- and medium-income households (65 percent), so it is likely that there is a high number of elderly, low-income people living alone in the County. Many elderly people live in older homes that may have deferred maintenance and rehabilitation needs. Estimate the number and type of families in need of housing assistance who are disabled or victims of domestic Housing Assistance for Persons with Disabilities – According to the latest census data, about 13.6% of Contra Costa residents ages 18 and older live with a disability, or about 122,264 people across 408,537 households. Persons with disabilities often need housing assistance for various reasons: • Barriers to housing: There are numerous barriers to housing for persons with disabilities, including affordability (especially paying more than 50% of their income on rent and utilities), discrimination when seeking housing, lack of centralized resources to find housing, and maintenance and accommodations (older buildings often lack sufficient resources for maintenance and reasonable accommodations.) • Inability to work: A disability can leave them unable to work, making it hard to pay for housing, utilities, medications, and other bills. • Accessibility issues: Many homes and apartments are not equipped to accommodate specific physical needs. • Supportive services: Some people with disabilities need additional services to enter into and stay in housing. These services may vary depending on the populations (seniors, homeless, physically disabled, mentally disabled, etc.) but can include transportation, case management, financial management, and other supportive services. Persons with disabilities tend to have lower incomes and are less likely to be working than nondisabled people. According to an analysis by the Urban Institute (2021 People With Disabilities Living in the US Face Urgent Barriers to Housing), nationwide, 22% of people with disabilities have extremely low-incomes (0-30 of the area median income). Only 1 in 4 disabled people were working in 2021, compared with 69% of the nondisabled populations. And the median income for households with at least one disabled member was almost half of the median income for households without a disabled member. In 2021, about 1 in 5 disabled people had extremely low incomes compared with about 1 in 12 nondisabled people. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-15, page 65 OMB Control No: 2506-0117 (exp. 09/30/2021) Housing Assistance for Victims of Intimate Partner Violence – Intimate partner violence (IPV) is a leading cause of homelessness for women and children. Nationally, 57% of unhoused women reported domestic violence was an immediate cause of their homelessness. When women or men and their children flee domestic abuse, they are often forced to leave their homes and have nowhere to turn. Landlords sometimes turn victims of domestic violence out of their homes because of complaints or calls to police to intervene due to the violence against the victims. Domestic violence is a primary cause of homelessness for women and families according to studies from across the country. Housing instability and lack of safe and affordable housing options heightens the risk for women experiencing abuse. A lack of alternative housing can make women stay in or return to violent relationships. IPV disproportionately affects certain populations, particularly pregnant women, American Indian/Alaska Native and African American/black women, and sexual minority groups. Stalking, intimidation, emotional abuse, physical assault or battery, sexual violence, and other abusive behavior between partners currently or formerly in relationships of dating or marriage can result in psychological trauma, physical injury, and even death. According to a study by the ACLU Women’s Rights Project, “poor women, who are most vulnerable to homelessness, are also at greater risk of domestic violence. Poverty limits women’s choices and makes it harder for them to escape violent relationships. • Poor women experience domestic violence at higher rates than women with higher household incomes. • Women living in rental housing experience intimate partner violence at three times the rate of women who own their homes. • Women living in poor neighborhoods are…twice as likely to be victims of domestic violence than women in equally financially distressed relationships living in more affluent neighborhoods. “ County IPV Data. At the County level, the incidence of domestic violence can be measured several additional ways. This includes calls to Police, but also the number of clients served by the Family Justice Center (which assists victims of domestic violence, rape, stalking, etc.), and calls to the STAND! For Families Free of Violence domestic violence hotline. Arrests for domestic violence would also be of great interest, but this data cannot be accessed for several years after the calendar year, making an accurate comparison ineffective. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-15, page 66 OMB Control No: 2506-0117 (exp. 09/30/2021) Please see charts below which span the last 10 years for all Consortium jurisdictions. In 2023, Pittsburg and Antioch residents, followed by Concord residents, made proportionally more domestic violence police calls than the County as a whole or Walnut Creek. Note: 1) This information is also available with detail about weapons and types of weapons involved. 2) County-level data include reports from sheriff's departments, college campuses, California Highway Patrol, Department of Parks and Recreation, Union Pacific Railroad, and BART. The next set of data is from STAND!, the primary provider of domestic violence shelter and services in the County. The chart and graph shows that in 2023, Antioch residents made Crisis Line calls at a disproportionately higher rate than the rest of the Consortium. County residents accessed Emergency Shelter or Motel voucher services at a slightly higher rate. The primary way to access STAND!s services are via telephone, although they do have an administrative office in Concord. Another provider of navigation, restraining order, and other services for victims of intimate partner violence is the Family Justice Alliance. This agency has centers in West County (Richmond), Central County (Concord), East County (Antioch) and just opened a new South Contra Costa County (Danville). Domestic Violence-Related Police Calls for Assistance 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 Contra Costa County 3,410 3,237 2,947 3,206 3,263 3,066 3,190 2,771 3,056 3,218 Antioch 587 693 682 638 677 565 520 612 347 423 Concord 675 595 514 421 415 449 510 693 600 461 Pittsburg 253 282 300 297 353 404 395 343 297 292 Walnut Creek 67 113 104 109 121 106 70 108 143 185 https://openjustice.doj.ca.gov/exploration/crime-statistics/domestic-violence-related-calls-assistance FY 23-24 Domestic Violence Services Provided by STAND! For Families Free of Violence Unduplicated Clients by Jurisdiction Total Served Crisis Line Calls Emerg Shelter or Motel TRO* County 669 320 91 64 Antioch 244 157 31 16 Concord 74 42 26 9 Pittsburg 45 22 6 7 Walnut Creek 43 34 3 6 Total: 1,075 575 157 102 2023 Contra Costa Family Justice Center Clients by City 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-15, page 67 OMB Control No: 2506-0117 (exp. 09/30/2021) In the table and chart from the Family Justice Center, Concord residents accessed more services especially Domestic Violence and Child Abuse services, than other areas, followed by Antioch, then Pittsburg, both higher than the County rate. There may be many reasons for variations in this data. As mentioned, the Family Justice Alliance has three centers located in Richmond, Concord and Antioch. Convenience to the Centers likely plays a roll in some of the increases in these areas, as may the amount of outreach conducted in each area and familiarity with services provided. What are the most common housing problems? Housing cost burden is the most common issue affecting County renters and homeowners, by far. Households spending 50% or more of their income on housing costs is the most common housing problem. Of the 77,175 LMI renting HHs in the County, 35.5% face cost burdens of over 50%, and 27.9% face cost burdens of at least 30%. Cost burdened LMI renting HHs make up 20.6% and 19.5% of renters in the County, respectively. Low-income homeowners in the county are cost burdened at similar rates, with 34.0% of LMI owner-occupied HHs spending more than 50% of income on housing costs and 22.9% spending at least 30%. Housing cost burden of 50% or more is the most common issue for low-income renters and homeowners in every consortium city except for Antioch, where more homeowners face cost burdens of 30-50%. Antioch has the highest rates of cost burdened low-income households, followed by Pittsburg. Overcrowding and substandard housing are less common problems but still occur in each jurisdiction. Low-income households in Concord have the highest rates of overcrowding, and low- income renters face more overcrowding than homeowners. Total Served Domestic Violence Sexual Assault Child Abuse Elder Abuse Human Trafficking Stalking Contra Costa County (Excluding cities below) 1,256 934 87 137 62 24 12 Antioch 267 202 16 21 16 2 10 Concord 410 283 37 59 14 3 14 Pittsburg 148 103 14 18 6 1 6 Walnut Creek 80 56 4 10 8 - 2 2,161 1,578 158 245 106 30 44 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-15, page 68 OMB Control No: 2506-0117 (exp. 09/30/2021) Are any populations/household types more affected than others by these problems? Across the county, 79% of LMI renters have at least one housing problem compared to 61.2% of LMI homeowners. 51.1% of LMI renters face a severe housing issue, compared to 38.4% of LMI owners. County-wide, cost burdens of 30-50% of income disproportionately affect LMI, small family renting households. Elderly, low-medium income homeowners are cost burdened at the highest rates in the county among homeowners. Small family homeowners are the second most rent burdened group in the county. In Antioch, most cost burdened renter occupied lower income households are small related households, and most cost burdened owner-occupied low income HHs in Antioch are elderly HHs, but this is closely followed by small families. This pattern holds true in Concord and Pittsburg, but in Walnut Creek elderly HHs are cost burdened at the highest rates in both renter and owner-occupied households. Small family renters are also the most common type of household severely cost burdened (>50%) in the County, Antioch, Concord, and Pittsburg. Elderly homeowners are most commonly severely cost burdened in the County, Antioch, Concord, Pittsburg, and Walnut Creek. Elderly renters are severely cost burdened in Walnut Creek at the highest rate. Describe the characteristics and needs of Low-income individuals and families with children (especially extremely low-income) who are currently housed but are at imminent risk of either residing in shelters or becoming unsheltered 91.205(c)/91.305(c)). Also discuss the needs of formerly homeless families and individuals who are receiving rapid re-housing assistance and are nearing the termination of that assistance The greatest risk factors for becoming homeless in Contra Costa County as borne out from the CHAS housing data as well as the Homeless Annual Report and Point In Time Count data are being a Renter, Single household, Single household with children, Cost Burden of 50% or greater, and Race of Black/African American. • Countywide there are 25,425 Renter households of all races and sizes that have household incomes of 50% or less than the area median income, that experience a housing cost burden of 50% or more of their income o Of these, 8,670 are Small Related household renters with incomes of 0-30% of the area median income paying more than 50% of their income for housing and utilities. • Countywide there are 8,540 Black/African American households. In 2022 and 2023, individuals who identified as Black/African American/African were represented four times more in the Homeless system of care compared to racial demographic proportions of Contra Costa residents. In both years, Black/African American/African individuals represented 10% of the population in Contra Costa, while representing 40%, and 42% of the service population, respectively (Contra Costa Health Services, 2023; Contra Costa Health Services, 2024b). 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-15, page 69 OMB Control No: 2506-0117 (exp. 09/30/2021) Rapid Rehousing Assistance. Households in prevention programs are at imminent risk of losing their homes and would become homeless if it were not for the assistance they receive from these programs. In CY 2023, 8,380 unique households accessed Crisis Response and/or Prevention and Diversion services (Contra Costa Health Services, 2024b). Funding for this program is through a Homeless Continuum of Care grant through the US Department of Housing and Urban Development. At the time of this publication, all funding for Rapid Rehousing has been depleted and all households being served are at risk. Funds that were awarded by HUD are being held by the federal Department of Government Efficiency. In addition to the above HUD grant funds, various Consortium members fund SHELTER Inc. to provide limited rental assistance to struggling households at risk of homelessness. The need for this assistance Countywide is estimated at $1,250,000 annually. If a jurisdiction provides estimates of the at-risk population(s), it should also include a description of the operational definition of the at-risk group and the methodology used to generate the estimates: Please see section NA-40 Homeless Needs Assessment for further information and methodology. Contra Costa’s annual Point in Time Count disaggregates the homeless population by race and other relevant characteristics. Specify particular housing characteristics that have been linked with instability and an increased risk of homelessness In Contra Costa County as in many areas in California, the cost of housing is extremely high and wages have not kept pace with rising housing costs. While overcrowding and housing problems contribute to housing instability, having a low income – especially being housing cost burdened at 50% or greater – and being priced out of housing is the greatest indicator of housing instability. For renters, an example of a particular housing characteristics that have been linked to instability and increased risk of homelessness is a sudden, significant rent increase. People already living with financial insecurity are ill-equipped to handle a sudden increase in such a significant proportion of their expenses, and in a tight housing market such as Contra Costa County and the larger Bay Area, an inability to find replacement housing could lead to homelessness. An unexpected and costly health crisis is also a common link to housing instability and homelessness. Single family households with children, especially female-only households, are especially vulnerable. This increases with incidence of domestic violence, and by race. NA -15 Disproportionately Greater Need: Housing Problems - 91.405, 91.205 (b)(2) Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole. Introduction 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-15, page 70 OMB Control No: 2506-0117 (exp. 09/30/2021) According to HUD, disproportionate need refers to any need that is more than ten percentage points above the need demonstrated for the total households. 197,090 of the 405,100 households in the Contra Costa Consortium have incomes below the AMI. 126,555 households in the 0-100% AMI bracket have at least one of the four housing problems, or about 64%. The total number of households with a housing problem has increased since 2020-2025, but the rate of housing issues has decreased slightly from 67% of below-AMI households. While all racial/ethnic groups at particular income levels experience housing problems, there are three groups experiencing disproportionate housing need throughout the income spectrum. At the extremely low-income range (0-30 percent AMI) 80% of all households have a housing need. Pacific Islanders face disproportionate housing needs at a rate of 100% with a housing issue. At the low-income range (30-50 percent AMI), 73.5% of all low-income households experience a housing need, while 97.2% percent of Pacific Islander households experience a disproportionate housing need. At the moderate-income range (50- 80 percent AMI), 57.8% of all moderate-income households have a housing need; however, there is no particular group experiencing a disproportionate need compared to all moderate-income households. At median income (80-100 percent AMI), 42% of all households have a housing need, while both American Indians/Alaska Natives (56 percent) and Pacific Islanders (75 percent) experience a disproportionate housing need. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-15, page 71 OMB Control No: 2506-0117 (exp. 09/30/2021) 0%-30% of Area Median Income 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-15, page 72 OMB Control No: 2506-0117 (exp. 09/30/2021) 30%-50% of Area Median Income 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-15, page 73 OMB Control No: 2506-0117 (exp. 09/30/2021) 50%-80% of Area Median Income 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-15, page 74 OMB Control No: 2506-0117 (exp. 09/30/2021) 80%-100% of Area Median Income 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-15, page 75 OMB Control No: 2506-0117 (exp. 09/30/2021) Discussion Over half of households across almost all races and jurisdictions face one or more of the 4 housing problems. Amongst extremely low-income households (0-30% AMI), Hispanic households have at least one housing problem at the highest rate (83.5%), followed by Black/African American (80.9%) and white (77.7%) households. Antioch has the highest rates of households facing an issue, with 87.2% of households compared to the county rate of 80%. Walnut Creek has the lowest rates of extremely low-income households with at least one housing issue. Rates of households with at least one housing issue go down across all jurisdictions from the 30- 50% AMI bracket to the 50-80% AMI bracket, but more than half of households in each jurisdiction still have at least one of the housing problems. Black/African American households have the highest rates of housing problems in this income bracket. At least half of Black, Asian, and Hispanic households have one or more housing problems across all jurisdictions. American Indian & Native Alaskan and Pacific Islanders make up very small portions of the population across each jurisdiction, and therefore the extreme rates of 100% may be attributed to low sample size. County-wide, only American Indian & Alaskan Native households have housing problems at a rate of over 50% in the 80-100% AMI bracket. The largest decrease in housing problems between 50- 80% AMI and 80-100% AMI was in Black/African American and Hispanic households. • In Antioch, low-income Black residents are facing nearly disproportionate rates of housing issues, at 95.4%. This is much higher than the County rate of 80.9% of Black/African American households at 0-30% AMI and the Antioch rate of 87.2 percent. Most households at 30-50% of AMI still face at least one housing issue. Black/African American, Asian, and Pacific Islander households face disproportionate need. Antioch has the lowest overall rate of households with at least one housing issue. At 50-80% AMI, Black households continue to face disproportionate need compared to the rest of the income level in Antioch. At the 80-100% AMI bracket, Black/African American households and Asian households face disproportionate need at rates of 42.7 and 52 percent respectively. All other ethnic groups are below the jurisdiction rate of 32.8 percent. • In Concord, extremely low-income households have housing issues at the second highest rate, following only Antioch (83.1 percent vs 87.2 percent). Hispanic and American Indian & Native Alaskan households are disproportionately impacted. At the low-income level, Black/African American residents are disproportionately impacted by housing issues. Only American Indian & Native Alaskan households are disproportionately impacted at the 50- 80% bracket. However, the rate of housing issues city-wide is the highest among the consortium cities at this income level at 61.1 percent. At the 80-100% AMI level, only Black households are disproportionately impacted by a housing issue, and the majority of all other groups do not have a housing problem. • Pittsburg has a lower rate of extremely low-income households with a housing problem than the county (76.4 vs 80 percent). However, Black and Pacific Islander households are disproportionately affected. Pittsburg has the highest share of low income (50-80% AMI) 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-15, page 76 OMB Control No: 2506-0117 (exp. 09/30/2021) households with a housing problem. Only Pacific Islanders are disproportionately impacted at this income level. Black and Pacific Islanders at the 50-80% income level are disproportionately impacted. At the 80-100% AMI level, no group faces disproportionate need and no more than 38 percent of any group has a housing issue. • In Walnut Creek, about three-quarters of extremely low-income households have a housing problems, and all groups except for white (40.6 percent) and Asian (54.6 percent) are at similar rates. Low-income Black households face disproportionate need, as 100% of households have a housing problem, compared to a jurisdiction level of 65.1 percent. Asian households are also disproportionately impacted at 76.3 percent. In the 50-80% AMI income group, Black households are again facing disproportionate need, as well as Hispanic households. At the 80-100% AMI level, Black households face the lowest rate of housing problems (48 percent), compared to 52.4 percent of the jurisdiction as a whole. Hispanic households face the highest rate of housing problems at 55.4 percent. Overall, Walnut Creek has the highest number of households earning 80-100% AMI with at least one housing problem. The jurisdiction rate of 52.4 percent is ten points higher than the county rate of 42 percent. Compared to 2020-2025 data, the rate of extremely low income households has decreased across the county from 85 percent to 280 percent. Pacific Islanders are now the only ethnic group at this income level to face disproportionate need. At the low-income level (30-50% AMI), the rate of Black households facing a housing issue dropped from 86% to 78%, and while this is still higher than the county rate of 73.5 percent, Black households are no longer facing disproportionate need. Similarly to 2020-2025 data, there are no ethnic groups facing disproportionate need in the county at the moderate-income range (50-80 perfect AMI). At the median income level, the rate of Black households facing a housing problem has increased slightly from 45% to 46.3%. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-20, page 77 OMB Control No: 2506-0117 (exp. 09/30/2021) NA -20 Disproportionately Greater Need: Severe Housing Problems - 91.405, 91.205 (b)(2) Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole. Introduction The number of Contra Costa HOME Consortium households with a severe housing problem is 74,920, 74,920 of which are below 100% AMI, representing about 48 percent of all households below 100 percent AMI. While all racial/ethnic groups experience housing problems at particular income levels, there are some groups experiencing disproportionate housing need throughout the income spectrum. At the extremely low-income range (0- 30 percent AMI), 68.8 percent of all households have a severe housing need, and Pacific Islanders have a disproportionate need at a rate of problems of 89.8%. At the very low-income range (30-50 percent AMI), 45.5 percent of all households experience a housing need, while 59.1 percent of Asian households experience a disproportionate severe housing need. At the low-income range (50-80 percent AMI, 21.0 percent of all households experience a housing need and no ethnic groups experience disproportionate need. At the median income range (80-100 percent AMI), 12.5 percent of all households have a housing need, while 42.9 percent of American Indian & Native Alaskan households experience disproportionately severe housing needs. To avoid extraordinary housing costs, many lower income households rent smaller apartments or live with friends or relatives to economize on housing costs. Housing overcrowding is a regional issue due to the lack of housing production vs demand influenced by socioeconomic and cultural factors. Communities of color experience disproportionately high rates of overcrowding. These disparities are influenced by cultural and familial trends. Latinx and Asians and Pacific Islander households are more likely to live in multigenerational homes, with three or more generations sharing a residence. These familial arrangements increase the likelihood of overcrowding. While multigenerational living may help some families remain in their homes despite rising housing costs, overcrowding poses significant risks to physical, emotional and mental well-being. This was evident during the Covid-19 pandemic, when overcrowded conditions made it harder to self-isolate, increasing the risk of virus transmission. These constrained spaces also created challenges for children trying to learn remotely or people trying to work remotely in already complex settings. Spotlight on Black/African American Population: 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-20, page 78 OMB Control No: 2506-0117 (exp. 09/30/2021) How Is the Black Population Doing in the Bay Area? | Bay Area Equity Atlas 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-20, page 79 OMB Control No: 2506-0117 (exp. 09/30/2021) 0%-30% of Area Median Income 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-20, page 80 OMB Control No: 2506-0117 (exp. 09/30/2021) 30%-50% of Area Median Income 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-20, page 81 OMB Control No: 2506-0117 (exp. 09/30/2021) 50%-80% of Area Median Income 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-20, page 82 OMB Control No: 2506-0117 (exp. 09/30/2021) 80%-100% of Area Median Income 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-20, page 83 OMB Control No: 2506-0117 (exp. 09/30/2021) Discussion • Countywide, the only grouping in which the majority of households experience one or more severe housing problems is the 0%-30% AMI group, but almost half of households in the 30%-50% AMI group experience a severe housing problem. As incomes increase, both the percentage and number of households experiencing a severe housing impact decrease. • In Antioch, more than half of households face severe problems in the extremely low income group only. Among that group, Black/African American HHs face disproportionate need. In the 30%-50% bracket, only Black & African American and Asian HHs have disproportionate need. In the 50%-80% range, no group is above 50% having a problem, however Black households and American Indian/Native Alaskan households experience disproportionate need. In the highest income bracket, not a single group sees a majority of its residents experiencing severe housing problems, however Pacific Islanders have disproportionate need. • Concord follows a similar trend to Antioch. The majority of every group in the 0-30% income bracket experiences a severe housing problem, but no group experiences disproportionate need. In the 30%-50% bracket, the jurisdiction as a whole falls below the 50% mark, however Black, Asian, and Hispanic households experience disproportionate need. For both the 50%-80% and 80%-100% brackets, there are no groups for which a majority of residents experience severe housing problems. • In Pittsburg, every group except Native Americans saw a majority of residents in the 0%- 30% bracket experiencing severe housing problems. Only Pacific Islanders experience disproportionate need. However, in the 30%-50% bracket, White households experienced problems at a rate of only 32.6%. Asian households faced disproportionate need. In the 50%-80% bracket, a minority of residents in the jurisdiction experienced severe housing problems, including the subgroups of White, Black, Asian, and Hispanic residents. Asian and Pacific islanders faced disproportionate need (31.7% and 100%, respectively). No groups faced problems at a rate higher than 13.3% in the 80-100% bracket. • In Walnut Creek, a majority of residents in every group in the 0%-30% bracket experienced severe housing problems, except for Black residents. Hispanic households experienced disproportionate need. In the 30%-50% bracket, a minority of residents in the jurisdiction as a whole experienced severe housing problems, as did White, Asian, and Hispanic residents. In the 50%-80% bracket, only a majority of Black & African American residents experienced severe housing problems. In the 80%-100% bracket, Black and Pacific Islander residents disproportionately experienced severe housing problems. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-25, page 84 OMB Control No: 2506-0117 (exp. 09/30/2021) NA -25 Disproportionately Greater Need: Housing Cost Burdens - 91.405, 91.205 (b)(2) Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole. Introduction Per HUD definitions, a “disproportionate need” exists when any group has a housing need that is 10% or higher than the jurisdiction as a whole. A household is considered cost burdened when they are paying more than 30% of their income towards housing costs, including utilities. A household is considered severely cost burdened when they are paying more than 50% of their income towards housing costs, including utilities. In Contra Costa, 15.8% of all households are severely cost burdened. This amounts to almost 30% of households making below 100% AMI. No racial or ethnic group is severely cost burdened at a disproportionate rate, however Black/African American households face the highest rates of severe cost burden. Hispanic households also face higher severe cost burden rates than the county rate. Housing Cost Burden 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-25, page 85 OMB Control No: 2506-0117 (exp. 09/30/2021) 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-25, page 86 OMB Control No: 2506-0117 (exp. 09/30/2021) Discussion • Across the jurisdictions in the HOME Consortium area, the majority of households are not cost burdened. However, when compared across different racial/ethnic groups, the majority of White and Asian households are not cost burdened, while Pacific Islanders and Hispanics the number of unburdened households is closer to 40 percent and for Black households that number is less than 50 percent. When broken down to the four entitlement cities, the majority of households in each jurisdiction experiences a housing cost burden of less than 30%. • Households in Antioch face the highest rates of cost burden in the Consortium at rates of 43.3%. Black residents experience housing cost burdens more profoundly than the jurisdictional average. While the jurisdiction experiences housing cost burden between 30%-50% at a rate of 21.7%, and over 50% at a rate of 20.8%, Black residents experience housing cost burden at 26.7% and 31.1%, respectively. Hispanics fare slightly better, at 21.7% and 19.1%. Asian households experience cost burden >50% at a similar rate to Hispanics of 19.1%. • In Concord, the clearest outliers are Hispanics in the 30%-50% cost burden range, outpacing the jurisdictional average by 8 points (27.8%). • In Pittsburg, Black residents face disproportionate need, with 27.4% of households facing cost burdens of 50% or more. • In Walnut Creek, Pacific Islanders clearly outpace the jurisdictional average for the 30%- 50% range, at 69.7. In the 50% cost burden range, African American residents far outpace the jurisdictional average, at 30.0%. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-30, page 87 OMB Control No: 2506-0117 (exp. 09/30/2021) NA -30 Disproportionately Greater Need: Discussion - 91.205 (b)(2) Are there any Income categories in which a racial or ethnic group has disproportionately greater need than the needs of that income category as a whole? There are 42,755 households with incomes at or less than 30 percent of the AMI with a housing problem. Pacific Islanders have a disproportionate need. There are 32,725 households with incomes between 30 and 50 percent of the AMI with a housing problem. Again, Pacific Islanders have disproportionate need. There are 33,135 households with incomes between 50 and 80 percent of the AMI with a housing problem. There are no racial or ethnic groups that have a disproportionate need within this income category. There are 37,510 households with incomes at or less than 30 percent of the AMI with a severe housing problem. Pacific Islanders have a disproportionate need. There are 20275 households with incomes between 30 and 50 percent of the AMI with a housing problem. Asian households have a disproportionate need. There are 12,055 households with incomes between 50 and 80 percent of the AMI with a housing problem. There are no racial or ethnic groups that have a disproportionate need. As explained in the Executive Summary, the cities of Antioch, Concord, Pittsburg, and Walnut Creek receive and administer their own allocation of CDBG funds. As subsets of the HOME Consortium area data: • In Antioch, the most significant disparity is in the 30%-50% range (where Black residents have a housing problem rate of 95.4%). Black residents experience housing problems at higher rates than the jurisdiction average at all income levels. • In Concord in the 0-30% range, 95.9% of Hispanics experience housing problems. • In Pittsburg in the 0%-30% range, over 90% of Asians and Pacific Islanders experience housing problems. • In Walnut Creek in the 30%-50% range, 100% of African Americans experience housing problems. In the 50%-80% range, African Americans, outstrip the jurisdiction as a whole by nearly 30 points or more. If they have needs not identified above, what are those needs? On the whole, low-income households face similar housing problems in addition to those discussed above regardless of race or ethnicity. Low-income households are disproportionately displaced by increasing housing costs, which reduces economic opportunities and access to jobs and services. This can limit the choice for lower income households to live in a community or neighborhood of choice. Households having a housing cost burden of greater than 30 percent or 50 percent of a household’s income is a significant issue that impacts the most lower-income households across all income levels. The high housing costs results in households living in substandard housing, experiencing overcrowding, and living in neighborhoods that are less safe 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-30, page 88 OMB Control No: 2506-0117 (exp. 09/30/2021) with fewer amenities than high-income neighborhoods. Discrimination in housing based on race persists. (See the discussion in Section NA-10.) Are any of those racial or ethnic groups located in specific areas or neighborhoods in your community? Contra Costa County is a large, diverse jurisdiction in which people of color comprise a majority of the population. As of the 2020 Census, 38.7 percent of residents were non-Hispanic Whites, 9.3 percent of residents were non-Hispanic Blacks, 27.8 percent were Hispanics, 20.7 percent were non-Hispanic Asians or Pacific Islanders, 1.1 percent were non-Hispanic Native Americans, 5.9 percent were non-Hispanic multiracial individuals. The County has areas of racial and ethnic concentration as well as more integrated cities and neighborhoods. The racial and ethnic demographics of the County are similar to but not identical to those of the broader San-Francisco-Oakland-Hayward, California Metropolitan Statistical Area (“the Region”). Overall, the County is slightly more heavily non-Hispanic White and slightly more heavily Hispanic than the Region. The Region is more heavily non-Hispanic Asian or Pacific Islander than the County. For all other racial or ethnic groups, the demographics of the County and the Region mirror each other. Based on the number of households affected with disproportionally greater need, American Indian, Alaskan Native, Pacific Islander, and Black/African American households are more affected. For all income categories 100 percent AMI and lower, the greatest number of households affected are Whites (53,000 households) and Hispanics (34,260 households). 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-35, page 89 OMB Control No: 2506-0117 (exp. 09/30/2021) NA -35 Public Housing - 91.405, 91.205 (b) Introduction There are two Public Housing Authorities now operating in the Consortium, the Housing Authority of Contra Costa County (HACCC, which is by far the largest as it has now absorbed the Richmond Housing Authority) and the Housing Authority of the City of Pittsburg (HACP). The data in the chart below is the aggregate data for each of the Housing Authorities. Totals in Use Public Housing by Program Type – BOTH HOUSING AUTHORITIES # of units vouchers in use Certi- ficate Mod- Rehab Public Housing Vouchers Total Project based Tenant based Special Purpose Voucher Veterans Affairs Supportive Housing Family Unification Program Dis- abled * Housing Authority of Contra Costa 276 0 892 9,470 1,538 7,932 305 41 213 Pittsburg Housing Authority 0 0 0 978 27 826 125 0 0 Total 276 0 892 10,448 1,565 8,758 430 41 213 *includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-35, page 90 OMB Control No: 2506-0117 (exp. 09/30/2021) Characteristics of Residents Characteristics of Public Housing Residents by Program Type Housing Authority of Contra Costa Certi- ficate Mod- Rehab Public Housing Vouchers Total Project based Tenant based Special Purpose Voucher Veterans Affairs Supportive Housing Family Unification Program # Homeless at admission 276 0 144 1,352 419 595 305 33 # of Elderly (>62) participants 138 0 392 4,185 1,099 2,986 180 4 # of Disabled Families 276 0 563 5,243 817 4,426 226 7 # of Families requesting accessibility features 0 0 1,613 8,951 339 8,520 80 1 # of HIV/AIDS program participants 0 0 0 0 0 0 0 0 # of DV victims 0 0 0 0 0 0 0 0 Pittsburg Housing Authority # Homeless at admission 0 0 0 42 12 10 20 0 # of Elderly (>62) Participants 0 0 0 355 22 296 37 0 # of Disabled Families 0 0 0 412 23 349 40 0 # of Families requesting accessibility features 0 0 0 0 0 0 0 0 # of HIV/AIDS program participants 0 0 0 0 0 0 0 0 # of DV victims 0 0 0 0 0 0 0 0 Combined County & Pittsburg Housing Authorities # Homeless at admission 276 0 144 1,394 431 605 325 33 # of Elderly (>62) Participants 138 0 392 7,540 1,121 3,282 217 4 # of Disabled Families 276 0 563 5,655 840 4,775 266 7 # of Families requesting accessibility features 0 0 1,613 8,951 339 8,520 80 1 # of HIV/AIDS program participants 0 0 0 0 0 0 0 0 # of DV victims 0 0 0 0 0 0 0 0 Data Source: PIC (PIH Information Center) 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-35, page 91 OMB Control No: 2506-0117 (exp. 09/30/2021) Race of Residents Race of Public Housing Residents by Program Type Housing Authority of Contra Costa Certi- ficate Mod- Rehab Public Housing Vouchers Total Project based Tenant based Special Purpose Voucher Veterans Affairs Supportive Housing Family Unification Program White 224 0 756 5,468 1,022 4,446 196 19 Black/African American 208 0 926 13,830 1,147 12,683 247 52 Asian 10 0 112 1,589 412 1,177 12 2 American Indian/AlaskaN 14 0 46 278 71 349 14 0 Pacific Islander 9 0 42 288 48 240 11 6 Other 27 0 109 698 140 558 19 8 Pittsburg Housing Authority White 0 0 0 229 15 166 48 0 Black/African American 0 0 0 706 11 636 59 0 Asian 0 0 0 33 1 28 4 0 American Indian/AlaskaN 0 0 0 10 0 6 4 0 Pacific Islander 0 0 0 0 0 0 0 0 Other 0 0 0 0 0 0 0 0 Combined County & Pittsburg Housing Authorities White 224 0 756 5,697 1,037 4,612 244 19 Black/African American 208 0 926 14,536 1,158 13,319 306 52 Asian 10 0 112 1,622 413 1,205 16 2 American Indian/AlaskaN 14 0 46 288 71 355 18 0 Pacific Islander 9 0 42 288 48 240 11 6 Other 27 0 109 698 140 558 19 8 *includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-35, page 92 OMB Control No: 2506-0117 (exp. 09/30/2021) Ethnicity of Residents Ethnicity of Public Housing Residents by Program Type Housing Authority of Contra Costa Certi- ficate Mod- Rehab Public Housing Vouchers Total Project based Tenant based Special Purpose Voucher Veterans Affairs Supportive Housing Family Unification Program Hispanic 71 0 482 2,350 1,822 528 71 21 Not Hispanic 372 0 1,335 18,982 2,079 16,903 394 53 *includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Pittsburg Housing Authority Hispanic 0 0 0 109 6 27 76 0 Not Hispanic 0 0 0 869 22 804 43 0 Combined County & Pittsburg Housing Authorities Hispanic 71 0 482 2,459 1,828 555 147 21 Not Hispanic 372 0 1,335 19,851 2,101 17,707 437 53 *includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Section 504 Needs Assessment: Describe the needs of public housing tenants and applicants on the waiting list for accessible units: HACCC finds that a large percentage of the applicants to our housing program wait lists claim to have a disability. It has been found to be as high as 50% at times. Many are what we call functionally disabled but about 30% of the self-described elderly applicants actually have a need for ADA accommodations to units. What are the number and type of families on the waiting lists for public housing and section 8 tenant-based rental assistance? Based on the information above, and any other information available to the jurisdiction, what are the most immediate needs of residents of public housing and Housing Choice voucher holders? See data above regarding numbers. Residents of public housing and HCV holders are primarily looking for a safe space for their families that is large enough to accommodate their belongings. Often times, their wants are not what the program limitations can accommodate and the housing being built is not always suitable to their spatial needs. Those with disabilities seek housing that will accommodate those needs as well. How do these needs compare to the housing needs of the population at large? The needs of public housing residents are no different than the needs of the population at large. Everyone needs affordable housing and everyone wants a spacious, safe space to call home. Everyone wants a home that is accessible to them as they age or become disabled. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-35, page 93 OMB Control No: 2506-0117 (exp. 09/30/2021) Discussion There is a significant and unmet need for affordable housing throughout Contra Costa County that is not able to be met by Public Housing programs. Lack of affordable housing subsidies is a primary reason for homelessness in the County. The Continuum of Care cannot place homeless individuals into housing as quickly as people are losing housing and there is inadequate shelter beds, so few have any alternative but to sleep in the rough. There is a significant need in Contra Costa County and Pittsburg for housing affordable for persons with disabilities. There are disproportionately high shares of persons with disabilities applying for public housing and HCVs in Contra Costa and for HCVs in Pittsburg, indicating a deficiency of available units for low-income families with disabilities. In addition, a disproportionate number of homeless individuals are disabled and need subsidies like Housing Choice Vouchers or Public Housing that they can afford on an income that consists of only SSI or SSDI. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-40, page 94 OMB Control No: 2506-0117 (exp. 09/30/2021) NA -40 Homeless Needs Assessment - 91.405, 91.205 (c) Introduction Continuum of Care - The Contra Costa Homeless Continuum of Care (CoC) is made up of multiple service providers, guided by a Council appointed by the Board of Supervisors, and operated by the County Health, Housing and Homeless Services (H3) division as administrative lead. Members of the Contra Costa Consortium sit on the Council on Homelessness and are very actively involved in efforts to serve and reduce the number of homeless members of our jurisdictions. CoC Budget – The CoC received an award from HUD of $19,300,140 for FY 23-24, as well as a special award of one-time funding for unsheltered homelessness of $1,789,609. In addition, non- HUD funds in the amount of $21,689,934 were obtained through grants and foundations to supplement critical services. Total funding is $42,779,683 of which non-HUD funds comprise 51% of the budget. The majority of the CoC funds are one-time, emergency funds that cannot be assured in future fiscal years. Coordinated Entry System - The CoC has implemented a Coordinated Entry System to access services. Coordinated Entry is a centralized and coordinated process designed to streamline voluntary placement into permanent and stable housing through intake, assessment, and provision of referrals. The purpose of the county's Coordinated Entry System (CES) is to ensure that all people experiencing a housing crisis have fair and equal access to available resources and are quickly identified, assessed for, and connected to housing and homeless services based on their strengths and needs. CES facilitates the use of standardized tools and practices across the CoC, incorporates a system-wide Housing First approach, and, in an environment of scarce resources, coordinates housing support so that those with the most severe service needs are prioritized. Contra Costa's CoC has designated H3 as the provider and manager of the CES. H3 provides the staffing and administration to oversee CES. Homeless Management Information System (HMIS) – The HMIS system helps providers collect data in a consistent manner, coordinate care, and manage operations. It can be used to produce an unduplicated count of homeless persons, understand patterns of service usage, and measure the effectiveness of homeless programs in Contra Costa County. Point in Time Count - The CoC conducts an annual Point in Time (PIT) count during the last week of January every year and it gives a snapshot of homelessness in the county on one fixed time, year after year. In addition, they produce an Annual Report of all individuals that have received homeless services that are entered into the Contra Costa Homeless Management Information System (HMIS) by all CoC partner agencies. Annual Report - The Annual Report shows the totality of numbers of people served and types of services provided. The Homeless Needs Assessment chart below utilizes both data sets. 2023 Homeless Continuum of Care Annual Report 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-40, page 95 OMB Control No: 2506-0117 (exp. 09/30/2021) Annually H3 produces an annual report that delves deeper into homelessness in Contra Costa County, using HMIS data from all service partners to gain a more comprehensive picture of efforts to address homelessness within the CoC. This data is from the report that can be found here: 2023 Report: Contra Costa County Continuum of Care Health Housing and Homeless Services Program Categories – The CoC has three complementary program models: • Prevention and Diversion – For people and households who are at imminent risk of homelessness. Services include case management, conflict resolution, and financial assistance. Within this category are two models: Prevention and Diversion. • Crisis Response – For people and households currently experiencing literal homelessness. Services include outreach, emergency or interim shelter, basic needs, case management, referrals to financial and social benefits, housing navigation, and linkages to health and housing services. Within this category are six models: Emergency Shelter, Rapid Exit, Transitional Housing; Outreach; Rapid Rehousing; and Support Services. • Permanent Housing - For people and households who were formerly experiencing homeless, many of which have disabilities and need wrap around services. Permanent housing programs include long term housing supports, sometimes with case management. Within this category are two models: Permanent Supportive Housing; and Permanent Housing without Supports. Numbers Served – During 2023, the CoC served 9,632 households comprised of 14,002 individuals, which is a 28% increase from 2019. • 2,132 households served in Prevention and Diversion, for households at-risk of homelessness or newly homeless and not yet engaged in CoC services • 6,750 households served in Crisis Response programs, for households in sheltered and unsheltered sleep settings • 1,316 households served in Permanent Housing programs, for households that had been homeless and subsequently placed into Permanent Housing that includes supportive services Outcomes – Out of the 9,632 households served during 2023, 2,972 (31%) were able to retain, or exit to, Permanent Housing. Additional successful outcomes include: 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-40, page 96 OMB Control No: 2506-0117 (exp. 09/30/2021) • 86% (n = 1,835) of household enrollments in Prevention and Diversion programs exited to Permanent Housing • 60% (n = 4,030) of household enrollments in Crisis Response programs exited to Temporary or Permanent Housing • 10% (n = 641) of household enrollments in Crisis Response programs like street outreach entered Emergency Shelter • 98% (n = 1,292) of household enrollments in Permanent Housing programs either retained their housing or exited to other Permanent Housing Population Characteristics • Households with children: There were 1,878 households with children served in 2023, an 89% increase since 2019. • Transition age youth (TAY), ages 18–24: TAY made up 7% of the CoC served and increased by 36% since 2019. • Race/ethnicity: Black/African American/African households and people with multiple races were over-represented in the CoC relative to the county population (4x and 3x, respectively). • Disabling conditions: 70% of households served in the CoC had a member with at least one disabling condition. Mental health condition was the most prevalent disability, accounting for 45% of households. • Survivors of domestic violence: 83% of households accessing Crisis Response services had at least one household member who had experienced domestic violence. • Sexual orientation: 3% of adults served in Crisis Response identified as LGBTQIA+ and 20% of the LGBTQIA+ population served in Crisis Response were between the ages of 18 and 24. • Veterans: The CoC served 887 veterans in 2023 (8%) of all adults. Veteran households made up 34% of all households in Permanent Housing programs. Regional and City Data - The data suggests there is movement across the county. More people lost housing in East County (37% of households) than in Central or West, while fewer households slept in Central County (23% of households) the night prior to enrolling into programs. More people lost housing from Antioch than any other city (n=1,916), followed by Richmond (n=1,720) and Concord (n=1,284). 2024 Contra Costa County Point In Time (PIT) Count The infographic for the 2024 PIT count can be found here: 2024 PIT Count Infographic The PIT Count in 2024 identified 2,843 people experiencing homelessness on a given night, which is 471 more people than were found in 2023. Of these, the largest increase was in unsheltered individuals which increased from 1,653 in 2023 to 1,959 in 2024. Approximately 69% of homeless were unsheltered, vs 31% that were in shelter beds. This comes even though the number of temporary and permanent housing beds was increased 26% between 2023 and 2024. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-40, page 97 OMB Control No: 2506-0117 (exp. 09/30/2021) Location. As seen in the chart below from the PIT infographic, East County had the highest share of unsheltered homeless at 39%, primarily in Antioch. West County had 31% unsheltered, primarily in Richmond. Central County had 30%, primarily in Concord. Demographics. The homeless population in Contra Costa is primarily adults (95%) and male (61%). The majority of homeless persons are between the ages of 25 to 54 (56%) with 29% being age 55 and older. Over half (57%) are chronically homeless (at least 12 months, or at least 4 separate incidents of homelessness in past 3 years as long as that equals 12 months and other components of the HUD definition of chronically homeless). Veterans comprised 5% of the homeless population identified on the morning of the PIT count. About 15% of homeless adults had been in the foster care system, and 45% of adults had spent one or more nights in jail/prison in the past year. Children under age 18 comprise 7% of homeless persons, and transitional aged youth age 18-24 comprise an additional 7%. Disabilities. Over 83% of households had at least one member with a disabling condition. Of these conditions, 61% reported mental health conditions, 59% reported substance abuse disorder, 49% reported a chronic health condition, 49% reported a physical disability, 17% were fleeing domestic violence, and 1% reported HIV/AIDS related illness. Deaths. The Contra Costa CoC marked Homeless Persons’ Memorial Day (December 21st), with a community event to give dignity to those who lost their lives while still struggling with a housing crisis. Data from the Contra Costa County Coroner’s Office is provided to H3 to identify causes and trends in death rates among individuals experiencing homelessness. The coroner reported 113 people experiencing homelessness who died during calendar year 2023. Drug and alcohol related accidental deaths represent the highest cause of death in 2023, followed by natural causes and non-substance related accidents. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-40, page 98 OMB Control No: 2506-0117 (exp. 09/30/2021) Homeless Needs Assessment Homeless Needs Assessment Population Estimate # of persons experiencing homelessness on a given night Estimate # experiencing homelessness each year Estimate # becoming homeless each year Estimate # exiting homelessness each year Estimate # of days persons experience homelessness Sheltered Unsheltered Persons in Households with Adult(s) and Child(ren) 117 211 2,075 1,271 762 113 Persons in Households with Only Children 0 9 32 27 21 0 Persons in Households with Only Adults 1,842 658 6,074 3,028 803 0 Chronically Homeless Individuals 1,218 212 3,047 1,211 245 0 Chronically Homeless Families 17 108 853 361 287 0 Veterans 116 30 416 191 185 0 Unaccompanied Child 104 9 30 25 19 0 Persons with HIV 20 13 136 60 31 0 Data Source: Contra Costa County Point in Time County and HMIS 2024 Early Childhood Homelessness Numerous recent studies, amongst them research and publications by the U.S. Department of Education on early childhood homelessness, outline the negative effects of experiencing homelessness by children. Research has established a strong connection between a young child's early experiences and brain development. The early years of life can provide a strong, or weak, 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-40, page 99 OMB Control No: 2506-0117 (exp. 09/30/2021) foundation for all future learning, behavior, and health. Homelessness in early childhood is associated with poor academic achievement and engagement in elementary school and social emotional delays among young children, as well as poor classroom-based social skills in elementary school. Due to their unstable living situations, students experiencing homelessness often have additional educational, social, emotional, and material needs compared to their stably housed peers. Housing instability can result in increased absences from school and can lead to students changing schools midyear. Each school move can disrupt students' education and limit opportunities to learn. The multiple challenges associated with homelessness negatively impact student learning outcomes. Reading, mathematics, and science scores for students experiencing homelessness tend to be lower than those of their peers, including those from economically disadvantaged but residentially stable families. The California Department of Education Data Quest report “2023-24 Homeless Student Enrollment by Dwelling Type” by County (see: Homeless Enrollment by Dwelling Type - State (CA Dept of Education) shows K-12 public school homeless student enrollment for the most recent year available (2023-24). It shows a total enrollment of 6,023,851 children in K-12, with 286,853 or 4.8% of these children experiencing homelessness. Of those who were homeless, 83.3% were temporarily doubled up, 7% were in temporary shelters, 5.9% were in hotels/motels, and 3.9% were temporarily unsheltered. In Contra Costa County, the total enrollment is 175,777 children, with 3,381 or 1.9% experiencing homelessness. Of those who were homeless, 77.2% were temporarily doubled up, 11.8% were in temporary shelters, 6.2% were in hotels/motels, and 4.8% were temporarily unsheltered. Looking at this data by school district, The California Department of Education Data Quest report “2023-24 Homeless Student Enrollment by Dwelling Type” by County (see: Homeless Enrollment by Dwelling Type - State (CA Dept of Education) shows K-12 public school homeless student enrollment for the most recent year available (2023-24). It shows a total enrollment of 6,023,851 children in K-12, with 286,853 or 4.8% of these children experiencing homelessness. Of those who were homeless, 83.3% were temporarily doubled up, 7% were in temporary shelters, 5.9% were in hotels/motels, and 3.9% were temporarily unsheltered. In Contra Costa County, the total enrollment is 175,777 children, with 3,381 or 1.9% experiencing homelessness. Of those who were homeless, 77.2% were temporarily doubled up, 11.8% were in temporary shelters, 6.2% were in hotels/motels, and 4.8% were temporarily unsheltered. The chart below shows this data by school district in descending order by highest rate of homeless student enrollment, which highest percentage of homelessness highlighted. Incidence of high percentages of homelessness and unsheltered or temporary shelter follows general poverty trends in West County, Central County (Concord) and East County (BayPoint, Pittsburg, Antioch.) 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-40, page 100 OMB Control No: 2506-0117 (exp. 09/30/2021) 2023-24 Homeless Student Enrollment by Dwelling Type by County by School District in Contra Costa County Name & Location Cumulative Enrollment Homeless Student Enrollment % Temporarily Doubled Up Temporary Shelters Hotels/ Motels Temporarily Unsheltered Statewide 5,299,875 264,599 4.99% 84.10% 6.50% 5.80% 3.60% Contra Costa 162,911 3,226 1.98% 76.70% 12.20% 6.40% 4.60% John Swett Unified (Rodeo, Crockett, Port Costa) 1,296 93 7.18% 83.90% 8.60% 5.40% 2.20% Pittsburg Unified (Pittsburg & small section of BayPoint) 11,361 570 5.02% 82.10% 10.20% 3.70% 4.00% Knightsen Elementary (Knightsen) 628 20 3.18% 60.00% 35.00% 5.00% 0.00% Liberty Union High (Brentwood) 8,553 244 2.85% 70.10% 18.40% 4.10% 7.40% Mt. Diablo Unified (Concord, Clayton, Clyde, North Gate, Pacheco, Pleasant Hill, Bay Point & sections of CC Centre, Martinez, Pittsburg, Reliez Valley, Shell Ridge, Vine Hill & Walnut Creek 30,788 853 2.77% 82.90% 7.00% 5.60% 4.50% West Contra Costa Unified (Richmond, El Cerrito, San Pablo, Pinole & Hercules & Bayview- Montalvin Manor, East Richmond Heights, El Sobrante, Tara Hills, Kensington, North Richmond 27,221 703 2.58% 70.10% 18.30% 7.30% 4.30% Antioch Unified (Antioch) 16,473 424 2.57% 64.60% 15.10% 10.80% 9.40% Martinez Unified (Martinez) 3,895 62 1.59% 79.00% 8.10% 6.50% 6.50% Byron Union Elementary (Byron) 1,296 18 1.39% 83.30% 16.70% 0.00% 0.00% Brentwood Union (Brentwood) 10,239 125 1.22% 85.60% 8.00% 5.60% 0.80% Lafayette Elementary (Lafayette) 3,259 19 0.58% 89.50% 0.00% 10.50% 0.00% Walnut Creek Elementary (Walnut Creek) 3,700 18 0.49% 77.80% 5.60% 16.70% 0.00% Oakley Union Elementary (Oakley 5,413 24 0.44% 87.50% 8.30% 0.00% 4.20% Acalanes Union High 5,491 18 0.33% 77.80% 11.10% 11.10% 0.00% Contra Costa County Office of Education 398 1 0.25% 0.00% 0.00% 0.00% 100.00% San Ramon Valley Unified (San Ramon) 29,885 71 0.24% 73.20% 9.90% 14.10% 2.80% Orinda Union Elementary (Orinda) 2,600 3 0.12% 100.00% 0.00% 0.00% 0.00% Canyon Elementary 70 0 0.00% 0.00% 0.00% 0.00% 0.00% Moraga Elementary (Moraga) 1,811 0 0.00% 0.00% 0.00% 0.00% 0.00% California and National Homelessness 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-40, page 101 OMB Control No: 2506-0117 (exp. 09/30/2021) In the Fact Sheet: Homelessness in California (Homelessness in CA 2023 Numbers - 1.2024.pdf) which shows estimates of people experiencing homelessness by State in 2022 during the Point In Time count, it shows: • California had 181,399 homeless people, which accounts for 28% of the nation’s rate of unsheltered people at 68% (123,423 were unsheltered. • Roughly half of all unsheltered people in the country were in California (49%) • California had the second largest increase in homelessness from 2022-2023 (after NY), which amounted to 9,973 more people (a 5.7% increase). It also had the largest absolute increase from 2007-2022 (42,413 people or a 30.5% increase). • California accounted for 14% of people in families with children experiencing homelessness in the U.S. This was a much lower percentage than for people experiencing homelessness as individuals, 34% of whom were in California. In California, 23.5% of people experiencing homelessness as part of a family were unsheltered (5,999 people). Unaccompanied Youth: • California reported the largest numbers of unaccompanied youth (10,173 people), accounting for more than a third of all unaccompanied youth nationally (32%). • California accounted for 49% of all unsheltered unaccompanied youth (6,934people). • Five states reported that more than 60% of their unaccompanied youth experiencing homelessness were staying in unsheltered locations: Oregon (70%), California (68%), Hawaii (65%), Arizona (64%), and Tennessee (63%). • California and Washington account for large shares of the national total unaccompanied youth under 18 nation (20% and 17%). • Five major city CoCs had percentages of unaccompanied youth staying in unsheltered locations exceeding 75%: San Jose, CA (91%), Raleigh, NC (85%), San Francisco, CA (84%), Tucson, AZ (81%) and Austin, TX (80%). • Two largely suburban CoCs had more than 95% of their unaccompanied youth found in unsheltered locations: Santa Cruz (99%), Marin County (96%). 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-40, page 102 OMB Control No: 2506-0117 (exp. 09/30/2021) Homeless Needs Assessment Contra Costa County Homeless Needs Assessment Estimate the #: Population Persons experiencing home- lessness on a given night Experiencing homelessness each year Becoming homeless each year Exiting homelessness each year Days persons experience homelessness Sheltered Unsheltered Persons in Households with Adult(s)& Child(ren) 117 211 2,075 1,271 762 113 Persons in Households with Only Children 0 9 32 27 21 0 Persons in Households with Only Adults 1,842 658 6,074 3,028 803 0 Chronically Homeless Individuals 1,218 212 3,047 1,211 245 0 Chronically Homeless Families 17 108 853 361 287 0 Veterans 116 30 416 191 185 0 Unaccompanied Child 104 9 30 25 19 0 Persons with HIV 20 13 136 60 31 0 Indicate if the homeless population is: Has No Rural Homeless If data is not available for the categories "number of persons becoming and exiting homelessness each year," and "number of days that persons experience homelessness," describe these categories for each homeless population type (including chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth): N/A, see above Nature and Extent of Homelessness: Homeless by Race - County Race: Sheltered: Unsheltered (optional) White 338 864 Black or African American 334 616 Asian 17 13 American Indian or Alaska Native 54 39 Pacific Islander 16 13 Ethnicity: Sheltered: Unsheltered (optional) Hispanic 179 423 Not Hispanic 705 1,536 Data Source Comments: Additional Shelter count: 1 Middle Eastern/North African, 54 Multi-Racial, 70 Hispanic/Latina/e/o Additional Unsheltered Count: 4 Middle Eastern, 51 Multi-Racial, 359 Hispanic/Latina/e/oData Source: Point in Time Count, Race categories adapted from the 2024 HMIS Data Standards 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-40, page 103 OMB Control No: 2506-0117 (exp. 09/30/2021) Estimate the number and type of families in need of housing assistance for families with children and the families of veterans. Housing assistance need can be estimated by the number of households accessing Crisis Response, and Prevention and Diversion programs. Households enrolled in crisis response programs indicate a present need of households experiencing literal homelessness while Prevention and Diversion assistance can indicate potential inflow into the Homelessness Response System. Households in prevention programs are at imminent risk of losing their homes and would become homeless if it were not for the assistance they receive from these programs. In CY 2023, 8,380 unique households accessed Crisis Response and/or Prevention and Diversion services (Contra Costa Health Services, 2024b). Households may experience different challenges throughout a year that might require more than one type of assistance. The information below is aggregated by either Crisis Response or Prevention and Diversion programs respectively. Crisis Response programs include all program models designed to serve people who are in sheltered and unsheltered settings including Rapid Exit, Street Outreach, Support Services, Emergency Shelters, Transitional Housing, and Rapid Rehousing programs. In CY 2023, 6,750 households received crisis response services and 675 (10%) were families with children. 420 Veterans accessed Crisis Response programs; 6% of the number of adults receiving these services. Prevention and Diversion programs provide limited one-time assistance to heads of households at risk of inhabitable housing due to utility arrears or eviction including those who recently accessed the homeless response system for the first time.  In CY 2023, Contra Costa Homeless Prevention and Diversion programs served 2,132 households and nearly half of these households were families with children 1,002 (47%). Veterans comprised 5% (135) of the number of adults who accessed Prevention and Diversion programs (Contra Costa Health Services, 2024b). Households experiencing literal homelessness may consent to complete a Housing Needs Assessment. The assessment places the household on a community queue for potential housing opportunities. The assessment is administered by trained staff for the CoC to gain a better understanding of each household's assistance needs including household size, disability status, public benefits, and other supportive services. Assessors ensure to communicate to the household that due to limited resources, housing is not guaranteed, and they are encouraged to continue their housing search. In calendar year 2023: • 1,639 households completed a Housing Needs Assessment and were on the community queue. • Nearly a quarter of households on the community queue 391(24%) were families with children. 1,248 households, (76%) were adult only households. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-40, page 104 OMB Control No: 2506-0117 (exp. 09/30/2021) • 79 total Veteran households completed a Housing Needs Assessment and were on the community queue. o Out of the 79 total Veteran households who were on the community queue, 6 (8%) completed a Housing Needs Assessment for families or youth and 73 (92%) completed the Housing Needs Assessment for single adults. Contra Costa Health Services. (2023). 2022 Annual Report Contra Costa County Continuum of Care. Retrieved from https://www.cchealth.org/home/showpublisheddocument/10725/638273984449670000 Contra Costa Health Services. (2024b). 2023 Annual Report Contra Costa County Continuum of Care. Retrieved from https://www.cchealth.org/home/showpublisheddocument/30271/638732359799630000 Describe the Nature and Extent of Homelessness by Racial and Ethnic Group. Individuals who identify as Asian/Asian American or Black/African American/African disproportionately accessed the homelessness system of care compared to the racial distribution of Contra Costa residents. In 2022 and 2023, individuals who identified as Black/African American/African were represented four times more in the system of care compared to racial demographic proportions of Contra Costa residents. In both years, Black/African American/African individuals represented 10% of the population in Contra Costa, while representing 40%, and 42% of the service population, respectively (Contra Costa Health Services, 2023; Contra Costa Health Services, 2024b). Asian/Asian Americans were represented at a rate more than six times lower in the homelessness system of care compared to their racial distribution in the county. In 2022 Asian/Asian Americans represented 19% of the population and 2% of the population who accessed services within the CoC, and in 2023, the Asian American population increased to 20% and service utilization to 3% (Contra Costa Health Services, 2023; Contra Costa Health Services, 2024b). Changes in data collection impact the assessment of homelessness by race for all groups, but especially for Hispanic/Latinx, White, American Indian/Alaska Native/Indigenous, and individuals who identify as more than one race. Prior to October 2023, race and ethnicity data were collected as independent variables. Individuals had the option to choose a race and to choose an ethnicity of “Hispanic/Latinx” or “Non-Hispanic/Latinx. Many individuals who identified as Hispanic/Latinx often chose a race of White, Multi-Racial, or did not report a race. On October 1, 2023, the ethnicity categories “Hispanic/Latinx” and “Non-Hispanic Latinx” were eliminated, and Hispanic/Latina/e/o was added as a race category in addition to Middle Eastern/North African. Individuals who identified as a race and as Hispanic/Latinx, to reconcile existing data with these new standards, are now represented in the “Multi-Racial” category. Trend analysis will become more available for racial experiences of homelessness as more data is collected over time in these categories. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-40, page 105 OMB Control No: 2506-0117 (exp. 09/30/2021) Contra Costa Health Services. (2023). 2022 Annual Report Contra Costa County Continuum of Care. Retrieved from https://www.cchealth.org/home/showpublisheddocument/10725/638273984449670000 Contra Costa Health Services. (2024b). 2023 Annual Report Contra Costa County Continuum of Care. Retrieved from https://www.cchealth.org/home/showpublisheddocument/30271/638732359799630000 Describe the Nature and Extent of Unsheltered and Sheltered Homelessness. The 2024 Point in Time (PIT) count in Contra Costa County identified 2,843 people experiencing homelessness on a given night. Of those, 884 (31%) were sheltered, while 1,959 (69%) were experiencing unsheltered homelessness. Among the unsheltered population, 6% were families (117 households), and 94% were single adults. The PIT count identified a variety of sheltered and unsheltered sleep settings for those experiencing homelessness. The largest group, 39%, lived outdoors in tents or encampments, while 31% stayed in emergency shelters or transitional housing. Nearly 30% relied on vehicles for shelter, including 11% in RVs, 14% in cars, and 5% in vans. These findings show that many people depend on makeshift housing, underscoring the need for more shelter options and permanent housing solutions. The PIT count also identified 146 veterans, 190 children in families, 210 transition-aged youth (18-24 years old), and 230 seniors (65 and older) experiencing homelessness. While the PIT count does not capture every person experiencing homelessness, since it represents only a single-night snapshot, it does align with annual service data captured in the CoC’s Homeless Management Information System (HMIS) in 2023 (Contra Costa Health Services, 2024a). Data collected in the HMIS, provides more nuanced information regarding people experiencing homelessness in Contra Costa County as it tracks services data administered throughout the year. According to 2023 HMIS data, 6,747 households accessed sheltered or unsheltered Crises Response services, and 69% (4,656) of those households accessed Street Outreach services dedicated to people experiencing unsheltered homelessness (Contra Costa Health Services, 2024b). For those experiencing sheltered or unsheltered homelessness, in 2023, Contra Costa was only able to exit 16% of those in crisis response programs into permanent housing, and 44% moved to temporary settings, 9% became unsheltered again, and 10% remained in the shelter system (Contra Costa Health Services, 2024b). This highlights the need to strengthen housing pathways for those experiencing literal homelessness and the necessary expansion of permanent housing resources. While crisis response resources have increased, allowing many to exit to temporary settings, the lack of available permanent housing remains a considerable gap. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-40, page 106 OMB Control No: 2506-0117 (exp. 09/30/2021) According to the California Housing Partnership, there is a critical shortage of affordable housing in Contra Costa County, leaving many people without stable housing options. Data shows a shortfall of 30,812 affordable homes for low-income renter households in the county (California Housing Partnership Corporation, (n.d). This lack of affordable housing impedes the county from providing long-term solutions, making it harder for people to find permanent places to live rather than just temporary support. Contra Costa Health Services. (2024a). Contra Costa County Homeless Point-in-Time Count & Survey Summary 2024 [Infographic]. Retrieved from https://www.cchealth.org/home/showpublisheddocument/30271/638732359799630000 Contra Costa Health Services. (2024b). 2023 Annual Report Contra Costa County Continuum of Care. Retrieved from https://www.cchealth.org/home/showpublisheddocument/30271/638732359799630000 California Housing Partnership Corporation. (n.d.). Housing needs and production in California. Retrieved February 13, 2025, from https://chpc.net/housingneeds/?view=37.405074,- 119.26758,5&county=California,Contra+Costa&group=housingneed&chartgroup=cost-burden- parent|current&chart=shortfall|current,cost-burden-all|current,cost-burden-oa|current,cost- burden-yc|current,cost-burden-re|current,homelessness,overcrowding,tenure-re,historical- rents,vacancy,asking-rents|2024,budgets|2023,funding|current,state- funding,lihtc|2010:2023:historical,rhna-progress|5,multifamily-production Discussion: Contra Costa County operates within a Coordinated Entry System (CES) which allows service providers to efficiently and effectively connect people to interventions which aim to rapidly resolve their housing crisis. CES aims to help the sub-set of consumers with fewer roadblocks and fewer vulnerabilities obtain housing with short-term supports while connecting the highest needs, and most vulnerable persons in the community to the limited housing and supportive services. However, Contra Costa County is situated in the 9 county San Francisco Bay Area which has inadequate housing for its population especially for those who are lower income. The Bay is connected by waterways, BART, trains, busses, cars, and all modes of transportation. It takes less than 1-1/2 hours to travel by BART from San Francisco to Antioch. The population is highly mobile. As costs increase in the West Bay area, it displaces lower income households to the east and north-east. All Home is a Bay Area nonprofit that has been working on regional solutions to homelessness. In their report of June 2024, they note that at least 25,000 people sleep outdoors or in vehicles on any given night in the Bay Area. Their goal, which was adopted by a number of Bay Area counties including Contra Costa County, is to reduce unsheltered homelessness by 75%. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-40, page 107 OMB Control No: 2506-0117 (exp. 09/30/2021) The region-wide cost estimate for a 75% reduction totals $9.5 billion over five years, on top of current investments. That level of funding would: • Provide homelessness prevention assistance to 19,000 households each year • Create over 37,000 new permanent housing solutions, including more than 13,000 new affordable and supportive housing units, with short-term assistance or ongoing rental subsidies for an additional 24,000 new households • Develop approximately 5,200 new interim housing units to enable people to move off the streets into safe, dignified spaces as they get connected to a permanent home. On their website they have developed a unique “Regional Action Plan Solutions Dashboard” that allows users to see the necessary mix of prevention, interim housing, and permanent housing. Users can also model solutions and associated costs to reduce unsheltered homelessness by 25% or 50%. More information on this initiative can be found here: www.allhomeca.org › 2024/06/25 › new- projections 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-45, page 108 OMB Control No: 2506-0117 (exp. 09/30/2021) NA -45 Non -Homeless Special Needs Assessment - 91.405, 91.205 (b,d) Introduction This section discusses the housing needs for certain populations that have greater difficulty finding decent, affordable housing due to their special needs or circumstances. The following section, NA-50, discusses non-housing or service needs of these special needs populations. Because of special circumstances related to employment and income, family characteristics, disability, and household characteristics, certain segments of residents may experience a higher prevalence of lower incomes, housing cost burden, overcrowding, or other housing problems. Special needs groups in Contra Costa County include the following: • Senior households, which are defined as any households with at least one member age 62 and older; • Disabled households, which includes mentally (including developmentally disabled) and physically disabled persons. persons living with HIV/AIDS and persons with alcohol or other drug addiction; • Single-parent households (especially Female-headed households with children) • Victims of domestic violence. Battered spouses of any gender and their children are considered to be homeless by HUD definition, and are discussed in the Homeless Needs section NA-40 ; • Large households are those with five or more members; and • Agricultural workers. Both year around and seasonal. To provide housing for special needs populations, the County Consortium jurisdictions have invested HOME, CDBG, and ESG funds to fund housing that may or may not additionally provide supportive services unique to the various groups. For example, this funding may support acquisition, rehabilitation and new construction of housing for seniors which have special amenities and low/no barrier construction techniques for both senior and disabled populations, or support non-special need housing with units for persons with HIV/AIDS through the County’s Housing Opportunities for Persons with Aids or HOPWA funds. Describe the characteristics of special needs populations in your community: Senior Households: According to the CHAS data (2017-2021) 10.5% (13,975) of all Renter households and 10.9% (29,660) of all Home Owner households were senior households and approximately 21.7% of the total County population is 62 years and older). In Walnut Creek, which houses the Rossmore senior community, the population is 31.7% senior, while the other Consortium cities are the same or less than the County. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-45, page 109 OMB Control No: 2506-0117 (exp. 09/30/2021) Senior households have special housing needs primarily due to three major concerns: • Limited Income - Many seniors have limited income. According to the 2017-2021 CHAS data, about 66% of senior households are considered lower income, with incomes at or below 80% of the area median. Of these, 20% have incomes at or below 30% of the area median (which is considered to be extremely low-income) and 36% have incomes between 30-50% of the area median income (very low-income). • Housing Cost Burden – Of all senior households, 11% of renters and 10.9% of owners experience a housing cost burden of greater than 30% of their income. However, 55.1% of renters and 52.3% of owners have incomes that are less than half (<50%) of the area median income. o There are also a number of renters and owners alike that are severely cost burdened, spending more than half (50%) of their income on housing costs. This includes 6.4% of renters (total 7,840) and 5.3% of owners (10,865) are countywide. Of these severely cost burdened seniors, 91.7% of renters and 75.2% of owners have incomes that are less than half of the area median income. o The 5,735 renter households with incomes less than 30% of the area median are at greatest risk of potentially becoming unhoused or having to move away from their family/support network to an area with lower housing costs. o Seniors that are cost burdened have to make difficult decisions daily to keep a roof over their heads. Medications for complicated conditions become increasingly expensive, and the rising cost of food, utilities, transportation and the general cost of living creates difficult decisions for those on a limited income. For these seniors, affordable housing can’t come soon enough. • Disabling Conditions –Contra Costa County has 202,561 seniors age 65+, which 17.6% of the total population. Of all seniors, 60,763 or 30% of the senior population have a disabling limitation. Disabled seniors comprise 5.3% of the County population, but that rises to 9.3% of the population of Walnut Creek. o Because of physical and/or other limitations, senior homeowners may have difficulty carrying out regular home maintenance or repair activities. o Disabilities become more common as people age. In the County, 19.9% of seniors age 65-74 have a disabling condition, but that jumps to 43.4% among those 75 and older. In Antioch and Pittsburg, that increases to 56.2% and 61.2% respectively. However, in Walnut Creek, which has a higher percentage of seniors, the disabled population age 75+ is just slightly higher than the County at 47.6%. Disabled Households including those with persons who are mentally, developmentally, physically disabled, those with HIV/AIDS, alcohol and other addictions: Disabilities of all types may limit or eliminate a person’s income from employment, restrict one’s mobility, increase medical costs, and/or make it difficult to care for oneself. Thus, disabled persons often have special housing needs related to potentially limited earning capacity, the lack of accessible and affordable housing, and higher health costs associated with a disability. Some residents suffer 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-45, page 110 OMB Control No: 2506-0117 (exp. 09/30/2021) from disabilities that require living in a supportive or institutional setting. • The U.S. Census Bureau defines six types of disabilities: hearing, vision, cognitive, ambulatory, self-care, and independent living difficulties. According to the ACS, a total of 130,390 persons with disabilities resided in Contra Costa County, representing approximately 11.3% of the population. Antioch and Pittsburg are home to the highest percentage of disabled residents at 14.9% (17,357 people) and 14.8% (11,202 people) respectively. Walnut Creek has 13.3% (9,114 people) and Concord has the lowest ratio of disabled persons at 10.2% (12,414 people). • The most common disability type in the County is independent living difficulty (6% of the population) followed by ambulatory difficulty (5.8%), then cognitive difficulty (4.9%), then hearing difficulty (3.0%) self-care difficulty (2.9) and vision difficulty (1.9%.) • Countywide, persons with disabilities are more likely to live below the poverty line. The median wage for a disabled worker is $31,327 versus $48,691 for a non-disabled person. • The living arrangement of disabled persons depends on the severity of the disability. Many live at home independently or with other family members. To maintain independent living, disabled persons may need assistance. This can include special housing design features for the disabled, income support for those who are unable to work, and in-home supportive services for persons with medical conditions among others. Services are typically provided by both public and private agencies. Single Parent Households: As discussed in the section on homeless needs and children, housing stability and security is especially for the development and well-being of young children. It is difficult to work and take care of children alone. One income must support the entire family. If the spouse has been a stay-at-home parent, their work history and earning potential may be more limited. If family violence has been a factor in the relationship, both the single parent and the children may require support through counseling to regain a sense of safety and adapt to the many requirements of becoming a new single parent. This is indeed why many battered spouses return to their abusers – they are driven by the basic necessities of life. In 2023 Contra Costa County was home to an estimated 416,172 households. From 2023 American Community Survey Data (ACSDP1Y2023) Of these: • Single-mother families represent the majority (73 percent) of all single parent families countywide, with an increasing number of single fathers (27%) struggling to balance work and childcare. o 99,447 or 23.9% of all households were female households with no spouse/partner present. Of the female households, 13,766 households or 3.3% had children under 18 years of age. o 61,175 or 14.7% were male households with no spouse/partner present. Of the male households, 5,053 or 1.2% had children under 18 years of age. o The average family size was 3.23 persons over all households. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-45, page 111 OMB Control No: 2506-0117 (exp. 09/30/2021) • Single-mother families represent the majority (69%) of single parent households with children living at or below the poverty level, with single male households at 31.1%. o About 5.5% of families have incomes below the poverty level in the past 12 months. Of these families below the poverty level, single female households comprise 38.1% of all poverty income families. Single male households comprise 21.2% of poverty income families, and married couple families comprise 41% of poverty-income families. • Poverty income female households were responsible 68.9% of children in single- parent families (4,959 children), with 20.4% (3,346) having 1 or two children, 8.3% (1,365) having 3 or 4 children, and 1.5% (248) having 5 or more children. • Poverty income male households were responsible for 31.1% of children in single-parent families in Contra Costa (2,242 children) with 9.1% (1,486) having 1-2 children, 3.4% having 3 or 4 children, and 1.2% having 5 or more children. Because of their relatively lower incomes and higher living expenses, single parent households are more likely to have difficulty finding affordable, decent, and safe housing. These households often require special consideration and assistance as a result of their greater need for affordable housing, accessible day care/childcare, health care, and other supportive services necessary to balance the needs of their children with work responsibilities. • Victims of Domestic Violence: Battered spouses with children comprise a sub-group of single-parent households that are especially in need. The needs of this group is discussed in Homeless Needs sections. Large Households: Large households are defined as those consisting of five or more members. These households comprise a special-need group because of the often limited supply of adequately sized, affordable housing units in a community. To save for other basic necessities, such as food, clothing, and medical care, it is common for lower-income large households to reside in smaller units, which frequently results in overcrowding. An estimated 43,550 large households are estimated to live in Contra Costa County (2017-2021 CHAS) Of these 32% (14,130) are Renter households and 68% (29,420) are Owner households. • Of Renter households 5.1% of all renter households are cost burdened by paying over 30% of their income on housing. o Of these 95.6% have incomes less than 80% of the area median income and are considered to be lower income renters. o Almost 40% of these fall into the lowest income type, where incomes are 30% or less than the median income for the area. • Large family homeowners only comprise 3.8% of all homeowners countywide. o Of these, 76.3% are considered lower income, and o almost 48% are in the lowest income category of 0-30% of the area median income. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-45, page 112 OMB Control No: 2506-0117 (exp. 09/30/2021) • An estimated 3,120 Large family Renters are paying more than 50% of their income on housing costs, with 75.3% of these having incomes of 30% or less than the area median income. • An estimated 2,230 Large family Owners are similarly paying more than 50% on housing, with 43% in the lowest income category of 0-30% of the are median income. Agricultural Workers: Agricultural workers are traditionally defined as persons whose primary incomes are earned through permanent or seasonal agricultural labor. Permanent farm laborers work in the fields, processing plants, or support activities generally year-round. When the workload increases during harvest, the labor force is supplemented by seasonal labor, often supplied by a labor contractor. For some crops, farms may employ migrant workers, defined as those whose travel distance to work prevents them from returning to their primary residence every evening. • According to the 2017 Agricultural Census, 1,310 workers were employed on farms in Contra Costa County, 450 permanent and 860 seasonal. This is less than the 2,049 workers employed on farms in Contra Costa County in 2012 and reflects more recent housing construction on agricultural land. Based on discussions with various agencies, the County understands that the majority of the farmworker population in the unincorporated areas consists of resident households requiring permanent affordable housing rather than migratory workers with seasonal housing needs. Contra Costa County’s agricultural land is predominately located in Far East County. What are the housing and supportive service needs of these populations and how are these needs determined? Senior and Disabled Households: These are discussed together as their needs are closely aligned. There is a scarcity of appropriate housing for seniors and persons with disabilities and a need for more accessible, adaptable, and affordable housing. Because truly fully accessible design as not yet become the norm, accessible units are more expensive to construct as they are nonstandard. In addition, senior and disabled tenants generally have incomes well below the extremely low-income limits. The combination of higher construction costs and lower rent revenues require greater subsidies to provide these units. There are a number of housing types appropriate for people of all ages living with various disabilities: licensed and unlicensed single-family homes, Housing Choice vouchers (Section 8), and affordable housing with rent restrictions may all be appropriate options. Unless an individual is able to receive significant subsidies, homeownership is not a viable option in Contra Costa County. • Those who are seniors and homeowners can benefit from housing rehabilitation programs offered by Consortium members throughout the county. These usually provide both loans and grants, and grants are predominantly used to make homes more friendly to aging owners with the installation of grab bars, higher toilets, wider doorways for those in wheelchairs, and eliminating a variety of barriers. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-45, page 113 OMB Control No: 2506-0117 (exp. 09/30/2021) • The County requires that all newly constructed housing using federal funds include 5 percent of the units to be accessible to the physically impaired and an additional 2 percent accessible to hearing and vision impaired. • Federally funded rehabilitation projects must include accessibility improvements to the extent practicable. • The County’s Neighborhood Preservation Program and various Consortium member Housing Rehabilitation programs make accessibility improvements to owner-occupied homes. • The County has provided HOME funds to several projects in the county for disabled populations. The most recent projects include Heritage Point (North Richmond), Aspen Court (Pacheco), and Rodeo Gateway (Rodeo). • The County Health Services Department, in cooperation with the Department of Conservation and Development (DCD), uses MHSA funds to support permanent supportive housing. Single Parent Households: Single parents face a unique set of housing challenges that differ from those of dual-income families, and these challenges mount higher with each child. Challenges include: • Financial constraints – With only one source of income, single parents often have less financial flexibility and require affordable housing. • Space requirements – Children require space for play and study, which can be challenging to accommodate in smaller, more affordable housing units. • Location and safety – Proximity to schools, workplaces and childcare services are vital to minimize commuting time and ensure a safe environment for children. Additionally, single parents with children who have a Housing Choice Voucher can also experience discrimination when seeking housing, based on the source of their income and the requirements of the Section 8 program for inspections. Large Households: The housing needs of large households are ideally met through larger units. To address overcrowding, communities can provide incentives to facilitate the development of affordable apartments with three or more bedrooms to meet the needs of large households. Oftentimes, the shortage of large rental units can be alleviated through the provision of affordable ownership housing opportunities, such as condominiums coupled with homeownership assistance and self-help housing (through Habitat for Humanity and other similar organizations). Also, Section 8 rental assistance provided by the Housing Authority of Contra Costa County (HACCC) can enable large families to rent units they otherwise cannot afford. The HACCC currently manages 1,168 public housing units for families in the county. Agricultural Workers: Farmworkers are generally considered to have special housing needs because of their limited income and the seasonal nature of their employment. While no local 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-45, page 114 OMB Control No: 2506-0117 (exp. 09/30/2021) survey is available that documents the specific housing needs of farm labor in Contra Costa County, the Bureau of Labor Statistics states the median hourly wage for agricultural workers in 2020 was $13.98 per hour ($28,900 per year). To meet the housing needs of farmworkers, the County has provided CDBG and/or HOME funding for various developments in East County that provide affordable homeownership and rental opportunities for extremely low- and very low-income households, including many farmworker families. The County recognizes the importance of providing affordable housing to the farmworker population. Discuss the size and characteristics of the population with HIV/AIDS and their families within the Eligible Metropolitan Statistical Area: In Contra Costa County, the number of persons living with a diagnosed HIV infection has remained relatively stable with a slight increase since 2017, when it was 2,627 to 2021 (most recent year available) at 2,816 (increase 189). Persons newly diagnosed with HIV infection annually has remained the same since 2017 at 108. These individuals live throughout the county in fairly equal proportions, with 35% in West County, 34% in Central County, and 31% in East County. Roughly 82% are male, 17% are female, and 1% are transgender. As HIV treatments have developed, persons living with HIV are living longer than when the disease was first prevalent in the 1980s. Over half of people living with HIV (diagnosed and reported) in Contra Costa County are over the age of 50. Throughout many communities, persons living with HIV/AIDS risk losing their housing, due to compounding factors, such as increased medical costs and limited incomes or reduced ability to keep working due to HIV/AIDS related illnesses. Due to these factors, persons living with HIV/AIDS are presumed to have low- to moderate-incomes by HUD. In addition to housing needs, persons with HIV/AIDS may also have additional needs to maintain their health, such as food/nutritional services and counseling services. Persons with HIV/AIDS are another group especially adversely impacted by decreases in public benefits and public health services. Reductions in funding for in-home support services, meal delivery services, and bill paying assistance services, among others, have increased the need among persons with HIV/AIDS for financial assistance, food banks, nursing home care, emergency room visits, and paratransit services. Discussion: Given that the special needs populations discussed have obstacles to accessing housing, transportation and social services, all the County Consortium jurisdictions will continue to provide CDBG, HOME, ESG, and HOPWA funds to help support their needs. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-45, page 115 OMB Control No: 2506-0117 (exp. 09/30/2021) This includes funding permanent and supportive housing, public facility improvements, and public service activities that improve the quality of life for the various non-homeless special needs populations, as is addressed in the Strategic Plan section of this Consolidated Plan. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-50, page 116 OMB Control No: 2506-0117 (exp. 09/30/2021) NA -50 Non -Housing Community Development Needs - 91.415, 91.215 (f) Describe the jurisdiction’s need for Public Facilities: There is continuing need within the County for public facilities to serve growing populations in special needs areas or to rehabilitate aging facilities. Many low- and moderate-income areas (low- mod areas) in the County are within older neighborhoods that either do not have proper facilities or their existing facilities suffer from heavy use and deferred maintenance leading to disrepair. Many of these areas are located where CDBG infrastructure and capital improvement funding can be concentrated for maximum leveraging opportunities to provide the greatest impact to the largest number of residents. How were these needs determined? The County and Consortium members consulted with County and City government departments including Parks and Recreation Departments, Neighborhood Advisory Committees, Planning and Economic Development Departments, among others, and solicited input from the public and elected officials on public facility needs. The Consortium also conducted a "Community Needs" survey (web-based and in-person survey) that was provided to a wide range of County and City agencies, nonprofit organizations, and private citizens, to establish non housing community development needs, such as public facilities. Improvements to public facilities ranked high as a result of the survey. In addition, the County held a series of meetings and consulted with various governmental departments and nonprofit agencies to assess the nature and extent of community development needs, as described in the Citizen Participation section. Describe the jurisdiction’s need for Public Improvements: There is a continuing need within the County for Public Improvements or Public Infrastructure. Many of the older neighborhoods in the County do not have adequate sidewalks, curbs/gutters, proper drainage, utilities, etc., or they suffer from old age, heavy use, or deferred maintenance which makes the existing infrastructure inefficient and/or unreliable and in need of repair or replacement. Infrastructure improvements along transit corridors, in conjunction with housing development and community facilities in designated neighborhoods, has been proven to lead to increased opportunities for low-mod residents to live closer to their place of work and enjoy greater interaction with their surrounding community and amenities. How were these needs determined? 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-50, page 117 OMB Control No: 2506-0117 (exp. 09/30/2021) The County and Consortium members consulted with various departments within the County and Cities within the County, including Public Works Departments, Neighborhood Advisory Committees, Planning and Economic Development Departments, among others, and solicited input from the public and elected officials on public facility needs. The Consortium also conducted a "Community Needs" survey (web-based and in-person survey) that was provided to a wide range of County and City agencies, nonprofit organizations, and private citizens, to establish non-housing community development needs, such as public facilities. Improvements to public infrastructure ranked high as a result of the survey. The County also held a series of meetings and consulted with various governmental departments and nonprofit agencies to assess the nature and extent of community development needs, as described in the Citizen Participation section. Describe the jurisdiction’s need for Public Services: There is continuing need within the County for public services to serve low-income populations and areas within the County, in which access to services may be limited due to being low-income or due to circumstances of being part of a special need population. As outlined previously, this includes the elderly/frail elderly, at-risk youth, persons with physical and developmental disabilities, those who are homeless or at risk of being homeless, persons with HIV/AIDS, and victims of domestic violence. The provision and access to a variety of services is imperative to assist low-income residents and families within the County with the various obstacles they encounter due to their economic situation. Various programs can address the special needs of seniors, including, but not limited to, congregate care, supportive services, rental subsidies, and housing rehabilitation assistance. For the frail elderly, or those with disabilities, housing with architectural design features that accommodate disabilities can help ensure continued independent living. Elderly with mobility/self-care limitations also benefit from transportation alternatives. The Contra Costa County Advisory Council on Aging has adopted Best Practice Development Guidelines for Multi- Family Senior Housing projects. These guidelines provide a framework to help guide the planning, Percentage of Seniors by Age Range - Contra Costa Consortium California County Antioch Concord Pittsburg Walnut Creek 65 + 16.2% 17.7% 14.9% 17.8% 13.1% 28.7% 65-74 9.4% 10.1% 7.9% 9.1% 7.1% 13.0% 75-84 5.0% 5.8% 5.5% 6.6% 4.6% 10.4% 85 + 1.8% 1.8% 1.6% 2.1% 1.3% 5.3% Median Age 38.2 40.9 39.5 39.4 36.5 45.4 Data: ACS 1 yr estimate (DP05) 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-50, page 118 OMB Control No: 2506-0117 (exp. 09/30/2021) design, and review of new senior housing developments in the county. The guidelines are an information tool for local community groups, architects, planners, and developers. Senior housing with supportive services can be provided for those who require assistance with daily living. Social and supportive services are available in Contra Costa County through various agencies and organizations, including the County Area Agency on Aging and John Muir Senior Services Program. Multiple service providers offer an array of assistance, including Alzheimer’s service programs, respite care, day programs, addiction services, financial assistance, and Meals on Wheels. The County Area Agency on Aging, in particular, offers information services for seniors on a variety of topics, including health, housing, nutrition, activities, help in home, employment, legal matters, transportation, financial or personal problems, paralegal advice, day activities for the disabled, and health screening. How were these needs determined? The County and Consortium members consulted with various public and private agencies providing essential services to low-income families and individuals throughout the County. Many non-profit agencies that provide essential services to low-income families and individuals participated in completing the "Community Needs" survey that the County Consortium conducted. The provision of Public Services to low-income individuals and families ranked high in demand, with support to “Special Needs Populations” (i.e. Victims of Domestic Violence, Persons with Disabilities, Seniors/Elderly) ranking the highest. In addition, the County held a series of meetings and consulted with various governmental departments and nonprofit agencies to assess the nature and extent of community development needs, as described in the Citizen Participation section. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section NA-50, page 119 OMB Control No: 2506-0117 (exp. 09/30/2021) Above - Hana Gardens in El Cerrito, Eden Housing, developer. A 63-unit senior affordable housing community on a 40,000 square foot site in El Cerrito’s midtown area, next to City Hall, which includes two commercial spaces and a beautiful Japanese Heritage Garden and public plaza, completed in 2019. Heritage Point, North Richmond, Community Housing Development Corporation (CHDC), developer. A 42-unit housing development with all units affordable to households earning at or below 45% AMI, supported by project-based Section 8 vouchers. Completed in 2020. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-05, page 120 OMB Control No: 2506-0117 (exp. 09/30/2021) HOUSING MARKET ANALYSIS MA -05 Overview Housing Market Analysis Overview: Contra Costa County (CCC) encompasses several housing sub-markets in three primary subregions - West, Central, and East. West County, which includes the city of Richmond, is urbanized with a developed industrial base. Central County includes Concord, Walnut Creek, and other communities. This area of the county is a developed urbanized area with extensive office, retail, and light industrial development. Far East County was historically primarily agricultural but has experienced considerable residential development in the last 20-25 years. Contra Costa County has undergone substantial changes over the past 20 years, growing by 22.3%, from 953,124 in 2000 to 1,165,927 now, an increase of 212,803 people. The lack of affordable housing options is pushing residents to seek homes further away from their jobs, exacerbating traffic congestion and limiting local economic growth. The presentation emphasized the need for increased housing density, particularly in urban areas, to accommodate the growing population and support local businesses. As the Bay Area Equity Atlas states in their newest research, Shortfall: Unpacking the Bay Area’s Affordable Housing Crisis (Find here: Unpacking Housing Challenges and Solutions in the Bay Area | Bay Area Equity Atlas): “The Bay Area’s longstanding housing crisis has significantly worsened since the early 2010s, primarily due to the region’s persistent underproduction of affordable homes. This shortfall has been exacerbated by the prioritization of market-rate and luxury developments, which has overshadowed the urgent need for affordable housing options. As a result, many residents are increasingly struggling to find affordable places to live, revealing a significant disconnect between housing investments and the actual needs of communities. Population growth has consistently outpaced housing development, contributing to overcrowded households and declining vacancy rates. “ Key findings include: • Since 2010, the Bay Area’s population growth has outpaced housing development. • Recent housing construction has leaned toward larger owner-occupied homes, while smaller renter-occupied units have become less prevalent. • There has been a noticeable rise in overcrowded households, particularly affecting renters, residents of color, and low-income families. • Although vacancy rates have decreased since 2010, they remain disproportionately high for newer housing units and large multifamily buildings. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-05, page 121 OMB Control No: 2506-0117 (exp. 09/30/2021) • Cities in the Bay Area have struggled to produce enough affordable housing to meet demand while overproducing market-rate and luxury options. • Most affordable housing built during this period has been limited to large multifamily buildings and accessory dwelling units. The 2025 Contra Costa County Affordable Housing Needs Report prepared by the California Housing Partnership Contra Costa County Housing Need Report 2025 - California Housing Partnership was just released showing the latest rent trends and key findings, below: 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-05, page 122 OMB Control No: 2506-0117 (exp. 09/30/2021) Also in the report, after a decrease of 75% from 2023 last year, State and federal funding for housing production and preservation in Contra Costa County increased slightly in 2025 ($186 million, 104% increase). 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-05, page 123 OMB Control No: 2506-0117 (exp. 09/30/2021) Displacement. With the rising cost of housing in the West Bay, residents have been displaced to more affordable housing in the East Bay. This has brought changing demographics and incomes to many cities. Lower income African American households have been particularly impacted by rising prices throughout the Bay, having to migrate further and further eastward, as this Map shows. The Bay Area Urban Displacement Project has much information about this phenomenon for further study. SF Bay Area – Gentrification and Displacement – Urban Displacement 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-05, page 124 OMB Control No: 2506-0117 (exp. 09/30/2021) Status of Housing Below is a snapshot in February 2025 of the status of housing units in the County. Note that the boundaries of this program, Property Radar, do not conform to the Consortium city boundaries and may include a wider radius in the general city area. County-wide, about three- quarters of homes are owner occupied. Pittsburg, including Bay Point, has the highest renter- occupied rate at almost a third of units. A few areas to note: • Free & Clear- Across the County, a little over a third (34.3%) of homes are “free and clear”, meaning that the owner of the property is “free of any debt or obligation against it”. Antioch has the lowest rate of Free & Clear homes, at 28.2%, and Walnut Creek has the highest at 44.6%. The difference between Antioch and Walnut Creek homeowners’ debt lines up with the income discrepancies between the two cities. Concord’s Free & Clear rate is slightly lower than Pittsburg’s, and both are very close to the County rate. • High Equity- The rates of high equity homes across the county are very similar, with a County average of 45.1 percent. Interestingly, 44.4 percent of owners in Concord have high equity, compared to approximately 40 percent of owners in Antioch, Pittsburg, and Walnut Creek. High equity is considered an asset that can be borrowed against. This breakdown is fairly different from that of Free & Clear homes, as well as many other housing breakdowns discussed in earlier sections, where Walnut Creek sees higher rates of indicators of financial stability. • Underwater- An underwater mortgage, when the principal of the loan is higher than the current value of the home, can make selling or refinancing a home more difficult. Antioch has the highest percentage (4.1) of underwater mortgages, while Walnut Creek has the lowest at 1.8 percent. The median home value in Walnut Creek is much higher than in Antioch, which could contribute to this difference. • Pre-foreclosure – The rates of pre-foreclosure across the County are low. 0.0% of homes in 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-05, page 125 OMB Control No: 2506-0117 (exp. 09/30/2021) Walnut Creek are in pre-foreclosure, 0.1% in the County and Concord, 0.2% in Antioch, and 0.3% in Pittsburg. This amounts to less than 100 homes in each city, and 363 homes in total across Contra Costa County. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-10, page 126 OMB Control No: 2506-0117 (exp. 09/30/2021) MA -10 Housing Market Analysis: Number of Housing Units - 91.410, 91.210(a)&(b)(2) Introduction Detached single-family homes are the predominant housing type in the County, accounting for 68 percent of all housing units. Attached single-family homes make up approximately 9 percent of housing units. Multifamily apartment units account for nearly 23 percent of the housing stock, while the remaining 2 percent of housing units are mobile homes. This distribution of home type in the county has not changed significantly since 2015-2019. Home prices are somewhat more affordable in Contra Costa County, especially in East County, than in most other areas in the Bay Area. However, housing affordability is still a critical issue affecting many residents in the County. Approximately 58 percent of households under AMI spend more than one-third of their incomes on housing costs. This level of housing payment is considered as burdensome to households and suggests that income growth has not kept pace with the increase in housing costs. Detached single-family homes typically have three or more bedrooms (82.9%), while most rental units have either two bedrooms (36.1%) or three or more bedrooms (34.2%). Data below is for the entire County. Jurisdictional data is presented as well. All Residential Properties by Number of Units 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-10, page 127 OMB Control No: 2506-0117 (exp. 09/30/2021) Unit Size by Tenure – County & Consortium Describe the number and targeting (income level/type of family served) of units assisted with federal, state, and local programs. The County as the HOME Consortium lead agency and with its other affordable housing funding, as well as the cities with their separate sources of funds, continue to collaborate to expand affordable housing in communities where such opportunities are limited. The Consortium continue to allocate resources to encourage and facilitate the development of affordable housing throughout the entire Consortium, resulting in the development of new affordable housing. Additionally, provisions were made for a single-family rehabilitation program, first-time homebuyer programs, and fair housing counseling, legal service and outreach. In addition, the County and Consortium members continue to provide CDBG financial support for tenant/landlord services for low-income residents of the County. Lastly, the County’s Mortgage Credit Certificate program reserves 40 percent of its allocation for households with incomes at or below 80 percent of the area median income. Provide an assessment of units expected to be lost from the affordable housing inventory for any reason, such as expiration of Section 8 contracts. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-10, page 128 OMB Control No: 2506-0117 (exp. 09/30/2021) Contra Costa County has affordable rental stock, which is owned by non-profit housing developers. These owners are mission driven to maintain their units as affordable housing in perpetuity. Therefore, even though many projects face expiring use contracts, the non-profit owners generally restructure the financing, rehabilitate the project, and continue to provide affordable housing. There is a risk of affordable units converting to market rate that were financed solely with tax exempt bonds. Does the availability of housing units meet the needs of the population? The greatest need for housing is affordable rental apartment units. Single-family homes make up over 75% of the County's housing stock. Multifamily (23%) and mobile homes (4.2%) make up the remainder of housing units. The median home price is $830,800 (up by almost 60% in 2017), which is not affordable to households earning less than 120% of the median income. The median rent for a two-bedroom apartment (December 2019) is $2,250. This rent is not affordable to households earning less than the median income. There is also a scarcity of affordable, accessible housing in a range of unit sizes, which negatively affects people with disabilities who may need supportive services. Additionally, there is an unmet need for supportive housing for people with psychiatric disabilities as well as housing assistance targeted to persons with intellectual and developmental disabilities. A third type of housing that is particularly needed is housing for low-income senior citizens. Many senior residents are experiencing difficulties coping with rising costs and a lack of adequate transportation. Discussion Strong demand and rising prices in the housing market threaten affordability and place a financial strain on many residents. A combination of market incentives and improvements, increased financial resources to preserve and expand the supply of affordable housing, targeted public investments, and regulatory approaches to protect vulnerable residents will be needed to help meet housing needs in Contra Costa. A priority should be placed on ensuring that there is more affordable housing and more units that come in a range of sizes. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-15, page 129 OMB Control No: 2506-0117 (exp. 09/30/2021) MA -15 Housing Market Analysis: Cost of Housing - 91.410, 91.210(a) Introduction Income level and cost burden are key factors in determining the type of housing needed by the residents of unincorporated Contra Costa County. Contra Costa County, like the San Francisco Bay Area as a whole, has been experiencing an affordable housing crisis for some time. Home prices and market rents in all areas of the county have increased in recent years and reached all-time highs. The high cost of housing places a severe burden on many households and contributes to residential displacement and relocation. As reported in the 2024 Contra Costa County Affordable Housing Needs Report (find here: Contra- Costa_Housing_Report.pdf ) • 32,812 low-income renter households do not have access to an affordable home • State and federal funding for housing production and preservation in Contra Costa County is $91 million, a 75% decrease from the year prior. • 72% of extremely low-income (ELI) households in Contra Costa County are paying more than half of their income on housing costs compared to 1% of moderate-income households. • Renters in Contra Costa County need to earn (updated) $49.81 per hour to afford the average monthly asking rent for a 2-bedroom apartment of $2,773 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-15, page 130 OMB Control No: 2506-0117 (exp. 09/30/2021) Data from the Affordable Housing Needs Report also shows that, after paying the high cost of housing, very low- income households in Contra Costa County are short $11,884 annually for basic needs. Again from the Contra Costa 2024 Housing Report, asking rent trends in the County increased by 1.4% between Q4 2022 and Q4 2023. Many credit rent cap or control policies implemented by major cities as a factor in limiting the climb. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-15, page 131 OMB Control No: 2506-0117 (exp. 09/30/2021) Data source: CoStar Group average asking rent for two bedroom as of February 2024. Bureau of Labor Statistics (BLS) Occupational Employment and Wage Statistics (OES) for California Occupations, 2023. Current Rents (data from Renthop - Average Rent in Contra Costa, CA | Contra Costa, CA Rent Costs | RentHop ) Rents for a studio apartment in Contra Costa County have risen a shocking 86% from three years ago, when rents were frozen by State law during the pandemic. Cost of Housing 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-15, page 132 OMB Control No: 2506-0117 (exp. 09/30/2021) Housing Affordability MA-15 - Housing Affordability by Tenure % Units affordable to Households earning: County Renter Owner 30% HAMFI 9,154 No Data 50% HAMFI 25,640 6,651 80% HAMFI 64,192 19,432 100% HAMFI No Data 43,546 Total 98,986 69,629 Data source: 2016-2020 CHAS as found in IDIS 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-15, page 133 OMB Control No: 2506-0117 (exp. 09/30/2021) Monthly Rent ($) Monthly Rent ($) Efficiency - 0 bedroom 1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom Fair Market Rent 1,658 1,969 2,405 3,144 3,706 High HOME Rent 1,390 1,491 1,791 2,060 2,279 Low HOME Rent 1,085 1,162 1,395 1,611 1,797 Data: IDIS HUD FMR & HOME Rents Is there sufficient housing for households at all income levels? There is not sufficient housing for households at all income levels. Because of the high cost of housing in the Bay Area, many households overpay for housing. According to HUD, households should spend less than 30 percent of their income on housing, including utilities, taxes, and insurance. Extremely low-income and low-income households face a substantial shortage of affordable housing. There are also significant number of households who are cost burdened. Approximately 32% of all households in Contra Costa County are cost burdened (paying more than 30% of their income towards housing costs) while 14.5% of all households are severely cost burdened (paying more than 50% of their income towards housing costs). Among extremely low-income households, 69.4% are cost burdened. Among all 197,090 households who make below the median income, 107,980 (55 percent) are cost burdened. A comparison of renters and homeowners experiencing overpayment puts risk of displacement into better perspective and assists in the establishment of policies and programs to reduce this risk. Renters make up 33 percent of the total county households, with almost half (43 percent) reporting overpayment of 30 percent of their income. However, approximately 63 percent of lower-income renter households are overpaying. The most at-risk of displacement population are extremely low-income rental households, of whom 11 percent are overpaying and 56 percent are severely overpaying. How is affordability of housing likely to change considering changes to home values and/or rents? Affordability of housing is likely to continue to decline as home values and rents continue to increase. Market rents in Contra Costa are substantially higher than median contract rents recorded by the American Community Survey. Median contract rent is considered actual rents between landlords and tenants surveyed. A recent analysis by the California Housing Partnership found that the median rent in Contra Costa in 2017 was $2,300 and that median rents have increased by 25% since 2000. According to Zillow.com, the average rent in Contra Costa County was $2,793 as of February 2025. 57.1% of renters in the County paid $2,000 or more for rent. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-15, page 134 OMB Control No: 2506-0117 (exp. 09/30/2021) In addition, the sales price for a home has increased from $522,300 in 2017 to $830,800 in 2023, a 59.1% increase over 6 years. Rents and home prices in Contra Costa remain lower than in the San Francisco Bay Area overall. However, the Bay Area continues to experience employment and population growth and so both rents and home values will likely continue to rise over time. How do HOME rents / Fair Market Rent compare to Area Median Rent? How might this impact your strategy to produce or preserve affordable housing? The 2024 Low HOME (50% AMI) rent in Contra Costa County for a two-bedroom apartment is $1,752. The High HOME (65% AMI) rent is $2,102. The 2025 Fair Market Rent for a two-bedroom apartment in California is $2,464. The data highlights the challenges that Housing Choice Vouchers experience in finding affordable housing, especially in high-opportunity areas, as fair market rents are well below current market rents. Due to the high cost of construction and the continual cuts to the CDBG and HOME programs, it may be more feasible over the next five years to preserve existing affordable housing than to construct new affordable housing. This approach will assist those already housed but will not be able to assist cost burdened households. Discussion Over the next five years, it will be crucial to preserve existing affordable housing, particularly in areas undergoing gentrification and displacement and to expand the supply of affordable housing by producing new housing units. It will be particularly important to expand the supply of affordable housing for families in high opportunity areas where HOME rents are not close to the market rent. Market incentives and improvements to develop new affordable housing and increasing available county-wide financial resources for both preserving and creating affordable housing will be important strategies. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-25, page 135 OMB Control No: 2506-0117 (exp. 09/30/2021) MA -20 Housing Market Analysis: Condition of Housing - 91.410, 91.210(a) Introduction Maintenance and improvements of current housing stock is a key component of an overall housing strategy. The cost to maintain existing housing is significantly less than constructing new units. Housing age is a good indicator of housing condition because housing deteriorates over time if not properly maintained. Deteriorated properties depress neighboring property values, discourage reinvestment, and decrease the quality of life in that neighborhood. It is generally accepted that structures over 30 years old begin to show signs of deterioration and require reinvestment to maintain their quality. Housing over 50 years old require major renovation to remain in good working order if they have not been properly maintained. An estimated 40-50 residential units annually become inhabitable and are in imminent need of replacement. Homes, including older homes, in the more affluent areas of the County are usually well maintained. Older homes in lower income neighborhoods often have deferred maintenance that include items such as failing roof or cracked foundations, window replacement, electrical, plumbing, and HVAC repairs. In addition, older neighborhoods have failing infrastructure such as sewer and water service. As more than half of the homes in the County were built before 1979, maintenance is an important issue. Describe the jurisdiction's definition for "substandard condition" and "substandard condition but suitable for rehabilitation: Contra Costa uses the HUD definition of "substandard condition”: “Lacks complete kitchen or plumbing facilities." In addition, the County's owner-occupied rehabilitation program considers code violations to be substandard housing, and incipient conditions to be precursors to substandard housing. The definition for "substandard condition but suitable for rehabilitation" includes repair and replacement of code violations and incipient conditions. Homes that are not suitable for rehabilitation are those suffering from extensive damage from fire, flood, or other structural damage that requires demolition and/or reconstruction of a significant portion of the building. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-25, page 136 OMB Control No: 2506-0117 (exp. 09/30/2021) Condition of Units 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-25, page 137 OMB Control No: 2506-0117 (exp. 09/30/2021) 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-25, page 138 OMB Control No: 2506-0117 (exp. 09/30/2021) 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-25, page 139 OMB Control No: 2506-0117 (exp. 09/30/2021) Risk of Lead-Based Paint Hazard MA-20 - Risk of Lead-Based Paint Hazard County Year Units Built Owner-Occupied Renter-Occupied # % # % Total # Units Built Before 1980 150,183 54.0% 70,868 53.2% Housing Units built before 1980 with children present 19,635 13.1% 15,395 21.7% Antioch Total # Units Built Before 1980 9,211 39.2% 6,273 46.3% Housing Units built before 1980 with children present 1,330 14.4% 1,555 24.8% Concord Total # Units Built Before 1980 22,240 79.4% 11,914 67.7% Housing Units built before 1980 with children present 3,245 14.6% 2,715 22.8% Pittsburg Total # Units Built Before 1980 6,326 44.2% 4,403 48.2% Housing Units built before 1980 with children present 805 12.7% 1,175 26.7% Walnut Creek Total # Units Built Before 1980 21,818 73.7% 15,273 57.3% Housing Units built before 1980 with children present 1,434 6.6% 1,215 8.0% Data Source: ACS 2019-2023 5-year estimates Vacant Units Vacant Units - County County Types of Vacant Units Suitable for Rehabilitation Total Yes No Vacant Units 15,884 15,884 Abandoned Vacant Units REO Properties 45 45 Abandoned REO Properties Antioch Vacant Units 1,173 1,173 Abandoned Vacant Units 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-25, page 140 OMB Control No: 2506-0117 (exp. 09/30/2021) REO Properties 9 9 Abandoned REO Properties Concord Vacant Units 1,818 1,818 Abandoned Vacant Units REO Properties 3 3 Abandoned REO Properties Pittsburg Vacant Units 597 597 Abandoned Vacant Units REO Properties 4 4 Abandoned REO Properties Walnut Creek Vacant Units 1,789 1,789 Abandoned Vacant Units REO Properties 1 1 Abandoned REO Properties Data Source: 2017-2022 CHAS Data, ACS 2019-2023 Describe the need for owner and rental rehabilitation based on the condition of the jurisdiction's housing. Countywide, only 18.2% of owner-occupied housing and 16.6% of renter-occupied housing was built in the past 25 years. Almost 28% (27.8%) of owner-occupied housing and 30.2% of renter housing – 117,550 units - was built between 1980-1999. This housing is between 26-45 years old and nearing or well ready for rehabilitation investment. Over 43% of owner housing and almost 42% of renter housing was built between 1950 and 1979 and is between 46 and 75 year old. That is a total of 176,691 homes and apartment units that will have required some significant investment to maintain their safety and quality. Furthermore, 44,350 units were built before 1950. Homes built in the 1950’s and earlier can have a number of housing issues that need to be addressed, including: • energy inefficiency including inadequate insulation, which causes higher utility housing costs; • outdated electrical systems such as ungrounded electric receptacles, undersized electric service and panels that are fire hazards; • failing plumbing as galvanized pipes and cast iron drainage pipes reach their serviceable lifespan; 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-25, page 141 OMB Control No: 2506-0117 (exp. 09/30/2021) • asbestos-based materials, especially in floor and ceiling tile, siding, pipe insulation and vermiculite attic insulation; • lead-based paint; • lack of air conditioning and issues with ventilation; • structural issues such lack of bracing for earthquake resilience, soil erosion causing cracks and failing foundations; • failing framing due to water incursion or pest damage; and • other safety hazards. Deteriorated single-family and multi-family housing throughout the county requires rehabilitation to address the above issues when general maintenance has not been conducted on a regular basis. Additionally, aging and/or disabled renters and owners may require accessibility improvements to age in place. Estimate the number of housing units within the jurisdiction that are occupied by low or moderate income families that contain lead-based paint hazards. 91.205(e), 91.405 Lead-based paint was outlawed for use in housing in 1978. Over half of both owner-occupied units (53.9%) and renter occupied units (53.2%) in the County were built prior to 1980 and thus has more risk of containing lead-based paint hazards. Low- and moderate-income (LMI) families are more likely to live in older housing, which is generally less expensive than newly built homes. Based on the demographic data provided in this Consolidated Plan, approximately 38% of HOME Consortium households (156,900 of 408,537), both renter (57.7%) and owner (29.2%), are low- income (at or below 80% AMI - see NA-10 above). Applying this percentage to the total number of units (renter and owner) built before 1980 (221,051 units) results in approximately 83,999 units that may contain lead-based paint hazards occupied by low-income households. The rate of renter occupied units built before 1980 with children present is 21.7%, almost double the owner-occupied rate of 13.1%. Applying the rate of low- and medium-income renter-occupied households of 57.7%, there are approximately 8,883 LMI households with children present in homes built before 1980. Renters with children are at higher risk for lead-based paint hazards. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-25, page 142 OMB Control No: 2506-0117 (exp. 09/30/2021) MA -25 Public and Assisted Housing - 91.410, 91.210(b) Introduction Two public housing authorities operate within Contra Costa County: o The Housing Authority of Contra Costa County (HACCC), headquartered in Martinez, CA, owns 974 units of public housing in 12 developments scattered throughout 9 communities in the County. The HACCC also administers approximately 9,000 units under the Housing Choice Voucher (HCV) and Shelter Care Plus programs, and 243 other multi-family units. o The Housing Authority of the City of Pittsburg (HACP), seated in north-central Contra Costa County, manages 1140? tenant-based HCVs and has no public housing of its own. In the HACP jurisdiction, there are 176 public housing units administered by the HACCC. Totals Number of Units Public Housing by Program Type – BOTH HOUSING AUTHORITIES # of units vouchers AVAILABLE Certi- ficate Mod- Rehab Public Housing Vouchers Total Project based Tenant based Special Purpose Voucher Veterans Affairs Supportive Housing Family Unification Program Dis- abled * HACC 279 0 970 9,963 1,855 8,108 337 43 0 # of accessible units HACP 0 0 0 1,140 29 926 185 0 0 # of accessible units Total vouchers available 279 0 970 11,103 1,884 9,034 522 43 0 *includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Describe the supply of public housing developments: Describe the number and physical condition of public housing units in the jurisdiction, including those that are participating in an approved Public Housing Agency Plan: The supply of public housing developments is never adequate and on a continuing downturn. Most of it is dilapidated and in serious need of upgrades and modernization. Housing Authorities are grossly underfunded for these modernizations efforts and can only do a very limited amount of 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-25, page 143 OMB Control No: 2506-0117 (exp. 09/30/2021) improvements in any given year. This just leaves the majority of the properties in a continual pattern of disrepair. HACCC is working to convert all Public Housing to voucher-based rental assistance under the Project-Based Voucher program. Public Housing Condition Public Housing Condition Public Housing Development Average Inspection Score City Area of County AMP 1, Alhambra Terrace, The Hacienda 89 Martinez both Centra County AMP 2, Vista Del Camino, Kidd Manor 84 San Pablo both West County AMP 3: Los Nogales, Los Arboles, Casa de Manana 87 Brentwood, Oakley, Oakley East County AMP4: Bayo Vista 46 Rodeo West County AMP 5: El Pueblo 59 Pittsburg East County AMP 8: Casa de Serena 64 Bay Point East County AMP 9: Elder Winds, Bridgemont 92 Antioch both East County Describe the restoration and revitalization needs of public housing units in the jurisdiction: Public housing in Contra Costa has an immediate Capital Need of approximately $25 million dollars and a long term need of close to $150 million for a complete overhaul and modernization of its 970 units. Describe the public housing agency's strategy for improving the living environment of low- and moderate-income families residing in public housing: HACCC receives approximately $3-4 million annually to address ALL improvements and repairs across 12 public housing properties. With such a lack of funding, the strategy taken is to address the most dire needs at any given time. In addition, with each unit turnover, a small modernization effort is made to replace appliances, cabinets, flooring, etc. so that the cost is spread across months and years in order to have adequate funding for the failure of major systems like, rooves, HVAC, elevators and boilers. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-30, page 144 OMB Control No: 2506-0117 (exp. 09/30/2021) MA -30 Homeless Facilities and Services - 91.410, 91.210(c) Introduction Consistent with the CoC’s long-range plans the County Consortium prioritizes the use of its limited housing development resources to support permanent housing affordable to those with extremely-low, very-low and low incomes. In addition, The Consortium prioritizes the use of CDBG and ESG funds to support supportive services and public facilities (emergency shelters and shelter related services) that primarily assist the homeless. Facilities Targeted to Homeless Persons Facilities Targeted to Homeless Persons Emergency Shelter Beds Transitional Housing Beds Permanent Supportive Housing Beds Year Round Beds (Current & New) Voucher / Seasonal / Overflow Beds Current & New Current & New Under Develop- ment Households with Adult(s) and Child(ren) 128 40 128 777 0 Households with Only Adults 474 117 155 838 0 Households with Only Children 4 0 0 0 0 Chronically Homeless Households 0 0 0 337 Veterans 16 0 0 429 0 Unaccompanied Youth 19 0 27 11 0 Data Source Comments: 2024 Housing Inventory County NOTES: Chronic, Veteran, and Unaccompanied Youth beds are subsets of Housing Type beds. Describe mainstream services, such as health, mental health, and employment services to the extent those services are used to complement services targeted to homeless persons The CoC has continued to expand and grow partnerships especially partnerships in health, mental health, and employment services. These are essential to ensuring the CoC continues to provide those utilizing homeless services with a holistic range of care, an individualized housing plan, and case management. The CoC is administered by the County Health Services department, which includes healthcare and behavioral health divisions. This strategic departmental composition, allows individuals accessing homeless services to obtain streamlined and coordinated health and behavioral health care, including practitioner access to a shared database that ensures consistent, non-duplicated service provision. The Health, Housing, and Homeless Services Division of the County Health Services department also retains health and behavioral health care clinicians and a variety of specialized staff to work 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-30, page 145 OMB Control No: 2506-0117 (exp. 09/30/2021) on interdisciplinary teams within housing and service programs, including outreach teams, a multiservice center, and emergency shelter sites. Furthermore, the County Employment and Human Services Department also partners with the CoC, including the Health Services Department and local nonprofit service providers, to provide comprehensive services. Partnering with the Department allows the CoC to expand services and offer a wide range of mainstream employment, vocational, and social supports to individuals in tandem with CoC programs and local employment service organizations. The Department has also been instrumental in promoting best practice models of mainstream and alternative employment and vocational programing. The CoC is working with the Workforce Development Board and other local employment services providers to increase coordination and access to employment services for working age individuals experiencing homelessness or housing instability in the County. It should be noted, that while the CoC continues to make strides in service improvements, it is challenging to keep pace with the rising housing costs. As stated in the Out of Reach 2024 Report, households need to make an hourly wage of at least $49.81 at 40 hours per week ($103,600 annually) to afford the Fair Market Rent (FMR) for a two-bedroom apartment and utilities in Contra Costa County (National Low Income Housing Coalition, 2024). National Low Income Housing Coalition. (2024). Out of reach 2024: California. Retrieved from https://nlihc.org/sites/default/files/oor/2024_OOR-california.pdf List and describe services and facilities that meet the needs of homeless persons, particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth. If the services and facilities are listed on screen SP-40 Institutional Delivery Structure or screen MA-35 Special Needs Facilities and Services, describe how these facilities and services specifically address the needs of these populations. The County designed the services and facilities for the homelessness system of care alongside its partners with the understanding that housing is a social determinant of health. The services and facilities are designed to provide holistic supports to address the whole health, supportive services, and stability of individuals and households experiencing or at risk of homelessness and employ a Housing First approach. These services and facilities are evaluated, resourced, and updated based on client and community need, while also ensuring compliance with state and federal guidelines. For a list of categories and services provided, please see discussion in NA-40. Services and facilities are designed to best support client and community needs, and best practices based on evidence, data, and community input around what is necessary for achieving positive health and housing outcomes for individuals experiencing homelessness in Contra Costa. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-30, page 146 OMB Control No: 2506-0117 (exp. 09/30/2021) Furthermore, these services and facilities are built around a coordinated access, assessment, and referral system, referred to as Coordinated Entry. The system maintains data on client, program, and system level needs, which informs how services and facilities are developed and prioritized. The system is governed by a body of knowledgeable, concerned, and invested citizens and stakeholders and individuals with lived expertise who report to the County Board of Supervisors about the function and effectiveness of the system’s services and facilities. As the County’s understanding grows and needs and practices related to homelessness evolve, the County and its collaborators make every effort to develop and enhance the services and facilities in partnership. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-35, page 147 OMB Control No: 2506-0117 (exp. 09/30/2021) MA -35 SPECIAL NEEDS FACILITIES AND SERVICES - 91.410, 91.210(D) Introduction The previous section talked about the needs for housing, facilities and services for homeless residents, which are a special needs group. Homeless residents also consist of a cross section of the special needs populations being discussed in this section. This includes persons with mental and physical disabilities, seniors, victims of domestic violence, persons with alcohol and other drug addictions, and persons with HIV. This section will concentrate on the non-homeless special needs groups identified in section NA- 45, which are: • Senior households, which are defined as any households with at least one member aged 62 and older, considered to have special housing and other needs because of their limited and often fixed income which results in a high-cost burden, and disabling conditions; • Disabled households, which includes mentally (including developmentally disabled) and physically disabled persons. persons living with HIV/AIDS and persons with alcohol or other drug addiction, considered special needs because of often limited income, high-cost burden and disabling conditions; • Single-parent households (especially Female-headed households with children), considered special needs because of often lower income, high-cost burden, high need for services to help support children’s needs, and o Victims of domestic violence. Battered spouses of any gender and their children are a subset of Single parent households. They are also considered to be homeless by HUD definition are and discussed in the Homeless Needs section NA-40; • Large households are those with five or more members, considered to have special housing and service needs due to sometimes limited larger housing supply resulting in overcrowding as well as needs of multiple children; and • Agricultural workers. Both year around and seasonal who are considered to have special housing and services needs due to lower income, limited English proficiency and literacy, and lower levels of adaptation to technology. Including the elderly, frail elderly, persons with disabilities (mental, physical, developmental), persons with alcohol or other drug addictions, persons with HIV/AIDS and their families, public housing residents and any other categories the jurisdiction may specify, and describe their supportive housing needs Supportive housing needs vary substantially in some populations depending on the specific type of special needs. Again, Senior and Disabled households will be discussed together due to their similar needs for accessible, affordable housing and a wide variety of assistance services. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-35, page 148 OMB Control No: 2506-0117 (exp. 09/30/2021) Senior & Disabled Households – Supportive housing that combines housing with health and other services in a supportive social community can help older adults and persons with disabilities maintain their independence. The demand for supportive housing options is increasing as the baby boom population ages, life expectancies lengthen, and more older adults need health care and other supports to help them age in place in their communities. Unfortunately, throughout the USA and Contra Costa County there is a severe shortage of accessible and affordable housing to meet these growing needs. • Affordable Subsidized Housing. Seniors and disabled households can receive housing assistance through the Public Housing Authorities, as previously discussed. In addition, the County and Contra Costa Consortium members have all partnered with nonprofit and for- profit developers to produce a variety of affordable housing with services throughout the County. These include hundreds of units in dozens of developments located in Antioch, Brentwood, Clayton, Concord, Crockett, Danville, El Cerrito, El Sobrante, Hercules, Lafayette, Martinez, Oakley, Pinole, Pittsburg, Richmond, Rodeo, San Pablo, San Ramon, and Walnut Creek. Some of these provide supportive services but not all. • Non-Subsidized Housing. Other types of non-subsidized Senior and Disabled Housing and services fall into two general categories: Senior or Disabled Housing and Long-Term Care. While both senior/disabled housing and long-term care aim to ensure safety and improve quality of life, their purposes and services differ significantly. Senior housing offers minimal care, mostly focusing on lifestyle and community, whereas long-term care involves personal, specialized medical support. Additionally, residents in senior housing maintain higher levels of independence compared to those in long-term care facilities, where assistance can escalate to 24/7 support. Furthermore, senior housing is less costly than long-term care due to lower care requirements. However, amenities can influence costs in both. Current options for senior housing that requires supportive care include: o Home care with assistance. Most people want to remain in their homes or apartments as their age. Doing so may require assistance that can be provided by a relative or paid care professional IF the household has sufficient income to afford services. Some of these costs may be reimbursed through different types of insurance. ▪ Affordable Housing Programs for Homeowners - Housing Rehabilitation programs (provided by most Consortium members) which provide loans and grants to make accessibility improvements that create a safe environment for caretakers and those who are aging or have disabilities. ▪ Supportive Services – There are a wide variety of services that may be needed in addition to varying levels of personal care and assistance. These include utility assistance, especially for those with electricity-dependent assistive devices, and transportation through the disabled transportation arm of bus services to area- specific shuttles just for seniors, to taxi/transportation certificates. For a complete list of all services provided to seniors and disabled residents, visit the Contra Costa Crisis Center / 211 Directory and click on Senior/Disabled Services here: Home 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-35, page 149 OMB Control No: 2506-0117 (exp. 09/30/2021) In Contra Costa, some of the services for seniors/frail seniors and disabled people that are funded by the Contra Costa Consortium include: ➢ Food – hot meals at Senior Centers and delivered to the home by Meals on Wheels Diablo Region; a wide variety of food pantries and assistance through churches, community groups and the Food Bank; free hot lunches at Loaves & Fishes Dining Rooms in most Consortium cities. ➢ Assessment and provision of free assistive devices, information and referral, group activities, and support groups for visually impaired individuals through Lion’s Center for the Visually Impaired, as well as services, assistive technology, information and referral and peer counseling for persons with disabilities through Independent Living Resources. ➢ Caregiver respite through Adult Day Healthcare programs in Central and East county such as those through Choice in Aging; ➢ Care case management for help with insurance, abuse, and Fall Prevention assessment and services through Meals on Wheels Diablo Region. ➢ Free legal advice and assistance to help retain housing, counter scams, resolve family issues through Contra Costa Senior Legal Services ➢ Ombudsman advocacy services for severely disabled persons residing in long- term care facilities through Empowered Aging. ➢ Senior transportation programs such as those provided through the Lamorinda Spirit Van and various senior centers. ➢ Recreation and programming for seniors and disabled persons through local Senior Centers, like the Pleasant Hill Recreation & Park District. o Senior Housing with services. Senior housing varies tremendously from HUD 202 developments that allow lower income seniors/disabled persons to pay no more than 30% of their income on housing costs, to luxurious and costly apartments in senior communities with golf courses and fine dining. ▪ Supportive services in senior housing may include meals and limited transportation, recreational activities, and more. o Long Term Care - Assisted Living. This category includes residential care facilities that can be large complexes with a continuum of care provided at increasing cost, to small 6 person or less residential homes with care. Assisted living provides support with daily activities such as bathing, dressing, and medication management. It can provide a level of independence with additional support services available. o Long Term Care - Skilled Nursing Facilities (SNF) or Homes. Skilled nursing facilities focus on individuals requiring round-the-clock care and medical attention. They are staffed with licensed healthcare professionals to handle advanced medical needs. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-35, page 150 OMB Control No: 2506-0117 (exp. 09/30/2021) o Memory Care Units. Memory Care provides specialized care for seniors with Alzheimer’s or other forms of dementia. The environment and activities are specifically designed to support cognitive challenges. • Persons with mentally or developmental disabilities – Housing specifically for special needs has been developed by the County and Consortium members in Clayton, Concord, El Cerrito, El Sobrante, Oakley, Orinda, Pinole, Pittsburg, Pleasant Hill, Richmond, Walnut Creek. • Persons with alcohol or other drug disabilities. Due to the circumstances of the special needs groups identified in this section, many have difficulty maintaining housing, finding affordable housing, and accessing various supportive services to maintain or improve their quality of life. Some become homeless, and their needs have been discussed in those sections with housing as emergency beds in a homeless shelter. Although this population is considered to have special needs, services and supportive housing are only provided by the Consortium members if they become homeless as a result of these disabilities or if they develop these disabilities while homeless. o Housing. In addition to homeless shelter beds, there are various treatment programs available that provide temporary housing. These include: detoxification environments which provide safe withdrawal for about 5 days in a 24-hour supervised environment; residential programs which provide time-limited housing and treatment, o Supportive Services. Examples of services needed by this population include medication assisted treatment programs such as: methadone for persons with opioid use disorders; outpatient programs that provide counseling, education and relapse prevention services, support groups, vocational and job support and connection to other treatment services. In addition, there are specialized services such as those for people who have received DUI citations or restrictions, as well as women’s services and youth treatment and prevention services. Services are also available for Spanish speaking residents. Many programs are provided through the Contra Costa County Public Health Department, called Contra Costa Health. More services for persons with addictions can be found in the 211 database previously mentioned. • Persons with HIV/AIDs disabilities. There are 2,816 persons living in HIV/AIDS in Contra Costa County, as discussed in section NA-45. Although many may have a need for affordable housing, the proportion that needs supportive housing with services is more likely to be limited to those whose viral load has not been suppressed. This has become less common due to new and more affordable drug therapies for persons living with HIV. Data from the California HIV Surveillance Report 2023 states that 72.2% of reported persons with HIV in Contra Costa County achieved viral suppression. That leave 788 persons (27.8%) who may need supportive housing at some point if their viral load is not suppressed. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-35, page 151 OMB Control No: 2506-0117 (exp. 09/30/2021) o Affordable Housing with Subsidies for persons with HIV/AIDS has been developed by Consortium members in Concord, El Cerrito, Pacheco, Pittsburg, Richmond, and Walnut Creek. • Single-parent households. As discussed in the Needs Analysis, single-parent households are looking for safe affordable housing for their children near schools and work. o Affordable Subsidized Housing. The Consortium has supported the development of affordable housing throughout the county for families. In addition, the Housing Authorities provide vouchers for families when vouchers become available. o Supportive Services. Supportive services for single- and low-income mothers are available through various non-profit organizations in the county, including Brighter Beginnings, and others. In addition, the County’s Health Services Department offers many programs through its Family, Maternal & Child Health, and Community Wellness sections. The Contra Costa Crisis Center (211database.org) lists all available services. • Victims of domestic violence. As mentioned in the Needs Analysis, this population is considered a subset of single person households. o Affordable Subsidized Housing. Victims of domestic violence have needs for emergency shelter when immediately fleeing violence, transitional housing to all time for them to emotionally and physically recover and develop/augment their job skills and find work to sustain housing. At that point, they are likely to seek the same kind of housing as other single-parent households or become a two-parent household. The Consortium funds the STAND! For Families Free of Violence Rollie Mullen 24-bed Emergency Shelter and transitional housing development as well as its subsequent rehabilitation project many years later. o Supportive Services. The Consortium funds a variety of supportive services that aid spouses and children who have been abused: ➢ STAND! For Families Free of Violence is the largest agency serving victims of domestic violence in Contra Costa County, providing a variety of services to victims of domestic violence, including a crisis line, legal advocacy, employment assistance, and a batterer’s treatment program. ➢ The Family Justice Alliance is a public/private partnership designed to reduce domestic violence, family violence, sexual assault, elder abuse, and human trafficking in Contra Costa County. The provides comprehensive, coordinated, and community-wide approaches that interrupts the progressive cycle of violence. The Alliance develops and delivers direct services through its partners and at its centers located in East, Central, West and South County including restraining orders. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-35, page 152 OMB Control No: 2506-0117 (exp. 09/30/2021) ➢ Community Violence Solutions provides forensic interviewing of child victims of sexual and physical assault at their Children’s Interview Center, allowing all aspects of law enforcement and community welfare agencies to participate through a one- way mirror with two-way communication with a trained, skilled interviewer who conducts the process. This helps to avoid re-traumatizing the child through repeated interviews and recounting of their experiences. ➢ Contra Costa Crisis Center provides grief counseling for adults and children. Large households. Lower income households with five or more members five or more members have a need for more bedrooms and larger dwellings but may not have the income required. The needs of households with multiple children must also be taken into account, particularly requirements for childcare, infant care, and support for children with disabilities • Affordable Subsidized 3+ Bedroom Housing. Support the development of 3+ bedroom affordable units throughout Contra Costa County. • Supportive Services. Large households may require a range of support programs, including healthcare services like Medi-Cal, cash assistance programs such as CalFresh (food stamps) and CalWORKs, food pantry support, free school meal programs, help with vehicle and education expenses, childcare assistance, and more. Services provided by Consortium members include: ➢ A Place of Learning – Provides free academic assistance through personalized tutoring sessions. ➢ Bay Area Crisis Nursery – Provides emergency childcare and short-term residential care and services to families in crisis. ➢ CoCoKids – Provides multifaceted programs and services to improve the lives of children and families, including resources and referral to connect parents to child care, child health and nutrition food programs, classes and workshops on parenting and a wide variety of topics about children, child care subsidy funds, as well as support for emerging, new and existing family child care businesses. ➢ Community Violence Solutions – Provides the Children’s Interview Center, which conducts forensic interviews of children who have been sexually or physically abused or witnessed other traumatic events, and provides advocacy services, parent education and access to therapy, for children ages 2-17 and developmentally delayed people of any age. ➢ Contra Costa Crisis Center and 211- Connects the community to a wide variety resources. ➢ Court Appointed Special Advocates – Trains and connects advocates/mentors for youth in the foster care system to help them in court and serve as supportive role model. ➢ Dentists on Wheels – Offers free dental care to to the uninsured or underinsured. ➢ East Bay Center for the Performing Arts – Offers performing arts programs for 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-35, page 153 OMB Control No: 2506-0117 (exp. 09/30/2021) elementary school students in Richmond to enrich children’s lives, broaden their experience, and support global art traditions. ➢ Food Bank of Contra Costa – Distributes free bags of nutritionally appropriate food throughout the County, delivered directly by the Food Bank and through partnerships with food pantries, the majority of which are in lower income areas. ➢ Housing and Economic Rights Advocates – Provides debt/credit counseling, tenants’ right workshops, legal support services, and educational workshops to assist homeowners and tenants in maintaining their housing. ➢ James Morehouse Project at El Cerrito High School – Provides comprehensive mental health and student support services to students to increase student well-being and connectedness. ➢ Loaves and Fishes – Provides free lunch dining rooms throughout the County, as well as free 12-week introductory culinary program for those interested in the culinary industry who are experiencing barriers to employment. ➢ Monument Crisis Center - A family resource center in Central County that provides food, resources, and referrals to help stabilize families. ➢ Mt. Diablo Unified School District’s CARES Expanded Learning Program - After school enrichment program to expand educational opportunities for children. ➢ Opportunity Junction – Provides a variety of economic development training programs including for those interested in Administration professions and home health care. ➢ Renaissance Entrepreneurship Center – Provides intensive small business/microenterprise training, classes, individual consulting, networking, and access to capital services. ➢ Richmond Community Foundation’s SparkPoint Contra Costa – Offers coaching services to improve credit, increase income, and build/preserve assets. ➢ SHELTER Inc. - Provides rental assistance and supportive services to households facing crisis or at risk of losing housing. ➢ St. Vincent de Paul – The RotaCare Pittsburg Free Medical Clinic provides free bilingual urgent and chronic medical care to the uninsured or underinsured, including physician/nurse treatment, pharmaceuticals, lab services, x-rays, MRIs, ultrasounds and diagnostics. ➢ Village Community Resource Center – Provides family-focused bilingual after-school literacy, tutoring and community-school partnership programming. Agricultural workers. Agricultural workers may be employed year-round or on a temporary or seasonal basis, often requiring housing and support services for themselves and their families. • Affordable Subsidized Housing. To meet the housing needs of farmworkers, the County will continue to support developments, primarily in East County, that will provide affordable homeownership and rental opportunities for extremely low- and very low-income households, which may include farmworker families. • Supportive Services. As a predominantly Spanish-speaking, low-income population, language and income barriers may impact opportunities for professional advancement. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-35, page 154 OMB Control No: 2506-0117 (exp. 09/30/2021) Supportive services, including English as a Second Language (ESL) classes, microenterprise development, etc. can assist in obtaining higher paying jobs. Services supported by Consortium members include: ➢ A Place of Learning provides free academic assistance in the form of personalized tutoring in far East County. ➢ Monument Impact provides assistance in Spanish for microenterprise development. At their Concord location they run a Day Laborer Center to provide safety, translation services, and assists in the obtainment of workers’ wages in a safe and secure manner. ➢ Multicultural Institute – Provides access to programs to help families reach economic stability, including day laborer programs, economic development, vocational skill development support, legal, health and food services. ➢ Opportunity Junction teaches computer skills in its Tech Center, offering free computer usage and training in both English and Spanish. They also provide training in administrative careers, as well as Certified Nursing Assistant training with bi-lingual staff. Describe programs for ensuring that persons returning from mental and physical health institutions receive appropriate supportive housing Contra Costa Behavioral Health Services, in collaboration with the Consortium provides a range of supportive housing options for individuals returning from mental health institutions in addition to persons with psychiatric disabilities who may be at risk of institutionalization. The strongest direct connection for this population to supportive housing is through the Homeless Continuum of Care. Entry to permanent supporting housing (PSH) units is through the Coordinated Entry System, Homeless Management Information System (HMIS). Individuals exiting mental or physical health institutions, as well as prisons, who are at risk of becoming homeless, are assessed at a CARE Center or by a CORE Homeless Outreach team member. Their housing needs are evaluated, and they are prioritized for placement based on their assessment score. Access to various types of housing, including options for seniors and individuals with disabilities or special needs, is available through applications to a range of affordable housing programs and developments, such as the Housing Choice Voucher Program. Additionally, Independent Living Resources offers room-matching services to help individuals with disabilities find shared housing—currently one of the only affordable rental options for single individuals in the County. Specify the activities that the jurisdiction plans to undertake during the next year to address the housing and supportive services needs identified in accordance with 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-35, page 155 OMB Control No: 2506-0117 (exp. 09/30/2021) 91.215(e) with respect to persons who are not homeless but have other special needs. Link to one-year goals. 91.315(e) Contra Costa County and the Cities of Antioch, Concord, Pittsburg, and Walnut Creek will undertake the following activities to increase the supply of permanent supportive housing for persons with disabilities and services for people with disabilities: o Use affordable housing funds for the construction of permanent supportive housing developments, in which 10-25% of units are set aside for persons with disabilities. Affirmatively market units to individuals with intellectual and developmental disabilities, their families, and service providers, such as the Regional Center of the East Bay. o Explore methods for nonprofit partners to assist in purchasing or master leasing affordable units within inclusionary market-rate developments and set a portion of those units aside for persons with disabilities. o Fund programs that provide services that will support persons with disabilities, such as Lions Center for the Visually Impaired. o Explore funding options for continuing community-based services for possible expansion of services, particularly for persons with psychiatric disabilities. For entitlement/consortia grantees: Specify the activities that the jurisdiction plans to undertake during the next year to address the housing and supportive services needs identified in accordance with 91.215(e) with respect to persons who are not homeless but have other special needs. Link to one-year goals. (91.220(2)) Special needs groups with priority housing and supportive needs within the County include the elderly/frail, victims of domestic violence (which includes abused/neglected children), persons with HIV/AIDS, and persons with physical/mental disabilities. Support public service programs with CDBG funds that offer assistance, such as, transportation, food insecurity, health care, education, etc. to non-homeless special needs populations. In addition, the Consortium will continue to fund infrastructure/public facilities activities with CDBG funds that will help provide and/or improve access to facilities for persons with disabilities. This may include ADA improvements such as construction of accessible ramps, installation of wheelchair lifts, wider doorways, accessible parking, etc. The County will use CDBG and HOME funds to assist in the development of new units of affordable housing for seniors (including frail elderly), persons with HIV/AIDS, and persons with physical and mental disabilities. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-40, page 156 OMB Control No: 2506-0117 (exp. 09/30/2021) MA -40 Barriers to Affordable Housing - 91.410, 91.210(e) Describe any negative effects of public policies on affordable housing and residential investment This section of the Consolidated Plan will provide information and resources on: • Public Policy barriers to the development of market rate and affordable housing • Affordable Housing constraints, unique challenges faced in affordable housing development that contains federal, state or local funding from Consortium members. • Other common barriers shared by Consortium members and housing developers Before proceeding, it may be helpful to clear up a common misperception. Most local governments do NOT build housing. That is the role of for-profit and nonprofit developers. The role of local government is to create plans and land use regulations that guide housing to be built safely in harmony with community needs, aesthetic goals, and environmental considerations. In California, local government must also accommodate the projected growth of the population and the needs of residents for housing that is affordable at various household incomes through the Housing Element process. Housing constraints are thoroughly discussed in the Housing Element (HE), which is a report, that is required of all jurisdictions by the State of California Department of Housing and Community Development (HCD). The HE provides an analysis of a community’s housing needs for all income levels and goals, policies and programs that direct decision-making around housing to respond to those needs. The HE must plan for the number of housing units assigned in the Regional Housing Needs Assessment (RHNA). HCD develops the RHNA from projections of future population and household growth and determines how much housing at a variety of affordability levels is needed for each region, county and local jurisdiction. For 2023 to 2031 (the date range of the current HEs) the projected housing need for all of Contra Costa County is 49,043 additional housing units. The cities of Walnut Creek (5,805 units), Concord (5,073), San Ramon (5,111) and Richmond (3,614) have the highest allocations behind the unincorporated county (7,610). The allocation for Antioch is 3,016 and Pittsburg is 2,052 units. Contra Costa County and cities of Antioch, Concord, Pittsburg and Walnut Creek have received State certification of their 2023-2031 Housing Elements, outlining how each jurisdiction plans to accommodate the construction of their required number of housing units at each affordability requirement. These can be viewed on each jurisdiction’s website as follows: • Contra Costa County Housing Element - Contra-Costa-County-Adopted-Housing- Element_Dec-2023_Clean.pdf 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-40, page 157 OMB Control No: 2506-0117 (exp. 09/30/2021) • City of Antioch Housing Element - certified-housing-element.pdf • City of Concord Housing Element - Certified-2023-2031-Housing-Element-Update- Programs-Document-Appendices • City of Pittsburg Housing Element - Microsoft Word - Cover.docx • City of Walnut Creek Housing Element - 638572589803430000 Public Policy Barriers or Constraints City and County policies and regulations can impact both the price and availability of housing, including that of affordable housing. Some of the most common are discussed below: 1. Land Use Policies. The Land Use Element of the General Plan establishes the land use and housing development patterns of a jurisdiction. It sets forth the density for single-family and multi-family dwelling and helps define the character of the jurisdiction. While a Housing Element only spans eight years, the General Plan can span decades. Zoning provides a blueprint for the permissible use of land throughout the jurisdiction. Categories of land use may include residential, commercial, industrial, agricultural and mixed- use zones, each with their own regulations that define what activities and construction is acceptable. Zoning ordinances determine permissible building heights, setback requirement, parking provisions, and density restrictions, even the size of lots. Zoning and density of housing permitted is often changed in each Housing Element to allow a sufficient number of housing units to be developed to meet the need. Actions local government can take include having an inclusionary housing policy to require development of affordable housing, implement state density bonus law, and provide a variety of financial incentives if the jurisdiction has the financial resources. These are usually in the form of tax exemptions, soft loans, grants, and/or waiving of some development fees, as well as supporting bond measures and low-income housing tax credit (LIHTC) applications to finance affordable housing projects. To reduce barriers to housing, local governments can adopt zoning codes that promote higher- density housing by: allowing apartments to be built in more neighborhoods: reducing lots size to allow more homes per acre: relaxing off-street parking requirements; increasing building height to create greater density which reduces the cost per unit: allowing mixed income development; encouraging greater height and density near public transportation; allowing for the adaptive reuse of underutilized buildings, and reducing barriers for accessory dwelling units. 2. Site Improvement Requirements. Location and site conditions can vary substantially and increase costs. A steep site that may require a special solution for municipal water or sewer or be a long way from public utilities will be more costly than a flat site that has been cleared and rough graded with utilities close by. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-40, page 158 OMB Control No: 2506-0117 (exp. 09/30/2021) 3. Fees. There are a variety of fees for housing construction. Most jurisdiction have fees for staff’s review and manage of a project through the approval process to receive permits. In addition, impact fees can also be charged. Impact fees help fund things like public art, schools, park land, etc. City/County fees may include fees for: pre-application review; application processing; building plan review; planning review; building permits; mechanical, electrical and plumbing permits; green building code; environmental review; technology fee; general plan update; traffic impact; waste management; property development tax; inclusionary housing fee; parkland or public art; and so on. Fees charged by other agencies include: school district fees; Mello-Roos; Sanitary District connection fee; Fire Department; CA Building Standards; Strong Motion Instrumentation; and others. Total fees and exactions in across Contra Costa County average: • Single family (1 unit) development – Range from approximately $50,000 to $106,000 • Multi-family development (per unit) - Range from approximately $36,000 to $57,000 per unit A report by the National Association of Home Builders (NAHB) revealed a 44% increase nationally in regulatory costs for new single-family homes over a decade, from $65,224 in 2011 to $93,870 in 2021. This uptick parallels the broader upward trajectory of construction materials costs, which rose between 44% to 54% during the same period, and a more than doubling of median house prices in areas like California. While most of these permits are based in some way in actual costs for services or amenities, if a community has sufficient financial resources, it can encourage affordable housing by waiving some of the fees to achieve more affordability. 4. Permit Processing Procedures. Governments oversee permitting and approval processes that significantly influence the scale and pace of housing development. Streamlining development review and permitting processes, especially for affordable housing projects, helps to reduce the cost of financing the development. When government can move quickly to process paperwork, conduct reviews, obtain approvals and perform inspections it reduces the financial cost of development loans, especially in today’s higher interest rate environment. While local government is sometimes understaffed, streamlined processes can have a big impact. 5. Green Space, Land Preservation or Growth Limitations – Many communities in Contra Costa value preserving open space for aesthetic or recreational reasons, express concerns about growth and urbanization to maintain their community’s character, and seek to limit sprawl, building heights, or road congestion. While these concerns are valid, they also limit the amount of housing and commercial development that can take place in the community. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-40, page 159 OMB Control No: 2506-0117 (exp. 09/30/2021) Affordable Housing Constraints All of the above can be governmental barriers to the development of housing. Following are two constraints that are unique to the development of affordable housing. 6. Affordability Funding Gap and Funding – In order to secure financing for a multi-family affordable housing project, the developer conducts a financial feasibility analysis that compares the total cost to produce and maintain the housing to the total revenues that will be received in rent or sales prices over the course of the loan, which may be 30-45 years or more. If the rents are going to be kept affordable so that lower income households can afford to pay without becoming cost burdened (paying over 30% of their household income for housing costs) or severely cost burdened (paying over 50%) then the rents that the developer is counting on are not going to be enough to cover the full cost of owning and maintaining a rental property. The gap between the funds needed to develop and operate a property and the revenue that the developer will receive in rents is called the affordable housing funding gap. Without some source of additional funding, the developer cannot secure a construction or permanent loan. In order to permanently reduce the rents that they charge for lower income households, affordable housing builders rely on local, state and federal government to provide subsidies to offset the costs of constructing and maintaining affordable housing. Governments require that the rents charged will not exceed certain thresholds to keep them affordable for a sustained period of time, often 55 years. For this period of affordability, the developer receives a low- interest loan or grant to help reduce development costs. Especially in high-cost areas such as the Bay Area, affordable housing developers are required to apply for and secure multiple funding sources, in additional to private lending. A multifamily development usually requires between five and 10 funding sources to finance construction. Funds may be from state and federal tax credits, federal and state housing programs, local housing funds, local land donations, and private loans from a financial institution. The development must then “braid” these together to make the project feasible. This further delays the project development and increases finance holding costs. Decreases in public subsidies, paired with increased demand for affordable housing, have made funding sources for affordable housing incredibly competitive. • Redevelopment Dissolution – The dissolution of all redevelopment agencies in the State in 2011 had a profound effect on the quantity of affordable housing developments coming forward. The Walnut Creek Housing Elements nicely sums up this topic. “Redevelopment was a tax increment financing tool that allowed cities and counties to retain a higher share of the growth in property taxes in designated “blighted” areas to invest in those areas to remediate blight. Referred to as “urban renewal” before 1979, over 400 cities and counties 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-40, page 160 OMB Control No: 2506-0117 (exp. 09/30/2021) in the State used this tool. Redevelopment projects were required to allocate 20% of all tax increment for affordable housing in the community. On a Statewide level, over $2 billion generated annually for affordable housing was lost due to this State law change.” The law was changed to help the State balance its budget. In subsequent years, various tools have been developed but they generate a tiny fraction of the local funding that redevelopment did previously. 7. Compliance with State and Federal Regulations. Projects receiving state or federal subsidies are required to comply with a variety of state and federal regulations. These may include: increased energy standards; greenhouse gas emissions reduction requirements; National Environmental Quality Act (NEPA) or California Environmental Quality Act (CEQA) reviews. These regulations increase costs and time to an affordable housing project. Affordable housing developments that receive state and/or federal funding are required to adhere to prevailing wages, both federal and state, which can add 13-25% to hard construction costs and render projects no longer financially feasible. 8. Community opposition - Efforts that jurisdictions make to increase housing and affordable housing production can lead to “Not in My Back Yard” or NIMBY groups of homeowners. This occurs frequently with affordable housing but can also happen for any proposed development. NIMBY’s can emerge whenever existing homeowners and residents encounter aspects of a development that they find undesirable or which they feel may lower the value of their property and investment. This contingent can often be more organized and vocal in local government, prioritize voting in local elections, and make their voice heard. This is partly because the concept of property ownership rights and the right to the use of one’s own property is deeply rooted in the American values of freedom and liberty. More recently, YIMBY (Yes in my back yard) pro-housing movements have sprung up especially in California. This movement encourages new housing, opposes density limits such as single-family only zoning, encourages in-fill development, and supports public transportation to reduce parking requirements. It wants to make cities and housing more affordable. Other Common Barriers Throughout Contra Costa there are challenges faced by all developers in developing housing • High land costs - The price of land is one of the largest components of housing development costs. The high demand for residential development in the Bay Area keeps land cost relatively high, but it does vary depending on the area and is significantly more expensive in Central County than it is in portions of both West and East County. It also varies on whether the site has never been developed and needs utilities run from the street, if it has been developed at one time but is now vacant, or if it has an existing use that must be removed. Other factors that influence cost are steep slopes, soil stability, seismic 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-40, page 161 OMB Control No: 2506-0117 (exp. 09/30/2021) hazards or flooding. Size of the lots is also important and must be suitable for the size of project being planned. In well-developed communities, vacant lot sizes tend to be smaller. • High Financing Costs– The amount it costs to finance the project – both during the purchase/construction phase and for the permanent mortgage - is an important factor that is dependent on how high the interest rates are at the time and how long it takes to complete the project and enter the lower risk, lower cost permanent loan. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-45, page 162 OMB Control No: 2506-0117 (exp. 09/30/2021) MA -45 Non -Housing Community Development Assets - 91.410, 91.210(f) Introduction “The future of jobs everywhere is evolving, undergoing a profound transformation driven by rapid advances in artificial intelligence, high performance computing, and automation. These innovations are fundamentally changing how work is organized and the types of workers and skills now and in the future.” From the Economic and Workforce Analysis, PY2025-2028, EastBay Works report here: EBW-Economic-WorkforceAnalysis-PY25-28.pdf In addition, the pandemic altered where work is performed and those changes continue. Challenges in the cost of Bay Area housing and cost of living, as well as access to quality education and training resources continue to widen economic disparities and proactive interventions are needed. The 2024 East Bay Economic Alliance Outlook report (2024 Impact Report - East Bay Economic Development Alliance), neatly summed up the East Bay economy in this way: “Many top-line East Bay economic indicators showed considerable strength in 2024 as the region continued to emerge from the disruptions and overall impact of the past few years. While inflation showed some signs of abating, continued challenges around regional housing affordability and the softening of the East Bay labor market created some additional drag on overall economic growth. Many companies – particularly those in the high-growth tech sector – experienced reductions in their workforce while industries and occupations conducive to remote work continued to put a lid on demand for office space, presenting difficult questions about the future evolution and growth of the region. Meanwhile, East Bay small businesses grappled with higher costs, labor issues, softening demand, and shifts in people’s behaviors and choices around where and how they dine, recreate, shop, and more.” Contra Costa Economic History. Economic conditions in Contra Costa County are in flux. Contra Costa’s economy has undergone several transformations over the years, moving from its initial agriculture base to manufacturing then suburban development with residential subdivisions, retail shopping centers, and office parks. Now the region has moved from heavy industry to a bedroom community for the tech driven western bay economies. The 55-mile-long northern waterfront along the shoreline of the Carquinez Straits and Suisun Bay to where the Sacramento and San Joaquin Rivers join was an economic driver for hundreds of years. It was initially a shipping point for wheat, fruit nuts and vegetables and other agricultural products until industrial development in the late 1800’s. Industry was attracted by access to water transportation, inexpensive land, and cheap power. Companies such as Redwood Manufacturing, 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-45, page 163 OMB Control No: 2506-0117 (exp. 09/30/2021) Selby Smelting & Lead, Union Oil, Mountain Copper, Hercules Powder Works, California Fruit Packers, C&H Sugar, and Columbia Steel built processing facilities along the shoreline that produced explosives, chemicals, petroleum, sugar, cement, lumber, silver, lead, and steel products. These resource-based industries formed the basis of the Northern Waterfront’s economy during the late-19th and early-20th centuries. By 1962, almost 40% of the county’s workforce was employed in manufacturing. Today less than 6% of the workforce is employed in the manufacturing sector and oil refinery employment has dropped by 50% over the past decade. Steel, oil refinery and other industrial closures are occurring as a result of California taking necessary action to respond to the climate crisis to keep global warming under 1.5 degrees C. Refineries are a major contributor to greenhouse emissions in California and are the largest industrial sector emitter, directly producing 7.1% of the state’s total emissions. While refinery closures can have positive impacts on asthma and other health risks in lower income communities it also has major tax revenue and unemployment implications. Challenges. Contra Costa County’s economy is facing challenges in three key areas: 1) Transition of economic base from industry to service; 2) Housing supply constraints; and 3) Labor shortage 1. Transition of Economic Base from Industry to Service. Contra Costa The county has experienced a shift in its economic base, moving from an industrial-based economy to a service-based one, which typically offers lower wages than industrial jobs. Of the industries, oil refining is the single largest economic sector by economic output in Contra Costa County and employs around 3,000 workers directly and results in approximately 15,000 local jobs in refinery supply chain industries. These include some of the highest-paying blue-collar jobs in the County, with refinery operators typically earning upwards of $50 per hour plus benefits, and trades workers every more. Median wage for non-refinery manufacturing workers is around $25 per hour. An estimated $136 million in direct taxes and $836 million in indirect revenue (such as from construction maintenance, truck transportation, etc.) comes from the oil refining industry in Contra Costa County. This amounts to a total of 5% direct and 31% indirect of the County’s locally generated tax revenue, or 1% and 5% respectively of the County’s total revenue from all sources. Together these taxes fund 25.5% of Special Districts’ revenue critical services such as fire protection, water, sewage and transportation as well as quality public-sector jobs. The Contra Costa Refinery Transition Report and Recommendations was completed in January 2025 by a partnership between the BlueGreen Alliance Foundation and the California Workforce Development Board to help mitigate shocks to workers and the local economies. (see here: Contra-Costa-Refinery-Transition-Report-and-Recommendations-2025.pdf) The report provides an economic framework for the county’s transition away from fossil fuels and identifies two core challenges facing the County: 1) a highly unequal economic, with low- 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-45, page 164 OMB Control No: 2506-0117 (exp. 09/30/2021) income communities burdened by pollution and lack of access to quality jobs, and 2) refinery transition that will result in significant job losses and financial harm to former workers, and substantial risk to essential tax revenues in the County. Economist Christopher Thornberg of Beacon Economics discussed the current state of the economy, consumer spending, and the implications for local development with the Board of Supervisors in January 2025. He argued that closing the county’s oil refineries could be an opportunity to rebuild the region’s industrial base and move it from heavy industry to light industry. He explained that the land occupied by refineries is vast and offers deep-water access, making it ideal for repurposing into industries like logistics. 9. Labor Shortages. Worker shortages negatively affect the local and state economy since employers are less likely to establish or expand their operations if they cannot find experienced workers. Contra Costa County and the State of California are experiencing labor shortages at all salary levels and from unskilled to highly educated. The Contra Costa Public Health department has an acute shortage of doctors. The California Department of Corrections and Rehabilitation and the California Highway Patrol are struggling to fill vacancies, even with high wages. School districts face ongoing teacher shortages, hospitals are consistently short on nurses, construction companies are urgently seeking skilled tradespeople, and even fast food restaurants are having trouble hiring workers despite offering wages up to $20 an hour. CalMatter’s analysis from 2024 says this shortage is due to several factors. ➢ Covid-19 – over 3 million workers lost their jobs suddenly, and when businesses reopened many workers had either dropped out of the labor force or migrated elsewhere. ➢ Population bust. CA has experienced a sharp drop in population, resulting in a decrease in the number of people working or available to work. The workforce has contracted by 240,200 workers since 2020, a 1.2% decline. ➢ Labor force participation. The number of working age adults in California either working or available for work is barely 60%, and only 58.8% in Contra Costa County, which is well under the 70% rate in other states. Reasons cited include California’s chronic shortage of housing which drives housing costs up and encourages California workers to migrate to states that have much lower housing costs. Where once California could fill its needs for teachers, nurses, doctors and other skilled workers by recruiting in other states – particularly those with harsh winters – now the high cost of living in California, particularly for housing, drives them away. See: Opinion | Worker shortage has become another major issue for CA As of April 2025, the unemployment rate in Contra Costa County was 4.4% with a labor force of 589,200 (563,100 employed, 26,000 unemployed). Over the past year, jobs in private education and health services led with 9,900 new jobs, manufacturing continued to shrink and was down 7,200 jobs, construction lost 4,700 jobs, leisure and hospitality was down 3,300 jobs, professional 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-45, page 165 OMB Control No: 2506-0117 (exp. 09/30/2021) and business services was down 2,400 jobs, financial activities was down 1,600 jobs, and information was down 1,400. Government added 2,200 jobs with local government up 3,800 jobs leading the way, offsetting the loss of state government (down 1,400) and federal government (down 200) jobs. Source: California Employment Development Department, Labor Market Information Division: Microsoft Word - Oak$prn.doc 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-45, page 166 OMB Control No: 2506-0117 (exp. 09/30/2021) Industry Sector Projections. Projections from the California Employment Development Department, for Alameda and Contra Costa Counties, for the 10-year span of 2022-2032, show only slight growth in most sectors, except Education and Health Services. Occupations with the most projected job openings during that time span are home health and personal care aides, fast food and counter workers, waiters/waitresses, janitors, cashiers, retail sales, office clerks and so on, next table. 2022-2032 Occupations with the Most Job Openings Total Job Openings Median Hourly Wage Median Annual Wage Home Health and Personal Care Aides 111,880 $ 17.09 $ 35,548 Fast Food and Counter Workers 61,550 $ 18.93 $ 39,375 Waiters and Waitresses 27,140 $ 18.58 $ 38,647 Janitors and Cleaners, Except Maids & Housekeeping Cleaners 24,050 $ 21.20 $ 44,096 Cashiers 45,160 $ 19.13 $ 39,799 Retail Salespersons 29,620 $ 19.83 $ 41,257 Office Clerks, General 20,380 $ 25.96 $ 54,011 Miscellaneous Assemblers and Fabricators 21,640 $ 24.89 $ 51,761 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-45, page 167 OMB Control No: 2506-0117 (exp. 09/30/2021) Laborers & Freight, Stock, & Material Movers, Hand 32,200 $ 23.95 $ 49,807 Stockers and Order Fillers 29,710 $ 22.01 $ 45,779 Total job openings are the sum of numeric change, exits, and transfers projected between 2022 and 2032. Wates are from the 2024 first quarter and do not include self-employed or unpaid family workers. An estimate could not be provided for wages listed as $0. Wages below $16.00 have been rounded up to reflect the state minimum wage laws as of January 1, 2024. Excludes "All Other" categories. These are residual codes that do not represent a detailed occupation. Data Source: California Employment Development Department. https://labormarketinfo.edd.ca.gov/data/employment-projections.html The fastest growing occupations which have the highest wages are nurse practitioners, physician assistants, medical and health services managers, diagnostic medical sonographers, data scientists, and speech-language pathologists (see table below). 2022-2032 Fastest Growing Occupations Base Year Employment Estimate Projected Year Employment Estimate Percentage Change Median Hourly Wage Median Annual Wage Nurse Practitioners 1,250 2,170 73.6% $ 84.14 $ 175,006 Physician Assistants 830 1,270 53.0% $ 83.77 $ 174,225 Solar Photovoltaic Installers 650 950 46.2% $ 29.85 $ 62,073 Medical & Health Services Managers 4,900 7,120 45.3% $ 82.70 $ 172,031 Physical Therapist Assistants 450 650 44.4% $ 47.40 $ 98,580 Home Health & Personal Care Aides 53,490 72,760 36.0% $ 17.09 $ 35,548 Medical Assistants 8,140 11,030 35.5% $ 29.63 $ 61,610 Speech-Language Pathologists 1,580 2,120 34.2% $ 62.74 $ 130,497 Diagnostic Medical Sonographers 630 840 33.3% $ 75.53 $ 157,107 Data Scientists 2,400 3,190 32.9% $ 70.31 $ 146,241 Total job openings are the sum of numeric change, exits, and transfers projected between 2022 and 2032. Wates are from the 2024 first quarter and do not include self-employed or unpaid family workers. An estimate could not be provided for wages listed as $0. Wages below $16.00 have been rounded up to reflect the state minimum wage laws as of January 1, 2024. Excludes “All Other” cartegories which are residual codes. Data Source: California Employment Development Department. https://labormarketinfo.edd.ca.gov/data/employment- projections.html 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-45, page 168 OMB Control No: 2506-0117 (exp. 09/30/2021) Education Pays. Education and employment have important significant impacts on housing needs, especially in high-cost housing areas such as the Bay Area. The extent of a household’s education has a direct impact on its earnings. Different jobs and income levels determine the type and size of housing a household can afford. Employment growth in the region also typically results in an increase in housing demand. This is particularly true for Contra Costa County The chart to the right illustrates the positive impact of education on the 2023 earnings of workers in Contra Costa County by level of education. The impact of education is reflected in decreased rates of unemployment. Those with the highest levels of education 0have an unemployment rate of about 1.2%, while those with less than a high school diploma have an unemployment rate of 6.2% on average according to the U.S. Bureau of Labor Statistics (find here: Education pays : U.S. Bureau of Labor Statistics This is particularly true for women. The “rate of return” on education for women exceeds the rate for men by 2%, increasing from 1% since the 1990s. (Source: Worldbank.org) A study published in 2016 (find here: Education and Lifetime Earnings in the United States - PMC) shows that the attainment of a Bachelor’s degree increases cumulative 10-year earnings between 50 to 56% for women and 46-54% for men compared with a high school diploma. This earnings advantage continues and increases even later in life s. Over a 50-year working lifetime, income differences by education level are significant: individuals with graduate degrees earn an average of $1.87 million, those with a bachelor’s degree earn $1.44 million, and those with only a high school diploma earn $811,000. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-45, page 169 OMB Control No: 2506-0117 (exp. 09/30/2021) Economic Development Market Analysis Labor Force 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-45, page 170 OMB Control No: 2506-0117 (exp. 09/30/2021) Travel Time 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-45, page 171 OMB Control No: 2506-0117 (exp. 09/30/2021) Education: 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-45, page 172 OMB Control No: 2506-0117 (exp. 09/30/2021) Educational Attainment by Age 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-45, page 173 OMB Control No: 2506-0117 (exp. 09/30/2021) Educational Attainment – Median Earnings in the Past 12 Months Based on the Business Activity table above, what are the major employment sectors within your jurisdiction? 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-45, page 174 OMB Control No: 2506-0117 (exp. 09/30/2021) County. Out of 290,088 employed individuals in the County, 35.3% (102,374) work in management, business, and financial occupations, while 24.3% (70,498) are employed in sales and office roles. Combined, these sectors represent nearly 60% of the total workforce—a more than 10% increase since the previous Consolidated Plan. The service sector makes up 17% (49,209) of jobs. Meanwhile, 11.9% (34,540) are in production, transportation, and material moving, and 11.1% (32,143) work in construction, extraction, maintenance, and repair. Farming represents less than 0.5% of employment, with 1,324 individuals. Antioch. The top three sectors in Antioch combined employ almost 72.5% of employees (22,088) in 1) management, business and financial; 2) sales and office; and 3) service. Production, transportation and material moving accounts for 14.6% of workers (4,438); construction, extraction, maintenance and repair for 12.5% (3,814) workers; and farming for only 0.4%. Concord. Concord’s top employment sector is management, business and financial at 31.2% (10,339 employees), followed by sales and office at 24.3% (8,070), and service at 20.6% (6,831 employees), comprising 76% of employment. The remaining sectors are construction, extraction, maintenance and repair at 11.9% (3,960), production, transportation and material moving at 11.7% (3,895), and farming at 0.3% (86). Pittsburg. The top three sectors are service at 24.2% (4,917); sales and office at 22.4% (4,542); and management, business, and financial at 19.2% (3,902), accounting for 65.8% of jobs. The remainder are comprised of production, transportation and material moving at 17.4% (3,529); construction, extraction, maintenance and repair at 16.4% (3,329) and farming at 0.5% (79) people. Walnut Creek. Two sectors dominate in Walnut Creek, comprising - Management, business, and financial at 54.9% (8,160) and sales and office at 27% (4,021), comprising 81.9% of jobs. Coming in far behind those categories are the service sector at 8.6% (1,283); production, transportation and material moving at 6.1% (908); construction, extraction, maintenance & repair at 2.9% (425); with farming at 0.5% (79). Describe the workforce and infrastructure needs of the business community: Workforce Needs. Looking at the California Employment Development Department tables 2022- 2032 Occupations with the Most Job Openings, and 2022-2032 Fastest Growing Occupations, the greatest need is for people in the health care industry. The highest demand in the healthcare sector is for home health and personal care aides, who earn a median wage of just $17.09 per hour. At the other end of the spectrum, the best-paid roles—such as Nurse Practitioners and Physician Assistants—offer around $84 per hour, reflecting both the critical shortage of primary medical personnel in the county and the advanced education required for these positions. Other in-demand healthcare roles include Medical and Health Services Managers ($83/hr), Physical 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-45, page 175 OMB Control No: 2506-0117 (exp. 09/30/2021) Therapist Assistants ($48/hr), Speech-Language Pathologists ($63/hr), and Diagnostic Medical Sonographers ($76/hr). There is also strong demand for a range of other occupations that typically require less formal education. These include office workers earning around $25 per hour, assemblers and fabricators at $24 per hour, and laborers, freight, stock, and material movers also at $24 per hour. Additionally, solar photovoltaic installers are in demand, with wages averaging $30 per hour. Promoting high-quality education in science, technology, engineering, and math (STEM) is essential to prepare people for higher-paying careers in medical sciences. In addition, specialized training in construction, solar energy, and light industrial fields can help meet workforce demands. Ensuring that jobs and housing are located near one another is also critical to reduce strain on the highway system and limit long commutes. Targeted and Strategic Industries by Regional Workforce Development Boards. Looking at the broader East Bay area, the four East Bay workforce boards (Alameda County, Contra Costa County, Oakland, and Richmond) identified the following eight industries positioned for priority and strategic focus over the next three years. These are the largest industries within the broader East Bay economy, including Alameda County, and they serve as key drivers of job creation and economic activity across multiple sectors. The diversity of these industries contributes to a well- rounded economic base, which helps reduce vulnerability to economic downturns and supports long-term resilience.. From EBW-Economic-WorkforceAnalysis-PY25-28.pdf 1. Construction – Currently accounts for 7% of East Bay total employment (89,600 jobs) that are distributed evenly throughout the East Bay. Construction industry provides a wide range of occupations with over 60% associated with construction ($35/hr), management ($70/hr) and office/administration support ($26/hr) and installation, maintenance and repair occupations ($32/hr). With strong housing demand, construction jobs is expected to remain stable or even increase. However, this growth is challenged by a shortage of skilled labor in the trades and a high demand for project managers, green energy installers, maintenance technicians, and business development professionals. Addressing these workforce gaps will be essential to sustaining momentum in the housing and construction sectors. 2. Health Care – Health care and social assistance is the largest industry in the East Bay economy, accounting for 15% of the region’s employment (201,100 jobs). Major general medical and hospitals are distributed evenly throughout the East Bay communities. The industry provides a wide range of occupations and wage levels, with 1/3 of all occupations in home health/personal care ($17/hr) and increasing due to aging population. Jobs in healthcare diagnosing ($80/hr) health technologists, and technicians ($36/hr) are all expected to increase. Counselors, social workers and other social service specialists ($30/hr) also remain in high demand. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-45, page 176 OMB Control No: 2506-0117 (exp. 09/30/2021) 3. Manufacturing – Manufacturing is the fourth largest industry in the East Bay economy, accounting for 9% (113,400 jobs), and is driven by the region’s specialized talent, R&D capabilities, and highly dynamic and complex innovation ecosystem. Major manufacturing employers are located in Alameda County with highest density of auto, biomedical and semiconductor manufacturing companies located in Fremont, which is in close proximity to Silicon Valley and San Francisco. The industry provides a wide range of occupations and wage levels with 15% employed as assemblers and fabricators ($24/hr) which has strong future demand. Software and programming occupations ($73/hr) are also expected to grow rapidly. 4. Maritime – Although it represents a very small portion of the East Bay labor market, the East Bay’s two major seaports (Port of Oakland in Alameda County and Port of Richmond in Contra Costa), as well as several other ancillary waterfront geographies in Contra Costa County make it an important regional industry. Maritime employers mostly include navigational services with some shipbuilding and marine cargo handling companies. The maritime industry includes many occupations related to goods movement, logistics, and transportation. Ship engineers ($89/hr) have the highest wage, followed by general and operational managers ($62/hr), supervisors of mechanics, installers, and repairers. Growth is expected to remain stable due to strong housing demand, despite high costs for labor and construction materials in the Bay Area. However, there is a noticeable shortage of skilled labor in trades, and strong demand persists for project managers, green energy installers, maintenance technicians, and business development professionals. 5. Professional, Scientific and Technical Services (PSTS) – Professional, scientific, and technical services is the third largest industry in the East Bay economy, accounting for 122,700 jobs, or 9 percent of the East Bay’s total employment. Major PSTS employers (300+ workers) include a range of testing laboratories, consulting services, and computer systems services. PSTS employers are distributed evenly throughout East Bay communities. This industry provides a wide range of occupations and wage levels. The top three occupations are computer occupations ($69/hr), business operations specialists ($46/hr), and engineers ($62/hr). Over the next five years, growth of these occupations is projected to remain relatively stable or flat in this industry. 6. Information - The information industry accounts for 26,100 jobs, or 2 percent of the East Bay’s total employment. Major employers (250+ workers) include software companies located in Walnut Creek, Oakland, Emeryville, San Ramon, and Pleasanton. The information industry provides a wide range of occupations and wage levels, with the top three constituting software and web developers ($73/hr), sales representatives ($41/hr), and computer and information system managers ($95/hr). This industry is projected to see a slight decline over the next five years, though the numbers will be minimal. This is partly because the industry is not as large in the East Bay compared to other parts of the Bay Area. 7. Public Administration (Government) and Education – Government employment is the second largest industry in the East Bay economy, accounting for 166,409 jobs or 13% of the 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-45, page 177 OMB Control No: 2506-0117 (exp. 09/30/2021) region’s employment which includes public sector employment at the local, state, and federal levels, including public education. Major employers include public administration offices, higher education institutions, and local school districts. This industry provides a wide range of occupations and wage levels, with the top three in educational instruction and library occupations ($34/hr), office and administrative support ($26/hr), and management occupations ($70/hr). Over the next five years, public sector employment is projected to remain stable or increase slightly. 8. Transportation and Warehousing - Transportation and warehousing industry accounted for 55,200 jobs or 4% of the region’s employment. Major employers include the regional transportation systems as well as postal/goods movement handlers. The transportation and warehousing industry employ a wide range of occupations and wage levels. The top three occupations are driver/sales workers and truck drivers ($24/hr), laborers and material movers ($20/hr) and passenger vehicle drivers ($26/hr). Over the next five years, occupations in this industry are projected to grow. Infrastructure Needs. The most pressing infrastructure need for the County’s business community is affordable housing. The County has two major interstate highways, an extensive existing freight railway system, waterfronts and ports that provide connectivity to regional, national, and global markets. In addition to the two major interstate highways, the County is served by the Bay Area Rapid Transit (BART) passenger rail system, which connects County residents and workers to east, central, and west Contra Costa County, in addition to the greater Bay Area. Given the County's geographic and demographic diversity, there are specific areas of the County with their own unique characteristics that affect the County's economic system. West and East Contra Costa contain a high number of households compared to jobs, and relatively lower connectivity to the East Bay’s dense employment nodes, such as central Contra Costa County. Central Contra Costa has a higher ratio of jobs to residents, stronger regional accessibility, and specific industry concentrations in growing sectors like Advanced Manufacturing, Health and Life Sciences, Energy, and ICT and Digital Media. In lower-income communities within the County, there is an ongoing need for infrastructure improvements, as much of the existing infrastructure is outdated and requires either full replacement or major upgrades to improve efficiency, accessibility, and overall quality of life. There is also a need to have better coordination and increased bus service , especially linking workers to BART transportation, in the lower-income communities. Ridership still has not regained pre-pandemic levels, and all transportation systems are financially stressed. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-45, page 178 OMB Control No: 2506-0117 (exp. 09/30/2021) Describe any major changes that may have an economic impact, such as planned local or regional public or private sector investments or initiatives that have affected or may affect job and business growth opportunities during the planning period. Describe any needs for workforce development, business support or infrastructure these changes may create. Planned Investment – Concord Naval Weapons Station land. Concord, in Central County, has huge potential in developing the Concord Naval Weapons Station property to provide the largest housing and business development project in the region, with 2,350 acres of property that are expected to create over 12,000 housing units with 25% slated to be affordable. Beefing up the area’s training and production of new construction workers will be paramount to the success of the local economy and of the project. Shop classes were removed from high schools decades ago, but such training provides a pathway to well-paying jobs that require less education. However, it is not yet known if any portion of this project will get underway before 2030. Local Initiative – Northern Waterfront Initiative. The reality of refinery closures is accompanied by a vision of developing a clean energy manufacturing cluster as a part of the Northern Waterfront Economic Development Initiative, adopted by the Contra Costa Board of Supervisors and the seven cities along the Northern Waterfront (insert cities?). It is a regional cluster-based economic development strategy with a goal of creating 18,000 new jobs by 2035. The initiative leverages existing competitive advantages and assets by focusing on five targeted clusters (advanced transportation, advanced manufacturing, biomedical/biotech, AgTech & food processing, and clean tech). It focuses on the necessary infrastructure required to develop the waterfront, which stretch from the City of Hercules to the City of Oakley, so that industrial sites will be marketable for companies looking to expand and/or move into this area. In addition, the land will be used to support complimentary industries that will help to increase skilled, high wage jobs in East Contra Costa County. The initiative seeks to promote the County’s accessibility in terms of waterways, highway, freight lines, and two regional airports. The expansion or creation of new businesses to support such services may be necessary, in addition to workforce training initiatives. How do the skills and education of the current workforce correspond to employment opportunities in the jurisdiction? Given the workforce needs described above, there are some identified challenges in securing the right combination of skills and education: 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-45, page 179 OMB Control No: 2506-0117 (exp. 09/30/2021) Artificial Intelligence (AI). In the manufacturing and retail industries, automation and AI have boosted efficiency, transformed supply chains, eliminated certain repetitive tasks and errors, and opened resources for innovation, allowing workers to focus on strategy, creativity, and problem- solving. Employers are not dramatically eliminating existing occupations at this time but are instead redefining job roles and skills. They are focusing on upskilling workers in areas like digital literacy, cybersecurity awareness, data analytics, and collaborative software tools to maintain productivity and cohesion as remote/hybrid work becomes the norm. Beyond technical proficiency, soft skills like critical thinking, collaboration, and communication remain crucial in any workplace. Generational Differences –Although younger generations display a preference for remote work and digital communication, older employees often prefer in-person management and mentorship opportunities. Youth have unique expectations of employers and are more often seeking meaningful work at businesses that are making a positive impact on the environment and/or society. Older adults in the workforce may require different types of training and support compared to younger workers—for example, they might have strong soft skills but may be less familiar with the latest technology. Lack of Exposure to Skilled Trades – It has become increasingly uncommon for high school and college students to be exposed to skilled trades, which limits their career choices. Some students find the trades less desirable for this reason, and some may have an outdated perception of trade occupations. Access to Resources – A variety of factors hinder employment stability for local businesses and workers. • Limited English proficiency makes it challenging for individuals to access employment and other resources. Commonly, non-English-speaking business owners struggle with the digital tools necessary for online commerce and business marketing as they are predominately in English and do not provide translation. • Soft skill deficit. Among job seekers, there has been a growing lack of soft skills necessary for success in the workplace. Without sufficient onboarding and on-the-job training, many workers remain unprepared for the job market. • Living wage. As the cost of living continues to increase in the county, it is necessary for local businesses to provide quality jobs that offer a living wage. • Lack of knowledge about resources and barriers to access resources. While many resources exist to help grow and sustain businesses, many entrepreneurs are not aware of all the resources available to them. At the same time, job seekers often face barriers to 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-45, page 180 OMB Control No: 2506-0117 (exp. 09/30/2021) reaching out for assistance. Therefore, agencies providing resources must be proactive in their outreach efforts to businesses and job seekers alike. Describe any current workforce training initiatives, including those supported by Workforce Investment Boards, community colleges and other organizations. Describe how these efforts will support the jurisdiction's Consolidated Plan. The Workforce Development Board of Contra Costa County has the following initiatives in its 2025-2028 Plan: • Civil Engineering Degree Apprenticeship Pathway (CEDAP), which the WDBCCC is in the early stages of launching, is a new transportation sector initiative that builds on a successful pilot program in Los Angeles. The WDBCCC was recently awarded a U.S. Department of Labor (DOL) Building Pathways to Infrastructure Jobs (BILJ) grant, providing $5 million over five years to support this effort. CEDAP will provide a pathway for individuals to obtain a four-year degree while combining pre-apprenticeship and apprenticeship STEM opportunities. This new initiative is being developed in close partnership with community colleges with a particular focus on students with math and other barriers to pursuing engineering degrees. CEDAP is designed to train future engineers, particularly in the transportation sector, uses an earn-and-learn, cohort-based approach, and is a rare example of an apprenticeship program where participants earn a four-year degree. Community college students will receive paid work experience and supportive services, with the goal of having participants enter Engineering Aide apprenticeships following their internships. The program will address the growing demand for civil engineers driven by regional infrastructure investments, renewable energy projects, and transportation initiatives. • Emergency Medical Technician (EMT) 4 Equity and Paramedic 4 Equity Programs – These are funded by grants from the Workforce Accelerator Fund (WAF), High Road Training Partnership (HRTP), and California Division of Apprenticeship Standards (DAS), which have established an apprenticeship pathway from EMT to Paramedic. This pathway is a collaboration between the WDBCCC and employer partners that aims to improve diversity within the emergency services workforce, ensuring it better reflects the communities it serves. The Paramedic 4 Equity program builds on the WDBCCC’s successful EMT 4 Equity pilot program. EMT 4 Equity now acts as a pre-apprenticeship for the Paramedic 4 Equity apprenticeship, which was recently registered both federally and with the state. As part of this new apprenticeship, EMTs are financially supported to further their education and become paramedics. Over the past several years, these programs have resulted in strong employer engagement and a more inclusive workforce sustained by historically underrepresented groups. The WDBCCC has recently submitted a proposal for funding to expand this apprenticeship to include additional occupations such as Behavior Health Specialists and Licensed Vocational Nurses (LVN). 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-45, page 181 OMB Control No: 2506-0117 (exp. 09/30/2021) • East Bay Health Equity Initiative (EBHEI), funded by an HRTP grant, is a new planning initiative that aims to replicate and scale the model established by the Paramedic 4 Equity program. The WDBCCC is collaborating with nine local community clinics to develop programs that provide medical and behavioral health skills training to their existing medical assistants. With additional training and expertise, medical assistants will become eligible to earn higher wages. The WDBCCC will work towards getting this new training track approved as a registered apprenticeship. • Community Clinics Upskilling Project and Allied Health Incumbent Worker Upskilling Project - Two new healthcare initiatives funded by the Employment Training Panel. These projects will enhance medical staff retention at local employers and support career advancements in local healthcare jobs. • Measure X Inclusion in Early Learning, Child Care Boost, and Youth Center Initiatives - Led by WDBCCC, these three initiatives are community-identified projects that address critical needs to improve opportunities for underserved populations in early childhood education and youth center development. Measure X funds, established in 2020, are administered by the Contra Costa Board of Supervisors and funded by a half-cent countywide sales tax. o The Inclusion in Early Learning initiative aims to increase the inclusion of children with disabilities in early care and education programs by offering specialized training to childcare providers. To date, approximately 299 childcare providers in the county have participated, with a significant portion being women of color and about 40% born outside the U.S. Many of the providers earn lower median salaries compared to state averages. o The Child Care Boost initiative is a new project that will improve early childhood education by providing financial stipends and support for family childcare providers and childcare center staff. A total of 120 early childhood educators will be selected through a lottery system, emphasizing target zip codes and infant care programs. Stipends provide $1,167 per month for Family Child Care Owners, $1,083 for full-time teachers/assistants, $1,000 for part-time staff, and $1,000 for Center Directors in the form of a one-time payment. Participants will receive individualized support from a Workforce Development Coordinator, and have access to trainings, support groups, and networking events to promote collaboration. o The Youth Center initiative is a new project that will establish and improve services for youth aged 12 to 18 by launching three new youth centers. One will be located in the existing Concord Community Youth Center. Two additional centers will be built in Brentwood and Pittsburg over the next two to three years. While under construction, contractors will provide youth programming at temporary locations. Services will include academic support, job skills training, mental health and substance use disorder 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-45, page 182 OMB Control No: 2506-0117 (exp. 09/30/2021) programs, mentoring, cultural programs, music, art, sports, fitness, and youth leadership development activities. The WDBCCC will explore ways to integrate WIOA services and leverage partnerships to support youth center providers and enhance the effectiveness of this project. Does your jurisdiction participate in a Comprehensive Economic Development Strategy (CEDS)? No If so, what economic development initiatives are you undertaking that may be coordinated with the Consolidated Plan? If not, describe other local/regional plans or initiatives that impact economic growth. The federal Workforce Innovation and Opportunity Act (WIOA) mandates established in 2014 which moved the national workforce system to establish local workforce areas with similar labor markets and needs. Under WIOA, State Plans communicate the vision for the statewide workforce development system to help align federal investments across job training and education programs, improve efficiency, and ensure that the workforce systems connects individuals with high-quality job opportunities and employers. Regional Plans are prepared by regions established by the Governor of the state. In this area, the entity serves Alameda and Contra Costa Counties and is called the East Bay Regional Planning Unit. This is a collaboration of EastBay Works, the Alameda County Workforce Development Board, and the Workforce Development Board of Contra Costa County. The East Bay Regional Planning Unit Report can be found here: EASTBAYWorks_PY25-28_RegionalPlan.pdf) East Bay Works is the public workforce development network which has a network of job centers, economic developers, support service providers and educational entities that provide benefits and services to employers, job seekers, and youth aged 16-24 at no cost. Local Plans collaborate with workforce development partners to develop, align and integrate strategies to develop innovative solutions that meet the workforce needs of area employers. The Workforce Development Board of Contra Costa County (WDBCCC) just completed their 2025- 2028 local plan, which is modified every two years. Local plans are incorporated into the Regional Plan developed by the region’s four local WDBs. The County and Consortium cities align their 2025-30 Economic Development with the WIOA plan to ensures that CDBG investments are part of a coordinated strategy to best meet the needs of Contra Costa communities. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-50, page 183 OMB Control No: 2506-0117 (exp. 09/30/2021) MA -50 Needs and Market Analysis Discussion Are there areas where households with multiple housing problems are concentrated? (include a definition of "concentration") The 2020-2025 Contra Costa Analysis of Impediments to Fair Housing Choice (currently being updated) utilized data provided by HUD for the Analysis of Fair Housing, presented jurisdiction- specific data relevant to this section which will be included here. Concentration is defined as areas of extreme or high poverty defined by US census as areas with 40% of the tract population living below the federal poverty threshold. Households with incomes at 30% and 50% AMI experience a greater degree of housing problems than other income groups. 67% of households with income below 100% AMI experience a housing problem. In addition, extremely-low income American Indian/Alaska Native, low-income Black/African American and Pacific Islanders households have disproportionate housing needs. (See the discussion in Section NA-15.) The communities of San Pablo, North Richmond, Tara Hills, Bay View, and Bay Point all have a concentration of minority populations (more than 78.3%) in Low Mod Census tracts. Much of the housing in these communities are more than 60 years old and suffer from deferred maintenance. As previously discussed, there are significant habitability problems in low-income predominately Hispanic neighborhoods in the Concord Monument Corridor as well as predominately Black and Hispanic neighborhoods in Richmond and North Richmond. HUD mapping shows that the most severe housing problems overlap with minority housing patterns especially in Richmond, the Monument Corridor, and Pittsburg. Are there any areas in the jurisdiction where racial or ethnic minorities or low-income families are concentrated? (include a definition of "concentration") Racially or ethnically concentrated areas of poverty (R/ECAPs) are geographic areas with significant concentrations of poverty as well as racial or ethnic minorities. HUD has developed a census-tract based definition of R/ECAPs areas with a non-White population of 50 percent or more. Census tracts in which 40 percent or more of the individuals are living at or below the poverty limit or that have a poverty rate three times the average poverty rate for the metropolitan area, whichever threshold is lower. Under this definition, there is only one R/ECAP in Contra Costa County, located in the Monument Corridor area of Concord. However, the criteria used to define a R/ECAP relies on the federal poverty level and so does not fully capture levels of poverty in areas with a high cost of living such 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-50, page 184 OMB Control No: 2506-0117 (exp. 09/30/2021) as the San Francisco Bay Area. A more inclusive definition of concentration includes census tracts that have poverty rates of 25 percent or more. Under this expanded definition, there are R/ECAPs in Antioch, Bay Point, Concord, Pittsburg, North Richmond, Richmond, and San Pablo. The largest concentrations of R/ECAPs are in Concord and Richmond where there are three designated census tracts in each area. There are many areas that have census tracts in which 50 percent or more of the population is a member of a racial or ethnic minority. o Black/African American residents are generally concentrated in Antioch, Hercules, Pittsburg, Richmond, and North Richmond. Asians and Pacific Islanders are concentrated in San Ramon and Hercules as well as in Camino Tassajara, and El Cerrito. o Hispanic residents are concentrated in Pittsburg, Richmond, San Pablo, Bay Point, North Richmond, Montalvin Manor, Rollingwood, Martinez and in certain neighborhoods in the cities of Antioch, Concord, and Oakley. What are the characteristics of the market in these areas/neighborhoods? With the exception of San Ramon, all of the above areas have home and apartments that are priced at or below median home sales and rents. Are there any community assets in these areas/neighborhoods? Community assets typically are facilities such as schools, libraries, community centers, parks, and access/proximity to commercial centers or establishments that include grocery stores, general merchandise stores, and pharmacy retailers. The communities listed above all have a combination of community assets that include parks, community centers, and schools (elementary, middle, and high schools). San Pablo, North Richmond, Montalvin Manor, Bay Point, Hercules, and San Ramon all have a number of parks, community centers, and schools (elementary, middle, and high schools). The communities of Antioch, Bay Point, Concord, El Cerrito, Hercules, Oakley, Pittsburg, San Pablo, Richmond, and San Ramon all have a public library. Some of these areas have existing large grocery markets, such as Safeway, Raley’s, or Grocery Outlet; but most are served by small businesses within the areas. Areas that have low-income concentrations, such as North Richmond, Montalvin Manor, and Bay Point, tend to have a scarcity of traditional grocery stores, which requires many of the residents of these areas to travel outside their immediate neighborhood to grocery shop. Given the scarcity of grocery stores within low-income areas, residents tend to have limited food options and therefore only have poor food choices, such as fast food. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-50, page 185 OMB Control No: 2506-0117 (exp. 09/30/2021) As part of the “Non-Housing Community Development” priority within the Strategic Plan section of this Consolidated Plan, there are two strategies that can address this problem within low- income neighborhood: 1) Improving Infrastructure and Public Facilities; and 2) expanding economic development opportunities. Assisting with infrastructure/public facilities along major transportation corridors or roadways within low-income neighborhoods can improve accessibility for residents to get to grocery stores or can open opportunities for new food retailers that provide healthy food choices to locate in or near these neighborhoods. In addition, expanding economic opportunities to new or current small food-oriented businesses through the provision of technical assistance or access to financial assistance can entice residents of these neighborhoods, who have been operating an informal food business, to formalize and possibly locate within their neighborhood. Are there other strategic opportunities in any of these areas? The communities of San Pablo, Montalvin Manor, Tara Hills, Bay View, and Rodeo are all located along San Pablo Avenue: a major arterial stretching from downtown Oakland in Alameda County to Rodeo in Northwestern Contra Costa County. The full length of San Pablo Avenue in Contra Costa County is identified as a Priority Development Area (PDA) through the Association of Bay Area Governments. San Pablo Avenue has a mixed-use planning designation along the entire Contra Costa segment. PDAs are identified in local and regional planning documents as the priority areas for in-fill development with a focus on jobs, housing, and access to transit. The County has also undertaken the Northern Waterfront Economic Development Initiative, in cooperation with its partners, the cities of Antioch, Brentwood, Concord, Hercules, Martinez, Oakley, and Pittsburg. It is a regional cluster-based economic development strategy with a goal of creating 18,000 new jobs by 2035. The Initiative focuses on advanced manufacturing sub-sectors in five targeted clusters (advanced transportation fuels, biotech/bio-medical, diverse manufacturing, food processing, and clean tech) and leveraging existing assets to retain existing firms. In cooperation with public and private stakeholders, the Initiative will retain existing business, help them expand, and attract new businesses. The Northern Waterfront area consists of approximately 55 miles of Contra Costa County’s northern waterfront, from Hercules to Oakley and is an important economic asset to the San Francisco Bay Area region. This waterfront has several unique features such as a deep ship channel, marine terminals, and it is served by two Class-1 railroad lines, Union Pacific Railroad and Burlington Northern Santa Fe Railroad. Contra Costa County has 38 priority development areas (PDAs) that offer opportunities for strategic planning. PDAs are identified in local and regional planning documents as priority areas for in-fill development with a focus on mixed-use development that provides jobs, housing, and 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-50, page 186 OMB Control No: 2506-0117 (exp. 09/30/2021) access to transit. The communities of San Pablo and Montalvin Manor are located along San Pablo Avenue: a major arterial stretching from downtown Oakland in Alameda County to Rodeo in Northwestern Contra Costa County. The full length of San Pablo Avenue in Contra Costa County is identified as a PDA, with a goal to develop a vibrant, mixed use corridor. Another PDA is located in Central Richmond while others are located in El Cerrito, Hercules, North Richmond, Concord, Antioch, Oakley, Pittsburg, and in San Ramon. Many of these PDAs are located around the ten BART stations in Contra Costa. Additionally, there are projects in Rodeo and at the Pittsburg/Bay Point BART station, which were assumed by the Contra Costa County Successor Agency who are actively seeking development partners to complete the planned developments. Targeting public investments and efforts to increase economic mobility within Contra Costa County’s R/ECAPs can help increase access to opportunity in these areas. Economic development efforts in R/ECAPs can complement the Northern Waterfront Economic Development Initiative while infrastructure and streetscaping improvements can help facilitate local retail development. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-60, page 187 OMB Control No: 2506-0117 (exp. 09/30/2021) MA -60 Broadband Needs of Housing occupied by Low - and Moderate -Income Households - 91.210(a)(4), 91.310(a)(2) Describe the need for broadband wiring and connections for households, including low- and moderate-income households and neighborhoods. The State of California Broadband for All recently completed its 2024 “California Digital Equity Plan” which states that “access to the internet is essential for education, healthcare, workforce and economic development, essential services, and civic participation.“ Yet the digital divide exists, especially for lower income households, households with limited English proficiency, and with some older persons and persons with disabilities. These households may require not only access to broadband but also need internet-capable devices, digital literacy skills, tech support and more as they struggle to: • Navigate online government services (find information on services and resources, complete applications, upload forms) • Participate in virtual medical services (e.g. conduct video visits, access patient portals, refill prescriptions) • Find and maintain employment (perform job searches, prepare resumes, apply for jobs, conduct virtual interviews, acquire basic job-related tech skills) • Access news and resources (access in-language media, search health information, receive emergency alerts and information, participate in civic activities) • Meet daily needs (conduct online banking and grocery shopping, use ride-share platforms, navigate public transit and way-finding apps) • Connect socially (communicate with friends and family, participate in group and class activities.) Digital inclusion helps to ensure that marginalized populations have access to digital resources that they need to meet their goals. This includes: • High-speed internet service that is affordable, reliable, and accessible; • Internet-enabled personal mobile and computer devices that meet user needs; • Customized digital skill training and ongoing technical support; and • Culturally competent, multi-lingual, and accessible services and online content In Contra Costa County, the 2023 American Community Survey (ACSDP1Y2023) shows that, of the 416,172 total households in the county, 98.1% have a computer and 96.1% have a broadband internet subscription. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-60, page 188 OMB Control No: 2506-0117 (exp. 09/30/2021) According to the Federal Communications Commission (FCC) National Broadband Map, updated January 2024, Contra Costa County has almost 100% of units covered with fixed broadband, and 90% covered with mobile broadband (see maps below). The Consortium is well covered by a variety of service providers with varying types of accessibility and speed. Broadband internet availability for the County as a whole at over 95% far exceeds the US average of 79%, and is better than the California average of 94%. 2025-30 Consolidated Plan CONTRA COSTA COUNTY Section MA-60, page 189 OMB Control No: 2506-0117 (exp. 09/30/2021) Describe the need for increased competition by having more than one broadband Internet service provider serve the jurisdiction. Xfinity (Comcast) offers its Internet Essentials program to every unconnected HUD-assisted household and is the primary provider of television and internet throughout the County. All areas have access to the highest speed access to high speed internet, including Bethel Island. Xfinity (Comcast) offers this speed service by cable, and AT&T provides it by fiber (with limited coverage) and by DSL. Satellite services at 25 Mbps are offered by ViaSat and HughesNet, while DSL is provided by Sonic, also at a speed of 25 Mbps. All areas of the County are served by at least six providers with a wide range of products, speeds and prices. Bethel Island, in far East County, is served by five providers with speeds (and prices) ranging from 1000 Mbps to 10 Mbps, therefore competition is deemed adequate. Consolidated Plan CONTRA COSTA COUNTY Section MA-65, page 190 OMB Control No: 2506-0117 (exp. 06/30/2018) MA -65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3) Describe the jurisdiction’s increased natural hazard risks associated with climate change. Contra Costa County has assessed hazard risk and the impact of natural hazards on lower income communities and individuals for many years and recently updated the Contra Costa County Hazard Mitigation Plan in November 2024. Additionally, jurisdictions have incorporated such hazard mitigation planning into the creation and implementation of climate action planning. Below is a basic assessment of hazard risks facing Contra Costa County and consortium cities, followed by a general outline of how climate change may alter these hazards, and how hazard risks have changed over the last five years. The Contra Costa County Consolidated Plan addresses current and developing vulnerabilities. Please find the plan Volume 1 toward the bottom of the page, as well as supplemental information for various cities in the County here: https://www.contracosta.ca.gov/6415/Local-Hazard-Mitigation-Plan Per the Hazard Risk Ranking below from the Contra Costa County Hazard Mitigation Plan, the following are considered high hazard risks: • Earthquake • Wildfire • Landslide Medium hazard risks include the following: • Severe weather (heavy rainfall, heat wave/extreme heat, severe thunderstorm, tornado) • Drought • Flood (Urban/Flash Flood, Riverine/Creek Flood) • Hazardous Materials Incidents • Climate Change • Sea Level Rise • Cybersecurity Threats • Dam and Levee Failure Low hazard risks include the following: • Tsunami Below is a table from the Plan showing probability, extent, vulnerability, impact and consequences assessments to derive total risk score: Consolidated Plan CONTRA COSTA COUNTY Section MA-65, page 191 OMB Control No: 2506-0117 (exp. 06/30/2018) Consolidated Plan CONTRA COSTA COUNTY Section MA-65, page 192 OMB Control No: 2506-0117 (exp. 06/30/2018) The rankings of many hazards have increased since risks were last assessed in 2018. The risks associated with wildfires, severe weather, and flooding have all increased from medium hazard risks to high hazard risks. Sea level rise and drought are now both considered medium hazard risks rather than low hazard risks. Describe the vulnerability to these risks of housing occupied by low- and moderate- income households based on an analysis of data, findings, and methods. Disaster and Vulnerable Populations. As research and experience has found, when disasters occur, disabled people and low-income communities are hit the hardest and face higher mortality rates. They also take longer to recover. Disability inclusion in emergency preparedness and response has grown from simply supporting disabled victims of extreme weather to actively including disabled communities in disaster relief strategies and plans. When electric power ceases during a hazard – shut off due to fire hazard, lost during an earthquake, out due to a flood, off or browned-out during a heatwave – it can have life-altering consequences for persons with disabilities. It is common for disabled people to rely on electricity- dependent equipment. This includes such devices powered by electricity such as electric wheelchairs, tracheostomy suctioning machines, hospital beds, and all manner of assistive devises. Those on fixed incomes generally do not have funds to afford or maintain an emergency generator. Extreme heat events, like those frequently experienced in East Contra Costa County, also present challenges to older adults, persons with disabilities, unhoused persons, and lower income residents. Many seniors and persons with disabilities, are more heat-sensitive or may be taking medications that exacerbate the effects of heat. In extreme heat, public resources like Cooling Centers are opened to the public as safe places to come. But these are not necessarily close or nearby all residents. If a resident doesn’t have access to a vehicle or if public transit isn’t available or consistent, these resources are inaccessible to those persons. A 2021 study of 25 U.S. cities found that only 10% of people were within “walking distance” or a half mile of a cooling center. In suburbs such as Contra Costa County, that distance is much further. Extreme heat events also lengthen wildfire season in California and heighten the frequency and severity of fire danger. Earthquakes - High Risk. Earthquakes present the greatest risk to the entire County. Contra Costa County is located in a region of high seismicity with numerous local faults. The primary seismic hazard for the County is potential ground shaking from these faults, especially the Hayward, Calaveras North, Concord-Green Valley, Mount Diablo, and Greenville-Marsh Creek faults. Low-income households and senior households (individuals over the age of 65) are particularly vulnerable to earthquake hazards. Low-income households may lack the financial resources to improve their homes to prevent or mitigate earthquake damage. They are also far less likely to carry expensive earthquake insurance to compensate for earthquake losses. Consolidated Plan CONTRA COSTA COUNTY Section MA-65, page 193 OMB Control No: 2506-0117 (exp. 06/30/2018) Senior households are more likely to need special medical attention, which may not be available due to isolation caused by earthquakes. Elderly residents also may have more difficulty leaving their homes during earthquake events and could be stranded in dangerous situations. Wildfire – High Risk. A wildfire is any uncontrolled fire occurring on undeveloped land that requires fire suppression. Wildfires can be ignited by lightning or by human activity such as smoking, campfires, equipment use, or arson. As average temperatures increase in the summer and fall and drought becomes more likely due to climate change, the risks of wildfire in the County increase. The geography, weather patterns, and vegetation in the East Bay area provide ideal conditions for recurring wildfires. Especially vulnerable are the East Bay Hills in Lamorinda, which includes Lafayette, Moraga, and Orinda. Parts of Walnut Creek, including the area surrounding Rossmoor, are vulnerable to wildfires, as are Clayton, the Danville/San Ramon area, and San Pablo/El Cerrito/El Sobrante area. Smoke from fires, sometimes many hundreds of miles away, carries gases and fine particles from burning trees, plants, buildings, and other sometimes highly toxic materials. Smoke degrades air quality, leading to irritation of airways, stinging eyes, increased heartbeat, headaches, chest pain, and other symptoms. Some people have a higher risk of being sickened by smoke, including people with chronic conditions such as asthma, Chronic Obstructive Pulmonary Disease (COPD), diabetes, chronic kidney disease, or heart disease, as well as those who are pregnant, children, unhoused persons, and, of course, first responders. Risks of smoke exposure can last days, or even weeks. Smoke disproportionately affects Black and Latinx residents as well as lower income households and those living in identified Environmental Justice areas. These residents have more cases of asthma and die of asthma more frequently. Homeless individuals are also at particular risk since they wouldn't necessarily have the ability to find refuge indoors from smoke and air pollution. Furthermore, extreme heat events which bring an increasing risk to wildfires are now exacerbated by the present PG&E policy of cutting power in windy conditions to help prevent fires sparked by power lines. Landslide - High Risk. Landslides are commonly categorized by the type of ground failure. The most common type is the shallow colluvial slide, usually occurring in response to intense, short duration storms. Landslides are often triggered by other natural hazards such as earthquakes, heavy rain, floods or wildfires, therefore landslide frequency is often related to the frequency of these other hazards. In Contra Costa County, landslides typically occur during and after severe rainstorms, so the potential of landslides largely coincides with the potential for sequential severe storms that saturate steep, vulnerable soils. Severe Weather - Medium Risk. Severe Weather, which includes extreme heat events to which East County is more susceptible, is a medium risk but one more associated with climate change. Consolidated Plan CONTRA COSTA COUNTY Section MA-65, page 194 OMB Control No: 2506-0117 (exp. 06/30/2018) The risk associated with severe weather has increased since 2018. Predicted impacts of worsening severe weather includes: • Drastic increase in severe heat days, heat waves, and associated health events and energy costs • Increasingly volatile weather, negatively affecting agricultural yields and recreation/tourism • Increasingly frequent severe storms, which can increase risk of flood, landslide, power outages, and disruption of transportation systems Vulnerable populations are the elderly, low-income households, people with life threatening illnesses, unhoused persons, and residents living in areas that are isolated from major roads. Flood – Medium Risk. Floods are the most common and widespread of all weather-related natural disasters and result in more deaths each year than tornadoes, hurricanes, and lightning. A flood is defined as an overflowing of water onto dry land which occurs when the existing channel of a stream, river, canyon, or other watercourses cannot contain excess runoff from rainfall or snowmelt. In Contra Costa County, flooding is most likely to occur from flash flooding and riverine flooding. While flooding was initially thought to be a longer-term concern, intense storms over the last five years have already caused damages in Contra Costa County. Sea level rise and increasingly severe weather can both contribute to flooding. While everyone in Contra Costa County is vulnerable to flooding, at-risk and underserved populations are particularly vulnerable to the dangers caused by flooding. These populations include households in poverty and low-income households, people with limited English proficiency, elderly populations, unhoused populations especially those living along creeks, rivers and the Delta, and undocumented individuals. Environmental Justice Areas in Contra Costa County - An environmental justice community is an area of a community disproportionately affected by environmental pollution and other hazards that can lead to negative health effects, exposure, or environmental degradation. Contra Costa County contains these heavily impacted areas in confined locations. Typically, these communities are primarily located in close proximity to heavy industrial facilities, such as oil refineries, shipyards, landfills, chemical plants, and both current and former military installations. Moreover, a number of these communities are impacted by their proximity to major transportation arterials, such as highway, rail, and aeronautics sites. Consolidated Plan CONTRA COSTA COUNTY Section MA-65, page 195 OMB Control No: 2506-0117 (exp. 06/30/2018) Consolidated Plan CONTRA COSTA COUNTY Section SP-05, page 196 OMB Control No: 2506-0117 (exp. 06/30/2018) STRATEGIC PLAN SP -05 Overview Strategic Plan Overview The Strategic Plan discusses the priority housing and community development needs of Contra Costa County as a whole and establishes objectives intended to meet those needs as well as strategies to implement the objectives. Priority needs have been determined as the result of the needs assessment process. Assessment consisted of an analysis of the community setting including housing and population characteristics, consultations, public workshops, and an online survey. Priority needs have been grouped into four major categories: Affordable Housing, Homeless, Non- Housing Community Development, and Administration. Housing needs are further divided into the acquisition of land for purposes of affordable housing development, new construction and/or rehabilitation of rental, homeownership and special needs housing. Non-Housing Community Development is divided into public services, economic development, and infrastructure/public facilities. Administration refers to the general administration of the CDBG, HOME, and ESG Programs. Consolidated Plan CONTRA COSTA COUNTY Section SP-10, page 197 OMB Control No: 2506-0117 (exp. 06/30/2018) SP -10 Geographic Priorities - 91.415, 91.215(a)(1) Geographic Area General Allocation Priorities Describe the basis for allocating investments geographically within the state The Contra Costa County HOME Consortium area is comprised of the unincorporated areas and incorporated cities/towns of the County. In terms of geographic distribution of investment of HOME funds, HOME housing activities will go towards all eligible areas of the HOME Consortium area to benefit low-income households. Contra Costa County also receives an allocation of CDBG funds from HUD to benefit residents of the Urban County. The Urban County area is comprised of all the unincorporated areas and incorporated cities/towns of the County, minus the Cities of Antioch, Concord, Pittsburg, and Walnut Creek. These four cities receive their own allocation of CDBG funds from HUD and therefore are not part of the Urban County area. In terms of specific geographic distribution of investments, infrastructure improvements and public facilities will be focused primarily in areas with concentrations of low- to moderate-income populations within the Urban County area. Investments in CDBG housing activities may occur in any Urban County area. Investments in public facilities and services serving special needs populations and primarily low- and moderate- income persons will be made throughout Contra Cost County as long as the facility and/or service is benefiting a reasonable percentage of residents that reside in the Urban County area. Consolidated Plan CONTRA COSTA COUNTY Section SP-10, page 198 OMB Control No: 2506-0117 (exp. 06/30/2018) Contra Costa County also receives an allocation of ESG funds from HUD. The ESG area for the County is the Urban County area (similar to the County's CDBG Urban County area explained above). In terms of geographic investment of ESG funds, ESG funds will be distributed throughout the Urban County to provide assistance to the homeless population or those at risk of becoming homeless who are within the Urban County area of Contra Costa County. Contra Costa County is also a project sponsor to the City of Oakland (Alameda County) for the HOPWA program. Contra Costa County’s HOPWA area is the entire unincorporated areas and incorporated cities/towns of the County. Consolidated Plan CONTRA COSTA COUNTY Section SP-25, page 199 OMB Control No: 2506-0117 (exp. 06/30/2018) SP -25 Priority Needs - 91.415, 91.215(a)(2) Priority Needs Table 59 – Priority Needs Summary 1 Priority Need Name Affordable Housing Priority Level High Population Extremely Low Low Moderate Large Families Families with Children Elderly Chronic Homelessness Individuals Families with Children veterans Persons with HIV/AIDS Victims of Domestic Violence Elderly and Frail Elderly Persons with Mental Disabilities Persons with Physical Disabilities Persons with Developmental Disabilities Persons with HIV/AIDS and their Families Geographic Areas Affected Countywide Associated Goals AH-1 New Construction of Affordable Rental Housing AH-2 Homeownership Opportunities AH-3: Maintain and Preserve Affordable Housing AH-4: New Supportive Housing - Special Needs Description The Affordable Housing Priority Need addresses the need to preserve existing affordable housing units and develop new units of affordable housing for low- income families and individuals, including special needs populations in the Contra Costa County HOME Consortium area. The priority is further divided into various objectives to address this priority, which are found in the "Goals" section of the Strategic Plan. Consolidated Plan CONTRA COSTA COUNTY Section SP-25, page 200 OMB Control No: 2506-0117 (exp. 06/30/2018) Basis for Relative Priority This priority is a high priority based on the analysis of the housing data within the Community Needs and Market Analysis sections of this Consolidated Plan. Also, the results of the Community Needs survey that was distributed at the various public meetings and also via our website indicated that the need for affordable housing is high. Consolidated Plan CONTRA COSTA COUNTY Section SP-25, page 201 OMB Control No: 2506-0117 (exp. 06/30/2018) 2 Priority Need Name Homelessness Prevention Priority Level High Population Extremely Low, Low Large Families Families with Children Elderly Chronic Homelessness Individuals Families with Children Mentally Ill Chronic Substance Abuse veterans Persons with HIV/AIDS Victims of Domestic Violence Unaccompanied Youth Elderly, Frail Elderly Persons with Mental Disabilities Persons with Physical Disabilities Persons with Developmental Disabilities Persons with Alcohol or Other Addictions Persons with HIV/AIDS and their Families Victims of Domestic Violence Geographic Areas Affected Countywide Associated Goals H-1: Housing & Supportive Services for Homeless H-2: Rapid Rehousing & Homelessness Prevention Description The Homelessness Priority is to address the need to expand and preserve shelter and housing for the homeless or those at imminent risk of becoming homeless, and to expand and preserve services to assist the homeless and those that are at imminent risk of becoming homeless. Basis for Relative Priority This priority is a high priority based on the analysis of the data on homelessness and the homeless population found within the Needs Assessment and Market Analysis sections of this Consolidated Plan. This priority also falls in line with the Continuum of Care's Strategic Plan to end homelessness. Furthermore, the results of the Community Needs survey that was distributed at the public meetings and via the County's website during the public participation process indicated that the need to address homelessness and provide services and housing to the homeless population is high. Consolidated Plan CONTRA COSTA COUNTY Section SP-25, page 202 OMB Control No: 2506-0117 (exp. 06/30/2018) 3 Priority Need Name Non-Housing Community Development Priority Level High Population Extremely Low, Low, Moderate Large Families Families with Children Elderly Public Housing Residents Elderly and Frail Elderly Persons with Mental Disabilities Persons with Physical Disabilities Persons with Developmental Disabilities Persons with Alcohol or Other Addictions Persons with HIV/AIDS and their Families Victims of Domestic Violence Geographic Areas Affected Countywide Associated Goals CD-1: General Public Services CD-2: Non-Homeless Special Needs Population CD-3: Youth CD-4: Fair Housing CD-5: Economic Development CD-6: Infrastructure/Public Facilities Description The Non-Housing Priority is to address the need of providing various public services, infrastructure/public facilities, and economic development opportunities to extremely low-, low-, and moderate-income persons, including non-homeless special needs populations of the County. Consolidated Plan CONTRA COSTA COUNTY Section SP-25, page 203 OMB Control No: 2506-0117 (exp. 06/30/2018) Basis for Relative Priority The priority need of Non-Housing Community Development activities, such as public services, economic development activities, improving infrastructure/public facilities activities is based off of the information regarding special needs populations, such as homeless, persons with disabilities, elderly/frail elderly, victims of domestic violence, and persons living with HIV/AIDS within the County. This information is found within the Needs Assessment section of this Consolidated Plan. Also, this priority need was based off of the demographic and income information found within the Needs Assessment and Market Analysis section of the Consolidated Plan. Special needs populations and the general low-income population of the County typically have limited access to various public services and economic opportunities. Also, most infrastructure/public facility improvements are generally needed in low-income neighborhoods where the infrastructure/public facilities are antiquated and in need of upgrades. Lastly, the results of the Community Needs survey that was distributed at the public meetings and on the County's website during the public participation process indicated that the need for public services, economic development activities, and improvements to infrastructure/public facilities for various low-income populations and areas of the County is high. 4 Priority Need Name Administration Priority Level High Population Other Geographic Areas Affected Countywide Associated Goals CD-7: Administration Description General Administration of the Community Development Block Grant (CDBG), HOME Investment Partnership Act (HOME), and Emergency Solutions Grant (ESG) Programs. Basis for Priority Consolidated Plan CONTRA COSTA COUNTY Section SP-30, page 204 OMB Control No: 2506-0117 (exp. 06/30/2018) SP -30 INFLUENCE OF MARKET CONDITIONS - 91.415, 91.215(B) Influence of Market Conditions Table 60 – Influence of Market Conditions Affordable Housing Type Market Characteristics that will influence the use of funds available for housing type Tenant Based Rental Assistance (TBRA) Contra Costa has a lack of housing affordable to lower income households. There is significant need for new housing units, as well as rehabilitation and preservation of existing housing. Therefore, the County uses HOME, CDBG, and HOPWA funds for construction and rehabilitation. The Consortium does not provide tenant- based rental assistance (TBRA) with HOME funds. The Housing Authority of Contra Costa County provides TBRA through its Section 8 Housing Choice Voucher program, through Veteran's Assistance (VASH), and the Continuum of Care (CoC) Program. TBRA for Non- Homeless Special Needs As stated above, TBRA is provided through the Housing Authority. New Unit Production Historically, the Consortium has used most of its HOME and HOPWA funds for new unit production. CDBG funds cannot be used for new construction, but may be used to support new construction through site acquisition, or infrastructure improvements. Rehabilitation The Urban County uses 45 percent of its CDBG funds for housing activities. Nearly half of those funds are used to support owner-occupied single family home rehabilitation and accessibility improvements. Additional funds are used for multi- family rehabilitation and energy efficiency improvements. HOME funds may be used for rehabilitation. As many early HOME-funded projects are reaching the end of the HOME compliance period, some will be seeking a new allocation of HOME funds for major systems replacement (i.e. roofs, furnace, energy efficiency upgrades) Acquisition, including preservation Most HOME funded projects in the Consortium were financed with low income housing tax credits. As the tax credit and HOME regulatory periods expire, some general partners will seek funds to buy out their limited partners, and many will re- syndicate to rehabilitate and improve their properties. These property owners often seek HOME and CDBG funds to assist with acquisition and rehabilitation activities. Consolidated Plan CONTRA COSTA COUNTY Section SP-35, page 205 OMB Control No: 2506-0117 (exp. 06/30/2018) SP -35 Anticipated Resources - 91.420(b), 91.215(a)(4), 91.220(c)(1,2) Introduction Contra Costa anticipates that over the five-year course of the Strategic Plan it will have CDBG, HOME, ESG, and HOPWA (pass through from the City of Oakland) available. These federal funds will be used to leverage public and private resources in all program areas. The Annual Action Plan budgets reflect one-fifth of the anticipated resources Consolidated Plan CONTRA COSTA COUNTY Section SP-35, page 206 OMB Control No: 2506-0117 (exp. 06/30/2018) Anticipated Resources Table 61 – Anticipated Resources Program Source of Funds Uses of Funds Expected Amount Available Year 1 Expected Amount Available Remainder of ConPlan $ Narrative Description Annual Allocation: $ Program Income: $ Prior Year Resources: $ Total: $ CDBG public - federal Acquisition Admin and Planning Economic Development Housing Public Improvements Public Services 4,638,753 700,000 196,292 5,535,045 18,400,000 Expected amount available based on recent allocation and anticipated estimated Program Income during the FY 2020/21 program year. Consolidated Plan CONTRA COSTA COUNTY Section SP-35, page 207 OMB Control No: 2506-0117 (exp. 06/30/2018) Table 61 – Anticipated Resources Program Source of Funds Uses of Funds Expected Amount Available Year 1 Expected Amount Available Remainder of ConPlan $ Narrative Description Annual Allocation: $ Program Income: $ Prior Year Resources: $ Total: $ HOME public - federal Acquisition Homebuyer assistance Homeowner rehab Multifamily rental new construction Multifamily rental rehab New construction for ownership TBRA 3,181,000 300,000 0 3,481,000 12,000,000 Expected amount available based on recent allocation. ESG public - federal Conversion and rehab for transitional housing Financial Assistance Overnight shelter Rapid re-housing (rental assistance) Rental Assistance Services Transitional housing 372,905 0 0 372,905 1,480,000 Expected amount available based on recent allocation. Consolidated Plan CONTRA COSTA COUNTY Section SP-35, page 208 OMB Control No: 2506-0117 (exp. 06/30/2018) Table 61 – Anticipated Resources Program Source of Funds Uses of Funds Expected Amount Available Year 1 Expected Amount Available Remainder of ConPlan $ Narrative Description Annual Allocation: $ Program Income: $ Prior Year Resources: $ Total: $ Other public - federal Acquisition Admin and Planning Housing Multifamily rental new construction Multifamily rental rehab Services 830,000 0 0 830,000 3,200,000 The County is a sub-grantee to the City of Oakland (Alameda County) for the Housing Opportunities for Persons with AIDS (HOPWA) program. The HOPWA area is the entire County. Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied County policy requires projects funded with CDBG funds to provide a minimum match as follows: 10 percent required from non- profit organizations, 25 percent from local government agencies, and 100 percent from for-profit entities. Public service and economic development projects (sponsored by non-profit organizations and public agencies) receiving multiple year funding are further required to increase the level of match for each year of funding up to 50 percent match after year five. In accordance with federal regulations, all projects funded with Consortium HOME funds are required to provide a minimum 25 percent permanent match to the project from non-federal sources. In accordance with federal regulations, all projects funded with ESG funds are required to provide a minimum 100 percent match from non-federal sources. Consolidated Plan CONTRA COSTA COUNTY Section SP-35, page 209 OMB Control No: 2506-0117 (exp. 06/30/2018) HOPWA regulations do not require matching funds. However, housing development projects using HOPWA funds must provide HOPWA-assisted units in proportion to the amount of HOPWA funds in the project. If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan The County, as the Housing Successor Agency to the former redevelopment agency, owns land that will be used for affordable housing development in Bay Point, North Richmond, and Rodeo. The Housing Successor (to the former Redevelopment Agency) will issue requests for proposals to develop the Rodeo and Bay Point parcels during the Consolidated Plan period. The Housing Successor is considering using the proceeds of that sale to support the Rodeo, and Bay Point developments. Consolidated Plan CONTRA COSTA COUNTY Section SP-40, page 210 OMB Control No: 2506-0117 (exp. 06/30/2018) SP -40 Institutional Delivery Structure - 91.415, 91.215(k) Explain the institutional structure through which the jurisdiction will carry out its consolidated plan including private industry, non-profit organizations, and public institutions. Table 62 – Institutional Delivery Structure Responsible Entity Responsible Entity Type Role Geographic Area Served County of Contra Costa Department of Conservation and Development Government Economic Development Homelessness Non-homeless special needs Ownership Planning Rental neighborhood improvements public facilities public services Jurisdiction Contra Costa Continuum of Care Government Homelessness Jurisdiction City of Antioch Government Ownership Planning Rental Jurisdiction City of Concord Government Ownership Planning Rental Jurisdiction City of Pittsburg Government Ownership Planning Rental Jurisdiction City of Walnut Creek Government Ownership Planning Rental Jurisdiction Housing Authority of Contra Costa PHA Public Housing Jurisdiction Pittsburg Housing Authority PHA Public Housing Jurisdiction Richmond Housing Authority PHA Public Housing Jurisdiction Assess of Strengths and Gaps in the Institutional Delivery System At the County level, the Department of Conservation and Development (DCD) is responsible for the administration and management of the CDBG, HOME, ESG and HOPWA programs. DCD is responsible for the County's lead administrative duties (ESG, HOPWA, and HOME as well as for the Consolidated Plan CONTRA COSTA COUNTY Section SP-40, page 211 OMB Control No: 2506-0117 (exp. 06/30/2018) Urban County programs and projects (CDBG). The County is the lead agency for the Contra Costa HOME Consortium. Antioch's Community Development Department has responsibility for CDBG activities occurring in the City of Antioch carried out under this Strategic Plan. The City also has a redevelopment agency with several active project areas. The Community and Economic Development Department implements the CDBG program in the City of Concord. In the City of Pittsburg, the CDBG program is implemented by the Community Services Department. The City of Pittsburg has its own autonomous Housing Authority. The City of Walnut Creek's Community and Economic Development Department implements its CDBG program, primarily through the Housing division. Although Contra Costa County is the lead agency of the Contra Costa County Consortium, all the Consortium jurisdictions take a collaborative approach in administering and implementing goals and objectives in their respective programs. The Consortium members coordinate Consolidated Planning efforts. The County Consortium developed a streamlined process for applying for program funds that allows applicants to complete one application for multiple jurisdictions and, once funded, complete one periodic performance report for all jurisdictions if funded by multiple Consortium jurisdictions. This joint effort has eased the administrative burden for subrecipients and allows jurisdictions to easily share information. The Consortium also developed a joint monitoring process; eliminating duplicative and repetitive monitoring’s for many of the CDBG/HOME funded programs within the County. Furthermore, the Consortia established a 2- year funding cycle for the first two years of the five-year Consolidated Plan period, and a 3-year funding cycle to complete the last three years of the five-year Consolidated Plan period. The multiple-year funding cycles have greatly reduced the time spent on completing and reviewing applications for both subrecipient and CDBG/HOME program staff respectively. Each entitlement jurisdiction in the Consortia, however, completes its own annual planning and allocation process, including preparation and completion of its Annual Action Plan, as well as its Consolidated Annual Performance Evaluation Report (CAPER) and are subsidiary to the Consolidated Plan. These planning efforts have a high degree of coordination. Where appropriate, countywide services and efforts that have a countywide impact are coordinated. Availability of services targeted to homeless persons and persons with HIV and mainstream services Consolidated Plan CONTRA COSTA COUNTY Section SP-40, page 212 OMB Control No: 2506-0117 (exp. 06/30/2018) Table 63 – Homeless Prevention Services Summary Homelessness Prevention Services Available in the Community Targeted to Homeless Targeted to People with HIV Homelessness Prevention Services Counseling/Advocacy X X X Legal Assistance X X Mortgage Assistance X X Rental Assistance X X X Utilities Assistance X X X Street Outreach Services Law Enforcement X X Mobile Clinics X X Other Street Outreach Services X X Supportive Services Alcohol & Drug Abuse X X Child Care X X Education X Employment and Employment Training X X Healthcare X X X HIV/AIDS X X X Life Skills X X X Mental Health Counseling X X X Transportation X X X Other Child care for homeless is Respite, adding daytime this year X X X Describe how the service delivery system including, but not limited to, the services listed above meet the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) In addition to providing direct medical care, testing and immunization services, the County's Countywide Health Care for the Homeless Program uses its mobile healthcare van for outreach. The bilingual Healthcare for the Homeless Team assesses client's needs, provides social support, and links clients to appropriate services and programs, including mental health and substance abuse programs, Medi-Cal, the County's Basic Adult Care program, and the Covered California healthcare insurance exchange. This program is operating at capacity and has added 2 additional staff in the last year, with emphasis on substance abuse and opioid addiction treatment. Consolidated Plan CONTRA COSTA COUNTY Section SP-40, page 213 OMB Control No: 2506-0117 (exp. 06/30/2018) In cooperation with the local Veterans Affairs office, Contra Costa's CoC has worked to increase its capacity to house and serve homeless veterans, including the distribution of HUD-VASH vouchers and rental assistance for permanent housing units provided to homeless veterans and their families under the Supportive Services for Veteran Families (SSVF) program. The Veteran By- Name list identifies new Veterans entering the system to house as rapidly as possible. When foster youth age out of the foster care system, they are linked to the Independent Living Skills Program (ILSP). ILSP includes workshops that prepare youth for emancipation (money management, education, computer skills, home management, and social skills), employment assistance, non-McKinney-Vento housing and retention services, and an individualized transition plan out of foster care. In addition, foster youth can elect to remain in foster care or return to care after emancipation (but before turning 21) to receive a two-year housing subsidy, which can be used in a market-rate unit, student housing, or congregate living. This is a State program that all foster youth and former foster youth are able to access. Additionally, CDBG funds help support the work of Court Appointed Special Advocates which also work to keep foster youth connected to services and out of the homeless system of care. They have been expanding their services substantially in the past year, but still cannot serve all the foster youth that the courts would like to have CASA representation. Describe the strengths and gaps of the service delivery system for special needs population and persons experiencing homelessness, including, but not limited to, the services listed above Many of the services provided to special needs populations are provided by various nonprofit agencies that provide services to specific special needs populations, including those experiencing homelessness. Many of these agencies provide "in-home" services to better serve their clients, especially those who have physical disabilities. In addition to the nonprofit service providers, the County provides various services to special needs populations as well. In addition to providing shelter and shelter related service to the homeless, the County's Health Services Department provides treatment and counseling services to those who are suffering with alcohol/other drug addictions and those who are HIV positive or who are living with AIDS. The system is currently developing resources and integrating services for special needs populations, such as persons exiting jails and prisons, and persons who are high utilizers of multiple systems. The multiple agencies tasked with supporting these populations are working with CCHS’s H3 to integrate both funding and services, to ensure housing placement and stability upon identification of these individuals. These key agency partners are working with H3 to learn the homelessness system of care, including the federally mandated Coordinated Entry process, and various best practices and standards used by the County to ensure quality, low barrier, client centered and trauma informed approaches to housing persons at risk of and experiencing Consolidated Plan CONTRA COSTA COUNTY Section SP-40, page 214 OMB Control No: 2506-0117 (exp. 06/30/2018) homelessness. These collaborations are a strength that the system is building upon to better address the lack of services previously unavailable to these high and special need populations. Provide a summary of the strategy for overcoming gaps in the institutional structure and service delivery system for carrying out a strategy to address priority needs In the Summer of 2019 the County developed a system map with a Technical Assistance provider, which was designed to identify system gaps and strengths and develop strategies and benchmarks for addressing those issues in the institutional structure and service delivery system. The system map was a great success and is now used as a “living” tool by which the community creates an annual priority plan to identify and strategically address priority needs. The system map outlined long-term and short-term goals and strategies, which guide the priority planning process and allow the Council on Homelessness and CCHS’s H3 to make data driven and evidence-based policy, funding, and operational decisions to grow and improve the system. Additionally, as mentioned above, there is ongoing concern about the long-term capacity of the non-profit community to provide services in Contra Costa County, particularly during severe budgetary times, and their ability to comply with often complex federal regulations and requirements to implement federally funded programs. Factors that contribute include the relatively low pay scale associated with non-profits leading to high staff turnover and a severe lack of resources for ongoing training and professional development. In an effort to address this issue, the County Consortium jurisdictions provide technical assistance to non-profit organizations that receive County CDBG and HOME funds, to build capacity and assist in the development of programs/projects designed to meet the Consortium's Consolidated Plan goals and objectives. Consolidated Plan CONTRA COSTA COUNTY Section SP-45, page 215 OMB Control No: 2506-0117 (exp. 06/30/2018) SP -45 Goals - 91.415, 91.215(a)(4) Goals Summary Information Table 64 – Goals Summary Sort Order Goal Name Start Year End Year Category Area Needs Addressed Funding Goal Outcome Indicator 1 AH-1 New Construction of Affordable Rental Housing 2020 2025 Affordable Housing Contra Costa County Affordable Housing CDBG: $3,000,000 . HOME: $4,500,000 Rental units constructed: 150 Household Housing Unit 2 AH-2 Homeownership Opportunities 2020 2025 Affordable Housing Contra Costa County Affordable Housing HOME: $3,000,000 Homeowner Housing Added: 50 Household Housing Unit 3 AH-3: Maintain and Preserve Affordable Housing 2020 2025 Affordable Housing Contra Costa County Affordable Housing CDBG: $7,000,000 HOME: $3,000,000 Rental units rehabilitated: 350 Household Housing Unit . Homeowner Housing Rehabilitated: 100 Household Housing Unit 4 AH-4: New Supportive Housing - Special Needs 2020 2025 Affordable Housing Contra Costa County Affordable Housing HOME: $3,000,000 HOPWA: $3,859,500 Housing for People with HIV/AIDS added: 25 Household Housing Unit 5 H-1: Housing & Supportive Services for Homeless 2020 2025 Homeless Contra Costa County Homeless- ness Prevention CDBG: $500,000 ESG: $1,209,420 Public Facility/ Infrastructure Activities other than Low/ Moderate Income Housing Benefit: 5,000 Persons Assisted . Homeless Person Overnight Shelter: 1,630 Persons Assisted Consolidated Plan CONTRA COSTA COUNTY Section SP-45, page 216 OMB Control No: 2506-0117 (exp. 06/30/2018) Table 64 – Goals Summary Sort Order Goal Name Start Year End Year Category Area Needs Addressed Funding Goal Outcome Indicator 6 H-2: Rapid Rehousing & Homelessness Prevention 2020 2025 Homeless Contra Costa County Homeless- ness Prevention CDBG: $125,375 ESG: $655,105 Tenant-based rental assistance / Rapid Rehousing: 90 Households Assisted . Homelessness Prevention: 50 Persons Assisted 7 CD-1: General Public Services 2020 2025 Non-Housing Community Development Contra Costa County Non-Housing Community Development CDBG: $1,037,500 Public service activities other than Low/ Moderate Income Housing Benefit: 50,000 Persons Assisted 8 CD-2: Non- Homeless Special Needs Population 2020 2025 Non- Homeless Special Needs Non-Housing Community Development Contra Costa County Non-Housing Community Development CDBG: $1,121,500 Public service activities other than Low/ Moderate Income Housing Benefit: 7,000 Persons Assisted 9 CD-3: Youth 2020 2025 Non-Housing Community Development Contra Costa County Non-Housing Community Development CDBG: $472,500 Public service activities other than Low/Moderate Income Housing Benefit: 10,000 Persons Assisted 10 CD-4: Fair Housing 2020 2025 Non-Housing Community Development Contra Costa County Non-Housing Community Development CDBG: $200,000 Public service activities other than Low/ Moderate Income Housing Benefit: 200 Persons Assisted Consolidated Plan CONTRA COSTA COUNTY Section SP-45, page 217 OMB Control No: 2506-0117 (exp. 06/30/2018) Table 64 – Goals Summary Sort Order Goal Name Start Year End Year Category Area Needs Addressed Funding Goal Outcome Indicator 11 CD-5: Economic Development 2020 2025 Non-Housing Community Development Contra Costa County Non-Housing Community Development CDBG: $2,057,000 Public service activities other than Low/Mod Income Housing Benefit: 100 Persons Assisted . Jobs created/ retained: 25 Jobs . Businesses assisted: 900 Businesses Assisted 12 CD-6: Infrastructure/ Public Facilities 2020 2025 Non-Housing Community Development Contra Costa County Non-Housing Community Development CDBG: $2,538,950 Public Facility or Infrastructure Activities other than Low/ Moderate Income Housing Benefit: 5,000 Persons Assisted 13 CD-7: Administration 2020 2025 Administration Contra Costa County Administration CDBG: $4,638,755 HOME: $1,690,525 ESG: $151,180 Other: 4 Other Goal Descriptions Table 65 – Goal Descriptions 1 Goal Name AH-1 New Construction of Affordable Rental Housing Description Expand housing opportunities for extremely-low income, very-low income, and moderate- income households through an increase in the supply of decent, safe, and affordable rental housing via new housing construction or acquisition of land for the purpose of housing construction. Consolidated Plan CONTRA COSTA COUNTY Section SP-45, page 218 OMB Control No: 2506-0117 (exp. 06/30/2018) 2 Goal Name AH-2 Homeownership Opportunities Description Increase homeownership opportunities via the construction, acquisition, and/or rehabilitation of housing units for homeownership; and or direct financial assistance provided to low- to moderate-income homebuyers. 3 Goal Name AH-3: Maintain and Preserve Affordable Housing Description Maintain and preserve the existing affordable housing stock. 4 Goal Name AH-4: New Supportive Housing - Special Needs Description Increase the supply of appropriate and supportive housing for special needs populations, which may include short-term tenant-based rental assistance. 5 Goal Name H-1: Housing & Supportive Services for Homeless Description Further “Housing First” approach to ending homelessness by supporting homeless outreach efforts, emergency shelter, transitional housing, and permanent housing with supportive services to help homeless persons achieve housing stability. 6 Goal Name H-2: Rapid Rehousing & Homelessness Prevention Description Expand existing rapid rehousing and/or prevention services including emergency rental assistance, security deposit/financial assistance, case management, housing search assistance, legal assistance, landlord mediation, money management and credit counseling for those who are homeless or at risk of homelessness. 7 Goal Name CD-1: General Public Services Description Ensure that opportunities and services are provided to improve the quality of life and independence for low-income persons (below 80 percent of Area Median Income), and ensure access to programs that promote prevention and early intervention related to a variety of social concerns such as substance abuse, hunger, and other issues. 8 Goal Name CD-2: Non-Homeless Special Needs Population Description Ensure that opportunities and services are provided to improve the quality of life and independence for persons with special needs, such as elderly/frail elderly, persons with disabilities, battered spouses, abused children, persons with HIV/AIDS, illiterate adults, and migrant farmworkers. 9 Goal Name CD-3: Youth Description Increase opportunities for children/youth to be healthy, succeed in school, and prepare for productive adulthood, with a priority/emphasis in areas/neighborhoods that are identified as low/moderate-income per Census Tract information. 10 Goal Name CD-4: Fair Housing Description Promote fair housing activities and affirmatively further fair housing. Consolidated Plan CONTRA COSTA COUNTY Section SP-45, page 219 OMB Control No: 2506-0117 (exp. 06/30/2018) 11 Goal Name CD-5: Economic Development Description Reduce the number of persons with incomes below the poverty level (annual income below $31,743), expand economic opportunities for extremely low-, very low- and low-income residents, and increase the viability of neighborhood commercial areas by providing job training/job placement services and technical assistance to microenterprises and small businesses. o Support job training, retraining, and employment search for low-income persons; o Provide technical assistance and/or capital (loan or grant) to small businesses/micro- enterprises to develop and/or expand capacity and produce jobs for low-income persons. 12 Goal Name CD-6: Infrastructure/Public Facilities Goal Description Maintain quality public facilities and adequate infrastructure, and ensure access for the mobility-impaired by addressing physical access barriers to public facilities. o To construct or improve public facilities and infrastructure including, but not limited to, providing and improving access to facilities for persons with disabilities. This may include directly improving or constructing facilities or infrastructure in low-income areas or providing assistance to non-profit agencies that serve low-income populations. o To remove barriers to the safe travel of persons with disabilities that exist in the public right-of-way. o To make improvements to the public right-of-way to enhance public safety and accessibility, and to improve public health, and to promote the provision of a "complete streets program." Improvements will be targeted to areas where the current level of improvements is less than the current standard. 13 Goal Name CD-7: Administration Goal Description Support development of viable urban communities through extending and strengthening partnerships among all levels of government and the private sector, and administer federal grant programs in a fiscally prudent manner. Strategies include: o To continue the collaborative administration with the other Consortia jurisdictions for the County's housing and community development programs undertaken under this Strategic Plan. This effort will include common policies and procedures for requests for the use of funds, subrecipient reporting, record-keeping, and monitoring. o To support the efforts of the housing authorities of Contra Costa County, City of Pittsburg, and City of Richmond. o Members will also cooperatively further the efforts of the Continuum of Care (CoC). Estimate the number of extremely low-income, low-income, and moderate-income families to whom the jurisdiction will provide affordable housing as defined by HOME 91.315(b)(2) Based on the current HOME grant, and the expected HOME grant over the five-year planning period, the Contra Costa Consortium anticipates providing 150 units of new affordable rental housing. Unless additional subsidies are identified, the housing will be affordable to very- low and low-income households. Providing permanent supportive housing for homeless, and Consolidated Plan CONTRA COSTA COUNTY Section SP-45, page 220 OMB Control No: 2506-0117 (exp. 06/30/2018) other extremely-low income households is a priority, but may not be achievable with current funding sources. Consolidated Plan CONTRA COSTA COUNTY Section SP-50, page 221 OMB Control No: 2506-0117 (exp. 06/30/2018) SP -50 Public Housing Accessibility and Involvement - 91.415, 91.215(c) Need to Increase the Number of Accessible Units (if Required by a Section 504 Voluntary Compliance Agreement) N/A. The Housing Authority of Contra Costa does not have a Voluntary Compliance Agreement. Activities to Increase Resident Involvements Resident Advisory Board (RAB): HACCC holds three to five meetings a year with approximately 10 members of the Resident Advisory Board (RAB). The RAB is comprised of members of active Resident Councils, resident leaders from other public housing developments without a Resident Council and a Section 8 Housing Choice Voucher participant. The RAB is very active and participatory in the planning of the 5 Year/Annual Plan, Capital Fund Program, and all other related Resident Initiatives. Resident Councils: The creation of Resident Councils is an important means of obtaining resident input and participation in public housing programs and activities, including the identification of appropriate resident services, resolution of safety issues, and implementation of activities designed to move households from welfare to work and greater independence. HACCC currently has active Resident Councils at two of the thirteen Public Housing Developments owned by HACCC (Bayo Vista in Rodeo and Elder Winds in Antioch). In addition to office facilities and materials, HACCC provides technical assistance and sponsors quarterly town hall meetings at each development in an effort to develop resident leaders. Over the past few months, there has been renewed interest at other developments to create Resident Councils. Plans have been initiated to create active Resident Councils at El Pueblo (Pittsburg), Los Arboles (Oakley), and Casa de Mañana (Oakley). The Bayo Vista Resident Council is particularly active. Board training has been provided to this Resident Council in the past as it will going forward. The Bayo Vista Resident Council Board of Directors supports the YMCA of the East Bay which operates an after-school program for families at the Bayo Vista Development. In addition, the Bayo Vista Resident Council members operate a lunch program for school age children during the summer months when children are not attending school. HACCC continues to operate one youth programs at the Bayo Vista property. The program provide youth oriented activities, which include arts and crafts, homework club, movie time, spelling bees and cooking classes. Staff is also instrumental in providing field trips to museums, baseball games and the Discovery Kingdom amusement park. -This program has around 50 children enrolled in their summer program, most of whom continue in the after-school program during the fall. Consolidated Plan CONTRA COSTA COUNTY Section SP-50, page 222 OMB Control No: 2506-0117 (exp. 06/30/2018) HACCC has applied to HUD for a Resident Opportunity Self Sufficiency (ROSS) Grant to further enhance services and programs provided at all Public Housing sites. Is the public housing agency designated as troubled under 24 CFR part 902? No Plan to remove the ‘troubled’ designation N/A. Consolidated Plan CONTRA COSTA COUNTY Section SP-55, page 223 OMB Control No: 2506-0117 (exp. 06/30/2018) SP -55 Strategic Plan Barriers to Affordable Housing - 91.415, 91.215(h) Barriers to Affordable Housing There are several significant barriers to affordable housing within Contra Costa County, in general, and the entitlement cities of Antioch, Concord, Pittsburg, and Walnut Creek. At a high level, cross- cutting barriers include: o Zoning and land use restrictions that prevent or otherwise limit the development of dense housing types that are more likely to be affordable than detached single-family homes; o Zoning and land use approval processes that prolong the time it takes for development to occur; o Community opposition to the development of affordable housing; o Local development standards for height limits, stories, lot coverage maximums, and parking requirements which reduce the number of units allowed on any given site; o Contra Costa County has an urban limit line to concentrate development in urban areas and protect open space. This policy increases the cost of land, which increases the cost of development; o High land costs; o Inadequate inclusionary housing policies; o Insufficient financial resources for affordable housing development; and o Insufficient tenant protections. Strategy to Remove or Ameliorate the Barriers to Affordable Housing Strategies to remove or ameliorate the barriers to affordable housing include eliminating minimum acres required for P1 zoning, encouraging in-fill development in "Priority Development Areas", encouraging dense development adjacent to transit hubs and requiring residential developers to pay fees or include affordable units in housing developments. Some jurisdictions are charging commercial linkage fees for affordable housing. Consolidated Plan CONTRA COSTA COUNTY Section SP-60, page 224 OMB Control No: 2506-0117 (exp. 06/30/2018) SP -60 Homelessness Strategy - 91.415, 91.215(d) Describe how the jurisdiction's strategic plan goals contribute to: Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs The 2014 update to Forging Ahead Towards Preventing and Ending Homelessness, the Contra Costa County strategic plan, has been referenced annually to guide the community’s annual priority planning process. The plan set large goals of decreasing the length of time people experience homelessness and decreasing the percentage of people who become homeless using three strategies. The three strategies to reach the strategic plan goals include: (1) implementing a coordinated assessment system to streamline access to housing and services while addressing barriers and getting the right resources to the right people at the right time; (2) integrate evaluation and performance measures with the implementation of evidence-based programs and practices; and (3) develop the most effective communication platforms such as websites, email, videos, and social media to provide access, support advocacy, and connect the community to available resources to address homelessness. The strategic plan and annual priority plans have focused on building the County’s homeless coordinated entry system to ensure persons experiencing homelessness can access the system of care and be assessed with a standardized evidence-based tool using best practice modalities that ensure client centered approaches. From 2015 to 2016 the community and stakeholders engaged in the development of the system, which included selecting a standardized evidence- based tool (Vulnerability Index-Service Prioritization Decision Assistance Tool or VI-SPDAT) to conduct housing and resource needs assessments of persons experiencing homelessness in Contra Costa. In 2017, phase 1 of coordinated entry was launched and completed. That year, the system launched Coordinated Outreach Referral & Engagement (CORE) Teams which provide outreach, identification, and assessments for persons experiencing homelessness. The system also opened Coordinated Assessment Referral and Engagement (CARE) and Warming Centers which function as multidisciplinary service sites and offer system intakes and assessments (using VI-SPDATs), as well as case management support and daytime shelter and other services. That year 2-1-1, the phone-based access point to the system was also launched with the intention to provide additional mechanisms for easy access to the system of care, as well as the ability to perform system intakes and triage individual needs for services. Addressing the emergency and transitional housing needs of homeless persons The Goal of "H-1: Housing & Supportive Services for the Homeless" includes the provision of operational support for existing emergency shelters and to assist existing emergency shelters with Consolidated Plan CONTRA COSTA COUNTY Section SP-60, page 225 OMB Control No: 2506-0117 (exp. 06/30/2018) the capital costs of repair, maintenance, or expansion of capacity. Goal H-1 also incorporates support for the increase of shelter beds and housing for homeless families with children. Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again. The Goal of "H-1: Housing & Supportive Services for the Homeless" incorporates production and preservation of new permanent supportive housing units. These units can be stand-alone developments dedicated to housing the homeless or units dedicated to the homeless integrated into larger developments. Activities under this goal include: o Land acquisition o Construction and development o Acquisition and rehabilitation In addition, both Goals of "H-1: Housing & Supportive Services for the Homeless" and "H-2: Prevention Services for Homeless" includes services that will meet the following objectives: o Help homeless people (re)gain housing as soon as possible. o Provide integrated, wraparound services to facilitate long-term residential stability. o Help people to access employment that pays a “housing wage.” o Conduct outreach to link chronically homeless people with housing, treatment, and services. o Prevent homelessness from occurring in the first place. o Increase permanent supportive housing opportunities for the homeless. Help low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families who are likely to become homeless after being discharged from a publicly funded institution or system of care, or who are receiving assistance from public and private agencies that address housing, health, social services, employment, education or youth needs Goal "H-2: Prevention Services for Homeless" includes support for housing crisis intervention services which prevent homelessness for all low- to extremely-low income populations, including those who are being discharged from health care facilities, mental health care facilities, foster care, Consolidated Plan CONTRA COSTA COUNTY Section SP-60, page 226 OMB Control No: 2506-0117 (exp. 06/30/2018) etc. Goal H-2 further includes services to the homeless or those at risk of becoming homeless that will meet the following objectives. o Help homeless people (re)gain housing as soon as possible. o Provide integrated, wraparound services to facilitate long-term residential stability. o Help people to access employment that pays a “housing wage.” o Conduct outreach to link chronically homeless people with housing, treatment, and services. o Prevent homelessness from occurring in the first place. o Increase permanent supportive housing opportunities for the homeless. Consolidated Plan CONTRA COSTA COUNTY Section SP-65, page 227 OMB Control No: 2506-0117 (exp. 06/30/2018) SP -65 Lead -based Paint Hazards - 91.415, 91.215(i) Actions to address LBP hazards and increase access to housing without LBP hazards WHY IT MATTERS - High blood lead levels (i.e., >70 µg/dL) can cause serious health effects, including seizures, coma, and death. Blood lead levels (BLLs) as low as 10 µg/dL have been associated with adverse effects on cognitive development, growth, and behavior among children aged 1-5 years. Since the virtual elimination of lead from gasoline and other consumer products in the United States, lead-based paint in homes remains the major source of lead exposure among U.S. children. Most commonly, children are exposed through chronic ingestion of lead- contaminated dust. However, there are many sources of lead as the chart shows. Because children with elevated BLLs in the 10-25 µg/dL range do not develop clinical symptoms, screening is necessary to identify children who need environmental or medical intervention to reduce their BLLs. Medicaid and state regulations require that every child in a government-funded health program be screened for blood lead level at 12 months and again at age 2. When a blood test is missed, health care providers are required to screen the child at the first opportunity up to age 6. It is also recommended that health professionals screen any child or youth who exhibits symptoms of lead exposure, has known lead exposure, or is considered to be at risk for lead exposure. For children/youth who receive multiple tests, it is their highest blood lead level, and their county of residence at the time of their highest blood lead level, that is reported. Consolidated Plan CONTRA COSTA COUNTY Section SP-65, page 228 OMB Control No: 2506-0117 (exp. 06/30/2018) Consolidated Plan CONTRA COSTA COUNTY Section SP-65, page 229 OMB Control No: 2506-0117 (exp. 06/30/2018) Consolidated Plan CONTRA COSTA COUNTY Section SP-65, page 230 OMB Control No: 2506-0117 (exp. 06/30/2018) Reports for Contra Costa County continue to find LBP poisoning to be an almost negligible issue in the County. In 2015 (the latest date for which data is available), there were 48 children (0.59% of the 8,154 tested) with blood lead levels between 4.5 and 9.5, and 13 (0.16%) with levels greater than 9.5. Investigation by the Contra Costa Health Department shows that most new cases of elevated blood lead levels are not due to paint, but to toys, candies and certain ethnic remedies, which are high in lead. Nevertheless, the County and Consortium members will continue to protect young children from lead-based paint hazards in housing funded with CDBG, HOME, ESG, and HOPWA resources through the implementation of 24 CFR Part 35. o All developers enter into legal agreements that include requirements for compliance with the lead-based paint regulation. o The Neighborhood Preservation Program has developed a program-specific lead hazard reduction implementation plan. o All other projects will develop plans appropriate to the project type and level of funding received. Adherence to the County's Lead-based Paint Plan allows for both new construction and rehabilitated properties to be free of lead-based paint. In addition, the County Health Department has a website with information on lead hazards, including common sources of lead in homes. http://cchealth.org/lead-poison/ How are the actions listed above related to the extent of lead poisoning and hazards? Consolidated Plan CONTRA COSTA COUNTY Section SP-65, page 231 OMB Control No: 2506-0117 (exp. 06/30/2018) The County Health Department has identified house paint containing lead as one of several potential sources of lead in homes. Other sources include recreational and do-it-yourself activities (e.g. radiator repair, soldering, casting fishing sinkers), consumer products (e.g. imported or old dishes, pottery, or pewter), and home remedies (e.g. Azarcon, Greta, or Surma). How are the actions listed above integrated into housing policies and procedures? All applicants for housing rehabilitation loans are informed of the County's Lead-based Paint Plan during the application stage. The applicant must submit its plan on how it will comply with the County requirements. Prior to rehabilitation activities, paint is tested for lead. If lead is found, it must be remediated pursuant to the Lead-based Paint Plan. Following remediation activities, the unit is tested again to ensure all work was completed correctly. Antioch Action Plan The City has developed a Lead Based Paint Implementation Plan (LBP Plan) that describes the actions to be taken, and the responsibility, for compliance with lead-based paint abatement regulations (24 CFR 35 and Title X of the Housing and Community Development Act of 1992) under each of its existing affordable housing programs. Any homes constructed prior to 1978 that are assisted with CDBG funds through the City’s Homeowner Housing Rehabilitation Program are addressed in compliance with lead-based paint abatement requirements. Antioch CAPER - The City of Antioch does not have a significant problem with lead-based paint poisoning. The last case of a child living in Antioch diagnosed with elevated blood lead levels attributed to lead-based paint was in 2015, for a house that had lead in the dripline soil. This case was unrelated to any City-funded rehabilitation work. Since 2015 there have been six cases of elevated blood lead levels in children, but none of those have lead-based paint as a probable source. The City has a Lead-Based Paint Implementation Plan (LBP Plan) that describes the actions to be taken, and the responsibility, for compliance with the lead-based paint abatement regulations (24 CFR 35 and Title X of the Housing and Community Development Act of 1992) under each of its existing affordable housing programs. The City has incorporated the requirements of the lead- based paint regulations into its programs, including the Homeowner Rehabilitation Program (funded with Housing Successor funds.) All rehabilitation projects are required to complete lead inspections and provide a plan and budget for the proper removal of lead or any other toxic material found on the property. County Action Plan - Actions planned to reduce lead-based paint hazards The County will continue to protect young children from lead-based paint hazards in housing funded with CDBG, HOME, and ESG resources through the implementation of 24 CFR Part 35. This regulation aims to reduce or eliminate lead-based paint hazards in federally owned housing and housing receiving federal Consolidated Plan CONTRA COSTA COUNTY Section SP-65, page 232 OMB Control No: 2506-0117 (exp. 06/30/2018) funds. All developers enter into legal agreements that include requirements for compliance with the lead-based paint regulation. The Neighborhood Preservation Program has developed a program specific lead-hazard reduction implementation plan. All other projects will develop plans appropriate to the project type and level of funding received. County CAPER - The County has incorporated the requirements of the lead-based paint regulations (24 CFR PART 35) into its affected programs, including the homeowner and rental rehabilitation programs. These programs developed implementation plans that include procedures to test for lead-based paint, determine a scope of work to address lead-based paint hazards, ensure qualified contractors are performing the required work, and obtain a clearance examination at project completion. Additionally, the County’s Neighborhood Preservation Program, a home rehabilitation program, provides grants to homeowners who have received rehabilitation loans and need to abate lead hazards. Walnut Creek Action Plan – Actions planned to reduce lead-based paint hazards The City of Walnut Creek developed a Lead Based Paint Implementation Plan (LBP Plan) that describes the actions to be taken, and the responsibility for compliance with lead based paint abatement regulations (24 CFR 35 and Title X of the Housing and Community Development Act of 1992) under each of its existing affordable housing programs. In particular, any homes constructed prior to 1978 that are assisted through the City’s Homeowner Rehabilitation Grant Program or the City’s New Construction/Substantial Rehabilitation Program must be in compliance with lead- based paint abatement requirements. Walnut Creek CAPER - Actions taken to reduce lead-based paint hazards. 91.220(k); 91.320(j) The City has developed a Lead Based Paint Implementation Plan (LBP Plan) that describes actions to be taken, and the responsibility for compliance with the lead-based paint abatement regulations (24 CFR 35 and Title X of the Housing and Community Development Act of 1992), under each of its existing affordable housing programs. In addition, the City will continue to provide information about the dangers of lead-based paint, the requirements for lead abatement and about the certification that must be signed by the Borrower acknowledging receipt of this information for all participants in the City’s homeowner and rental rehabilitation programs and First-Time Homebuyer Assistance (FTHBA) Program. Habitat for Humanity East Bay/Silicon Valley administers the City’s Home Rehabilitation Program and complies with the federal Lead Based Paint Program regulations. As a Consortium member, the City will participate in any joint efforts to address the new federal lead based paint regulations throughout the County. Concord Action Plan - Actions planned to reduce lead-based paint hazards Lead-based paint management and abatement has been incorporated into the City of Concord’s Home Rehabilitation Loan and Grant Program. Lead-based paint abatement grants up to $22,500 are provided to low- income homeowners (households earning at or below 80% of the Area Median Income [AMI]). The City requires that recipients of funds from the Housing Rehabilitation Loan and Grant program Consolidated Plan CONTRA COSTA COUNTY Section SP-65, page 233 OMB Control No: 2506-0117 (exp. 06/30/2018) sign HUD’s Notification for Lead Based Paint and that any abatement required be included in the home’s repairs. Concord CAPER - In November, 2007, the City of Concord was awarded a Lead Hazard Control grant by HUD totaling $1,389,228 over a three year period. Using a comprehensive strategy, the City clearly identified all single family and multi-family housing stock built before 1979 that had the possibility of being contaminated by lead-based paint. The City conducted extensive outreach and provided education about the hazards of lead poisoning and lead-based paint. Owners of multi-family properties built before 1979 were also contacted directly and given information about health hazards associated with lead-based paint and the methods and resources for lead based paint stabilization and abatement. It is estimated that, through this program, the City was able to address a large percentage of the lead hazards in homes in Concord. Since the end of the grant period Concord has continued to address lead based paint hazards citywide through the Homeowner Rehabilitation Loan and Grant Program. Each loan and grant application received is assessed for lead based paint. If remediation is triggered then a parallel process for lead based paint is followed for the application, which includes a separate property evaluation, inspection, report, work write-up, bid process, contractor evaluation and selection, separate execution and clearance of the work, and separate documentation and record keeping to satisfy federal regulations. Consolidated Plan CONTRA COSTA COUNTY Section SP-70, page 234 OMB Control No: 2506-0117 (exp. 06/30/2018) SP -70 Anti -Poverty Strategy - 91.415, 91.215(j) Jurisdiction Goals, Programs and Policies for reducing the number of Poverty-Level Families The County and cities within it employ a variety of strategies to help alleviate poverty, including efforts to stimulate economic growth and job opportunities, and to provide County residents with the skills and abilities required to take advantage of those opportunities. This also includes implementation of Section 3 strategies to ensure employment and contracting opportunities for low- and very-low income persons or businesses residing within the community where a HUD- funded project is located. The County, and a majority of cities actively work to attract and retain businesses. Many are involved in revitalization efforts for their downtown areas utilizing a variety of strategies such as infrastructure and façade improvement programs, the State Main Street Program, and the preparation of revitalization plans to guide future development. The County, through its various departments, provides services and supports programs that promote personal responsibility, independence and self-sufficiency. How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this affordable housing plan The County's anti-poverty goals and policies coordinate with the affordable housing plan through several housing goals. Expanding housing opportunities for extremely-low income households will reduce cost burden, which will allow these households to spend additional funds on other necessities such as food, transportation, and medical care. Funding requirements for tax credits and other State funds encourage urban infill with affordable housing located near jobs and transit. Most affordable housing developers offer on-site computer learning labs, and access to service coordinators. Together, these efforts support low income tenants in obtaining job skills. Locations proximate to jobs and transit ease commute burden and 74cost. Consolidated Plan CONTRA COSTA COUNTY Section SP-70, page 235 OMB Control No: 2506-0117 (exp. 06/30/2018) SP -80 Monitoring - 91.230 Describe the standards and procedures that the jurisdiction will use to monitor activities carried out in furtherance of the plan and will use to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements Housing: All applications are reviewed to ensure consistency with federal regulations, the Consolidated Plan, the Analysis of Impediments to Fair Housing Choice, and the County Housing Element. In addition, the County Board of Supervisors adopted a MBE/WBE outreach program as a component of the Consortium HOME Program and the County's Affordable Housing Program. Project sponsors are required to meet with County staff to discuss the project funding, applicable federal regulations, and County restrictions including the County's MBE/WBE policies. The County and project sponsor then enter into legal documents, which specify project objectives, scope of work, eligible activities, performance targets, project budget, implementation time frame, federal regulatory requirements, and monitoring and reporting requirements. All housing development funds are provided to projects in the form of a loan or grant with regulations, use restrictions, and term incorporated into the legal documents. Requirements concerning MBE/WBE participation have been incorporated into all HOME project agreement and loan documents. Each project will be monitored and evaluated on meeting the performance measurement outcome indicator. During project implementation, project sponsors are required to submit periodic progress reports detailing project progress, significant development problems, project funding and expenditures, outreach to women and minority-owned businesses, Section 3 Plan progress and affirmative marketing activity. Projects are monitored for compliance with federal accounting and procurement standards, labor and construction standards, relocation, affirmative marketing, equal opportunity, fair housing, and other federal requirements. At project completion, project sponsors submit project completion reports identifying: project accomplishments; population served, data on household characteristics (e.g., size, income, and ethnicity); rent and/or housing affordability; and total sources and uses of funds, etc. Affordable housing development projects submit annual compliance (including financial) reports throughout the period of required affordability. These reports ensure continued compliance with federal regulations, affordability and use restrictions, and other requirements as specified in project loan documents. HOME-, HOPWA- and CDBG-assisted rental projects will be subject to periodic onsite inspections. Financial reports and tenant rosters are reviewed on an annual basis. Projects are monitored (physical inspection and on-site tenant file review) within the first year of Consolidated Plan CONTRA COSTA COUNTY Section SP-70, page 236 OMB Control No: 2506-0117 (exp. 06/30/2018) the HOME-, HOPWA-, or CDBG-affordability term and once every three years thereafter for the length of the required affordability term. Non-housing projects and programs: All applications are reviewed for consistency with federal regulations, the Consolidated Plan, and Board of Supervisors policies. New Subrecipients attend a mandatory meeting to learn program standards, County requirements, and federal regulations. Subrecipients are required to enter into agreements that specify objectives, scope of work, applicable timelines and performance targets, budget, federal, state and local regulatory requirements, and monitoring and reporting requirements. Subrecipients submit quarterly progress reports, detailing progress toward objectives, problems and/or resolution to meeting goals, quantitative participation data by ethnicity, income, and household status. Subrecipients provide sources and uses budgets with each quarterly payment demand. Projects are subject to an onsite performance and financial audit review. Annual Action Plan 2025 1 OMB Control No: 2506-0117 (exp. 09/30/2021) CONTENTS Expected Resources ...................................................................................................................................... 3 AP-15 Expected Resources - 91.420(b), 91.220(c)(1,2) ............................................................................ 3 Annual Goals and Objectives ........................................................................................................................ 6 AP-20 Annual Goals and Objectives - 91.420, 91.220(c)(3)&(e) ............................................................... 6 Goals Summary Information ................................................................................................................. 6 Goal Descriptions .................................................................................................................................. 8 AP-35 Projects - 91.420, 91.220(d) ......................................................................................................... 12 Introduction ....................................................................................................................................... 12 AP-38 Project Summary .......................................................................................................................... 14 Project Summary Information ............................................................................................................ 14 AP-50 Geographic Distribution - 91.420, 91.220(f) ................................................................................ 52 Affordable Housing ..................................................................................................................................... 54 AP-55 Affordable Housing - 91.420, 91.220(g) ....................................................................................... 54 Introduction ........................................................................................................................................ 54 AP-60 Public Housing - 91.420, 91.220(h) .............................................................................................. 55 Introduction ........................................................................................................................................ 55 Actions planned during the next year to address the needs for public housing ................................ 55 Actions to encourage public housing residents to become more involved in management and participate in homeownership ............................................................................................................ 56 If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance. ............................................................................................................. 56 AP-65 Homeless and Other Special Needs Activities - 91.420, 91.220(i) ............................................... 57 Introduction ........................................................................................................................................ 57 AP-75 Barriers to affordable housing -91.420, 91.220(j) ........................................................................ 62 Introduction ........................................................................................................................................ 62 AP-85 Other Actions - 91.420, 91.220(k) ................................................................................................ 64 Introduction ........................................................................................................................................ 64 Program Specific Requirements .................................................................................................................. 67 AP-90 Program Specific Requirements - 91.420, 91.220(l)(1,2,4) .......................................................... 67 Annual Action Plan 2025 2 OMB Control No: 2506-0117 (exp. 09/30/2021) Introduction ........................................................................................................................................ 67 In accordance with the Americans with Disabilities Act and California Law, it is the policy of the Consortium to offer documents in a manner that is readily accessible to everyone, including individuals with disabilities. If you have a disability and require information or materials in an appropriate alternative format or any other accommodation or language assistance, please contact Contra Costa County Department of Conservation and Development at (925) 655 -2708. H ard -of -hearing individuals may call the California Relay Service at (800) 735 -2929 or TDD (925) 779 -7081 for assistance . Annual Action Plan 2025 3 OMB Control No: 2506-0117 (exp. 09/30/2021) EXPECTED RESOURCES AP -15 EXPECTED RESOURCES - 91.420(B), 91.220(C)(1,2) Introduction Contra Costa anticipates that over the Strategic Plan’s five-year course, CDBG, HOME, and ESG funds will be available. These federal funds will be used to leverage public and private resources in all program areas. The Annual Action Plan budgets reflect one-fifth of the anticipated resources over the 5-year Consolidated Plan period. Anticipated Resources Program Source of Funds Uses of Funds Expected Amount Available Year ___ Expected Amount Available Remainder of ConPlan $ Narrative Description Annual Allocation: $ Program Income: $ Prior Year Resources: $ Total: $ CDBG public - federal Acquisition Admin and Planning Economic Development Housing Public Improvements Public Services 4,614,953 1,000,000 1,800,000 7,414,953 0 Expected amount available based on recent allocation and anticipated estimated Program Income during the FY 2025/26 program year. Annual Action Plan 2025 4 OMB Control No: 2506-0117 (exp. 09/30/2021) Program Source of Funds Uses of Funds Expected Amount Available Year ___ Expected Amount Available Remainder of ConPlan $ Narrative Description Annual Allocation: $ Program Income: $ Prior Year Resources: $ Total: $ HOME public - federal Acquisition Homebuyer assistance Homeowner rehab Multifamily rental new construction Multifamily rental rehab New construction for ownership TBRA 2,700,000 400,000 500,000 3,600,000 0 Expected amount available based on recent allocation and anticipated estimated Program Income during the FY 2025/26 program year. ESG public - federal Conversion and rehab for transitional housing Financial Assistance Overnight shelter Rapid re- housing (rental assistance) Rental Assistance Services Transitional housing 405,597 0 0 405,597 0 Expected amount available based on recent allocation. TABLE 7 - EXPECTED RESOURCES – PRIORITY TABLE Annual Action Plan 2025 5 OMB Control No: 2506-0117 (exp. 09/30/2021) Explain how federal funds will leverage those additional resources (private, state, and local funds), including a description of how matching requirements will be satisfied. County policy requires projects funded with CDBG funds to provide a minimum match as follows: 10 percent is required from nonprofit organizations, 25 percent from local government agencies, and 100 percent from for-profit entities. Public service and economic development projects (sponsored by nonprofit organizations and public agencies) receiving multiple-year funds are further required to increase the match level for each funding year up to 50 percent match after year five. In accordance with federal regulations, all projects funded with Consortium HOME funds are required to provide a minimum 25 percent permanent match to the project from non-federal sources. In affordance with federal regulations, all projects funded with ESG funds are required to provide a minimum 100 percent match from non-federal sources. If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan. As the Housing Successor Agency to the former redevelopment agency, the County owns land that will be used for affordable housing development in Bay Point, North Richmond, and Rodeo. The Housing Successor (to the former Redevelopment Agency) will issue requests for proposals to develop the Rodeo and Bay Point parcels during the Consolidated Plan period. The Housing Successor is considering using the proceeds of that sale to support the Rodeo and Bay Point developments. However, no CDBG, HOME, or ESG funds are currently allocated to this prospective project. Annual Action Plan 2025 6 OMB Control No: 2506-0117 (exp. 09/30/2021) ANNUAL GOALS AND OBJECTIVES AP -20 ANNUAL GOALS AND OBJECTIVES - 91.420, 91.220(C)(3)&(E) GOALS SUMMARY INFORMATION Sort Order Goal Name Start Year End Year Category Geographic Area Needs Addressed Funding Goal Outcome Indicator 1 CD-1: General “Safety Net” Public Services 2025 2030 Non-Housing Community Development Contra Costa County Non-Housing Community Development CDBG: $346,500 Public service activities other than Low/Moderate Income Housing Benefit: 7,776 Persons Assisted 2 CD-2: Special Needs Population 2025 2030 Non-Homeless Special Needs Non-Housing Community Development Contra Costa County Non-Housing Community Development CDBG: $170,000 Public service activities other than Low/Moderate Income Housing Benefit: 10,795 Persons Assisted 3 CD-3: Youth 2025 2030 Non-Housing Community Development Contra Costa County Non-Housing Community Development CDBG: $88,000 Public service activities other than Low/Moderate Income Housing Benefit: 2,039 Persons Assisted 4 CD-4: Fair Housing 2025 2030 Non-Housing Community Development Contra Costa County Non-Housing Community Development CDBG: $40,000 Public service activities other than Low/Moderate Income Housing Benefit: 75 Persons Assisted Annual Action Plan 2025 7 OMB Control No: 2506-0117 (exp. 09/30/2021) Sort Order Goal Name Start Year End Year Category Geographic Area Needs Addressed Funding Goal Outcome Indicator 5 CD-5: Economic Development 2025 2030 Non-Housing Community Development Contra Costa County Non-Housing Community Development CDBG: $491,500 Public service activities other than Low/Moderate Income Housing Benefit: 839 Persons Assisted Jobs created/retained: 3 Jobs Businesses assisted: 225 Businesses Assisted 6 CD-6: Infrastructure/Public Facilities 2025 2030 Non-Housing Community Development Contra Costa County Non-Housing Community Development CDBG: $35,000 Public Facility or Infrastructure Activities other than Low/Moderate Income Housing Benefit: 5,000 Persons Assisted 7 CD-7: Administration 2025 2030 Administration Contra Costa County Administration CDBG: $945,431 HOME: $40,000 ESG: $30,419 Other: 1 Other 8 H-1: Housing & Supportive Services for Homeless 2025 2030 Homeless Contra Costa County Homelessness Prevention CDBG: $112,000 ESG: $243,050 Public service activities other than Low/Moderate Income Housing Benefit: 428 Persons Assisted Homeless Person Overnight Shelter: 949 Persons Assisted Annual Action Plan 2025 8 OMB Control No: 2506-0117 (exp. 09/30/2021) Sort Order Goal Name Start Year End Year Category Geographic Area Needs Addressed Funding Goal Outcome Indicator 9 H-2: Rapid Rehousing & Homelessness Prevention 2025 2030 Homeless Contra Costa County Homelessness Prevention CDBG: $30,000 ESG: $162,127 Tenant-based rental assistance / Rapid Rehousing: 115 Households Assisted Homelessness Prevention: 100 Persons Assisted 10 AH-1: New Construction of Affordable Rental Housing 2025 2030 Affordable Housing Affordable Housing CDBG: $0 HOME: $1,496,343 Rental units constructed: 15 Household Housing Units 10 AH-2: Increase Homeownership Opportunities 2025 2030 Affordable Housing Affordable Housing CDBG: $800,000 Direct Financial Assistance to Homebuyers: 8 Households 10 AH-3: Preservation of Existing Affordable Housing 2025 2030 Affordable Housing Affordable Housing CDBG: $7,485,714 HOME: $2,994,286 Rental units rehabilitated: 208 Household Housing Units Homeowner Housing Rehabilitated: 52 Household Housing Units 10 AH-4: Permanent Supportive & Special Needs Housing 2025 2030 Affordable Housing Affordable Housing CDBG: $2,426,000 Rental units rehabilitated: 58 Household Housing Units Housing for Homeless Added: 58 Household Housing Units TABLE 8 – GOALS SUMMARY GOAL DESCRIPTIONS Annual Action Plan 2025 9 OMB Control No: 2506-0117 (exp. 09/30/2021) 1 Goal Name CD-1: General “Safety Net” Public Services Goal Description Ensure that opportunities and services are provided to improve the quality of life and independence for low-income persons (below 80 percent of Area Median Income) and ensure access to programs that promote “safety net” services to individuals and families such as meal/food services, emergency care for children, transportation, health care, counseling, tenant or legal mediation services. 2 Goal Name CD-2: Special Needs Population Goal Description Ensure that opportunities and services are provided to improve the quality of life and independence for persons with special needs, such as elderly/frail elderly, persons with disabilities, battered spouses, abused children, persons with HIV/AIDS, illiterate adults, and migrant farmworkers. 3 Goal Name CD-3: Youth Goal Description Increase opportunities for children/youth to be healthy, succeed in school, and prepare for a productive adulthood, with priority/emphasis in areas/neighborhoods that are identified as low/moderate-income per Census Tract information. 4 Goal Name CD-4: Fair Housing Goal Description Promote fair housing activities and affirmatively further fair housing. 5 Goal Name CD-5: Economic Development Goal Description Expand economic opportunities for extremely low-, very low, and low-income residents and increase the viability of neighborhood commercial areas by providing job training/job placement services and technical assistance to microenterprises and small business. Strategies include: • Support job training, retraining, and employment search services for low-income persons. • Provide technical assistance and capital (loan or grant) to small businesses/micro-enterprises to develop and/or expand capacity and produce jobs for low-income persons. Annual Action Plan 2025 10 OMB Control No: 2506-0117 (exp. 09/30/2021) 6 Goal Name CD-6: Infrastructure/Public Facilities Goal Description Maintain quality public facilities and adequate infrastructure and ensure access for the mobility-impaired by addressing physical access barriers to public facilities. Priority to be given to: • To construct or improve public facilities and infrastructure including, but not limited to, providing and improving access to facilities for persons with disabilities. This may include directly improving or constructing facilities or infrastructure in low-income areas or providing assistance to non-profit agencies that serve low-income populations. To improve the public right-of-way to enhance public safety and accessibility, improve public health, and promote the provisions of a "complete streets program." Improvements will be targeted to areas where the current level of improvement is less than the current standard. 7 Goal Name CD-7: Administration Goal Description Support the development of viable urban communities through extending and strengthening partnerships among all levels of government and private sector and administer federal grant programs in a fiscally prudent manner. Strategies include: • To continue the collaborative administration with the other Consortia jurisdictions for the County's housing and community development programs undertaken under this Strategic Plan. This effort will include common policies and procedures for requests for the use of funds, sub-recipient reporting, record-keeping, and monitoring. • To support the efforts of the housing authorities of Contra Costa County, City of Pittsburg, and City of Richmond. • Members will also cooperatively further the efforts of the Continuum of Care (CoC). 8 Goal Name H-1: Housing & Supportive Services for Homeless Goal Description Support homelessness services by encouraging homelessness outreach efforts, emergency shelter, transitional housing, and permanent housing with supportive services to help homeless persons, including transitional age youth, achieve housing stability. Annual Action Plan 2025 11 OMB Control No: 2506-0117 (exp. 09/30/2021) 9 Goal Name H-2: Rapid Rehousing & Homelessness Prevention Goal Description Support rapid rehousing and/or prevention services including emergency rental assistance, security deposit/financial assistance, case management, housing search assistance, for those who are homeless or at-risk of homelessness. 11 Goal Name AH-3: Maintain and Preserve Affordable Housing Goal Description Maintaining and preserve the existing housing stock with the goal of preventing the displacement of low-income households and stabilizing communities through: • Conversion of private market-rate rental housing to long-term deed-restricted affordable housing. • Preservation of existing affordable rental housing. • Emergency repairs/rehabilitation assistance for low-income (owner-occupied) homeowners. Annual Action Plan 2025 12 OMB Control No: 2506-0117 (exp. 09/30/2021) AP -35 PROJECTS - 91.420, 91.220(D) INTRODUCTION The projects below all meet specific Consolidated Plan priorities and goals. The 2025-2030 Consolidated Plan establishes the priorities for affordable housing and non-housing community development (Public Service, Infrastructure/Public Facilities, and Economic Development) programs and projects funded with CDBG, HOME, and ESG, funds. In addition to the Consolidated Plan priorities, the Board has established a priority for housing projects which includes units affordable to extremely-low income households. The project summary below provides information on specific housing projects and non-housing projects funded with CDBG, HOME, and ESG, funds. # Project Name 1 A Place of Learning: After School Tutoring & Mentoring 2 Bay Area Crisis Nursery: Bay Area Crisis Nursery 3 Choice in Aging: Adult Day Health Care at Mt. Diablo Center 4 Community Housing Development Corporation of North Richmond: Multicultural Family/Senior Center 5 Community Housing Development Corporation: Housing Instability Counseling Program 6 Community Violence Solutions: CIC Child Sexual Assault Intervention 7 Dentist on Wheels: Dentists on Wheels Service Consistency Plan: 2 Year Staff Dentist (Week- day) 8 ECHO Housing: Tenant/Landlord Counseling and Dispute Resolution Services 9 Food Bank of Contra Costa and Solano: Collaborative Food Distribution 10 Housing and Economic Rights Advocates: Financially Stability Legal Services 11 Loaves and Fishes of Contra Costa: Nourishing Lives 12 Monument Crisis Center: Critical Safety Net Resources for Families and Individuals 13 Richmond Community Foundation: Sparkpoint Contra Costa 14 St. Vincent de Paul of Contra Costa: RotaCare Pittsburg Free Medical Clinic at St. Vincent de Paul 15 City of Lafayette: Lamorinda Spirit Van Senior Transportation Program 16 Contra Costa Crisis Service: Crisis/ 211 Contra Costa 17 Contra Costa Family Justice Alliance: Family Justice Navigation Program 18 Contra Costa Senior Legal Services: Legal Services for Seniors 19 Court Appointed Special Advocates: Serving All Foster Children 20 Empowered Aging: Ombudsman Services for Contra Costa 21 Lions Center for the Visually Impaired: Independent Living Skills for Blind and Visually Impaired 22 Meals on Wheels Diablo Region: Care Management 23 Meals on Wheels Diablo Region: Meals on Wheels Annual Action Plan 2025 13 OMB Control No: 2506-0117 (exp. 09/30/2021) # Project Name 24 Pleasant Hill Recreation & Park District: Senior Service Network 25 East Bay Center for the Performing Arts: Deep Roots, Wide World Program 26 James Morehouse Project / Bay Area Community Resources: James Morehouse Project 27 Mount Diablo Unified School District: CARES After School Enrichment Program 28 RYSE Inc.: RYSE Career Pathway Program 29 Village Community Resource Center: Village Community Resource Center Program Support 30 ECHO Housing: Fair Housing Services 31 CoCoKids Inc.: Road to Success 32 Loaves and Fishes of Contra Costa: Culinary Arts Training 33 Monument Impact: Emerging Business Support Program 34 Multicultural Institute: Lifeskills / Day Labor Program 35 New Horizons Career Development Center 36 Opportunity Junction: Administrative Careers Training Program 37 Opportunity Junction: Bay Point Career Counseling and Placement Assistance 38 Renaissance Entrepreneurship Center: Using the Power of Entrepreneurship to Build Economically 39 West Contra Costa Business Dev. Center Inc.: Emerging Entrepreneurs Program 40 East Bay Center for the Performing Arts: Carpet Replacement 41 Contra Costa County Health Services: Coordinated Outreach, Referral, and Engagement Program 42 STAND! For Families Free of Violence: Rollie Mullen Center Emergency Center 43 Winter Nights Family Shelter, Inc. 44 SHELTER Inc.: Homeless Prevention Program 45 ESG25 Contra Costa County 46 Eden Development Inc.: Riverhouse Hotel Rehab 47 Resources for Community Development: Lakeside Apartments 48 Eden Development, Inc. and CHDC: The Riveter Supportive 49 Hope Solutions: Village of Hope - Pittsburg 50 Rebuilding Together East Bay Network: Healthy Homes Contra Costa 51 First Time Homebuyer and Shared Equity Loan Program 52 CDBG Program Administration 53 CDBG and HOME Unallocated Funds TABLE 9 – PROJECT INFORMATION Annual Action Plan 2025 14 OMB Control No: 2506-0117 (exp. 09/30/2021) AP -38 PROJECT SUMMARY PROJECT SUMMARY INFORMATION 1 Project Name A Place of Learning: After School Tutoring & Mentoring Target Area Contra Costa County Goals Supported CD-1 General "Safety Net" Public Services Needs Addressed Non-Housing Community Development Funding CDBG: $10,000.00 Description Provide free after-school/Summer mentoring/tutoring services to 60 low-income Urban County students resulting in improved academic performance and decision-making skills and increased self-esteem, as measured by pre- and post-participation evaluations and feedback from school staff and parents. Low Mod - 24 CFR 570.208(a)(2)(i)(B). Matrix Code: 05D Eligibility: Public Services - 24 CFR 570.201(e) Target Date 6/30/2026 Estimate the number and type of families that will benefit from the proposed activities 60 Urban County Students Location Description 315 Orchard Dr, Brentwood, CA 94513-1551 Planned Activities Provide free after-school/Summer mentoring/tutoring services to 60 low-income Urban County students resulting in improved academic performance and decision making skills and increased self-esteem, as measured by pre- and post-participation evaluations and feedback from school staff and parents. 2 Project Name Bay Area Crisis Nursery: Bay Area Crisis Nursery Target Area Contra Costa County Goals Supported CD-1 General "Safety Net" Public Services Needs Addressed Non-Housing Community Development Funding CDBG: $17,000.00 Annual Action Plan 2025 15 OMB Control No: 2506-0117 (exp. 09/30/2021) Description The Crisis Nursery provides short-term residential/shelter services for families experiencing crisis for up to 30 days, daily emergency childcare services from 7 am - 9 pm for up to 60 days in a year, and monthly respite/stress breaks for 1-3 days per month for families at-risk of child abuse. All services are voluntary and offered at no cost to our community and serve children aged birth through five. National Objective: Low Mod - 24 CFR 570.208(a)(2)(i)(B). Matrix Code: 05L Eligibility: Public Services - 24 CFR 570.201(e). Target Date 6/30/2026 Estimate the number and type of families that will benefit from the proposed activities 40 families will benefit from short-term emergency childcare services Location Description 1506 Mendocino Dr., Concord, CA 94521 Planned Activities Provide short-term residential/shelter services for families experiencing crisis for up to 30 days, daily emergency childcare services from 7 am - 9 pm for up to 60 days in a year, and monthly respite/stress breaks for 1- 3 days per month for families at-risk of child abuse. 3 Project Name Choice in Aging: Adult Day Health Care at Mt. Diablo Center Target Area Contra Costa County Goals Supported CD-1 General "Safety Net" Public Services Needs Addressed Non-Housing Community Development Funding CDBG: $10,000.00 Description The Adult Day Health Care (ADHC) program at Mt. Diablo Center serves the senior community and adults with disabilities. The program focuses on serving low-income individuals within these two populations, who live with multiple chronic conditions, such as Alzheimer's and other forms of dementia, survivors of strokes, those with traumatic brain injuries, and other debilitating and isolating issues. The Mt. Diablo Center also serves the families and caregivers of clients through caregiver support groups, one-on-one counseling, and connections to other critical community resources. National Objective: Presumed Beneficiary Seniors - 24 CFR 570.208(a)(2)(i)(A) Matrix Code: 05A Eligibility: Public Services [24 CFR 570.201(e)] Target Date 6/30/2026 Annual Action Plan 2025 16 OMB Control No: 2506-0117 (exp. 09/30/2021) Estimate the number and type of families that will benefit from the proposed activities 27 low-income seniors, aged 62 and over. Location Description 490 Golf Club Road, Pleasant Hill, CA 94523 Planned Activities The Adult Day Health Care program will provide seniors, frail elders, and people with disabilities, an alternative to institutionalization and care during the day. Through robust levels of care and attention, Choice in Aging clients can remain independent for extended periods of time. The ADHC program addresses the immediate needs of vulnerable populations and takes proactive steps to solve problems before they become a danger to their participants. 4 Project Name Community Housing Development Corporation of North Richmond: Multicultural Family/Senior Center Target Area Contra Costa County Goals Supported CD-1 General "Safety Net" Public Services Needs Addressed Non-Housing Community Development Funding CDBG: $40,000.00 Description Operate, maintain and provide services at the Corrine Sain Senior & Family Community Center for residents in North Richmond. Activities include providing educational, recreational and nutritional programs to a diverse community with a focus on senior citizens. National Objective: Low Mod Area Benefit- 24 CFR 570.208(a)(1)(i) Matrix Code: 05Z Eligibility: Public Services [24 CFR 570.201(e)] Target Date 6/30/2026 Estimate the number and type of families that will benefit from the proposed activities 700 local, City of Richmond Residents Location Description 515 Silver Avenue, Richmond, CA 94801 Annual Action Plan 2025 17 OMB Control No: 2506-0117 (exp. 09/30/2021) Planned Activities Operate and maintain a community center for residents of North Richmond. Activities include providing educational, recreational, and nutritional programs to the North Richmond community. The center will work with partner agencies to provide food and referrals to families and seniors. 5 Project Name Community Housing Development Corporation: Housing Instability Counseling Program Target Area Contra Costa County Goals Supported CD-1 General "Safety Net" Public Services Needs Addressed Non-Housing Community Development Funding CDBG: $25,000.00 Description The program will provide housing counseling services to households facing housing instability such as eviction, default, foreclosure, or loss of income that cause or could cause eviction, default, foreclosure, or homelessness. National Objective: Low Mod - 24 CFR 570.208(a)(2)(i)(B) Matrix Code: 05U Eligibility: Public Services - 24 CFR 570.201(e) Target Date 6/30/2026 Estimate the number and type of families that will benefit from the proposed activities The project will deliver housing counseling services to 75 households facing housing instability such as eviction, default, foreclosure, or loss of income that causes or could cause eviction, default, foreclosure, or homelessness. Location Description 1535 Fred Jackson Way, Ste. A, Richmond, CA 94801 Planned Activities The program will provide housing counseling services to households facing housing instability such as eviction, default, foreclosure, or loss of income that cause or could cause eviction, default, foreclosure, or homelessness. 6 Project Name Community Violence Solutions: CIC Child Sexual Assault Intervention Target Area Contra Costa County Goals Supported CD-1 General "Safety Net" Public Services Needs Addressed Non-Housing Community Development Funding CDBG: $15,000.00 Annual Action Plan 2025 18 OMB Control No: 2506-0117 (exp. 09/30/2021) Description Provide 160 child sexual assault and physical abuse victims, aged 2-17, and their non-offending family members, with services including forensic interviews, advocacy, case management, and mental health services, to help clients show positive changes in behavior and psychological well-being. National Objective: Presumed Beneficiary Abused Children - 24 CFR 570.208(a)(2)(i)(A) Matrix Code: 05N Eligibility: Public Services [24 CFR 570.201(e)] Target Date 6/30/2026 Estimate the number and type of families that will benefit from the proposed activities 160 child sexual assault and physical abuse victims, aged 2-17, and their non-offending family members. Location Description Martinez - Specific addresses are confidential due to the nature of the program. There are also sites in San Pablo, Pleasant Hill, and Antioch. Lastly, staff is located at the Family Justice Centers in Richmond and Concord. Planned Activities Provide services, including forensic interviews, advocacy, case management, and mental health services, to help clients show positive changes in behavior and psychological well-being. 7 Project Name Dentist on Wheels: Dentists on Wheels Service Consistency Plan: 2 Year Staff Dentist (Week-day) Target Area Contra Costa County Goals Supported CD-1 General "Safety Net" Public Services Needs Addressed Non-Housing Community Development Funding CDBG: $10,000.00 Description This program will secure a staff dentist to work two weekdays per week for two years at the Dentists on Wheels Free Clinic at St. Vincent de Paul, expanding scheduling availability and adding stability to our current clinic services. National Objective: Low Mod - 24 CFR 570.208(a)(2)(i)(B)] Matrix Code: 05M Eligibility: Public Services [24 CFR 570.201(e)] Target Date 6/30/2026 Annual Action Plan 2025 19 OMB Control No: 2506-0117 (exp. 09/30/2021) Estimate the number and type of families that will benefit from the proposed activities 19 Low-income Uninsured Urban county Residents Location Description 2210 Gladstone Dr., Pittsburg CA, 94565 Planned Activities Provide free urgent and dental care to 19 uninsured clients in the Urban County. 8 Project Name ECHO Housing: Tenant/Landlord Counseling and Dispute Resolution Services Target Area Contra Costa County Goals Supported CD-1 General "Safety Net" Public Services Needs Addressed Non-Housing Community Development Funding CDBG: $80,000.00 Description ECHO will provide tenant/landlord counseling and dispute resolution to 455 tenants and landlords in the Urban County which include low- income persons with an AMI of 80% or less, racial and ethnic minorities, female-headed households, disabled households, and elderly/senior households. National Objective: Low and Moderate Income [24 CFR 570.208(a)(2)(i)(B)] Matrix Code: 05K Eligibility: Public Services [24 CFR 570.201(e)] Target Date 6/30/2026 Estimate the number and type of families that will benefit from the proposed activities 455 tenants/landlords in the Urban County. Location Description 301 West 10th Street Antioch, CA 94509 Planned Activities ECHO will provide tenant/landlord counseling and dispute resolution to 455 tenants and landlords in the Urban County which include low- income persons with an AMI of 80% or less, racial and ethnic minorities, female-headed households, disabled households, and elderly/senior households. 9 Project Name Food Bank of Contra Costa and Solano: Collaborative Food Distribution Target Area Contra Costa County Annual Action Plan 2025 20 OMB Control No: 2506-0117 (exp. 09/30/2021) Goals Supported CD-1 General "Safety Net" Public Services Needs Addressed Non-Housing Community Development Funding CDBG: $46,500.00 Description The Senior Food Program (SFP) provides bags of nutritionally appropriate food (a mix of shelf-stable foods, bread, meat, dairy, and produce) twice a month to low-income seniors. Eligibility is based on age (55+) and income (less than 200% of the federal poverty line). Partners such as churches, parks, recreation departments, and senior housing facilities host distribution sites, most of which are located in low-income neighborhoods. National Objective: Low Mod - 24 CFR 570.208(a)(2)(i)(B)] Matrix Code: 05W Eligibility: Public Services [24 CFR 570.201(e)] Target Date 6/30/2026 Estimate the number and type of families that will benefit from the proposed activities 2,020 seniors (age 55 and older) with income below 200% of the federal poverty line living in the Urban County. Location Description Multiple food distribution sites across Contra Costa County Planned Activities Provide bags of nutritionally appropriate food (a mix of shelf-stable foods, bread, meat, dairy, and produce) twice a month to low-income seniors. Partners such as churches, parks, recreation departments, and senior housing facilities host distribution sites, most of which are located in low-income neighborhoods 10 Project Name Housing and Economic Rights Advocates: Financially Stability Legal Services Target Area Contra Costa County Goals Supported CD-1 General "Safety Net" Public Services Needs Addressed Non-Housing Community Development Funding CDBG: $25,000.00 Annual Action Plan 2025 21 OMB Control No: 2506-0117 (exp. 09/30/2021) Description Serve 80 lower-income Urban County residents by assisting homeowners and tenants in maintaining a suitable living environment through their debt/credit, home preservation, and tenant rights work, reducing discriminatory barriers to access affordable housing through their one-stop service. National Objective: Low Mod - 24 CFR 570.208(a)(2)(i)(B) Matrix Code: 05X Eligibility: Public Services 24 CFR 570.201(e) Target Date 6/30/2026 Estimate the number and type of families that will benefit from the proposed activities 80 lower-income Urban County residents Location Description 3950 Broadway, Suite 200, Oakland, CA 94611 Planned Activities Legal and financial services for low-income persons. 11 Project Name Loaves and Fishes of Contra Costa: Nourishing Lives Target Area Contra Costa County Goals Supported CD-1 General "Safety Net" Public Services Needs Addressed Non-Housing Community Development Funding CDBG: $18,000.00 Description Provide hot meal and access to a healthy and nutritious meal to the homeless and very low to low-income people living in Contra Costa County. National Objective: Area Benefit - 24 CFR 570.208(a)(1)(ii)Matrix Code: 05W Eligibility: Public Services [24 CFR 570.201(e)] Target Date 6/30/2026 Estimate the number and type of families that will benefit from the proposed activities Serve 1,600 persons who come to Laoves and Fishes Martinez location, in need of a meal or food, without requiring an intake process as the location is in an area benefit zone. Many clients are low income and/or homeless. Location Description 835 Ferry Street, Martinez CA 94553 Planned Activities Serve hot meals and provide access to a food pantry for anyone to utilize. Annual Action Plan 2025 22 OMB Control No: 2506-0117 (exp. 09/30/2021) 12 Project Name Monument Crisis Center: Critical Safety Net Resources for Families and Individuals Target Area Contra Costa County Goals Supported CD-1 General "Safety Net" Public Services Needs Addressed Non-Housing Community Development Funding CDBG: $17,000.00 Description Provide wrap-around safety net services through on-site food distribution, direct referrals to shelter, workshops for financial assistance and employment, referrals to healthcare, and on-site legal and crisis support services. Services will be provided to at least 2,000 lower-income Urban County residents will be provided services. National Objective: Low Mod - 24 CFR 570.208(a)(2)(i)(B)] Matrix Code: 05Z Eligibility: Public Services [24 CFR 570.201(e)] Target Date 6/30/2026 Estimate the number and type of families that will benefit from the proposed activities 2,000 lower-income Urban County residents Location Description 1990 Market Street, Concord, CA 94520 Planned Activities Wrap-around safety net services through on-site food distribution, direct referrals to shelter, workshops for financial assistance and employment, referrals to healthcare, and on-site legal and crisis support services 13 Project Name Richmond Community Foundation: Sparkpoint Contra Costa Target Area Contra Costa County Goals Supported CD-1 General "Safety Net" Public Services Needs Addressed Non-Housing Community Development Funding CDBG: $15,000.00 Annual Action Plan 2025 23 OMB Control No: 2506-0117 (exp. 09/30/2021) Description The Bay Point Community Career Center is part of SparkPoint Contra Costa and also part of Eastbay WORKS Americas Job Center of California. SparkPoint Contra Costa is made up of many nonprofit and local government partners and works with low-income Bay Point residents to assist them with meaningful opportunities and resources so they may improve their economic well-being. The program will provide services to 250 Urban County residents to assist them in obtaining and maintaining employment and improving their careers. National Objective: Low Mod - 24 CFR 570.208(a)(2)(i)(B)] Matrix Code: 05H Eligibility: Public Services [24 CFR 570.201(e)] Target Date 6/30/2026 Estimate the number and type of families that will benefit from the proposed activities 250 Urban County residents Location Description 3105 Willow Pass Road, Bay Point, CA 94565 Planned Activities Assist clients in obtaining and maintaining employment and improving their careers as well as assisting them with meaningful opportunities and resources so they may improve their economic well-being. 14 Project Name St. Vincent de Paul of Contra Costa: RotaCare Pittsburg Free Medical Clinic at St. Vincent de Paul Target Area Contra Costa County Goals Supported CD-1 General "Safety Net" Public Services Needs Addressed Non-Housing Community Development Funding CDBG: $18,000.00 Description Provide free urgent and chronic medical care to 290 uninsured clients in the Urban County. National Objective: Low Mod - 24 CFR 570.208(a)(2)(i)(B)] Matrix Code: 05M Eligibility: Public Services [24 CFR 570.201(e)] Target Date 6/30/2026 Estimate the number and type of families that will benefit from the proposed activities 290 lower-income Urban County residents Annual Action Plan 2025 24 OMB Control No: 2506-0117 (exp. 09/30/2021) Location Description 2110 Gladstone Drive, Pittsburg, CA 94565 Planned Activities Provide free urgent and chronic medical care to 290 uninsured clients in the Urban County. 15 Project Name City of Lafayette: Lamorinda Spirit Van Senior Transportation Program Target Area Contra Costa County Goals Supported CD-2 Special Needs Population Needs Addressed Non-Housing Community Development Funding CDBG: $10,000.00 Description Provide low-cost transportation to seniors living in Lafayette, Moraga, and Orinda. Transportation services will be provided to 160 seniors, allowing them to attend medical and other personal appointments, grocery and sundry shopping, exercise, and other classes. National Objective: Presumed Beneficiary Seniors - 24 CFR 570.208(a)(2)(i)(A) Matrix Code: 05A Eligibility: Public Services [24 CFR 570.201(e)] Target Date 6/30/2026 Estimate the number and type of families that will benefit from the proposed activities 160 seniors Location Description 500 St. Mary’s Road, Lafayette, CA 94549 Planned Activities Seniors in the "Lamorinda" area (Lafayette, Orinda, and Moraga) will be provided free or low-cost transportation for essential services and recreation. These seniors would not otherwise have a way to get to these locations. 16 Project Name Contra Costa Crisis Service: Crisis/ 211 Contra Costa Target Area Contra Costa County Goals Supported CD-2 Special Needs Population Needs Addressed Non-Housing Community Development Funding CDBG: $18,000.00 Annual Action Plan 2025 25 OMB Control No: 2506-0117 (exp. 09/30/2021) Description Provide immediate crisis services, information, and referrals to 8,200 Urban County residents, including homeless persons, abused children, seniors, battered spouses, persons with HIV/AIDs, and people with disabilities, 24 hours per day, 7 days a week. National Objective: Presumed Beneficiary 24 CFR 570.208(a)(2)(i)(A) Matrix Code: 05Z Eligibility: Public Services [24 CFR 570.201(e)] Target Date 6/30/2026 Estimate the number and type of families that will benefit from the proposed activities Provide crisis intervention services, information, and referrals to 8,200 Urban County residents, including homeless persons, abused children, seniors, battered spouses, persons with HIV/AIDS, and people with disabilities Location Description P.O. Box 3364, 307 Lennon Lane, Walnut Creek, CA 94598, Walnut Creek, CA 94598 is the physical location of Crisis Center; however, clients can access the 211 information line and the 988 crisis and suicide hotline 24 hours a day, seven days a week. There are live, professional call specialists available at all times, 365 days a year Planned Activities Crisis Center serves as the first-stop, access point for County residents seeking information, problem-solving, resources, and referrals for basic and critical needs resources (including, but not limited to: rental and utility assistance support, rapid rehousing, drop-in centers, emergency shelters, mental health and wellness services, rapid exit services, legal aid, and access to CARE Centers). 211 and 988 hotline staff provide callers with the most updated information on local resources and the eligibility requirements to access a wide range of emergency, temporary, and permanent housing options, as well as the steps the caller must take to gain entry and access to short and long term housing solutions that meet their unique situation 17 Project Name Contra Costa Family Justice Alliance: Family Justice Navigation Program Target Area Contra Costa County Goals Supported CD-2 Special Needs Population Needs Addressed Non-Housing Community Development Funding CDBG: $35,000.00 Annual Action Plan 2025 26 OMB Control No: 2506-0117 (exp. 09/30/2021) Description To provide navigation services to victims of domestic violence, sexual assault, child abuse, elder abuse and human trafficking. At the center of our service delivery system are our Navigators who provide the "glue" to the various services offered by partner agencies. Navigators are a single trusted point of contact helping clients walk through their journey to safety, self-sufficiency and empowerment. National Objective: Presumed Beneficiary 24 CFR 570.208(a)(2)(i)(A) Matrix Code: 05G Eligibility: Public Services [24 CFR 570.201(e)] Target Date 6/30/2026 Estimate the number and type of families that will benefit from the proposed activities 800 victims of domestic violence, sexual assault, child abuse, elder abuse, and human trafficking Location Description Confidential Address Planned Activities Operate and maintain the West County Family Justice Center to provide one-stop services to at least 800 victims of domestic violence, sexual assault, child abuse, elder abuse, and human trafficking. 18 Project Name Contra Costa Senior Legal Services: Legal Services for Seniors Target Area Contra Costa County Goals Supported CD-2 Special Needs Population Needs Addressed Non-Housing Community Development Funding CDBG: $20,000.00 Description Provide free legal advice to 24 Urban County seniors, resulting in the retention of housing, protection from physical and financial abuse, and the provision of consumer and individual rights. National Objective: Presumed Beneficiary Seniors - 24 CFR 570.208(a)(2)(i)(A) Matrix Code: 05A Eligibility: Public Services [24 CFR 570.201(e)] Target Date 6/30/2026 Estimate the number and type of families that will benefit from the proposed activities 50 Urban County seniors Location Description 2702 Clayton Road, Suite 202, Concord, CA 94519 Annual Action Plan 2025 27 OMB Control No: 2506-0117 (exp. 09/30/2021) Planned Activities Provide free legal advice, resulting in the retention of housing, protection from physical and financial abuse, and the provision of consumer and individual rights. 19 Project Name Court Appointed Special Advocates: Serving All Foster Children Target Area Contra Costa County Goals Supported CD-2 Special Needs Population Needs Addressed Non-Housing Community Development Funding CDBG: $18,000.00 Description Provide advocacy, mentoring, and representation services to 50 Urban County abused and neglected children who are wards of the County's Juvenile Dependency Court as a way to improve access to health and social services and a safe and permanent living situation. National Objective: Presumed Beneficiary Abused Children 24 CFR 570.208(a)(2)(i)(A) Matrix Code: 05N Eligibility: Public Services [24 CFR 570.201(e)] Target Date 6/30/2026 Estimate the number and type of families that will benefit from the proposed activities Provide services to 50 Urban County abused and neglected children. Location Description 2151 Salvio Street, Suite 295, Concord, CA 94520 Planned Activities Provide advocacy, mentoring, and representation services to 50 Urban County abused and neglected children who are wards of the County's Juvenile Dependency Court as a way to improve access to health and social services and a safe and permanent living situation. 20 Project Name Empowered Aging: Ombudsman Services for Contra Costa Target Area Contra Costa County Goals Supported CD-2 Special Needs Population Needs Addressed Non-Housing Community Development Funding CDBG: $10,000.00 Annual Action Plan 2025 28 OMB Control No: 2506-0117 (exp. 09/30/2021) Description Provide advocacy services to 300 Urban County elders residing in long- term care facilities, ensuring that these elderly residents receive proper health care and necessary daily living support. National Objective: Presumed Beneficiary Seniors - 24 CFR 570.208(a)(2)(i)(A) Matrix Code: 05A Eligibility: Public Services [24 CFR 570.201(e)] Target Date 6/30/2026 Estimate the number and type of families that will benefit from the proposed activities 300 Urban County elders residing in long-term care facilities Location Description 4415 Cowell Road, Suite 100, Concord, CA 94518 Planned Activities Provide advocacy services to 300 Urban County elders residing in long- term care facilities, ensuring that these elderly residents receive proper health care and necessary daily living support. 21 Project Name Lions Center for the Visually Impaired: Independent Living Skills for Blind and Visually Impaired Target Area Contra Costa County Goals Supported CD-2 Special Needs Population Needs Addressed Non-Housing Community Development Funding CDBG: $13,000.00 Description Provide in-home independent living skills instruction and training to 85 visually impaired adults throughout the Urban County so they will maintain their independence and avoid institutionalization. National Objective: Presumed Beneficiary Disabled Persons - 24 CFR 570.208(a)(2)(i)(A) Matrix Code: 05B Eligibility: Public Services [24 CFR 570.201(e)] Target Date 6/30/2026 Estimate the number and type of families that will benefit from the proposed activities 85 visually impaired adults throughout the Urban County with most being elderly. Location Description 175 Alvarado Avenue, Pittsburg, CA 94565. Annual Action Plan 2025 29 OMB Control No: 2506-0117 (exp. 09/30/2021) Planned Activities Provide in-home independent living skills instruction and training to 85 visually impaired adults throughout the Urban County so they will maintain their independence and avoid institutionalization. 22 Project Name Meals on Wheels Diablo Region: Care Management Target Area Contra Costa County Goals Supported CD-2 Special Needs Population Needs Addressed Non-Housing Community Development Funding CDBG: $17,000.00 Description Provide care management services to 400 Urban County seniors, resolving health and wellness issues, quality of life, and ability to live independently. National Objective: Presumed Beneficiary Seniors - 24 CFR 570.208(a)(2)(i)(A ) Matrix Code: 05A Eligibility: Public Services [24 CFR 570.201(e)] Target Date 6/30/2026 Estimate the number and type of families that will benefit from the proposed activities 400 Urban County seniors Location Description 1300 Civic Drive, Walnut Creek, CA 94596. Planned Activities Provide care management services to 400 Urban County seniors, resolving health and wellness issues, quality of life, and ability to live independently. 23 Project Name Meals on Wheels Diablo Region: Meals on Wheels Target Area Contra Costa County Goals Supported CD-2 Special Needs Population Needs Addressed Non-Housing Community Development Funding CDBG: $17,000.00 Description Deliver hot and nutritious meals to 600 frail, homebound, Urban County seniors, resulting in maintained and/or improved health and welfare and aging in place. National Objective: Presumed Beneficiary Seniors - 24 CFR 570.208(a)(2)(i)(A) Matrix Code: 05A Eligibility: Public Services [24 CFR 570.201(e)] Target Date 6/30/2026 Annual Action Plan 2025 30 OMB Control No: 2506-0117 (exp. 09/30/2021) Estimate the number and type of families that will benefit from the proposed activities 600 frail, homebound, Urban County seniors. Location Description 1300 Civic Drive, Walnut Creek, CA 94596. Planned Activities Volunteers will deliver hot meals to seniors who are unable to prepare food for themselves and who are without a caregiver. A registered dietitian constructs each daily menu, ensuring that health needs are met. Alternatively, underserved areas are provided with a week's supply of frozen/microwaveable food on a single day. 24 Project Name Pleasant Hill Recreation & Park District: Senior Service Network Target Area Contra Costa County Goals Supported CD-2 Special Needs Population Needs Addressed Non-Housing Community Development Funding CDBG: $12,000.00 Description Provide on-site care management services and crisis intervention to 150 Urban County seniors, preventing displacement and/or premature institutionalization. National Objective: Presumed Beneficiary Seniors - 24 CFR 570.208(a)(2)(i)(A) Matrix Code: 05A Eligibility: Public Services [24 CFR 570.201(e)] Target Date 6/30/2026 Estimate the number and type of families that will benefit from the proposed activities 150 Urban County seniors Location Description 233 Gregory Lane, Pleasant Hill, CA 94523 Planned Activities Provide on-site care management services and crisis intervention to 150 Urban County seniors, preventing displacement and/or premature institutionalization. 25 Project Name East Bay Center for the Performing Arts: Deep Roots, Wide World Program Target Area Contra Costa County Goals Supported CD-3 Youth Annual Action Plan 2025 31 OMB Control No: 2506-0117 (exp. 09/30/2021) Needs Addressed Non-Housing Community Development Funding CDBG: $15,000.00 Description Provide performing arts instruction to over 600 students at two City of Richmond elementary schools, resulting in improved academic performance, community building, and exposure to diverse global art traditions. Program performance will be measured via observation and both a mid-year and year-end surveys taken by the students. National Objective: Low Mod Area Benefit [24 CFR 570.208(a)(1)(i)] Matrix Code: 05Z Eligibility: Public Services [24 CFR 570.201(e)] Target Date 6/30/2026 Estimate the number and type of families that will benefit from the proposed activities 600 low-income Urban County students Location Description Stege Elementary - 4949 Cypress Avenue, Richmond, CA 94804 Nystrom Elementary - 230 Harbour Way South, Richmond, CA 94804 Planned Activities Provision of performing arts curriculum to students, primarily of a socioeconomically disadvantaged background, at two West Contra Costa Unified School District elementary schools. The curriculum will focus on music fundamentals, hands-on instruction, global music repertoire, and ensemble performance techniques. 26 Project Name James Morehouse Project / Bay Area Community Resources: James Morehouse Project Target Area Contra Costa County Goals Supported CD-3 Youth Needs Addressed Non-Housing Community Development Funding CDBG: $10,000.00 Description Provide comprehensive mental health and student support services to 110 students attending El Cerrito High School resulting in improved well-being and increased school readiness measured by student pre- and post-evaluations. National Objective: Low Mod - 24 CFR 570.208(a)(2)(i)(B) Matrix Code: 05D Eligibility: Public Services [24 CFR 570.201(e)] Target Date 6/30/2026 Annual Action Plan 2025 32 OMB Control No: 2506-0117 (exp. 09/30/2021) Estimate the number and type of families that will benefit from the proposed activities 101 low-income Urban County students Location Description 540 Ashbury Avenue, El Cerrito, CA 94530 Planned Activities Provide comprehensive mental health and student support services to 110 students attending El Cerrito High School resulting in improved well-being and an increase in school readiness measured by student pre- and post-evaluations 27 Project Name Mount Diablo Unified School District: CARES After School Enrichment Program Target Area Contra Costa County Goals Supported CD-3 Youth Needs Addressed Non-Housing Community Development Funding CDBG: $10,000.00 Description Provide after-school enrichment classes for 1,008 K-8 students in Bay Point, resulting in a greater understanding of the content of the enrichment services, connection to and engagement in school, and academic improvement. National Objective: Low Mod Area Benefit- 24 CFR 570.208(a)(1)(i) Matrix Code: 05Z Eligibility: Public Services [24 CFR 570.201(e)] Target Date 6/30/2026 Estimate the number and type of families that will benefit from the proposed activities 1,008 elementary and middle school students in Bay Point. Location Description 1266 San Carlos Avenue, Room A6, Concord, CA 94518 Planned Activities Provide after-school enrichment classes for K-8 students in Bay Point, resulting in a greater understanding of the content of the enrichment services, connection to and engagement in school, and academic improvement. 28 Project Name RYSE Inc.: RYSE Career Pathway Program Target Area Contra Costa County Annual Action Plan 2025 33 OMB Control No: 2506-0117 (exp. 09/30/2021) Goals Supported CD-3 Youth Needs Addressed Non-Housing Community Development Funding CDBG: $40,000.00 Description Operate the Career Pathway Program by providing support for career development and soft skills, media arts skill development, paid work experience opportunities, and academic enrichment and interventions. 230 West County youth will be provided services during the year. National Objective: Low Mod Area Benefit - 24 CFR 570.208(a)(1)(i) Matrix Code: 05Z Eligibility: Public Services [24 CFR 570.201(e)] Target Date 6/30/2026 Estimate the number and type of families that will benefit from the proposed activities 230 West County youth. Location Description 205 41st Street, Richmond, CA 94805 Planned Activities Operate the Career Pathway Program by providing support for career development and soft skills, media arts skill development, paid work experience opportunities, and academic enrichment and interventions. 230 West County youth will be provided services during the year. 29 Project Name Village Community Resource Center: Village Community Resource Center Program Support Target Area Contra Costa County Goals Supported CD-3 Youth Needs Addressed Non-Housing Community Development Funding CDBG: $13,000.00 Description VCRC Program Support will aid a total of 100 children with after-school tutoring services. National Objective: Low Mod - 24 CFR 570.208(a)(2)(i)(B) Matrix Code: 05DEligibility: Public Services [24 CFR 570.201(e)] Target Date 6/30/2026 Annual Action Plan 2025 34 OMB Control No: 2506-0117 (exp. 09/30/2021) Estimate the number and type of families that will benefit from the proposed activities 100 low-income Urban County students Location Description 633 Village Drive, Brentwood, CA Planned Activities VCRC Program Support will aid 100 children with after-school tutoring services. 30 Project Name ECHO Housing: Fair Housing Services Target Area Contra Costa County Goals Supported CD-4 Fair Housing CD-7 Administration Needs Addressed Administration Funding CDBG: $40,000.00 Description ECHO's Fair Housing Services will assist approximately 75 Urban County tenants and landlords who require information regarding fair housing and discrimination, or complainants alleging discrimination based on federal, state, and local protected classes. Protected classes are the following: race, color, ancestry, national origin, religion, disability, gender, sexual orientation, gender identity, marital status, familial status, source of income, or any other arbitrary class. National Objective: N/A: Fair Housing Services (subject to 20% Admin Cap) Matrix Code: 21D Eligibility: Public Services[24 CFR 570.201(e)] Target Date 6/30/2026 Estimate the number and type of families that will benefit from the proposed activities The project estimates serving 75 Urban County clients, particularly racial and ethnic minorities, seniors, and persons with disabilities. Location Description 301 West 10th Street Antioch, CA 94509. Planned Activities Provide comprehensive fair housing counseling services to approximately 75 Urban County residents. 31 Project Name CoCoKids Inc.: Road to Success Target Area Contra Costa County Goals Supported CD-5 Economic Development Annual Action Plan 2025 35 OMB Control No: 2506-0117 (exp. 09/30/2021) Needs Addressed Non-Housing Community Development Funding CDBG: $105,000.00 Description Provide recruitment, training, and ongoing support services to 95 low and moderate-income persons so they can sustain their licensed family daycare business or receive a childcare license to open and operate a new licensed family daycare business (microenterprise). National Objective: Very low- and low-income persons - 24 CFR 570.208(a)(2)(iii) Matrix Code: 18C Eligibility: Micro-Enterprise Assistance [24 CFR 570.201(o)(1)(ii)] Target Date 6/30/2026 Estimate the number and type of families that will benefit from the proposed activities 95 low-income microenterprises/small business owners will be assisted with technical assistance. Location Description 1035 Detroit Ave #200, Concord, CA 94518 Planned Activities Provide recruitment, training, and ongoing support services to 88 low and moderate-income persons so they can sustain their licensed family daycare business or receive a childcare license to open and operate a new licensed family daycare business (microenterprise). 32 Project Name Loaves and Fishes of Contra Costa: Culinary Arts Training Target Area Contra Costa County Goals Supported CD-5 Economic Development Needs Addressed Non-Housing Community Development Funding CDBG: $10,000.00 Description A free 12-week introductory culinary program for 24 individuals interested in the culinary industry and experiencing barriers to employment. National Objective: Very low-and low-income persons-24 CFR 570.208(a)(2)(iii) Matrix Code: 05H Eligibility: Special Economic Development Activities - 24CFR 570.203(c) Target Date 6/30/2026 Estimate the number and type of families that will benefit from the proposed activities 24 homeless and low-income individuals. Annual Action Plan 2025 36 OMB Control No: 2506-0117 (exp. 09/30/2021) Location Description 835 Ferry Street Martinez, CA 94553 Planned Activities A free 12-week introductory culinary program for individuals interested in the culinary industry and experiencing barriers to employment. 33 Project Name Monument Impact: Emerging Business Support Program Target Area Contra Costa County Goals Supported CD-5 Economic Development Needs Addressed Non-Housing Community Development Funding CDBG: $55,000.00 Description The Emerging Business Support Program provides individualized microenterprise technical assistance; miniature grants for start-ups and expansion costs or licensing fees; and case management and referrals for low-income community members who are residents, to formalize their own small businesses. Target Date 6/30/2026 Estimate the number and type of families that will benefit from the proposed activities 10 small, family-owned microenterprises. Location Description 1760 Clayton Rd, Concord, CA 94520 Planned Activities The Emerging Business Support Program provides multiple pathways to viable employment. Each business served receives several one-on-one meetings to understand the participant’s goals, collect required documentation, complete forms, and email, mail, or visit various offices to complete licensing processes. 34 Project Name Multicultural Institute: Lifeskills / Day Labor Program Target Area Contra Costa County Goals Supported CD-5 Economic Development Needs Addressed Non-Housing Community Development Funding CDBG: $30,000.00 Annual Action Plan 2025 37 OMB Control No: 2506-0117 (exp. 09/30/2021) Description Provide job-matching, individualized health, legal, and educational assistance to 500 poverty-level and extremely low-income day laborers. National Objective: Very low- and low-income persons - 24 CFR 570.208(a)(2)(i)(B) Matrix Code: 05H Eligibility: Job training and placement assistance [24 CFR 570.201(e)] Target Date 6/30/2026 Estimate the number and type of families that will benefit from the proposed activities 500 poverty-level and extremely low-income day laborers Location Description 3600 MacDonald Avenue Richmond, CA 94801 Planned Activities Provide job-matching, individualized health, legal, and educational assistance 35 Project Name New Horizons Career Development Center Target Area Contra Costa County Goals Supported CD-5 Economic Development Needs Addressed Non-Housing Community Development Funding CDBG: $10,000.00 Description New Horizons will provide ongoing job training, job placement, life skills, GED prep as well as other job search related services to our community. Program will provide services to 300 Persons. National Objective: Very low- and low-income persons - 24 CFR 570.208(a)(2)(i)(B) Matrix Code: 05H Eligibility: Job training and placement assistance [24 CFR 570.201(e)] Target Date 6/30/2026 Estimate the number and type of families that will benefit from the proposed activities 300 persons seeking job skills. Location Description 199 Parker Avenue, Rodeo, CA 94572 Planned Activities Provision of job training and job placement, and life skills that lead to sustainable employment. Project Name Opportunity Junction: Administrative Careers Training Program Annual Action Plan 2025 38 OMB Control No: 2506-0117 (exp. 09/30/2021) 36 Target Area Contra Costa County Goals Supported CD-5 Economic Development Needs Addressed Non-Housing Community Development Funding CDBG: $100,000.00 Description Wraparound career advancement services are provided to place low- income job seekers into careers in the administrative field. Through computer training with life skills, case management, paid work experience, mental health services, career skills training, job placement, and long-term alumni follow-up, the ACT will place three job seekers into contracted employment positions. National Objective: Low Mod Jobs- 24 CFR 570.208(a)(4) Matrix Code: 18A Eligibility: Economic Development-Technical Assistance [24 CFR 570.203(b)] Target Date 6/30/2026 Estimate the number and type of families that will benefit from the proposed activities 3 Urban County program participants seeking contracted employment. Location Description 3102 Delta Fair Blvd., Antioch, CA 94509 Planned Activities Three job seekers will be placed in contracted employment roles after completing 12 weeks of intensive training in the required technical skills to succeed in administrative roles and the life skills needed to thrive in a contemporary workplace. This will include a post-training internship and lifetime alumni services. 37 Project Name Opportunity Junction: Bay Point Career Counseling and Placement Assistance Target Area Contra Costa County Goals Supported CD-5 Economic Development Needs Addressed Non-Housing Community Development Funding CDBG: $20,000.00 Annual Action Plan 2025 39 OMB Control No: 2506-0117 (exp. 09/30/2021) Description Provide intensive, individualized vocational services to 15 persons. These services include assessment and development of employment plans, case management/service referrals, connections to in-demand vocational training, group/one-on-one career skills development, placement assistance, and retention services. National Objective: Low Mod - 24 CFR 570.208(a)(2)(i)(B). Matrix Code: 05H Eligibility: Public Services - 24 CFR 570.201(e). Target Date 6/30/2026 Estimate the number and type of families that will benefit from the proposed activities 15 low-income Urban County residents who are unemployed or underemployed and need career development support. Location Description 3105 Willow Pass Road, Bay Point, CA 94565 Planned Activities Provides intensive, individualized vocational services, including assessment and development of employment plans, case management, service referrals, connections to in-demand vocational training, group and one-on-one career skills development, placement assistance, and retention services. 38 Project Name Renaissance Entrepreneurship Center: Using the Power of Entrepreneurship to Build Economically Target Area Contra Costa County Goals Supported CD-5 Economic Development Needs Addressed Non-Housing Community Development Funding CDBG: $60,000.00 Description Intensive small business/microenterprise training and technical assistance to 60 unduplicated individuals who own a small business/microenterprise or wish to start a small business/microenterprise. National Objective: Very low- and low- income persons and Job Creation - 24 CFR 570.208(a)(2)(iii) Matrix Code:18C Eligibility: Micro-Enterprise Assitance-24 CFR 570.201(o)(1)(ii) Target Date 6/30/2026 Annual Action Plan 2025 40 OMB Control No: 2506-0117 (exp. 09/30/2021) Estimate the number and type of families that will benefit from the proposed activities 60 existing small business owners or persons wishing to open a business living in Richmond and the Urban County. Renaissance Richmond will support lower-income English- and Spanish-speaking Urban County residents, particularly women and people of color. Location Description 1500 Macdonald Avenue, Richmond, CA 94801 Planned Activities Intensive small business/microenterprise training and technical assistance to 60 unduplicated individuals who own a small business/microenterprise or wish to start up a small business/microenterprise. 39 Project Name West Contra Costa Business Dev. Center Inc.: Emerging Entrepreneurs Program Target Area Contra Costa County Goals Supported CD-5 Economic Development Needs Addressed Non-Housing Community Development Funding CDBG: $101,500.00 Description To provide technical assistance and support to 60 existing microenterprises/small businesses or persons wishing to open a microenterprise/small business to create/retain jobs. National Objective: Very low- and low-income persons - 24 CFR 570.208(a)(2)(iii) Matrix Code: 18C Eligibility: Micro-Enterprise Assitance-24 CFR 570.201(o)(1)(ii) Target Date 6/30/2026 Estimate the number and type of families that will benefit from the proposed activities 60 low-income persons who have started or are planning to start a business in West County Location Description 812 San Pablo Ave., Ste. 2, Pinole, CA 94564 Planned Activities To provide technical assistance and support to 60 existing microenterprises/small businesses or persons wishing to open a microenterprise/small business to create/retain jobs. 40 Project Name East Bay Center for the Performing Arts: Carpet Replacement Target Area Contra Costa County Goals Supported CD-6 Infrastructure/Public Facilities Annual Action Plan 2025 41 OMB Control No: 2506-0117 (exp. 09/30/2021) Needs Addressed Non-Housing Community Development Funding CDBG: $35,000.00 Description Replacement of heavily worn carpet in a theater, classrooms and office spaces, to improve safety, functionality, and aesthetics in the historic Winters Building. Installed in 2011, the existing carpet has exceeded its useful lifespan and presents tripping hazards, cleanliness concerns, and maintenance challenges. This project will ensure the facility remains a welcoming and professional space for students, artists, and community members, supporting its role as a vital cultural anchor in Richmond, CA.National Objective: Area Benefit [24 CFR 570.208(a)(1)(i)]. Matrix Code: 03D [Youth Centers]. Eligible Activity: Acquisition, construction, reconstruction, rehabilitation, or installation of public facilities and improvements [24 CFR 570.201(c)]. Target Date 6/30/2026 Estimate the number and type of families that will benefit from the proposed activities 5,000 unique students and artists, their families, and community members. Location Description 339 - 11th Street , Richmond, CA 94801 Planned Activities The East Bay Center for the Performing Arts will remove replacement carpeting in their theater, classrooms and office spaces, compliant with ADA accessibility standards, improving safety, functionality, aesthetics, and cleanliness. 41 Project Name Contra Costa County Health Services: Coordinated Outreach, Referral, and Engagement Program Target Area Contra Costa County Goals Supported H-1 Housing & Supportive Services for Homeless Needs Addressed Homelessness Prevention Funding CDBG: $90,000.00 Description Provide day and evening homeless street outreach services to at least 405 Urban County individuals living outside throughout the County to engage, stabilize, and deliver health and basic need services, and aid in obtaining interim and permanent housing. National Objective: PresumedBeneficiary Homeless -24 CFR 570.208(a)(2)(i)(A) Matrix Code:03TEligibility: Public Services [24 CFR 570.201(e)] Annual Action Plan 2025 42 OMB Control No: 2506-0117 (exp. 09/30/2021) Target Date 6/30/2026 Estimate the number and type of families that will benefit from the proposed activities Provide day and evening homeless street outreach services to at least 400 Urban County individuals living outside throughout the County to engage, stabilize, and deliver health and basic need services and aid in obtaining interim and permanent housing. Location Description n Services occur throughout the County, primarily in homeless encampments and public locations. Planned Activities Provide day and evening homeless street outreach services to at least 405 Urban County individuals living outside throughout the County to engage, stabilize, and deliver health and basic need services, and aid in obtaining interim and permanent housing. 42 Project Name STAND! For Families Free of Violence: Rollie Mullen Center Emergency Center Target Area Contra Costa County Goals Supported H-1 Housing & Supportive Services for Homeless Needs Addressed Homelessness Prevention Funding CDBG: $12,000.00 Description STAND!'s Emergency Shelter can accommodate up to 24 adult survivors and their children fleeing from violent relationships for up to 3 months at no cost. The shelter provides clients access to comprehensive supportive services that help clients transition toward independence. The program will assist 12 adults and their children. National Objective: Presumed Beneficiary/Abused children, battered spouses -24 CFR 570.208(a)(2)(i)(A) Matrix Code: 05G Eligibility: Public Services -24 CFR 570.201(e) Target Date 6/30/2026 Estimate the number and type of families that will benefit from the proposed activities The program will assist 12 adults and their children. Location Description Location may take place at various sites but must remain undisclosed. Annual Action Plan 2025 43 OMB Control No: 2506-0117 (exp. 09/30/2021) Planned Activities STAND!'s Emergency Shelter can accommodate up to 24 adult survivors and their children who are fleeing from violent relationships for up to 3 months at no cost. The shelter provides clients with access to comprehensive supportive services that help clients transition toward independence. 43 Project Name Winter Nights Family Shelter, Inc. Target Area Contra Costa County Goals Supported H-1 Housing & Supportive Services for Homeless Needs Addressed Non-Housing Community Development Funding CDBG: $10,000.00 Description Provide emergency shelter, food, tutoring, transportation, case management, and housing placement assistance to 16 Urban County residents. National Objective: Presumed Beneficiary Homeless - 24 CFR 570.208(a)(2)(i)(A) Matrix Code: 03Z Eligibility: Public Services [24 CFR 570.201(e)] Target Date 6/30/2026 Estimate the number and type of families that will benefit from the proposed activities 16 Low-income Urban County residents Location Description Rotating shelter locations. Planned Activities Provide emergency shelter, food, tutoring, transportation, case management, and housing placement assistance 44 Project Name SHELTER Inc.: Homeless Prevention Program Target Area Contra Costa County Goals Supported H-2 Rapid Rehousing & Homelessness Prevention Needs Addressed Homelessness Prevention Funding CDBG: $30,000.00 Description Provide homelessness prevention and rapid rehousing services to 100 Urban County residents to quickly regain stable, permanent housing or maintain their current housing. National Objective: Presumed Beneficiary Homeless -24 CFR 570.208(a)(2)(i)(A) Matrix Code:05Q Eligibility: Public Services [24 CFR 570.201(e)] Annual Action Plan 2025 44 OMB Control No: 2506-0117 (exp. 09/30/2021) Target Date 6/30/2026 Estimate the number and type of families that will benefit from the proposed activities 100 low-income Urban County residents will benefit. Location Description 1333 Willow Pass Road #206 Concord, CA 94520. Planned Activities Provide homelessness prevention and rapid rehousing services to 100 Urban County residents to quickly regain stable, permanent housing or maintain their current housing. 45 Project Name ESG25 Contra Costa County Target Area Contra Costa County Goals Supported H-1 Housing & Supportive Services for Homeless Needs Addressed Homelessness Prevention Funding ESG: $405,597.00 Description For FY 2025/26, Contra Costa County will use ESG funds to provide emergency shelter services (essential services and shelter operations) to people experiencing homelessness and victims of domestic violence ($211,250); to provide street outreach services for unsheltered homeless individuals and families to connect them with emergency shelter, housing, or critical services and providing them with urgent, non-facility-based care. ($31,800); to provide rapid rehousing and prevention services. (rental/financial assistance, case management) to prevent homelessness and to quickly rehouse the homeless ($132,127); and for general program administration ($30,420). Target Date 6/30/2025 Estimate the number and type of families that will benefit from the proposed activities 1,336 persons experiencing homelessness, including those fleeinig from domestic violence and those at risk of becoming homeless. Location Description Various throughout the Urban County Annual Action Plan 2025 45 OMB Control No: 2506-0117 (exp. 09/30/2021) Planned Activities For FY 2025/26, Contra Costa County will use ESG funds to provide emergency shelter services (essential services and shelter operations) to people experiencing homelessness and victims of domestic violence ($211,250); to provide street outreach services for unsheltered homeless individuals and families to connect them with emergency shelter, housing, or critical services and providing them with urgent, non-facility-based care. ($31,800); to provide rapid rehousing and prevention services. (rental/financial assistance, case management) to prevent homelessness and to quickly rehouse the homeless ($132,127); and for general program administration ($30,420). 46 Project Name Eden Development Inc.: Riverhouse Hotel Rehab Target Area Contra Costa County Goals Supported AH-3 Preservation of Existing Affordable Housing Needs Addressed Affordable Housing Funding CDBG: $2,050,000.00 Description Renovation and refurbishment of 75 affordable apartment units. Rehabilitation of privately-owned residential buildings, 24 CFR 570.202(2), and Rehabilitation of housing affordable to and occupied by very low-income households. 24 CFR 92.205(a)(1). FY 2025/26 CDBG includes an allocation of $2,000,000 plus $1,000,000 in FY 2023/24 HOME. In addition, $50,000 CDBG funds are for project delivery costs. Target Date 6/30/2027 Estimate the number and type of families that will benefit from the proposed activities There are 75 total affordable rental units at Riverhouse Hotel project. In addition, 9 units are planned to be added through the conversion of first floor commercial space into residential apartments units for a total of 84 units. Location Description 700 Alhambra Avenue, Martinez, CA 94553 Planned Activities Rehabilitation of the existing units, common areas, and resident services. Improvements will include updating security, plumbing improvements, heating and electrical infrastructure updates, and installation of green and energy-efficient measures. 47 Project Name Resources for Community Development: Lakeside Apartments Target Area Contra Costa County Goals Supported AH-3 Preservation of Existing Affordable Housing Needs Addressed Affordable Housing Annual Action Plan 2025 46 OMB Control No: 2506-0117 (exp. 09/30/2021) Funding : Description Acquisition/resyndication and rehabilitation of 124 permanent rental housing units affordable to households earning between 20% to 60% AMI. The project has 30 Project-Based Vouchers that support extremely low-income households, including persons living with HIV/AIDS, homeless individuals, and other special needs populations. The FY 2025/26 HOME allocation is $2,000,000. The FY 2024/25 HOME allocation is $5,000,000 for the project plus $40,000 for project delivery. Activity Eligibility: Affordable Rental Housing. Target Date 6/30/2027 Estimate the number and type of families that will benefit from the proposed activities 124 permanent rental housing units affordable to households earning between 20% to 60% AMI. Location Description 1897 Oakmead Drive, Concord CA Planned Activities Acquisition/resyndication and rehabilitation of 124 permanent rental housing units affordable to households earning between 20% to 60% AMI. The project has 30 Project-Based Vouchers that support extremely low-income households, including persons living with HIV/AIDS, homeless individuals, and other special needs populations. The renovation scope development plans to address all deferred maintenance and building systems in need of upgrading noted in the Physical Needs Assessment, including but not limited to improvements to the storm and water systems, site work and ADA path of travel improvements, possible electrification to the space heating and hot water systems, a project-wide solar PV system, new roofs, exterior paint, and unit interior work including kitchen and bath remodels. 48 Project Name Eden Development, Inc. and CHDC: The Riveter Supportive Target Area Contra Costa County Goals Supported AH-4 Permanent Supportive & Special Needs Housing Needs Addressed Affordable Housing Funding CDBG: $2,426,000.00 Annual Action Plan 2025 47 OMB Control No: 2506-0117 (exp. 09/30/2021) Description Acquisition and adaptive reuse/conversion (of a vacant office building) of 58 permanent supportive housing rental units to house formerly homeless individuals, and small families. FY 2025/26 CDBG amount is $386,000. FY 2024/25 CDBG allocation is $2,000,000 to the project plus $40,000 for project delivery. Activity: 14B Eligibility: Rehabilitation of privately-owned residential buildings. 24 CFR 570.202 (a)(1)Activity Eligibility: Rehabilitation of privately-owned residential buildings. 24 CFR 570.202 (a)(1) Target Date 6/30/2027 Estimate the number and type of families that will benefit from the proposed activities 58 affordable permanent supportive housing rental units. Location Description 100 38th Street, Richmond CA Planned Activities Acquisition and adaptive reuse/conversion (of a vacant office building) of 58 permanent supportive housing rental units to house formerly homeless individuals, and small families. 49 Project Name Hope Solutions: Village of Hope - Pittsburg Target Area Contra Costa County Goals Supported AH-1 New Construction of Affordable Rental Housing AH-4 Permanent Supportive & Special Needs Housing Needs Addressed Affordable Housing Funding HOME: $1,496,343.00 Description New construction of 15 supportive housing rental units for Transitional Aged Youth (TAY) experiencing homelessness. The project will consist of 15 factory-built cottages (8 one-bedroom units and 7 two-bedroom units), and one auxiliary building that will be used as a managerÃ¿Â¢Ã¿Â¿Ã¿Â¿s office and community space. No live-in ManagerÃ¿Â¢Ã¿Â¿Ã¿Â¿s Unit is proposed at this time. FY 2025/26 recommended allocation is $1,456,343 in HOME funds plus $40,000 for project delivery for a total of $1,496,343 in HOME funds. Activities Eligibility: New construction of housing affordable to and occupied by very low-income households. 24 CFR 92.05(a). Target Date 6/30/2027 Annual Action Plan 2025 48 OMB Control No: 2506-0117 (exp. 09/30/2021) Estimate the number and type of families that will benefit from the proposed activities 15 supportive housing rental units for Transitional Aged Youth (TAY) experiencing homelessness, including 4 units restricted for households with incomes at 30% of the Area Median Income (AMI) or below and 11 units restricted for households with incomes at 31-50% AMI. Location Description 5305 Kirker Pass Rd., Pittsburg, CA 94565 Planned Activities New construction of 15 supportive housing rental units for Transitional Aged Youth (TAY) experiencing homelessness. The project will consist of 15 factory-built cottages (8 one-bedroom units and 7 two-bedroom units), and one auxiliary building that will be used as a manager’s office and community space. No live-in Manager’s Unit is proposed at this time. FY 2025/26 recommended allocation is $1,456,343 in HOME funds plus $40,000 for project delivery for a total of $1,496,343 in HOME funds. Activities Eligibility: New construction of housing affordable to and occupied by very low-income households. 24 CFR 92.05(a). 50 Project Name Rebuilding Together East Bay Network: Healthy Homes Contra Costa Target Area Contra Costa County Goals Supported AH-3 Preservation of Existing Affordable Housing Needs Addressed Affordable Housing Funding CDBG: $390,000.00 Description Identify, assess, and improve the conditions of homes that are owned by low-income households (up to 80% Area Median Income) in Contra Costa County. Improvements will focus on health hazards, accessibility, and energy efficiency. National Objective: Low Mod Housing Activities Matrix Code: 14AEligibility: Rehabilitation of privately-owned residential buildings 24 CFR 570.202(a)(1) Target Date 6/30/2026 Estimate the number and type of families that will benefit from the proposed activities 52 households, throughout the Urban County, with an emphasis on low- mod neighborhoods. Location Description Throughout the Urban County, with an emphasis on low-mod neighborhoods. Annual Action Plan 2025 49 OMB Control No: 2506-0117 (exp. 09/30/2021) Planned Activities The program will utilize grant funding in smaller amounts, to reduce homeowners' access barriers and encourage layering for holistic multi- partner work. Our comprehensive assessments cover occupational safety, energy efficiency, and residents' social well-being. Sustainable and inclusive home modifications are then provided and precisely tailored to meet the diverse needs of clients, addressing the full spectrum of housing needs and contributing to a resilient, inclusive community. 51 Project Name First Time Homebuyer and Shared Equity Loan Program Target Area Contra Costa County Goals Supported AH-2 Increase Homeownership Opportunities Needs Addressed Affordable Housing Funding CDBG: $800,000.00 Description Provision of up to 8 silent second loans for low-income first-time homebuyers living in the Urban County of Contra Costa.Eligible Activity: 24 CFR 570.201 (n) Homeownership AssistanceNational Objective: Low- Mod HousingCDBG Matrix: 13B Homeownership Assistance Target Date 6/30/2026 Estimate the number and type of families that will benefit from the proposed activities Up to 8 silent second loans for low-income first-time homebuyers. Location Description Throughout the Urban County communities of Contra Costa County. Planned Activities Up to 8 silent second loans for low-income first-time homebuyers. 52 Project Name CDBG Program Administration Target Area Contra Costa County Goals Supported CD-7 Administration Needs Addressed Administration Funding CDBG: $905,431.40 Description General Program Administration of CDBG Program. $905,431.40 is coming from the FY 2025/26 allocation amount (20% of the FY 2025/26 allocation minus $40,000 for ECHO Fair Housing Services-Project 28), and $ is coming from anticipated CDBG Program Income (20% of anticipated CDBG Program Income). Annual Action Plan 2025 50 OMB Control No: 2506-0117 (exp. 09/30/2021) Target Date 6/30/2025 Estimate the number and type of families that will benefit from the proposed activities N/A. General CDBG Program Administration Location Description 30 Muir Road, Martinez, CA Planned Activities General administration activities of administering the County's Urban County CDBG Program 53 Project Name CDBG and HOME Unallocated Funds Target Area Contra Costa County Goals Supported AH-1 New Construction of Affordable Rental Housing AH-2 Increase Homeownership Opportunities AH-3 Preservation of Existing Affordable Housing AH-4 Permanent Supportive & Special Needs Housing H-1 Housing & Supportive Services for Homeless H-2 Rapid Rehousing & Homelessness Prevention CD-1 General "Safety Net" Public Services CD-2 Special Needs Population CD-3 Youth CD-4 Fair Housing CD-5 Economic Development CD-6 Infrastructure/Public Facilities Needs Addressed Affordable Housing Homelessness Prevention Non-Housing Community Development Funding : Description CDBG and/or HOME funds are available for eligible affordable housing, public service, economic development, and/or infrastructure/public facilities projects that may be identified during the program year. Target Date 6/30/2025 Estimate the number and type of families that will benefit from the proposed activities Annual Action Plan 2025 51 OMB Control No: 2506-0117 (exp. 09/30/2021) Location Description Planned Activities Annual Action Plan 2025 52 OMB Control No: 2506-0117 (exp. 09/30/2021) AP -50 GEOGRAPHIC DISTRIBUTION - 91.420, 91.220(F) Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed The County's CDBG entitlement area is the entire area of the County except for the Cities of Antioch, Concord, Pittsburg, and Walnut Creek. The County administers the HOME Program for the Contra Costa HOME Consortium, which includes the Cities of Antioch, Concord, Pittsburg, and Walnut Creek. The Contra Costa HOME Consortium entitlement area is the entire County. The County also administers the ESG Program. The County's ESG entitlement area is the entire area of the County, except for the Cities of Antioch, Concord, Pittsburg, and Walnut Creek. Low-income census tracts can be found throughout the County; however, many communities in west and east Contra Costa County, such as Richmond, San Pablo, North Richmond, Tara Hills, Bay View, and Bay Point, all have a concentration of minority populations (more than 78.3% of the population) that are also in low/mod-income census tracts. Geographic Distribution Target Area Percentage of Funds Contra Costa County 100 TABLE 10 - GEOGRAPHIC DISTRIBUTION Rationale for the priorities for allocating investments geographically Though projects may serve the entire Urban County, as with many Public Service projects, the program intends to target services to areas with the highest need. This includes revitalization strategy areas or census tracts that meet area benefit criteria (an area, typically a census tract or a contiguous group of census tracts, where at least 51 percent of the population is low/mod-income). In all cases, Subrecipients must demonstrate that they can serve a minimum of 51 percent of very low- and low- income persons or households. However, it has been the County's practice to fund projects that serve a minimum of 75 percent extremely low, very low- and low-income persons or households. Furthermore, the established policy prioritizes housing projects that provide units affordable to and occupied by households with extremely low incomes. These policies and practices have ensured that projects/programs serve those areas with the highest need. Housing activities to meet Consolidated Plan priorities include new construction, rehabilitation, and preservation of existing affordable housing. These housing projects have the potential to either assist in neighborhood revitalization or provide de-concentration of low-income and/or minority populations by Annual Action Plan 2025 53 OMB Control No: 2506-0117 (exp. 09/30/2021) location in areas with little supply of affordable housing. Discussion Given the size of the entitlement areas of the CDBG, HOME, and ESG Programs for the County, Contra Costa County's CDBG, HOME, and ESG funds are awarded to projects and programs on a competitive allocation basis. The projects/programs, as in the case of many Public Service projects, typically serve more than just one specific area or neighborhood of the County; however, it is the intent of the programs to target services to areas with the highest need, such as a revitalization strategy area or a census tract that has a high percentage of low/mod-income households. The highest numbers of low-income and minority households are in west Contra Costa County, followed by east Contra Costa County and central Contra Costa County. All projects funded with CDBG, HOME, and ESG funds are targeted at low-income households throughout the County. Annual Action Plan 2025 54 OMB Control No: 2506-0117 (exp. 09/30/2021) AFFORDABLE HOUSING AP -55 AFFORDABLE HOUSING - 91.420, 91.220(G) INTRODUCTION The tables below represent the affordable housing projects funded in FY 2025/26, the first year of the FY 2025-2030 Consolidated Plan to meet the affordable housing goals and strategies. One Year Goals Number of Households to Be Supported Homeless 73 Non-Homeless 268 Special Needs 0 Total 341 TABLE 11 - ONE YEAR GOALS FOR AFFORDABLE HOUSING BY SUPPORT REQUIREMENT One Year Goals Number of Households To Be Supported Rental Assistance 0 Production of New Units 82 Rehab of Existing Units 251 Acquisition of Existing Units 0 Total 333 TABLE 12 - ONE YEAR GOALS FOR AFFORDABLE HOUSING BY SUPPORT TYPE Annual Action Plan 2025 55 OMB Control No: 2506-0117 (exp. 09/30/2021) AP -60 PUBLIC HOUSING - 91.420, 91.220(H) INTRODUCTION There are three Public Housing Authorities operating in the Consortium, the Housing Authority of Contra Costa (HACCC, which is the largest), the Richmond Housing Authority (RHA), and the Housing Authority of the City of Pittsburg (HACP). ACTIONS PLANNED DURING THE NEXT YEAR TO ADDRESS THE NEEDS FOR PUBLIC HOUSING HACCC has begun a long-term project to reposition and rehabilitate its public housing portfolio despite ever-decreasing federal, state, and local funding. The planning portion of this process is completed for one of our major developments, and implementation is underway. As part of this process, HACCC has moved forward with RAD conversion and Demolition/Disposition at the Las Deltas property in North Richmond. These units have been removed from the public housing portfolio and converted to project- based voucher assistance that will be used to help fund the construction or rehabilitation of more affordable housing units. Over the long term, HACCC intends to convert all public housing to project-based units via RAD, although the capacity to oversee is not currently available. HACCC anticipates utilizing approximately $2.6 million of HUD funding for modernization improvements at all its public housing developments. Specific improvements include: • $1,160,000 for Phase 2 modernization of Alhambra Terrace public housing development. • $360,000 for roofing at Kidd Manor & Vista del Camino public housing developments. • $250,000 for window upgrades during unit turnovers. • $70,000 gas line & plumbing upgrades at the Los Nogales Development. • $226,000 for unscheduled and emergency unit modernization and site improvements at various properties. • $220,000 for boiler replacement at the Kidd Manor development. • $139,000 for non-routine maintenance repairs (ordinary maintenance items such as window and flooring replacement or electrical repair where the scale of damage is beyond the scope of day-to-day maintenance) at various properties. • $137,000 for continuous repairs and replacement of concrete walks and driveways at various properties. • $62,000 for new appliances at various properties. Annual Action Plan 2025 56 OMB Control No: 2506-0117 (exp. 09/30/2021) ACTIONS TO ENCOURAGE PUBLIC HOUSING RESIDENTS TO BECOME MORE INVOLVED IN MANAGEMENT AND PARTICIPATE IN HOMEOWNERSHIP HACCC actively encourages all Public Housing residents to get involved in the community in which they are living. Quarterly town hall meetings are organized at each property in an effort, among other goals, to develop resident leaders and solicit participation in resident service programs. HACCC believes it is important to provide residents with conduits to service providers in every community to provide families with the opportunity to pursue employment, job training, and other education that will lead them toward self-sufficiency. The ultimate goal is to transition households from welfare to work and achieve greater independence. HACCC has active resident services at four of the thirteen Public Housing Developments located in Contra Costa County, and currently, two residents serve on the Housing Authorities Board of Commissioner. The resident services program provides office and meeting facilities for work participants, childcare or after-school programs for children of working parents, equipment and materials as funding allows, and technical assistance from non-profit or governmental agencies as needed. IF THE PHA IS DESIGNATED AS TROUBLED, DESCRIBE THE MANNER IN WHICH FINANCIAL ASSISTANCE WILL BE PROVIDED OR OTHER ASSISTANCE . Not applicable. Annual Action Plan 2025 57 OMB Control No: 2506-0117 (exp. 09/30/2021) AP -65 HOMELESS AND OTHER SPECIAL NEEDS ACTIVITIES - 91.420, 91.220(I) INTRODUCTION During FY 2025/26, the County will continue its efforts to maintain the availability of housing and services for people experiencing homelessness in Contra Costa. Emergency Solutions Grant (ESG) funds may be used for five program components related to homelessness: street outreach, emergency shelter, homelessness prevention, rapid re-housing assistance, and data collection. The County is allocating ESG funds for FY 2025/26 to emergency shelter services, including youth and domestic violence providers, homeless street outreach services, homelessness prevention to assist low-income residents at risk of becoming homeless, and rapid rehousing of homeless residents in quickly regaining housing stability. CDBG funds are also targeted to support public service activities that offer various services to people experiencing homelessness, those at risk of becoming homeless, and special needs populations. In FY 2025/26, funds will be allocated for the operating expenses of an emergency shelter for single adults and programs that provide a homeless hotline, housing counseling and legal services, and food distribution. Support services such as client advocacy, job skills training, independent living skills training, respite care, counseling and case management, and nutrition education will be provided to the frail elderly, disabled, and the visually impaired. ESG funds will be allocated for adult and youth homeless shelters, emergency shelters for victims of domestic violence, homeless street outreach services, homeless support services, and homeless prevention and rapid rehousing activities, including case management and direct financial assistance. These services are available throughout the County. During FY 2025/26, the County will continue to work with the County's Council on Homelessness and the County's CoC to implement key strategies identified in the five-year CoC Plan and the Ten-Year Plan to End Homelessness. The County's Ten-Year Plan to End Homelessness includes priorities to address three types of homeless populations: the chronically homeless, those discharged into homelessness, and the transitionally (or episodic) homeless people. This will include programs and projects to increase income and employment opportunities for homeless households, expand needed support services and programs to prevent homelessness and increase the availability of housing affordable to extremely low- income households and homeless persons. Describe the jurisdiction’s one-year goals and actions for reducing and ending homelessness, including reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs. Contra Costa County and many other Contra Costa Consortium jurisdictions provide CDBG funds for homeless outreach teams through the Contra Costa County Health Services Coordinated Outreach, Annual Action Plan 2025 58 OMB Control No: 2506-0117 (exp. 09/30/2021) Referral, and Engagement (CORE) Homeless Street Outreach Program. Contra Costa County provides $90,000 in CDBG funds and $30,884 in ESG funds to the CORE Street Outreach Program. The focus of the CORE Homeless Street Outreach Program is to target high-risk, hard-to-reach, chronically homeless individuals, transition-aged youth, and families living outside whom typically do not access services or do not know how to access services. CORE uses a client-centered, "whatever it takes" approach to build rapport and engage consumers in services that aim to get them off the streets and stabilized. CORE Outreach teams consist of two outreach workers, two outreach team leads, and an Outreach Coordinator. Outreach staff is trained in core principles and practices of trauma-informed care and motivational interviewing and espouses a "housing first" philosophy. The various CORE teams operate over 18 hours during the day and evening. Two or three-person outreach teams go out systematically within an established service area (East, Central, and West County) to contact chronically homeless individuals living on the streets, provide face-to-face outreach and engagement, and provide information necessary to address behavior contributing to their homelessness. All CORE teams work closely with law enforcement and other local entities, providing intervention services to advise the homeless of available options and to help them avoid incarceration. Contra Costa 211: CDBG funds are also distributed to the Contra Costa Crisis Center for the 211 lines (see the County's Project summary in AP-38 for more information). The line provides a single point of contact for homeless individuals seeking services throughout the County. Phone counselors complete an intake assessment to determine each caller's needs and then provide referrals to various community programs, including shelters, food pantries, and mental health services. Contra Costa Crisis Center has participated in the Coordinated Intake and Assessment subcommittee and will be a key partner in piloting and implementing. Health Care for the Homeless: In addition to providing direct medical care, testing, and immunization services, the County-funded Health Care for the Homeless Program uses its mobile healthcare van for outreach. The bilingual Healthcare for the Homeless Team assesses clients' needs, provides social support, and links clients to appropriate services and programs, including mental health and substance abuse programs, Medi-Cal, the County's Basic Adult Care program, and the Covered California healthcare insurance exchange. Addressing the emergency shelter and transitional housing needs of homeless persons Emergency Shelter Funding: Of the funds received by the County for FY 2025/26, $211,500, (ESG) and $22,000 (CDBG) are allocated to local emergency shelters to provide shelter and case management services to homeless adults, families, youth, and victims of domestic violence and their children. Upon entry to one of the shelters, each resident or family is assigned a case manager to assist the individual in determining an appropriate service plan to help them regain housing as soon as possible. The shelters are part of the County's Continuum of Care and enable individuals and families to work on stabilizing their lives and moving toward a permanent housing solution. Antioch, Concord, Pittsburg, and Walnut Annual Action Plan 2025 59 OMB Control No: 2506-0117 (exp. 09/30/2021) Creek cities also provide CDBG funds to local emergency shelters. Transitional Housing Development: The Village of Hope in Pittsburg represents a significant advancement in transitional housing development by providing safe, affordable, and service-enriched cottage housing for unhoused Transition-Aged Youth (TAY). Developed by Hope Solutions on land leased from the Church of the Nazarene, the project addresses a critical housing gap for vulnerable young adults, offering 15 units affordable to those earning at or below 50% AMI, with some units at 30% AMI. Utilizing factory-built units to expedite construction, the development combines housing with onsite supportive services and access to CARE Centers, fostering stability, community integration, and long- term self-sufficiency for residents. Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again. Transitional Housing Development: The Uilkema House facility opened in August 2013 and added 12 new beds to the homeless continuum of care and allows Contra Costa homeless, single men completing treatment programs such as Discovery House to transition back into the community with the skills and resources necessary to maintain their sobriety. Veterans: In cooperation with the local Veterans Administration office, Contra Costa's CoC continues to work to increase its capacity to house and serve homeless veterans, including the distribution of HUD- VASH vouchers and rental assistance for permanent housing units provided to homeless veterans and their families under the Supportive Services for Veteran Families (SSVF) program. Shortening Period of Time Homeless: The County will continue to pursue increasing the capacity of its Rapid Rehousing program. For FY 2025/26, $161,060 ($131,060 in ESG and $30,000 in CDBG funds) is allocated to provide rapid rehousing and homeless prevention services to individuals and families experiencing homelessness or at risk of becoming homeless. Rapid rehousing provides housing relocation/stabilization services and financial assistance in paying deposits, rent, and utility bills to help homeless individuals and families quickly regain and maintain housing and self-sufficiency. To reach those most in need, outreach includes healthcare and mental health facilities, foster care and other youth programs, veteran’s services and social services agencies, churches, and other religious organizations. Reducing Recidivism: The Contra Costa County's Health Services Department has integrated the County's Mental Health, Alcohol, and Other Drug Services and Homeless Programs into a single Behavioral Health Division to continue addressing the mental health and substance abuse issues that are common barriers Annual Action Plan 2025 60 OMB Control No: 2506-0117 (exp. 09/30/2021) to long-term housing success for homeless individuals and families. Helping low-income individuals and families avoid becoming homeless, especially extremely low- income individuals and families and those who are: being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care, and other youth facilities, and corrections programs and institutions); or, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs. Foster Care: When foster youth age out of the foster care system, the County links them to the Independent Living Skills Program (ILSP). ILSP includes workshops that prepare youth for emancipation (money management, education, computer skills, home management, and social skills), employment assistance, non-McKinney-Vento housing, retention services, and an individualized transition plan out of foster care. In addition, foster youth can elect to remain in foster care or return to care after emancipation (but before turning 21) to receive a two-year housing subsidy, which can be used in a market rate unit, student housing, or congregate living. This is a State program that all foster youth and former foster youth can access. Mental Health: Clients treated by the County Behavioral Health Division are regularly reviewed for readiness and prepared for discharge into environments that provide stepped-down levels of care. The Department holds a weekly Bed Committee where all institutionalized consumer discharge plans are prepared. Discharge planning responsibilities fall to the Clinic managers for those consumers currently receiving services and to the Mental Health Transition Team (consisting of managers, a psychiatrist, RNs, clinicians, and peer providers) for those patients not otherwise connected to the County system. State hospitals discharge to Institutes for Mental Disease (IMD)/Skilled Nursing Facilities (SNF), not to HUD CoC-funded programs. Persons discharged from IMDs/SNFs are placed in Crisis Residential/Transitional Residential Services (CR/TRS). Those discharged from Acute Inpatient Facilities (AIFs) are released to appropriate settings, such as the Respite Center at the County's Adult Emergency Shelter. Those exiting CR/TRS are discharged to independent, shared, or supported (e.g., Board & Care) housing. State Mental Health Services Act (MHSA) funds also pay for 79 housing units for homeless discharged with severe mental illness. Discussion A major factor contributing to homelessness and special needs populations in the County is the lack of affordable housing for extremely low- and very low-income households and an inadequate supply of accessible housing. The County's strategies to maintain and increase the supply of affordable housing are equally relevant to strategies to alleviate the problems of these populations. As further recognition of the housing needs of homeless and at-risk populations, in FY 1998/99, the Contra Costa Board of Supervisors adopted a policy to encourage the inclusion of units that are affordable to extremely- low- income households in projects funded with CDBG and HOME funds. In addition, a minimum of five percent of all new housing built with County funds must be accessible to mobility-impaired households, Annual Action Plan 2025 61 OMB Control No: 2506-0117 (exp. 09/30/2021) and an additional two percent must be accessible to the hearing/vision impaired. Wherever feasible, the County also requires including accessible units in housing rehabilitation projects. Strategies to improve housing affordability through direct payment assistance are also effective in preventing and alleviating homelessness among lower-income and special-needs households. Therefore, the County will continue to pursue additional Section 8 vouchers, FEMA funds, Shelter Plus Care, and other resources to assist the currently homeless and at-risk population in obtaining and maintaining permanent housing. In addition to strategies to increase the affordable housing supply using CDBG, and/or HOME resources, the County Health Services Department will apply for HEARTH Act funds to maintain and expand programs and projects to serve people experiencing homelessness, including families with children, youth leaving foster care, victims of domestic violence, and individuals with problems of substance abuse and mental illness. Potential projects include rental assistance for homeless individuals and families, continued operating support for permanent and transitional housing projects and multi-service centers, the potential development of additional permanent housing with support services for families, and a variety of support services (e.g., outreach, case management, education/job training, health services, counseling/parent education, substance abuse treatment, and money management). Annual Action Plan 2025 62 OMB Control No: 2506-0117 (exp. 09/30/2021) AP -75 BARRIERS TO AFFORDABLE HOUSING -91.420, 91.220(J) INTRODUCTION There are several significant barriers to affordable housing within Contra Costa County, including a lack of adequate funds to preserve existing affordable housing and expand the supply of affordable housing. The following is a representative example of actions taken by local jurisdictions to mitigate the effects of public policy that may serve as barriers to affordable housing: • Zoning and land use restrictions that prevent or otherwise limit the development of dense housing types that are more likely to be affordable than detached single-family homes; • Zoning and land use approval processes that prolong the time it takes for development to occur; • Community opposition to the development of affordable housing; • Local development standards for height limits, stories, lot coverage maximums, and parking requirements which reduce the number of units allowed on any given site; • Contra Costa County has an urban limit line to concentrate development in urban areas and protect open space. This policy increases the cost of land, which increases the cost of development; • High land costs; • Inadequate inclusionary housing policies; • Insufficient financial resources for affordable housing development; and • Insufficient tenant protections. Specific barriers in each jurisdiction are further explained in MA-40 of the FY 2025-2030 Consolidated Plan. Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing, such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment. The County will continue its efforts to remove or ameliorate public policies which negatively impact affordable housing development in the County, including the following: • Consistent with the General Plan, the County will initiate zoning changes for residential and designated agricultural sites from current zoning designations to Planned Unit Development. • Through the Density Bonus Ordinance (unincorporated) and State Density Bonus law, the County is required to grant one density bonus with incentives or concessions when an applicant for a housing development seeks and agrees to construct a housing development, excluding any Annual Action Plan 2025 63 OMB Control No: 2506-0117 (exp. 09/30/2021) units permitted by the density bonus that will contain at least one of the following: ten percent of the total units for lower-income households; five percent of the total units for very low- income households; senior citizen housing development or a mobile home park that limits residency based on age requirements for housing older persons, provided that all units in the development are offered to the public for purchase; ten percent of the total units sold to persons or families of moderate income; ten percent of the total units of a housing development for transitional foster youth, disabled veterans, or homeless persons; twenty percent of the total units for lower income students in a student housing development meeting certain requirements; one hundred percent of all units in the development, including total units and density bonus units for lower-income households. • The Inclusionary Housing Ordinance (unincorporated) requires all developers of five or more units to provide 15 percent of the units at affordable costs to low, very low-, or moderate- income households depending on the type of project. Developers may pay a fee in lieu of providing affordable units, depending on the size of the project. The Farmworker Housing Ordinance (unincorporated) establishes requirements and development standards for housing accommodations for five or more farm workers. This ordinance includes ministerial and discretionary permits for developing different types of farmworker housing in agriculturally zoned districts. • Every year since 2017, the California State legislature has been adopting a multitude of various housing legislation that promotes the construction of new housing units, including affordable housing units, fair housing, transit-oriented development, density bonus, accessory dwelling units, residential lot subdivisions, and the streamlining of housing development entitlement permits, among other housing laws. Annual Action Plan 2025 64 OMB Control No: 2506-0117 (exp. 09/30/2021) AP -85 OTHER ACTIONS - 91.420, 91.220(K) INTRODUCTION This section discusses the Contra Costa County Department of Conservation and Development's effort to address underserved needs, develop the institutional structure for delivering housing and community development activities, and expand and preserve affordable housing opportunities within the Urban County and HOME Consortium areas. Actions planned to address obstacles to meeting underserved needs The following are obstacles to meeting the needs of the underserved: • Accessibility of services • Awareness of services • Coordination of services • Resource appropriate to the level of need Accessibility of Services: Lack of accessibility to services can be the result of a lack of transportation for those in need, services that are not delivered in a culturally appropriate manner or the appropriate language, burdensome prerequisites to accessing services (red tape), and services that are not provided in proximity to those in need. Lack of transportation is a particular challenge for those who do not drive, do not have a car, are elderly, and/or for persons with disabilities. Most of the public service programs/projects listed in AP-38 are located within the neighborhoods or communities of the target population to provide easy accessibility to their services. Some of the public service projects serving older people or persons with disabilities offer transportation to their services or provide "in-home" services. Awareness of Services: The lack of awareness of the availability of services by those in need and a lack of knowledge about how to access services are significant obstacles to providing services. All agencies receiving CDBG, HOME, or ESG funds from the County must provide significant outreach to those in need. County DCD staff will continue to monitor CDBG/HOME/ESG-funded agencies to verify if an agency's outreach is adequate and that outreach materials are available in various languages. Coordination of Services: Those in need must often access services from several points; similar services may also be provided by more than one agency. Those served by one agency may have needs not being addressed by the particular agency currently serving that person or family. County DCD staff advocates for CDBG/HOME/ESG-funded agencies to collaborate and coordinate with other agencies in the community to serve their target population. DCD staff will continue encouraging agencies to collaborate and coordinate to avoid service duplication and provide more efficient services to their clients or target Annual Action Plan 2025 65 OMB Control No: 2506-0117 (exp. 09/30/2021) populations. Resources: Resources are generally less than required to meet the level of need. The available CDBG/HOME/ESG funds are prioritized to the high Priority Needs and Goals established in the 2025- 2030 Consolidated Plan. Funding is also prioritized to those undertakings that represent the most efficient use of funds, are delivered by the most qualified persons, and serve the broadest geography. Actions planned to foster and maintain affordable housing The County uses 45 percent of its CDBG funding to support affordable housing preservation activities. For over 40 years, the Neighborhood Preservation Program has provided low-interest loans and grants to low-income homeowners for rehabilitation and accessibility/energy efficiency improvements. This program improves the recipients' living conditions and helps maintain viable neighborhoods. In addition to CDBG funds, HOME funds are available and utilized in coordination with the County's CDBG funds to support affordable housing development. CDBG funds are also used to support the acquisition and rehabilitation of existing affordable apartments and convert market-rate housing to affordable housing. HOME funds are used for new construction, acquisition and rehabilitation, and preservation of existing affordable housing. These funds leverage State, local, and private funds. Actions planned to reduce lead-based paint hazards The County will continue to protect young children from lead-based paint hazards in housing funded with CDBG, HOME, and ESG resources through the implementation of 24 CFR Part 35. This regulation aims to reduce or eliminate lead-based paint hazards in federally owned housing and housing receiving federal funds. All developers enter into legal agreements that include requirements for compliance with the lead-based paint regulation. The Neighborhood Preservation Program has developed a program- specific lead-hazard reduction implementation plan. All other projects will develop plans appropriate to the project type and level of funding received. Actions planned to reduce the number of poverty-level families The County and cities employ various strategies to help alleviate poverty, including efforts to stimulate economic growth and job opportunities and provide County residents with the skills and abilities required to take advantage of those opportunities. This also includes implementing Section 3 strategies to ensure employment and contracting opportunities for low and very low-income persons or businesses residing within the community where a HUD-funded project is located. The County and most of its cities actively work to attract and retain businesses. Many are involved in revitalization efforts for their downtown areas utilizing various strategies such as infrastructure and facade improvement programs and the preparation of revitalization plans to guide future development. The County provides Annual Action Plan 2025 66 OMB Control No: 2506-0117 (exp. 09/30/2021) services and supports programs that promote personal responsibility, independence, and self-sufficiency through its various departments. One of the County's Department of Conservation and Development (DCD) responsibilities is managing the CDBG, HOME, and ESG programs. Many CDBG and HOME-funded programs are geared toward helping lower-income persons find and maintain stable housing, receive training for jobs that provide a livable wage, and access support services needed to attain self-sufficiency. Board guidelines state 10 percent of the annual grant amount is set aside for economic development activities. Programs funded under the Economic Development category are intended to assist businesses with expanding economic opportunities for lower-income persons and to increase the viability of neighborhood commercial areas. As recorded in the list of projects of this Action Plan, job training and placement projects have been approved for funding. In addition to economic development activities, the County works with other jurisdictions and local non-profits to provide emergency and transitional housing and support services necessary to assist people experiencing homelessness in achieving economic independence. The County's Employment and Human Services Department (EHSD) provides services to adults, children, families, and older people. Bureaus within EHSD that directly relate to the reduction of poverty include the Workforce Services, Children and Family Services, and the Workforce Development bureaus. Other programs administered by EHSD that indirectly support economic self-sufficiency and are intended to assist families and persons in leading productive lives include, but are not limited to 1) the Family Preservation Program, which emphasizes keeping families together in a safe, nurturing environment and providing them with skills that will last when they leave the program; and 2) Service Integration Teams that provide services to increase the economic self-sufficiency of families, improve family functioning, and expand community capacity to support children and families. Actions planned to develop institutional structure. During FY 2025/26, the County will continue to work with the cities and other public and private agencies and organizations to implement strategies designed to accomplish the affordable housing and community development objectives identified in FY 2025-2030 Consolidated Plan. Specific actions to be undertaken by the County include providing resources and technical assistance to public agencies and the non-profit and for-profit community in developing, financing, and implementing programs and projects consistent with the County's annual and five-year plans. In addition, the County will work with the cities and other agencies to establish an informal cooperative network to share resources and facilitate development in the Urban County and Consortium area. Actions planned to enhance coordination between public and private housing and social service agencies The County's efforts to coordinate activities and strategies for affordable housing development and providing emergency and transitional housing and supportive services include cooperative planning efforts and participation in several countywide housing and service provider organizations. Planning Annual Action Plan 2025 67 OMB Control No: 2506-0117 (exp. 09/30/2021) efforts to be undertaken during the current program year include the following: Contra Costa Consortium members continue to work on strategies and actions designed to overcome identified impediments and eliminate housing discrimination problems in Contra Costa. The Continuum of Care and the Council on Homelessness work with Contra Costa jurisdictions, public and private agencies, the interfaith community, homeless advocacy groups, and other community organizations to implement the Continuum of Care Plan, which includes strategies and programs designed to alleviate homelessness, and the Ten-Year Plan to End Homelessness. In addition to the above, the County participates in a number of countywide housing and service provider organizations, which are intended to share resources and coordinate strategies and programs for affordable housing and community development activities. These organizations include the Association of Homeless and Housing Service Providers, the Tri-Valley Affordable Housing Committee, the Contra Costa HIV/AIDS Consortium, the Children and Families Policy Forum, the Non-Profit Housing Association, and the Workforce Development Board. PROGRAM SPECIFIC REQUIREMENTS AP -90 PROGRAM SPECIFIC REQUIREMENTS - 91.420, 91.220(L)(1,2,4) I NTRODUCTION Program Income: The County estimates receiving $1,000,000 in CDBG program income and estimates receiving $400,000 in HOME program income during FY 2025/26. Other: The County has no float-funded activities, Section 108 loan guarantees, or surplus urban renewal settlement funds. The County does not have any Urgent Needs activities. The benefit to low- and moderate-income persons: All the County's FY 2025/26 CDBG funds that do not go towards Program Administration are allocated to activities that benefit persons of low- and moderate-income. The County anticipates utilizing 20 percent of all CDBG Program funds towards CDBG Program Administration. Annual Action Plan 2025 68 OMB Control No: 2506-0117 (exp. 09/30/2021) COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM (CDBG) REFERENCE 24 CFR 91.220(L)(1) Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income available for use included in projects to be carried out. 1. The total amount of program income that will have been received before the start of the following program year and that has not yet been reprogrammed 0 2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan. 1,000,000 3. The amount of surplus funds from urban renewal settlements 0 4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan 0 5. The amount of income from float-funded activities 0 Total Program Income: 1,000,000 OTHER CDBG REQUIREMENTS 1. The amount of urgent need activities 0 2. The estimated percentage of CDBG funds that will be used for activities that benefit persons of low and moderate income. Overall Benefit - A consecutive period of one, two, or three years may be used to determine that a minimum overall benefit of 70% of CDBG funds is used to benefit persons of low and moderate-income. Specify the years covered that include this Annual Action Plan. 80.00% HOME INVESTMENT PARTNERSHIP PROGRAM (HOME) REFERENCE 24 CFR 91.220(L)(2) 1. A description of other forms of investment being used beyond those identified in Section 92.205 is as follows: The Contra Costa HOME Consortium does not provide HOME funds in any form not identified in Section 92.205. HOME funds are typically provided as low-interest deferred residual receipt loans (multi-family housing), deferred shared appreciation loans (single-family housing), and small grants Annual Action Plan 2025 69 OMB Control No: 2506-0117 (exp. 09/30/2021) (specific project-related program delivery). 2. A description of the guidelines that will be used for the resale or recapture of HOME funds when used for homebuyer activities, as required in 92.254, is as follows: The HOME Consortium uses recapture provisions to ensure that all or a portion of the HOME funds are repaid to the Consortium when the home is sold, transferred, or otherwise not occupied by an eligible owner. Recapture Provisions: The amount repaid to the HOME program is the original principal of the HOME loan plus a share of the appreciation. The appreciation is the difference between the original purchase price of the home and the current sales price. The current sales price will either be the fair market value or the restricted sales price if the home is subject to a resale restriction. The appreciation amount does not include any permanently fixed improvements but may be adjusted downward by the value of deferred maintenance, not including expected wear and tear. The HOME program share of the appreciation equals the share of the HOME loan of the original purchase price. For example, if the purchase price was $400,000, the HOME loan was $20,000 (five percent of the purchase price), and the future sales price was $500,000. The amount repaid (not considering the adjustments for improvements or deferred maintenance) will be $20,000 plus five percent of the $100,000 appreciation ($5,000) for a total repayment of $25,000. If the home has decreased in value because of market conditions, the HOME Consortium will share in the depreciation of the home. The amount of depreciation of the HOME loan is the percentage of the HOME loan to the original purchase price of the home. Using the same assumptions as in the preceding paragraph, if the future sales price of the home is $350,000, the amount due would be $20,000 minus five percent of the depreciation ($2,500) for a total repayment of $17,500. If the depreciation of the home is so significant that the outstanding debt on the home exceeds the value of the home, the Consortium will negotiate with the other lenders to accept a lower repayment. This will enable all debt to be paid through the home sale proceeds. The Home Consortium does not allow subsequent buyers to assume an existing loan but may make the repaid funds available to a subsequent buyer as a new loan. Resale Restrictions: The HOME Consortium does not use resale restrictions. However, HOME loans may be provided to buyers with resale restrictions. The resale restrictions may be required by a developer such as Habitat for Humanity or may be required by another program such as Inclusionary Housing or Density Bonus. The HOME loan will meet the recapture provisions described above in those cases. The HOME loan will be repaid and may be available to the next home purchaser. The appreciation amount will be based on the maximum resale value determined by the resale restriction if that value is below the fair market value. For example, if the original purchase price was $400,000, the market value is $500,000, and the resale restricted price is $450,000, the HOME Annual Action Plan 2025 70 OMB Control No: 2506-0117 (exp. 09/30/2021) appreciation share would be $450,000. The resale restrictions will provide a fair return on investment by calculating the future price based on the change in area median income. This factor ensures that the future price will remain affordable to the original target purchaser (typically low-income). This price will be adjusted based on the value of capital improvements and deferred maintenance. 3. A description of the guidelines for resale or recapture that ensures the affordability of units acquired with HOME funds, See 24 CFR 92.254(a)(4) are as follows: HOME funds for homebuyer activities are provided to purchasers of newly constructed or rehabilitated homes. The HOME Consortium uses recapture provisions to ensure that all or a portion of the HOME funds are repaid to the HOME Consortium when the home is sold, transferred, or otherwise not occupied by an eligible owner. Recapture Provisions: The amount repaid to the HOME program is the original principal of the HOME loan plus a share of the appreciation. The appreciation is the difference between the original purchase price of the home and the current sales price. The current sales price will either be the fair market value or the restricted sales price if the home is subject to a resale restriction. The appreciation amount does not include any permanently fixed improvements but may be adjusted downward by the value of deferred maintenance, not including expected wear and tear. The HOME program share of the appreciation equals the share of the HOME loan of the original purchase price. For example, if the purchase price was $400,000, the HOME loan was $20,000 (five percent of the purchase price), and the future sales price was $500,000. The amount repaid (not considering the adjustments for improvements or deferred maintenance) will be $20,000 plus five percent of the $100,000 appreciation ($5,000) for a total repayment of $25,000. If the home has decreased in value because of market conditions, the HOME Consortium will share in the depreciation of the home. The amount of depreciation of the HOME loan is the percentage of the HOME loan to the original purchase price of the home. Using the same assumptions as in the preceding paragraph, if the future sales price of the home is $350,000, the amount due would be $20,000 minus five percent of the depreciation ($2,500) for a total repayment of $17,500. If the depreciation of the home is so significant that the outstanding debt on the home exceeds the value of the home, the Consortium will negotiate with the other lenders to accept a lower repayment. This will enable all debt to be paid through the home sale proceeds. The HOME Consortium does not allow subsequent buyers to assume an existing loan but may make the repaid funds available to a subsequent buyer as a new loan. Resale Restrictions: The HOME Consortium does not use resale restrictions. However, HOME loans may be provided to buyers with resale restrictions. The resale restrictions may be required by a Annual Action Plan 2025 71 OMB Control No: 2506-0117 (exp. 09/30/2021) developer such as Habitat for Humanity or may be required by another program such as Inclusionary Housing or Density Bonus. The HOME loan will meet the recapture provisions described above in those cases. The HOME loan will be repaid and may be available to the next home purchaser. The appreciation amount will be based on the maximum resale value determined by the resale restriction if that value is below the fair market value. For example, if the original purchase price was $400,000, the market value is $500,000, and the resale restricted price is $450,000, the HOME appreciation share would be $450,000. The resale restrictions will provide a fair return on investment by calculating the future price based on the change in area median income. This factor ensures that the future price will remain affordable to the original target purchaser (typically low-income). This price will be adjusted based on the value of capital improvements and deferred maintenance. 4. Plans for using HOME funds to refinance existing debt secured by multifamily housing that is rehabilitated with HOME funds, along with a description of the refinancing guidelines required that will be used under 24 CFR 92.206(b), are as follows: The HOME Consortium is not currently using HOME funds to refinance existing debt. EMERGENCY SOLUTIONS GRANT (ESG) 1. Include written standards for providing ESG assistance (may include as attachment) Written standards for providing ESG assistance can be found attached as Appendix B. 2. If the Continuum of Care has established a centralized or coordinated assessment system that meets HUD requirements, describe that centralized or coordinated assessment system. The Contra Costa Coordinated Entry system is a collaboration of multiple communities, government, and faith-based agencies that collectively provide services that range from homelessness prevention to permanent housing placements. Consumers are linked to the support needed to obtain and sustain housing. A. Eligibility Our Coordinated Entry system is designed to serve anyone in Contra Costa County experiencing a housing crisis. This includes those who are: • Unsheltered (e.g., living outside, in a car, on the streets, or in an encampment), • Sheltered (e.g., in an emergency shelter or transitional housing), or • At imminent risk of homelessness (e.g., being evicted, unable to pay rent, doubled up, or in an Annual Action Plan 2025 72 OMB Control No: 2506-0117 (exp. 09/30/2021) unsafe living situation). B. Access Consumers connect to services through one of three portals: • CALL: The 2-1-1 information line, operated by the Contra Costa Crisis Center, provides a phone portal for individuals and families needing to connect to homeless services. • CARE Centers: Coordinated Assessment and Resource (CARE) Centers provide a walk-in option for individuals and families who need to connect to homeless services. Services offered include help with basic needs, light case management, housing navigation services, and substance use disorder treatment and support. • CORE Outreach: Coordinated Outreach Referral and Engagement (CORE) outreach teams engage homeless individuals living outside, help facilitate and/or deliver health and basic needs services and connect clients to CARE Centers and other homeless services. C. Assess Severity and type of needs are assessed through a variety of tools: • Prevention/Diversion Pre-Screen: Identifies the need for financial assistance and/or case management services to prevent a person at risk of homelessness from becoming homeless or to divert a person experiencing homelessness from entering the crisis response system (including emergency shelter and transitional housing) • Homeless Management Information System (HMIS) Intake: Collects basic information about a client, including information to determine eligibility and prioritization for emergency shelter • Emergency Shelter Prioritization Tool: in combination with the HMIS Intake, prioritizes individuals and families for available emergency shelter beds • VI-SPDAT: The Vulnerability Index – Service Prioritization Decision Assistance Tool, an evidence- based tool that prioritizes individuals, transition-age youth, and families for available permanent housing based on acuity and chronicity D. Assign Clients are matched with available resources based on need and vulnerability. The most vulnerable clients are prioritized for available housing navigation and location services. The full continuum of our homeless housing and services is available through the Contra Costa Coordinated Entry system, including: • Prevention/Diversion: Financial assistance or case management to stay housed • Basic Needs and Services: showers, food, laundry, benefits enrollment, referrals, etc. • Emergency Shelter: Short-term, temporary place to stay • Housing Navigation Services: Assistance with locating and obtaining housing • Rapid Re-housing: Time-limited rental assistance with case management Annual Action Plan 2025 73 OMB Control No: 2506-0117 (exp. 09/30/2021) • Permanent Supportive Housing: Long-term housing assistance with services 3. Identify the process for making sub-awards and describe how the ESG allocation is available to private nonprofit organizations (including community and faith-based organizations). The County allocates ESG funds through a competitive application process. The RFP is posted on the Conservation and Development Department's website, and notice is mailed or emailed to the Interested Persons contact list. This list includes local social service agencies, homeless service providers, other interested individuals, and other County departments. Applications are reviewed by staff for completeness and compliance with program requirements. Technical assistance is provided to applicants as needed by County staff. Funds are allocated based on the requirements of ESG regulations and the need for services within the County. ESG funding recommendations are presented to the CoC through the Contra Costa Council on Homelessness and then approved by the County's Board of Supervisors. ESG applicants are invited and encouraged to attend these meetings. Nonprofit organizations carry out three out of the six ESG-funded activities for FY 2025/26. 4. If the jurisdiction is unable to meet the homeless participation requirement in 24 CFR 576.405(a), the jurisdiction must specify its plan for reaching out to and consulting with homeless or formerly homeless individuals in considering policies and funding decisions regarding facilities and services funded under ESG. The County meets the requirement for homeless participation in the provision of services by consulting and coordinating services with the CoC and Council on Homelessness. The CoC and the Council on Homelessness provide a forum for communication and coordination among agencies and, as a group, provide advice and input on the operations of homeless services. Consumer input is incorporated into the development of local services through the ongoing participation of consumers in local meetings, where they are given the opportunity to provide specific feedback on their needs and experiences with the existing system. In addition, each funded project must outline how homeless persons are involved in the operation of shelters and the provision of services. Furthermore, the County’s Council on Homelessness has a Consumer/Consumer Advocate seat in which the person appointed to that seat typically is either a current or previous consumer of the County’s homeless services. The Consumer/Consumer Advocate seat is currently filled. 5. Describe performance standards for evaluating ESG. A performance measurement outcome statement is included in all ESG contracts between the County and sub-recipients. Projects are monitored and evaluated on meeting the requirements detailed in the statement. Subrecipients must also submit periodic progress reports detailing project progress toward objectives, problems, and/or resolution to meeting goals, quantitative participation data by ethnicity, income, and household status. The projects are also subject to financial audit review by County staff. Additional requirements for performance goals and the evaluation of outcomes are determined in conjunction with the CoC and the Council on Homelessness. Community Development Block Grant Program Public Services Category FY 2025/26, FY 2026/27 Recommendation Table Attachment C Application Number Applicant Program Service Area Environmental/Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $10,000 60 $166.67 Program Name Eligible Activity Total Program Amount $58,000 60 $966.67 CDBG % of Total Budget 17% Required Match - 10%$1,000.0 Amount Secured $48,000 Leverage*$4.80 Application Number Applicant Program Service Area Environmental/Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $20,000 45 $444.44 Program Name Eligible Activity Total Program Amount $795,992 245 $3,248.95 CDBG % of Total Budget 3% Required Match - 10%$2,000.0 Amount Secured $725,992 Leverage*$38.80 Application Number Applicant Program Service Area Environmental/Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $10,000 27 $370.37 Program Name Eligible Activity Total Program Amount $1,032,669 84 $12,293.68 CDBG % of Total Budget 1% Required Match - 10%$1,000 Amount Secured $987,669 Leverage*102.2669 Low income seniorsTarget Population $10,000$10,000 26/27 Choice in Aging has offered ADHC programming for over 40 years, with Mt. Diablo Center being the 16th licensed facility in California. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed. 25/26 $10,000 $10,000 25-02-PS 25-03-PS FY Requested Funds Recommended Funding FY Requested Funds Recommended Funding 25/26 $20,000 $17,000 Choince in Aging's Adult Day Health Care (ADHC) programs serve the senior community and adults with disabilities. Focused on serving low-income individuals within these two populations who live with multiple chronic conditions, such as Alzheimer's and other forms of dementia, survivor's of strokes, those with traumatic brain injuries and other debilitating and isolating issues. County-wide Choice in Aging CD-1: General "Safety Net" Public Services County-wide Funding Request & Recommended Program Description / Outcome Experience & Capacity Financial Analysis Presumed Beneficiary / Seniors [24 CFR 570.208(a)(2)(i)(A)] Public Services [24 CFR 570.201 (e)] Exempt Eligibility CD-1: General "Safety Net" Public Services Low and Moderate Income [24 CFR 570.208(a)(2)(i)] Public Services [24 CFR 570.201 (e)] Target Population Families in need of emergency residential/shelter services and childcare for children ages birth to 5 years *Does not include other CDBG funds from other jurisdictions BACN has been in operation since 1981 and have served almost 30,000 children. The Executive Director has an extensive background working with nonprofits and an 18-year history working in fundraising, communications, public relations, and program management. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed and that has met and exceed their goals in the past. Notes/Rationale for non- funding recommendation Notes/Rationale for non- funding recommendation $17,000$20,000 26/27 Notes/Rationale for non- funding recommendation 25-01-PS A Place of Learning (APOL) Brentwood CD-1: General "Safety Net" Public Services FY Requested Funds Recommended Funding Provides after school tutoring to support 60 underserved students by providing free academic assistance through personalized tutoring sessions, helping students with their homework and strengthen their understanding of core subjects and develop study skills. APOL has been in operation since 2007, supporting underserved students through after school tutoring through an extensive network of volunteers. Readiness/Timeliness & Past Performance: This is an ongoing program that has one full time staff member with support from a robust network of volunteers. Exempt Low and Moderate Income [24 CFR 570.208(a)(2)(i)] Public Services [24 CFR 570.201 (e)] 25/26 $10,000 $10,000 After School Tutoring Target Population Students attending schools in Brentwood 26/27 $10,000 $10,000 *Does not include other CDBG funds from other jurisdictions Eligibility Funding Request & Recommended Program Description / Outcome Experience & Capacity Financial Analysis Funding Request & Recommended Program Description / Outcome Provide emergency residential/shelter services and childcare for 45 children ages birth through 5 years, living in families who identify experiencing a crisis or parental street, are at-risk of child abuse or neglact, or who have been previously abused or neglected and have been reunited with natural family. BACN provides three different types of crisis childcare: 1. Residential/shelter program where children can live at the Nursery for a minimum of 24 hours and up to 30 days within a 6-month time frame. 2. Respite/stress break program where children stay for short periods of time in order to give parents a much needed break from stressor of parenting. 3. Daytime emergency nursery childcare program from 7 am to 7 pm. Experience & Capacity Financial Analysis *Does not include other CDBG funds from other jurisdictions Exempt Bay Area Crisis Nursery (BACN) Bay Area Crisis Nursery The Bedford and Mount Diablo Centers Adult Day Health Care Eligibility Community Development Block Grant Program Public Services Category FY 2025/26, FY 2026/27 Recommendation Table Attachment C Application Number Applicant Program Service Area Environmental/Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $40,000 850 $47.06 Program Name Eligible Activity Total Program Amount $122,720 850 $144.38 CDBG % of Total Budget 55% Required Match - 10%$4,000.0 Amount Secured $47,720.00 Leverage*2.068 Application Number Applicant Program Service Area Environmental/Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $25,000 75 $333.33 Program Name Eligible Activity Total Program Amount $93,222 75 $1,242.96 CDBG % of Total Budget 17% Required Match - 10%$2,500.0 Amount Secured $30,800 Leverage*2.73 Application Number Applicant Program Service Area Environmental/Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $15,000 160 $93.75 Program Name Eligible Activity Total Program Amount $442,000 360 $1,227.78 CDBG % of Total Budget 3% Required Match - 10%$1,500.0 Amount Secured $392,000 Leverage*28.47 Application Number Applicant Program Service Area Environmental/Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $90,000 405 $222.22 Program Name Eligible Activity Total Program Amount $650,518 1,287 $505.45 CDBG % of Total Budget 13% Required Match - 10%$9,000 Amount Secured $534,670 Leverage*6.23 Provide day and evening homeless street outreach services to at least 405 Urban County individuals living outside throughout the County to engage, stabilize, and deliver health and basic need services, and aid in obtaining interim and permanent housing. 25-07-PS Contra Costa County Health Services The CORE Program has been in operation since January 2017 and has been perfroming beyond expectations. The CORE Program was awarded CDBG and ESG funds from the County to provide outreach services to benefit Urban County homeless individuals. Readiness/Timeliness & Past Performance: CORE first received CDBG funds in FY17/18 and far exceeded goals. As of the 2nd quarter of this year, CORE served 2,327 individuals, exceeding their yearly goal. Staff is very familiar with CDBG program requirements. County-wide Coordinated Outreach, Referral and Engagement Program Target Population 25-06-PS Program Description / Outcome Experience & Capacity Financial Analysis Program will provide housing counseling services to households facing housing instability such as eviction, default, foreclosure, or loss of income that cause or could cause eviction, default, foreclosure or homelessness 26/27 Community Housing Development Corporation of North Richmond County-wide CD-1: General "Safety Net" Public Services Housing Instability Counseling Program Target Population CIC Child Sexual Assault Intervention Target Population Eligibility Funding Request & Recommended Community Violence Solutions (CVS) County-wide 25-05-PS Requested Funds Recommended Funding FY Requested Funds Recommended Funding CHDC has offered supportive/affordable housing services since its inception in 1990. Today, it continues to operate as a U.S. Dept. of Housing and Urban Development (HUD)-Approved Housing Counseling Agency with three HUD Certified Housing Counselors. It maintains a number of housing related programming in addition to its Housing Instability Counseling Program, and partners with other local agencies in the region. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed. CVS has been operating their Children's Interview Center since 2001 and began receiving CDBG funding a few years later. Staff and volunteers all complete pre-service training, making them state- certified sexual assault victim counselors. CVS is also the only state-designated rape crisis center in the entire county. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed. 25/26 $93,222 $25,000 25/26 $15,000 $15,000 Exempt Presumed Beneficiary/Homeless [24 CFR 570.208(a)(2)(i)(A)] Public Services [24 CFR 570.201 (e)] Persons experiencing homelessness *Does not include other CDBG funds from other jurisdictions Program Description / Outcome Experience & Capacity Financial Analysis Provide 160 child sexual assault and physical abuse victims, aged 2-17 and their non-offending family members with services including forensic interviews, advoacy, case management and mental health services, to help clients show positive changes in behavior and psychological well being. Exempt Child victims (ages 2-17) of sexaul assault and/or physical abuse and their families in the Urban County CD-1: General "Safety Net" Public Services Presumed Beneficiary Abused Children - 24 CFR 570.208(a)(2)(i)(A) Public Services [24 CFR 570.201 (e)] $15,000$15,000 *Does not include other CDBG funds from other jurisdictions FY Requested Funds Recommended Funding H-1: Housing & Supportive Services for Homeless Eligibility Funding Request & Recommended 25/26 $115,330 $90,000 $90,000 $25,000$93,222 26/27 Exempt Low and Moderate Income [24 CFR 570.208(a)(2)(i)(B)] Public Services [24 CFR 570.201 (e)] Tenants and homeowners who are facing housing instability (e.g. eviction, foreclosure, etc.). *Does not include other CDBG funds from other jurisdictions Operate, maintain, and provide services at the community center for 850 residents in North Richmond. Activities include providing educational, recreational, and nutrional programs to a diverse community with a focus on senior citizens. FY Eligibility Funding Request & Recommended Community Housing Development Corporation of North Richmond (CHDC) purchased this building in 2013 and has solely managed the facility since 2018. They are open five days a week, and as needed for evening events, such as polling. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed and that has consistently met their annual goal, with the exception of a period of time during the COVID-19 pandemic, in which they had to cease operations. They have also continue to submit all required reports in a timely manner. 25/26 $75,000 Experience & Capacity Financial Analysis Program Description / Outcome Experience & Capacity Financial Analysis Exempt Area Benefit -24 CFR 570.208(a)(1)(i) Public Services [24 CFR 570.201 (e)] North Richmond residents; primarily seniors. *Does not include other CDBG funds from other jurisdictions Eligibility Funding Request & Recommended Program Description / Outcome 25-04-PS Community Housing Development Corporation of North Richmond North Richmond CD-1: General "Safety Net" Public Services Corrine Sain Senior & Family Community Center (formerly:Multicultural Family / Senior Center) Target Population $40,000$75,000 26/27 FY Requested Funds Recommended Funding $40,000 Notes/Rationale for non- funding recommendation Notes/Rationale for non- funding recommendation Notes/Rationale for non- funding recommendation Notes/Rationale for non- funding recommendation $115,330 26/27 Community Development Block Grant Program Public Services Category FY 2025/26, FY 2026/27 Recommendation Table Attachment C Application Number Applicant Program Service Area Environmental/Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $18,000 8,200 $2.20 Program Name Eligible Activity Total Program Amount $3,155,167 11,800 $267.39 CDBG % of Total Budget 1% Required Match - 10%$1,800.0 Amount Secured $3,105,167 Leverage*174.2870556 Application Number Applicant Program Service Area Environmental/Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $35,000 1000 $35.00 Program Name Eligible Activity Total Program Amount $7,333,747 2,300 $3,188.59 CDBG % of Total Budget 0% Required Match - 10%$3,500 Amount Secured $734,331 Leverage*208.5356286 Application Number Applicant Program Service Area Environmental/Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $26,000 24 $1,083.33 Program Name Eligible Activity Total Program Amount $1,209,148 800 $1,511.44 CDBG % of Total Budget 3% Required Match - 10%$2,600.0 Amount Secured $1,130,965 Leverage*45.50569231 $20,000 County-wide CD-2: Special Needs Population Provide one-stop navigation services to 1,000 victims of domestic violence, sexual assault, child abuse, elder abuse and human trafficking Exempt Presumed Beneficiary / Seniors [24 CFR 570.208(a)(2)(i)(A)] Public Services [24 CFR 570.201 (e)] Legal Services for Seniors Target Population Target population is lower income seniors 62 years or older *Does not include other CDBG funds from other jurisdictions Senior legal services has provided services to seniors for over 40 years. The program has received CDBG funds for several years. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staff and has consistently met or exceeded their goals and has provided program requirements in an efficient and timely manner. FY Requested Funds 25/26 $35,000 Eligibility Funding Request & Recommended Program Description / Outcome Experience & Capacity Financial Analysis Eligibility Funding Request & Recommended Program Description / Outcome Experience & Capacity Financial Analysis 25-10-PS Contra Costa Senior Legal Services County-wide CD-2: Special Needs Population Provide free legal advice to 24 Urban County seniors, resulting in the retention of housing, protection from physical and financial abuse, and the provision of consumer and individual rights. Exempt Presumed Beneficary [24 CFR 570.208(a)(2)(i)(A)] Public Services [24 CFR 570.201 (e)] Family Justice Navigation Program Target Population The target population benefitting from this project are victims and survivors of domestic violence, sexual assualt, child abuse, elder abuse, and human trafficking. The Contra Costa Family Justic Alliance has operated the FJC since 2011 and has been a recipient of CDBG funds for 6 years, making staff familiar with the County's administrative requirements. Readiness/Timeliness & Past Performance: This is an ongoing program that has consistently met or exceeded their goals and has provided program requirements in an timely manner. FY Requested Funds Recommended Funding Recommended Funding 25-09-PS Contra Costa Family Justice Alliance Eligibility Funding Request & Recommended Program Description / Outcome Experience & Capacity Financial Analysis 25-08-PS Contra Costa Crisis Center County-wide Exempt Low and Moderate Income [24 CFR 570.208(a)(2)(i)(B)] Public Services [24 CFR 570.201 (e)] Crisis / 211 Contra Costa Target Population Program provides services for anyone in the County but specifically for presumed beneficiares as defined in 24 CFR 570.208(a)(2)(i)(A) for purposes of this application. *Does not include other CDBG funds from other jurisdictions CD-2: Special Needs Population Provide crisis intervention service and infromatoin and referrels to 8,200 Urban County residents including homeless persons, abused children, seniors, battered spouses, persons with HIV/AIDs, and the disabled. Contra Costa Crisis Center has been in operation since 1963 and in 1996 began operating the County's homeless hotline in collaboration with Health Services. The agency has longtime staff in place who are well trained and knowledgeable. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed and that has consistently exceeded their annual goal and has submitted all required reports in a timely manner. FY Requested Funds Recommended Funding Notes/Rationale for non- funding recommendation Notes/Rationale for non- funding recommendation Notes/Rationale for non- funding recommendation 25/26 $18,000 $18,000 $35,000 25/26 $31,695 $18,000$18,000 26/27 $35,000$35,000 26/27 $20,000$31,695 26/27 Community Development Block Grant Program Public Services Category FY 2025/26, FY 2026/27 Recommendation Table Attachment C Application Number Applicant Program Service Area Environmental/Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $18,000 50 $360.00 Program Name Eligible Activity Total Program Amount $1,437,028 200 $7,185.14 CDBG % of Total Budget 1% Required Match - 10%$1,800.0 Amount Secured $1,364,028 Leverage*78.83 Application Number Applicant Program Service Area Environmental/Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $18,000 35 $514 Program Name Eligible Activity Total Program Amount $214,000 194 $1,103.09 CDBG % of Total Budget 8% Required Match - 10%$1,800 Amount Secured $264,145 Leverage*10.89 Application Number Applicant Program Service Area Environmental/Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $40,000 75 $533 Program Name Eligible Activity Total Program Amount $433,098 766 $565.40 CDBG % of Total Budget 9% Required Match - 10%$4,000 Amount Secured $367,416 Leverage*9.83 Application Number Applicant Program Service Area Environmental/Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $80,000 455 $175.82 Program Name Eligible Activity Total Program Amount $360,940 680 530.79 CDBG % of Total Budget 22% Required Match - 10%$8,000.0 Amount Secured $110,757 Leverage*3.51 25/26 $18,000 $18,000 25/26 $42,328 $40,000 Eligibility Funding Request & Recommended $80,000$82,835 26/27 ECHO Housing has been working to eradicate housing discrimination and promote understanding by tenants and landlords of their rights and responsibilities for over 50 years. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed. ECHO has been successful in meeting or exceeding goals as well as providing reports in a timely manner. 25/26 $82,835 $80,000 FY Requested Funds Recommended Funding 25-14-PS ECHO Housing County-wide CD-1: General "Safety Net" Public Service ECHO will provide tenant/landlord counseling and dispute resolution to 455 tenants and landlords in the Urban County which include low-income persons with an AMI of 80% or less, racial and ethnic minorities, female-headed households, disabled households, and elderly/senior households. Exempt Low and Moderate Income [24 CFR 570.208(a)(2)(i)(B)] Public Services [24 CFR 570.201 (e)] Fair Housing Services Target Population Tenants and landlords who require information regarding fair housing and discrimination, or comlaints who allege discrimination based on federal, state, and local protected classes. Exempt Low and Moderate Income [24 CFR 570.208(a)(2)(i)(B)] Public Services [24 CFR 570.201 (e)] Tenant/Landlord Couseling and Dispute Resolution Services Target Population Tenants and landlords in the Urban County which include low-income persons with an AMI of 80% or less, racial and ethnic minorities, female- headed households, disabled households, and elderly/senior households. *Does not include other CDBG funds from other jurisdictions FY Requested Funds Recommended Funding Eligibility Funding Request & Recommended Program Description / Outcome Experience & Capacity Financial Analysis 25-13-PS ECHO Housing County-wide CD-4: Fair Housing ECHO's Fair Housing Services will assist approximately 75 Urban County tenants and landlords who require information regarding fair housing and discrimination, or complainants alleging discrimination based on federal, state, and local protected classes. Protected classes are the following: race, color, ancestry, national origin, religion, disability, gender, sexual orientation, gender identity, marital status, familial status, source of income, or any other arbitrary class. Exempt Presumed Beneficiary Abused Children - 24 CFR 570.208(a)(2)(i)(A) Public Services [24 CFR 570.201 (e)] Serving All Foster Children Target Population Children and youth in the foster care system. *Does not include other CDBG funds from other jurisdictions $40,000$40,000 26/27 CASA has over a 35 year history of providing services to abused and neglected children who are wards of the County Juvenile Dependency Court. The program has been receiving CDBG funding for over 10 years. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed and has consistently met or exceeded their goals and have been timely in meeting reporting requirements. ECHO Housing has been working to eradicate housing discrimination and promote understanding by tenants and landlords of their rights and responsibilities for over 50 years. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed. ECHO has been successful in meeting or exceeding goals as well as providing reports in a timely manner. $10,000 *Does not include other CDBG funds from other jurisdictions FY Requested Funds Recommended Funding Eligibility Funding Request & Recommended Program Description / Outcome Experience & Capacity Financial Analysis 25-11-PS Court Appointed Special Advocates (CASA) County-wide CD-2: Special Needs Population Provide advocacy, mentoring, and representation services to 50 Urban County abused and neglected children who are wards of the County's Juvenile Dependency Court as a way to improve access to health and social services, and a safe permanent living situation. $18,000$18,000 26/27 Notes/Rationale for non- funding recommendation $36,000 *Does not include other CDBG funds from other jurisdictions Program Description / Outcome Experience & Capacity Financial Analysis Notes/Rationale for non- funding recommendation Notes/Rationale for non- funding recommendation Notes/Rationale for non- funding recommendation 25-12-PS Dentist on Wheels County-wide CD-1: General "Safety Net" Public Services FY Requested Funds Recommended Funding Dentist on Wheels will secure a staff dentist to work two days a week at the Dentist on Wheels free clinic, helping lower income and uninsured adults and seniors facing oral health problems by providing free access to dental treatments and oral health resources. The Dentists on Wheels Free Dental Clinic at St. Vincent de Paul has been accepting low income and uninsured Contra Costa County patients for treatment by our volunteer dentists since opening our permanent clinic at the end of 2021. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully volunteer staffed. Exempt Low and Moderate Income [24 CFR 570.208(a)(2)(i)(B)] Public Services [24 CFR 570.201 (e)] 25/26 $36,000 $10,000 Dentist on Wheels Service Consistency Plan: 2 Year Staff Dentist (Week-day) Target Population Urban Couny lower income adults and seniors 26/27 Eligibility Funding Request & Recommended Program Description / Outcome Experience & Capacity Financial Analysis Community Development Block Grant Program Public Services Category FY 2025/26, FY 2026/27 Recommendation Table Attachment C Application Number Applicant Program Service Area Environmental/Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $15,000 1,232 $12.18 Program Name Eligible Activity Total Program Amount $127,447 1,232 $103.45 CDBG % of Total Budget 12% Required Match - 10%$1,500.00 Amount Secured $99,637 Leverage*7.50 Application Number Applicant Program Service Area Environmental/Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $10,000 350 $28.57 Program Name Eligible Activity Total Program Amount $3,409,315 1000 $3,409.32 CDBG % of Total Budget 1% Required Match - 10%$1,000.0 Amount Secured $1,784,608 Leverage*339.9315 Application Number Applicant Program Service Area Environmental/Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $46,500 2,020 $23.02 Program Name Eligible Activity Total Program Amount $1,984,075 2,380 $833.64 CDBG % of Total Budget 1% Required Match - 10%$4,650.0 Amount Secured $1,925,075 Leverage*41.67 $25,000 $15,000 FY 25/26 Recommended Funding FY Requested Funds Recommended Funding Eligibility 25-17-PS Food Bank of Contra Costa and Solano (FBCC&S) County-wide CD-1: General "Safety Net" Public Services Provide food to 2,020 low-income seniors, in the Urban County through its direct food distribution program: Senior Food Distribution that provides bags of nutritionally appropriate food twice a month to low- income seniors. $46,500$46,500 26/27 Exempt Low and Moderate Income [24 CFR 570.208(a)(2)(i)(B)] Public Services [24 CFR 570.201 (e)] Collaborative Food Distribution Target Population Urban county low income seniors Presumed Beneficiary / Seniors [24 CFR 570.208(a)(2)(i)(A)] Public Services [24 CFR 570.201 (e)] Ombudsman Services of Contra Costa Target Population Urban County seniors in long-term care that are vulnerable to abuse and neglect. *Does not include other CDBG funds from other jurisdictions $12,500 $10,000 25/26 $46,500 $46,500 Funding Request & Recommended Program Description / Outcome Experience & Capacity 25-15-PS East Bay Center for the Performing Arts Richmond CD-3: Youth Provide performing arts instructions to 1,232 students at two City of Richmond elementary schools, resulting in improved academic performance, community building, and exposure to diverse global art traditions. Program performance will be measure via observation and both a mid-year and year-end surveys Eligibility Funding Request & Recommended Program Description / Outcome Experience & Capacity Financial Analysis 25-16-PS Empowered Aging County-wide CD-2: Special Needs Population Providing advocacy service to 350 Urban County elders residing in long term care facilities, insuring that these elderly residents receive proper health care and necessary daily living support. $10,000 Deep Roots, Wide World Program FY Requested Funds Recommended Funding Requested Funds $12,500 26/27 OSCC is an established program with over 25 years of experience. The program has received CDBG funding since 1991, making staff familiar with the programmatic requirements. Readiness/Timeliness & Past Performance: This is an existing program that is fully staffed and has exceeded their goals in years past. Eligibility Funding Request & Recommended Program Description / Outcome Experience & Capacity Financial Analysis $15,000$25,000 26/27 Target Population Richmond elementary school students, kindergarten through 6th grade The EBCPA currently provides the proposed services to elementary students and has a long history of doing so. The program has received CDBG funding for over twenty years, making staff familiar with program requirements. Readiness/Timeliness & Past Performance: This is an existing program that is fully staffed and has exceeded their goals for students served in years past. Low and Moderate Income [24 CFR 570.208(a)(2)(i)(B)] Public Services [24 CFR 570.201 (e)] 25/26 Notes/Rationale for non- funding recommendation *Does not include other CDBG funds from other jurisdictions Exempt Exempt *Does not include other CDBG funds from other jurisdictions Financial Analysis FBCC&S has been a source and provider of nutritious food in the county for many years and has been awarded CDBG funds for over 15 years and has been operating the Direct Distribution Food Program for over 35 years. Readiness/Timeliness & Past Performance: This is an existing program that is fully staffed and has exceeded their goals in years past. Notes/Rationale for non- funding recommendation Notes/Rationale for non- funding recommendation Community Development Block Grant Program Public Services Category FY 2025/26, FY 2026/27 Recommendation Table Attachment C Application Number Applicant Program Service Area Environmental/Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $0 0 $0.00 Program Name Eligible Activity Total Program Amount $12,800 10,000 $1.28 CDBG % of Total Budget 0% Required Match - 10%$0.0 Amount Secured $6,200 Leverage*#DIV/0! Application Number Applicant Program Service Area Environmental/Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $25,000 80 $312.50 Program Name Eligible Activity Total Program Amount $58,018 80 $725.23 CDBG % of Total Budget 43% Required Match - 10%$2,500.0 Amount Secured $26,958 Leverage*1.32072 Application Number Applicant Program Service Area Environmental/Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $10,000 110 $90.91 Program Name Eligible Activity Total Program Amount $627,626 350 $1,793.22 CDBG % of Total Budget 2% Required Match - 10%$1,000.0 Amount Secured $617,626 Leverage*61.7626 Application Number Applicant Program Service Area Environmental/Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $0 6360 $0.00 Program Name Eligible Activity Total Program Amount $306,309 12720 $24.08 CDBG % of Total Budget 0% Required Match - 10%$0.0 Amount Secured $42,372 Leverage*#DIV/0! Eligibility Funding Request & Recommended Program Description / Outcome Experience & Capacity Financial Analysis Notes/Rationale for non- funding recommendation 25-21-PS La Clinica de La Raza County-Wide CD-1: General "Safety Net" Public Services Requested Funds Recommended Funding La Clinica's Community Health Access project will assist children, adults, and seniors to enroll in health care programs through a combination of outreach activities, educational workshops, and enrollment and navigation assistance through one time enrollment events. La Clinica has been in operation since 1971, providing helath care services to the communities of the East Bay. Readiness/Timeliness & Past Performance: This is an existing program that is fully staffed. Exempt 1. Duplicative services with 2-1-1. 2. Resource Oriented rather than providing direct services. 3. CDBG funds expected to comprise of 86% of the total program budget. Low and Moderate Income [24 CFR 570.208(a)(2)(i)(B)] Public Services [24 CFR 570.201 (e)] $130,264 $0 Community Health Access Project Target Population uninsured low-income families, individuals, and seniors $130,264 $0 *Does not include other CDBG funds from other jurisdictions FY 25/26 26/27 25/26 $10,000 $10,000 $10,000$10,000 $250,000 26/27 FY 26/27 Experience & Capacity Experience & Capacity Generations Cubed has provided a software platform for a few years. Readiness/Timeliness & Past Performance: Generations Cubed is an ongoing program that is fully staffed. HERA has advocated for, and provided legal services to vulnerable county residents since 2005. They have worked indirectly with CDBG funds in the past, along with other CDBG-funded subrecipients. Readiness/Timeliness & Past Performance: This is an existing program that is fully staffed with over 20 people, operating statewide. JMP has been serving El Cerrito High School students since 1999 and has received CDBG funding for 13 years, making staff familiar with programmatic requirements. Readiness/Timeliness & Past Performance: This is an existing program that is fully staffed and has exceeded their goals for students served in years past. Eligibility Funding Request & Recommended Program Description / Outcome Eligibility Funding Request & Recommended Program Description / Outcome Requested Funds Recommended Funding FY Requested Funds Recommended Funding 25-20-PS James Morehouse Project / Bay Area Community Resource El Cerrito CD-3: Youth Provide comprehensive mental health and studen support services to 110 students attending El Cerrito High School resulting in improved well-being and an increase in school connectedness measured by studen pre- and post-evaluations. Exempt Low and Moderate Income [24 CFR 570.208(a)(2)(i)(B)] Public Services [24 CFR 570.201 (e)] Financial Stability Legal Services Target Population Homeowners, tenants, and persons experiencing homelessness, with a focus on vulnerable populations like the marginally housed, disabled, and elderly.*Does not include other CDBG funds from other jurisdictions 25-19-PS Housing and Economic Rights Advocates (HERA) County-wide CD-1: General "Safety Net" Public Services HERA's Finacial Stability Legal Services will serve 80 lower income Urban County residents by assisting both homeowners and tenants maintain a suitable living environment through their debt/credit, home preservation, and tenants rights work, reducing discriminatory barriers in order to access affordable housing through their one-stop service. Exempt Low and Moderate Income [24 CFR 570.208(a)(2)(i)(B)] Public Services [24 CFR 570.201 (e)] James Morehouse Project at El Cerrito High School Target Population Students attending El Cerrito High School 25/26 $25,000 $25,000 25-18-PS Generations Cubed Inc. County-wide Ineligible Generations Cubed is a software platfrom that helps senior citizens and their families find volunteers and services for daily activities like doctor visits, transporation, meal preparation, technology assistance, and more. Eligibility Funding Request & Recommended Program Description / Outcome Experience & Capacity Financial Analysis Inegligible Inegligible Generations Cubed Target Population Urban county low income seniors FY Requested Funds Recommended Funding 25/26 $6,800 $0 Notes/Rationale for non- funding recommendation Notes/Rationale for non- funding recommendation 1. The program is ineligible under the CDBG Public Service Category due to the applicant being a a For Profit entity. 2. Program does not provide direct client assistance, thus not meeting an eligible activity. Notes/Rationale for non- funding recommendation Exempt *Does not include other CDBG funds from other jurisdictions *Does not include other CDBG funds from other jurisdictions $25,000 Financial Analysis Financial Analysis 26/27 $6,800 $0 Community Development Block Grant Program Public Services Category FY 2025/26, FY 2026/27 Recommendation Table Attachment C Application Number Applicant Program Service Area Environmental/Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $0 180 $0.00 Program Name Eligible Activity Total Program Amount $233,712 504 $463.71 CDBG % of Total Budget 0% Required Match - 10%$0.0 Amount Secured $131,942 Leverage*#DIV/0! Application Number Applicant Program Service Area Environmental/Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $11,000 160 $68.75 Program Name Eligible Activity Total Program Amount $214,200 160 $1,338.75 CDBG % of Total Budget 5% Required Match - 10%$1,100.0 Amount Secured $166,672 Leverage*18.47272727 Application Number Applicant Program Service Area Environmental/Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $13,000 85 $152.94 Program Name Eligible Activity Total Program Amount $423,500 250 $1,694.00 CDBG % of Total Budget 4% Required Match - 10%$1,300.0 Amount Secured $346,000 Leverage*31.57692308 1. Capacity/Staffing Issues - no separation between their Board and employees; only one member (co- secretary) doesn't have a role as an employee. 2. No clearly defined structured program. 3. CDBG funds expected to comprise of 87% of the total program budget. Notes/Rationale for non- funding recommendation Experience & Capacity The program has been in operation for many years and has received CDBG funding previous years, making stafff aware of the programmatic requirements. Readiness/Timeliness & Past Performance: This program is ongoing and fully staff that is on track to meet its annual program goal this year. LCVI has been providing independent living skills to disabled persons through the CDBG program since 1992. The Executive Director oversees the program and staff including, an Orientation and Mobility Specialist, Early Detection Manager and a Client Services Assistant. Readiness/Timeliness & Past Performance: This is an existing program that is fully staffed and has exceeded their goals in years past. $13,000$13,500 26/27 Program Description / Outcome FY Requested Funds Recommended Funding FY Requested Funds Recommended Funding 25-23-PS Lamorinda Spirit-City of Lafayette Lafayette, Orinda, Moraga CD-2: Special Needs Population Provide low-cost transportation services to seniors living in Lafayette, Moraga, and Orinda. Transportation services will provide 160 seniors, allowing them to get to medical and other personal appointments, go grocery and sundry shopping, and attend exercise and other classes. *Does not include other CDBG funds from other jurisdictions Eligibility 25-24-PS Lions Center for the Visually Impaired (LCVI) County-wide CD-2: Special Needs Population Provide in-home independent living skills instruction and training to 85 visually impaired adults throughout the Urban County so they will maintain their independence and avoid institutionalization Presumed Beneficiary Disabled Persons - 24 CFR 570.208(a)(2)(i)(A) Public Services [24 CFR 570.201 (e)] Independent Living Skills for Blind and Visually Impaired Target Population Visually impaired and blind adults throughout the Urban County. 25/26 $15,000 $10,000 25/26 $13,500 $13,000 Presumed Beneficiary / Seniors [24 CFR 570.208(a)(2)(i)(A)] *Does not include other CDBG funds from other jurisdictions $10,000$15,000 26/27 Funding Request & Recommended Eligibility Funding Request & Recommended Financial Analysis Public Services [24 CFR 570.201 (e)] Lamorinda Spirit Van Senior Transportation Program Target Population Lower income serniors living in Lafayette, Moraga, and Orinda. Notes/Rationale for non- funding recommendation Notes/Rationale for non- funding recommendation Exempt Exempt Program Description / Outcome Experience & Capacity Financial Analysis The program has been in operation for a few years and is staffed. Readiness/Timeliness & Past Performance: This program is ongoing and staffed. $0 Exempt Low and Moderate Income [24 CFR 570.208(a)(2)(i)(B)] Public Services [24 CFR 570.201 (e)] 25/26 $33,590 $0 The LETS SEEE Mentees Program Target Population BIPOC youth between the ages of 12- 16 from extremely low-, very low-, and low-income households. 26/27 $33,590 *Does not include other CDBG funds from other jurisdictions Eligibility Funding Request & Recommended Program Description / Outcome Experience & Capacity Financial Analysis 25-22-PS LIVELY STONES AGENCY FOR CHANGE East Contra Costa County CD-3: Youth FY Requested Funds Recommended Funding Provide: (1) monthly work-ready, job training, and microenterprise development skills; (2) weekly Mentor- Mentee engagements; (3) quarterly Mentor-Mentee group trips; and (4) monthly civic engagement and personal hygiene (linked to mental health) workshops. Community Development Block Grant Program Public Services Category FY 2025/26, FY 2026/27 Recommendation Table Attachment C Application Number Applicant Program Service Area Environmental/Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $18,000 1,600 $11.25 Program Name Eligible Activity Total Program Amount $2,952,674 5,850 $504.73 CDBG % of Total Budget 1% Required Match - 10%$1,800.0 Amount Secured $2,881,932 Leverage*163.04 Application Number Applicant Program Service Area Environmental/Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $10,000 24 $416.67 Program Name Eligible Activity Total Program Amount $102,498 36 $2,847.17 CDBG % of Total Budget 1% Required Match - 10%$1,000.0 Amount Secured $77,498 Leverage*9.25 Application Number Applicant Program Service Area Environmental/Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $17,000 400 $42.50 Program Name Eligible Activity Total Program Amount $166,490 956 $174.15 CDBG % of Total Budget 5% Required Match - 10%$1,700.0 Amount Secured $131,230 Leverage*8.79 Notes/Rationale for non- funding recommendation 25-26-PS Loaves and Fishes of Contra Costa (LFCC) County-wide CD-5: Economic Development FY Requested Funds Recommended Funding Offer a free 2, 12-week introductory Culinary program for 24 individuals (10 each session) interested in the culinary industry and experiencing barriers to employement to provide better preparation opportunities fo students to obtain jobs that will lead to careers and financial independence. Program has a Memorandum of Understanding (MOU) with employer (Pacific Catch) to hire 2 part-time employes, euivalent to 1 FTE. LFCC has been providing meals to the homeless and low income individuals and families since 1983 and has received CDBG funding since 1995. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed and has exceeded their goals in years past. Exempt Benefitting very low-and low-income persons [24 CFR 570.208(a)(2)(iii) Special Economic Development Activities [24CFR 570.203(c) 25/26 $10,000 $10,000 Loaves and Fishes of Contra Costa Culinary Arts Training Target Population very low to low income individuals experiencing barriers to employment 26/27 $10,000 $10,000 *Does not include other CDBG funds from other jurisdictions Eligibility Experience & Capacity Financial Analysis $17,000 Financial Analysis Funding Request & Recommended Program Description / Outcome Requested Funds Recommended Funding 25/26 $18,000 $18,000 Funding Request & Recommended Program Description / Outcome Experience & Capacity 25-25-PS Loaves and Fishes of Contra Costa (LFCC) 26/27 LFCC has been providing meals to the homeless and low income individuals and families since 1983 and has received CDBG funding since 1995. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed and has exceeded their goals in years past. Eligibility FY MOWDR has been providing comprehensive services to seniors, often severely disabled, ill, and homebound populations for over 50 years. The program is overseen by the Care Mentor Program Manager with oversight from the Executive Director. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed and has exceeded their goals in years past. Target population is Urban County seniors 25/26 $17,000 $17,000 Recommended Funding Exempt Presumed Beneficiary Seniors - 24 CFR 570.208(a)(2)(i)(A) Public Services [24 CFR 570.201 (e)] County-wide CD-1: General "Safety Net" Public Services Provide free buffet-style lunches and groceries weedays to 1,600 homeless and low-income Urban County residents at the Loaves & Fishes Martinez Dining Room. Meals on Wheels Diablo Region (MOWDR) County-wide CD-2: Special Needs Population Provide care management services to 400 seniors, including needs assessment, crisis intervention, foreclosure prevention, assistance, financial planning/aid, legal assitance, elder abuse prevention services, etc. Eligibility Funding Request & Recommended Program Description / Outcome Experience & Capacity Financial Analysis 25-27-PS Care Management Target Population $18,000 26/27 $17,000 Nourishing Lives in Martinez, Antioch, Oakley, Pittsburg Target Population low to very low-income individuals and families recently out of work, homeless, unemployed, underemployed or disabled *Does not include other CDBG funds from other jurisdictions *Does not include other CDBG funds from other jurisdictions FY Requested Funds Area Benefit -24 CFR 570.208(a)(1)(ii) Public Services [24 CFR 570.201 (e)] $18,000 Notes/Rationale for non- funding recommendation Notes/Rationale for non- funding recommendation Exempt Community Development Block Grant Program Public Services Category FY 2025/26, FY 2026/27 Recommendation Table Attachment C Application Number Applicant Program Service Area Environmental/Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $17,000 600 $28.33 Program Name Eligible Activity Total Program Amount $1,863,000 2,510 $742.23 CDBG % of Total Budget 2% Required Match - 10%$1,700.0 Amount Secured $1,806,000 Leverage*108.5882353 Application Number Applicant Program Service Area Environmental/Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $17,000 1,000 $17.00 Program Name Eligible Activity Total Program Amount $2,856,682 5,400 $529.02 CDBG % of Total Budget 1% Required Match - 10%$1,700.0 Amount Secured $2,908,190 Leverage*167.04 Application Number Applicant Program Service Area Environmental/Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $10,000 1,008 $9.92 Program Name Eligible Activity Total Program Amount $13,194,247 1,555 $8,485.05 CDBG % of Total Budget 0% Required Match - 10%$1,000.0 Amount Secured $13,134,247 Leverage*1318.4247 25/26 $25,000 $17,000 25/26 $10,000 $10,000 Requested Funds Recommended Funding FY Requested Funds $10,000 Financial AnalysisExperience & Capacity MOWDR has been providing meals to homebound seniors for the past 50 years. The program coordinates staff and over 500 volunteers for the operation. MOWDR currently recieves funds from three other jurisdictions. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed and has exceeded their goals in years past. MCC has been providing a variety of valuable service to the community for 16 years and understands the programmatic requirements with CDBG funds. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed and has exceeded their goals in years past. MDUSD has offered after school enrichment programs since 1999. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed and has exceeded their goals for students served in years past. Recommended Funding 25-28-PS Requested Funds Recommended Funding Mount Diablo Unified School District Bay Point CD-3: Youth Provides after school enrichment classes for 1,008 K-8 students in Bay Point, resulting in greater understanding of the content of the enrichment services, connection to and engagement in school, and academic improvement. Meals on Wheels Diablo Region County-wide CD-2: Special Needs Population Deliver hot and nutritious meals to 600 homebound, Urban County seniors who are unable to prepare food for themselves and who are without a caregiver, resulting in maintained and/or improved health and welfare, and aging in place. Alternatively, underserved areas are provided with a week's supply of frozen/microwaveable food on a single day. $10,000 26/27 *Does not include other CDBG funds from other jurisdictions Low and Moderate Income [24 CFR 570.208(a)(2)(i)(B)] CARES After School Enrichment Program Target Population Students attending three elementary schools and one middle school in the community of Bay Point. Eligibility Funding Request & Recommended Program Description / Outcome Public Services [24 CFR 570.201 (e)] Critical Safety Net Resources for Families and Individuals Target Population Targets the most vulnerable in the community, people that often miss meals and need to choose between buying food or paying rent. Exempt Low and Moderate Income [24 CFR 570.208(a)(2)(i)(B)] Public Services [24 CFR 570.201 (e)] 25-29-PS Monument Crisis Center County-wide CD-1: General "Safety Net" Public Services Provide wrap-around safety net services through on- site food distribution, direct referrals to shelter, workshops for financial assistance and employment, referrals to healthcare, and on-site legal and crisis support services. Services will be provided to at least 1,000 lower income Urban County residents. $17,000$25,000 26/27 Eligibility Funding Request & Recommended Program Description / Outcome Experience & Capacity Financial Analysis FY 25-30-PS Presumed Beneficiary Seniors - 24 CFR 570.208(a)(2)(i)(A) Public Services [24 CFR 570.201 (e)] Meals on Wheels (MOW)Target Population Target population is Urban County seniors $17,000$17,000 26/27 FY 25/26 $17,000 $17,000 Eligibility Funding Request & Recommended Program Description / Outcome Experience & Capacity Financial Analysis Notes/Rationale for non- funding recommendation Notes/Rationale for non- funding recommendation Notes/Rationale for non- funding recommendation *Does not include other CDBG funds from other jurisdictions Exempt Exempt *Does not include other CDBG funds from other jurisdictions Community Development Block Grant Program Public Services Category FY 2025/26, FY 2026/27 Recommendation Table Attachment C Application Number Applicant Program Service Area Environmental/Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $35,000 700 $50 Program Name Eligible Activity Total Program Amount $206,640 700 $295.20 CDBG % of Total Budget 17% Required Match - 10%$3,500.0 Amount Secured $146,640 Leverage*4.904 Application Number Applicant Program Service Area Environmental/Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $17,000 300 $56.67 Program Name Eligible Activity Total Program Amount $258,650 300 $862.17 CDBG % of Total Budget 17% Required Match - 10%$1,700.0 Amount Secured $186,000 Leverage*14.21470588 Application Number Applicant Program Service Area Environmental/Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $20,000 15 $1,333.33 Program Name Eligible Activity Total Program Amount $154,388 30 $5,146.27 CDBG % of Total Budget 17% Required Match - 10%$2,000.0 Amount Secured $134,388 Leverage*6.7194 Notes/Rationale for non- funding recommendation Notes/Rationale for non- funding recommendation $20,000 25-31-PS Multicultural Institute Richmond The program brings intensive, individualized vocational services directly to 15 persons in the high-need community of Bay Point. Integrated into Sparkpoint Contra Costa the program provides deep, personalized services, including assessment anddevelopment of employement plans, case management, service referrals, connections to in-demand vocational training, group and one-on-one career skills development, placement assistance, and retention services. Target population is made up poverty level and extremely-low income Spanish-speaking immigrant workers, primarily day-laborers who seek full- time work in front of Home Deport or who complement existing low- wage employment with day labor jobs. Eligibility Bay Point Career Counseling and Placement Assistance Target Population The program targets low-income Urban County adults who are unemployed or underemployed and who need career development support or case management in order to enter or re-enter the workforce Lifeskills/Day Labor Program Target Population $60,000 $30,000 FY Requested Funds Recommended Funding Funding Request & Recommended Program Description / Outcome Experience & Capacity 25/26 $20,000 Exempt Low and Moderate Income [24 CFR 570.208(a)(2)(i)(B)] Special Economic Development Activities [24CFR 570.203(c) Exempt Benefitting very low-and low-income persons [24 CFR 570.208(a)(2)(iii)[ Job training and placement assistance [24 CFR 570.201(e) 25-33-PS Opportunity Junction East County (primarily Bay Point) CD-5: Economic Development *Does not include other CDBG funds from other jurisdictions $20,000$20,000 26/27 Experience & Capacity Financial AnalysisEligibility *Does not include other CDBG funds from other jurisdictions FY Requested Funds Recommended Funding The program has been providing services since July 2010 and has received CDBG funding in the past, making staff familiar with the programmatic requirements. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed and has consistently met or exceeded their goals and have been timely in meeting reporting requirements. MI's Richmond program has been in effect since 2012 and has provided an average of 125 job placements each year and registered over 2,000 day laborers and other low-income individuals through the program's Richmond activities. Readiness/Timeliness & Past Performance: The program is fully staffed and operating effficiently. The program has received CDBG funds in the past and have either met or exceeded their goals. They have also been timely with submissions of required reports. *Does not include other CDBG funds from other jurisdictions Eligibility Funding Request & Recommended Program Description / Outcome Funding Request & Recommended Program Description / Outcome 25/26 $60,000 $30,000 25/26 $72,650 $10,000 CD-5: Economic Development Notes/Rationale for non- funding recommendation Financial Analysis Recommended Funding 26/27 Provide job matching, individualized assistance with health, legal, and educational needs to 700 poverty level and extremely-low income day laborers. 25-32-PS Requested Funds $72,650 Experience & Capacity Financial Analysis New Horizons Career Development Center West County CD-5: Economic Development FY Aid clients in need of academic credentials and assist them with Life Skill attainment to remove barriers to successful employment opportunities. Outcomes are tracked through the use of the Career Delivery Service System (CDSS), an agency specific process/service delivery system for assessment and remediation of clients challenges. New Horizons Career Development Center has been operating since 2005 and this would be the 11th nonconsecutive year of operating as a County CDBG subrecipient. Readiness/Timeliness & Past Performance: The program is ongoing, but missed the application deadline for prior year funding. Low and Moderate Income [24 CFR 570.208(a)(2)(i)(B)] Public Services [24 CFR 570.201(e) Education, Job Training, Life Skills, and Job Placement Services Target Population Job seekers and those who would like to improve their employment opportunities. 26/27 $10,000 Community Development Block Grant Program Public Services Category FY 2025/26, FY 2026/27 Recommendation Table Attachment C Application Number Applicant Program Service Area Environmental/Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $12,000 150 $80.00 Program Name Eligible Activity Total Program Amount $79,675 150 $531.17 CDBG % of Total Budget 100% Required Match - 10%$1,200.0 Amount Secured 59070 Leverage*5.639583333 Application Number Applicant Program Service Area Environmental/Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $15,000 210 $71.43 Program Name Eligible Activity Total Program Amount $183,953 210 $875.97 CDBG % of Total Budget 8% Required Match - 10%$1,500.0 Amount Secured $251,185 Leverage*11.26 25/26 $15,000 $15,000 25/26 The program has been in operation since 2011 and has been a CDBG recipient in prior year, making staff familier with programmatic requirements. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed and has consistently met or exceeded their goals and have been timely in meeting reporting requirements. Area Benefit -24 CFR 570.208(a)(1)(ii) Public Services [24 CFR 570.201 (e)] SparkPoint Contra Costa Target Population Provides services to any Urban County resident but primarily for low/moderate income adults in the Bay Point area. Requested Funds Recommended Funding FY Requested Funds Recommended Funding $15,000$15,000 26/27 25-34-PS Pleasant Hill Recreation & Park District (PHRPD) County-wide CD-2: Special Needs Population Provide on-site care management services and crisis intervention to 150 Urban County seniors resulting in the prevention of displacement and/or premature institutionalization. Services to be provided include, care management and coordination, counseling and assessment, and assistance in gaining access to various resources. $12,000$15,000 26/27 Eligibility Funding Request & Recommended Program Description / Outcome Experience & Capacity Financial Analysis 25-35-PS Richmond Community Foundation County-wide (Primarily Bay Point) CD-1: General "Safety Net" Public Services Provide services to 210 Urban County residents to assist them in obtaining and maintaining employement, improve their careers. Presumed Beneficiary Seniors - 24 CFR 570.208(a)(2)(i)(A) Public Services [24 CFR 570.201 (e)] Senior Service Network FY Eligibility Funding Request & Recommended Program Description / Outcome Experience & Capacity Financial Analysis Target Population Low-income seniors, 62 and older who reside in the Urban County PHRPD has been providing management services to low-income seniors through the CDBG program since 1990. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed and has consistently met or exceeded their goals and have been timely in meeting reporting requirements. $15,000 $12,000 Notes/Rationale for non- funding recommendation Notes/Rationale for non- funding recommendation *Does not include other CDBG funds from other jurisdictions *Does not include other CDBG funds from other jurisdictions Exempt Exempt Community Development Block Grant Program Public Services Category FY 2025/26, FY 2026/27 Recommendation Table Attachment C Application Number Applicant Program Service Area Environmental/Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $40,000 230 $173.91 Program Name Eligible Activity Total Program Amount $238,996 230 $1,039.11 CDBG % of Total Budget 14% Required Match - 10%$4,000.0 Amount Secured $198,996 Leverage*4.97 Application Number Applicant Program Service Area Environmental/Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $30,000 100 $300.00 Program Name Eligible Activity Total Program Amount $642,748 230 $2,794.56 CDBG % of Total Budget 5% Required Match - 10%$3,000.0 Amount Secured $228,000 Leverage*20.42 Application Number Applicant Program Service Area Environmental/Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $12,000 12 $1,000 Program Name Eligible Activity Total Program Amount $685,000 68 $10,073.53 CDBG % of Total Budget 7% Required Match - 10%$1,200.0 Amount Secured 228,000$ Leverage*56.08 Application Number Applicant Program Service Area Environmental/Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $18,000 280 $64.29 Program Name Eligible Activity Total Program Amount $273,335 840 $325.40 CDBG % of Total Budget 7% Required Match - 10%$1,800.0 Amount Secured $215,335 Leverage*14.19 Notes/Rationale for non- funding recommendation 25/26 $40,000 $40,000 25/26 $30,000 $30,000 25/26 $12,000 $12,000 25/26 $18,000 $18,000 Recommended Funding Low and Moderate Income [24 CFR 570.208(a)(2)(i)(B)] Public Services [24 CFR 570.201 (e)] $18,000 St. Vincent de Paul of Contra Costa has operated in the County for over 57 years, helping the most vulnerable with basic needs including food, clothing, medical care and more. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed and has consistently met or exceeded their ESG goals and has provided program requirements in an efficient and timely manner. FY Requested Funds 26/27 26/27 $40,000 $40,000 FY Requested Funds Recommended Funding Shelter Inc. has been operating a rental assistance program in Contra Costa County since 1986 and has received CDBG fundning for this program since 1991. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed and has exceeded their goals and been timely in meeting reporting requirements. RotaCare Pittsburg Free Medical Clinic at St. Vincent de Paul Target Population low-income, uninsured adults *Does not include other CDBG funds from other jurisdictions Eligibility Funding Request & Recommended Program Description / Outcome Experience & Capacity Financial Analysis 25-39-PS St. Vincent de Paul of Contra Costa County County-wide CD-1: General "Safety Net" Public Services Provide fee urgent and chronic medical care to 280 uninsured clients. Services include, physician/nurse treatment, pharmaceuticals, lab services, x-rays, MRIs, Ultrasounds and diagnostics. Exempt Presumed Beneficiary/Abused Children, Battered Spouses [24 CFR 570.208(a)(2)(i)(A)] Public Services [24 CFR 570.201 (e)] Rollie Mullen Center Emergency Shelter Target Population STAND targets adults (men and women) and their children who are homeless because they are in peril due to violent relationships. STAND has provided emergency shelter for over 35 years and is the only agency in the County serving women and children who have been victims of domestic violence. STAND currently receives ESG funds for this program. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed and has consistently met or exceeded their ESG goals and has provided program requirements in an efficient and timely manner. FY Requested Funds Recommended Funding 26/27 $12,000 $12,000 Exempt Eligibility Program Description / Outcome Experience & Capacity Financial AnalysisFunding Request & Recommended Low and Moderate Income [24 CFR 570.208(a)(2)(i)(B)] *Does not include other CDBG funds from other jurisdictions Eligibility Funding Request & Recommended Program Description / Outcome Experience & Capacity Financial Analysis 25-38-PS STAND! For Families Free of Violence County-wide H-1: Housing & Supportive Services for Homeless STAND!'s Emergency Shelter can accommodate up to 12 adult survivors and their children who are fleeing from violent relationships for up to 3 months at no cost. The shelter provides clients with access to comprehensive supportive services that help clients transition toward independence. Program will assist 68 adults and their children. Public Services [24 CFR 570.201 (e)] Homeless Prevention Program Target Population Low-income families currently homeless or at immediate risk of becoming homeless due to pending eviction. 25-37-PS SHELTER Inc. County-wide H-2: Rapid Rehousing & Homelessness Prevention The program will assist 100 low-income Urban County residents at immediate risk of becoming homeless by providing rapid rehousing assistance through one-on- one case management, supportive services, and financial assistance. *Does not include other CDBG funds from other jurisdictions $30,000$30,000 Eligibility Funding Request & Recommended Program Description / Outcome Experience & Capacity Notes/Rationale for non- funding recommendation Notes/Rationale for non- funding recommendation Exempt Financial Analysis $18,000 26/27 Notes/Rationale for non- funding recommendation 25-36-PS RYSE, Inc. West County CD-3: Youth FY Requested Funds Recommended Funding Operate the Career Pathway Program by providing career development and soft skills suppord, media arts, skill development, paid work experience opportunities, and academic enrichment and interventions. A total of 230 West County youth will be provided services during the year. The program has been serving West County youths for over a decade and has received CDBG funds for at least 12 years, making staff aware of the programmatic requirements. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed and has consistently met or exceeded their goals and have been timely in meeting reporting requirements. Exempt Low and Moderate Income [24 CFR 570.208(a)(2)(iii)] Public Services [24 CFR 570.201(e) RYSE Career Pathway Program Target Population Target population is youth ages 13-21 living in West Contra Costa County. *Does not include other CDBG funds from other jurisdictions Community Development Block Grant Program Public Services Category FY 2025/26, FY 2026/27 Recommendation Table Attachment C Application Number Applicant Program Service Area Environmental/Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $13,000 100 $130.00 Program Name Eligible Activity Total Program Amount $1,232,000 100 $12,320.00 CDBG % of Total Budget 1% Required Match - 10%$1,300.0 Amount Secured $1,212,000 Leverage*93.77 Application Number Applicant Program Service Area Environmental/Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $0 16 $0.00 Program Name Eligible Activity Total Program Amount $771,315 70 $11,018.79 CDBG % of Total Budget 0% Required Match - 10%$0.00 Amount Secured $535,610 Leverage*#DIV/0! Application Number Applicant Program Service Area Environmental/Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $10,000 12 $833.33 Program Name Eligible Activity Total Program Amount $170,000 70 $2,428.57 CDBG % of Total Budget 2% Required Match - 10%$1,000.00 Amount Secured $535,610 Leverage*16.00 Application Number Applicant Program Service Area Environmental/Historic Preservation Consolidated Plan Priority # clients proposed $ Per Client Served National Objective CDBG Funds Recommended $10,000 16 $625.00 Program Name Eligible Activity Total Program Amount $771,315 70 $11,018.79 CDBG % of Total Budget 1% Required Match - 10%$1,000.00 Amount Secured $535,610 Leverage*76.13 *Does not include other CDBG funds from other jurisdictions Eligibility Funding Request & Recommended Program Description / Outcome Experience & Capacity Financial Analysis Notes/Rationale for non- funding recommendation 25-41-PS White Pony Express County-wide CD-1: General "Safety Net" Public Services FY Requested Funds Recommended Funding Redistributes nutrient-rich food through non-profits and school food pantries providing healthy food options to those facing greatest obstacles including: low- income individuals, families, unhoused individuals and families, and seniors. White Pony Express has been providing food through partnerships with non-profits and schools since 2013. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed. Exempt 1. Program is ineligible for CDBG funds because it primarily serves non-profits instead of directly serving low- moderate-income (LMI) individuals, which does not align with HUD's funding requirements. Ineligible Public Services [24 CFR 570.201 (e)] 25/26 $40,000 $0 White Pony Express Food Rescue Program Target Population Low-income individuals and families who reside in the Urban County 26/27 $40,000 Notes/Rationale for non- funding recommendation 25/26 $15,000 $10,000 $0 FY Requested Funds Recommended Funding Funding Request & Recommended $13,000$20,000 26/27 25/26 $20,000 Funding Request & Recommended VCRC has provided a variety of human services and social progams to residents of the Village Drive neighborhoods for over 20 years, serving thousands of people each year. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed and has consistently met or exceeded their goals and have been timely in meeting reporting requirements. Exempt Presumed Beneficiary/Homeless [24 CFR 570.208(a)(2)(i)(A)] Public Services [24 CFR 570.201 (e)] Winter Nights Family Shelter Target Population Target population are homeless families in Contra Costa CountyGoal *Does not include other CDBG funds from other jurisdictions Eligibility Program Description / Outcome Experience & Capacity Financial Analysis Winter Nights has been operating the emergency shelter program since 2004 and has received CDBG funding for this program. The Executive Director and Program Director both have more than 10 years of experience serving the homeless population of Contra Costa County. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed. Although Winter Nights has been late submitting reporting requirements, they have been great at communicating. FY Requested Funds Recommended Funding 25-43-PS Winter Nights Family Shelter County-wide H-1: Housing & Supportive Services for Homeless Goal of the program is to protect 16 unhoused persons and families by providing clean, safe, and supportive environment and to help break the cycle of homelessness by assisting them toward self-sufficiency and into stable housing. Exempt Low and Moderate Income [24 CFR 570.208(a)(2)(i)(B)] Public Services [24 CFR 570.201 (e)] Village Community Resource Center Program Support Target Population Students living in socially and economically disadvantaged neighborhoods along and surrounding Village Dr. in Brentwood. *Does not include other CDBG funds from other jurisdictions $10,000$15,000 26/27 Eligibility Program Description / Outcome Financial Analysis 25-40-PS Village Community Resource Center $13,000 Brentwood, Oakley, Knightsen, and Byron CD-3: Youth Provide an afterschool academy program to a total of 100 unduplicated children, providing them after-school tutoring services Notes/Rationale for non- funding recommendation 1. Currently funding an existing Winter Nights program 2. Has had difficulty meeting their annual goal in their Family Shelter Program. Notes/Rationale for non- funding recommendation Experience & Capacity 25-42-PS Winter Nights Family Shelter County-wide H-1: Housing & Supportive Services for Homeless FY Requested Funds Recommended Funding Goal of the program is to provide overnight parking for unhoused individuals and families living in their vehicles, offering them access to a parking lot with bathroom facilities, food, and case management. Winter Nights has been operating the emergency shelter program since 2004 and has received CDBG funding for this program. The Executive Director and Program Director both have more than 10 years of experience serving the homeless population of Contra Costa County. Readiness/Timeliness & Past Performance: This is an ongoing program that is fully staffed. Although Winter Nights has been late submitting reporting requirements, they have been great at communicating. $0 Exempt Presumed Beneficiary/Homeless [24 CFR 570.208(a)(2)(i)(A)] Public Services [24 CFR 570.201 (e)] 25/26 $24,822 $0 Antioch Safe Parking Program Target Population Target population are homeless families in Contra Costa County 26/27 $24,822 *Does not include other CDBG funds from other jurisdictions Eligibility Funding Request & Recommended Program Description / Outcome Experience & Capacity Financial Analysis Attachment D Application Number 25-01-ED 25-02-ED 25-03-ED 25-04-ED 25-05-ED 25-06-ED West Contra Costa Business Development Center, Inc. Emerging Entrepreneurs Program $101,500 $101,500 Total Economic Development $634,500 $421,500 Opportunity Junction, Inc. Administrative Careers Training Program $100,000 $100,000 Renaissance Entrepreneurship Center Using the Power of Entrepreneurship to Build Economically Vibrant Families and Communities $60,000 $60,000 FY 2025/26 CDBG - Recommendation Table Economic Development Category Applicant Program Name Requested Funding Recommended Funding Economic Development CoCoKids, Inc.Road to Success $105,000 $105,000 Monument Impact Emerging Business Support Program $68,000 $55,000 Upwards Care, Inc. (formerly WeeCare Inc.) BOOST Program $200,000 $0 Attachment D Application Number 25-01-IPF Total Infrastructure/Public Facilities $35,000 $35,000 Infrastructure / Public Facilities East Bay Center for the Performing Arts Carpet Replacement $35,000 $35,000 FY 2025/26 CDBG Recommendation Table Infrastructure/Public Facilities Category Applicant Program Name Requested Funding Recommended Funding Attachment F Application Number 25-01-ESG 25-02-ESG 25-03-ESG 25-04-ESG 25-05-ESG 25-06-ESG Applicant Emergency Solutions Grants Requested Funding FY25/26 ESG Recommendation Table Recommended FundingProgram Name SHELTER, Inc. Homeless Prevention & Rapid Rehousing Program $131,060 $132,127 STAND! For Families Free of Violence Emergency Shelter $49,500 $50,400 Contra Costa Health, Housing and Homeless Services CORE-Coordinated Outreach, ESG $32,386 $31,800 $98,450 Contra Costa Health, Housing and Homeless Services Calli House Youth Shelter $31,500 $30,900 Contra Costa Health, Housing and Homeless Services Contra Costa Adult Continum of Services $102,375 Trinity Center Walnut Creek Trinity Center (ESG General Operating Support) $40,000 $31,500 Total ESG Projects $386,821 $375,177 Summary of FY 2025/26 Housing Applications Received with Amount of Funds Requested Project Name Developer(s) Location BOS District Project Type Primary Population Served Afford. Units Proposed Timing of Funds CDBG Funds HOME Funds In-Lieu Funds Measure X Funds PLHA Funds FY 2025/26 Total Funds Antioch Hillcrest Cypress Equity Investment Antioch District 3 NC Rental Family Housing 163 Construction Close $0 $0 $0 $1,500,000 $0 $1,500,000 Anton Deerwood Anton Dev. Co. San Ramon District 2 NC Rental Family Housing 130 Construction Close APPLICATION WITHDRAWN Bay Point Veterans Eden Housing, Inc. Bay Point District 5 NC Rental Seniors 80 Predevelopment APPLICATION WITHDRAWN Bayline Comm. HSG Works Hercules District 5 NC Rental General Affordable Housing 109 Construction Close $0 $1,576,672 $0 $3,985,540 $0 $5,562,212 Bob Dabney Plaza CHDC Richmond District 1 NC Rental Family Housing 31 Predevelopment $0 $0 $0 $5,579,973 $327,293 $5,907,266 Choice in Aging Senior SAHA Pleasant Hill District 4 NC Rental Seniors 81 Construction Close APPLICATION WITHDRAWN Civic Crossing (699 YVR) RCD Walnut Creek District 4 NC Rental Family Housing 92 Construction Close APPLICATION WITHDRAWN EC Plaza – A South Related CA El Cerrito District 1 NC Rental Family Housing 69 Construction Close $0 $0 $0 $1,500,000 $1,500,000 $3,000,000 EC Plaza – C East Related CA El Cerrito District 1 NC Rental Family Housing 83 Construction Close $0 $0 $0 $5,000,000 $1,000,000 $6,000,000 First Time Homebuyer –DCD Urban County N/A General Affordable Housing 8 Permanent Financing $800,000 $0 $0 $0 $0 $800,000 Harbor Pointe USA Prop. Fund Discovery Bay District 3 NC Rental Family Housing 169 Construction Close $0 $0 $850,000 $1,150,000 $0 $2,000,000 Healthy Homes RTEBN Urban County N/A General Affordable Housing 64 Permanent Financing $390,000 $0 $0 $0 $0 $390,000 La Loma Senior EAH Housing Rodeo District 5 NC Rental Seniors 66 Construction Close $0 $2,150,000 $750,000 $7,883,533 $750,000 $11,533,533 Lakeside Apts RCD Concord District 4 Rehab Rental Family Housing 122 Construction Close $0 $2,000,000 $0 $0 $0 $2,000,000 NPP – DCD Urban County N/A General Affordable Housing 14 Permanent Financing $150,000 $0 $0 $0 $0 $150,000 Attachment G Orbisonia Village Pacific West Co. Bay Point District 5 NC Rental Family Housing 167 Construction Close $0 $0 $0 $9,000,000 $0 $9,000,000 Riverhouse Hotel Eden Housing Inc. Martinez District 5 Rehab Rental Persons with Disabilities 83 Construction Close $0 $0 $0 $2,000,000 $0 $2,000,000 San Pablo Ave Apts Comm. HSG Works El Cerrito District 1 NC Rental General Affordable Housing 153 Construction Close $0 $1,500,000 $0 $3,500,000 $0 $5,000,000 Sierra Gardens SAHA Walnut Creek District 4 NC Rental Family Housing 87 Construction Close $0 $1,500,000 $0 $1,500,000 $0 $3,000,000 TBV Villas at Renaissance Guiding Light, Inc. & Sandidge Urban Design Richmond District 1 NC Rental Family Housing 104 Construction Close $0 $5,363,068 $0 $3,386,932 $0 $8,750,000 The Riveter Supp. Eden Housing Inc. & CHDC Richmond District 1 Adaptive Reuse Rental Homeless 58 Construction Close $2,000,000 $0 $0 $2,000,000 $500,000 $4,500,000 Village of Hope Hope Solutions Pittsburg District 5 NC Rental Transitional Aged Youth 15 Construction Close $0 $1,456,343 $0 WITHDRAWN $0 $1,456,343 TOTALS $3,340,000 $15,546,083 $1,600,000 $47,985,978 $4,077,293 $73,549,354 Staff Funding Recommendations – 2025/26 Housing Programs % of Points* Project Name Previous Allocation CDBG HOME HOME-ARP In-Lieu Measure X PLHA Project Delivery Costs Total Funds Recommended 85% Riverhouse Hotel $4,000,000 CDBG, HOME, MX $2,000,000 $0 $0 $0 $0 $0 $0 $2,000,000 77% EC Plaza – A South $5,376,423 HOME, MX, PLHA $0 $0 $0 $0 $3,000,000 $0 $0 $3,000,000 73% The Riveter – Supportive $2,500,000 CDBG, PLHA $386,000 $0 $2,550,000 $0 $1,564,000 $0 $0 $4,500,000 73% Lakeside $5,000,000 HOME $0 $2,000,000 $0 $0 $0 $0 $0 $2,000,000 72% Village of Hope $1,770,958 MX $0 $1,456,343 $0 $0 $0 $0 $40,000 $1,496,343 66% Orbisonia Village N/A N/A $0 $0 $1,054,134 $2,546,750 $1,767,453 $0 $5,368,337 64% TBV Villas at Renaissance N/A $0 $0 $0 $0 $2,546,750 $0 $0 $2,546,750 N/A NPP Ongoing Carry Over FY 2024/25 Funds $0 $0 $0 $0 $0 $0 $0 in FY 2025/26 N/A Healthy Homes Ongoing $390,000 $0 $0 $0 $0 $0 $0 $390,000 N/A 1st Time HB N/A $800,000 $0 $0 $0 $0 $0 $0 $800,000 *Rank is based on total percentage of points. For breakdown of percentage of points, see FY 2025/26 Project Scoring Attachment for more information. Attachment H 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2582 Name: Status:Type:Consent Item Passed File created:In control:6/6/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Conservation and Development Director, or designee, to execute contract amendment with the City of Pinole, to extend the term from June 30, 2025 through April 30, 2027 and increase the payment limit to the County by $150,000 to a new payment limit of $400,000 for the County to continue to implement and administer an Enhanced Energy Efficiency/Electrification Pilot Program. (100% City of Pinole funding) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:John Kopchik, Director, Conservation and Development Report Title:Amendment to Interagency Agreement between County and City of Pinole for County to Implement and Administer an Enhanced Energy Efficiency/Electrification Pilot Program for the City of Pinole ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: 1.APPROVE and AUTHORIZE the Conservation and Development Director, or designee, to execute, on behalf of the County, an interagency agreement amendment with the City of Pinole, to extend the term from June 30, 2025, to April 30, 2027, and increase the payment limit to the County by $150,000 to a new amount not to exceed $400,000 for the County to continue to implement and administer an Enhanced Energy Efficiency/Electrification Pilot Program in the City of Pinole. 2.AUTHORIZE issuance of payment to eligible property owners within the incorporated City of Pinole who participate in the Enhanced Energy Efficiency/Electrification Pilot Program, consistent with the Program Action Plan provided in the interagency agreement. FISCAL IMPACT: There will be no impact to the General Fund. The funding allocated in the interagency agreement is expected to cover all County costs associated with implementing and administering the Enhanced Energy Efficiency/Electrification Pilot Program. BACKGROUND: The City of Pinole allocated $250,000 for Fiscal Year 2023-2024 for weatherization and energy efficiency improvements for residential buildings in Pinole from the City’s General Fund. The City of Pinole entered into an agreement with the County to implement an Enhanced Energy Efficiency/Electrification Pilot Program that leveraged the existing energy efficiency rebates offered through the County’s existing partnership with the Bay CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2582,Version:1 Area Regional Energy Network (BayREN) and free energy efficiency measures provided by the County Weatherization Program. The original agreement was for the period of December 12, 2023, to June 30, 2025, for an amount not to exceed Two Hundred and Fifty-Thousand Dollars ($250,000). The City received One Hundred and Fifty-Thousand Dollars ($150,000) in additional funding for the Pilot Program through the California Energy Commission’s (CEC) Local Government Building Decarbonization Challenge grant program. The CEC’s Local Government Building Decarbonization Challenge grant program is funded through a Federal grant from the Energy Efficiency and Conservation Block Grant Program. The County and City now wish to amend the contract to increase the payment limit by $150,000 from $250,000 to a new total payment limit of $400,000 and extend the term of the Interagency Agreement from June 30, 2025 to April 30, 2027. The proposed interagency agreement amendment between the County and City of Pinole will allow the County to access funding from the City to continue implementing an Enhanced Energy Efficiency/Electrification Pilot Program in the incorporated City of Pinole. Most of the additional funding ($115,000) is allocated for the County to continue to issue incentives (rebates) to property owners who participate in making specific home upgrades within the City of Pinole. The interagency agreement amendment also allocates funds to cover County costs associated with administration ($30,000) and outreach ($5,000) of the Pilot Program. CONSEQUENCE OF NEGATIVE ACTION: The County would not receive additional funding to continue to implement and administer the Enhanced Energy Efficiency/Electrification Pilot Program for the City of Pinole. The County would also not obtain important project information that could help develop future County programs or policies to support the implementation of the County’s updated 2024 Climate Action and Adaptation Plan. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2583 Name: Status:Type:Consent Item Passed File created:In control:6/10/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Auditor-Controller to issue payment in the amount of $31,250 to the City of El Cerrito to reimburse a penalty incurred by the City due to a delay in action by the County Oversight Board and, consequently, the late filing of City’s FY 2025/26 Recognized Obligation Payment Schedule, as recommended by the Conservation and Development Director. (100% Housing Administration funds, no General Fund impact) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:John Kopchik, Director, Conservation and Development Report Title:Reimbursement of $31,250 to the City of El Cerrito for administration costs associated with its Successor Agency ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Auditor-Controller to issue payment in the amount of $31,250 to the City of El Cerrito to reimburse a penalty incurred by the City due to a delay in action by the County Oversight Board and, consequently, the late filing of City’s FY 2025/26 Recognized Obligation Payment Schedule. FISCAL IMPACT: No impact to the General Fund. All funds to reimburse the City of El Cerrito will come from a fund account within the Department of Conservation and Development dedicated to housing and housing administration. BACKGROUND: Many cities and counties in California once operated a Redevelopment Agency within their respective jurisdiction including the County and most cities in the County. In 2011, the redevelopment agencies in California were dissolved through Assembly Bill x126 enacted by the California state legislature. These previous redevelopment agencies are now called Successor Agencies, and each city or county Successor Agency is tasked with paying, performing, and enforcing the enforceable obligations of its former redevelopment agency and winding down any activities of its former redevelopment agency. Every Successor Agency is required to prepare and submit to the California Department of Finance (DOF) a Recognized Obligation Payment Schedule (ROPS) by February 1st of every year until all affairs or activities of CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2583,Version:1 the dissolved redevelopment agency are completed. Successor Agency’s ROPS must first be approved by an appointed Oversight Board prior to submittal to the DOF, pursuant to Health and Safety Code 34177(o)(1). In Contra Costa County, the official Oversight Board is the Countywide Oversight Board, comprised of members appointed by the Contra Costa County Board of Supervisors. Each of the cities in Contra Costa County that operates a Successor Agency is required to submit its ROPS to the Countywide Oversight Board for approval prior to submittal to the DOF by the February 1st deadline. The administration work for the Countywide Oversight Board is the responsibility of the County’s Auditor- Controller Office but is administered by the County’s Department of Conservation and Development (DCD) on the behalf of the Auditor-Controller Office. The ROPS by every Successor Agency in the County are submitted to DCD staff for staff to prepare and include at a meeting of the Countywide Oversight Board to consider approval prior to the DOF’s February 1st deadline. In early January 2025, DCD staff received all the ROPS from each Successor Agency for fiscal year (FY) 2025/26, including from the Successor Agency of the City of El Cerrito, to include for the Countywide Oversight Board meeting that was scheduled for January 27, 2025. However, DCD staff mistakenly omitted the City of El Cerrito’s ROPS for the Countywide Oversight Board to consider for approval and consequently the City of El Cerrito’s ROPS could not be submitted to the DOF by the February 1st deadline. The City of El Cerrito’s ROPS was eventually approved by the Countywide Oversight Board and submitted to the DOF, but it was more than ten days after the February 1st deadline. The late approval and submittal of more than ten days resulted in a 25 percent reduction penalty by the DOF (pursuant to Health and Safety Code 34177(o)(1)(B)), a reduction of $31,250, in El Cerrito’s amount for FY 2025/26 administration of its Successor Agency that it would have otherwise been entitled to if not for County staff’s omission of El Cerrito’s ROPS to the Countywide Oversight Board meeting that was held on January 27, 2025. Given that the 25 percent reduction was not a result of any action from the City of El Cerrito, DCD requests and recommends that the City of El Cerrito get reimbursed by the County the $31,250 that it would have been entitled to for its administrative costs associated with its overall FY 2025/26 administrative work of its Successor Agency. The funds to reimburse the City of El Cerrito would come from a DCD account that is dedicated to housing and housing administration activities. CONSEQUENCE OF NEGATIVE ACTION: A negative action to this recommendation would result in the City of El Cerrito not being fully funded for its administrative costs for its Successor Agency and possibly filing a claim against the County. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2584 Name: Status:Type:Consent Item Passed File created:In control:6/9/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:RATIFY the Conservation and Development Director's execution of a tolling agreement with New Cingular Wireless PCS, LLC (dba AT&T Mobility), to extend through July 18, 2025 the time to act on a land use permit for a wireless telecommunication facility at 5707 Highland Road in the unincorporated San Ramon area. (No fiscal impact) Attachments:1. Tolling Agreement Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:John Kopchik, Director, Conservation and Development Report Title:Tolling Agreement with AT&T Mobility ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: RATIFY the Conservation and Development Director's execution of a tolling agreement and tolling agreement amendment with New Cingular Wireless PCS, LLC (dba AT&T Mobility), to extend through July 18, 2025 the time to act on a land use permit for a wireless telecommunication facility at 5707 Highland Road in the unincorporated San Ramon area. FISCAL IMPACT: No fiscal impact. BACKGROUND: On December 26, 2025, AT&T Mobility filed an application with the County for a permit to amend a previously approved Land Use permit for a wireless telecommunication facility located at 5707 Highland Road, San Ramon, CA 94551 (County File CDLP24-02033) (the “Application”). AT&T contends that the proposed modification is a qualifying eligible facilities request under federal law. Federal Communications Commission rules require a local government to act on an eligible facilities request within 150 days. If a local government fails to act within the time period for review, an application may be deemed granted. However, the time period may be tolled by mutual agreement. The Department of Conservation and Development and AT&T Wireless have agreed that additional time is necessary to review and act on the Application. In a Tolling Agreement, dated June 6, 2025 (the “Tolling Agreement”), AT&T and the County agreed to extend the time to act on the Application through July 18, 2025. The Director of Conservation and Development executed the Tolling Agreement and Amendment to secure CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2584,Version:1 more time necessary for County review of the Application and requests ratification by the Board. CONSEQUENCE OF NEGATIVE ACTION: The Conservation and Development Director’s approval of the agreement and amendment would not be ratified. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ TOLLING AGREEMENT This Tolling Agreement (“Agreement”), dated as of June 6, 2025, is made and entered into by and between New Cingular Wireless PCS, LLC, a Delaware limited liability company, d/b/a AT&T Mobility (“AT&T”) and the County of Contra Costa (“County”). RECITALS A. On December 23, 2024, AT&T filed an application with the County for a permit to authorize AT&T to construct wireless telecommunications facilities in the public right-of-way located at 5707 Highland Road, San Ramon CA 94583 (County File CDLP24-02033) (the “Application”). The County has determined that the Application is complete. B. The Federal Telecommunications Act of 1996, 47 U.S.C. § 332(c)(7)(B)(ii), requires the County to take final action on AT&T’s application “within a reasonable period of time.” Federal Communications Commission rules and regulations prescribe that a time period of 150 days, accounting for valid tolling, is considered a reasonable period of time for the County to act on the applications. 47 C.F.R. § 1.6003(c)(iv). This shot clock may be tolled by the locality by issuing a valid written incomplete notice within 30 days after submittal. 47 C.F.R. § 1.6003(d)(2)(iii). The shot clock also may be extended by mutual agreement. 47 C.F.R. § 1.6003(d); Cal Gov. Code § 65964.1(a)(1). C. In order to allow the County to act on the Application in an orderly manner, without either party risking the loss of important rights, the parties wish to enter into a tolling agreement. NOW, THEREFORE, the parties agree as follows: 1. The parties agree that the time period within which the County Zoning Administrator may act on the Application, and within which the County Planning Commission may act on any appeal of the Application, under both California and federal law, shall be extended through July 18, 2025, and that no limitations period under California or federal law for any claim by AT&T of unreasonable or unlawful delay in processing the Application shall commence to run before July 18, 2025. 2. If the County Zoning Administrator has not acted on the Application, and if the County Planning Commission has not acted on any appeal of the County Zoning Administrator’s determinations, by July 18, 2025, this Agreement shall not be construed as an admission by the County that such failure to act is unreasonable or unlawful, nor shall it be construed to waive or otherwise impair the rights of AT&T with respect to any such claim. In addition, this Agreement shall not be construed to waive any claims by the County regarding the validity or applicability of the requirements and deadlines established in the Ruling. 3. This Agreement may be executed in counterparts and facsimile, each of which shall be deemed an original. The individuals whose signatures appear below on behalf of each Tolling Agreement Contra Costa County and AT&T Mobility County File CDLP22-02051 Page 2 party are authorized to execute this Agreement on behalf of the respective parties, and to bind them to the terms thereof. COUNTY OF CONTRA COSTA By: ________________________________ Printed name: _______________________ Title: ______________________________ NEW CINGULAR WIRELESS PCS, LLC d/b/a AT&T MOBILITY By: ________________________________ Printed name: _______________________ Title: ______________________________ Vani Mulle ssoc Dir AT&T _____________________________________ aaaamemmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmm:John Kopchik Director, Contra Costa County Department of Conservation and Development 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2431 Name: Status:Type:Consent Item Passed File created:In control:6/10/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the County Administrator, or designee, to execute a contract with Nielsen Merksamer for State Legislative Advocacy Services, with an initial term of three (3) years, with two (2) one-year options for extension, with a three-year payment limit of $587,640, as recommended by Legislation Committee. (100% General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Monica Nino, County Administrator Report Title:Contract for State Advocacy Services ☐Recommendation of the County Administrator ☒ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the County Administrator, or designee, to execute a contract with Nielsen Merksamer for State Legislative Advocacy Services, with an initial term of three (3) years, with two (2) one- year options for extension, with a three-year payment limit of $587,640. (100% General Fund) FISCAL IMPACT: The initial three-year contract term will include a payment limit of $587,640. (100% General Fund) BACKGROUND: The County currently contracts with Nielsen Merksamer to provide State advocacy services and related lobbying compliance services in Sacramento. The firm has served as the County’s State advocates since 2002. The current state advocacy contract currently expires on June 30, 2025. In compliance with the County’s purchasing policies, and in an ongoing effort to ensure competition for the best value for services, a Request for Qualifications was issued under the direction of the Legislation Committee in April 2025 in order to ensure continuous representation. The calendar of major events related to the RFQs is below: Event Date/Location Request Issued April 16, 2025 Written Questions Due by 12:00 p.m. (noon) on April 28, 2025 Response Due (initial)by 12:00 p.m. (noon) on May 6, 2025 Response Due (extended)by 12:00 p.m. (noon) on May 12, 2025 Interviews Week of May 19, 2025 via Zoom Legislation Committee Recommendation June 12, 2025 Board Award Date June 24, 2025 Contract Start Date July 1, 2025 CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 3 powered by Legistar™ File #:25-2431,Version:1 Event Date/Location Request Issued April 16, 2025 Written Questions Due by 12:00 p.m. (noon) on April 28, 2025 Response Due (initial)by 12:00 p.m. (noon) on May 6, 2025 Response Due (extended)by 12:00 p.m. (noon) on May 12, 2025 Interviews Week of May 19, 2025 via Zoom Legislation Committee Recommendation June 12, 2025 Board Award Date June 24, 2025 Contract Start Date July 1, 2025 On Monday, May 12, 2025 at noon, the requests for qualifications (RFQs) for state and federal Legislative Advocacy Services closed, following a one-week extension provided in an effort to receive additional responses. Two separate RFQs were posted to BidNet: one for State services, and one for Federal. The two RFQs were posted to BidNet on May 6 to four categories: • 91826 Communications: Public Relations Consulting • 91832 Consulting Services (Not Otherwise Classified) • 91858 Governmental Consulting • 91564 Media Clippings, Outtakes, Critiques, Summaries, Legislative Bill Tracking Services, etc. (Incl. State, Local, Out-of-State and International) In addition, a list of approximately 50 emails from state and federal lobbying firms that work with other urban California counties was uploaded into the system. Through these lists, 1,448 subscribers were notified and there were 28 document takers for the state opportunity. Responses Received A sealed bid process was used, which kept the contents of submissions confidential until unsealed following the final closure. At the original scheduled bid close time on May 6, only one submission was received for State advocacy services. Under the County’s purchasing policy, efforts are to be made to receive three formal bids. The deadline was extended by six (6) days to May 12 in an effort to receive additional bids. On May 6, a notification was issued to the two lists to alert interested parties of the extension. While additional document takers accessed the materials during the extension, it yielded no additional bids. On May 12, one bid was received for the State opportunity, from Nielsen Merksamer. The bid opportunity was closed at noon on May 12, and bids were unsealed later that afternoon. On May 13-14, staff reviewed materials to ensure that they were responsive, before coordinating interviews. Each firm invited to interview was provided with the same instructions by email. Interviews were 30 minutes each in length, conducted by Zoom. Each applicant was provided with approximately five minutes for an oral presentation to introduce their firm, team, services, and approach. Following the oral presentation, panelists asked follow-up questions. Visuals or slides were not required, however, sharing screen for slides or materials was permitted. Interviews and Evaluation Interviews were scheduled for Wednesday, May 21, in alignment with the published calendar of events. A panel of five evaluators served. Four evaluators were internal, representing Health Services, Employment and Human Services, Contra Costa Water Agency (Department of Conservation and Development), and Supervisor Burgis, the Chair of the Legislation Committee. An outside evaluator, who is the Legislative Director for another large CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 3 powered by Legistar™ File #:25-2431,Version:1 urban county, also served on the panel. Outcome and Panel Recommendation Each evaluator used a scoring matrix to evaluate each firm’s written proposal and interview on the same criteria: •Understanding of Program and Contra Costa County •Approach to service provision & strategy •Innovation & Special Resources •Relevant Experience/Expertise of Key Personnel •Oral Presentation & Interview Following evaluation of the written materials and independently scored interviews, a consensus-based approach was used to select the recommended proposals. The panel unanimously recommended Nielsen Merksamer to provide state advocacy services. A summary of the process, responses, and panel evaluation was provided to the Legislation Committee at their June 12, 2025 meeting. The Legislation Committee was asked to consider advancing a recommendation for award to the full Board of Supervisors. The Legislation Committee considered this matter at its June 12, 205 meeting, and recommended that the Board award the state advocacy contract to Nielsen Merksamer. The recommended contract will start July 1, 2025 to ensure continuous representation. The initial term is recommended to be three years, with two options for one-year extensions, providing a maximum term of five years. The three-year payment limit associated with the initial term is $587,640. The contract price includes related lobbying compliance reporting services. The contract is to be invoiced and paid on a monthly basis, at the following monthly rates: ·Year 1: $16,000/month ·Year 2: $16,320/month ·Year 3: $16,650/month Year 1 pricing constitutes an increase of 6.7% over the current rate. However, the current rate has not increased in more than five years, since the prior agreement was executed in January 2020. CONSEQUENCE OF NEGATIVE ACTION: The County’s current representation for state advocacy and lobbying reporting services will expire on June 30, 2025. Without taking action, the County’s representation will lapse, leaving the County without representation during a critical time in the State Legislative session. Additionally, the related representation and compliance services are necessary to ensure that the County and its staff comply with related state lobbying disclosure and reporting requirements. CONTRA COSTA COUNTY Printed on 8/26/2025Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2432 Name: Status:Type:Consent Item Passed File created:In control:6/10/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the County Administrator, or designee, to execute a contract with Thorn Run Partners for Federal Legislative Advocacy Services, with an initial term of three (3) years, with two (2) one-year options for extension, with a three-year payment limit of $330,000, as recommended by Legislation Committee. (100% General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Monica Nino, County Administrator Report Title:Contract for Federal Advocacy Services ☐Recommendation of the County Administrator ☒ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the County Administrator, or designee, to execute a contract with Nielsen Merksamer for Federal Legislative Advocacy Services, with an initial term of three (3) years, with two (2) one- year options for extension, with a three-year payment limit of $330,000, as recommended by the Legislation Committee. (100% General Fund) FISCAL IMPACT: The initial three-year contract term will include a payment limit of $330,000. (100% General Fund) BACKGROUND: The County currently contracts with Thorn Run Partners to perform Federal advocacy and governmental relations services in Washington, D.C. Thorn Run as a firm has served as the County’s federal advocate since 2022. However, Partner Paul Schlesinger has represented the County for approximately 24 years through his tenure at Thorn Run and his prior firm, Alcalde & Fay. The current Federal advocacy contract currently expires on June 30, 2025. In compliance with the County’s purchasing policies, and in an ongoing effort to ensure competition for the best value for services, a Request for Qualifications was issued under the direction of the Legislation Committee in April 2025 in order to ensure continuous representation. The calendar of major events related to the RFQs is below: Event Date/Location Request Issued April 16, 2025 Written Questions Due by 12:00 p.m. (noon) on April 28, 2025 Response Due (initial)by 12:00 p.m. (noon) on May 6, 2025 Response Due (extended)by 12:00 p.m. (noon) on May 12, 2025 Interviews Week of May 19, 2025 via Zoom Legislation Committee Recommendation June 12, 2025 Board Award Date June 24, 2025 Contract Start Date July 1, 2025 CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 3 powered by Legistar™ File #:25-2432,Version:1 Event Date/Location Request Issued April 16, 2025 Written Questions Due by 12:00 p.m. (noon) on April 28, 2025 Response Due (initial)by 12:00 p.m. (noon) on May 6, 2025 Response Due (extended)by 12:00 p.m. (noon) on May 12, 2025 Interviews Week of May 19, 2025 via Zoom Legislation Committee Recommendation June 12, 2025 Board Award Date June 24, 2025 Contract Start Date July 1, 2025 On Monday, May 12, 2025 at noon, the requests for qualifications (RFQs) for state and federal Legislative Advocacy Services closed, following a one-week extension provided in an effort to receive additional responses. Two separate RFQs were posted to BidNet: one for State services, and one for Federal. The two RFQs were posted to BidNet on May 6 to four categories: • 91826 Communications: Public Relations Consulting • 91832 Consulting Services (Not Otherwise Classified) • 91858 Governmental Consulting • 91564 Media Clippings, Outtakes, Critiques, Summaries, Legislative Bill Tracking Services, etc. (Incl. State, Local, Out-of-State and International) In addition, a list of approximately 50 emails from state and federal lobbying firms that work with other urban California counties was uploaded into the system. Through these lists, 1,455 individuals were notified about the Federal bidding opportunity, and there were 34 document takers. Responses Received At the original schedule bid close time on May 6, two submissions were received for the Federal opportunity. Under the County’s purchasing policy, efforts are to be made to receive three formal bids. The deadline was extended by six (6) days to May 12, and a notification was issued to the two lists to alert interested parties of the extension. A sealed bid process was used, which kept the contents of submissions confidential until unsealed following the final closure. While additional document takers accessed the materials during the extension, it yielded no additional bids. A total of two bids were received for the Federal opportunity, from BlueWater Strategies and Thorn Run Partners. The bids were unsealed on the afternoon of May 12. On May 13-14, staff reviewed materials to ensure that they were responsive, before coordinating interviews. Each interviewed firm was provided with the same instructions by email. Interviews were 30 minutes each in length, conducted by Zoom. Each applicant was provided with approximately five minutes for an oral presentation to introduce their firm, team, services, and approach. Following the oral presentation, panelists asked follow-up questions. Visuals or slides were not required, however, sharing screen for slides or materials was permitted. Interviews and Evaluation Interviews were scheduled for Wednesday, May 21, in alignment with the published calendar of events. A panel of five evaluators served. Four evaluators were internal, representing Health Services, Employment and Human CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 3 powered by Legistar™ File #:25-2432,Version:1 Services, Contra Costa Water Agency (Department of Conservation and Development), and Supervisor Burgis, the Chair of the Legislation Committee. An outside evaluator, who is the Legislative Director for another large urban county, also served on the panel. Outcome and Panel Recommendation Each evaluator used a scoring matrix to evaluate each firm’s written proposal and interview on the same criteria: •Understanding of Program and Contra Costa County •Approach to service provision & strategy •Innovation & Special Resources •Relevant Experience/Expertise of Key Personnel •Oral Presentation & Interview Following evaluation of the written materials and independently scored interviews, a consensus-based approach was used to select the recommended proposals. The panel unanimously recommended Thorn Run Partners to provide federal advocacy services. A summary of the process, responses, and panel evaluation was provided to the Legislation Committee at their June 12, 2025 meeting. The Legislation Committee was asked to consider advancing a recommendation for award to the full Board of Supervisors. The Legislation Committee considered this matter at its June 12, 225 meeting, and recommended that the Board award the federal advocacy contract to Thorn Run Partners. The recommended contract will start July 1, 2025 to ensure continuous representation. The initial term is recommended to be three years, with two options for one-year extensions, providing a maximum contract term of five years. The three-year payment limit associated with the initial contract term is $330,000. The contract is to be invoiced and paid on a monthly basis, at the following monthly rates: ·Years 1-2: $9,000/month ·Year 3: $9,500/month CONSEQUENCE OF NEGATIVE ACTION: The current federal advocacy contract expires June 30, 2025. Without awarding a new contract, the County will not have federal representation beginning July 1, 2025, during a critical time in the federal budgetary process and policymaking. CONTRA COSTA COUNTY Printed on 8/26/2025Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2433 Name: Status:Type:Consent Item Passed File created:In control:6/13/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the County Administrator, or designee, to execute a contract amendment Sletten Construction Company, a Montana Corporation to increase the payment limit of the preconstruction phase contract to $1,163,356 to allow for the production of building permit drawings and submittal for the West County Detention Facility Accessible Room Conversion (WARC) Project. (100% General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Monica Nino, County Administrator Report Title:Change Order for Building Permits for the West County Accessible Room Conversion Project ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: AUTHORIZE and APPROVE the County Administrator, or designee, to execute a contract amendment with Sletten Construction Company, a Montana Corporation, to increase the payment limit of the preconstruction phase contract by $573,356 to $1,163,356 to produce building permit drawings and submittals for the West County Detention Facility Accessible Room Conversion (WARC) Project. FISCAL IMPACT: The increased payment limit of $1,163,356 was previously allocated in the FY24-25 Capital Budget. BACKGROUND: The preconstruction phases of the WARC project initially did not include the production of the building permit drawings necessary to get the permits to construct the project. This work was going to be part of the construction phase contract. However, delays in executing the construction phase contract, most due to the need to negotiate the Guaranteed Maximum Price of the construction phase, could have caused delays to the overall project timeline. In order to minimize the potential for project delays the County moved the production of the building permit drawings to the preconstruction phase. CONSEQUENCE OF NEGATIVE ACTION: Not approving the contract amendment will delay the overall project schedule and result in additional project costs due to escalation of construction material costs. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2433,Version:1 CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2434 Name: Status:Type:Consent Item Passed File created:In control:6/17/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:RECEIVE Civil Grand Jury Report No. 2508, titled “Contra Costa County Hiring Challenges,” and REFER the report to the County Administrator and Human Resources Director for response. (No fiscal impact) Attachments:1. Grand Jury Report 2508 - Contra Costa County Hiring Challenges Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Monica Nino, County Administrator Report Title:RECEIVE Civil Grand Jury Report No. 2508, titled “Contra Costa County Hiring Challenges,” and REFER the report to the County Administrator and Human Resources Director for response. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: RECEIVE Civil Grand Jury Report No. 2508, titled “Contra Costa County Hiring Challenges,” and REFER the report to the County Administrator and Human Resources Director for response. FISCAL IMPACT: There is no fiscal impact for this action. BACKGROUND: On June 3, 2025, the 2024-2025 Contra Costa County Civil Grand Jury filed the above refenced report. Per standard procedures, this action alerts the Board of Supervisors that the report has been received and directs the appropriate staff to review the report, provide the Board of Supervisors with an appropriate response, and forward the Board’s approved response to the Superior Court no later than September 7, 2025 (90 days from the June 9, 2025, date of actual receipt of the report). CONSEQUENCE OF NEGATIVE ACTION: There is no immediate consequence. However, California Penal Code 933 requires the Board of Supervisors to comment on the findings and recommendations of the attached report within 90 days of its receipt. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2434,Version:1 CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2435 Name: Status:Type:Consent Item Passed File created:In control:6/16/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the County Counsel, or designee, to execute a legal services contract with the law firm of the Renne Public Law Group, effective June 24, 2025, in connection with employment and wage and hour litigation. (100% General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Thomas L. Geiger, County Counsel Report Title:Approval of Contract for Specialized Professional Legal Services ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the County Counsel, or designee, to execute, on behalf of Contra Costa County and agencies governed by the Board of Supervisors, a contract for specialized professional legal serves with the Renne Public Law Group, LLP. FISCAL IMPACT: The funding for this contract will be charged to the General Fund. BACKGROUND: From time to time, the County requires specialized expertise in the areas of the Fair Labor Standards Act (FLSA) and wage and hour litigation. The Renne Public Law Group, LLP (RPLG) has specialists in these areas and can provide the legal services needed in an efficient and cost-effective manner. RPLG has extensive expertise and experience representing cities, counties, and special districts in FLSA and wage and hour litigation, and the County can expect expert and prompt advice and representation in these areas. This contract will supersede all previous agreements between the parties in these areas. CONSEQUENCE OF NEGATIVE ACTION: Potential delay in advice in FLSA and wage and hour litigation. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2435,Version:1 cc: Cynthia Schwerin, Assistant County Counsel; Haj Nahal, Auditor-Controller’s Office; Laura Strobel, County Administrator’s Office; Ann Elliott, Human Resources Department CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2436 Name: Status:Type:Consent Item Passed File created:In control:5/28/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent or designee to execute, on behalf of the District Attorney, a purchase order and related license agreement with Baressays.com LLC in an amount not to exceed $1,575 for the usage of a legal study tool for the period June 1, 2025 through May 31, 2026. (100% General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Diana Becton, District Attorney Report Title:Purchase Order and Related Terms of Use Agreement with Baressays.com LLC. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent or designee to execute, on behalf of the District Attorney, a purchase order and related terms of use agreement with Baressays.com LLC in an amount not to exceed $1,575 for the usage of a legal study tool for the period June 1, 2025 through May 31, 2026. FISCAL IMPACT: Approval of this action will result in expenditures of up to $1,575 which has been included in the Department’s FY25-26 Budget. BACKGROUND: The District Attorney’s Office provides users with access to a legal study tool from Baressays.com LLC. The platform assists users in improving their legal writings through example-based learning. The Terms of Use Agreement includes limitation of liability and indemnification under which the County agrees to to hold Baressays.com harmless from any claims arising out of the performance under this agreement. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2436,Version:1 CONSEQUENCE OF NEGATIVE ACTION: Without executing the purchase order and the related terms of use agreement with Bareessays.com LLC, the District Attorney’s Office cannot provide users with access to essential legal study resources. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2437 Name: Status:Type:Consent Item Passed File created:In control:6/10/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the District Attorney, or designee, to apply for and accept the Workers’ Rights Enforcement Grant from the California Department of Industrial Relations in an amount up to $700,000 to fund a Wage Theft Prevention Unit for the period August 1, 2025 through July 31, 2026. (100% State, no County match) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Diana Becton, District Attorney Report Title:FY2025-26 Workers’ Rights Enforcement Grant Application ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the District Attorney, or designee, to apply for and accept the Workers’ Rights Enforcement Grant from the California Department of Industrial Relations (DIR) Labor Commissioner’s Office (LCO) in an amount not to exceed $700,000 to fund a Wage Theft Prevention Unit for the period August 1, 2025 through July 31, 2026. FISCAL IMPACT: If approved, the County will receive up to $700,000 for Fiscal Year 2025-2026 from the State. No County match is required. BACKGROUND: In July 2023, per AB102, the State of California appropriated $18 million to the DIR to implement a Workers’ Rights Enforcement Grant Program. The LCO administers this grant. This program will provide grant funding in FY 2025-2026 to eligible public prosecutors throughout the state. The Contra Costa District Attorney’s Office is applying for grant funding in FY25-26 to continue to support a Wage Theft Prevention Unit to assist workers in combatting wage theft, to investigate and prosecute labor trafficking, and to prevent unfair competition. Grant funded activities may include evidence gathering, investigations, coordination with community organizations and law enforcement entities, criminal and/or civil prosecutions, resolutions, appeals, and settlements. CONSEQUENCE OF NEGATIVE ACTION: CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2437,Version:1 The District Attorney will be unable to apply for or receive the FY25-26 Workers’ Rights Enforcement Grant funding to assist in addressing the wage theft and labor trafficking issues in the county. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2025- 219 Name: Status:Type:Consent Resolution Passed File created:In control:6/12/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:ADOPT Resolution No. 2025-219 to approve and authorize the Employment and Human Services Director, or designee, to execute a revenue amendment with the State of California Department of Community Services and Development to increase funding by $1,257,070 for a new payment limit not to exceed $5,399,608 for the Low Income Home Energy Assistance Program with no change to the term through June 30, 2026. (100% Federal) Attachments: Action ByDate Action ResultVer.Tally BOARD OF SUPERVISORS6/24/2025 1 To: Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:CSB - Contract 39-806-61 State of California Department of Community Services and Development, Low Income Home Energy Assistance Program Amendment ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT a resolution to approve and authorize the Employment and Human Services Director, or designee, to execute a revenue amendment with the State of California Department of Community Services and Development to increase funding by $1,257,070 for a new payment limit not to exceed $5,399,608 for the Low Income Home Energy Assistance Program with no change to the term November 1, 2024 through June 30, 2026. FISCAL IMPACT: 100% Federal (Community Services and Development), all of which is budgeted in FY 24-25. No County match is required. CFDA/AL# 93.568; State Agreement 25B-3005; Amendment Number 1. BACKGROUND: On January 14, 2025, the Board approved item C.38 authorizing a revenue agreement with the State of California Department of Community Services and Development (CSD) for the term November 1, 2023 to June 30, 2025. This action is to approve the increase of funds by $1,257,070 for a new total payment of $5,399,608 for the 2025 Low Income Home Energy Assistance Program (LIHEAP) for Program Year 2025-2026. This amendment also corrects an error in Section 10.5.3.3, Category C., in the 2025 LIHEAP Contract, changing the CONTRA COSTA COUNTY Printed on 6/26/2025Page 1 of 3 powered by Legistar™ File #:RES 2025-219,Version:1 expenditure period report date from January 31, 2026 to February 28, 2026. The County routinely receives funding from CSD wherein Contra Costa County provides energy bill assistance payments and/or Weatherization services to residents who are income eligible through the LIHEAP and the Energy Crisis Intervention Program (ECIP). The priority for services is to those households with the lowest income and highest energy burden. LIHEAP priority is to serve households with the following vulnerable populations: young children (ages 5 years or under), disabled, and elderly persons (ages 60 years or older). LIHEAP is operated by the EHSD, Community Services Bureau. CHILDREN’S IMPACT STATEMENT: This Agreement supports the fourth community outcome of the Children’s Report Card: (4) "Families that are Safe, Stable and Nurturing." CONSEQUENCE OF NEGATIVE ACTION: Should the proposed action not be approved by the Board of Supervisors, the County will not be able to receive funding to support the LHEAP initiative in Contra Costa County. THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board CONTRA COSTA COUNTY Printed on 6/26/2025Page 2 of 3 powered by Legistar™ File #:RES 2025-219,Version:1 IN THE MATTER OF State of California Department of Community Services and Development, Low Income Home Energy Assistance Program Revenue Agreement 25B-3005 Amendment. WHEREAS, on January 14, 2025, the Board approved item C.38 to execute a revenue agreement with the State of California Department of Community Services and Development (CSD) for the term November 1, 2024 to June 30, 2026, and WHEREAS, this action is to approve the increase of funds by $1,257,070 for a new total payment of $5,399,608 for the 2025 Low Income Home Energy Assistance Program (LIHEAP) for Program Year 2025- 2026, and WHEREAS, this amendment also corrects an error in Section 10.5.3.3, Category C., in the 2025 LIHEAP Contract, changing the expenditure period report date from January 31, 2026 to February 28, 2026. WHEREAS, the County routinely receives funding from CSD wherein Contra Costa County provides energy bill assistance payments and/or Weatherization services to residents who are income eligible through the LIHEAP and the Energy Crisis Intervention Program (ECIP), and WHEREAS, the priority for services is to those households with the lowest income and highest energy burden. LIHEAP priority is to serve households with the following vulnerable populations: young children (ages 5 years or under), disabled, and elderly persons (ages 60 years or older). NOW, THEREFORE, BE IT RESOLVED that the Contra Costa County Board of Supervisors approve and authorize the Employment and Human Services Director, or designee, to execute a revenue amendment with the State of California Department of Community Services and Development to increase funding by $1,257,070 for a new total payment limit of $5,399,608 for the Low Income Home Energy Assistance Program with no change to the term November 1, 2024 through June 30, 2026. CONTRA COSTA COUNTY Printed on 6/26/2025Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2530 Name: Status:Type:Consent Item Passed File created:In control:4/23/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Employment and Human Services Director, a Blanket Purchase Order and related agreement with CARFAX, Inc. in an amount not to exceed $3,000 for the purchase of vehicle report histories for the KEYS Auto Loan Program participants for the period March 1, 2025, through February 28, 2027. (100% Federal) Attachments: Action ByDate Action ResultVer.Tally BOARD OF SUPERVISORS6/24/2025 1 To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:20-660-0 Blanket Purchase Order with CARFAX, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Employment and Human Services Director, a Blanket Purchase Order and related agreement with CARFAX, Inc. in an amount not to exceed $3,000 for the purchase of vehicle report histories for the KEYS Auto Loan Program participants for the period March 1, 2025, through February 28, 2027. FISCAL IMPACT: 100% Federal funding, $1,000 is budgeted for FY 24-25, $1,000 is budgeted for FY 25-26, and $1,000 will be budgeted for FY 26-27. BACKGROUND: CARFAX, Inc. is the preferred vendor for the Employment and Human Services Department Workforce Services KEYS Auto Loan Program (KEYS). KEYS is the Employment and Human Services Department’s (EHSD) low-interest auto loan program intended to provide auto loans to help employed CalWORKs participants in Contra Costa County purchase a vehicle. KEYS has a required component that any vehicle financed through the program must have a title and history report accessed before it is funded for a loan. Approval of this staff report will allow for ongoing vehicle title and history report access for clients. This Blanket Purchase Order requires the County to agree consisting of Terms of Use and Vehicle History CONTRA COSTA COUNTY Printed on 6/26/2025Page 1 of 2 powered by Legistar™ File #:25-2530,Version:1 Report (VHS) Terms and Conditions. These conditions include a limitation of CARFAX’s liability and a provision requiring the County to defend, indemnify and hold harmless CARFAX and their affiliates and employees from and against claims, liabilities and fees. The agreement also includes a binding arbitration clause. The pricing application sets forth a minimum of $50 per month, at $18.99 per vehicle history report. CONSEQUENCE OF NEGATIVE ACTION: Should the proposed action not be approved by the Board of Supervisors, The Employment and Human Services Department Workforce Services KEYS Auto Loan Program will not be in compliance with all mandates, therefore families will remain at risk and encounter unsafe environments and lack of transportation options. CHILDREN’S IMPACT STATEMENT: This Purchase Order supports one of Contra Costa County’s community outcomes of the Children’s Report Card: (5) "Communities that are Safe and Provide a High Quality of Life for Children and Families.” CONTRA COSTA COUNTY Printed on 6/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2531 Name: Status:Type:Consent Item Passed File created:In control:4/30/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of Employment and Human Services Director, a purchase order with Quadient, Inc., in an amount not to exceed $4,000 to renew a mail opener machine maintenance agreement for the term January 1, 2025 through December 31, 2027. (54% Federal, 38% State, 8% County General Fund) Attachments: Action ByDate Action ResultVer.Tally BOARD OF SUPERVISORS6/24/2025 1 To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:ADMIN - Contract 20-680-0 Quadient Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, on behalf of Employment and Human Services Director, to execute a purchase order with Quadient, Inc., in an amount not to exceed $4,000 to renew a mail opener machine maintenance agreement for the term January 1, 2025 through December 31, 2027. FISCAL IMPACT: $4,000: 54% Federal, 38% State, 8% County General Fund, of which $1,350 is budgeted in FY 24-25, $1,274 is budgeted in FY 25-26, and $1,376 will be budgeted in FY 26-27. BACKGROUND: The Employment and Human Services Department (EHSD) seeks to renew the maintenance agreement for one (1) County owned Quadient Mail Opener Machine, located at EHSD site of 2600 Stanwell Drive, Suite 101, Concord, California. Blanket Purchase Order #026530 for the previous maintenance agreement expired on December 31, 2024. This action will authorize the purchase order and is to renew the maintenance agreement (“Agreement”) with terms and conditions through December 31, 2027. This purchase order includes terms and conditions that include a limitation of liability providing that Quadient will not be liable to EHSD for any incidental, special or consequential damages arising out of the Agreement. The Agreement also relates to Contra Costa County’s Participating Amendment to Mailing Equipment, Supplies, and Maintenance with Quadient dated February 6, 2025. CONTRA COSTA COUNTY Printed on 6/26/2025Page 1 of 2 powered by Legistar™ File #:25-2531,Version:1 CHILDREN'S IMPACT STATEMENT: The equipment maintenance provided under this purchase order supports one of the five community outcomes established in the Children’s Report Card: (5) "Communities that are Safe and Provide a High Quality of Life for Children and Families” by providing EHSD staff workable equipment that allows mail to be processed timely. CONSEQUENCE OF NEGATIVE ACTION: The County will be unable to continue equipment maintenance for the mail opener machine and may be unable to process large volumes of mail in a timely manner. CONTRA COSTA COUNTY Printed on 6/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2532 Name: Status:Type:Consent Item Passed File created:In control:5/1/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a revenue agreement with Mount Diablo Unified School District in an amount not to exceed $12,651, for the provision of food services to the Crossroads High School childcare program for the period July 1, 2025 through December 31, 2025. (100% Mount Diablo Unified School District Funds) Attachments: Action ByDate Action ResultVer.Tally BOARD OF SUPERVISORS6/24/2025 1 To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:CSB - Contract 39-584-13 Mount Diablo Unified School District Food Services Agreement ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a revenue agreement with Mount Diablo Unified School District in an amount not to exceed $12,651, for the provision of food services to the Crossroads High School childcare program for the term July 1, 2025, through December 31, 2025. FISCAL IMPACT: 100% Other (Mount Diablo Unified School District), all of which is budgeted for FY 25-26. BACKGROUND: This staff report seeks to approve a revenue agreement with Mount Diablo Unified School District (MDUSD) by accepting the County’s allocation of $12,650.40 to provide food services to the MDUSD Crossroads High School childcare program for the term July 1, 2025, through December 31, 2025. To further support the childcare service partnership with MDUSD and to ensure the success of food and nutrition goals within these programs, the County provides daily meals at selected childcare sites to program eligible children co-enrolled in Early Head Start and the Contractor’s education programs. On November 5, 2024, the Board of Supervisors approved item C. 36, which authorized a revenue agreement with MDUSD to accept funds in the amount of $27,108 for a term of August 1, 2024, through June 30, 2025. This agreement includes mutual indemnification to hold harmless both parties for any claims arising out of the CONTRA COSTA COUNTY Printed on 6/26/2025Page 1 of 2 powered by Legistar™ File #:25-2532,Version:1 performance under this agreement. MDUSD agrees to reimburse the County up to the limits of the Child and Adult Care Food Program (CACFP), for all food service expenses related to the agreement. The program may provide meals at the rate of $2.78 per breakfast and $4.75 per lunch. CHILDREN'S IMPACT STATEMENT: This agreement supports three of Contra Costa County’s community outcomes of the Children’s Report Card”, (1) "Children Ready for and Succeeding in School"; (3) "Families that are Economically Self-Sufficient"; and (4) "Families that are Safe, Stable and Nurturing.” CONSEQUENCE OF NEGATIVE ACTION: Should the proposed action not be approved by the Board of Supervisors, the County will be unable to provide food services to its childcare partner. CONTRA COSTA COUNTY Printed on 6/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2533 Name: Status:Type:Consent Item Passed File created:In control:5/13/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract amendment with Trio Community Meals, LLC, to increase the payment limit by $286,377 to a new payment limit not to exceed $3,418,444 for additional meal services to seniors with no change to the term through June 30, 2025. (100% Federal) Attachments: Action ByDate Action ResultVer.Tally BOARD OF SUPERVISORS6/24/2025 1 To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:40-530-3 Trio Community Meals, LLC Amendment #2 ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract amendment with Trio Community Meals, LLC, to increase the payment limit by $286,377 to a new payment limit of $3,418,444 for additional meal services to seniors with no change to the term through June 30, 2025. FISCAL IMPACT: 100% Federal (Older Americans Act), all of which is budgeted in FY 24-25. BACKGROUND: Trio Community Meals produces meals that are provided to older adults who are participants in the Employment and Human Services Aging & Adult Services home delivered and congregate meals programs. On July 23, 2024, the Board approved Consent Item C.31 authorizing a contract with Trio Community Meals, LLC, in an amount not to exceed $3,132,067 for the Older Americans Act Title IIIC Senior Nutrition Program for the period July 1, 2024 to June 30, 2025. This amendment reflects the increase of One Time Only (OTO) funding and the addition of Older Americans Act funding in the amount of $286,376.92 with a new payment limit of $3,418,443.92 and no change to the term July 1, 2024 through June 30, 2025. CONTRA COSTA COUNTY Printed on 6/26/2025Page 1 of 2 powered by Legistar™ File #:25-2533,Version:1 CONSEQUENCE OF NEGATIVE ACTION: Should the proposed action not be approved by the Board of Supervisors, this Contractor will not be able to utilize the additional funding for the purpose of providing Senior Nutrition services for older adults in Contra Costa County. CHILDREN’S IMPACT STATEMENT: This contract supports one of Contra Costa County’s community outcomes of the Children’s Report Card: (4) "Families that are Safe, Stable and Nurturing." CONTRA COSTA COUNTY Printed on 6/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2534 Name: Status:Type:Consent Item Passed File created:In control:5/19/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract amendment with Delta Personnel Services, Inc., dba Guardian Security Agency, to increase the payment limit by $713,650, to a new payment limit not to exceed $1,625,000 for security guard services and extend the term through June 30, 2026. (54% Federal, 38% State, 8% County General Fund) Attachments: Action ByDate Action ResultVer.Tally BOARD OF SUPERVISORS6/24/2025 1 To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:Approve Contract Amendment #19-523-21 (Admin) with Delta Personnel Services, Inc. dba Guardian Security Agency ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract amendment with Delta Personnel Services, Inc., dba Guardian Security Agency, to increase the payment limit by $713,650, to a new payment limit of $1,625,000 for security guard services and extend the term end date from June 30, 2025 to June 30, 2026. FISCAL IMPACT: 54% Federal, 38% State, 8% County General Fund all of which is budgeted in FY 25-26. BACKGROUND: On June 25, 2024 (C.68) the Board approved a contract with Delta Personnel Services, Inc. dba Guardian Security Agency for the provision of security personnel services at EHSD locations. This amendment is to increase the payment limit by $713,650 and extend the contract for one (1) year, during which the department will complete a solicitation of services process in accordance with procurement procedures defined in Administrative Bulletin 600.3. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, County building sites, property, and staff will not have security and safety mechanisms in place. CHILDREN'S IMPACT STATEMENT: CONTRA COSTA COUNTY Printed on 6/26/2025Page 1 of 2 powered by Legistar™ File #:25-2534,Version:1 This contract supports two of the five Contra Costa County’s community outcomes: (4) Families that are Safe, Stable, and Nurturing; and (5) Communities that are Safe and Provide High Quality of Life for children and Families. CONTRA COSTA COUNTY Printed on 6/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2535 Name: Status:Type:Consent Item Passed File created:In control:5/20/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract amendment with California State University, Fresno Foundation, a nonprofit corporation, to amend the billing structure to provide additional Grievance Hearing Officer Services for Children and Family Services, with no change in the payment limit not to exceed $994,240 or term ending June 30, 2027. (56% Federal, 38% State, 6% County) Attachments: Action ByDate Action ResultVer.Tally BOARD OF SUPERVISORS6/24/2025 1 To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:Click or tap here to enter text.Contract # 19-826-7 (CFS) Amendment with California State University, Fresno Foundation ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract amendment with California State University, Fresno Foundation, a Non-Profit Corporation, to amend the billing structure to provide additional Grievance Hearing Officer Services for Children and Family Services with no change in the payment limit of $994,240 or term ending June 30, 2027. FISCAL IMPACT: There is no fiscal impact. BACKGROUND: In July 2024, the Employment and Human Services Department (EHSD) renewed a contract #19-826-6 with the California State University (CSU), Fresno Foundation to provide Foster Care Title IV-E staff training, Consultant Facilitator Services to support the Families First Prevention Services Act (FFPSA) Program as well as California Department of Social Services (CDSS) mandated Grievance Hearing Officer services. As of May 1, 2008, CDSS requires all California Counties to provide for Child Abuse Central Index (CACI) grievance hearings in Child Welfare services in response to a settlement decision reached in the Gomez v. Saenz lawsuit. EHSD Children and Family Services (CFS) contracts with CSU Fresno to provide a qualified, eligible, CONTRA COSTA COUNTY Printed on 6/26/2025Page 1 of 3 powered by Legistar™ File #:25-2535,Version:1 child welfare knowledgeable, pool of grievance officers to conduct and preside over review hearings. There are specific requirements for eligible grievance officers. In addition, part of the grievance hearing obligation requires the availability of additional grievance officers, including in situations where a grievance officer needs to withdraw (e.g., due to conflict of interest), or is unavailable to hear the grievance and prepare the proposed decision. The hearings vary in length. The availability of eligible grievance officers to preside over Contra Costa County CACI grievance hearings has declined in recent years. Through this amendment, EHSD is agreeing to modify the payment provisions to increase the availability of additional qualified candidates to serve as grievance hearing officers. The changes include modifying the existing daily rate of $1100 per hearing day (with an additional $300 per additional hearing day) to an hourly rate not to exceed $175 per hour. The hourly rate will be based on the designated officer’s experience and qualifications. In exchange for the mutually-agreed upon change in the billing structure and other amendments to clarify how the services are performed, EHSD anticipates improved and more efficient billing, which will link services to the hours needed for a hearing. Further, this amendment will result in an enhanced quality in overall service provided by CSU Fresno as the agency will be able to reach additional qualified and interested grievance hearing officer candidates. Having additional qualified candidates will better serve EHSD and its clients, particularly with respect to the ability to provide back-up grievance hearing officers where required. This amendment will enable the contracted services to better align with industry standards, and ensure that a qualified pool of grievance hearing officers are available to conduct and preside over Contra Costa County CFS CACI hearings in accordance with the State mandates. The Board of Supervisors approved prior agreements with CSU Fresno on June 25, 2024 (C.62), June 22, 2021 (C.102) and June 13, 2023 (C.129). CONSEQUENCE OF NEGATIVE ACTION: The County will experience a lack of resources to provide State mandated Grievance Hearing Officer services and not be in compliance with Child Welfare program mandates and initiatives. CHILDREN’S IMPACE STATEMENT: This contract supports all five of the community outcomes established in the Children's Report Card: 1) "Children Ready for and Succeeding in School"; 2) "Children and Youth Healthy and Preparing for Productive Adulthood"; 3) "Families that are Economically Self Sufficient"; 4) "Families that are Safe, Stable and Nurturing"; and 5) "Communities that are Safe and Provide a High Quality of Life for Children and Families" by providing training to CFS staff and supportive services to support these outcomes. CONTRA COSTA COUNTY Printed on 6/26/2025Page 2 of 3 powered by Legistar™ File #:25-2535,Version:1 CONTRA COSTA COUNTY Printed on 6/26/2025Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2536 Name: Status:Type:Consent Item Passed File created:In control:5/20/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a revenue amendment, including any amendments or extensions thereof, pursuant to the Regional Equity and Recovery Partnership guidelines, with the California Workforce Development Board and the Labor and Workforce Development Agency, to extend the term through December 31, 2026 with no change to the funding amount. (100% State) Attachments: Action ByDate Action ResultVer.Tally BOARD OF SUPERVISORS6/24/2025 1 To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:Revenue Agreement #29-497-1 (WDB) M87984-7120 No-Cost Extension of Regional Equity and Recovery Partnership ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute an amendment to a revenue agreement, including any amendments or extensions thereof, pursuant to the Regional Equity and Recovery Partnership guidelines, with the California Workforce Development Board and Labor and Workforce Development Agency with no change to the budget amount, to extend the term from October 31, 2025 to December 31, 2026. FISCAL IMPACT: No Fiscal Impact. BACKGROUND: On February 28, 2023, (C.65) the Board approved the funding application and accepted funds for revenue agreement (Contract #M87984-7120) under the Regional Equity and Recovery Partnership (RERP) initiative collaborative effort between the California Workforce Development Board (CWDB), Labor & Workforce Development Agency (LWDA), and other state partners. An extension was approved by the Board on August 8, 2023 (C.17), which extended the term to October 31, 2025. The agreement supports regional economic recovery, equity, and workforce development through systems alignment, capacity building, and inclusive economic growth strategies. CONTRA COSTA COUNTY Printed on 6/26/2025Page 1 of 2 powered by Legistar™ File #:25-2536,Version:1 The Workforce Development Board (WDB) is seeking approval for a no-cost extension of the existing agreement, extending the term through December 31, 2026, with no changes to the total allocation or scope of work. This extension will allow continued alignment with regional and state workforce development goals and uninterrupted services under the RERP initiative. Approval of this action will maintain the revenue agreement funding in the amount of $1,300,000 for regional planning and equity-focused workforce development activities supported under the Regional Equity and Recovery Partnership initiative. CONSEQUENCE OF NEGATIVE ACTION: Should the proposed action not be approved by the Board of Supervisors, the County will not be able to execute the no-cost extension, which could result in early termination of workforce system coordination activities and hinder the ability to comply with State RERP requirements and meet regional workforce development objectives. CHILDREN’S IMPACT STATEMENT: This agreement supports all five of Contra Costa County’s community outcomes of the Children’s Report Card: (1) "Children Ready for and Succeeding in School"; (2) "Children and Youth Healthy and Preparing for Productive Adulthood"; (3) "Families that are Economically Self-Sufficient"; (4) "Families that are Safe, Stable and Nurturing"; and (5) "Communities that are Safe and Provide a High Quality of Life for Children and Families." CONTRA COSTA COUNTY Printed on 6/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2537 Name: Status:Type:Consent Item Passed File created:In control:5/23/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with CocoKids, Inc., a non-profit corporation, in an amount not to exceed $1,001,441 to provide Emergency Child Care Bridge Program Services for Foster Children for the period July 1, 2025 through June 30, 2026. (85% State, 15% Federal) Attachments: Action ByDate Action ResultVer.Tally BOARD OF SUPERVISORS6/24/2025 1 To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:Contract 20-170-15 (CFS) CocoKids, Inc., Contract Renewal ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with CocoKids, Inc., a non-profit corporation, in an amount not to exceed $1,001,441, to provide Emergency Child Care Bridge Program Services for Foster Children for the period July 1, 2025 through June 30, 2026. FISCAL IMPACT: Funded by 85% State Capped Allocation and 15% Federal Title IV-E, all of which is budgeted in FY 25-26. BACKGROUND: Access to childcare for potential eligible families seeking to take in a foster child continues to be one of the top barriers to placing young foster children with families. The Emergency Child Care Bridge Program for Foster Children (Bridge Program) was enacted through Senate Bill 89, (Chapter 24, Statutes of 2017) and implemented in January 2018 to reduce childcare barriers for children and parenting youth in the foster care system, their caregiver families, and non-minor dependent parents. On April 24, 2023, the California Department of Social Services (CDSS) issued Child Care Bulletin (CCB) No. 23-10 announcing the FY 2023-2025 Bridge Program Opt-In Notification. Contra Costa County Employment and Human Services Department (EHSD) Children and Family Services (CFS) Bureau opted in at the approval of the Board of Supervisors on May 23, 2023 (C.30). CDSS has submitted a CCB notification to Counties CONTRA COSTA COUNTY Printed on 6/26/2025Page 1 of 2 powered by Legistar™ File #:25-2537,Version:1 advising that effective July 1, 2025, Counties can Opt In for an indefinite period of time until such time the County chooses to opt-out. EHSD will choose to continue to Opt-In for the Bridge Program and seek Board of Supervisors approval to do so once the forms are available. As a result, and to ensure there is not a lapse in subsidized Bridge Program childcare services for Contra Costa County resource families and foster youth, this Contract will renew the prior approved contracts for a term of July 1, 2025 to June 30, 2026 to provide Bridge Program Services. The Contractor is the designated Child Care Resource and Referral Agency that provides Bridge Program services in Contra Costa County which includes a twelve-month payment (or voucher) for childcare, childcare navigator assistance, as well as trauma-informed care training and coaching to childcare providers who care for children in foster care. The contract terms and budget were negotiated with Contractor to allow the Contractor and County to continue to provide Bridge Program services delivering critical emergency childcare services to foster youth and their eligible families through June 30, 2026. The Board of Supervisors approved recent prior contracts and amendments for Bridge Program services with CocoKids, Inc. on May 14, 2024 (C.47) for FY 24/25; June 27, 2023 (C.73) for FY 22/24 (amendment); January 10, 2023 (C.50) for FY 22/24 (amendment) and May 24, 2022, (C.41) for FY 22/24. CONSEQUENCE OF NEGATIVE ACTION: The County may face an increased number of foster youth unable to be placed with eligible families due to lack of access to subsidized childcare and corresponding State/Federal funding will be lost. CHILDREN’S IMPACT STATEMENT: This contract supports all five of the community outcomes established in the Children's Report Card: 1) "Children Ready for and Succeeding in School"; 2) "Children and Youth Healthy and Preparing for Productive Adulthood"; 3) "Families that are Economically Self Sufficient"; 4) "Families that are Safe, Stable and Nurturing"; and 5) "Communities that are Safe and Provide a High Quality of Life for Children and Families" by supporting families that provide safe housing and supports for youth in foster care. CONTRA COSTA COUNTY Printed on 6/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2538 Name: Status:Type:Consent Item Passed File created:In control:5/23/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Rubicon Programs Incorporated in an amount not to exceed $1,934,200 to operate and manage Contra Costa County’s America’s Job Center of California locations and provide Adult and Dislocated Worker Career Services under the Workforce Innovation and Opportunity Act to County residents, for the period July 1, 2025 through June 30, 2026. (72% Federal, 28% State) Attachments: Action ByDate Action ResultVer.Tally BOARD OF SUPERVISORS6/24/2025 1 To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:Contract 18-471-3 (WDB) Rubicon Programs Incorporated - WIOA’s America’s Job Center of California & Adult/Dislocated Workers Career Services ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Rubicon Programs Incorporated in an amount not to exceed $1,934,200 to operate and manage Contra Costa County’s America’s Job Center of California (AJCC) locations and provide Adult and Dislocated Worker (A/DW) Career Services under the Workforce Innovation and Opportunity Act (WIOA) to County residents, for the period July 1, 2025 through June 30, 2026. FISCAL IMPACT: Funded with 72% Federal WIOA revenues, and 28% State revenues, including Displaced Oil and Gas Worker Fund (DOGWF) and Marine Trades and Water Transportation (MTWT) revenues, all of which is budgeted in FY 2025-26. BACKGROUND: Rubicon Programs Incorporated was selected via Request for Proposals (RFP) #1180 for the provision of WIOA through the AJCC and the A/DW Career Services. On September 15, 2021, the Workforce Development Board (WDB) Executive Committee approved the development and release of an RFP to procure AJCC operations and management and delivery of A/DW Career Services under WIOA. Since 2000, the WDB has provided these services under the administrative entity of Contra Costa County Employment and CONTRA COSTA COUNTY Printed on 6/26/2025Page 1 of 2 powered by Legistar™ File #:25-2538,Version:1 Human Services Department. The initial contracts for these services with the contractor were authorized by the Board of Supervisors on June 21, 2022 (C.80), renewed on April 24, 2023 (C.31) and again on June 25, 2024 (C.92). The vendor was selected per procurement requirements outlined in Administrative Bulletin 600.3. CONSEQUENCE OF NEGATIVE ACTION: The County will be hampered in providing adequate career services to adult and dislocated workers. CHILDREN'S IMPACT STATEMENT: The services provided under this contract support three of the five of Contra Costa County’s community outcomes: (3) "Families that are Economically Self-Sufficient"; (4) "Families that are Safe, Stable and Nurturing"; and (5) "Communities that are Safe and Provide a High Quality of Life for Children and Families” by providing career support services for families of adult and dislocated workers. CONTRA COSTA COUNTY Printed on 6/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2539 Name: Status:Type:Consent Item Passed File created:In control:5/28/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with STAND! For Families Free of Violence, in an amount not to exceed $132,744 to provide shelter and crisis line services for victims of intimate partner violence and their children for the period July 1, 2025 through June 30, 2026. (100% County General Fund) Attachments: Action ByDate Action ResultVer.Tally BOARD OF SUPERVISORS6/24/2025 1 To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:ALLIANCE - Contract #20-370-4 STAND! For Families Free of Violence ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Employment and Human Services Director, or designee,to execute a contract with STAND! For Families Free of Violence, in an amount not to exceed $132,744 to provide shelter and crisis line services for victims of intimate partner violence and their children for the period July 1, 2025 through June 30, 2026. FISCAL IMPACT: $132,744: 100% County General Fund, all of which is budged in FY 25-26. BACKGROUND: This action is to approve a contract renewal for the continued provision of case management and shelter services to victims of domestic violence in Contra Costa County. On September 24, 2024, the Board approved item C.50 to execute a contract with STAND! For Families Free of Violence to address the social needs of the County's population by providing a crisis call center and an emergency shelter facility to women and children in domestic violence crisis situations. Contractor provides support and assistance in response to referrals from a law enforcement agency or hospital emergency room including danger assessments, safety planning, and domestic violence education. Contractor is a domestic violence shelter-based agency providing services to domestic violence victims and their children in compliance with the requirements of the California Welfare and Institutions Code section 18294. Approval by the Board of CONTRA COSTA COUNTY Printed on 6/26/2025Page 1 of 2 powered by Legistar™ File #:25-2539,Version:1 Supervisors is appropriate under welfare and Institutions Code section 18294. CHILDREN'S IMPACT STATEMENT: This contract supports two of Contra Costa County’s community outcomes of the Children’s Report Card”; "Families that are Safe, Stable and Nurturing"; and "Communities that are Safe and Provide a High Quality of Life for Children and Families.” CONSEQUENCE OF NEGATIVE ACTION: The County will be unable to provide valuable emergency shelter, support, counseling, or educational services to the victims of intimate partner violence and their children and be out of compliance with the Domestic Violence Shelter-Based Programs Act, Welfare and Institutions Code (WIC) section 18290, et seq. CONTRA COSTA COUNTY Printed on 6/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2540 Name: Status:Type:Consent Item Passed File created:In control:5/28/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract amendment with Northwoods Consulting Partners, Inc., to increase the payment limit by $549,991 to a new payment limit not to exceed $10,915,909 for continued access to Compass Pilot/OnBase Application Support software, and to extend the term through June 30, 2027. (54% Federal, 38% State, 8% General County Fund) Attachments: Action ByDate Action ResultVer.Tally BOARD OF SUPERVISORS6/24/2025 1 To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:Agreement Amendment # 19-794-16 Northwoods Consulting Partners, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract amendment with Northwoods Consulting Partners, Inc., to increase the payment limit by $549,991 to a new payment limit not to exceed $10,915,909 for the purchase of Compass Pilot/OnBase Application Support software, and to extend the term through June 30, 2027. FISCAL IMPACT: $549,991: 54% Federal; 38% State; 8% County General Fund of which $282,496 is budgeted in FY 25/26 and $267,495 will be budgeted in FY 26/27. BACKGROUND: The Employment and Human Services Department (EHSD) entered into an agreement with Northwoods Consulting Partners, Inc. on December 4, 2012 (C. 82) to convert to and implement a document management system, Compass Pilot. The document management system provides functionality and a database for on-line storage, retrieval, and transfer of critical documents required to determine and verify eligibility to all public assistance programs administered by EHSD, and to meet State mandated case management requirements. Previous board approved action items include the following: June 22, 2021 (C.150); June 7, 2022 (C.88); April 24, 2023 (C.88) and August 13, 2024 (C.32). Continued funding of the agreement for the period of July 1, 2025 through June 30, 2027 is necessary for continued access to the system to perform critical and daily tasks to receive basic software support for business continuity. In addition, the agreement provides for funding of system changes and technical consultation CONTRA COSTA COUNTY Printed on 6/26/2025Page 1 of 2 powered by Legistar™ File #:25-2540,Version:1 services for which Compass Pilot document images, data, and functionality are key components. The Northwoods system is needed to provide continued document management functionality for EHSD. CONSEQUENCE OF NEGATIVE ACTION: Failure to amend and extend this agreement for continued systems access and support for critical functional areas will disrupt continuity of operations. CHILDREN'S IMPACT STATEMENT: This agreement supports all five of Contra Costa County’s community outcomes: (1) "Children Ready for and Succeeding in School"; (2) "Children and Youth Healthy and Preparing for Productive Adulthood"; (3) "Families that are Economically Self-Sufficient"; (4) "Families that are Safe, Stable and Nurturing"; and (5) "Communities that are Safe and Provide a High Quality of Life for Children and Families”. CONTRA COSTA COUNTY Printed on 6/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2541 Name: Status:Type:Consent Item Passed File created:In control:5/29/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Employment and Human Services Director, a purchase order and related agreement with General Datatech, Limited Partnership in an amount not to exceed $14,966 for the purchase of Omnissa Licenses, for the period June 15, 2025 through June 30, 2028. (54% Federal, 38% State, 8% County General Fund) Attachments: Action ByDate Action ResultVer.Tally BOARD OF SUPERVISORS6/24/2025 1 To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:Approve #20-692-0 (Admin) Purchase Order with General Datatech, LP for Omnissa Horizon software licenses ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Employment and Human Services Director, a purchase order and related agreement with General Datatech, Limited Partnership in an amount not to exceed $14,966 for the purchase of Omnissa Licenses, for the period June 15, 2025 through June 30, 2028. FISCAL IMPACT: $14,965.64: 54% Federal, 38% State, 8% County General Fund all of which is budgeted in FY 24/25. BACKGROUND: The Employment and Human Services Department (EHSD) seeks to purchase Omnissa Horizon software licenses to access privileged-access workstations to complete administrative duties. This purchase enables EHSD to provide an environment to allow the building of virtual workstations and connection to EHSD network storage devices. This purchase order includes a service agreement that includes modified indemnification language and allows the vendor sole control of the defense and settlement of the infringement claim. This vendor was selected per procurement requirements outlined in Administrative Bulletin 600.3. CONSEQUENCE OF NEGATIVE ACTION: The County will be limited in quickly, securely and efficiently managing our virtual server implementation in the department. CONTRA COSTA COUNTY Printed on 6/26/2025Page 1 of 2 powered by Legistar™ File #:25-2541,Version:1 CHILDREN'S IMPACT STATEMENT: This purchase order supports all five of the community outcomes established in the Children's Report Card: (1) "Children Ready for and Succeeding in School"; (2) "Children and Youth Healthy and Preparing for Productive Adulthood";(3) "Families that are Economically Self-Sufficient"; (4) "Families that are Safe, Stable and Nurturing"; and (5) "Communities that are Safe and Provide a High Quality of Life for Children and Families,” by supporting staff working directly with families and children. CONTRA COSTA COUNTY Printed on 6/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2542 Name: Status:Type:Consent Item Passed File created:In control:6/11/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Wayfinder Family Services, in an amount not to exceed $972,400 to provide family finding, engagement and resource family pre-approval supportive services for the period July 1, 2025 through June 30, 2026. (87% State, 13% Federal) Attachments: Action ByDate Action ResultVer.Tally BOARD OF SUPERVISORS6/24/2025 1 To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:CFS - Contract #20-500-2 Wayfinder Family Services ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Wayfinder Family Services, in an amount not to exceed $972,400 to provide family finding, engagement and resource family pre-approval supportive services for the period July 1, 2025 through June 30, 2026. FISCAL IMPACT: $972,400, 87% State, 13% Federal funds, all of which is budgeted in FY 25-26. BACKGROUND: On August 1, 2023, the Board approved item C.50 authorizing a contract with Wayfinder Family Services for a term of July 1, 2023 to June 30, 2024. On June, 25, 2024, the Board approved item C.77 authorizing a contract with Wayfinder Family Services for a term of July 1, 2024 to June 30, 2025. This contract will renew the prior approved contract for a term of July 1, 2025 to June 30, 2026 to provide family finding, engagement and resource family pre-approval supportive services for foster youth. The Employment and Human Services Department (EHSD), Children and Family Services (CFS) Bureau selected Wayfinder (Contractor) from the competitive procurement Request for Proposal (RFP) #1197 in May 2023. CONTRA COSTA COUNTY Printed on 6/26/2025Page 1 of 2 powered by Legistar™ File #:25-2542,Version:1 The purpose of family findings and engagement and resource family pre-approval supportive services is to provide permanency focused outreach, engagement, family finding, resource family pre-approval assessments and associated activities to secure supports, lifelong connections and ideally permanent placement for foster youth. CHILDREN'S IMPACT STATEMENT: This contract supports all of Contra Costa County’s community outcomes of the Children’s Report Card”, (1) "Children Ready for and Succeeding in School"; (2) "Children and Youth Healthy and Preparing for Productive Adulthood"; (3) "Families that are Economically Self-Sufficient"; (4) "Families that are Safe, Stable and Nurturing"; and (5) "Communities that are Safe and Provide a High Quality of Life for Children and Families”. CONSEQUENCE OF NEGATIVE ACTION: The County will not provide Contra Costa County foster youth with supportive services to identify, approve and transition into appropriate stable permanent placements. CONTRA COSTA COUNTY Printed on 6/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2543 Name: Status:Type:Consent Item Passed File created:In control:6/11/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Employment and Human Services Director, a purchase order with General Datatech, L.P., for the purchase of Rubrik, Inc.’s backup appliances and support subject to Rubrik, Inc.’s End User License Agreement, in an amount not to exceed $549,315 for the period June 2, 2025 through August 31, 2028. (54% Federal, 38% State, 8% County) Attachments: Action ByDate Action ResultVer.Tally BOARD OF SUPERVISORS6/24/2025 1 To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:Contract # 20-702-0 (Admin IT) Purchase Order with Rubrik Renewal with General Datatech, L.P. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Employment and Human Services Director, a purchase order with General Datatech, L.P., for the purchase of Rubrik, Inc’s backup appliances and support subject to Rubrik, Inc.’s End User License Agreement, in an amount not to exceed $549,315 for the period June 2, 2025 through August 31, 2028. FISCAL IMPACT: $549,315;54%Federal,38%State,8%County;$183,141 (33.34%)is budgeted in FY 25/26,$183,087 (33.33%) will be budgeted in FY 26/27, and $183,087 (33.33%) will be budgeted in FY 27/28. BACKGROUND: The Employment and Human Services Department (EHSD), seeks to renew the license and maintenance agreement for its backup storage appliance for EHSD’s Disaster Recovery server environment to backup EHSD’s servers. EHSD adopted the DoIT standard for performance, reliability, and cost effectiveness. This purchase order includes three (3) years of maintenance and support. Rubrik, Inc.’s End User License Agreement includes an indemnification provision from the County to Rubrik for damages related to any claim related to the negligence or willful misconduct of the County, as well as a limitation of liability that capping liability at the amount of fees paid in the twelve (12) months prior to the claim arising. This vendor was selected per CONTRA COSTA COUNTY Printed on 6/26/2025Page 1 of 2 powered by Legistar™ File #:25-2543,Version:1 procurement requirements outlined in Administrative Bulletin 600.3. CONSEQUENCE OF NEGATIVE ACTION: The County will be at risk of not meeting standards for performance, reliability, and cost effectiveness. CHILDREN'S IMPACT STATEMENT: This purchase order supports all five of the community outcomes established in the Children's Report Card:(1) "Children Ready for and Succeeding in School";(2)"Children and Youth Healthy and Preparing for Productive Adulthood";(3)"Families that are Economically Self-Sufficient";(4)"Families that are Safe,Stable and Nurturing";and (5)"Communities that are Safe and Provide a High Quality of Life for Children and Families,” by supporting staff working directly with families and children. CONTRA COSTA COUNTY Printed on 6/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2544 Name: Status:Type:Consent Item Passed File created:In control:6/11/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Child Abuse Prevention Council of Contra Costa County, in an amount not to exceed $1,687,105 to provide child abuse prevention services for the period July 1, 2025 through June 30, 2026. (69% State, 26% County, 5% Federal) Attachments: Action ByDate Action ResultVer.Tally BOARD OF SUPERVISORS6/24/2025 1 To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:CFS - Contract # 20-512-50 Child Abuse Prevention Council of Contra Costa County ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Child Abuse Prevention Council of Contra Costa County, in an amount not to exceed $1,687,105 to provide child abuse prevention services for the period July 1, 2025 through June 30, 2026. FISCAL IMPACT: $1,687,105; 69% State, 26% County, 5% Federal, all of which is budgeted in FY 25-26. BACKGROUND: On May 23, 2023 (C.32) the Board approved a contract renewal with Child Abuse Prevention Council of Contra Costa County in an amount not to exceed $1,450,000 to provide child abuse prevention services for the period July l, 2023 through June 30, 2024. On June 25, 2024 (C.73) the Board approved a contract renewal with Child Abuse Prevention Council of Contra Costa County in an amount not to exceed $1,533,732 to provide child abuse prevention services for the period July l, 2024 through June 30, 2025. The FY 24-25 contract was expanded and included services funded by federal Family First Prevention Service (FFPS) funds. These services include educational services and assistance to families through the provision of concrete supports. This contract for FY 25-26 continues to include the educational services and assistance to families through the provision of concrete supports funded by FFPS funds. CONTRA COSTA COUNTY Printed on 6/26/2025Page 1 of 2 powered by Legistar™ File #:25-2544,Version:1 CHILDREN'S IMPACT STATEMENT: This Contract supports all of Contra Costa County’s community outcomes of the “Children’s Report Card”, (1) "Children Ready for and Succeeding in School"; (2) "Children and Youth Healthy and Preparing for Productive Adulthood"; (3) "Families that are Economically Self-Sufficient"; (4) "Families that are Safe, Stable and Nurturing"; and (5) "Communities that are Safe and Provide a High Quality of Life for Children and Families”. CONSEQUENCE OF NEGATIVE ACTION: County will not provide valuable services to prevent child abuse. CONTRA COSTA COUNTY Printed on 6/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2545 Name: Status:Type:Consent Item Passed File created:In control:6/10/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Growth Sector Company in an amount not to exceed $3,969,500 to scale and operate the Civil Engineering Degree Apprenticeship Pathway model developed by Growth Sector in partnership with a network of employers and local community colleges and universities, for the period February 1, 2025 through September 30, 2029. (100% Federal) Attachments: Action ByDate Action ResultVer.Tally BOARD OF SUPERVISORS6/24/2025 1 To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:18-496-0 Growth Sector Company ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Growth Sector Company in an amount not to exceed $3,969,500 to scale and operate the Civil Engineering Degree Apprenticeship Pathway model developed by Growth Sector in partnership with a network of employers and local community colleges and universities for the period February 1, 2025 through September 30, 2029. FISCAL IMPACT: $3,969,500, 100% Federal; of which $476,340 (12%) was budgeted for in FY 24-25, $793,900 (20%) is budgeted for in FY 25-26, $754,205 (19%) will be budgeted for in FY 26-27, $833,595 (21%) will be budgeted for in FY 27-28, $873,290 (22%) will be budgeted for in FY 28-29, and $238,170 (6%) will be budgeted for in FY 29-30. BACKGROUND: The purpose of the Department of Labor (DOL) Building Pathways to Infrastructure Jobs (BPIJ) Grant Program is to fund public-private partnerships to develop, strengthen, and scale promising and evidence-based training models in H-1B industries and occupations critical to meeting the goals of the Bipartisan Infrastructure Law (BIL) and to maximize the impact of these investments. Contra Costa County will need a skilled and capable workforce to fill the good-paying jobs. The Civil CONTRA COSTA COUNTY Printed on 6/26/2025Page 1 of 2 powered by Legistar™ File #:25-2545,Version:1 engineering Degree Apprenticeship Pathway (CEDAP) was designed by Growth Sector Company and is focused on broadening and expanding the civil and transportation engineering workforce by transitioning entry- level community college students to infrastructure careers that provide family-sustaining wages. CONSEQUENCE OF NEGATIVE ACTION: Should the proposed action not be approved by the Board of Supervisors, the terms of the BPIJ Grant Award will not be fulfilled, and students will not have access to the Civil Engineering Degree Apprenticeship Pathway. CHILDREN'S IMPACT STATEMENT: The services provided under this contract support three of the five of Contra Costa County’s community outcomes: (3) "Families that are Economically Self-Sufficient"; (4) "Families that are Safe, Stable and Nurturing"; and (5) "Communities that are Safe and Provide a High Quality of Life for Children and Families.” CONTRA COSTA COUNTY Printed on 6/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2546 Name: Status:Type:Consent Item Passed File created:In control:5/9/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute rental agreements with Pleasant Hill Recreation & Park District, in an amount not to exceed $20,000 to provide hosted space for various professional development and training events for Employment and Human Services programs attended by both the public and Employment and Human Services staff from June 1, 2025 through June 30, 2027. (50% Federal, 50% State) Attachments: Action ByDate Action ResultVer.Tally BOARD OF SUPERVISORS6/24/2025 1 To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:38-089-0 Contract with Pleasant Hill Recreation & Park District ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute rental agreements with Pleasant Hill Recreation & Park District, in an amount not to exceed $20,000 to provide hosted space for various professional development and training events for Employment and Human Services programs attended by both the public and Employment and Human Services staff from June 1, 2025 through June 30, 2027. FISCAL IMPACT: 50% Federal, 50% State, of which 20% was budgeted in FY 2024-25, 40% is budgeted in FY 2025-26 and 40% will be budgeted in FY 2026-27. BACKGROUND: This staff report is to request the Board of Supervisors to approve the use of the Pleasant Hill Recreation & Park District’s Community Center from June 1, 2025, through June 30, 2027. The Pleasant Hill Community Center will be used for the Employment and Human Services Department’s (EHSD), facilitate meetings, host events and training sessions to accommodate the public and staff members associated with EHSD programs. The use of other county facilities (50 Douglas) is exclusively for county employees and are not open to public activities. These events will provide professional development and education training. The Pleasant Hill Community Center will only be utilized when it is impractical to host the events at an EHSD facility. CONTRA COSTA COUNTY Printed on 6/26/2025Page 1 of 2 powered by Legistar™ File #:25-2546,Version:1 The Pleasant Hill Recreation & Park District rental agreement contains an indemnification provision that requires the County to indemnify, defend, and hold harmless Pleasant Hill Recreation & Park District from any and all losses, costs, expenses, claims, liabilities, actions, or damages, including liability for injuries to any person or persons or damage to property arising at any time out of or in any way related to County use or occupancy of the Pleasant Hill Community Center, unless solely caused by the gross negligence or willful misconduct of Pleasant Hill Recreation & Park District’s officers, employees, or agents. CONSEQUENCE OF NEGATIVE ACTION: If not approved, EHSD will lack the space to provide various professional development and training events for Employment and Human Services programs attended by both the public and EHSD staff. CHILDREN'S IMPACT STATEMENT: This contract supports all of the community outcomes established in the Children's Report Card: (1) "Children Ready for and Succeeding in School"; (2) "Children and Youth Healthy and Preparing for Productive Adulthood"; (3) "Families that are Economically Self Sufficient"; (4) "Families that are Safe, Stable and Nurturing"; and (5) "Communities that are Safe and Provide a High Quality of Life for Children and Families," by assisting individuals with training and employment services to encourage self-sufficiency. CONTRA COSTA COUNTY Printed on 6/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2547 Name: Status:Type:Consent Item Passed File created:In control:5/1/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:AUTHORIZE the Chair of the Board of Supervisors to sign, and APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to sign and submit to the California Department of Community Services and Development, the County’s 2026-2027 Community Action Plan to ameliorate poverty and increase self-sufficiency for impacted Contra Costa County residents. Attachments:1. CSBG Community Action Plan - FINAL 6-16-2025 Action ByDate Action ResultVer.Tally BOARD OF SUPERVISORS6/24/2025 1 To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:Community Action Plan ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: AUTHORIZE the Chair of the Board of Supervisors to sign, and APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to sign and submit, to the California Department of Community Services and Development, the County’s 2026-2027 Community Action Plan to ameliorate poverty and increase self-sufficiency for impacted Contra Costa County residents. FISCAL IMPACT: There is no fiscal impact. The State of California will prepare and distribute a Community Services Block Grant (CSBG) contract for Conta Costa County once the State receives notice of its 2026 allocation. BACKGROUND: The Community Action Plan (CAP) guides the Community Services Block Grant (CSBG) program operated by the Community Services Bureau (CSB) of the Employment and Human Services Department (EHSD). The CAP is developed based on a Community Needs Assessment (CNA) process provided by the California Department of Community Services and Development (CSD). The CAP is a two-year plan that shows how agencies will deliver CSBG services to support activities that increase the capacity of low-income families and individuals to become self-sufficient. The CNA is a process used to determine unmet needs of low-income individuals, families, and communities. The CNA informs CSBG-eligible entities how to utilize CSBG funds to meet the needs of low-income persons in their service areas in accordance with the assurances in the CSBG Act. CONTRA COSTA COUNTY Printed on 6/26/2025Page 1 of 2 powered by Legistar™ File #:25-2547,Version:1 Public Law 105-285 (the CSBG Act) and the California Government Code require that CSD secure a CAP, including a CNA from each agency. Section 676(b)(11) of the CSBG Act directs that receipt of a CAP is a condition to receive funding. Section 12747(a) of the California Government Code requires the CAP to assess poverty-related needs, available resources, feasible goals, and strategies that yield program priorities consistent with standards of effectiveness established for the program. Although CSD may prescribe statewide priorities or strategies that shall be considered and addressed at the local level, each agency is authorized to set its own program priorities in conformance to its determination of local needs. Approval of the CAP by the Board of Supervisors allows the document to move forward for approval by CSD. Once approved, CSD will generate a CSBG contract with the County for designated CSBG funds, which is based on the County poverty data. The CSBG contract will provide continuing funds for CSBG self-sufficiency programs and emergency services for eligible county individuals and families. Funding will be determined by the State upon its receipt of notice of the federal CSBG allocation for California in 2026. CONSEQUENCE OF NEGATIVE ACTION: If not approved, the County will not have the basis to receive CSBG funding in the 2026 program year. CHILDREN’S IMPACT STATEMENT: The services provided under this contract support all five of Contra Costa County's community outcomes: (1)"Children Ready for and Succeeding in School"; (2) "Children and Youth Healthy and Preparing for Productive Adulthood"; (3) "Families that are Economically Self-Sufficient"; (4) "Families that are Safe, Stable and Nurturing"; and (5) "Communities that are Safe and Provide a High Quality of Life for Children and Families". CONTRA COSTA COUNTY Printed on 6/26/2025Page 2 of 2 powered by Legistar™ Contra Costa County Employment and Human Services Department Community Services Bureau Community Services Block Grant 2026-2027 Community Action Plan The Department of Community Services and Development (CSD) has developed the 2026/2027 Community Needs Assessment (CNA) and Community Action Plan (CAP) template for the Community Services Block Grant (CSBG) Service Providers network. This template is on pages 2-42, with the portions completed by the county on pages 7, 9, and 11-35. The document also contains required appendices on pages 43-176, which are created by the county. The CAP supported by the CNA is a two-year plan that shows how agencies will deliver CSBG services. CSBG funds are designed to be flexible by their nature. They must be used to support activities that increase the capacity of low-income families and individuals to become self-sufficient. 1 2026/2027 Community Needs Assessment and Community Action Plan Human Services Department Community Service Bureau Template Revised - 02/13/2025 Christina Castle-Barber, 6/10/25 2 Contents Introduction ........................................................................................................................................................... 3 Purpose ............................................................................................................................................................. 3 Federal CSBG Programmatic Assurances and Certification ............................................................................... 3 State Assurances and Certification .................................................................................................................... 3 Compliance with CSBG Organizational Standards ............................................................................................. 4 What’s New for 2026/2027? ............................................................................................................................... 4 Checklist ................................................................................................................................................................ 5 Cover Page ........................................................................................................................................................... 6 Public Hearing(s) ................................................................................................................................................... 7 Part I: Community Needs Assessment Summary .................................................................................................. 9 Narrative .......................................................................................................................................................... 11 Results ............................................................................................................................................................. 14 Part II: Community Action Plan ............................................................................................................................ 16 Vision and Mission Statements ........................................................................................................................ 16 Causes and Conditions of Poverty ................................................................................................................... 17 Tripartite Board of Directors ............................................................................................................................. 23 Service Delivery System .................................................................................................................................. 24 Linkages and Funding Coordination ................................................................................................................. 25 Monitoring ........................................................................................................................................................ 32 ROMA Application ............................................................................................................................................ 33 Federal CSBG Programmatic Assurances ....................................................................................................... 35 State Assurances ............................................................................................................................................. 38 Organizational Standards ................................................................................................................................. 39 Part III: Appendices ............................................................................................................................................. 41 3 Introduction The Department of Community Services and Development (CSD) has developed the 2026/2027 Community Needs Assessment (CNA) and Community Action Plan (CAP) template for the Community Services Block Grant (CSBG) Service Providers network. CSD requests agencies submit a completed CAP, including a CNA, to CSD on or before June 30, 2025. Changes from the previous template are detailed below in the “What’s New for 2026/2027?” section. Provide all narrative responses in 12-point Arial font with 1.15 spacing. A completed CAP template should not exceed 65 pages, excluding the appendices. Purpose Public Law 105-285 (the CSBG Act) and the California Government Code require that CSD secure a CAP, including a CNA from each agency. Section 676(b)(11) of the CSBG Act directs that receipt of a CAP is a condition to receive funding. Section 12747(a) of the California Government Code requires the CAP to assess poverty-related needs, available resources, feasible goals, and strategies that yield program priorities consistent with standards of effectiveness established for the program. Although CSD may prescribe statewide priorities or strategies that shall be considered and addressed at the local level, each agency is authorized to set its own program priorities in conformance to its determination of local needs. The CAP supported by the CNA is a two-year plan that shows how agencies will deliver CSBG services. CSBG funds are by their nature designed to be flexible. They shall be used to support activities that increase the capacity of low-income families and individuals to become self-sufficient. Federal CSBG Programmatic Assurances and Certification The Federal CSBG Programmatic Assurances are found in Section 676(b) of the CSBG Act. These assurances are an integral part of the information included in the CSBG State Plan. A list of the assurances that are applicable to CSBG agencies has been provided in the Federal Programmatic Assurances section of this template. CSBG agencies should review these assurances and confirm that they are in compliance. Signature of the board chair and executive director on the Cover Page certify compliance with the Federal CSBG Programmatic Assurances. State Assurances and Certification As required by the CSBG Act, states are required to submit a State Plan as a condition to receive funding. Information provided in agencies’ CAPs will be included in the CSBG State Plan. Alongside Organizational Standards, the state will be reporting on State Accountability Measures in order to ensure accountability and program performance improvement. A list of the applicable State Assurances is provided in this template. CSBG agencies should review these assurances and confirm that they are in compliance. Signature of the board chair and executive director on the Cover Page certify compliance with the State Assurances. 4 Compliance with CSBG Organizational Standards As described in the Office of Community Services (OCS) Information Memorandum (IM) #138 dated January 26, 2015, CSBG agencies will comply with the Organizational Standards. A list of Organizational Standards that are met by an accepted CAP, including a CNA, are found in the Organizational Standards section of this template. Agencies are encouraged to utilize this list as a resource when reporting on the Organizational Standards annually. What’s New for 2026/2027? Due Date. The due date for your agency’s 2026/2027 CAP is June 30, 2025. However, earlier submission of the CSBG Network’s CAPs will allow CSD more time to review and incorporate agency information in the CSBG State Plan and Application. CSD, therefore, requests that agencies submit their CAPs on or before May 31, 2025. ROMA Certification Requirement. CSD requires that agencies have the capacity to provide their own ROMA, or comparable system, certification for your agency’s 2026/2027 CAP. Certification can be provided by agency staff who have the required training or in partnership with a consultant or another agency. Federal CSBG Programmatic and State Assurances Certification. In previous templates, the federal and state assurances were certified by signature on the Cover Page and by checking the box(es) in both federal and state assurances sections. In the 2026/2027 template, CSD has clarified the language above the signature block on the Cover Page and done away with the check boxes. Board chairs and executive directors will certify compliance with the assurances by signature only. However, the Federal CSBG Programmatic Assurances and the State Assurances language remain part of the 2026/2027 template. Other Modifications. The title page of the template has been modified to include your agency’s name and logo. Please use this space to brand your agency’s CAP accordingly. CSD has also added references to the phases of the ROMA Cycle i.e. assessment, planning, implementation, achievement of results, and evaluation throughout the 2026/2027 template. Additionally, there are a few new questions, minor changes to old questions, and a reordering of some questions. 5 Checklist ☒ Cover Page ☒ Public Hearing Report Part I: Community Needs Assessment Summary ☒ Narrative ☒ Results Part II: Community Action Plan ☒ Vision and Mission Statements ☒ Causes and Conditions of Poverty ☒ Tripartite Board of Directors ☒ Service Delivery System ☒ Linkages and Funding Coordination ☒ Monitoring ☒ ROMA Application ☒ Federal CSBG Programmatic Assurances ☒ State Assurances ☒ Organizational Standards Part III: Appendices ☒ Notice of Public Hearing ☒ Low-Income Testimony and Agency’s Response ☒ Community Needs Assessment 6 Public Hearing(s) California Government Code Section 12747(b)-(d) State Statute Requirements As required by California Government Code Section 12747(b)-(d), agencies are required to conduct a public hearing for the purpose of reviewing the draft CAP. Testimony presented by low-income individuals and families during the public hearing shall be identified in the final CAP. Guidelines Notice of Public Hearing 1. Notice of the public hearing should be published at least 10 calendar days prior to the public hearing. 2. The notice may be published on the agency’s website, social media channels, and/or in newspaper(s) of local distribution. 3. The notice should include information about the draft CAP; where members of the community may review, or how they may receive a copy of, the draft CAP; the dates of the comment period; where written comments may be sent; date, time, and location of the public hearing; and the agency contact information. 4. The comment period should be open for at least 10 calendar days prior to the public hearing. Agencies may opt to extend the comment period for a selected number of days after the hearing. 5. The draft CAP should be made available for public review and inspection approximately 30 days prior to the public hearing. The draft CAP may be posted on the agency’s website, social media channels, and distributed electronically or in paper format. 6. Attach a copy of the Notice(s) of Public Hearing in Part III: Appendices as Appendix A. Public Hearing 1. Agencies must conduct at least one public hearing on the draft CAP. 2. Public hearing(s) must be held in the designated CSBG service area(s). 3. Low-income testimony presented at the hearing or received during the comment period should be memorialized verbatim in the Low-Income Testimony and Agency’s Response document and appended to the final CAP as Appendix B in Part III: Appendices. 4. The Low-Income Testimony and Agency’s Response document should include the name of low-income individual, his/her testimony, an indication of whether or not the need was addressed in the draft CAP, and the agency’s response to the testimony if the concern was not addressed in the draft CAP. 8 Additional Guidance For the purposes of fulfilling the public hearing requirement on the draft CAP, agencies may conduct the public hearing in-person, remotely, or using a hybrid model based on community need at the time of the hearing. Public Hearing Report Date(s) the Notice(s) of Public Hearing(s) was/were published 5/9/2025 Date Public Comment Period opened 5/9/2025 Date Public Comment Period closed 5/28/2025 Date(s) of Public Hearing(s) 5/28/2025 Location(s) of Public Hearing(s) ZOOM Where was the Notice of Public Hearing published? (agency website, newspaper, social media channels) Agency Website; social media; email blast Number of attendees at the Public Hearing(s) 24 9 Part I: Community Needs Assessment Summary CSBG Act Section 676(b)(11) California Government Code Section 12747(a) Helpful Resources A community needs assessment provides a comprehensive “picture” of the needs in your service area(s). Resources are available to guide agencies through this process. • CSD-lead training – “Community Needs Assessment: Common Pitfalls and Best Practices” on Tuesday, September 10, 2024, at 1:00 pm. Registration is required. The training will be recorded and posted on the Local Agencies Portal after the event. • Examples of CNAs, timelines, and other resources are on the Local Agencies Portal. • Community Action Guide to Comprehensive Community Needs Assessments published by the National Association for State Community Service Programs (NASCSP). • Community Needs Assessment Tool designed by the National Community Action Partnership (NCAP). • National and state quantitative data sets. See links below. Sample Data Sets U.S. Census Bureau Poverty Data U.S. Bureau of Labor Statistics Economic Data U.S. Department of Housing and Urban Development Housing Data & Report HUD Exchange PIT and HIC Data Since 2007 National Low-Income Housing Coalition Housing Needs by State National Center for Education Statistics IPEDS California Department of Education School Data via DataQuest California Employment Development Department UI Data by County California Department of Public Health Various Data Sets California Department of Finance Demographics California Attorney General Open Justice California Health and Human Services Data Portal CSD Census Tableau Data by County Population Reference Bureau KidsData Data USA National Public Data National Equity Atlas Racial and Economic Data Census Reporter Census Data 10 Sample Data Sets Urban Institute SNAP Benefit Gap Race Counts California Racial Disparity Data Rent Data Fair Market Rent by ZIP UC Davis Center for Poverty & Inequality Poverty Statistics University of Washington Center for Women’s Welfare California Self-Sufficiency Standard University of Wisconsin Robert Wood Johnson Foundation County Health Rankings Massachusetts Institute of Technology Living Wage Calculator Nonprofit Leadership Center Volunteer Time Calculator Economic Policy Institute Family Budget Calculator 11 Narrative CSBG Act Section 676(b)(9) Organizational Standards 2.2, 3.3 ROMA – Assessment Based on your agency’s most recent CNA, please respond to the questions below. 1. Describe the geographic location(s) that your agency is funded to serve with CSBG. If applicable, include a description of the various pockets, high-need areas, or neighborhoods of poverty that are being served by your agency. Community Service Bureau (CSB) is funded by the Community Services Block Grant to serve the entire county of Contra Costa. The greatest need, as represented by housing cost burden, unemployment rates, and lack of well-paying jobs, is in East County (Bay Point, Pittsburg, and Antioch), followed by West County (Rodeo, San Pablo, North Richmond and Richmond), and then Central County (Concord). South Contra Costa County presents the area of least need, with only small pockets of poverty existing in the City of San Ramon. 2. Indicate from which sources your agency collected and analyzed quantitative data for its most recent CNA. (Check all that apply.) (Organizational Standard 3.3) Federal Government/National Data Sets ☒Census Bureau ☒Bureau of Labor Statistics ☒Department of Housing & Urban Development ☒Department of Health & Human Services ☒National Low-Income Housing Coalition ☒National Equity Atlas ☒National Center for Education Statistics ☒Academic data resources ☒Other online data resources ☒Other Local Data Sets ☒Local crime statistics ☒High school graduation rate ☒School district school readiness ☒Local employers ☒Local labor market ☒Childcare providers ☒Public benefits usage ☒County Public Health Department ☒Other 12 California State Data Sets ☒Employment Development Department ☒Department of Education ☒Department of Public Health ☒Attorney General ☒Department of Finance ☒Other Surveys ☒Clients ☒Partners and other service providers ☒General public ☒Staff ☒Board members ☒Private sector ☒Public sector ☒Educational Institutions ☐Other Agency Data Sets ☒Client demographics ☒Service data ☒CSBG Annual Report ☒Client satisfaction data ☒Other 3. Indicate the approaches your agency took to gather qualitative data for its most recent CNA. (Check all that apply.) (Organizational Standard 3.3) Surveys ☒Clients ☐Partners and other service providers ☒General public ☒Staff ☒Board members ☒Private sector ☒Public sector ☐Educational institutions Interviews ☐Local leaders ☐Elected officials ☒Partner organizations’ leadership ☒Board members ☒New and potential partners ☒Clients Focus Groups ☐Local leaders ☐Elected officials ☒Partner organizations’ leadership ☒Board members ☐New and potential partners ☒Clients ☒Staff ☒Community Forums ☐Asset Mapping ☐Other 13 4. Confirm that your agency collected and analyzed information from each of the five community sectors below as part of the assessment of needs and resources in your service area(s). Your agency must demonstrate that all sectors were included in the needs assessment by checking each box below; a response for each sector is required. (CSBG Act Section 676(b)(9), Organizational Standard 2.2) Community Sectors ☒Community-based organizations ☒Faith-based organizations ☒Private sector (local utility companies, charitable organizations, local food banks) ☒Public sector (social services departments, state agencies) ☒Educational institutions (local school districts, colleges) 14 Results CSBG Act Section 676(b)(11) California Government Code Section 12747(a) Organizational Standards 4.2 State Plan Summary and Section 14.1a ROMA – Planning Based on your agency’s most recent CNA, please complete Table 1: Needs Table and Table 2: Priority Ranking Table. Table 1: Needs Table Needs Identified Level Agency Mission Currently Addressing If not currently Agency Priority Needs Identified: Enter each need identified in your agency’s most recent CNA. Ideally, agencies should use ROMA needs statement language in Table 1. ROMA needs statements are complete sentences that identify the need. For example, “Individuals lack living wage jobs” or “Families lack access to affordable housing” are needs statements. Whereas “Employment” or “Housing” are not. Add row(s) if additional space is needed. Level (C/F): Identify whether the need is a community level (C) or a family level (F) need. If the need is a community level need, the need impacts the geographical region directly. If the need is a family level need, it will impact individuals/families directly. Agency Mission (Y/N): Indicate if the identified need aligns with your agency’s mission. Currently Addressing (Y/N): Indicate if your agency is addressing the identified need. If not currently addressing, why?: If your agency is not addressing the identified need, please select a response from the dropdown menu. Agency Priority: Indicate if the identified need is an agency priority. 15 Table 2: Priority Ranking Table Description of Service(s) Category 2026. 150 residents will receive affordable housing in SRV 4m, FNPI 4a, Agency Priorities: Rank the needs identified as a priority in Table 1: Needs Table according to your agency’s planned priorities. Ideally, agencies should use ROMA needs statement language. Insert row(s) if additional space is needed. Description of programs, services, activities: Briefly describe the program, services, or activities that your agency will provide to address the need. Including the number of clients who are expected to achieve the indicator in a specified timeframe. Indicator/Service Category: List the indicator(s) (CNPI, FNPI) or service(s) (SRV) that will be reported on in Modules 3 and 4 of the CSBG Annual Report. 16 Part II: Community Action Plan CSBG Act Section 676(b)(11) California Government Code Sections 12745(e), 12747(a) California Code of Regulations Sections 100651 and 100655 Vision and Mission Statements ROMA – Planning 1. Provide your agency’s Vision Statement. Community Action Partnership of Contra Costa County envisions a vibrant, hope-filled community where all people are valued for who they are and are equipped with resources to overcome poverty. 2. Provide your agency’s Mission Statement. Community Action Partnership of Contra Costa County invests in low-income individuals and households by addressing the root causes of poverty through funding, partnerships, and community-driven solutions to create lasting change for a stronger, more resilient community. 17 Causes and Conditions of Poverty Organizational Standards 1.1, 1.2, 3.2, 3.4 ROMA – Planning 1. Describe the key findings of your analysis of information collected directly from low-income individuals to better understand their needs. (Organizational Standards 1.1, 1.2) The Economic Opportunity Council held four public hearings/listening sessions prior to completion of the Community Action Plan and after release of the Community Needs Assessment. Hearings were held at Greater Richmond Interfaith Project on 3/5/25, Loaves and Fishes of Contra Costa County on 3/11/25, the Head Start Policy Council on 3/19/25, and St. Vincent de Paul on 3/27/25, ensuring that the feedback was county-wide. The following four questions were asked at each hearing: • What are the most pressing issues facing our community today? • What are the biggest barriers preventing people from accessing essential services? • What positive changes would you like to see happen in our community? • How can we best work together to address these concerns? The testimony was very compelling and highly emotional for those in attendance. Emerging as the top issue was the lack of affordable housing and homelessness. Second, was food insecurity because of the high cost of food and areas of the communities where food deserts exist. Third, attendees expressed a lack of jobs that pay a living wage, with many participants having to work multiple jobs and still cannot make ends meet. Finally, all listening session participants shared the need for mental health services to help cope with the everyday stressors of life leading to poor quality of life, lack of motivation, and substance abuse. Encompassing all these issues and others like the need for laundry and shower services, is the pervasive issue of access to services for a variety of reasons such as lack of transportation, lack of knowledge of where to find resources, lack of assistance in applying for services. The Economic Opportunity Council chose to address Family Level Needs as described by the National Performance Indicators to focus on specific circumstances or challenges faced by individuals or families within the community and to contract for the services of various community- based organizations throughout the county to carry out these services. Community-Level needs focus on systemic issues facing the entire community or a large portion of it. In Contra Costa County, each area is very different, and the amount of funding provided by CSBG does not allow for broad-based efforts such as this. 2. Describe your agency's assessment findings specific to poverty and its prevalence related to gender, age, and race/ethnicity for your service area(s). (Organizational Standard 3.2) 18 8.25% of the population in Contra Costa County, CA (95k out of 1.15M people) live below the poverty line, a number that is lower than the national average of 12.4%. In terms of age, 5.3% of those in poverty are under 5, 21.7% are people under 18 years of age, and 17.7% are people 65 years and older. Females represent 50.9 percent of the population living in poverty, with the remaining 49.1 percent being male. In terms of race/ethnicity of people living in poverty, 62.4% are white alone, 9.3% are black alone, 1.1% are American Indian/Alaskan Native alone, 20.7% are Asian alone, .6% are Native Hawaiian and Other Pacific Islander alone, and 5.9% are two or more races. In terms of Hispanic Origin, 27.8% are Hispanic or Latino, and 38.7 are Non-Hispanic or Latino. 3. “Causes of poverty” are the negative factors that create or foster barriers to self-sufficiency and/or reduce access to resources in communities in which low-income individuals live. After review and analysis of your needs assessment data, describe the causes of poverty in your agency’s service area(s). (Organizational Standard 3.4) The Economic Opportunity Council asserts that the main factors of poverty in Contra Costa County are as follows. 1. Shortage of affordable housing, shelters, and rental assistance; 2. Food insecurity; 3. Underemployment and living wage jobs; and 4. Insufficient Mental Health Services. These priority areas have increased in scale and intensity since the 2024-2025 Community Action Plan, resulting in difficulties accessing services, negative stereotyping, fragmentation of care and loss of COVID19 safety-net protections and supports that expired in early 2023. The EOC believes that there is organizational disruption within the county and among agency partners who are working to rebuild capacity and service delivery systems in the aftermath of the pandemic, which persists in 2025, as claimed by public testimony. Exogenous factors such as supply chain issues, lack of broadband infrastructure, the unpredictable, exponential, yet consistent rise in the cost of fuel, housing, utilities, and other basic necessities make it difficult for low-income people to make gains toward self-sufficiency. The goal posts keep changing. In the next two years, we will ensure that CSBG funded services address these contextual issues that were consistent themes of the public hearings/listening sessions. These are highlighted in the 2026-27 Community Action Plan and will be emphasized in the RFP for CSBG funding in the next two-year period: • Accessing services so that agencies demonstrate efforts to ensure clients have fair and consistent connections to services. • Assisting in reducing/eliminating barriers to service so that clients know that someone will be there at the other end of the line to help address their pressing concerns. • Integrating services so that individuals are served holistically. 19 4. “Conditions of poverty” are the negative environmental, safety, health and/or economic conditions that may reduce investment or growth in communities where low-income individuals live. After review and analysis of your needs assessment data, describe the conditions of poverty in your agency’s service area(s). (Organizational Standard 3.4) Backed up by the data, we have selected these four priority areas as the main causes of poverty: Lack of Affordable Housing, Shelters, and Rental Assistance: • Since 2021, monthly owner- (52%) unaffordable rentals. Median monthly rents in 2025 for a 2- rose 18% to $2,682. • In 2023, 14,002 people in 9,632 households accessed homeless- 28% or 729 students to 3,381 since 2018. • Contra Costa's Homeless Continuum of Care (CoC) Point-in- provides a one- shelters or trans increase of 566 people since 2020. • are transitioning age youth (18–24-year- About 83% of the homel substance use disorder. About 15% and Pittsburg, have seen a sizable 31% increa Pablo, have seen a 24% decrease in unsheltered individuals since 2023. Food Insecurity: • income 0–5-year-olds 20 graders, and 43% of 11th graders in the county had not eaten breakfast in the morning surveyed, with all 3 proportions up significantly since 2019. • Another indicator of poor nutrition that contributes to multiple health risks such as obesity, dental decay, type 2 diabetes, high cholesterol and high blood pressure is the consumption of fast food which tends to be very high in fat and sugar. In 2016 the CDC reported that 36.6% of U.S. adults consume fast food on any given day, 91% of surveyed parents said they had purchased a fast-food meal for their child in the prior week, and the frequency of fast-food consumption is not related to family income. Alarmingly, the percentage of Contra Costa County children aged 2-11 who ate fast food more than once a week increased from 11.4% in 2014 to 33.2% in 2016. Meanwhile, the percentage of 2–11-year-olds in the county who ate at least five servings of fruits or vegetables each day also fell from 39.0% in 2016 to 21.4% in 2018. Underemployment: • At $110,108, median income for California families rose 23% since 2020, while family income in the county rose 22% to $146,002. Of householders with 0–5- year-olds, 65% in the state and 68% (50,221) in the county live in families in which all parents work. The 2024 Self-Sufficiency Standard for a Contra Costa family with one adult, an infant and a preschool age child rose 17% since 2021, and at $161,195, now represents a full-time hourly wage of $76. • residents are unemployed, January 2022. • unmarried women with recent births work, and 69% (34,466) of women with 0–5 year- work full time, up 2%, and 35% (166,279) of females work full time, up 3%. • Compared to 8% of all residents, 6% of naturalized citizens and 14% of non citizens live in poverty. About 33% (2,222) of married - 0–4-year-olds, up 27% since 2020, 36% (2,763) of single female- in poverty have 0–4-year-olds, down 7%, and 20% (446) of single male- families in poverty have 0–4-year-olds, ages live below the FPL, up 197 children since 2020. 21 Mental Health Services: • In a 2024 Contra Costa Health - Health, Housing and Homeless Services (H3) report, “The Opportunity to Change: A Community Needs Assessment for Youth and Young Adult Homelessness in Contra Costa County, CA,” health problems were widely reported among youth (age 0-17) and young adults (age 18 to 24) who experienced homelessness. Of those youth that participated in homelessness programs in the county, about 50% reported some disabling condition, 39% had a mental health challenge, 15% struggled with substance abuse, 14% lived with a chronic health condition, and 9% had some physical disability. The unaddressed health challenges among this population lead not only to poor health outcomes and health disparities, but likely contribute to their inability to maintain adequate, stable housing and live independently. • Suicide is the third leading cause of death every year among Contra Costa County residents ages 15 – 34. In 2017, 107 Contra Costa residents died by suicide; so far in 2023, there have been 339 suicides. Although rates of depression are lower in Blacks (24.6%) and Hispanics (19.6%) than in Whites (34.7%), depression in Blacks and Hispanics is likely to be more disabling and persistent. In 2018, Asian Americans were 60% less likely and Hispanic Americans 50% less likely to have received mental health treatment than non-Hispanic Whites. Psychiatric and behavioral problems among BIPOC youth often result in school punishment or incarceration, but rarely mental health care. 5. Describe your agency’s data and findings obtained through the collecting, analyzing, and reporting of customer satisfaction data. The Community Assessment process involves a highly collaborative assimilation of input from and engagement with numerous sources, stakeholders, community members and County staff. CSB Senior Management works with program managers and active parents to revise or refine the process, develop and implement surveys to identify emerging needs and issues, and compile and maintain demographic and referral information about CSB enrollment. The Head Start Policy Council and EOC participate in the assessment process throughout the year providing input through regular meetings, reviewing planning data in the context of shared governance and engaging in other outreach and dialog opportunities. Each March, the EOC and Head Start Policy Council receives a full presentation of the Community Assessment and exercises its mandate to evaluate, discuss and pose questions about its findings. Then in May of each year when a CAP is due, the EOC approves the current Community Assessment as an attachment to the CAP. A wide variety of data techniques and sources are used to conduct Community Assessment. Federal and state agencies, such as the U.S. Census and the Departments of Finance, Education, and Employment Development, provide reliable and regularly updated estimates of residents and conditions that may be compared over time. Internal data sources include parent and family partnership data, parent planning sessions and self-assessment surveys. Program Information 22 demographics and needs of Head Start families and children. Local committees, commissions and community-based entities serving low income and at-risk children and families, such as First 5 Contra Costa, the United Way, CalWORKs, the County Health Department, Contra Costa County Local Planning Council for Child Care, and the County Office of Education, also maintain on-the- ground utilization data. Community Care Licensing reports provide information about the demand for and utilization of childcare, as well as the number and location of licensed providers and childcare slots available. In collaboration with McKinney-Vento Local Education Agency Liaisons, the assessment process also helps identify the number and location of age-eligible children experiencing homelessness. Finally, and perhaps most importantly, the Economic Opportunity Council conducts four public hearings/listening sessions throughout the community to hear directly from the low-income community. We incentivize community participation through raffle prizes, giveaways, and food. Through this compilation of community knowledge, the assessment process helps identify and communicate the emerging needs and interests of community members. It helps determine the population of eligible children and where their families live, and it describes eligible children and families by age, race and ethnicity, primary language, income, family size, social service needs, educational attainment, employment status, work and job training needs, health factors, nutritional needs, special educational needs, foster care status and housing needs. The assessment process also helps program planners recognize and integrate other community strengths and resources. 23 Tripartite Board of Directors CSBG Act Sections 676B(a) and (b), 676(b)(10) Organizational Standards 1.1. 3.5 ROMA – Evaluation 1. Describe your agency’s procedures under which a low-income individual, community organization, religious organization, or representative of low-income individuals that considers its organization or low-income individuals to be inadequately represented on your agency’s board to petition for adequate representation. (CSBG Act Section 676(b)(10), Organizational Standard 1.1) Contra Costa is governed by a five-member Board of Supervisors elected to represent residents of our County. County government also includes a variety of citizen commissions, committees and other entities formed to advise the Board of Supervisors and County staff on issues and policy. County committees are created because of State and Federal legislation, agreements with public or private agencies, and local needs. They serve as links to our community, expanding the dialogue between the public and the County government, and enhancing the quality of life for our residents. The County’s Maddy Book lists all advisory bodies and commissions, their seats and qualifications, and scheduled vacancies. A member of the public may apply online, by email, or mail. The county’s CSBG tripartite board, called the Economic Opportunity Council (EOC), is an advisory body to the Contra Costa County Board of Supervisors (BOS). If any of the entities listed in CSBG Act Section 676(b)(10) wish to petition the board for adequate representation, they would address the Board of Supervisors via public comment at any Board of Supervisors meeting in adherence to the Contra Costa County Better Government Ordinance. In addition, any of these parties can also address the EOC with their petition for adequate representation for action by the Board of Supervisors. 2. Describe your process for communicating with and receiving formal approval from your agency board of the Community Needs Assessment (Organizational Standard 3.5). CSB’s Community Needs Assessment is communicated to the EOC in February of each year that a Community Action Plan is due via email. A presentation on key findings of the Community Assessment is included on the EOC agenda in March of that year. In May, the EOC approves the Community Action Plan in its entirety, including the Community Assessment which is part of the appendices. 24 Service Delivery System CSBG Act Section 676(b)(3)(A) State Plan 14.3a ROMA - Implementation 1. Describe your agency’s service delivery system. Include a description of your client intake process or system and specify whether services are delivered via direct services or subcontractors, or a combination of both. (CSBG Act Section 676(b)(3)(A), State Plan 14.3a) Contra Costa County has a no wrong door policy meaning that clients can walk into any of our offices throughout the county and be served or provided a warm handoff to a community partner or county department. For CSB specifically, we allow walk-ins, and we provide scheduled appointments utilizing our confidential interview rooms. Our childcare units, both directly operated childcare and alternative payment programs, can be accessed for intake electronically as well. We have a Centralized Eligibility Unit that enters all data into our CLOUDs database, which ranks applicants via the state and federally mandated selection criteria and places them on the waitlist as ranked. Our childcare services are delivered directly by the county and through several high-quality subcontractors. Our CSBG services are also provided directly, in the form of a Clerical On-the-Job Training program, and by 11 subcontractors. Our subcontractors each have their own service delivery system, which is a subject to annual monitoring. 2. Describe how the poverty data related to gender, age, and race/ethnicity referenced in Part II: Causes and Conditions of Poverty, Question 2 will inform your service delivery and strategies in the coming two years? The county is committed to meeting our clients where they are in the community, visiting them on the front lines where they access their services, and creating a one-stop-shop service delivery system wherever possible. Our RFP for the 2026-2027 contracts will include this demographic data related to poverty and will require applicants to identify how they will ensure that their services address these various attributes of the population. 25 Linkages and Funding Coordination CSBG Act Sections 676(b)(1)(B) and (C); 676(b)(3)(B), (C) and (D); 676(b)(4), (5), (6), and (9) California Government Code Sections 12747(a), 12760 Organizational Standards 2.1 State Plan 9.3b, 9.4b, 9.5, 9.7, 14.1b, 14.1c, 14.3d, 14.4 1. Describe how your agency coordinates funding with other providers in your service area. If there is a formalized coalition of social service providers in your service area, list the coalition(s) by name and methods used to coordinate services/funding. (CSBG Act Sections 676(b)(1)(C), 676(b)(9); Organizational Standard 2.1; State Plan 14.1c) The EOC and CSB coordinate funding with public and non-profit agencies through a Request for Proposal (RFP) process to serve the needs of low-income residents. It is through these partnerships that we ensure CSBG funding continues to support the already successful programs that are vital to our most vulnerable populations. Successful methods used by our subcontractors to coordinate services are through the initial referral process where clients are screened and assessed while working collaboratively with organizations within the consortium to ensure clients are provided with the vital services they are lacking. Another method used by our subcontractors to coordinate services and funding is by delivering food to the partner agencies that provide dining halls for residents. This allows our subcontractors to leverage funding and best meet the needs of the community. Several coalitions and advisory groups attended by staff and board members help to inform our conclusions of needs and best practices in our communities when responding to the needs of our low-income community. They are: • Family Economic Security Partnership – EOC Member and CSBG Program Director attends. • Ensuring Opportunity – CSBG Program Director attends and is on leadership team. • Head Start Policy Council – EOC Member and CSBG Program Director attends meetings. • Head Start Health, Mental Health and Nutrition Advisory Council – CSBG Program Director attends. There is no CSBG funding currently attached to these efforts. 2. Provide information on any memorandums of understanding and/or service agreements your agency has with other entities regarding coordination of services/funding. (CSBG Act Section 676(b)(3)(C), Organizational Standard 2.1, State Plan 9.7) In the spirit of cooperation and collaboration, CSB, City of Richmond Workforce Development Board and the Employment and Human Services Department Workforce Development Board’s America’s Job Centers of California (AJCC)/CalJobs have entered into agreements that will assist clients in the county with the following services: 26 Looking to find a job Building basic educational or occupational skills Earning a postsecondary certificate or degree Obtaining guidance on how to make career choices Seeking to identify and hire skilled workers. Referral of EHSD clients for participation in AJCC Workforce development services AJCC partner sharing service information via brochures and/or flyers. Provide annual cross training for AJCC staff regarding Contra Costa EHSD Services, policies, and procedures. CSB also has 13 MOUs and Interagency Agreements that facilitate the work we do with pregnant women, children 0-5 years of age, and their families. They are: • School Districts • Family, Maternal and Child Health Programs • Family Development Credential • Women, Infants, and Children (WIC) • Children and Family Services • Bay Area Discovery Museum • Regional Centers of the Bay Area • Special Education Local Planning Area • Department of Child Support Services • La Clinica De La Raza • John Muir Mobile Dental Clinic • Kidango • Martinez Early Childhood Center 27 3. Describe how your agency ensures delivery of services to low-income individuals while avoiding duplication of services in the service area(s). (CSBG Act Section 676(b)(5), California Government Code 12760) All services are targeted at low-income individuals and families by a wide dissemination of opportunities made available through CSBG funds. The Request of Proposal (RFP) process used to obtain request for funding explicitly requires applicants to demonstrate no duplication and leveraging of existing funds. A Service Provider Roundtable is convened each year and outreach materials are shared so that the subcontractors are advertising the services. Service providers learn the scope of the collective work we are doing and ensure there is no duplication of services. Staff attend multiple community meetings and share this information and the county’s 211 information and referral hotline includes these programs in its offerings. CSB participates in numerous large community fairs and includes information on programs. Our EOC members are excellent at sharing information at the various events and activities they are involved in and are the very best at targeting this information to the low-income community. Ensuring there is no duplication of services is of utmost importance when determining our services, which are all targeted at low-income individuals and families. For example, our job-training program is paid, includes online training in addition to on-the-job training, and leads to county employment, and is considered the “gold standard” in job placement circles. 4. Describe how your agency will leverage other funding sources and increase programmatic and/or organizational capacity. (CSBG Act Section 676(b)(3)(C)) CSB is embedded in the Employment and Human Services Department, where the majority of the county’s anti-poverty programs are housed, We leverage the power of these programs whenever faced with capacity issues, and to meet the needs of our community. The Economic Opportunity Council has engaged the CSBG sub-contractors in advocacy efforts to prevent the elimination of funding by sharing success stories and by banding together to form a cohesive group of service providers with a shared mission of serving the poor. 5. Describe your agency’s contingency plan for potential funding reductions. (California Government Code Section 12747(a)) CSB is 100% grant funded by the state and federal government. If funding is reduced, we would attempt to fill the gaps by partnering with community-based, faith-based, and governmental entities who may be able to do the work. Again, by being part of the Employment and Human Service Department, we can refer our CSBG clients to other programs and services. 28 6. Describe how your agency will address the needs of youth in low‐income communities through youth development programs and promote increased community coordination and collaboration in meeting the needs of youth. (CSBG Act Section 676(b)(1)(B), State Plan 14.1b) CSB currently contracts with Hope Solutions. Their mission is: We heal the effects of poverty and homelessness by providing permanent housing solutions and vital support services to vulnerable families and individuals. CSBG funds their Youth Enrichment Centers which serve as safe havens for homeless children and teens, offering specialized mental health support and individualized academic assessment and coaching. They provide daily tutoring, a teen club, summer camps, and enrichment activities that foster healing and growth. CSB also operates alternative payment programs that provide vouchers for childcare and after school programs for children up to their 13th birthday, allowing parents to go to work knowing that their children are placed in safe, enriching environments. 7. Describe how your agency will promote increased community coordination and collaboration in meeting the needs of youth, and support development and expansion of innovative community-based youth development programs such as the establishment of violence‐free zones, youth mediation, youth mentoring, life skills training, job creation, entrepreneurship programs, after after-school childcare. (CSBG Act Section 676(b)(1)(B), State Plan 14.1b) EHSD is designated as the lead County agency to administer the youth center funding and to oversee planning and implementation of the new sites. The Department elected to carry out this charge under the public oversight of the Workforce Development Board of Contra Costa County (WDBCCC), which is staffed by the EHSD. The WDBCCC achieves equitable economic growth for Contra Costa County by providing business and jobseeker services, building strategic partnerships and leveraging public-private resources. Among other things, the WDBCCC provides services to youth and young adults between the ages of 16 and 24 who have barriers to graduating from school, finding a job, or launching a career. The WDBCCC delegated oversight to its Youth Committee, and the Youth Committee in turn created a Measure X Youth Centers Ad Hoc Committee comprised of subject matter experts in serving youth to provide input to the planning and design process. Increased community coordination and collaboration in serving the needs of youth is also achieved through engagement in activities like the CSBG Subcontractor Roundtable held once per year. At these events, subcontractors past and present share their work and the needs they see in the populations they serve, including youth. EHSD is now 8. Describe your agency’s coordination of employment and training activities as defined in Section 3 of the Workforce and Innovation and Opportunity Act [29 U.S.C. 3102]. (CSBG Act Section 676(b)(5); State Plan 9.4b) 29 CSB offers employment and job-training programs using CSBG funds. CSBG funds seven student interns who are low-income in a 12-month paid program. These interns work directly in CSB. Once selected by an interview panel, the intern is placed in a job and assigned a mentor coach. The onboarding process includes soft skills training, such as professionalism, as well training to become a clerical assistant via an evidence-based online training program called Matrix. Over the course of 6 months, the intern is trained on-the-job via Matrix and the assigned supervisor and evaluated by the supervisor at the 6-month mark. If the intern is performing satisfactorily, they continue for the final 6 months where completion of Matrix and job placement occurs. Interns are also connected with the AJCCs/CalJobs Centers to enhance resume writing and engage in job placement activities if they choose to work outside the county. If they wish to work inside the county, we train them to pass the test for full-time employment as a county clerk. CSBG funds are also used to fund a job-training program called Opportunity Junction. This program combines computer skills training with life skills, paid work experience, and case management in 12-week full-time training and job placement assistance. 9. Describe how your agency will provide emergency supplies and services, nutritious foods, and related services, as may be necessary, to counteract conditions of starvation and malnutrition among low-income individuals. (CSBG Act Section 676(b)(4), State Plan 14.4) All CSB operated childcare facilities have emergency supplies, including emergency food for up to 72 hours after a disaster. For the wider community, there CSBG funds several multi-purpose agencies who meet the needs of the community by providing emergency supplies and services: Monument Crisis Center, Greater Richmond Interfaith Program, and St. Vincent de Paul. Emergency food and other supplies are readily available at these sites. CSBG also funds Loaves and Fishes of Contra Costa County that operates five kitchens to feed the hungry with hot, prepared meals as well as emergency food bags. In addition to these directly operated and subcontractor-based provision of emergency services, CSB also utilizes CSBG funding to provide emergency backpacks to the unhoused that included necessary items to survive the cold in the winter and the heat in the summer. EHSD and other county departments also operate cooling centers around the county during heat waves. During emergencies, such as national disasters, EHSD works with the Office of Emergency Services and the American Red Cross to set up multi- purpose emergency shelters. Mock set up events are held annually to ensure that we are always prepared. CSB is also well situated in the event of an emergency in that we are part of the county structure and EHSD administration works closely with Public Health to meet the needs of our communities. 10. Is your agency a dual (CSBG and LIHEAP) service provider? ☒ Yes ☐ No 11. For dual agencies: 30 including the emergency energy crisis intervention programs under Title XXVI, relating to low-income home energy assistance (LIHEAP) that are conducted in the community. (CSBG Act Section 676(b)(6), State Plan 9.5) For all other agencies: Describe how your agency coordinates services with your local LIHEAP service provider? CSB is the low-income home energy assistance program (LIHEAP) provider. We conduct community training throughout the year and attend community resource fairs where we establish partnerships with other service providers. We’ve established formal partnerships with Salvation Army, Crisis Center (211), Monument Crisis Center, St. Vincent de Paul and many others for referrals, sharing resources and program news. Our menu of services includes home energy assistance, weatherization, childcare (directly operated and alternative payment vouchers) and the full array of services provided by our CSBG subcontractors. 12. Describe how your agency will use funds to support innovative community and neighborhood-based initiatives, which may include fatherhood and other initiatives, with the goal of strengthening families and encouraging effective parenting. (CSBG Act Section 676(b)(3)(D), State Plan 14.3d) CSB implements the following programs in-house: • Make Parenting a Pleasure: a research- and evidence-based group parenting curriculum by Parenting Now built on a foundation of 40 years of experience in working with highly stressed families with children ages newborn to eight. Based in the same theoretical foundation as the original curriculum, the updated Make Parenting A Pleasure, Second Edition was field-tested in each phase of development to ensure that the new 12-session configuration is effective and well-received by parenting educators and parents when classes are conducted within a real- world • 24-7 Dad: an evidence-based fatherhood program used by hundreds of organizations across the nation to improve the knowledge, behavior, and skills of dads of all races, religions, and demographics. The program is built on the basis that fathers can be nurturers, and for men, nurturing is a learned skill. CSB also collaborates with the following organizations with the goal of strengthening families and encouraging effective parenting: • C.O.P.E. Family Support Center: C.O.P.E.'s mission is to strengthen family relationships through counseling options and parent education programs. They provide a safe space and supportive environment that nurtures families and encourages healthy relationships. They offer Triple P (Positive Parenting Program) and trained 1,245 clients in 2022. They also provide therapy personalized to the family’s situation and provided these services to 811 clients in 2022. CSBG clients with children under five are referred to these centers, particularly those in the Student Intern Program. 31 • Contra Costa First 5 Centers: offers events and classes (both in-person and virtually) to support families with young children to co-create the best possible environments for them to learn and grow. Those environments include homes, neighborhoods, classrooms, and communities. There are five centers throughout the county. CSBG clients with children under five are referred to these centers, particularly those in the Student Intern Program. 13. Describe how your agency will develop linkages to fill identified gaps in the services, through the provision of information, referrals, case management, and follow-up consultations. (CSBG Act Section 676(b)(3)(B), State Plan 9.3b) uite and office environmental skills to for our families by providing information, referrals, case follow-up. CSB and its partners also utilize the 211 databases to develop linkages he Contra Costa Crisis Center, -income community. This foregrounds a focus of our CAP – access to services. 32 Monitoring ROMA – Planning, Evaluation 1. If your agency utilizes subcontractors, please describe your process for monitoring the subcontractors. Include the frequency, type of monitoring, i.e., onsite, desk review, or both, follow-up on corrective action, issuance of formal monitoring reports, and emergency monitoring procedures. Prior to monitoring visit: CSBG staff schedule a visit with subcontractors for both a site visit and file review annually. We analyze service levels, performance indicators, evaluation tools, quality of interaction with customers, accuracy of information provided, adherence to established procedures, and the accuracy of data collected in each file. If we determine our subcontractors are not utilizing their funding, their quarterly report data is off target, or we obtain information about service issues such as a client complaint, an emergency monitoring event will take place by staff. In all instances, if staff find a non-compliant item, a corrective action plan with be given to the subcontractor with a date of completion and will request documentation to support the correction. 33 ROMA Application CSBG Act Section 676(b)(12) Organizational Standards 4.2, 4.3 ROMA – Planning, Evaluation 1. Describe how your agency will evaluate the effectiveness of its programs and services. Include information about the types of measurement tools, the data sources and collection procedures, and the frequency of data collection and reporting. (Organizational Standard 4.3) CSB has a Quality Management Unit charged with monitoring its programs to ensure that they meet the requirements of local, state, and federal regulations. The ongoing monitoring system utilized is part of CSB’s management information system called CLOUDS. Monitoring is conducted quarterly by a team of program monitors, using tools developed by the agency based on regulatory requirements in service areas such as health and safety, education, health, eligibility and enrollment, nutrition, mental health, and disabilities. Once a monitoring visit is completed, the report is uploaded into the CLOUDS system. If there are corrective actions required, they are noted in the report, and they are sent to the staff person responsible. The corrective action must be completed immediately for anything that is related to health and safety, and within 30 days for other items. The competed corrective action plan is submitted in CLOUDS and the monitor returns to evaluate the correction within two weeks to certify the action was completed. Agency and site level monitoring reports are presented to Senior Managers twice annually and include trend and root cause analyses. 2. Select one need from Table 2: Priority Ranking Table and describe how your agency plans to implement, monitor progress, and evaluate the program designed to address the need. Organizational Standard 4.2) Housing/Homelessness has been one of the greatest needs in Contra Costa County. CSB will utilize CSBG dollars to collaborate with non-profits that specialize in assisting the unsheltered by providing access to shelters and transitional housing, rental assistance, emergency supplies to survive unhoused, and legal support to prevent eviction. We will begin by defining clear objectives and measurable goals to create a plan. We will regularly assess performance through quarterly reports, annual reports and annual onsite visits. During our visits we will collect quantitative and qualitative data to determine progression of programs as well as identify areas for improvement. These steps will allow us to effectively implement and monitor progress, and make sure we are on track to achieve set goals. 34 Optional 3 . Select one community level need from Table 2: Priority Ranking Table or your agency’s most recent Community Needs Assessment and describe how your agency plans to implement, monitor progress, and evaluate the program designed to address the need. (CSBG Act Section 676(b)(12), Organizational Standard 4.2) Not applicable. 35 Federal CSBG Programmatic Assurances CSBG Act Section 676(b) Use of CSBG Funds Supporting Local Activities 676(b)(1)(A): The state will assure “that funds made available through grant or allotment will be used – (A) to support activities that are designed to assist low-income families and individuals, including families and individuals receiving assistance under title IV of the Social Security Act, homeless families and individuals, migrant or seasonal farmworkers, and elderly low-income individuals and families, and a description of how such activities will enable the families and individuals-- a. to remove obstacles and solve problems that block the achievement of self- sufficiency (particularly for families and individuals who are attempting to transition off a State program carried out underpart A of title IV of the Social Security Act); b. to secure and retain meaningful employment; c. to attain an adequate education with particular attention toward improving literacy skills of the low-income families in the community, which may include family literacy initiatives; d. to make better use of available income; e. to obtain and maintain adequate housing and a suitable living environment; f. to obtain emergency assistance through loans, grants, or other means to meet immediate and urgent individual and family needs; g. to achieve greater participation in the affairs of the communities involved, including the development of public and private grassroots h. partnerships with local law enforcement agencies, local housing authorities, private foundations, and other public and private partners to – i. document best practices based on successful grassroots intervention in urban areas, to develop methodologies for wide-spread replication; and ii. strengthen and improve relationships with local law enforcement agencies, which may include participation in activities such as neighborhood or community policing efforts; Needs of Youth 676(b)(1)(B) The state will assure “that funds made available through grant or allotment will be used – (B) to address the needs of youth in low-income communities through youth development programs that support the primary role of the family, give priority to the prevention of youth problems and crime, and promote increased community coordination and collaboration in meeting the needs of youth, and support development and expansion of innovative community-based youth development programs that have demonstrated success in preventing or reducing youth crime, such as-- I. programs for the establishment of violence-free zones that would involve youth development and intervention models (such as models involving youth mediation, youth mentoring, life skills training, job creation, and entrepreneurship programs); and II. after-school childcare programs. 36 Coordination of Other Programs 676(b)(1)(C) The state will assure “that funds made available through grant or allotment will be used – (C) to make more effective use of, and to coordinate with, other programs related to the purposes of this subtitle (including state welfare reform efforts) Eligible Entity Service Delivery System 676(b)(3)(A) Eligible entities will describe “the service delivery system, for services provided or coordinated with funds made available through grants made under 675C(a), targeted to low-income individuals and families in communities within the state; Eligible Entity Linkages – Approach to Filling Service Gaps 676(b)(3)(B) Eligible entities will describe “how linkages will be developed to fill identified gaps in the services, through the provision of information, referrals, case management, and follow-up consultations.” Coordination of Eligible Entity Allocation 90 Percent Funds with Public/Private Resources 676(b)(3)(C) Eligible entities will describe how funds made available through grants made under 675C(a) will be coordinated with other public and private resources.” Eligible Entity Innovative Community and Neighborhood Initiatives, Including Fatherhood/Parental Responsibility 676(b)(3)(D) Eligible entities will describe “how the local entity will use the funds [made available under 675C(a)] to support innovative community and neighborhood-based initiatives related to the purposes of this subtitle, which may include fatherhood initiatives and other initiatives with the goal of strengthening families and encouraging parenting.” Eligible Entity Emergency Food and Nutrition Services 676(b)(4) An assurance “that eligible entities in the state will provide, on an emergency basis, for the provision of such supplies and services, nutritious foods, and related services, as may be necessary to counteract conditions of starvation and malnutrition among low-income individuals.” State and Eligible Entity Coordination/linkages and Workforce Innovation and Opportunity Act Employment and Training Activities 676(b)(5) An assurance “that the State and eligible entities in the State will coordinate, and establish linkages between, governmental and other social services programs to assure the effective delivery of such services, and [describe] how the State and the eligible entities will coordinate the provision of employment and training activities, as defined in section 3 of the Workforce Innovation and Opportunity Act, in the State and in communities with entities providing activities through statewide and local workforce development systems under such Act.” State Coordination/Linkages and Low-income Home Energy Assistance 676(b)(6) “[A]n assurance that the State will ensure coordination between antipoverty programs in each community in the State, and ensure, where appropriate, that emergency energy crisis intervention programs under title XXVI (relating to low-income home energy assistance) are conducted in such community.” 37 Community Organizations 676(b)(9) An assurance “that the State and eligible entities in the state will, to the maximum extent possible, coordinate programs with and form partnerships with other organizations serving low- income residents of the communities and members of the groups served by the State, including religious organizations, charitable groups, and community organizations.” Eligible Entity Tripartite Board Representation 676(b)(10) “[T]he State will require each eligible entity in the State to establish procedures under which a low-income individual, community organization, or religious organization, or representative of low-income individuals that considers its organization, or low-income individuals, to be inadequately represented on the board (or other mechanism) of the eligible entity to petition for adequate representation.” Eligible Entity Community Action Plans and Community Needs Assessments 676(b)(11) “[A]n assurance that the State will secure from each eligible entity in the State, as a condition to receipt of funding by the entity through a community service block grant made under this subtitle for a program, a community action plan (which shall be submitted to the Secretary, at the request of the Secretary, with the State Plan) that includes a community needs assessment for the community serviced, which may be coordinated with the community needs assessment conducted for other programs.” State and Eligible Entity Performance Measurement: ROMA or Alternate System 676(b)(12) “[A]n assurance that the State and all eligible entities in the State will, not later than fiscal year 2001, participate in the Results Oriented Management and Accountability System, another performance measure system for which the Secretary facilitated development pursuant to section 678E(b), or an alternative system for measuring performance and results that meets the requirements of that section, and [describe] outcome measures to be used to measure eligible entity performance in promoting self-sufficiency, family stability, and community revitalization.” Fiscal Controls, Audits, and Withholding 678D(a)(1)(B) An assurance that cost and accounting standards of the Office of Management and Budget (OMB) are maintained. 38 State Assurances California Government Code Sections 12747(a), 12760, 12768 For CAA, MSFW, NAI, and LPA Agencies California Government Code § 12747(a): Community action plans shall provide for the contingency of reduced federal funding. California Government Code § 12760: CSBG agencies funded under this article shall coordinate their plans and activities with other agencies funded under Articles 7 (commencing with Section 12765) and 8 (commencing with Section 12770) that serve any part of their communities, so that funds are not used to duplicate particular services to the same beneficiaries and plans and policies affecting all grantees under this chapter are shaped, to the extent possible, so as to be equitable and beneficial to all community agencies and the populations they serve. For MSFW Agencies Only California Government Code § 12768: Migrant and Seasonal Farmworker (MSFW) entities funded by the department shall coordinate their plans and activities with other agencies funded by the department to avoid duplication of services and to maximize services for all eligible beneficiaries. 39 Organizational Standards Category One: Consumer Input and Involvement Standard 1.1 The organization/department demonstrates low-income individuals’ participation in its activities. Standard 1.2 The organization/department analyzes information collected directly from low-income individuals as part of the community assessment. Category Two: Community Engagement Standard 2.1 The organization/department has documented or demonstrated partnerships across the community, for specifically identified purposes; partnerships include other anti-poverty organizations in the area. Standard 2.2 The organization/department utilizes information gathered from key sectors of the community in assessing needs and resources, during the community assessment process or other times. These sectors would include at minimum: community-based organizations, faith-based organizations, private sector, public sector, and educational institutions. Category Three: Community Assessment Standard 3.1 (Private) Organization conducted a community assessment and issued a report within the past 3 years. Standard 3.1 (Public) The department conducted or was engaged in a community assessment and issued a report within the past 3-year period, if no other report exists. Standard 3.2 As part of the community assessment, the organization/department collects and includes current data specific to poverty and its prevalence related to gender, age, and race/ethnicity for their service area(s). Standard 3.3 The organization/department collects and analyzes both qualitative and quantitative data on its geographic service area(s) in the community assessment. Standard 3.4 The community assessment includes key findings on the causes and conditions of poverty and the needs of the communities assessed. Standard 3.5 The governing board or tripartite board/advisory body formally accepts the completed community assessment. 40 Category Four: Organizational Leadership Standard 4.2 The organization’s/department’s Community Action Plan is outcome-based, anti- poverty focused, and ties directly to the community assessment. Standard 4.3 The organization’s/department’s Community Action Plan and strategic plan document the continuous use of the full Results Oriented Management and Accountability (ROMA) cycle or comparable system (assessment, planning, implementation, achievement of results, and evaluation). In addition, the organization documents having used the services of a ROMA-certified trainer (or equivalent) to assist in implementation. 41 Part III: Appendices Please complete the table below by entering the title of the document and its assigned appendix letter. Agencies must provide a copy of the Notice(s) of Public Hearing, the Low-Income Testimony and the Agency’s Response document, and a copy of the most recent community needs assessment as appendices A, B, and C, respectively. Other appendices as necessary are encouraged. All appendices should be labeled as an appendix (e.g., Appendix A: Notice of Public Hearing) or separated by divider sheets and submitted with the CAP. Document Title Appendix Notice of Public Hearing A Low-Income Testimony and Agency’s Response B Community Needs Assessment C 42 PUBLIC HEARING 2026-2027 CSBG Community Action Plan Thursday, May 29, 2025, 4:00-5:00 pm ZOOM: https://cccounty-us.zoom.us/j/85298539916 Call in: 8882780254 Conference Code: 888-278-0254 Come and hear the presentation on our 2026-2027 Community Action Plan which discusses the causes and conditions of poverty that we will address with Community Services Block Grant Funding. Provide input to make the best plan ever! •Comment Period Open May 9 through May 29, 2025! •Send request for copy of the plan and comments to mmolina@ehsd.cccounty.us. •Questions? Call Melissa Molina at 925-951-3328 APPENDIX A - NOTICE OF PUBLIC HEARING 43 Appendix B Low-Income Testimony and Agency’s Response 2025-26 Community Action Plan-Draft Public Hearing– May 29, 2025 Comment/Concern Commenter Was the concern addressed in the CAP? reason 1. Increased food costs, especially eggs RK Y 14-15 2. Homelessness * Y 14-15 3. Gas Prices SP Y 18 4. Transportation MM Y 17 5. Lack of knowledge of services * Y 17 6. Language issues SR Y 30 7. Need services to mentally ill RK Y 14-15 8. Need better paying job FP Y 14-15 9. Need WiFI FP Y 18 10. Need more free showers * Y 17 11. Higher wages AA Y 14-15 12. More Day Shelters AK Y 14-15 13. Affordable Housing SP Y 14-15 14. Substance Abuse SP Y 17 15. Dealing with peoples Trauma RT Y 14-15 16. Need Mental Support Systems * Y 14-15 17. Need Cooling stations * Y 29 18. More trade training programs for good jobs FR Y 14-15 19. Appreciate this hard work – captured it all JF N Statement 20. These are tough challenges – housing is the immediate challenge, but it is a long-term problem address the housing issue *Anon – preferred not to give name 44 Author: Diane Goddard 2025 – 2029 COMMUNITY ASSESSMENT Contra Costa County Employment and Human Services Department Community Services Bureau Revised January 2025 APPENDIX C – COMMUNITY NEEDS ASSESSMENT 45 TABLE OF CONTENTS Executive Summary __________________________________________________ i Demographics ____________________________________________________ 11 Population Change _________________________________________________________ 11 Population by Race and Ethnicity ______________________________________________ 12 Population by Age __________________________________________________________ 15 Population by Nativity ______________________________________________________ 20 Households and Families ____________________________________________________ 20 Economic Indicators _______________________________________________ 27 Self-Sufficiency ____________________________________________________________ 27 Annual Income ____________________________________________________________ 28 Unemployment ____________________________________________________________ 30 Employment ______________________________________________________________ 33 Transportation ____________________________________________________________ 39 Poverty Status _____________________________________________________________ 43 Public Assistance ___________________________________________________________ 54 Students Eligible for Free and Reduced Price Meals _______________________________ 57 Housing and Homelessness __________________________________________________ 64 HOUSING AFFORDABILITY _________________________________________________________________ 64 HOMELESSNESS _________________________________________________________________________ 67 Health Indicators __________________________________________________ 69 Healthcare Insurance _______________________________________________________ 70 Physical Fitness ____________________________________________________________ 75 Asthma __________________________________________________________________ 77 Sexually Transmitted Diseases ________________________________________________ 77 Pediatric Nutrition _________________________________________________________ 79 Oral Health Status of Children ________________________________________________ 80 Substance Abuse ___________________________________________________________ 80 Coronavirus Disease (COVID-19) ______________________________________________ 82 Community Safety Indicators ________________________________________ 82 Crime Rate and Adult Arrests _________________________________________________ 82 Adult Incarcerations ________________________________________________________ 84 Domestic Violence _________________________________________________________ 84 Child Abuse _______________________________________________________________ 85 46 Juvenile Arrests ____________________________________________________________ 86 Gang Membership Among Youth ______________________________________________ 86 Children and Families ______________________________________________ 87 Births ____________________________________________________________________ 87 INFANT MORTALITY ______________________________________________________________________ 90 LOW WEIGHT BIRTHS ____________________________________________________________________ 91 PRENATAL CARE _________________________________________________________________________ 92 Child Care ________________________________________________________________ 93 NEED FOR CHILD CARE ___________________________________________________________________ 93 ACCESS TO CHILD CARE ___________________________________________________________________ 94 AFFORDABILITY OF CHILD CARE ___________________________________________________________ 104 Foster Care ______________________________________________________________ 104 Foster Students ___________________________________________________________ 106 Education and Training ____________________________________________ 106 Enrollment ______________________________________________________________ 106 Transitional Kindergarten ___________________________________________________ 115 Special Education _________________________________________________________ 119 Academic Performance _____________________________________________________ 122 English Learners __________________________________________________________ 122 Chronic Absenteeism ______________________________________________________ 125 Graduation and Dropout Rates _______________________________________________ 126 Head Start _______________________________________________________________ 127 HEAD START / EARLY HEAD START DEMOGRAPHICS ___________________________________________ 127 HEAD START / EARLY HEAD START RACE AND ETHNICITY _______________________________________ 128 FAMILY CHARACTERISTICS OF ENROLLED CHILDREN ___________________________________________ 128 HEAD START / EARLY HEAD START ENROLLMENT ELIGIBILITY TYPES ______________________________ 128 FAMILY SERVICES AND REFERRALS RECEIVED ________________________________________________ 129 ESTIMATES OF HEAD START INCOME-ELIGIBLE CHILDREN ______________________________________ 130 47 LIST OF TABLES Table 1 – Population by Census Place and Percentage Change, 2010 – 2023 _____________________ 12 Table 2 – Population by Ethnicity 2010 – 2023 _____________________________________________ 13 Table 3 – Population by Race, Ethnicity and Geography, 2023 ________________________________ 13 Table 4 – Percentage of Residents by Race, Ethnicity and Geography, 2023 ______________________ 14 Table 5 – Contra Costa County Residents by Age Group, 2023 ________________________________ 15 Table 6 – Contra Costa County Children in Households by Age Group, 2012 – 2023 _______________ 17 Table 7 – Population by Age Group and Census Place, 2023 __________________________________ 18 Table 8 – Population by Nativity and Place, 2023 ___________________________________________ 20 Table 9 – Family Composition, 2009 – 2023 _______________________________________________ 21 Table 10 – Family Composition by Presence of Children, 2023 ________________________________ 21 Table 11 – Own Children in Households by Family Type, 2023 ________________________________ 23 Table 12 – Own Children Age 0-5 in Married-Couple Families, 2023 ____________________________ 24 Table 13 – Own Children Age 0-5 in Single Male-Headed Families, 2023 ________________________ 25 Table 14 – Own Children Age 0-5 in Single Female-Headed Families, 2023 _______________________ 26 Table 15 – Population Age 0-17 in Households by Family Type, 2023 ___________________________ 27 Table 16 – Self-Sufficiency Wage for Various Family Types, Contra Costa County, 2024 ____________ 28 Table 17 – Householders in Workforce with Children Age 0-5 and Family Income, 2023 ____________ 29 Table 18 – Unemployment Rates in Contra Costa County and California, 2004 – 2024 _____________ 30 Table 19 – Annual EDD Unemployment Rates by County Sub-Area, 2008 – 2024 __________________ 31 Table 20 – Civilian Labor Force, Unemployed and Unemployment Rate by Area, 2023 _____________ 33 Table 21 – Labor Force and Number Unemployed, 2024 _____________________________________ 34 Table 22 – Full Time Workers by Sex, 2023 _______________________________________________ 36 Table 23 – Women Age 16-50 with Births in the Past Year in the Labor Force, 2023 _______________ 37 Table 24 – Women Age 20-64 in the Labor Force with Children Age 0-5, 2023 ____________________ 38 Table 25 – How Workers Commute to Work by Area, 2023 __________________________________ 40 Table 26 – Time Leave for Work, 2023 ___________________________________________________ 41 Table 27 – Federal Poverty Levels (FPL) by Household Size, 2024 ______________________________ 43 Table 28 – Percentage of Contra Costa Families with Income below FPL, 2013-2023 _______________ 43 Table 29 – Percentage of Residents with Income below FPL by Nativity, 2023 ____________________ 44 Table 30 – Percentage of Families below FPL by Nativity, 2023 ________________________________ 44 Table 31 – Poverty Rate of Families by Family Type, 2023 ____________________________________ 46 Table 32 – Families below FPL with Children Age 0-4, Contra Costa County 2023 _________________ 47 Table 33 – Residents below Poverty and Poverty Rates, 2023 _________________________________ 48 Table 34 – Population below Poverty Level and Poverty Rates by Age Group, 2023 ________________ 49 Table 35 – Ratio of Income to Poverty Level for Children Age 0-5 by Geography, 2023 _____________ 51 Table 36 – Poverty Status of Women with Births in Past Year by Census Place, 2023 _______________ 53 Table 37 – CalWORKs Cases and Children, Contra Costa County 2010 – 2021 ____________________ 54 Table 38 – Public Assistance Households and Income by Place, 2023 ___________________________ 55 Table 39 – Children in Public Assistance Households by Family Type and Place, 2023 ______________ 56 Table 40 – Students Eligible for Free or Reduced Price Meals by District, 2004 – 2024 _____________ 58 Table 41 – Students Eligible for Free or Reduced Price Meals by School, 2023 – 2024 ______________ 59 Table 42 – Median Monthly Rents, 2025 _________________________________________________ 64 Table 43 – Housing Units, Monthly Costs, and Unaffordable Units, 2023 ________________________ 66 Table 44 – Point-In-Time Count of Unsheltered Persons by County Sub-Area, 2011 – 2023 __________ 68 Table 45 – Homeless Students in Contra Costa County Schools by Grade, 2011 – 2024 _____________ 69 Table 46 – Health Insurance Coverage Rates for Children by Area, 2023 ________________________ 71 Table 47 – Children with Health Insurance Coverage by Coverage Type, 2023 ____________________ 72 48 Table 48 – Health Insurance Coverage Rates by Nativity and Area, 2023 ________________________ 74 Table 49 – Health Insurance Coverage Rates by Race and Ethnicity, 2023 _______________________ 75 Table 50 – Percentage of Students who are Physically Fit, 2004 – 2019 _________________________ 76 Table 51 – Percentage of Students who are Physically Fit by Race and Ethnicity, 2019 _____________ 76 Table 52 – Percentage of Physically Fit 5th Graders in Contra Costa Districts, 2019 ________________ 76 Table 53 – STD Incidence for Chlamydia and Gonorrhea, All Ages ______________________________ 78 Table 54 – Drug-Induced Death Rates, 2017-2024 __________________________________________ 81 Table 55 – Opioid-Related Overdose Deaths and Age-Adjusted Rates, 2015-2023 _________________ 82 Table 56 – Arrests for Adult Offenders, 2010 – 2023 ________________________________________ 83 Table 57 – Total Adult Incarceration Rate, 2013 - 2016 ______________________________________ 84 Table 58 – Number of Domestic Violence Calls for Assistance, 2008–2023 _______________________ 85 Table 59 – Rate of Substantiated Child Abuse Cases, 2005–2023 ______________________________ 85 Table 60 – Number of Substantiated Child Abuse Cases in Contra Costa, 2009–2023 ______________ 86 Table 61 – County Child Abuse Allegations, Substantiations and Entries by Age, 2023 ______________ 86 Table 62 – Juvenile Arrests in Contra Costa County, 2011–2023 _______________________________ 86 Table 63 – Birth Rate of Women Age 15-50, Contra Costa County (2009–2023) ___________________ 87 Table 64 – Births and Birth Rates by Census Place, 2023 _____________________________________ 88 Table 65 – Births by Nativity and Census Place, 2023 _______________________________________ 89 Table 66 – Women 15-50 with Births Receiving Public Assistance, 2023 _________________________ 90 Table 67 – Infant Mortality, Contra Costa County, 2016–2024 ________________________________ 90 Table 68 – Percentage of Low Birth Weight Babies, 2015–2024 _______________________________ 91 Table 69 – Percentage of Women Receiving Prenatal Care in First Trimester, 2016–2024 ___________ 92 Table 71 – Number of Child Care Slots in Licensed Facilities by City, December 2024 ______________ 94 Table 72 – Licensed Day Care Facilities and Capacity by Zip Code, December 2024 ________________ 94 Table 73 – Licensed Infant Care Facilities and Capacity by Zip Code, December 2024 _____________ 100 Table 74 – Single Licensed Child Care Facilities by Zip Code, December 2024 ____________________ 102 Table 75 – Child Care Slots in Licensed Family Homes by City, December 2024 __________________ 103 Table 76 – Child Care Costs by Age and Licensed Facility Type _______________________________ 104 Table 77 – Change in Children in Foster Care, 2017-2024 ___________________________________ 105 Table 78 – First Entries into Foster Care by Age, 2010-2024 _________________________________ 105 Table 79 – Foster Care First Entries by Ethnicity, Contra Costa County 2010–2024 _______________ 106 Table 80 – Contra Costa County Foster Students, 2020-21 __________________________________ 106 Table 81 – Contra Costa County Public School Enrollment, 2010–2024 ________________________ 107 Table 82 – Enrollment in Contra Costa County by School District, 2020 – 2024 __________________ 107 Table 83 – Enrollment in Contra Costa Schools by Race and Ethnicity, 2010 – 2024 _______________ 108 Table 84 – School Enrollment 2007 – 2023 ______________________________________________ 109 Table 85 – School Enrollment by Census Place, 2023 _______________________________________ 109 Table 86 – School Enrollment by Nativity and Census Place, 2023 ____________________________ 110 Table 87 – School Enrollment of Residents Below FPL by Census Place, 2023____________________ 111 Table 88 – College Enrollment by Census Place, 2023 ______________________________________ 112 Table 89 – Educational Attainment by Sex and Census Place, 2023____________________________ 113 Table 90 – Contra Costa Transitional Kindergarten Enrollment by District, 2022–23 ______________ 116 Table 91 – Contra Costa Transitional Kindergarten Enrollment by School, 2022–23 _______________ 116 Table 92 – Public School Special Education Enrollment in Contra Costa, 2011-2024 ______________ 119 Table 93 – Special Education Enrollment by District, 2023-24 ________________________________ 120 Table 94 – Special Education Enrollment by Disability Type – All Ages, 2011-2024 ________________ 120 Table 95 – Children with Major Disabilities by Disability Type and Census Place, 2023 ____________ 121 Table 96 – Students Who Are English Learners in Contra Costa County, 2006–2024 ______________ 123 49 Table 97 – English Language Learners by District, 2023-24 __________________________________ 123 Table 98 – Language of Children Age 5-17 in Limited-English Households, 2023 _________________ 124 Table 99 – Truancy and Chronic Absenteeism Rates in Contra Costa County, 2010–2024 __________ 125 Table 100 – Truancy and Chronic Absenteeism Rates by District, 2007 – 2024 ___________________ 126 Table 101 – Graduation Rates by District, 2023-24 ________________________________________ 126 Table 102 – Dropout Rates by District, 2023-24 ___________________________________________ 127 Table 103 – Early Head Start and Head Start Enrollees by Age, 2024–25 _______________________ 127 Table 104 – Head Start and Early Head Start Enrollees by Race and Ethnicity, 2024-25 ____________ 128 Table 105 – Enrolled Families by Family Type, 2010–2025 __________________________________ 128 Table 106 – Early Head Start and Head Start Enrollment by Eligibility Type, 2024–25 _____________ 129 Table 107 – Family Services Received, 2024-25 ___________________________________________ 129 Table 108 – Estimates of Income Eligible Children by Age and Poverty Level, 2023 _______________ 130 LIST OF FIGURES Figure 1 – Population Change by Area, 2020-2023 _________________________________________ 11 Figure 2 – Population of Children by Age, 2012-2023 _______________________________________ 18 Figure 3 – Median Family Income and Number of Families by Area, 2023 _______________________ 30 Figure 4 – Unemployment Rates, 2004 – 2024 _____________________________________________ 30 Figure 5 – Unemployment Rates by Place, 2022 – 2024 _____________________________________ 32 Figure 6 – Time Leave for Work by Sex of Commuter, Contra Costa County 2023 _________________ 42 Figure 7 – State and County Poverty Rates Among Families by Nativity, 2023 ____________________ 45 Figure 8 – State and County Poverty Rates by Age Group, 2023 _______________________________ 48 Figure 9 – Poverty Rate of Children Age 0-5, 2023 __________________________________________ 50 Figure 10 – Number of Children Age 0-5 Living Below FPL, 2023 _______________________________ 51 Figure 11 – Number of Women with Births Living Below the FPL, 2023 _________________________ 54 Figure 12 – Change in FRPM-Eligible Students by District, 2021 – 2024 _________________________ 58 Figure 13 – Unsheltered Homeless by County Sub-Area, 2011 – 2024 __________________________ 68 Figure 14 – Chlamydia Incidence Rates, 2017-2024 _________________________________________ 78 Figure 15 – Gonorrhea Incidence Rates, 2017-2024 ________________________________________ 79 Figure 16 – Drug-Induced Death Rates, 2017-2024 _________________________________________ 81 Figure 17 – Opioid Overdose Death Rates, 2015-2023 _______________________________________ 82 Figure 18 – Felony Arrests by Offense, Contra Costa County 2010 – 2023 _______________________ 83 Figure 19 – Domestic Violence Calls for Assistance, Contra Costa County 2010 – 2023 _____________ 85 Figure 20 – Rate of Substantiated Child Abuse Cases, 2005 – 2023 _____________________________ 85 Figure 21 – Infant Mortality Rates, 2016-2024 _____________________________________________ 91 Figure 22 – Percentage Receiving Prenatal Care in First Trimester, 2010-2024 ___________________ 92 Figure 24 – Number of Slots in Licensed Family Homes by City, 2022 – 2024 ____________________ 104 Figure 25 – First Entries into Foster Care by Age, 2010 – 2024 _______________________________ 105 Figure 26 – School Enrollment by Race and Ethnicity, 2010 – 2024 ____________________________ 108 Figure 27 – Percentage of Residents with No High School Diploma by Sex, 2023 _________________ 115 Figure 28 – Countywide Special Education Enrollment, 2011 – 2024 __________________________ 119 Figure 29 – Student Academic Performance, 2021 – 2024 __________________________________ 122 50 EXECUTIVE SUMMARY Purpose and Objectives In 2024-25, the Community Services Bureau of Contra Costa County receives state funding to provide educational support and development services to 880 children with 1,201 children funded by the federal government for the Early Head Start and Head Start programs. CSB staff are deeply involved in community engagement activities that ensure appropriate representation of child and family interests and provide a consistent forum for the discussion of child and family needs. Examples of the CSB’s community commitment and engagement include serving on the county’s First 5 Commission, collaborating with community-based organizations on efforts such as the Building Blocks for Kids initiative, a Children’s Zone in the Iron Triangle of Richmond, and data collection through the County Office of Education, the Contra Costa Local Planning Council, and First 5 Contra Costa. As part of its mission, the CSB conducts an annual Community Assessment to provide a current profile of the health, economic, educational and safety status of the estimated 76,479 children age 0-5 living in Contra Costa County. The Community Assessment is a multi-phase, ongoing process of data collection and analysis that describes community strengths, needs and resources, and integrally involves the Head Start Policy Council and active parents. Staff and engaged parents use the findings to identify emerging needs and factors that impact the well-being of Head Start eligible children and families, as well as the community assets, opportunities and strengths available to address these needs. Findings inform programmatic approaches, optimize and coordinate service delivery across resources, and guide the Policy Council. Methodology The Community Assessment process involves a highly collaborative assimilation of input from and engagement with numerous sources, stakeholders, community members and County staff. CSB Assistant Directors work with program managers and active parents to revise or refine the process, develop and implement surveys to identify emerging needs and issues, and compile and maintain demographic and referral information about CSB enrollment. The Policy Council participates in the assessment process throughout the year providing input at regular meetings, reviewing planning data in the context of shared governance, and engaging in many other outreach and dialog opportunities. This year, the Policy Council will receive a full presentation of the Community Assessment in early Spring, and then exercise its mandate to evaluate, discuss, pose questions about, and approve its findings. A wide variety of data techniques and sources are used to conduct the Community Assessment. Federal and state agencies, such as the U.S. Census and the Departments of Finance, Education, and Employment Development, provide reliable and regularly updated estimates of residents and conditions that may be compared over time. Internal data sources include parent and family partnership data, parent planning sessions, and assessment surveys . Program Information Reports (PIR) and data compiled by program managers throughout the year provide a profile of the demographics and needs of Head Start families and children. Local committees, commissions and community-based entities that serve low income and at-risk children and families, such as First 5 Contra Costa, the United Way, CalWORKs, the County Health Department, Contra Costa County Local Planning Council for Child Care, and the County Office of Education, also maintain on-the-ground utilization data. Community Care Licensing reports provides information about the demand for and utilization of childcare, as well as the number and location of licensed providers and childcare slots available. In collaboration with McKinney-Vento Local Education Agency Liaisons, the assessment process also helps identify age-eligible children experiencing homelessness in the county. Through this compilation of community knowledge, the assessment process helps identify and communicate the emerging needs and interests of community members. It helps determine the population of eligible children and where their families live, and it describes eligible children and families by age, race and ethnicity, primary language, income, family size, social service needs, educational attainment, employment status, work and job training needs, health factors, nutritional needs, special educational needs, foster care status and housing needs. The assessme nt process also helps program planners recognize and integrate other community strengths and resources. The following presents findings of the 2024–2026 Community Needs Assessment. 51 Population Profile • Contra Costa County has grown 11% to 1,161,458 since 2010, compared to 5% in the state, with much higher growth in Bayview (up 44%), Contra Costa Centre (up 33%), Pacheco (up 26%), Brentwood (up 26%), Oakley (up 25%), El Sobrante (up 25%), Pittsburg (up 20%), and San Ramon (up 19%). The county added 13,670 residents since 2020 (up 1%), compared to a slight decline statewide, with large gains in Richmond (up 5,345), San Ramon (up 4,390), Antioch (up 4,291), and Pittsburg (up 4,145). • The county’s proportion of Black (9%) and Asian (19%) residents remains higher than in California, while its proportion of Latino residents (27%) remains much lower than the state (40%). In 2023, 74% (857,641) of Contra Costa residents are U.S. born, 11% (126,746) are non-citizens, and 1% of non- citizens are 0-4 year olds. • About 22% of residents are age 0-17 in both the state and county, and both the state (down 3%) and county (down 2%) saw declines in children since 2020. About 30% (76,479) of all 258,092 county children are under 6, down 2% or 1,885. About 14% (37,150) are under 3, down 1% or 535. A total of 62,574 (24%) county children are age 0-4 (down 4%), with the largest declines in Concord (down 11% or 1,069), Pittsburg (down 9% or 476), Rodeo (down 50% or 384), and El Cerrito (down 22% or 333). • Since 2020, county households rose 3% to 411,662, and families rose 3% to 293,999. Married-couple families saw the largest gains, up 4,227 to 222,817, while families headed by single females rose 4% or 1,954 to 49,733. Although the county (3 2%) exceeds the state (29%) in its share of families with children, children in married-couple families fell 2% to 176,832 and children in single-female headed families fell 2% to 36,823 since 2020. Children age 0-5 also fell 2% to 52,536 in married-couple families, fell 15% to 8,537 in single female-headed families, and fell 6% to 3,914 in single male-headed families since 2020. Economic Profile • At $110,108, median income for California families rose 23% since 2020, while family income in the county rose 22% to $146,002. Of householders with 0-5 year olds, 65% in the state and 68% (50,221) in the county live in families in which all parents work. The 2024 Self-Sufficiency Standard for a Contra Costa family with one adult, an infant and a preschool age child rose 17% since 2021, and at $161,195, now represents a full-time hourly wage of $76. • In 2023, 65% (608,587) of Contra Costa residents participate in the civilian labor force, up 2% or 12,108 since 2020. EDD data indicates the county’s civilian workforce (547,100) grew 1%, adding 4,100 jobs since 2022. About 27,000 residents are unemployed, up 18% or 4,100 jobless. Unemployment in the county (4.9%) continues lower than in the state (5.4%) but both edged higher since January 2022. • In 2023, 81% of county workers commute, down 9% or 44,633 since 2020. The average commute time also fell to 36 minutes, and 46% (203,877) of commuters are female, down 10% or 22,067 since 2020. About 68% of married and 70% of unmarried women with recent births work, and 69% (34,466) of women with 0-5 year olds work in 2023, up 1%. In 2023, 50% (228,814) of Contra Costa males work full time, up 2%, and 35 % (166,279) of females work full time, up 3%. • In Contra Costa, 8% (95,048) of individuals, 11% (8,024) of children less than 6, 6% (16,660) of families, and 8% of families with children live below the FPL. Compared to 8% of all residents, 6% of naturalized citizens and 14% of non-citizens live in poverty. About 33% (2,222) of married -couples below the FPL have 0-4 year olds, up 27% since 2020, 36% (2,763) of single female-headed families in poverty have 0-4 year olds, down 7%, and 20% (446) of single male-headed families in poverty have 0-4 year olds, down 21%. About 25,484 county children of all ages live below the FPL, up 197 children since 2020. • CalWORKs cases rose 20% to 6,703 cash grant cases, with 12,248 involving children, up 25% since 2021. In 2023, 20,481 (5%) county households rely on SSI, 11,959 (3%) receive cash PA, and 31,571 (8%) receive SNAP. About 44,480 (17%) of all county children live in PA households, 53% (23,483) of these in married-couple families, 38% (16,779) in single female-headed families, and 9% (3,917) in single male-headed families. About 6,010 (2%) women age 15-50, including 696 with recent births, receive PA benefits in 2023. • Since 2021, owner-occupied housing costs rose 17% to $2,166 in the state and 18% to $2,675 in the county, with 82,933 (30%) unaffordable units in the county. Renter housing costs rose 23% to $1,956 in the state and 20% to $2,322 in the county, with 69,491 (52%) unaffordable rentals in the county. 52 The 2025 median monthly rent for a 2-bedroom unit in the county rose 18% to $2,682. In 2023, 14,002 people in 9,632 households accessed homeless-related services from CoC providers, children make up 24% of all those served, and the number of homeless (2,843) increased 25% since 2020. In 2024, 3,381 students in Contra Costa schools have unstable housing, up 28% or 729 students since 2018. Health and Safety Profile • In Contra Costa, 5% (55,641) of residents are uninsured, compared to 7% statewide, with both improved since 2020. About 3% (7,479) of county children of all ages and 2% (1,715) of 0-5 year olds are uninsured, with both down since 2020. Medicaid-only coverage among county children remains unchanged at 27% (67,244), while the state saw a 4% decline. The rate of uninsured among foreign- born (9%) is 3 times higher than that of native -born (3%) residents. Rates of uninsured among non- citizens (17%) fell 6 points but remains 5 times higher than among naturalized citizens (3.4%). Whites (98%) are much more likely than Latinos (91%), Native Hawaiian/Pacific Islanders (91%), and American Indian/Native Alaskans (85%) to have health insurance. • About 14,057 children and 79,110 adults with asthma are at risk from poor air quality in the county in 2024. In 2020, 18% of county residents of all ages and 10% of children have ever been diagnosed with asthma. Asthma-related hospitalizations among 0-4 year olds is 12.9 per 10,000 in Contra Costa and 17.3 in the state. • Since 2021, chlamydia rates improved 21% to 411.8 per 100,000 in the county, while gonorrhea rates improved 2% to 334.1 among females and 447.7 among males. HIV/AIDS diagnoses (284.6 per 100,000 or 2,796 cases) still compare favorably to the state (417.1), but cases rose 5% since 2021. • Drug-induced deaths in the county rose to 252.0 (21.1 per 100,000) in 2024, up 7.7 points since 2021. Opioid-related deaths rose to 176 (16.4), up 22%. Doctors in Contra Costa wrote 447,583 opioid prescriptions (313.9 per 1,000), and opioid overdoses resulted in 407 ER visits (39.0 per 100,000). • During pregnancy, 21% of women with births in the county had inadequate weight gain, 44% had excessive weight gain, 12% utilized CalFresh, 20% experienced food insecurity, and 7% of county births were low birthweight. About 36% of low income 0-5 year olds in the county had a recent dental visit in 2023, compared to 31% in the prior year and 41% in California. About 36% of 7th graders, 38% of 9th graders, and 43% of 11th graders in the county had not eaten breakfast on the morning surveyed, with all 3 proportions up significantly since 2019. • Infant mortality in the county rose to 3.7 per 1,000 in 2024, while the state rate fell from 3.9 to 3.7. About 90% of pregnant women in the county receive first trimester prenatal care in 2024, up slightly since 2021, but only 65% receive adequate or better care throughout pregnancy, down significantly from 74%. As of January 2025, 20% (224,509) of county residents of all ages and 4% (2,057) of children age 0-4 are up-to-date with available COVID-19 vaccinations. • Since 2022, felony arrests among California adults fell 6 %, with arrests for violent offenses down 1%. Adult felony arrests in Contra Costa fell 22% (down 1,656) to 5,807, with arrests for violent offenses down 14%, property offenses down 18%, drug offenses down 21% and sex offenses down 22% since 2022. However, the death by homicide rate rose notably to 6.1 per 100,000 in California and 6.6 in Contra Costa. The firearm-related death rate also rose significantly to 8.7 per 100,000 in the state and 9.0 in Contra Costa. • The county’s 2023 rate of substantiated child abuse cases at 2.0 per 1,000 continues lower than 5.7 statewide, with both improved. Cases in the county fell 32% (down 240) to 510, and cases involving infants fell 41%. In contrast, domestic violence calls from county residents rose 5% to 3,218 in 2023. • The county had 545 juvenile arrests in 2023, up 22% or 99 arrests since 2022, with 327 (60%) for felonies and 218 (40%) for misdemeanors. Arrests for violent offenses also rose 29% since 2022. In 2023, 4% of Contra Costa 7th graders and 3% of 11th graders say they are gang members, with both improved since 2019. Profile of Children and Families • In 2023, 14,965 women gave birth in Contra Costa, up 8% or 1,134 since 2020, for a birth rate of 55.4 per 1,000. Teen birth rates in both the county (6.9) and state (9.5) continue to improve. About 9,802 native-born women had births in the county, up 7%, while 5,163 foreign-born women had births, up 53 10%. Countywide, 9% (979) of married and 34% (1,400) of unmarried women with births live below the FPL in 2023. • The county has 377 children in foster care, down 30% or 163 since 2021, with 168 first entries. Children age 0-5 represent 63% (105) of all first entries, i nfants comprise 18% (48), 1-2 year olds comprise 17% (28), and 3-5 year olds comprise 17% (29). Contra Costa schools enrolled 768 foster students in 2021 , including 45 kindergarteners. • In 2021, child care availability fell statewide, with center slots down 2% and home slots down 1%, while children with subsidized care rose 11%. Despite a 1% drop in 0-5 year olds in poverty, Contra Costa children with subsidized care (8,905) rose a notable 25% in 2021. In 2024, day care slots in county centers are down 4% to 18,553; however, infant slots in centers are up 4% to 2,275, day care slots in homes are up 5% to 6,050, and the county added 3,732 slots in single-licensed centers that serve all ages. • About 85% of Contra Costa families seek child care in 2021 because parents must work, up 9 points since 2019. Full-time costs for infant care in centers rose 7% to $20,796, while infant care in homes fell 24% to $14,796 in 2021. Full-time costs for preschool care in centers also rose 9% to $15,540, while preschool care in homes fell 8% to $13,116. Educational Profile • Since 2021, school enrollment in the county fell 2% or 3,627 to 169,394, with the largest declines in the unified districts of John Swett (down 7%), Martinez (down 5%), San Ramon Valley (down 5%), and West Contra Costa (down 5%). The student population is 38% Latino, 25% White, 15% Asian, 8% Black, 8% multi-racial, and 4% Filipino. Special education enrollment in county schools rose 2% or 390 to 22,312, including 2,300 3-5 year olds, and now represents 13% of total enrollment. • Of all school enrollees, 16,359 (6%) attend preschool, down 10% or 1,855 since 2020. About 51% (12,988) of 3-4 year olds attend school, down 11% or 1,600. About 31% (28,295) of residents in poverty attend school in 2023, including 1,405 preschoolers, down 10% or 157. Since 2020, college enrollment fell 4% to 77,382, with 35,092 (45%) males, 42,290 (55%) females, and 8,376 (11%) below the FPL. • About 62% of California students and 40% (67,325) of county students receive free or reduced price meals, with both up since 2020. The unified districts of Antioch (up 5% or 554), Mt. Diablo (up 4% or 513) and San Ramon Valley (up 32% or 512) saw the largest increases in FRPM-eligible students, while West Contra Costa (down 9% or 1,937) and Liberty Union High (down 7% or 147) had key declines. • Since 2020, county TK enrollment rose 29% or 751 to 3,319. Of all TK students, 1,269 (38%) are Socioeconomically Disadvantaged, up 32%, while 784 (24%) are English Learners, up 27%. In 2024, EL students of all ages rose 8% (up 2,183) to 28,239 (17%). The county saw another 8% drop children in linguistically-isolated households, down 1,054 to 11,490, with 7,469 (65%) Spanish speakers, down 17% or 1,574 since 2020. • In Contra Costa, 51% of students meet or exceed the English Language Arts standard, down 1.7 points, and 41% meet or exceed the Mathematics standard, down 1.6 points since 2021. Chronic absenteeism rose a notable 77% (up 15,172) students to 34,774 (20%). While the countywide graduation rate remains steady at 90%, the dropout rate rose to 7% and now exceeds the statewide rate (6%). Communities Served by Head Start An estimated 7,592 0-2 year olds (including 2,379 pregnant women) and 5,518 3-5 year olds in Contra Costa may be income-eligible for Early Head Start or Head Start services in 2025-26. Income- eligible 0-2 year olds fell 3% or 236 , but the number of pregnant women in poverty rose 13%. Income- eligible 3-5 year olds fell 10% or 640. Antioch (down 662), Rodeo (down 270 ), and Pittsburg (down 258) saw the largest declines in income-eligible children age 0-5, while Brentwood (up 406), Richmond (up 186), and El Sobrante (up 156) saw the largest increases. In 2024-25, the county’s Early Head Start program served 494 children, while Head Start served 812. About 38% (188) of Early Head Start enrollees are less than 1, including at least 34 unborn babies. Another 28% (137) are 2 year olds. Of Head Start enrollees, 7% (60) are 5 or older and 44% (359) are 3 year olds. Latino children make up 74% (351) of Early Head Start and 64 % (522) of Head Start students, and Spanish is the primary language of 52% (244) in Early Head Start and 41% (331) in Head Start. White children make up 74% (348) in Early Head Start and 62% (502) in Head Start, African Americans make up 54 16% (77) in Early Head Start and 23% (182) in Head Start, and Asians make up 2 % (11) of Early Head Start and 6% (51) of Head Start students. Single-parent families represent 66% (305) of Early Head Start families and 74% (563) of Head Start families. Most Early Head Start (78%) and Head Start (65%) families are eligible based on income. The Community Assessment reports on the conditions of children and families in the zip codes and census designated places (CDPs) listed below to access the need for Head Start program services. City or CDP Zip code City or CDP Zip code Community Assets and Resources for Head Start Children No single agency would be capable of eliminating the myriad causes and effects of poverty. Collaborations of the private sector, government agencies, community-based and faith-based organizations play a crucial role as they join forces, multiply individual efforts and leverage resources. The CSB recognizes that the Head Start, Early Head Start, CDD and CSBG programs accessed by many residents are more effective in reducing or eliminating poverty’s impact on children and families when they operate in unison through comprehensive partnerships with other local organizations committed to transforming individuals, families, neighborhoods and entire communities. With this perspective, the CSB continues its successful history of merging Head Start and Child Development programs into a unified Child Start program which offers more families full-day, year-round services such as high-quality education; health and dental services; job skills training support for family members in CalWORKs; and family advocacy services. In 2024-25, 129 Early Head Start and 418 Head Start families received family services or referrals. Services accessed most by families include preventive medical and oral health education (449), involvement in their child’s screening and assessment results and progress (446), and emergency or crisis intervention (91). Contra Costa County sponsors its own health care system, the Contra Costa Health Services (CCHS), which offers a wide range of health services to residents. The CCHS uses a broad provider network to support individual, family and community health through primary, specialty, and inpatient medical care, mental health services, substance abuse treatment, public health programs, environmental health protection, hazardous materials response and inspection, and emergency medical services. CCHS operates the Contra Costa Health Plan (CCHP), an HMO that offers Medi-Cal Managed Care coverage, serves Medicare beneficiaries, provides quality care to county employees, businesses, individuals, and families, and implements the ACA Medi-Cal expansion to those with incomes below 138% of the FPL. This CCHS system provides a safety net of quality health care and medical services not otherwise available to low income residents. 55 DEMOGRAPHICS Population Change In 2023, American Community Survey data indicates Contra Costa County is home to 1,161,458 residents, up 1.2% or 13,670 residents since 2020, compared to the state’s 0.3% population decline.1 Within the county, growth rates since 2020 exceed the overall county by far in Crockett (up 13.6%), Vine Hill (up 12.1%), El Sobrante (up 7.1%), Contra Costa Centre (up 6.9%), Bethel Island (up 6.4%), Oakley (up 6.4%), Pittsburg (up 5.8%), San Ramon (up 5.4%), and Richmond (up 4.9%). Communities with the largest population increases since 2020 include Richmond (up 5,345), San Ramon (up 4,390), Antioch (up 4,291), Pittsburg (up 4,145), and Oakley (up 2,655). The county’s top population centers remain the same as in prior years led by Concord (124,260), Antioch (115,759), and Richmond (115,396), followed by San Ramon (85,734), Pittsburg (75,868) and Walnut Creek (69,790). Half of all Contra Costa County residents (586,807) live in one of these six population centers. In contrast to the countywide trend, Rodeo (down 12.9%), Bayview (down 8.0%), Clayton (down 5.4%), East Richmond Heights (down 4.7%), Discovery Bay (down 4.2%), Concord (down 3.8%), Danville (down 3.4%), and Martinez (down 3.8%) all saw notable declines in growth rate since 2020. Communities with the largest declines in population since 2020 include Concord (down 4,967), Danville (down 1,507), Martinez (down 1,471), and Rodeo (down 1,288). Since 2010, Contra Costa has grown 10.7% and added 112,433 residents, compared to a 5.3% statewide growth rate. Within the county, areas with much higher than average growth include Bayview (up 44.4%), Contra Costa Centre (up 32.9%), Pacheco (up 26.4%), Brentwood (up 25.5%), Oakley (up 25.1%), El Sobrante (up 24.9%), Pittsburg (up 19.9%), San Ramon (up 18.8%), Crockett (up 17.7%), and Discovery Bay (up 14.2%). Areas with notable growth rate declines since 2010 include Vine Hill (down 3.8%) and Tara Hills (down 4.2%). Figure 1 – Population Change by Area, 2020-2023 1 In July 2024, the Census Bureau's Vintage 2024 estimates indicate California's population increased 233,000 to 39,431,000 since 2023, which is just 125,000 short of pre-pandemic levels. -5,500 -4,500 -3,500 -2,500 -1,500 -500 500 1,500 2,500 3,500 4,500 5,500 Ri c h m o n d Sa n R a m o n An t i o c h Pi t t s b u r g Oa k l e y Br e n t w o o d El S o b r a n t e Sa n P a b l o Al a m o El C e r r i t o Cr o c k e t t Vi n e H i l l He r c u l e s Be t h e l I s l a n d Ke n s i n g t o n Or i n d a Ta r a H i l l s Wa l n u t C r e e k Mo r a g a Pa c h e c o Bl a c k h a w k Ba y v i e w Pi n o l e Pl e a s a n t H i l l Cl a y t o n Di s c o v e r y B a y La f a y e t t e Ro d e o Ma r t i n e z Da n v i l l e Co n c o r d 56 Table 1 – Population by Census Place and Percentage Change, 2010 – 2023 Location 2010 2013 2016 2020 2023 Since 2010 Since 2020 California 37,253,956 37,659,181 38,654,206 39,346,023 39,242,785 5.3 -0.3 Contra Costa 1,049,025 1,065,794 1,107,925 1,147,788 1,161,458 10.7 1.2 Alamo CDP 14,570 15,672 16,078 13,864 14,441 -0.9 4.2 Antioch 102,372 104,035 108,675 111,468 115,759 13.1 3.8 Bay Point -- -- -- -- 24,065 0.0 0.0 Bayview CDP 1,754 2,287 1,753 2,754 2,533 44.4 -8.0 Bethel Island CDP 2,137 2,172 2,199 2,015 2,144 0.3 6.4 Blackhawk CDP 9,354 9,263 9,468 10,590 10,404 11.2 -1.8 Brentwood 51,481 52,494 56,923 63,013 64,609 25.5 2.5 Byron -- -- -- -- 1,876 0.0 0.0 Clayton 10,897 11,137 11,655 11,585 10,962 0.6 -5.4 Clyde -- -- -- -- 716 0.0 0.0 Concord 122,067 123,658 126,938 129,227 124,260 1.8 -3.8 Contra Costa Centre CDP 5,364 5,461 6,190 6,667 7,127 32.9 6.9 Crockett CDP 3,094 3,121 3,103 3,205 3,642 17.7 13.6 Danville 42,039 42,476 43,758 44,933 43,426 3.3 -3.4 Diablo -- -- -- -- 1,072 0.0 0.0 Discovery Bay CDP 13,352 13,030 14,765 15,904 15,243 14.2 -4.2 E. Richmond Heights CDP 3,280 3,576 3,364 3,473 3,311 0.9 -4.7 El Cerrito 23,549 23,862 24,646 25,280 25,781 9.5 2.0 El Sobrante CDP 12,669 13,478 12,963 14,779 15,823 24.9 7.1 Hercules 24,060 24,340 25,011 26,090 26,245 9.1 0.6 Kensington CDP 5,077 5,201 5,602 5,171 5,292 4.2 2.3 Knightsen -- -- -- -- 2,018 0.0 0.0 Lafayette 23,893 24,347 25,381 25,949 25,277 5.8 -2.6 Martinez 35,824 36,471 37,544 38,397 36,926 3.1 -3.8 Moraga 16,016 16,315 16,977 16,896 16,790 4.8 -0.6 North Richmond -- -- -- -- 3,935 0.0 0.0 Oakley 35,432 36,443 38,968 41,656 44,311 25.1 6.4 Orinda 17,643 18,108 18,936 19,461 19,472 10.4 0.1 Pacheco CDP 3,685 4,001 4,059 4,775 4,657 26.4 -2.5 Pinole 18,390 18,587 19,040 19,343 18,835 2.4 -2.6 Pittsburg 63,264 64,588 67,998 71,723 75,868 19.9 5.8 Pleasant Hill 33,152 33,513 34,395 34,903 34,335 3.6 -1.6 Port Costa -- -- -- -- 194 0.0 0.0 Richmond 103,701 105,280 108,303 110,051 115,396 11.3 4.9 Rodeo CDP 8,679 8,689 9,798 10,023 8,735 0.6 -12.9 San Pablo 29,139 29,324 29,991 30,959 31,771 9.0 2.6 San Ramon 72,148 72,707 74,366 81,344 85,734 18.8 5.4 Tara Hills CDP 5,126 4,674 4,950 4,915 4,912 -4.2 -0.1 Vine Hill CDP 3,761 4,128 4,264 3,228 3,617 -3.8 12.1 Walnut Creek 64,173 65,122 67,568 69,836 69,790 8.8 -0.1 Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov Population by Race and Ethnicity From 2010 to 2023, the county’s population has increased by 112,433 from 1,049,025 to 1,161,458 (up 10.7%), maintaining an average growth rate of just under 1% per year. During this period, the racial and ethnic composition of the county has changed, with the population of White (only) residents falling 109,310 or 17.8%, while the Asian population rose 63,489 or 41.9%, the multi-racial population rose 106,393 or 171.0%, the 57 American Indian/Alaska Native population rose 3,819 or 62.4%, and the Hispanic/Latino population rose 61,239 or 24.0%. In 2023, the county has a population comprised of 43.5% white residents, 27.3% Hispanic/Latino residents, 18.5% Asian residents, 14.5% multi-racial residents, and 8.5% Black/African American residents. Another 13.7% of residents identify as some other racial or ethnic identity. Note that some change in racial and ethnic totals are likely the result of changes in how residents self-identify and/or recognize their ancestry. Compared to the state, the county as a whole continues to have a lower proportion of Hispanic residents (27.3% to 39.8%, respectively), although the county’s population of Hispanic residents has grown 21,008 or 7.1% since 2020. In 2023, the county also has somewhat higher proportions of Black/African American (8.5%) and Asian (18.5%) residents as compared to the state (5.5% and 15.3%, respectively). Table 2 – Population by Ethnicity 2010 – 2023 Race / Ethnicity Caucasian 614,512 58.6 505,202 43.5 44.0 Black / African American 97,161 9.3 98,346 8.5 5.5 American Indian / Alaska Native 6,122 0.6 9,941 0.9 1.1 Asian 151,469 14.4 214,958 18.5 15.3 Pacific Islander / Native Hawaiian 4,845 0.5 5,593 0.5 0.4 Some other race 112,691 10.7 158,800 13.7 17.4 Two or more races 62,225 5.9 168,618 14.5 16.3 Hispanic or Latino 255,560 24.4 316,799 27.3 39.8 Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov In 2023, Antioch (22,766), Richmond (20,024), and Pittsburg (10,934) have the highest number of Black or African American residents. San Ramon (42,324), Concord (16,708), Antioch (15,697), Richmond (15,143), and Pittsburg (14,092) have the largest population of Asian residents. The cities of Richmond (54,169), Antioch (41,743), Concord (40,118), and Pittsburg (33,341) continue to have the largest population of Hispanic residents. Table 3 – Population by Race, Ethnicity and Geography, 2023 Area Total White Asian Other Alamo 14,441 11,056 94 1 1,508 0 387 1,395 1,073 Antioch 115,759 34,114 22,766 1,871 15,697 1,323 20,739 19,249 41,743 Bay Point 24,065 4,503 2,035 361 3,026 276 8,152 5,712 15,100 Bayview 2,533 770 84 2 209 0 618 850 1,644 Bethel Island 2,144 1,443 0 0 145 37 449 70 545 Blackhawk 10,404 6,640 619 2 2,124 27 83 909 607 Brentwood 64,609 31,000 6,599 273 10,844 232 6,924 8,737 16,010 Byron 1,876 1,066 2 0 92 0 424 292 835 Clayton 10,962 7,680 49 39 1,332 0 338 1,524 1,471 Clyde 716 549 0 23 0 0 28 116 161 Concord 124,260 59,782 4,784 1,205 16,708 296 19,228 22,257 40,118 CC Centre 7,127 3,390 429 177 1,875 53 403 800 1,303 Crockett 3,642 2,453 428 31 289 0 128 313 666 Danville 43,426 29,770 347 16 8,554 0 748 3,991 3,719 Diablo 1,072 928 0 0 17 0 78 49 106 Discovery Bay 15,243 10,314 946 118 776 12 1,071 2,006 2,753 E Richmond 3,311 1,991 224 6 336 0 21 733 641 El Cerrito 25,781 12,297 1,208 187 7,550 39 1,055 3,445 3,681 El Sobrante 15,823 5,969 1,166 89 3,187 191 2,440 2,781 5,263 Hercules 26,245 4,405 4,903 16 11,521 210 1,991 3,199 3,888 58 Area Total White Asian Other Kensington 5,292 3,755 150 12 588 0 47 740 339 Knightsen 2,018 1,055 0 21 266 0 419 257 711 Lafayette 25,277 19,210 218 21 2,346 0 259 3,223 2,069 Martinez 36,926 23,475 907 309 3,845 0 1,581 6,809 7,159 Moraga 16,790 10,720 145 5 3,721 24 520 1,655 1,542 N. Richmond 3,935 379 550 65 489 149 1,468 835 2,542 Oakley 44,311 21,545 3,865 97 4,154 436 7,599 6,615 15,005 Orinda 19,472 13,294 77 70 3,020 0 156 2,855 1,219 Pacheco 4,657 2,661 279 21 870 0 214 612 820 Pinole 18,835 6,347 2,277 270 4,661 16 2,482 2,782 5,164 Pittsburg 75,868 17,256 10,934 758 14,092 871 18,628 13,329 33,341 Pleasant Hill 34,335 21,052 1,269 96 5,935 235 1,096 4,652 5,219 Port Costa 194 163 0 0 0 0 19 12 31 Richmond 115,396 24,697 20,024 2,180 15,143 591 34,435 18,326 54,169 Rodeo 8,735 2,782 1,356 11 1,903 128 1,614 941 2,385 San Pablo 31,771 4,039 3,523 558 4,159 10 14,294 5,188 19,164 San Ramon 85,734 31,311 2,564 274 42,324 197 1,952 7,112 6,681 Tara Hills 4,912 1,509 642 17 1,142 0 686 916 1,410 Vine Hill 3,617 2,530 48 0 201 0 294 544 728 Walnut Creek 69,790 45,393 1,651 400 11,644 235 1,943 8,524 8,265 Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov In 2023, cities with the highest proportions of Black or African American residents include Antioch (19.7%), Hercules (18.7%), Richmond (17.4%), Rodeo (15.5%), Pittsburg (14.4%), and North Richmond (14.0%). San Ramon (49.4%), Hercules (43.9%), El Cerrito (29.3%), Contra Costa Centre (26.3%), and Pinole (24.7%) have much higher proportions of Asian residents than the county overall (18.5%). Compared to the countywide proportion of Latinos (27.3%), Bayview (64.9%), North Richmond (64.6%), Bay Point (62.7%), San Pablo (60.3%), Richmond (46.9%), Byron (44.5%), and Pittsburg (43.9%) have much higher proportions of Hispanic/Latino residents. Table 4 – Percentage of Residents by Race, Ethnicity and Geography, 2023 Area White Asian Other Alamo 76.6 0.7 0.0 10.4 0.0 2.7 9.7 7.4 Antioch 29.5 19.7 1.6 13.6 1.1 17.9 16.6 36.1 Bay Point 18.7 8.5 1.5 12.6 1.1 33.9 23.7 62.7 Bayview 30.4 3.3 0.1 8.3 0.0 24.4 33.6 64.9 Bethel Island 67.3 0.0 0.0 6.8 1.7 20.9 3.3 25.4 Blackhawk 63.8 5.9 0.0 20.4 0.3 0.8 8.7 5.8 Brentwood 48.0 10.2 0.4 16.8 0.4 10.7 13.5 24.8 Byron 56.8 0.1 0.0 4.9 0.0 22.6 15.6 44.5 Clayton 70.1 0.4 0.4 12.2 0.0 3.1 13.9 13.4 Clyde 76.7 0.0 3.2 0.0 0.0 3.9 16.2 22.5 Concord 48.1 3.8 1.0 13.4 0.2 15.5 17.9 32.3 Contra Costa Ctr 47.6 6.0 2.5 26.3 0.7 5.7 11.2 18.3 Crockett 67.4 11.8 0.9 7.9 0.0 3.5 8.6 18.3 Danville 68.6 0.8 0.0 19.7 0.0 1.7 9.2 8.6 Diablo 86.6 0.0 0.0 1.6 0.0 7.3 4.6 9.9 Discovery Bay 67.7 6.2 0.8 5.1 0.1 7.0 13.2 18.1 E Richmond Hts 60.1 6.8 0.2 10.1 0.0 0.6 22.1 19.4 El Cerrito 47.7 4.7 0.7 29.3 0.2 4.1 13.4 14.3 El Sobrante 37.7 7.4 0.6 20.1 1.2 15.4 17.6 33.3 Hercules 16.8 18.7 0.1 43.9 0.8 7.6 12.2 14.8 Kensington 71.0 2.8 0.2 11.1 0.0 0.9 14.0 6.4 59 Area White Amer. /Alaskan Asian Pac. Islander Other more Latino Knightsen 52.3 0.0 1.0 13.2 0.0 20.8 12.7 35.2 Lafayette 76.0 0.9 0.1 9.3 0.0 1.0 12.8 8.2 Martinez 63.6 2.5 0.8 10.4 0.0 4.3 18.4 19.4 Moraga 63.8 0.9 0.0 22.2 0.1 3.1 9.9 9.2 N. Richmond 9.6 14.0 1.7 12.4 3.8 37.3 21.2 64.6 Oakley 48.6 8.7 0.2 9.4 1.0 17.1 14.9 33.9 Orinda 68.3 0.4 0.4 15.5 0.0 0.8 14.7 6.3 Pacheco 57.1 6.0 0.5 18.7 0.0 4.6 13.1 17.6 Pinole 33.7 12.1 1.4 24.7 0.1 13.2 14.8 27.4 Pittsburg 22.7 14.4 1.0 18.6 1.1 24.6 17.6 43.9 Pleasant Hill 61.3 3.7 0.3 17.3 0.7 3.2 13.5 15.2 Port Costa 84.0 0.0 0.0 0.0 0.0 9.8 6.2 16.0 Richmond 21.4 17.4 1.9 13.1 0.5 29.8 15.9 46.9 Rodeo 31.8 15.5 0.1 21.8 1.5 18.5 10.8 27.3 San Pablo 12.7 11.1 1.8 13.1 0.0 45.0 16.3 60.3 San Ramon 36.5 3.0 0.3 49.4 0.2 2.3 8.3 7.8 Tara Hills 30.7 13.1 0.3 23.2 0.0 14.0 18.6 28.7 Vine Hill 69.9 1.3 0.0 5.6 0.0 8.1 15.0 20.1 Walnut Creek 65.0 2.4 0.6 16.7 0.3 2.8 12.2 11.8 Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov Population by Age In 2023, Contra Costa County has 92,378 (8.0%) residents age 18-24, 617,172 (53.1%) age 25-64, 148,944 (12.8%) age 65-79, and 44,872 (3.9%) age 80 and over. The population of children age 0-17 fell a slight 0.8% to 258,092 (22.2%), while the state saw a significant 2.5% decline in 0-17 year olds since 2020. Within the county, the largest populations of children age 0-17 reside in Antioch (26,866 or 23.2%), Concord (26,534 or 21.4%), Richmond (24,884 or 21.6%), San Ramon (23,068 or 26.9%), Pittsburg (17,014 or 22.4%), and Brentwood (16,886 or 26.1%). Since 2020, Richmond (up 1,290 or 5.5%), San Ramon (up 494 or 2.2%), Brentwood (up 484 or 3.0%), El Sobrante (up 443 or 15.9%), and Walnut Creek (up 311 or 2.9%) saw the most notable gains in the number of children. In contrast, Concord (down 1,537 or 5.5%), Oakley (down 870 or 7.4%), Rodeo (down 737 or 30.9%), Clayton (down 347 or 12.2%), Martinez (down 331 or 4.3%), and Hercules (down 320 or 6.4%) saw the largest declines since 2020. Contra Costa is home to 193,816 residents 65 and over as of 2023, a 6.7% increase of 12,238 residents, compared to a 6.2% increase statewide. Areas with much higher than average increases in residents over age 64 include Vine Hill (up 218 or 92.0%), Crockett (up 206 or 34.7%), Pacheco (up 214 or 30.2%), Bethel Island (up 140 or 29.2%), Oakley (up 890 or 22.7%), El Sobrante (up 547 or 22.0%), Pittsburg (up 1,559 or 18.1%), Hercules (up 662 or 15.6%), San Pablo (up 470 or 15.2%), Blackhawk (up 334 or 13.5%), Tara Hills (up 86 or 13.3%), Antioch (up 1,708 or 12.1%), and Richmond (up 1,694 or 11.2%). Table 5 – Contra Costa County Residents by Age Group, 2023 California 39,242,785 8,729,012 3,572,575 20,946,712 4,576,123 1,418,363 % 22.2 9.1 53.4 11.7 3.6 Contra Costa County 1,161,458 258,092 92,378 617,172 148,944 44,872 % 22.2 8.0 53.1 12.8 3.9 Alamo 14,441 3,004 884 7,025 2,668 860 % 20.8 6.1 48.6 18.5 6.0 Antioch 115,759 26,866 9,922 63,158 12,656 3,157 60 Area Total < 18 years 18-24 years 25-64 years 65-79 years 80 and over % 23.2 8.6 54.6 10.9 2.7 Bay Point 61 Area Total < 18 years 18-24 years 25-64 years 65-79 years 80 and over % 22.4 10.6 53.6 10.6 2.8 Pleasant Hill 34,335 6,911 2,582 18,638 4,944 1,260 % 20.1 7.5 54.3 14.4 3.7 Port Costa 194 0 0 31 163 0 % 0.0 0.0 16.0 84.0 0.0 Richmond 115,396 24,884 10,668 63,027 13,462 3,355 % 21.6 9.2 54.6 11.7 2.9 Rodeo 8,735 1,662 878 4,685 1,197 313 % 19.0 10.1 53.6 13.7 3.6 San Pablo 31,771 8,121 3,483 16,612 2,753 802 % 25.6 11.0 52.3 8.7 2.5 San Ramon 85,734 23,068 5,676 47,077 7,522 2,391 % 26.9 6.6 54.9 8.8 2.8 Tara Hills 4,912 1,202 425 2,552 543 190 % 24.5 8.7 52.0 11.1 3.9 Vine Hill 3,617 802 242 2,118 303 152 % 22.2 6.7 58.6 8.4 4.2 Walnut Creek 69,790 11,180 4,244 34,138 13,519 6,709 % 16.0 6.1 48.9 19.4 9.6 Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov In 2023, Contra Costa County is home to an estimated 258,092 children age 0-17, with 257,851 (99.9%) in households and 76,479 (29.6%) less than 6 years old. Since 2020, the number of children age 0-17 in Contra Costa County households fell less than 1.0% (down 1,883), but the number age 0-5 fell 2.4% (down 1,885). Statewide, the population of 0-5 year olds fell 7.4% since 2020. The county is home to 37,150 children age 0-2 and 39,329 children age 3-5, down 535 (1.4%) and 1,350 (3.3%), respectively. Table 6 – Contra Costa County Children in Households by Age Group, 2012 – 2023 0-2 Years 38,104 37,339 37,441 37,515 37,685 37,150 3-5 Years 41,935 42,546 41,893 41,275 40,679 39,329 6-8 Years 44,262 44,991 44,451 44,567 42,607 40,890 9-11 Years 44,272 43,654 45,666 45,635 45,446 45,344 12-14 Years 43,978 45,042 44,919 45,756 46,788 46,927 15-17 Years 46,289 45,847 45,646 46,084 46,529 48,211 Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov Statewide, 5.6% of residents are 0-4 years old in 2023, down from 6.1%, while 5.4% (62,574) of residents are 0- 4 years old in Contra Costa County, down from 5.7%. About 3.2% (37,150) county residents are 0-2 year olds, while 2.2% (25,424) are 3-4 years old. Compared to the countywide proportion of 0-4 year olds (5.4%), proportions are notably higher in Oakley (7.5%), Martinez (7.0%), Concord (6.8%), Tara Hills (6.7%), and Pittsburg (6.1%). Places with the highest number of 0-4 year olds include Concord (8,439), Richmond (6,344), Antioch (6,304), Pittsburg (4,659), San Ramon (4,363), Walnut Creek (3,425), and Oakley (3,319). Since 2020, Alamo (up 284 or 104.8%), Moraga (up 262 or 43.5%), Orinda (up 207 or 23.5%), Oakley (up 189 or 6.0%), Brentwood (up 188 or 7.0%), Richmond (up 147 or 2.4%), and Lafayette (up 141 or 13.6%) saw the largest increases in the number of 0-4 year olds. In contrast, Concord (down 1,069 or 11.2%), Pittsburg (down 476 or 9.3%), Rodeo (down 384 or 49.7%), El Cerrito (down 333 or 21.9%), Pleasant Hill (down 220 or 11.2%), Vine Hill (down 204 or 53.3%), and Clayton (down 182 or 34.7%) saw the largest declines in 0-4 year olds. 62 Figure 2 – Population of Children by Age, 2012-2023 Table 7 – Population by Age Group and Census Place, 2023 Area Population 0-2 years 3-4 years 5 years 6-17 years 18 and over California 39,242,785 1,279,111 933,571 454,200 6,048,812 8,715,694 13,318 30,513,773 % 3.3 2.4 1.2 15.4 22.2 0.0 77.8 Contra Costa County Centre 36,000 38,000 40,000 42,000 44,000 46,000 48,000 50,000 2012 2014 2016 2018 2020 2023 0-2 Yrs 3-5 Yrs 6-8 Yrs 9-11 Yrs 12-14 Yrs 15-17 Yrs 63 Area Population 0-2 years 3-4 years 5 years 6-17 years 18 and over Danville 43,426 1,145 797 619 8,310 10,871 4 32,551 % 2.6 1.8 1.4 19.1 25.0 0.0 75.0 Diablo 1,072 10 67 59 146 282 0 790 % 0.9 6.3 5.5 13.6 26.3 0.0 73.7 Discovery Bay 15,243 481 325 280 2,431 3,517 0 11,726 % 3.2 2.1 1.8 15.9 23.1 0.0 76.9 E. Richmond Heights Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov 64 Population by Nativity In 2023, about 73.8% (857,641) of Contra Costa residents are U.S. born, down 0.6% or 5,027 residents since 2020, compared to a 0.4% decrease in California overall. The county has an estimated 303,817 residents born outside the U.S., up a significant 6.6% or 18,697 since 2020. Of these, 58.3% (177,071) have become naturalized citizens. The population of non-citizens in California fell 3.0% since 2020, while the county saw a notable 1.9% increase (up 2,366) to 126,746 residents. Compared to the proportions of residents who are non-citizens in the state (12.2%) and county (10.9%), San Pablo (24.5%), Bay Point (22.7%), Richmond (18.7%), Pittsburg (14.2%), El Cerrito (12.9%), San Ramon (12.8%) and Concord (12.8%) have notably higher proportions. In 2023, the largest populations of non-citizens reside in Richmond (21,615), Concord (15,919), Antioch (11,321), San Ramon (10,991) and Pittsburg (10,753). Statewide, about 0.8% of non-citizens are 0-4 year olds, down a slight one-tenth of a percentage point since 2020. In the county overall, 1.1% of non-citizens are 0-4 year olds, also down one- tenth of a percentage point, but the percentage of non-citizens who are age 0-4 exceeds the county rate in Oakley (4.3%), San Ramon (2.3%), Concord (2.2%), Hercules (1.8%), El Cerrito (1.3%), and Bay Point (1.2%). Table 8 – Population by Nativity and Place, 2023 Area Total Pop. Native California 39,242,785 5.6 28,763,259 7.5 10,479,526 0.5 5,696,750 0.2 4,782,776 0.8 Countywide 1,161,458 5.4 857,641 7.1 303,817 0.6 177,071 0.2 126,746 1.1 Antioch 115,759 5.4 88,180 6.9 27,579 0.8 16,258 0.8 11,321 0.8 Bay Point 24,065 8.2 14,789 12.9 9,276 0.8 3,804 0.2 5,472 1.2 Brentwood 64,609 4.5 52,445 5.5 12,164 0.0 7,510 0.0 4,654 0.0 Concord 124,260 6.8 92,445 8.7 31,815 1.4 15,896 0.5 15,919 2.2 Danville 43,426 4.5 35,197 5.5 8,229 0.1 5,720 0.0 2,509 0.2 El Cerrito 25,781 4.6 17,559 6.5 8,222 0.5 4,902 0.0 3,320 1.3 Hercules 26,245 3.9 17,110 5.8 9,135 0.4 6,979 0.0 2,156 1.8 Oakley 44,311 7.5 36,421 8.7 7,890 1.9 5,289 0.8 2,601 4.3 Pittsburg 75,868 6.1 51,542 8.9 24,326 0.3 13,573 0.0 10,753 0.6 Richmond 115,396 5.5 75,536 8.3 39,860 0.2 18,245 0.2 21,615 0.2 San Pablo 31,771 5.0 18,816 8.0 12,955 0.6 5,179 1.1 7,776 0.3 San Ramon 85,734 5.1 53,867 7.6 31,867 0.8 20,876 0.0 10,991 2.3 Walnut Creek 69,790 4.9 53,346 6.3 16,444 0.2 10,503 0.0 5,941 0.7 Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov Households and Families Since 2020, the number of households in Contra Costa County rose 3.4%, up a significant 13,363 households to 411,662, compared to a 2.5% increase statewide. The number of Contra Costa family households also rose 2.7% or 7,688 families to 293,999, representing 71.4% of all households in the county, compared to 68.1% in the state. Of all households, 31.6% (129,889) in the county include a householder’s own children, up a modest 1.3% or 1,645 families. Married-couple families increased 1.9% or 4,227 to 222,817 since 2020, representing 54.1% of all households in the county, compared to 48.8% in the state. The number of Contra Costa married-couple families with a householder’s own children also rose 1.6% or 1,573 to 98,917 since 2020. Although the number of county families headed by single females (49,733) also increased a significant 4.1% or 1,954 families, the number of single female-headed families with children fell a slight 0.5% or 112 families since 2020. Of all county households, 5.2% (21,449) are headed by single males, and 8,625 of these families include the householder’s own children. 65 Since 2009, the number of California households has risen 11.1% in the state compared to 13.7% or 49,560 households in the county. During this time, family households in the county have risen 16.2% (up 40,895), while the number with children has grown 7.4% or 8,942 since 2009. The number of married-couple families has increased 12.4%, up 24,655 families, while married-couples with children has increased 6.6%, up 6,096 families. Families headed by single females, now 49,733, has increased a notable 31.4% or 11,874 families since 2009, while those with children (22,347) has increased 9.2% or 1,880 families. Table 9 – Family Composition, 2009 – 2023 HOUSEHOLD TYPE Family households (families) 253,104 69.2 68.5 293,999 71.4 68.1 HHs with own children < 18 yrs 120,947 33.4 34.8 129,889 31.6 28.7 Married-couple family 198,162 54.7 49.7 222,817 54.1 48.8 HHs with own children < 18 yrs 92,821 25.6 24.5 98,917 24.0 20.4 Single-Female householder 37,859 10.5 12.9 49,733 12.1 13.0 HHs with own children < 18 yrs 20,467 5.7 7.4 22,347 5.4 5.8 Single-Male householder -- -- -- 21,449 5.2 6.3 HHs with own children < 18 yrs -- -- -- 8,625 2.1 2.5 HHs with individuals < 18 years 133,420 36.8 38.7 144,905 35.2 32.9 Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov. Figures shown represent the percentage of all households. Since 2020, Contra Costa County’s 13,363 or 3.4% gain in households is spread unevenly across sub-areas with the largest increases in Antioch (up 3,239 or 9.6%), Richmond (up 3,016 or 8.1%), San Ramon (up 2,156 or 7.8%), Pittsburg (up 2,154 or 10.1%), and Oakley (up 1,315 or 10.8%), while Danville (down 962 or 5.8%), Concord (down 767 or 1.7%), and Rodeo (down 346 or 10.4%) saw notable decreases. Antioch (up 2,178 or 8.6%), San Ramon (up 1,491 or 6.8%) Richmond (up 1,422 or 5.7%), Pittsburg (up 1,326 or 8.0%), Oakley (up 958 or 9.5%), San Pablo (up 491 or 7.0%), El Sobrante (up 481 or 12.8%), and Alamo (up 426 or 10.7%) saw the most notable gains in the number of families. In contrast, Danville (down 692 or 5.4%), Martinez (down 469 or 4.7%), Pinole (down 256 or 5.0%), and Rodeo (down 189 or 7.4%) saw the most significant declines in the number of families. While the number of single female-headed families with children age 0-17 in the county as a whole was relatively unchanged, notable increases occurred in Brentwood (up 335), El Sobrante (up 183), Oakley (up 119), Crockett (up 118), and El Cerrito (up 100). Table 10 – Family Composition by Presence of Children, 2023 Area Total HHs Total Total Total Total California 13,434,847 9,144,470 3,858,410 42.2 6,555,957 2,736,181 41.7 841,868 337,174 40.1 1,746,645 785,055 44.9 CC County 411,662 293,999 129,889 44.2 222,817 98,917 44.4 21,449 8,625 40.2 49,733 22,347 44.9 Alamo 5,149 4,408 1,453 33.0 4,079 1,334 32.7 147 86 58.5 182 33 18.1 Antioch 37,042 27,403 11,385 41.5 17,789 7,129 40.1 2,431 900 37.0 7,183 3,356 46.7 Bay Point 6,765 5,518 2,787 50.5 3,555 1,732 48.7 819 393 48.0 1,144 662 57.9 Bayview 769 636 119 18.7 263 57 21.7 124 48 38.7 249 14 5.6 Bethel Isl. 900 393 114 29.0 239 114 47.7 0 0 -- 154 0 0.0 Blackhawk 3,887 3,238 1,172 36.2 3,016 1,131 37.5 35 0 0.0 187 41 21.9 Brentwood 20,918 16,831 8,847 52.6 13,544 7,170 52.9 656 255 38.9 2,631 1,422 54.0 Byron 535 403 142 35.2 227 41 18.1 76 61 80.3 100 40 40.0 Clayton 3,967 3,120 1,365 43.8 2,487 1,049 42.2 190 75 39.5 443 241 54.4 66 Area Total HHs Total Total Total Total Clyde 293 212 27 12.7 113 17 15.0 0 0 -- 99 10 10.1 Concord 45,635 30,471 12,428 40.8 22,515 9,457 42.0 2,322 816 35.1 5,634 2,155 38.2 CC Centre 3,608 1,666 618 37.1 1,292 444 34.4 138 63 45.7 236 111 47.0 Crockett 1,692 917 411 44.8 676 236 34.9 32 14 43.8 209 161 77.0 Danville 15,537 12,194 5,902 48.4 10,699 5,194 48.5 339 86 25.4 1,156 622 53.8 Diablo 385 346 139 40.2 313 139 44.4 0 0 -- 33 0 0.0 Discov. Bay 5,494 4,366 1,746 40.0 3,603 1,328 36.9 193 136 70.5 570 282 49.5 E Rich. Hts. 1,371 787 212 26.9 677 186 27.5 23 0 0.0 87 26 29.9 El Cerrito 10,696 6,820 2,856 41.9 5,317 2,188 41.2 521 177 34.0 982 491 50.0 El Sobrante 5,419 4,226 1,659 39.3 2,831 1,133 40.0 399 86 21.6 996 440 44.2 Hercules 9,319 6,774 2,546 37.6 5,189 1,995 38.4 296 54 18.2 1,289 497 38.6 Kensington 2,131 1,423 569 40.0 1,188 490 41.2 55 7 12.7 180 72 40.0 Knightsen 600 528 185 35.0 512 185 36.1 0 0 -- 16 0 0.0 Lafayette 9,225 7,206 3,596 49.9 6,359 3,056 48.1 354 277 78.2 493 263 53.3 Martinez 14,673 9,475 3,828 40.4 7,493 2,964 39.6 840 331 39.4 1,142 533 46.7 Moraga 5,628 4,338 2,011 46.4 3,853 1,758 45.6 141 80 56.7 344 173 50.3 N. Richmond 1,061 843 435 51.6 538 363 67.5 109 10 9.2 196 62 31.6 Oakley 13,448 11,012 5,269 47.8 8,585 4,078 47.5 822 382 46.5 1,605 809 50.4 Orinda 7,386 5,541 2,664 48.1 4,945 2,460 49.7 192 89 46.4 404 115 28.5 Pacheco 1,784 1,257 611 48.6 736 386 52.4 212 35 16.5 309 190 61.5 Pinole 6,882 4,814 1,656 34.4 3,269 1,111 34.0 422 240 56.9 1,123 305 27.2 Pittsburg 23,503 17,814 7,533 42.3 12,355 5,316 43.0 1,761 701 39.8 3,698 1,516 41.0 Pleasant Hill 13,552 9,097 3,942 43.3 6,900 3,015 43.7 744 234 31.5 1,453 693 47.7 Richmond 40,466 26,512 11,521 43.5 17,088 7,289 42.7 3,041 1,291 42.5 6,383 2,941 46.1 Rodeo 2,969 2,362 790 33.4 1,292 471 36.5 373 57 15.3 697 262 37.6 San Pablo 9,847 7,493 3,811 50.9 4,273 2,293 53.7 1,009 483 47.9 2,211 1,035 46.8 San Ramon 29,680 23,263 13,164 56.6 20,219 11,751 58.1 914 524 57.3 2,130 889 41.7 Tara Hills 1,750 1,343 752 56.0 934 517 55.4 156 45 28.8 253 190 75.1 Vine Hill 1,309 879 291 33.1 625 244 39.0 75 35 46.7 179 12 6.7 Walnut Crk 32,142 18,043 6,312 35.0 15,057 5,064 33.6 981 333 33.9 2,005 915 45.6 Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov. Of 227,175 Contra Costa County children age 0-17 who live in their own family in 2023, 176,832 (77.8%) live in married-couple families, down 1.6% or 2,906 since 2020. Communities with much lower proportions of children in married-couple families include Byron (19.6%), Bayview (35.4%), Rodeo (52.3%), Crockett (56.0%), San Pablo (61.2%), Antioch (64.3%), Richmond (64.5%) and Bay Point (67.9%). Another 13,520 (6.0%) Contra Costa children age 0-17 live in single male-headed families, a slight 1.6% increase of 218 children since 2020. Communities with much higher than average proportions of children in single male-headed families include Bayview (58.3%), Byron (50.2%), Pinole (13.8%), Bay Point (12.8%), Vine Hill (12.0%), Discovery Bay (10.2%), Richmond (10.1%), and San Pablo (9.2%). Compared to 20.1% in California overall, an estimated 16.2% (36,823) Contra Costa children live in single female-headed families, down 2.4% or 924 children since 2020. Critically, several areas have much higher proportions of children in families headed by single females including Rodeo (41.5%), Crockett (39.4%), Byron (30.3%), San Pablo (29.6%), Antioch (28.0%), Pacheco (25.8%), and Richmond (25.4%). About half (52.4%) of all children in single female-headed families live in Antioch (5,859), Richmond (4,957), Concord (3,613), Brentwood (2,560), and Pittsburg (2,320). Since 2020, Brentwood (up 658), El Sobrante (up 317), Richmond (up 218), Crockett (up 177) and Moraga (up 113) saw the largest increases of children in single-female headed families. Note that estimates within smaller communities may be more impacted by sampling error. 67 Table 11 – Own Children in Households by Family Type, 2023 California 7,427,122 5,342,613 591,270 1,493,239 Contra Costa County 227,175 176,832 13,520 36,823 Alamo 2,875 2,719 93 63 Antioch 20,907 13,438 1,610 5,859 Bay Point 5,453 3,700 699 1,054 Bayview 240 85 140 15 Bethel Island 245 245 0 0 Blackhawk 1,815 1,777 0 38 Brentwood 15,699 12,707 432 2,560 Byron 317 62 159 96 Clayton 2,425 1,938 103 384 Clyde 37 29 0 8 Concord 23,104 18,114 1,377 3,613 Contra Costa Centre 880 700 56 124 Crockett 561 314 26 221 Danville 10,595 9,317 162 1,116 Diablo 267 267 0 0 Discovery Bay 3,095 2,346 316 433 East Richmond Heights 377 333 0 44 El Cerrito 4,187 3,276 226 685 El Sobrante 2,732 1,925 132 675 Hercules 4,073 3,298 87 688 Kensington 1,045 811 20 214 Knightsen 342 342 0 0 Lafayette 6,405 5,505 496 404 Martinez 6,875 5,499 418 958 Moraga 3,612 3,216 86 310 North Richmond 765 636 20 109 Oakley 9,435 7,546 580 1,309 Orinda 4,680 4,408 98 174 Pacheco 761 530 35 196 Pinole 2,974 2,073 411 490 Pittsburg 13,517 10,133 1,064 2,320 Pleasant Hill 6,241 5,076 258 907 Richmond 19,544 12,604 1,983 4,957 Rodeo 1,390 727 86 577 San Pablo 6,615 4,050 610 1,955 San Ramon 22,104 19,717 879 1,508 Tara Hills 1,129 844 51 234 Vine Hill 584 479 70 35 Walnut Creek 10,690 8,730 495 1,465 Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov. In 2023, about 52,536 children age 0-5 living with their own families are in married-couple families in the county, down 1.6% since 2020 compared to a 7.5% statewide drop. The largest declines in the number of 0-5 year olds in married-couple families occurred in Concord (down 1,052), Pleasant Hill (down 374), El Cerrito (down 273), Clayton (down 187), Rodeo (down 186), Vine Hill (down 157), and Contra Costa Centre (down 132). In contrast to the county as a whole, Antioch (up 368), Walnut Creek (up 313), Alamo (up 285), Pittsburg (up 281), Moraga (up 271), Richmond (up 248), and Orinda (up 241) saw significant increases in the number of 0-5 year olds in 68 married-couple families since 2020. Countywide, about 14.3% (25,212) of children in their own married-couple families are 0-2 year olds, 10.0% (17,671) are 3-4 year olds, and 5.5% (9,653) are 5 year olds. Table 12 – Own Children Age 0-5 in Married-Couple Families, 2023 Area Age 0-2 Age 3-4 Age 5 California 5,342,613 786,035 578,667 279,584 Contra Costa County 176,832 25,212 17,671 9,653 Alamo 2,719 319 236 113 Antioch 13,438 1,757 1,159 712 Bay Point 3,700 643 430 109 Bayview 85 14 0 28 Bethel Island 245 0 0 0 Blackhawk 1,777 257 108 0 Brentwood 12,707 1,311 887 578 Byron 62 33 0 0 Clayton 1,938 127 138 102 Clyde 29 19 10 0 Concord 18,114 3,595 2,351 1,216 Contra Costa Centre 700 124 49 12 Crockett 314 36 0 47 Danville 9,317 1,046 700 548 Diablo 267 10 67 59 Discovery Bay 2,346 319 254 192 East Richmond Heights 333 22 54 27 El Cerrito 3,276 527 449 173 El Sobrante 1,925 338 231 256 Hercules 3,298 510 232 216 Kensington 811 149 137 62 Knightsen 342 96 63 0 Lafayette 5,505 561 483 236 Martinez 5,499 1,062 959 419 Moraga 3,216 461 333 141 North Richmond 636 54 52 26 Oakley 7,546 1,199 961 347 Orinda 4,408 545 514 229 Pacheco 530 107 37 29 Pinole 2,073 294 193 126 Pittsburg 10,133 1,380 1,204 439 Pleasant Hill 5,076 773 567 224 Richmond 12,604 2,113 1,208 811 Rodeo 727 163 43 16 San Pablo 4,050 446 323 128 San Ramon 19,717 2,242 1,538 1,051 Tara Hills 844 222 38 54 Vine Hill 479 72 47 7 Walnut Creek 8,730 1,680 1,079 496 Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov. About 3,914 children age 0-5 living with their own families are in single male-headed families in the county, down 5.8% or 226 children since 2020. Pittsburg (down 320), Antioch (down 161), and Martinez (down 58) saw the largest declines in 0-5 year olds in single male-headed families since 2020. The largest gains of 0-5 year olds in single male-headed families occurred in Richmond (up 102), Walnut Creek (up 67), Lafayette (up 60), Concord (up 51), Oakley (up 42), and Rodeo (up 41). Countywide, about 14.1% (1,904) of children in their own single male-headed families are 0-2 year olds, 9.4% (1,276) are 3-4 year olds, and 5.4% (734) are 5 year olds. 69 Table 13 – Own Children Age 0-5 in Single Male-Headed Families, 2023 Area Age 0-2 Age 3-4 Age 5 California 591,270 85,700 59,210 29,716 Contra Costa County 13,520 1,904 1,276 734 Alamo 93 0 0 22 Antioch 1,610 150 174 51 Bay Point 699 118 52 67 Bayview 140 0 66 0 Bethel Island 0 0 0 0 Blackhawk 0 0 0 0 Brentwood 432 0 18 73 Byron 159 0 0 0 Clayton 103 0 0 0 Clyde 0 0 0 0 Concord 1,377 245 85 56 Contra Costa Centre 56 0 0 0 Crockett 26 0 11 0 Danville 162 0 37 0 Diablo 0 0 0 0 Discovery Bay 316 48 31 0 East Richmond Heights 0 0 0 0 El Cerrito 226 22 0 24 El Sobrante 132 22 10 15 Hercules 87 0 0 0 Kensington 20 0 0 0 Knightsen 0 0 0 0 Lafayette 496 40 46 15 Martinez 418 113 71 12 Moraga 86 9 0 0 North Richmond 20 0 0 0 Oakley 580 188 71 79 Orinda 98 0 0 0 Pacheco 35 0 0 0 Pinole 411 121 83 17 Pittsburg 1,064 207 142 48 Pleasant Hill 258 18 0 0 Richmond 1,983 417 182 160 Rodeo 86 26 25 0 San Pablo 610 15 82 32 San Ramon 879 41 42 15 Tara Hills 51 0 0 17 Vine Hill 70 0 0 0 Walnut Creek 495 104 48 31 Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov. An estimated 8,537 0-5 year olds living with their own families are in single female-headed families in 2020, down a significant 15.0% or 1,282 children since 2020. Areas that saw the largest declines include Antioch (down 350), Pittsburg (down 277), San Pablo (down 206), Richmond (down 161), Walnut Creek (down 133), Oakley (down 119), Concord (down 69), Pinole (down 66), and Lafayette (down 54). In contrast to the overall county, Contra Costa Centre (up 84), El Sobrante (up 72), Martinez (up 45), and Danville (up 44) saw sizable increases in the number of 0-5 year olds in families headed by a single mother. Countywide, about 11.2% (4,124) of children living in their own single female-headed families are 0-2 year olds, 7.3% (2,690) are 3-4 year olds, and 4.7% (1,723) are 5 year olds. 70 Table 14 – Own Children Age 0-5 in Single Female-Headed Families, 2023 Area Age 0-2 Age 3-4 Age 5 California 1,493,239 165,584 136,013 71,629 Contra Costa County 36,823 4,124 2,690 1,723 Alamo 63 0 0 0 Antioch 5,859 667 419 280 Bay Point 1,054 223 87 76 Bayview 15 0 0 0 Bethel Island 0 0 0 0 Blackhawk 38 0 0 0 Brentwood 2,560 252 92 272 Byron 96 0 0 23 Clayton 384 0 31 0 Clyde 8 8 0 0 Concord 3,613 588 458 77 Contra Costa Centre 124 84 0 0 Crockett 221 0 0 0 Danville 1,116 14 29 29 Diablo 0 0 0 0 Discovery Bay 433 11 0 0 East Richmond Heights 44 0 7 9 El Cerrito 685 87 46 58 El Sobrante 675 24 0 111 Hercules 688 76 15 156 Kensington 214 0 0 0 Knightsen 0 0 0 0 Lafayette 404 0 15 11 Martinez 958 138 97 28 Moraga 310 28 25 0 North Richmond 109 0 0 0 Oakley 1,309 206 142 19 Orinda 174 0 14 8 Pacheco 196 12 33 0 Pinole 490 0 50 15 Pittsburg 2,320 287 233 5 Pleasant Hill 907 107 46 55 Richmond 4,957 618 404 141 Rodeo 577 28 26 84 San Pablo 1,955 130 115 114 San Ramon 1,508 173 74 23 Tara Hills 234 56 0 11 Vine Hill 35 13 0 9 Walnut Creek 1,465 148 144 109 Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov. ACS data also estimates the number of children age 0-17 living in a household with any relationship to the family of the household. Of the total population of 0-17 year olds in Contra Costa County in 2023 (257,661), about 191,737 (74.4%) live in married-couple families, 17,769 (6.9%) live in cohabitating couple families, 10,692 (4.1%) live in single male-headed families, and 37,463 (14.5%) live in single female-headed families. Since 2020, the number of 0-17 year olds in cohabitating couple households rose 4.8% in the state and rose 5.1% in the county. In contrast, the number of 0-17 year olds in single female-headed households fell 2.9% in the state and fell 5.3% in the county. 71 Table 15 – Population Age 0-17 in Households by Family Type, 2023 Area California 8,711,991 5,951,486 800,393 428,483 1,531,629 Contra Costa County 257,661 191,737 17,769 10,692 37,463 Alamo 3,004 2,814 27 124 39 Antioch 26,750 15,833 3,061 1,312 6,544 Bay Point 6,466 4,310 1,064 391 701 Bayview 382 85 15 171 111 Bethel Island 253 253 0 0 0 Blackhawk 1,929 1,891 14 0 24 Brentwood 16,864 13,357 851 265 2,391 Byron 337 82 159 0 96 Clayton 2,507 2,020 108 58 321 Clyde 61 29 0 0 32 Concord 26,465 19,600 1,555 1,322 3,988 Contra Costa Centre 880 700 107 56 17 Crockett 574 327 26 0 221 Danville 10,871 9,525 140 158 1,048 Diablo 282 282 0 0 0 Discovery Bay 3,517 2,730 153 225 409 East Richmond 581 530 0 0 51 El Cerrito 4,360 3,318 229 178 635 El Sobrante 3,230 2,184 189 190 667 Hercules 4,699 3,614 182 67 836 Kensington 1,090 817 0 30 243 Knightsen 409 392 0 0 17 Lafayette 6,539 5,577 336 249 377 Martinez 7,414 5,680 752 341 641 Moraga 3,640 3,244 95 62 239 North Richmond 1,092 919 0 64 109 Oakley 10,828 8,353 828 163 1,484 Orinda 4,826 4,423 14 123 266 Pacheco 777 546 47 0 184 Pinole 3,188 2,162 674 64 288 Pittsburg 16,969 12,299 1,225 918 2,527 Pleasant Hill 6,901 5,431 330 247 893 Richmond 24,844 14,672 3,300 1,757 5,115 Rodeo 1,646 825 85 32 704 San Pablo 8,121 4,755 662 584 2,120 San Ramon 23,058 20,263 516 745 1,534 Tara Hills 1,202 887 34 47 234 Vine Hill 802 582 41 29 150 Walnut Creek 11,175 8,900 603 453 1,219 Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov. ECONOMIC INDICATORS Self-Sufficiency The Self-Sufficiency Standard, a project of the University of Washington Center for Women’s Welfare (CWW), calculates the local and regional costs associated with each basic need to determine the household income individuals and families need to meet these basic needs without public subsidies or private assistance. It provides a more detailed, up-to-date, and regionally-specific measure than the FPL of what people must earn to be self-sufficient. 72 Updated in 2024 for Contra Costa County, the Self-Sufficiency Standard for a family with one adult, an infant and one preschool age child has increased 16.7% since 2021, and at $161,195 annual income, now represents a fulltime hourly wage of $76.32. By comparison, the median family income in Contra Costa County is estimated to be $146,002 in 2023. Table 16 – Self-Sufficiency Wage for Various Family Types, Contra Costa County, 2024 Monthly Expenses Adult Adult + Infant Adult + Preschooler Adult + Infant + Preschooler Adult + Infant Preschooler + School Age 2 Adults + Infant + Preschooler 2 Adults + Preschooler + School Age Housing $2,150 $2,612 $2,612 $2,612 $3,371 $2,612 $2,612 Child Care $0 $2,296 $1,970 $4,266 $5,477 $4,266 $3,181 Food $414 $597 $611 $791 $1,060 $1,098 $1,207 Transportation $440 $450 $450 $450 $450 $863 $863 Health Care $263 $866 $879 $901 $955 $1,005 $1,037 Miscellaneous $440 $795 $765 $1,015 $1,244 $1,141 $1,046 Taxes $895 $2,350 $2,135 $3,833 $5,440 $3,472 $2,796 Earned Income Tax $0 $0 $0 $0 $0 $0 $0 Child Care Tax Credit $0 ($50) ($50) ($100) ($100) ($100) ($100) Child Tax Credit $0 ($167) ($167) ($333) ($500) ($333) ($333) Self-Sufficiency Hourly per adult per adult Monthly Wages Annual Wages Source: Self-Sufficiency Standard Report for California, 2024; Center for Women's Welfare, UW; http://www.selfsufficiencystandard.org/ Annual Income In 2023, median annual income for California households rose a significant 22.5% to $96,334, while median household income in Contra Costa County rose 20.9% to $125,727. Since 2020, estimates of median family income in California also rose a significant 22.6% (up $20,310) to $110,108. Family income in the county similarly rose 22.1% (up $26,435) to $146,002. In the county, median family income ranges from a high of over $250,000 in Alamo, Blackhawk, Danville, Kensington, Lafayette and Orinda to lows of just under $80,000 in Bay Point and North Richmond. Since 2020, increases in median family income outpaced the county by far in Moraga (up $51,891 or 27.0%), Oakley (up $29,166 or 27.0%), Tara Hills (up $27,563 or 27.3%), Pittsburg (up $24,530 or 28.2%), and Richmond (up $24,739 or 31.7%). In contrast, median family income fell 5.0% (down $6,873) in Contra Costa Centre. The countywide 22.0% increase in mean family income was also outpaced by far in Danville (up $66,698 or 26.7%), Lafayette (up $77,284 or 26.7%), Alamo (up $89,974 or 27.1%), and Blackhawk (up $99,914 or 33.4%). In 2023, an estimated 65.4% of householders with children under 6 in California and 68.0% in Contra Costa County are in families in which all parents participate in the workforce, whether employed or not. This represents 50,221 householders in the county, down a slight 0.5% or 251 householders from 2020, compared to a 4.9% drop statewide. Areas within the county with the most significant declines in the number of householders with 0-5 year olds and all parents work include Concord (down 721 or 9.6%), Rodeo (down 186 or 33.7%), Clayton (down 184 or 51.1%), Pleasant Hill (down 158 or 9.1%), Vine Hill (down 144 or 49.5%), El Cerrito (down 136 or 11.3%), Pittsburg (down 133 or 4.0%), Crockett (down 119 or 58.9%), Danville (down 113 or 6.1%), Tara Hills (down 95 or 28.7%), and East Richmond Heights (down 43 or 29.5%). In contrast, Oakley (up 442 or 20.1%), Moraga (up 365 or 84.9%), Richmond (up 217 or 4.8%), Lafayette (up 200 or 22.5%), Kensington (up 171 73 or 101.2%), Orinda (up 165 or 20.0%), Alamo (up 155 or 73.1%), Antioch (up 144 or 2.9%), and Walnut Creek (up 108 or 4.0%) saw the most significant increases as compared to 2020. Table 17 – Householders in Workforce with Children Age 0-5 and Family Income, 2023 Area Civilian labor force Householders with kids 0-5 all parents in all parents in Total Families Median family income Mean family income California 19,982,482 2,559,779 1,675,246 65.4 9,144,470 $110,108 $152,870 Contra Costa Cnty 608,587 73,843 50,221 68.0 293,999 $146,002 $193,231 Alamo 6,787 690 367 53.2 4,408 $250,000+ $421,967 Antioch 60,533 7,237 5,079 70.2 27,403 $104,592 $134,183 Bay Point 12,138 2,179 1,046 48.0 5,518 $79,643 $99,440 Bayview 1,507 108 94 87.0 636 $157,618 $139,281 Bethel Island 879 0 0 -- 393 $99,611 $121,103 Blackhawk 4,918 408 103 25.2 3,238 $250,000+ $398,811 Brentwood 31,898 3,733 2,414 64.7 16,831 $152,447 $184,034 Byron 903 76 76 100.0 403 $98,482 $113,991 Clayton 5,553 398 176 44.2 3,120 $194,044 $221,116 Clyde 358 37 18 48.6 212 $119,063 $148,399 Concord 67,246 9,643 6,751 70.0 30,471 $128,563 $151,536 Contra Costa Ctr 5,097 269 163 60.6 1,666 $129,583 $150,328 Crockett 2,014 107 83 77.6 917 $121,518 $173,744 Danville 21,970 2,523 1,751 69.4 12,194 $250,000+ $316,868 Diablo 467 136 126 92.6 346 $240,203 $321,586 Discovery Bay 7,870 1,073 667 62.2 4,366 $155,739 $174,318 E Richmond Hts 2,057 167 103 61.7 787 $160,964 $188,225 El Cerrito 14,787 1,398 1,067 76.3 6,820 $154,728 $201,770 El Sobrante 8,261 1,095 754 68.9 4,226 $116,549 $139,289 Hercules 14,505 1,422 1,098 77.2 6,774 $144,110 $170,291 Kensington 2,953 348 340 97.7 1,423 $250,000+ $313,120 Knightsen 1,144 209 80 38.3 528 $173,457 $181,833 Lafayette 12,495 1,407 1,090 77.5 7,206 $250,000+ $366,694 Martinez 20,246 2,912 2,190 75.2 9,475 $150,413 $171,568 Moraga 7,923 1,016 795 78.2 4,338 $244,257 $303,728 No. Richmond 2,108 320 213 66.6 843 $79,625 $110,981 Oakley 23,849 3,721 2,638 70.9 11,012 $137,135 $148,294 Orinda 9,172 1,315 992 75.4 5,541 $250,000+ $387,687 Pacheco 2,483 218 159 72.9 1,257 $105,325 $127,388 Pinole 9,953 976 735 75.3 4,814 $134,048 $153,371 Pittsburg 39,609 4,939 3,185 64.5 17,814 $111,654 $128,742 Pleasant Hill 19,034 2,054 1,573 76.6 9,097 $171,304 $188,257 Richmond 62,039 7,425 4,696 63.2 26,512 $102,710 $128,454 Rodeo 4,680 489 366 74.8 2,362 $97,074 $114,234 San Pablo 15,943 1,899 1,142 60.1 7,493 $81,333 $96,149 San Ramon 45,682 5,407 3,621 67.0 23,263 $231,388 $263,590 Tara Hills 2,486 411 236 57.4 1,343 $128,510 $136,449 Vine Hill 1,952 219 147 67.1 879 $129,291 $169,852 Walnut Creek 35,102 4,017 2,791 69.5 18,043 $173,635 $222,587 Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov. 74 Figure 3 – Median Family Income and Number of Families by Area, 2023 Unemployment As of November 2024, the Employment Development Department estimates the unemployment rate in Contra Costa County (4.9%) continues lower than the state overall (5.4%) with both rates slightly higher than in January 2022. Since 2022, unemployment in the county has increased by 0.7 percentage points, while the state’s rate has increased 0.4 points. Compared to pre-COVID unemployment rates in 2018, the county’s rate remains 1.9 points higher, while the state’s rate remains 1.3 points higher. Table 18 – Unemployment Rates in Contra Costa County and California, 2004 – 2024 Source: CA Employment Development Department, Labor Market Information Division. https://www.labormarketinfo.edd.ca.gov Figure 4 – Unemployment Rates, 2004 – 2024 0 5,000 10,000 15,000 20,000 25,000 30,000 35,000 $0 $50,000 $100,000 $150,000 $200,000 $250,000 Al a m o Da n v i l l e La f a y e t t e Or i n d a Mo r a g a Di a b l o Cl a y t o n Ba y v i e w El C e r r i t o Ma r t i n e z He r c u l e s Oa k l e y Pi n o l e Vi n e H i l l Co n c o r d Ta r a H i l l s Cr o c k e t t Cl y d e Pi t t s b u r g Pa c h e c o An t i o c h By r o n Ro d e o Median Income Number of Families 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0 2004 2008 2012 2020 2024 Contra Costa County California 2004 2008 2012 2016 2018 2020 2022 2024 Contra Costa County California 75 In many Contra Costa sub-communities, unemployment rates have changed since early 2022. Areas that have seen the largest improvement in unemployment include Mountain View (down 6.4 percentage points), Clyde (down 5.7 points), Pinole (down 1.0 point), Knightsen (down 0.9 points), Orinda (down 0.7 points), and El Sobrante (down 0.5 percentage points). However, other areas saw unemployment rise, most notably in Bethel Island (up 7.2 percentage points), Rollingwood (up 6.9 points), East Richmond Heights (4.2 points), Byron (up 3.9 points), Vine Hill (up 2.7 points), Pacheco (up 2.6 points), Alamo (up 2.1 points), Bay Point (up 2.1 points), and Discovery Bay (up 2.0 percentage points). Additionally, several population centers continue to have unemployment rates that exceed the countywide rate (4.9%), including Brentwood (5.1%), San Pablo (5.3%), Richmond (5.4%), Oakley (5.6%), Pittsburg (5.7%), and Antioch (6.4%). Table 19 – Annual EDD Unemployment Rates by County Sub-Area, 2008 – 2024 Alamo (CDP) 2.0 4.0 3.3 2.1 2.3 1.6 1.8 1.4 3.5 Antioch (City) 6.4 12.2 10.2 6.5 6.3 3.8 3.6 6.6 6.4 Bay Point (CDP) 5.1 5.6 6.5 8.6 Bethel Island (CDP) 11.1 20.2 17.2 11.3 5.9 1.3 1.2 3.9 11.1 Brentwood (City) 5.0 9.6 8.0 5.0 3.8 3.4 3.0 4.9 5.1 Byron (CDP) 2.8 3.3 8.6 12.5 Clayton (City) 1.3 2.6 2.2 1.3 4.0 2.4 1.6 2.5 4.1 Clyde (CDP) 1.0 1.1 5.7 0.0 Concord (City) 6.1 11.6 9.8 6.2 4.9 2.7 2.5 3.8 4.6 Crockett (CDP) 11.6 21.0 17.9 11.8 2.9 2.7 3.2 4.2 5.9 Danville (City) 2.9 5.7 4.7 3.0 3.6 2.6 2.4 2.8 4.4 Diablo (CDP) 0.0 0.0 Discovery Bay (CDP) 3.9 7.7 6.4 4.0 4.6 2.7 2.6 3.5 5.5 E. Richmond Hghts (CDP) 6.8 13.0 10.9 7.0 4.7 1.6 1.3 1.4 5.6 El Cerrito (City) 5.0 9.6 8.0 5.1 4.0 2.3 1.9 3.6 4.5 El Sobrante (CDP) 5.0 9.6 8.0 4.6 4.3 3.4 3.0 4.5 4.0 Hercules (City) 4.0 7.7 6.4 4.0 3.0 2.6 2.8 3.8 4.3 Kensington (CDP) 2.0 3.9 3.2 2.0 1.7 1.4 1.4 3.5 4.0 Knightsen (CDP) 2.6 3.2 0.9 0.0 Lafayette (City) 2.0 3.9 3.3 2.0 2.5 2.2 2.3 2.6 4.1 Martinez (City) 4.5 8.6 7.2 4.5 4.1 2.8 2.3 3.6 4.0 Moraga (Town) 3.1 4.3 Mountain View (CDP) 7.0 4.7 6.4 0.0 Oakley (City) 4.0 7.8 6.5 4.1 5.7 3.6 2.9 5.3 5.6 Orinda (City) 2.1 4.1 3.4 2.1 2.2 1.7 1.6 3.0 2.3 Pacheco (CDP) 5.8 11.1 9.3 5.9 7.0 5.1 4.0 4.3 6.9 Pinole (City) 3.9 7.5 6.2 3.9 3.8 2.2 2.2 4.2 3.2 Pittsburg (City) 9.1 16.9 14.3 9.3 5.4 3.6 3.1 5.6 5.7 Pleasant Hill (City) 4.5 8.8 7.3 4.6 3.8 2.5 2.3 3.3 4.5 Port Costa 0.0 Richmond (City) 9.3 17.2 14.6 9.5 5.2 3.4 3.2 5.2 5.4 Rodeo (CDP) 3.3 6.5 5.4 8.3 4.8 3.3 3.4 6.7 6.7 Rollingwood (CDP) 3.8 3.7 5.6 12.5 San Pablo (City) 11.7 21.1 18.0 11.8 7.0 3.3 3.1 5.1 5.3 San Ramon (City) 2.3 4.5 3.7 2.3 3.0 2.3 2.2 2.8 4.5 Tara Hills (CDP) 6.3 11.9 10.0 6.4 9.2 5.3 3.8 2.1 3.7 Vine Hill (CDP) 8.3 15.6 13.1 8.5 9.8 4.8 3.3 3.2 5.9 Walnut Creek (City) 3.7 7.3 6.1 3.8 3.1 2.6 2.4 2.9 4.5 Source: CA Employment Development Department, Labor Market Information Division. http://www.labormarketinfo.edd.ca.gov 76 Figure 5 – Unemployment Rates by Place, 2022 – 2024 0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0 11.0 12.0 13.0 Clyde Diablo Knightsen Mountain View Port Costa Orinda Pinole Alamo Tara Hills El Sobrante Kensington Martinez Clayton Lafayette Hercules Moraga Danville El Cerrito Pleasant Hill San Ramon Walnut Creek Concord Brentwood San Pablo Richmond Discovery Bay E. Richmond Hghts Oakley Pittsburg Crockett Vine Hill Antioch Rodeo Pacheco Bay Point Bethel Island Byron Rollingwood 2024 2022 77 Employment Based on estimates from 2023 ACS data, about 65.0% (608,587) of Contra Costa County’s 2023 population age 16 and over participate in the civilian labor force, compared to 63.3% in the state. The countywide civilian work force has grown by 12,108 (up 2.0%), while the state has grown a slight 0.5% since 2020. Within the county, the civilian labor force has grown most notably in Antioch (up 6.4% or 3,662), San Ramon (up 7.3% or 3,123), Richmond (up 5.1% or 2,997), Pittsburg (up 6.7% or 2,472), and Oakley (up 10.8% or 2,323). In contrast, areas that saw sizable declines in the civilian labor force since 2020 include Concord (down 3.9% or 2,719), Martinez (down 5.5% or 1,170), Danville (down 3.9% or 881), and Pinole (down 6.1% or 642). ACS data also indicate 3.8% (35,999) of the county’s population 16 years and over are unemployed in 2023, up 10.2% or 3,333 from 32,666 in 2020, compared to a 4.3% statewide increase. Areas with the most notable increases in unemployed residents include Richmond (up 632), Pittsburg (up 611), San Ramon (up 474), San Pablo (up 268), and Discovery Bay (up 221). Community-level employment disparities persist, with the countywide unemployment rate (5.9%) surpassed by far among workers in Bethel Island (31.1%), Byron (15.1%), Rodeo (9.6%), Bay Point (9.2%), Bayview (8.8%), East Richmond Heights (8.7%), Kensington (8.4%), San Pablo (8.3%), Discovery Bay (8.1%), Diablo (7.7%), Pacheco (7.7%), and Pittsburg (7.5%). The population centers of Richmond (4,365), Antioch (4,311), Concord (3,283), Pittsburg (2,973), and San Ramon (2,300) continue to have the largest number of unemployed residents, and together account for 47.9% of all unemployed residents according to 2023 ACS estimates. Table 20 – Civilian Labor Force, Unemployed and Unemployment Rate by Area, 2023 Geography 16 and over labor force labor force Employed Employed Unemployed Unemployed Rate California 31,545,603 19,982,482 63.3 18,700,223 59.3 1,282,259 4.1 6.4 Contra Costa Cty 936,141 608,587 65.0 572,588 61.2 35,999 3.8 5.9 Alamo 11,910 6,787 57.0 6,559 55.1 228 1.9 3.4 Antioch 92,813 60,533 65.2 56,222 60.6 4,311 4.6 7.1 Bay Point 18,286 12,138 66.4 11,022 60.3 1,116 6.1 9.2 Bayview 2,198 1,507 68.6 1,374 62.5 133 6.1 8.8 Bethel Island 1,916 879 45.9 606 31.6 273 14.2 31.1 Blackhawk 8,762 4,918 56.1 4,735 54.0 183 2.1 3.7 Brentwood 49,940 31,898 63.9 29,969 60.0 1,929 3.9 6.0 Byron 1,633 903 55.3 767 47.0 136 8.3 15.1 Clayton 8,715 5,553 63.7 5,167 59.3 386 4.4 7.0 Clyde 655 358 54.7 342 52.2 16 2.4 4.5 Concord 100,607 67,246 66.8 63,963 63.6 3,283 3.3 4.9 Contra Costa Ctr 6,372 5,097 80.0 4,789 75.2 308 4.8 6.0 Crockett 3,237 2,014 62.2 1,902 58.8 112 3.5 5.6 Danville 34,088 21,970 64.5 20,909 61.3 1,061 3.1 4.8 Diablo 846 467 55.2 431 50.9 36 4.3 7.7 Discovery Bay 12,616 7,870 62.4 7,232 57.3 638 5.1 8.1 E. Richmond Hts 2,762 2,057 74.5 1,878 68.0 179 6.5 8.7 El Cerrito 21,977 14,787 67.3 14,067 64.0 720 3.3 4.9 El Sobrante 12,873 8,261 64.2 7,828 60.8 433 3.4 5.2 Hercules 21,955 14,505 66.1 13,829 63.0 676 3.1 4.7 Kensington 4,295 2,953 68.8 2,704 63.0 249 5.8 8.4 Knightsen 1,682 1,144 68.0 1,074 63.9 70 4.2 6.1 Lafayette 19,519 12,495 64.0 11,880 60.9 615 3.2 4.9 Martinez 30,367 20,246 66.7 19,308 63.6 938 3.1 4.6 Moraga 13,585 7,923 58.3 7,435 54.7 488 3.6 6.2 78 Geography 16 and over labor force labor force Employed Employed Unemployed Unemployed Rate No. Richmond 3,009 2,108 70.1 2,076 69.0 32 1.1 1.5 Oakley 34,559 23,849 69.0 22,536 65.2 1,313 3.8 5.5 Orinda 15,228 9,172 60.2 8,901 58.5 271 1.8 3.0 Pacheco 4,031 2,483 61.6 2,291 56.8 192 4.8 7.7 Pinole 16,142 9,953 61.7 9,609 59.5 344 2.1 3.5 Pittsburg 61,046 39,609 64.9 36,636 60.0 2,973 4.9 7.5 Pleasant Hill 28,405 19,034 67.0 18,199 64.1 835 2.9 4.4 Richmond 93,802 62,039 66.1 57,674 61.5 4,365 4.7 7.0 Rodeo 7,240 4,680 64.6 4,231 58.4 449 6.2 9.6 San Pablo 24,618 15,943 64.8 14,626 59.4 1,317 5.3 8.3 San Ramon 65,440 45,682 69.8 43,382 66.3 2,300 3.5 5.0 Tara Hills 3,814 2,486 65.2 2,330 61.1 156 4.1 6.3 Vine Hill 2,866 1,952 68.1 1,827 63.7 125 4.4 6.4 Walnut Creek 59,841 35,102 58.7 33,265 55.6 1,837 3.1 5.2 Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov. According to more recent EDD labor force figures, 547,100 Contra Costa County residents participate in the civilian labor force in January 2024, up 4,100 or 0.8% since January 2022. Sub-areas of the county with the largest increases in the labor force since 2022 include San Ramon (up 4,200), Pacheco (up 600), Danville (up 600), and Walnut Creek (up 400). Declines in the size of the labor force since January 2022 have occurred most notably in Clyde (down 25.0%), Clayton (down 12.5%), Rodeo (down 6.3%), Vine Hill (down 5.6%), Discovery Bay (down 5.2%), and Alamo (down 5.0%). Contra Costa County has 27,000 residents unemployed in January 2024, up 4,100 or 17.9% from 22,900 in January 2022. Sub-areas of the county with the largest increases in unemployment include San Ramon (up 900), Walnut Creek (up 500), Concord (up 500), and Danville (up 400). Since 2022, areas with the largest proportionate increases in unemployment include Pacheco (up 100 or 100.0%), Alamo (up 100 or 100.0%), Clayton (up 100 or 100.0%), San Ramon (up 900 or 90.0%), Danville (up 400 or 80.0%), and Lafayette (up 200 or 66.7%). Table 21 – Labor Force and Number Unemployed, 2024 Geography Contra Costa County 543,000 547,100 22,900 27,000 Alamo CDP 6,000 5,700 100 200 Antioch city 49,800 49,700 3,300 3,200 Bay Point CDP 12,100 11,600 800 1,000 Bethel Island CDP 700 900 0 100 Brentwood city 28,900 29,200 1,400 1,500 Byron CDP 500 800 0 100 Clayton city 5,600 4,900 100 200 Clyde CDP 400 300 0 0 Concord city 63,300 63,500 2,400 2,900 Crockett CDP 1,700 1,700 100 100 Danville town 19,700 20,300 500 900 Diablo CDP 100 200 0 0 Discovery Bay CDP 7,700 7,300 300 400 East Richmond Heights CDP 1,800 1,800 0 100 El Cerrito city 13,300 13,400 500 600 El Sobrante CDP 7,300 7,500 300 300 Hercules city 13,800 13,800 500 600 Kensington CDP 2,600 2,500 100 100 Knightsen CDP 500 600 0 0 79 Geography Lafayette city 12,100 12,100 300 500 Martinez city 19,800 19,800 700 800 Moraga town 7,300 7,000 200 300 Mountain View CDP -- 1,100 -- 0 Oakley city 19,500 19,600 1,000 1,100 Orinda city 8,900 8,600 300 200 Pacheco CDP 2,300 2,900 100 200 Pinole city 9,800 9,400 400 300 Pittsburg city 33,500 33,600 1,900 1,900 Pleasant Hill city 17,300 17,600 600 800 Port Costa CDP -- 100 -- 0 Richmond city 51,600 51,500 2,700 2,800 Rodeo CDP 4,800 4,500 300 300 Rollingwood CDP -- 1,600 -- 200 San Pablo city 13,400 13,300 700 700 San Ramon city 38,000 42,200 1,000 1,900 Tara Hills CDP 2,600 2,700 100 100 Vine Hill CDP 1,800 1,700 100 100 Walnut Creek city 33,100 33,500 1,000 1,500 Source: Employment Development Department, https://www.labormarketinfo.edd.ca.gov/data/unemployment-and-labor-force.html According to ACS estimates, 50.1% (228,814) of Contra Costa County males age 16 and over in the labor force worked full-time in 2023, compared to 34.7% (166,279) of females in the labor force. Both rates continue to exceed the proportion of working males (48.2%) and females (34.3%) who work full-time in California overall. Since 2020, the number of county males who work full-time increased 4,926 (up 2.2%), while the number of females who work full-time increased 5,119 (up 3.2%). By comparison, the statewide number of fulltime male workers decreased 1.5%, while fulltime female workers increased 1.4%. The percentage of males in the labor force who work full-time exceeds the county (50.1%) by far in Contra Costa Centre (64.6%), Bayview (62.0%), Knightsen (61.4%), Vine Hill (60.8%) and San Ramon (60.0%). The percentage of females in the labor force who work full-time exceeds the county (34.7%) by far in Contra Costa Centre (41.6%), Clyde (39.8%), East Richmond Heights (39.0%), El Cerrito (38.8%), San Ramon (38.4%), Hercules (38.2%), and Tara Hills (38.2%). The largest populations of females who work full-time may be found in Concord (18,182), Richmond (17,914), Antioch (17,219), San Ramon (12,592), Pittsburg (10,725), Walnut Creek (9,786), and Brentwood (8,632). According to ACS data, 68.1% (10,172) of all 14,929 Contra Costa County women age 16-50 with births in the past year participate in the civilian labor force in 2023, compared to 64.2% in the state, with both rates notably higher than in 2020. In the county, labor force participation rates among women with births varies for married (67.6%) and unmarried (69.6%) women, with rates 4.2 percentage points higher among married women and 5.9 points lower among unmarried women since 2020. The largest populations of married women with a recent birth in the labor force live in Concord (1,125), Richmond (937), Antioch (670), San Ramon (570), Pittsburg (449), Walnut Creek (372), and Brentwood (336). 80 Table 22 – Full Time Workers by Sex, 2023 Area California 31,545,603 15,666,160 7,554,678 48.2 15,879,443 5,443,354 34.3 Contra Costa County 936,141 456,693 228,814 50.1 479,448 166,279 34.7 Alamo 11,910 5,927 3,206 54.1 5,983 1,582 26.4 Antioch 92,813 43,870 20,543 46.8 48,943 17,219 35.2 Bay Point 18,286 9,646 4,573 47.4 8,640 2,830 32.8 Bayview 2,198 1,222 758 62.0 976 308 31.6 Bethel Island 1,916 956 211 22.1 960 142 14.8 Blackhawk 8,762 4,391 1,902 43.3 4,371 1,134 25.9 Brentwood 49,940 24,177 12,308 50.9 25,763 8,632 33.5 Byron 1,633 734 257 35.0 899 103 11.5 Clayton 8,715 4,258 2,306 54.2 4,457 1,368 30.7 Clyde 655 276 123 44.6 379 151 39.8 Concord 100,607 49,896 25,223 50.6 50,711 18,182 35.9 Contra Costa Centre 6,372 3,435 2,220 64.6 2,937 1,222 41.6 Crockett 3,237 1,439 735 51.1 1,798 671 37.3 Danville 34,088 16,880 9,256 54.8 17,208 6,093 35.4 Diablo 846 374 193 51.6 472 51 10.8 Discovery Bay 12,616 6,034 2,783 46.1 6,582 2,099 31.9 E. Richmond Heights 2,762 1,432 634 44.3 1,330 519 39.0 El Cerrito 21,977 10,697 5,053 47.2 11,280 4,376 38.8 El Sobrante 12,873 6,499 2,786 42.9 6,374 2,011 31.6 Hercules 21,955 10,518 5,058 48.1 11,437 4,370 38.2 Kensington 4,295 2,189 1,085 49.6 2,106 719 34.1 Knightsen 1,682 805 494 61.4 877 253 28.8 Lafayette 19,519 9,416 4,879 51.8 10,103 3,445 34.1 Martinez 30,367 15,003 7,926 52.8 15,364 5,654 36.8 Moraga 13,585 6,485 2,572 39.7 7,100 2,048 28.8 North Richmond 3,009 1,307 682 52.2 1,702 623 36.6 Oakley 34,559 17,277 9,358 54.2 17,282 6,318 36.6 Orinda 15,228 7,625 4,077 53.5 7,603 2,402 31.6 Pacheco 4,031 2,010 818 40.7 2,021 641 31.7 Pinole 16,142 7,795 3,834 49.2 8,347 2,915 34.9 Pittsburg 61,046 28,866 14,277 49.5 32,180 10,725 33.3 Pleasant Hill 28,405 13,691 7,064 51.6 14,714 5,293 36.0 Richmond 93,802 45,876 21,842 47.6 47,926 17,914 37.4 Rodeo 7,240 3,564 1,683 47.2 3,676 1,292 35.1 San Pablo 24,618 12,023 5,997 49.9 12,595 4,024 31.9 San Ramon 65,440 32,611 19,560 60.0 32,829 12,592 38.4 Tara Hills 3,814 1,789 970 54.2 2,025 773 38.2 Vine Hill 2,866 1,442 877 60.8 1,424 373 26.2 Walnut Creek 59,841 28,054 13,057 46.5 31,787 9,786 30.8 Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov. Since 2020, Richmond (up 402), San Ramon (up 100), Concord (up 95), Pleasant Hill (up 91), Danville (up 88), Discovery Bay (up 77), Antioch (up 76), and Moraga (up 70) saw the largest increase in the number of married women with a recent birth who work. The largest populations of unmarried women with births in the labor force occur in Richmond (532), Concord (424), Oakley (281), Antioch (277), Bay Point (208), and Pittsburg (193). Since 2020, Walnut Creek (up 132), Concord (up 82), Brentwood (up 75), Contra Costa Centre (up 66), and San Pablo (up 66) saw the largest increase in the number of unmarried women with a recent birth who work. 81 Table 23 – Women Age 16-50 with Births in the Past Year in the Labor Force, 2023 Area Females Age 16-50 With births California 9,207,866 457,773 320,344 207,589 64.8 137,429 86,459 62.9 Contra Costa Cnty 262,041 14,929 10,896 7,366 67.6 4,033 2,806 69.6 Alamo 2,463 86 86 57 66.3 0 0 0.0 Antioch 28,115 1,317 897 670 74.7 420 277 66.0 Bay Point 5,841 679 395 96 24.3 284 208 73.2 Blackhawk 1,704 233 233 60 25.8 0 0 0.0 Brentwood 14,318 642 465 336 72.3 177 134 75.7 Clayton 2,132 30 30 30 100.0 0 0 0.0 Clyde 128 17 17 9 52.9 0 0 0.0 Concord 28,069 2,057 1,547 1,125 72.7 510 424 83.1 Contra Costa Ctr 2,243 151 81 65 80.2 70 66 94.3 Crockett 898 36 36 12 33.3 0 0 0.0 Danville 8,244 360 340 275 80.9 20 20 100.0 Discovery Bay 3,366 273 242 192 79.3 31 31 100.0 E. Richmond Hghts 563 18 18 8 44.4 0 0 0.0 El Cerrito 6,013 172 159 137 86.2 13 4 30.8 El Sobrante 3,293 201 193 106 54.9 8 8 100.0 Hercules 5,687 219 161 121 75.2 58 58 100.0 Kensington 894 36 36 36 100.0 0 0 0.0 Knightsen 478 16 16 16 100.0 0 0 0.0 Lafayette 5,115 258 258 134 51.9 0 0 0.0 Martinez 7,622 438 386 296 76.7 52 52 100.0 Moraga 3,873 196 162 114 70.4 34 25 73.5 No. Richmond 1,133 49 49 29 59.2 0 0 0.0 Oakley 10,416 726 445 175 39.3 281 281 100.0 Orinda 3,051 140 140 86 61.4 0 0 0.0 Pacheco 1,215 102 102 102 100.0 0 0 0.0 Pinole 4,047 180 154 102 66.2 26 15 57.7 Pittsburg 19,498 935 656 449 68.4 279 193 69.2 Pleasant Hill 7,925 429 347 231 66.6 82 66 80.5 Richmond 28,794 2,184 1,304 937 71.9 880 532 60.5 Rodeo 2,028 129 105 105 100.0 24 0 0.0 San Pablo 7,983 609 152 59 38.8 457 168 36.8 San Ramon 18,981 857 815 570 69.9 42 42 100.0 Tara Hills 1,252 153 88 88 100.0 65 0 0.0 Walnut Creek 14,320 744 560 372 66.4 184 166 90.2 Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov. Areas with no women with recent births have been excluded. In 2023, an estimated 341,229 Contra Costa County residents are women age 20-64 and 128,971 (37.8%) have children less than 18, compared to 33.9% statewide. Since 2020, the number of women age 20-64 with children fell 0.7% or 910 in the county, compared to a 3.4% decline statewide. Of Contra Costa women age 20-64 with their own children, 49,846 (38.6%) have children age 0-5, which is virtually unchanged since 2020, in contrast to a 6.6% decline to 40.6% in the state. About 69.1% (34,466) of Contra Costa women with children age 0-5 participate in the civilian workforce, compared to just 66.9% statewide. Since 2020, estimates of women with children age 0-5 in the civilian workforce also rose 1.2% or 410 women in the county, while statewide estimates fell 4.2%. About 93.0% (32,058) of Contra Costa County women in the civilian workforce with children age 0-5 are employed, compared to 93.4% statewide. Areas within the county that saw the most notable gains in the number of women age 20-64 who participate in the civilian labor force and have 0-5 year olds include Antioch (up 284), Moraga (up 239), Pittsburg (up 205), Oakley (up 182), Orinda (up 173), Pleasant Hill (up 169), Kensington (up 123), San Ramon (up 123), and Lafayette (up 112). In contrast, 82 Concord (down 340), Brentwood (down 181), Rodeo (down 174), Clayton (down 171), and San Pablo (down 117) saw the largest declines in women age 20-64 in the labor force with 0-5 year olds. Table 24 – Women Age 20-64 in the Labor Force with Children Age 0-5, 2023 Area Females Age 20-64 With Children < 18 With Children < 6 Employed California 11,435,294 3,881,229 1,577,456 1,055,840 985,855 % 33.9 40.6 66.9 93.4 Contra Costa County 341,229 128,971 49,846 34,466 32,058 % 37.8 38.6 69.1 93.0 Alamo 4,045 1,361 389 203 203 % 33.6 28.6 52.2 100.0 Antioch 36,290 12,232 4,949 3,733 3,436 % 33.7 40.5 75.4 92.0 Bay Point 6,975 2,612 1,286 698 591 % 37.4 49.2 54.3 84.7 Bayview 751 190 37 26 0 % 25.3 19.5 70.3 0.0 Bethel Island 503 99 0 0 0 % 19.7 0.0 0.0 0.0 Blackhawk 2,700 1,191 358 88 88 % 44.1 30.1 24.6 100.0 Brentwood 18,251 8,740 2,631 1,684 1,579 % 47.9 30.1 64.0 93.8 Byron 626 81 37 37 37 % 12.9 45.7 100.0 100.0 Clayton 3,096 1,251 292 146 146 % 40.4 23.3 50.0 100.0 Clyde 275 27 27 19 19 % 9.8 100.0 70.4 100.0 Concord 36,434 12,450 5,855 4,254 4,139 % 34.2 47.0 72.7 97.3 Contra Costa Centre 2,648 536 248 157 157 % 20.2 46.3 63.3 100.0 Crockett 1,213 400 72 48 48 % 33.0 18.0 66.7 100.0 Danville 11,759 5,834 1,619 1,163 1,073 % 49.6 27.8 71.8 92.3 Diablo 367 138 64 53 53 % 37.6 46.4 82.8 100.0 Discovery Bay 4,461 1,740 746 429 380 % 39.0 42.9 57.5 88.6 E. Richmond Heights 902 266 134 87 82 % 29.5 50.4 64.9 94.3 El Cerrito 7,989 2,690 1,036 768 729 % 33.7 38.5 74.1 94.9 El Sobrante 4,462 1,639 837 581 535 % 36.7 51.1 69.4 92.1 Hercules 8,175 2,745 1,010 821 799 % 33.6 36.8 81.3 97.3 Kensington 1,384 538 244 236 236 % 38.9 45.4 96.7 100.0 Knightsen 589 178 98 56 56 % 30.2 55.1 57.1 100.0 Lafayette 6,630 3,247 987 750 750 % 49.0 30.4 76.0 100.0 Martinez 10,944 3,587 1,898 1,346 1,281 % 32.8 52.9 70.9 95.2 83 Area Females Age 20-64 With Children < 18 With Children < 6 Employed Moraga 4,121 1,907 658 535 492 % 46.3 34.5 81.3 92.0 North Richmond 1,268 558 236 164 164 % 44.0 42.3 69.5 100.0 Oakley 13,779 5,371 2,349 1,654 1,571 % 39.0 43.7 70.4 95.0 Orinda 4,630 2,576 872 711 711 % 55.6 33.9 81.5 100.0 Pacheco 1,457 561 235 165 80 % 38.5 41.9 70.2 48.5 Pinole 5,356 1,475 557 404 388 % 27.5 37.8 72.5 96.0 Pittsburg 23,510 7,790 3,222 2,261 1,916 % 33.1 41.4 70.2 84.7 Pleasant Hill 10,284 3,972 1,551 1,224 1,144 % 38.6 39.0 78.9 93.5 Richmond 35,940 12,094 5,179 3,253 2,879 % 33.7 42.8 62.8 88.5 Rodeo 2,644 765 362 248 248 % 28.9 47.3 68.5 100.0 San Pablo 9,353 3,739 1,237 706 632 % 40.0 33.1 57.1 89.5 San Ramon 25,111 12,553 3,983 2,643 2,551 % 50.0 31.7 66.4 96.5 Tara Hills 1,416 691 313 185 185 % 48.8 45.3 59.1 100.0 Vine Hill 1,120 387 191 135 135 % 34.6 49.4 70.7 100.0 Walnut Creek 18,708 5,896 2,673 1,783 1,588 % 31.5 45.3 66.7 89.1 Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov. Transportation In 2023, 80.8% (448,235) of Contra Costa County workers age 16 and older commute to work, compared to 84.5% statewide. In the county, this represents 44,633 fewer commuters than in 2020, a 9.1% drop. The mean time workers spend commuting has also fallen significantly to 36.0 minutes in the county, compared to 29.0 minutes statewide. The commuters in the county continue to be less likely to drive alone to work as compared to the state overall (60.8% to 67.1%, respectively), with both percentages also down from 2020. The percentage of commuters who drive alone to work exceeds the county (60.8%) by far in Vine Hill (82.6%), Clyde (81.6%), Bethel Island (73.4%), Oakley (73.4%), Byron (72.2%), Tara Hills (70.4%), Bay Point (70.2%), and Pittsburg (70.2%). However, commuters in the population centers of Brentwood (67.4%), Antioch (66.2%), Concord (62.8%), and Richmond (62.0%) also drive alone to work at higher than average rates. An estimated 9.7% of county commuters carpool compared to 9.5% in the state, but rates are notably higher among commuters in North Richmond (30.8%), Knightsen (24.6%), Bayview (23.8%), Bay Point (19.1%), Tara Hills (17.1%), Bethel Island (16.6%), Pacheco (16.0%), Byron (15.8%), Antioch (14.2%), San Pablo (13.1%), Pittsburg (12.6%), and Richmond (12.3%). Contra Costa County commuters also continue to use public transportation much more than commuters in the state overall (6.5% to 3.2%, respectively), with the highest rates in Contra Costa Centre (21.5%), El Cerrito (17.3%), Diablo (15.1%), Lafayette (10.4%), and Orinda (10.4%). 84 Table 25 – How Workers Commute to Work by Area, 2023 Area Age 16 Drove alone % Drove alone Carpooled % Carpooled Public % Public trans. Walked or other or other Commute Countywide 554,692 337,276 60.8 53,779 9.7 36,191 6.5 20,989 3.8 36.0 Alamo 6,472 3,473 53.7 517 8.0 283 4.4 258 4.0 29.4 Antioch 54,563 36,106 66.2 7,731 14.2 3,316 6.1 1,328 2.4 43.3 Bay Point 10,548 7,400 70.2 2,010 19.1 564 5.3 110 1.0 37.5 Bayview 1,374 870 63.3 327 23.8 25 1.8 64 4.7 28.1 Bethel Island 586 430 73.4 97 16.6 0 0.0 0 0.0 28.9 Blackhawk 4,525 2,191 48.4 271 6.0 185 4.1 329 7.3 37.5 Brentwood 28,956 19,504 67.4 2,849 9.8 695 2.4 833 2.9 41.1 Byron 767 554 72.2 121 15.8 0 0.0 54 7.0 40.7 Clayton 4,915 3,261 66.3 353 7.2 113 2.3 192 3.9 39.0 Clyde 315 257 81.6 0 0.0 21 6.7 10 3.2 30.9 Concord 61,773 38,820 62.8 5,910 9.6 4,494 7.3 3,232 5.2 32.6 Contra Costa Ctr 4,756 2,048 43.1 290 6.1 1,022 21.5 301 6.3 35.5 Crockett 1,902 1,204 63.3 115 6.0 125 6.6 90 4.7 40.8 Danville 20,489 11,255 54.9 1,083 5.3 674 3.3 792 3.9 31.8 Diablo 431 271 62.9 37 8.6 65 15.1 41 9.5 39.5 Discovery Bay 7,180 4,801 66.9 763 10.6 23 0.3 237 3.3 42.0 E Richmond Hts 1,818 1,010 55.6 68 3.7 175 9.6 48 2.6 33.7 El Cerrito 13,593 5,575 41.0 969 7.1 2,347 17.3 953 7.0 33.1 El Sobrante 7,474 4,666 62.4 853 11.4 529 7.1 294 3.9 33.9 Hercules 13,518 8,500 62.9 990 7.3 1,232 9.1 353 2.6 38.8 Kensington 2,629 782 29.7 145 5.5 237 9.0 173 6.6 36.8 Knightsen 1,004 470 46.8 247 24.6 88 8.8 21 2.1 55.8 Lafayette 11,676 4,998 42.8 306 2.6 1,219 10.4 413 3.5 28.8 Martinez 18,835 12,269 65.1 1,422 7.5 635 3.4 835 4.4 30.1 Moraga 7,302 3,287 45.0 408 5.6 486 6.7 523 7.2 30.8 No. Richmond 2,011 1,096 54.5 620 30.8 55 2.7 13 0.6 29.8 Oakley 21,545 15,819 73.4 1,879 8.7 465 2.2 246 1.1 41.9 Orinda 8,800 4,277 48.6 266 3.0 915 10.4 224 2.5 36.4 Pacheco 2,212 1,480 66.9 354 16.0 0 0.0 120 5.4 29.5 Pinole 9,399 6,367 67.7 870 9.3 666 7.1 205 2.2 37.5 Pittsburg 35,203 24,722 70.2 4,447 12.6 2,435 6.9 813 2.3 38.1 Pleasant Hill 17,776 9,972 56.1 2,005 11.3 992 5.6 756 4.3 30.2 Richmond 54,967 34,084 62.0 6,761 12.3 5,266 9.6 2,236 4.1 34.9 Rodeo 4,116 2,820 68.5 412 10.0 245 6.0 246 6.0 34.3 San Pablo 14,114 9,632 68.2 1,843 13.1 843 6.0 767 5.4 32.9 San Ramon 42,266 23,392 55.3 1,935 4.6 1,637 3.9 1,620 3.8 35.5 Tara Hills 2,111 1,486 70.4 360 17.1 111 5.3 25 1.2 31.6 Vine Hill 1,757 1,452 82.6 101 5.7 34 1.9 0 0.0 31.2 Walnut Creek 32,498 16,211 49.9 2,492 7.7 2,905 8.9 1,559 4.8 32.5 Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov. Countywide, 45.5% (203,877) of commuters are female, down 9.8% or 22,067 as compared to 45.8% (225,944) in 2020. Male commuters in the county (244,358) similarly fell 8.5% or 22,566. Concord (down 12.6% or 3,379), San Ramon (down 16.1% or 2,348), Danville (down 24.7% or 1,939), Walnut Creek (down 14.1% or 1,791), Martinez (down 18.9% or 1,670), Lafayette (down 25.9% or 1,118), and Brentwood (down 8.9% or 1,067) saw the most notable declines in female commuters. Male commuters saw the most significant declines in Concord (down 12.9% or 4,273), San Ramon (down 16.1% or 3,138), Walnut Creek (down 15.2% or 2,192), Danville (down 18.4% or 1,774), and Pleasant Hill (down 17.8% or 1,580). Females continue to be much less likely than males to leave for work between midnight and 6:59 am, females are somewhat more likely than males to leave from 7:00 to 8:59 am, and these countywide differences are more or less pronounced within sub-communities. 85 Table 26 – Time Leave for Work, 2023 Area Sex Commuters County Male 244,358 22,241 29,085 42,415 50,972 38,742 17,923 8,686 4,942 16,122 13,230 Female 203,877 9,074 13,364 29,050 53,356 41,220 18,217 8,557 4,518 15,681 10,840 Alamo Male 2,582 16 208 691 582 522 277 73 0 179 34 Female 1,949 19 117 134 585 637 262 79 10 20 86 Antioch Male 24,821 3,828 4,256 4,851 3,659 2,115 1,392 775 614 2,032 1,299 Female 23,660 2,303 2,544 3,979 4,737 3,481 1,917 568 432 1,957 1,742 Bay Point Male 5,796 421 790 1,405 922 1,064 364 126 40 489 175 Female 4,288 377 274 716 1,041 660 149 163 115 484 309 Bayview Male 862 110 36 490 154 0 40 0 0 3 29 Female 424 55 42 13 0 68 198 0 9 39 0 Bethel Island Costa Cntr Bay Heights Richmond 86 Area Sex Commuters Orinda Male 3,423 8 279 379 1,066 817 332 205 20 153 164 Female 2,259 47 35 173 654 667 289 230 21 115 28 Pacheco Male 1,148 24 277 238 260 190 7 0 23 13 116 Female 806 40 30 131 386 41 62 32 56 28 0 Pinole Male 4,428 476 440 812 710 600 519 59 37 529 246 Female 3,680 187 322 595 882 693 203 140 58 555 45 Pittsburg Male 17,221 3,025 2,466 2,592 3,323 1,716 1,346 390 182 982 1,199 Female 15,196 810 1,285 2,659 3,771 1,928 1,083 326 494 1,660 1,180 Pleasant Hill Creek Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov. Figure 6 – Time Leave for Work by Sex of Commuter, Contra Costa County 2023 0 10,000 20,000 30,000 40,000 50,000 60,000 12:00-4:59 am 5:00-5:59 am 6:00-6:59 am 7:00-7:59 am 8:00-8:59 am 9:00-9:59 am 10:00-10:59 am 11:00-11:59 am 12:00-3:59 pm 4:00-11:59 pm Male Female 87 Poverty Status The US Department of Health and Human Services issues the official federal poverty level (FPL) annually, which provides the income level thresholds used to determine eligibility for a range of social service programs, including Head Start. The 2024 FPL income limits are presented below. Table 27 – Federal Poverty Levels (FPL) by Household Size, 2024 1 $15,060 2 $20,440 3 $25,820 4 $31,200 5 $36,580 6 $41,960 7 $47,340 *8 $52,720 *Add $5,380 for each additional person over 8 Source: https://aspe.hhs.gov/poverty-guidelines Estimates for 2023 based on 2019-2023 5-Year American Community Survey data indicate that 8.3% of all individuals in Contra Costa County live at income levels below the federal poverty level (FPL), slightly higher than 8.2% in 2020. This compares favorably to California’s poverty rate for individuals (12.0%), although the statewide rate improved notably from 12.6% in 2020. About 5.7% (16,660) of county families live below the FPL, which continues to compare favorably to the state (8.4%), although the county rate improved just one-tenth of a point since 2020, while the state rate fell a considerable 4.2 percentage points. Poverty rates among all families with a single female head of household also fell from 16.9% to 15.5% in Contra Costa and from 21.5% to 19.8% in the state. Notably, the poverty rate among Contra Costa families with a single female head of household and children age 0-4 only has fallen a significant 8.0 percentage points (from 38.8% to 30.8%, while the statewide rate fell just 3.0 percentage points (from 32.9 to 29.9%) since 2020. Table 28 – Percentage of Contra Costa Families with Income below FPL, 2013-2023 Family Type With related children under 18 years 12.4 11.2 9.7 8.5 8.4 With related children under 5 years only 12.0 10.5 9.0 9.4 8.2 With related children under 18 years 30.9 30.2 26.8 24.8 22.7 With related children under 5 years only 40.0 37.7 35.3 38.8 30.8 Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov. Importantly, poverty also varies considerably by citizenship status and family type, as 12.0% of all California residents live below the FPL in 2023, compared to 16.8% of all non-citizens. In Contra Costa County, 8.3% of all residents, 7.8% of native born, 9.5% of all foreign born, 6.4% of naturalized citizens and 13.8% of non-citizens live below the FPL in 2023. In the county as a whole, poverty rates rose among native-born residents (up 0.1 percentage point) and naturalized citizens (up 0.3 percentage points), while rates improved for foreign-born residents (down 0.1 percentage point) and non-citizens (down 0.5 percentage points). However, poverty rates among non-citizens remain particularly high in Concord (19.7%), El Cerrito (18.1%), Bay Point (17.7%), Brentwood (17.4%), Richmond (17.1%), and Pittsburg (16.1%). 88 Table 29 – Percentage of Residents with Income below FPL by Nativity, 2023 Area With known poverty status % < FPL With known poverty status % < FPL With known poverty status % < FPL With known poverty status % < FPL With known poverty status % < FPL California 38,529,452 12.0 28,147,805 11.6 10,381,647 12.9 5,658,460 9.5 4,723,187 16.8 Countywide 1,151,878 8.3 849,513 7.8 302,365 9.5 176,312 6.4 126,053 13.8 Antioch 114,745 11.2 87,286 11.9 27,459 8.8 16,186 5.8 11,273 13.2 Bay Point 23,939 13.3 14,664 12.7 9,275 14.4 3,803 9.5 5,472 17.7 Brentwood 64,542 7.8 52,378 6.9 12,164 11.7 7,510 8.1 4,654 17.4 Concord 123,229 8.9 91,659 7.2 31,570 13.8 15,731 7.8 15,839 19.7 Danville 43,307 3.6 35,091 3.7 8,216 2.8 5,708 2.5 2,508 3.5 El Cerrito 25,669 7.5 17,478 5.6 8,191 11.5 4,901 7.1 3,290 18.1 Hercules 26,207 5.4 17,072 4.5 9,135 7.1 6,979 8.0 2,156 4.4 Oakley 44,183 6.6 36,295 6.6 7,888 6.8 5,288 5.5 2,600 9.5 Pittsburg 75,012 11.0 50,704 11.2 24,308 10.5 13,556 6.1 10,752 16.1 Richmond 114,288 13.6 74,595 13.9 39,693 13.2 18,205 8.6 21,488 17.1 San Pablo 31,171 12.0 18,348 13.3 12,823 10.1 5,129 11.8 7,694 8.9 San Ramon 85,553 4.1 53,720 4.1 31,833 4.1 20,876 3.6 10,957 5.0 Walnut Creek 68,911 5.9 52,796 5.5 16,115 7.4 10,279 6.2 5,836 9.5 Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov. Of the population whose poverty status has been determined. In 2023, an estimated 10.5% of families of native-born residents with children live below the FPL in California, compared to 14.8% of families of foreign-born residents, 9.0% of families of naturalized citizens, and 21.1% of families of non-citizens. In the county, 7.0% of families of native-born residents with children live below the FPL, compared to 10.4% of families of foreign-born residents, 6.4% of families of naturalized citizens, and 15.7% of families of non-citizens. Table 30 – Percentage of Families below FPL by Nativity, 2023 Area California 6.9 10.5 11.0 14.8 7.3 9.0 16.9 21.1 Countywide 4.6 7.0 7.7 10.4 4.6 6.4 13.6 15.7 Antioch 8.5 13.2 8.1 9.8 3.6 5.3 17.3 15.5 Bay Point 10.9 19.4 12.9 18.4 7.1 12.1 18.0 22.0 Brentwood 5.4 7.0 8.0 12.7 4.7 8.7 16.6 18.0 Concord 3.0 3.5 11.9 16.3 5.6 8.3 19.4 22.1 Danville 2.7 3.1 2.5 1.7 2.9 2.7 1.2 0.0 El Cerrito 2.3 2.1 9.0 8.7 5.5 5.1 16.0 13.6 Hercules 1.0 1.7 3.8 2.6 4.8 3.2 0.0 0.0 Oakley 4.9 5.0 5.0 5.5 2.5 0.0 11.5 16.5 Pittsburg 8.2 13.5 8.1 9.7 4.7 5.0 14.1 14.5 Richmond 7.3 11.9 12.0 18.2 7.0 11.5 18.2 25.2 San Pablo 11.7 21.7 7.6 10.8 10.7 16.6 4.9 6.3 San Ramon 2.9 3.6 3.2 3.0 2.5 2.0 5.4 5.0 Walnut Creek 3.6 7.7 5.7 10.3 4.0 7.7 9.8 13.8 Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov. Of the population whose poverty status has been determined. Among all married-couple families, the poverty rate in 2023 is 5.1% in the state and 3.0% in the county, with both rates improved slightly since 2020. About 6,761 married-couple families in Contra Costa live below the FPL, virtually unchanged since 2020, while the number of married-couple families in the state fell 5.0%. Poverty rates for married-couple families exceeds the county (3.0%) most notably in Bethel Island (12.6%), North Richmond (9.1%), Bay Point (8.9%), Pacheco (5.8%), San Pablo (5.5%), Blackhawk (5.3%), and Richmond (5.2%). 89 Figure 7 – State and County Poverty Rates Among Families by Nativity, 2023 The 2023 poverty rate among all single male-headed families is 11.1% in the state and 10.2% in the county, with the state rate down slightly but the county rate up 1.1 percentage point since 2020. About 2,189 single male- headed Contra Costa families live below the FPL, up 20.3% or 369 families since 2020, while the number of single male-headed families in the state fell a modest 1.8%. The highest poverty rates for single male-headed families occur in Discovery Bay (45.6%), Bayview (25.0%), Contra Costa Centre (24.6%), Tara Hills (20.5%), Pittsburg (19.9%), and Walnut Creek (19.8%). Among single female-headed families, the poverty rate is 19.8% in the state and 15.5% in the county, with both rates improved about 1.5 percentage points since 2020. The number of single female-headed households below poverty fell 5.1% in the state and 4.5% (down 363 families) in the county since 2020. An estimated 7,710 single female-headed families in Contra Costa live below the FPL in 2023, with the highest numbers in Antioch (1,456), Richmond (1,312), Concord (671), and Brentwood (552). The poverty rate for single female-headed families exceeds the county (15.5%) by far in Diablo (100.0%), Bethel Island (60.4%), Crockett (50.2%), Vine Hill (25.7%), Bay Point (25.1%), and Byron (23.0%). Areas that saw the largest declines in single female-headed families below the FPL include Concord (down 361), Rodeo (down 157), Pleasant Hill (down 122), and Pittsburg (down 89). In contrast, Brentwood (up 215), El Sobrante (up 129), Crockett (up 105), and Bethel Island (up 93) saw the largest increases in single female-headed families below the FPL. About 2,222 or 32.9% of all Contra Costa County married-couple families below the FPL have children less than 5, compared to 25.3% statewide, with a notable 26.9% increase of 471 families in the county and a 15.2% decline statewide since 2020. Richmond (416), Antioch (338), Concord (318), and Pittsburg (206) have the largest concentrations of married-couple families below the FPL with 0-4 year olds. The most significant increases in the number of married-couple families below the FPL with 0-4 year olds occurred in Walnut Creek (up 74), Pittsburg (up 70), San Ramon (up 64), Oakley (up 61), Brentwood (up 59), and El Sobrante (up 37). Estimates in Pleasant Hill (down 44) and Bethel Island (down 31) fell most notably. 0.0 2.0 4.0 6.0 8.0 10.0 12.0 14.0 16.0 18.0 20.0 22.0 Families Families w/kids Families Families w/kids Families Families w/kids Families Families w/kids Native Foreign-born Naturalized Non-citizen California Countywide 90 Table 31 – Poverty Rate of Families by Family Type, 2023 Area California 6,555,957 333,317 5.1 841,868 93,230 11.1 1,746,645 345,706 19.8 Countywide 222,817 6,761 3.0 21,449 2,189 10.2 49,733 7,710 15.5 Alamo 4,079 18 0.4 147 0 0.0 182 0 0.0 Antioch 17,789 683 3.8 2,431 156 6.4 7,183 1,456 20.3 Bay Point 3,555 318 8.9 819 61 7.4 1,144 287 25.1 Bayview 263 0 0.0 124 31 25.0 249 14 5.6 Bethel Island 239 30 12.6 0 0 0.0 154 93 60.4 Blackhawk 3,016 159 5.3 35 0 0.0 187 0 0.0 Brentwood 13,544 404 3.0 656 73 11.1 2,631 552 21.0 Byron 227 7 3.1 76 7 9.2 100 23 23.0 Clayton 2,487 40 1.6 190 0 0.0 443 3 0.7 Clyde 113 0 0.0 0 0 0.0 99 0 0.0 Concord 22,515 939 4.2 2,322 221 9.5 5,634 671 11.9 Contra Costa Ctr 1,292 45 3.5 138 34 24.6 236 0 0.0 Crockett 676 22 3.3 32 0 0.0 209 105 50.2 Danville 10,699 181 1.7 339 48 14.2 1,156 98 8.5 Diablo 313 0 0.0 0 0 0.0 33 33 100.0 Discovery Bay 3,603 57 1.6 193 88 45.6 570 75 13.2 E Richmond Hts 677 0 0.0 23 0 0.0 87 9 10.3 El Cerrito 5,317 200 3.8 521 57 10.9 982 69 7.0 El Sobrante 2,831 96 3.4 399 31 7.8 996 180 18.1 Hercules 5,189 79 1.5 296 29 9.8 1,289 44 3.4 Kensington 1,188 10 0.8 55 0 0.0 180 0 0.0 Knightsen 512 0 0.0 0 0 0.0 16 0 0.0 Lafayette 6,359 47 0.7 354 35 9.9 493 32 6.5 Martinez 7,493 151 2.0 840 90 10.7 1,142 141 12.3 Moraga 3,853 99 2.6 141 0 0.0 344 38 11.0 No. Richmond 538 49 9.1 109 0 0.0 196 0 0.0 Oakley 8,585 182 2.1 822 16 1.9 1,605 345 21.5 Orinda 4,945 7 0.1 192 0 0.0 404 17 4.2 Pacheco 736 43 5.8 212 0 0.0 309 47 15.2 Pinole 3,269 137 4.2 422 21 5.0 1,123 36 3.2 Pittsburg 12,355 609 4.9 1,761 351 19.9 3,698 493 13.3 Pleasant Hill 6,900 173 2.5 744 47 6.3 1,453 167 11.5 Port Costa 39 0 0.0 0 0 0.0 0 0 0.0 Richmond 17,088 884 5.2 3,041 334 11.0 6,383 1,312 20.6 Rodeo 1,292 43 3.3 373 24 6.4 697 131 18.8 San Pablo 4,273 235 5.5 1,009 60 5.9 2,211 395 17.9 San Ramon 20,219 281 1.4 914 124 13.6 2,130 314 14.7 Tara Hills 934 13 1.4 156 32 20.5 253 16 6.3 Vine Hill 625 0 0.0 75 14 18.7 179 46 25.7 Walnut Creek 15,057 308 2.0 981 194 19.8 2,005 263 13.1 Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov. Of the population whose poverty status has been determined. About 20.4% (446) of all Contra Costa single male-headed families below the FPL have children less than 5, compared to 24.9% in the state, with estimates in the county down 21.1% or 119 families while the state fell 15.4% since 2020. Richmond (164), Walnut Creek (69), Antioch (36), Lafayette (35), and Pittsburg (32) have the 91 largest concentrations of single male-headed families below the FPL with 0-4 year olds. Since 2020, estimates fell most notably in San Pablo (down 69), Pittsburg (down 51), Antioch (down 50), and Concord (down 42). Table 32 – Families below FPL with Children Age 0-4, Contra Costa County 2023 Area Total Families < FPL California 9,144,470 772,253 333,317 84,242 25.3 93,230 23,186 24.9 345,706 113,113 32.7 Countywide 293,999 16,660 6,761 2,222 32.9 2,189 446 20.4 7,710 2,763 35.8 Alamo 4,408 18 18 0 0.0 0 0 0.0 0 0 0.0 Antioch 27,403 2,295 683 338 49.5 156 36 23.1 1,456 346 23.8 Bay Point 5,518 666 318 121 38.1 61 27 44.3 287 50 17.4 Bayview 636 45 0 0 0.0 31 31 100.0 14 0 0.0 Bethel Island 393 123 30 0 0.0 0 0 0.0 93 0 0.0 Blackhawk 3,238 159 159 145 91.2 0 0 0.0 0 0 0.0 Brentwood 16,831 1,029 404 71 17.6 73 0 0.0 552 173 31.3 Byron 403 37 7 0 0.0 7 0 0.0 23 0 0.0 Clayton 3,120 43 40 0 0.0 0 0 0.0 3 0 0.0 Clyde 212 0 0 0 0.0 0 0 0.0 0 0 0.0 Concord 30,471 1,831 939 318 33.9 221 14 6.3 671 372 55.4 Contra Costa Ctr 1,666 79 45 28 62.2 34 0 0.0 0 0 0.0 Crockett 917 127 22 0 0.0 0 0 0.0 105 0 0.0 Danville 12,194 327 181 0 0.0 48 0 0.0 98 0 0.0 Diablo 346 33 0 0 0.0 0 0 0.0 33 0 0.0 Discovery Bay 4,366 220 57 5 8.8 88 0 0.0 75 0 0.0 E Richmond Hts 787 9 0 0 0.0 0 0 0.0 9 0 0.0 El Cerrito 6,820 326 200 8 4.0 57 5 8.8 69 15 21.7 El Sobrante 4,226 307 96 53 55.2 31 0 0.0 180 0 0.0 Hercules 6,774 152 79 0 0.0 29 0 0.0 44 16 36.4 Kensington 1,423 10 10 0 0.0 0 0 0.0 0 0 0.0 Knightsen 528 0 0 0 0.0 0 0 0.0 0 0 0.0 Lafayette 7,206 114 47 0 0.0 35 35 100.0 32 0 0.0 Martinez 9,475 382 151 8 5.3 90 0 0.0 141 36 25.5 Moraga 4,338 137 99 0 0.0 0 0 0.0 38 16 42.1 No. Richmond 843 49 49 13 26.5 0 0 0.0 0 0 0.0 Oakley 11,012 543 182 78 42.9 16 0 0.0 345 98 28.4 Orinda 5,541 24 7 0 0.0 0 0 0.0 17 0 0.0 Pacheco 1,257 90 43 0 0.0 0 0 0.0 47 47 100.0 Pinole 4,814 194 137 15 10.9 21 9 42.9 36 0 0.0 Pittsburg 17,814 1,453 609 206 33.8 351 32 9.1 493 171 34.7 Pleasant Hill 9,097 387 173 42 24.3 47 0 0.0 167 16 9.6 Port Costa 39 0 0 0 0.0 0 0 0.0 0 0 0.0 Richmond 26,512 2,530 884 416 47.1 334 164 49.1 1,312 672 51.2 Rodeo 2,362 198 43 31 72.1 24 24 100.0 131 58 44.3 San Pablo 7,493 690 235 91 38.7 60 0 0.0 395 230 58.2 San Ramon 23,263 719 281 94 33.5 124 0 0.0 314 178 56.7 Tara Hills 1,343 61 13 0 0.0 32 0 0.0 16 0 0.0 Vine Hill 879 60 0 0 0.0 14 0 0.0 46 46 100.0 Walnut Creek 18,043 765 308 128 41.6 194 69 35.6 263 126 47.9 Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov. Of the population whose poverty status has been determined. About 35.8% (2,763) of all Contra Costa County single female-headed households below the FPL have children less than 5, compared to 32.7% statewide, with estimates in the county down 7.0% or 208 families while state estimates fell 13.0% since 2020. In 2023, areas with the highest number of single female-headed families below the FPL with 0-4 year olds include Richmond (672), Concord (372), Antioch (346), San Pablo (230), San Ramon (178), Brentwood (173), and Pittsburg (171). Estimates fell most notably in Concord (down 122 or 24.7%), 92 Antioch (down 109 or 24.0%), and Rodeo (down 94 families or 61.8%). In contrast, estimates of the number of single female-headed households below the FPL with children less than 5 increased most notably in Brentwood (up 140 or 424.2%) and Richmond (up 127 or 23.3%). California has an estimated 4,610,600 (12.0%) residents of all ages below the FPL in 2023, which is 242,834 fewer residents in poverty (down 5.0%) as compared to 2020. In contrast, Contra Costa saw a 2.2% gain of 2,027 residents living below the FPL, with 95,048 (8.3%) residents of all ages in poverty. The poverty rate among California 0-5 year olds fell a significant 1.9 percentage points to 15.1% in 2023, with 86,403 fewer 0-5 year olds in poverty (down 18.0%). The poverty rate among Contra Costa 0-5 year olds fell a slight 0.1 point to 10.7%, with 331 fewer 0-5 year olds in poverty (down 4.0%). The poverty rate among 6-17 year olds also fell 1.5 points to 15.2% in California but rose 0.3 percentage points to 9.7% in the county, with 528 more 6-17 year olds in poverty since 2020. The poverty rate among residents over 64 is now 11.3% in the state and 7.3% (13,981) in the county. Table 33 – Residents below Poverty and Poverty Rates, 2023 California 38,529,452 4,610,600 394,527 906,913 2,642,887 666,273 % 12.0 15.1 15.2 11.0 11.3 Contra Costa 1,151,878 95,048 8,024 17,460 55,583 13,981 % 8.3 10.7 9.7 7.9 7.3 Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov. Of the population whose poverty status has been determined. About 25,484 Contra Costa children of all ages live below the FPL in 2023, up slightly since 2020, with 197 more children in poverty. Among children age 0-5, the poverty rate in California (15.1%) is significantly higher than in the county (10.7%), but both rates fell since 2020. Poverty rates among 0-5 year olds exceeds the county (10.7%) by far in Byron (30.3%), Blackhawk (30.1%), Richmond (24.3%), Vine Hill (21.5%), Rodeo (20.7%), San Pablo (20.5%), Bay Point (16.8%), Pacheco (14.6%), Pittsburg (14.0%), and Antioch (13.9%). The largest populations of 0-5 year olds below the FPL may be found in Richmond (1,869), Concord (1,036), Antioch (1,026), and Pittsburg (715). Since 2020, areas with the largest increases in 0-5 year olds below the FPL include Brentwood (up 334), Richmond (up 121), and San Ramon (up 82). The largest declines occurred in Antioch (down 513), Rodeo (down 179), Concord (down 164), Bethel Island (down 84), and El Cerrito (down 81). Figure 8 – State and County Poverty Rates by Age Group, 2023 0.0 2.0 4.0 6.0 8.0 10.0 12.0 14.0 16.0 All Age 0-5 Age 6-17 Age 18-64 65 and over California Contra Costa 93 Table 34 – Population below Poverty Level and Poverty Rates by Age Group, 2023 Alamo 14,402 253 0 0 189 64 % 1.8 0.0 0.0 2.4 1.8 Antioch 114,745 12,810 1,026 3,043 7,279 1,462 % 11.2 13.9 16.2 10.0 9.3 Bay Point 23,939 3,189 367 763 1,851 208 % 13.3 16.8 18.3 12.2 8.5 Bayview 2,533 262 66 104 92 0 % 10.3 61.1 38.0 5.1 0.0 Bethel Island 2,144 638 0 63 424 151 % 29.8 0.0 24.9 33.3 24.4 Blackhawk 10,298 537 123 0 365 49 % 5.2 30.1 0.0 6.5 1.8 Brentwood 64,542 5,031 473 1,155 2,716 687 % 7.8 12.2 8.9 7.2 7.0 Byron 1,872 290 23 39 219 9 % 15.5 30.3 14.9 17.2 3.4 Clayton 10,916 236 0 3 164 69 % 2.2 0.0 0.1 2.4 4.0 Clyde 716 16 0 0 16 0 % 2.2 0.0 0.0 3.3 0.0 Concord 123,229 10,943 1,036 1,494 6,856 1,557 % 8.9 10.6 9.1 8.9 7.9 Contra Costa Ctr 7,127 699 29 105 549 16 % 9.8 10.8 17.2 9.5 3.3 Crockett 3,642 479 0 149 290 40 % 13.2 0.0 31.9 12.8 5.0 Danville 43,307 1,539 0 268 804 467 % 3.6 0.0 3.2 3.3 5.6 Diablo 1,072 106 0 0 106 0 % 9.9 0.0 0.0 16.1 0.0 Discovery Bay 15,208 920 21 308 516 75 % 6.0 2.0 12.8 5.9 2.5 E. Richmond Hts 3,291 167 0 18 101 48 % 5.1 0.0 4.5 5.3 6.0 El Cerrito 25,669 1,924 36 148 1,381 359 % 7.5 2.5 5.1 8.5 7.0 El Sobrante 15,773 1,540 102 256 1,002 180 % 9.8 9.2 12.4 10.5 5.9 Hercules 26,207 1,423 30 69 978 346 % 5.4 2.1 2.1 5.9 7.0 Kensington 5,285 243 0 8 177 58 % 4.6 0.0 1.1 6.0 4.7 Knightsen 2,018 27 0 0 27 0 % 1.3 0.0 0.0 2.0 0.0 Lafayette 25,188 991 52 86 663 190 % 3.9 3.7 1.7 4.9 3.8 Martinez 36,227 2,420 86 181 1,650 503 % 6.7 2.9 4.2 7.3 8.0 Moraga 15,200 1,277 30 171 866 210 % 8.4 3.0 6.5 10.7 6.1 No. Richmond 3,935 331 37 81 142 71 % 8.4 11.6 10.5 5.8 17.1 Oakley 44,183 2,937 198 600 1,583 556 % 6.6 5.3 8.6 5.5 11.6 Orinda 19,431 398 0 27 280 91 % 2.0 0.0 0.8 2.8 2.0 Pacheco 4,657 484 33 35 285 131 94 Area Pop. Total < FPL Age 0-5 < FPL Age 6-17 < FPL Age 18-64 < FPL Over 64 < FPL % 10.4 14.6 6.4 9.6 14.2 Pinole 18,789 1,214 51 56 764 343 % 6.5 5.2 2.6 6.7 8.1 Pittsburg 75,012 8,263 715 1,702 4,810 1,036 % 11.0 14.0 15.1 9.9 10.4 Pleasant Hill 33,931 2,085 109 456 1,153 367 % 6.1 5.3 9.7 5.5 6.1 Richmond 114,288 15,595 1,869 3,438 8,383 1,905 % 13.6 24.3 20.5 11.5 11.4 Rodeo 8,732 893 107 171 534 81 % 10.2 20.7 14.9 9.6 5.4 San Pablo 31,171 3,728 394 783 2,099 452 % 12.0 20.5 13.1 10.5 13.9 San Ramon 85,553 3,531 378 385 2,152 616 % 4.1 7.0 2.2 4.1 6.2 Tara Hills 4,910 306 17 22 209 58 % 6.2 4.1 2.8 7.0 7.9 Vine Hill 3,617 301 47 29 222 3 % 8.3 21.5 5.0 9.4 0.7 Walnut Creek 68,911 4,098 422 687 1,889 1,100 % 5.9 10.3 9.9 4.9 5.6 Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov. Of the population whose poverty status has been determined. In 2023, 25.0% of all California 0-5 year olds and 16.5% (12,441) of those in the county live below 150% of the FPL, down 17.4% statewide and down 10.0% or 1,390 0-5 year olds countywide since 2020. Communities with a much higher than average percentage (16.5%) of 0-5 year olds below 150% of the FPL include Antioch (27.0%), Bay Point (26.9%), Bayview (61.1%), Blackhawk (30.1%), Byron (30.3%), Contra Costa Centre (34.6%), North Richmond (38.8%), Richmond (38.5%), Rodeo (30.6%), and San Pablo (30.1%). Communities with the highest number of 0-5 year olds below 150% of the FPL include Richmond (2,958), Antioch (1,988), Concord (1,657), Pittsburg (1,049), Bay Point (586), San Pablo (577), and Brentwood (545). About 6.8% of California 0-5 year olds and 6.4% (4,843) of 0-5 year olds in the county live below 50% of the FPL, which represents a notable 12.0% improvement statewide in contrast to a 20.0% increase of 808 0-5 year olds in Contra Costa County. Figure 9 – Poverty Rate of Children Age 0-5, 2023 0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0 Ba y v i e w By r o n Ri c h m o n d Vi n e H i l l Ro d e o Sa n P a b l o Ba y P o i n t St a t e Pa c h e c o Pi t t s b u r g An t i o c h Co u n t y Co n c o r d Oa k l e y Pi n o l e Ta r a H i l l s La f a y e t t e Mo r a g a Ma r t i n e z El C e r r i t o He r c u l e s 95 Figure 10 – Number of Children Age 0-5 Living Below FPL, 2023 Table 35 – Ratio of Income to Poverty Level for Children Age 0-5 by Geography, 2023 California 2,617,494 178,565 97,053 118,909 127,579 131,021 653,127 % 6.8 3.7 4.5 4.9 5.0 25.0 Contra Costa Cnty 75,230 4,843 1,506 1,675 1,903 2,514 12,441 % 6.4 2.0 2.2 2.5 3.3 16.5 Antioch 7,364 833 144 49 276 686 1,988 % 11.3 2.0 0.7 3.7 9.3 27.0 Bay Point 2,179 230 39 98 163 56 586 % 10.6 1.8 4.5 7.5 2.6 26.9 Bayview 108 0 66 0 0 0 66 % 0.0 61.1 0.0 0.0 0.0 61.1 Blackhawk 408 0 0 123 0 0 123 % 0.0 0.0 30.1 0.0 0.0 30.1 Brentwood 3,887 291 159 23 72 0 545 % 7.5 4.1 0.6 1.9 0.0 14.0 Byron 76 0 0 23 0 0 23 % 0.0 0.0 30.3 0.0 0.0 30.3 Concord 9,812 537 430 69 318 303 1,657 % 5.5 4.4 0.7 3.2 3.1 16.9 Contra Costa Centre 269 11 18 0 0 64 93 % 4.1 6.7 0.0 0.0 23.8 34.6 Discovery Bay 1,073 17 0 4 11 0 32 % 1.6 0.0 0.4 1.0 0.0 3.0 El Cerrito 1,420 21 0 15 40 72 148 % 1.5 0.0 1.1 2.8 5.1 10.4 El Sobrante 1,112 39 63 0 0 3 105 % 3.5 5.7 0.0 0.0 0.3 9.4 Hercules 1,422 0 0 30 0 90 120 % 0.0 0.0 2.1 0.0 6.3 8.4 Lafayette 1,407 50 2 0 0 15 67 0 100 200 300 400 500 600 700 800 900 1000 1100 1200 1300 1400 1500 1600 1700 1800 1900 Ri c h m o n d Co n c o r d An t i o c h Pi t t s b u r g Sa n P a b l o Ba y P o i n t Oa k l e y Ro d e o Ma r t i n e z Ba y v i e w La f a y e t t e Pi n o l e Vi n e H i l l El C e r r i t o Pa c h e c o He r c u l e s Mo r a g a By r o n Ta r a H i l l s 96 Area Total 0-5 < .50 FPL .50 to .74 FPL .75 to .99 FPL 1.00 to 1.24 1.25 to 1.49 Total < 150% % 3.6 0.1 0.0 0.0 1.1 4.8 Martinez 2,983 77 0 9 0 42 128 % 2.6 0.0 0.3 0.0 1.4 4.3 Moraga 1,016 30 0 0 0 41 71 % 3.0 0.0 0.0 0.0 4.0 7.0 North Richmond 320 0 0 37 21 66 124 % 0.0 0.0 11.6 6.6 20.6 38.8 Oakley 3,764 136 47 15 80 113 391 % 3.6 1.2 0.4 2.1 3.0 10.4 Pacheco 226 33 0 0 0 8 41 % 14.6 0.0 0.0 0.0 3.5 18.1 Pinole 976 35 7 9 91 0 142 % 3.6 0.7 0.9 9.3 0.0 14.5 Pittsburg 5,101 340 222 153 119 215 1,049 % 6.7 4.4 3.0 2.3 4.2 20.6 Pleasant Hill 2,054 60 0 49 0 0 109 % 2.9 0.0 2.4 0.0 0.0 5.3 Richmond 7,678 1,069 98 702 468 621 2,958 % 13.9 1.3 9.1 6.1 8.1 38.5 Rodeo 516 28 0 79 0 51 158 % 5.4 0.0 15.3 0.0 9.9 30.6 San Pablo 1,920 187 67 140 157 26 577 % 9.7 3.5 7.3 8.2 1.4 30.1 San Ramon 5,437 378 0 0 54 0 432 % 7.0 0.0 0.0 1.0 0.0 7.9 Tara Hills 411 17 0 0 22 0 39 % 4.1 0.0 0.0 5.4 0.0 9.5 Vine Hill 219 47 0 0 0 0 47 % 21.5 0.0 0.0 0.0 0.0 21.5 Walnut Creek 4,102 306 104 12 11 23 456 % 7.5 2.5 0.3 0.3 0.6 11.1 Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov. Based on population age 0-5 with known poverty status. Census places with zero estimates for children age 0-5 at 149% of FPL or less are not reported. In 2023, California has an estimated 9.5% of married women with births and 37.3% of unmarried women with births living below the FPL, down 0.7 and 1.5 percentage points, respectively. Contra Costa County has 9.0% (979) of married and 34.4% (1,400) of unmarried women with births living below the FPL in 2023, which is unchanged among married women with births but a 2.2 percentage point increase among unmarried women with births in contrast to declining rates statewide. By comparison, 5.0% of married women and 13.0% of unmarried women with no births in the past year are estimated to live below the FPL in Contra Costa in 2023. Within subcommunities, poverty rates among married women with births fell most notably in Pleasant Hill (down 20.2 percentage points), Discovery Bay (down 17.1 points), Hercules (down 15.0 points), Blackhawk (down 9.3 points), and Walnut Creek (down 4.4 percentage points). Since 2020, poverty rates among unmarried women with births also fell in Rodeo (down 39.0 percentage points), Concord (down 25.6 points), San Ramon (down 19.4 points), and San Pablo (down 16.4 percentage points). In contrast, poverty among married women with births rose most notably in San Pablo (up 27.6 percentage points), El Sobrante (up 27.5 points), Contra Costa Centre (up 19.8 points), Antioch (up 5.0 points), and Oakley (up 3.7 percentage points). Poverty also rose most significantly among unmarried women with births in Moraga (up 47.1 points), Oakley (up 22.5 points), Pleasant Hill (up 19.5 points), Antioch (up 17.5 points), and Brentwood (up 11.4 percentage points). 97 Countywide, of 14,964 women age 15-50 who gave birth in the past year, 979 married and 1,400 unmarried women live below the FPL in 2023, which represents 71 more married women and 194 more unmarried women with births below FPL as compared to 2020 estimates. The estimates of women with births in poverty fell most notably in Concord (down 68), Pittsburg (down 41), Rodeo (down 39), and Discovery Bay (down 33). In contrast, estimates of women with births living below the FPL rose most significantly in Richmond (up 141), Antioch (up 94), San Pablo (up 79), Oakley (up 74), Brentwood (up 58), and El Sobrante (up 53). Table 36 – Poverty Status of Women with Births in Past Year by Census Place, 2023 Area with known With births With births % < FPL With births % < FPL California 9,320,208 457,671 320,135 30,513 9.5 137,536 51,242 37.3 Countywide 268,919 14,964 10,896 979 9.0 4,068 1,400 34.4 Alamo 2,550 86 86 0 0.0 0 0 0.0 Antioch 29,134 1,317 897 140 15.6 420 162 38.6 Bay Point 6,031 679 395 13 3.3 284 51 18.0 Bayview 585 0 0 0 0.0 0 0 0.0 Bethel Island 183 0 0 0 0.0 0 0 0.0 Blackhawk 1,764 233 233 149 63.9 0 0 0.0 Brentwood 15,077 642 465 20 4.3 177 86 48.6 Byron 502 0 0 0 0.0 0 0 0.0 Clayton 2,340 30 30 0 0.0 0 0 0.0 Clyde 128 17 17 0 0.0 0 0 0.0 Concord 28,475 2,057 1,547 95 6.1 510 197 38.6 Contra Costa Ctr 2,275 151 81 16 19.8 70 4 5.7 Crockett 898 36 36 0 0.0 0 0 0.0 Danville 8,678 360 340 0 0.0 20 0 0.0 Diablo 259 0 0 0 0.0 0 0 0.0 Discovery Bay 3,405 273 242 5 2.1 31 0 0.0 E Richmond Hts 570 18 18 0 0.0 0 0 0.0 El Cerrito 6,172 172 159 0 0.0 13 0 0.0 El Sobrante 3,497 201 193 53 27.5 8 0 0.0 Hercules 5,807 219 161 0 0.0 58 0 0.0 Kensington 915 36 36 0 0.0 0 0 0.0 Knightsen 478 16 16 0 0.0 0 0 0.0 Lafayette 5,455 258 258 0 0.0 0 0 0.0 Martinez 7,695 438 386 0 0.0 52 9 17.3 Moraga 3,119 196 162 0 0.0 34 16 47.1 No. Richmond 1,145 49 49 0 0.0 0 0 0.0 Oakley 10,719 726 445 47 10.6 281 136 48.4 Orinda 3,206 140 140 0 0.0 0 0 0.0 Pacheco 1,215 102 102 0 0.0 0 0 0.0 Pinole 4,109 180 154 0 0.0 26 0 0.0 Pittsburg 20,004 935 656 67 10.2 279 146 52.3 Pleasant Hill 7,996 429 347 56 16.1 82 16 19.5 Richmond 29,383 2,219 1,304 232 17.8 915 347 37.9 Rodeo 2,130 129 105 0 0.0 24 0 0.0 San Pablo 8,291 609 152 59 38.8 457 230 50.3 San Ramon 19,723 857 815 27 3.3 42 0 0.0 Tara Hills 1,333 153 88 0 0.0 65 0 0.0 Vine Hill 733 0 0 0 0.0 0 0 0.0 Walnut Creek 14,567 744 560 0 0.0 184 0 0.0 Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov. Of women whose poverty status has been determined. 98 Figure 11 – Number of Women with Births Living Below the FPL, 2023 Public Assistance According to the California Department of Social Services CalWORKs Annual Report (July 2024), California Work Opportunity and Responsibility to Kids (CalWORKs) caseloads have increased since July 2021. As of July 2024, the county has 6,703 CalWORKs cases, up 20.0% or 1,118 cases since 2021. Of 6,703 cases, 25.9% (1,739) involve no parents. Notably, CalWORKs cases in July 2024 involve 12,248 children, up a considerable 25.2% or 2,466 children since 2021, and 24.1% (2,951) of children in the program are parentless. Table 37 – CalWORKs Cases and Children, Contra Costa County 2010 – 2021 Dec 2010 Cases 757 3,633 4,962 828 1,063 11,243 Children in Caseload 1,517 6,335 7,573 1,590 2,276 19,291 Dec 2014 Cases 608 2,949 3,870 757 1,668 9,852 Children in Caseload 1,221 5,143 5,867 1,507 3,403 17,141 July 2018 Cases 288 2,284 2,171 499 1,631 6,873 Children in Caseload 647 3,971 3,351 989 3,323 12,281 July 2020 Cases 346 2,041 1,952 425 1,668 6,432 Children in Caseload 832 3,514 2,987 824 3,440 11,597 July 2021 Cases 291 1,897 1,534 483 1,380 5,585 Children in Caseload 633 3,256 2,252 976 2,665 9,782 July 2024 Cases 689 1,739 2,143 801 1,331 6,703 Children in Caseload 1,806 2,951 3,233 1,549 2,709 12,248 Source: http://www.cdss.ca.gov/inforesources/Research-and-Data. Based on 2023 ACS estimates, 5.9% of California households receive SSI benefits, compared to 5.0% (20,481) of Contra Costa households, down 620 households or 2.9% in the county since 2020. The number of Contra Costa County households with SSI benefits rose most notably in Walnut Creek (up 160 or 20.6%), Hercules (up 140 or 37.1%), Concord (up 122 or 5.2%), and San Ramon (up 107 or 16.5%). Antioch (down 266 or 7.7%), Martinez (down 199 or 30.1%), Lafayette (down 153 or 48.7%), Brentwood (down 143 or 12.2%), and Rodeo (down 133 or 35.7%) saw the largest declines in SSI households since 2020. Compared to a mean $11,505 statewide, SSI households in the county receive an average of $11,296. 0 50 100 150 200 250 300 350 Ri c h m o n d An t i o c h Co n c o r d Pi t t s b u r g Sa n P a b l o Oa k l e y Ba y P o i n t Ma r t i n e z Mo r a g a Married Unmarried 99 About 3.8% of California households receive cash PA benefits, compared to 2.9% (11,959) of Contra Costa households, with notable increases in both the state (up 17.8%) and the county (up 32.2%) since 2020. The number of Contra Costa County households with cash PA benefits rose 2,913, with the largest increases in Richmond (up 521), Pittsburg (up 274), Walnut Creek (up 236), San Pablo (up 195), El Sobrante (up 158), Concord (up 139), San Ramon (up 137), Lafayette (up 136), Hercules (up 135), and Martinez (up 128). In contrast, Rodeo (down 186), Oakley (down 110), and Crockett (down 33) saw notable declines in cash PA households. Compared to the statewide mean of $6,037, cash PA households in the county receive $6,458 annually, noting that cash benefits have risen significantly in both the state (up 28.9%) and county (up 30.5% or $1,510). Table 38 – Public Assistance Households and Income by Place, 2023 Area Total HHs California 13,434,847 $96,334 791,419 5.9 $11,505 515,661 3.8 $6,037 1,526,052 11.4 Contra Costa Cnty 411,662 $125,727 20,481 5.0 $11,296 11,959 2.9 $6,458 31,571 7.7 Alamo 5,149 $250,000+ 279 5.4 $10,342 111 2.2 $5,295 105 2.0 Antioch 37,042 $94,256 3,171 8.6 $11,883 1,800 4.9 $5,168 5,008 13.5 Bay Point 6,765 $80,684 335 5.0 $15,070 254 3.8 $6,830 1,221 18.0 Bayview 769 $132,356 61 7.9 $9,579 0 0.0 -- 0 0.0 Bethel Island 900 $78,393 44 4.9 -- 61 6.8 -- 91 10.1 Blackhawk 3,887 $239,681 51 1.3 $11,543 41 1.1 -- 0 0.0 Brentwood 20,918 $139,567 1,025 4.9 $11,808 560 2.7 $5,550 1,386 6.6 Byron 535 $92,813 9 1.7 -- 0 0.0 -- 24 4.5 Clayton 3,967 $172,226 40 1.0 $15,603 21 0.5 -- 71 1.8 Clyde 293 $118,828 64 21.8 $13,300 0 0.0 -- 15 5.1 Concord 45,635 $109,195 2,487 5.4 $12,078 1,136 2.5 $6,518 3,901 8.5 Contra Costa Ctr 3,608 $127,910 145 4.0 $9,541 190 5.3 $3,277 208 5.8 Crockett 1,692 $102,400 61 3.6 $4,511 44 2.6 $10,316 95 5.6 Danville 15,537 $223,206 166 1.1 $12,770 157 1.0 $9,430 111 0.7 Diablo 385 -- 0 0.0 -- 0 0.0 -- 0 0.0 Discovery Bay 5,494 $154,792 139 2.5 $9,586 141 2.6 $6,514 283 5.2 E Richmond Hts 1,371 $126,042 58 4.2 $9,798 25 1.8 -- 47 3.4 El Cerrito 10,696 $127,475 336 3.1 $7,978 208 1.9 $7,072 412 3.9 El Sobrante 5,419 $112,622 452 8.3 $9,955 296 5.5 $6,945 709 13.1 Hercules 9,319 $130,583 517 5.5 $10,135 237 2.5 $5,089 622 6.7 Kensington 2,131 $209,137 6 0.3 -- 48 2.3 $2,481 20 0.9 Knightsen 600 $173,564 6 1.0 -- 21 3.5 -- 46 7.7 Lafayette 9,225 $222,393 161 1.7 $11,032 163 1.8 $9,545 187 2.0 Martinez 14,673 $125,436 462 3.1 $11,426 483 3.3 $3,349 789 5.4 Moraga 5,628 $199,800 125 2.2 $11,716 83 1.5 $3,473 40 0.7 No. Richmond 1,061 $82,926 136 12.8 $9,163 26 2.5 $2,481 113 10.7 Oakley 13,448 $132,067 795 5.9 $10,203 207 1.5 $3,085 1,192 8.9 Orinda 7,386 $250,000+ 181 2.5 $6,489 46 0.6 $3,878 110 1.5 Pacheco 1,784 $100,152 208 11.7 $8,265 71 4.0 -- 274 15.4 Pinole 6,882 $120,833 317 4.6 $10,221 166 2.4 $6,144 509 7.4 Pittsburg 23,503 $101,099 1,942 8.3 $10,011 1,079 4.6 $6,823 3,469 14.8 Pleasant Hill 13,552 $144,513 413 3.0 $8,345 155 1.1 $13,175 491 3.6 Richmond 40,466 $90,038 2,818 7.0 $12,931 1,416 3.5 $5,368 4,948 12.2 Rodeo 2,969 $88,819 240 8.1 $8,876 107 3.6 $9,461 560 18.9 San Pablo 9,847 $78,215 809 8.2 $12,413 482 4.9 $8,741 1,693 17.2 San Ramon 29,680 $197,358 757 2.6 $10,460 612 2.1 $5,206 707 2.4 Tara Hills 1,750 $116,415 83 4.7 $14,019 63 3.6 $7,989 131 7.5 Vine Hill 1,309 $124,528 78 6.0 $9,127 135 10.3 $9,511 199 15.2 Walnut Creek 32,142 $135,665 938 2.9 $11,056 757 2.4 $10,417 891 2.8 Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov 100 An estimated 11.4% of California households receive SNAP benefits, compared to 7.7% (31,571) of Contra Costa households, with notable increases in both the state (up 28.9%) and the county (up 29.8% or 7,249) since 2020. The number of Contra Costa households with SNAP benefits rose most notably in Richmond (up 1,588), Concord (up 743), Pittsburg (up 726), Antioch (up 506), Brentwood (up 502), Oakley (up 403), San Pablo (up 351), Martinez (up 345), and El Sobrante (up 334). Even the relatively high-income areas of San Ramon (up 263) and Walnut Creek (up 239) saw sizable increases in households receiving SNAP benefits. The number of SNAP households fell most notably in Rodeo (down 115) and Danville (down 89). Antioch (5,008), Richmond (4,948), Concord (3,901), Pittsburg (3,469), and San Pablo (1,693) continue to have the highest number of SNAP households and together comprise 60.2% of all SNAP households in Contra Costa. Table 39 – Children in Public Assistance Households by Family Type and Place, 2023 Area Pop. 0-17 in HHs cash PA or cash PA or California 8,715,694 2,156,157 24.7 1,058,609 223,845 858,169 15,534 Contra Costa Cnty 257,851 44,480 17.3 23,483 3,917 16,779 301 Alamo 3,004 165 5.5 165 0 0 0 Antioch 26,800 7,875 29.4 2,745 776 4,259 95 Bay Point 6,466 2,427 37.5 1,520 226 681 0 Bayview 382 0 0.0 0 0 0 0 Bethel Island 253 63 24.9 63 0 0 0 Blackhawk 1,929 81 4.2 81 0 0 0 Brentwood 16,881 2,678 15.9 1,909 6 763 0 Byron 337 0 0.0 0 0 0 0 Clayton 2,507 61 2.4 58 0 3 0 Clyde 61 24 39.3 0 0 24 0 Concord 26,516 4,942 18.6 2,752 524 1,546 120 Contra Costa Ctr 880 218 24.8 198 0 20 0 Crockett 574 63 11.0 63 0 0 0 Danville 10,871 159 1.5 109 0 50 0 Diablo 282 0 0.0 0 0 0 0 Discovery Bay 3,517 617 17.5 409 91 117 0 E Richmond Hts 581 110 18.9 103 0 7 0 El Cerrito 4,360 388 8.9 220 10 151 7 El Sobrante 3,230 999 30.9 488 110 401 0 Hercules 4,699 606 12.9 425 0 181 0 Kensington 1,090 39 3.6 39 0 0 0 Knightsen 409 85 20.8 85 0 0 0 Lafayette 6,547 155 2.4 82 0 66 7 Martinez 7,414 612 8.3 358 71 183 0 Moraga 3,640 120 3.3 71 0 49 0 No. Richmond 1,092 234 21.4 143 20 71 0 Oakley 10,828 1,576 14.6 638 450 488 0 Orinda 4,826 102 2.1 102 0 0 0 Pacheco 777 153 19.7 120 0 33 0 Pinole 3,188 314 9.8 231 66 17 0 Pittsburg 17,003 5,912 34.8 4,014 453 1,445 0 Pleasant Hill 6,901 547 7.9 395 45 35 72 Richmond 24,874 5,952 23.9 2,256 551 3,145 0 Rodeo 1,646 762 46.3 190 0 572 0 San Pablo 8,121 2,297 28.3 903 326 1,068 0 San Ramon 23,058 1,602 6.9 1,015 17 570 0 Tara Hills 1,202 210 17.5 119 34 57 0 Vine Hill 802 282 35.2 152 0 130 0 Walnut Creek 11,175 1,025 9.2 571 141 313 0 Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov 101 The ACS estimates 24.7% of 0-17 year olds in California and 17.3% (44,480) in Contra Costa County live in households that receive SSI, cash PA or SNAP benefits, with both estimates up about one percentage point since 2020. California saw a slight 0.8% gain in the number of children in PA households, while the county saw a significant 4.4% increase, representing an additional 1,889 children in PA households. Areas with much higher than average rates (17.3%) of children in PA households include Antioch (29.4%), Bay Point (37.5%), Bethel Island (24.9%), Clyde (39.3%), Contra Costa Centre (24.8%), El Sobrante (30.9%), Pittsburg (34.8%), Richmond (23.9%), Rodeo (46.3%), San Pablo (28.3%), and Vine Hill (35.2%). About 55.5% of all Contra Costa children age 0-17 in PA households live in Antioch (7,875), Concord (4,942), Pittsburg (5,912), and Richmond (5,952). All four areas except Antioch saw notable increases in the number of children in PA households since 2020, with Concord up 342 or 7.4%, Pittsburg up 550 or 10.3%, and Richmond up 712 or 13.6%. Antioch saw a 1,511 or 16.1% decline of children age 0-17 in PA households since 2020. Other areas with large gains include Brentwood (up 936 or 53.7%), Discovery Bay (up 229 or 59.0%), El Sobrante (up 588 or 143.1%), and San Ramon (up 377 or 30.8%). In contrast, Hercules (down 270 or 30.8%), Oakley (down 349 or 18.1%), and Rodeo (down 278 or 26.7%) saw large declines in the number of children in PA households. Countywide, of all 44,480 children in PA households, 23,483 (52.8%) live in married couple families, 16,779 (37.7%) live in single female-headed families, and 3,917 (8.8%) live in single male-headed families. The number of children in single female-headed families fell 1,505 since 2020, but rose 3,215 in married-couple families and 159 in single male-headed families. Students Eligible for Free and Reduced Price Meals In the 2023-24 school year, 61.7% of all California students are eligible for free or reduced price meals (FRPM), up from 58.9% in 2020-21. The county also saw an increase in the FRPM-eligible rate, up 1.1 percentage point to 39.7% (67,325) of all 169,394 students attending Contra Costa County schools in 2023-24. Despite a 2.1% decline in enrollment since 2020-21 (down 3,627 students), the number of Contra Costa students eligible for free or reduced price meals increased 0.7% or 482 students. Districts that saw the largest increase in FRPM-eligible students include Antioch Unified (up 554 students or 4.9%), Mt. Diablo Unified (up 513 students or 4.3%), San Ramon Valley Unified (up 512 students or 32.0%), and Contra Costa County Office of Education (up 429 students or 15.2%). In contrast, West Contra Costa Unified (down 1,937 students or 9.4%) and Liberty Union High (down 147 students or 7.2%) saw large declines in FRPM- eligible students. Contra Costa County school districts that exceed the county’s overall percentage of FRPM-eligible (39.7%) include Pittsburg Unified (78.1%), John Swett Unified (78.1%), SBE - John Henry High (75.4%), Antioch Unified (73.5%), West Contra Costa Unified (63.3%), Contra Costa County Office of Education (52.9%), Oakley Union Elementary (42.5%), and Mt. Diablo Unified (41.1%). Districts with the highest number of FRPM-eligible students in 2023-24 include West Contra Costa Unified (18,690), Mt. Diablo Unified (12,336), Antioch (11,801), and Pittsburg Unified (8,369). Schools with the highest number of FRPM-eligible students in the 2023-24 school year are Pittsburg Senior High (2,690), Antioch High (1,563), Deer Valley High (1,368), Richmond High (1,082), Ygnacio Valley High (957), and Mt. Diablo High (915). 102 Table 40 – Students Eligible for Free or Reduced Price Meals by District, 2004 – 2024 District Acalanes Union High 0.9 2.52 5.0 372 6.7 458 8.5 Antioch Unified 36.1 54.1 63.2 11,247 67.8 11,801 73.5 Brentwood Union Elementary 23.5 28.4 27.4 2,112 23.4 2,113 21.7 Byron Union Elementary 15.5 26.5 27.6 714 32.6 729 33.3 Canyon Elementary 9.4 10.1 11.1 7 9.7 13 18.8 Contra Costa Co. Office of Educ. 40.8 62.7 36.1 2,820 47.2 3,249 52.9 John Swett Unified 36.9 45.5 67.5 767 58.5 953 78.1 Knightsen Elementary 8.4 29.1 45.5 150 24.7 167 28.0 Lafayette Elementary 0.9 2.3 2.9 108 3.3 146 4.5 Liberty Union High 13.2 19.7 28.1 2,055 25.0 1,908 23.2 Martinez Unified 15.8 27.3 26.1 958 24.1 1,178 31.2 Moraga Elementary 1.0 1.0 1.4 62 3.5 100 5.6 Mt. Diablo Unified 28.5 39 46.2 11,823 39.5 12,336 41.1 Oakley Union Elementary 29 49.1 48.7 2,054 41.6 2,166 42.5 Orinda Union Elementary 0 1.1 32.4 56 2.3 62 2.4 Pittsburg Unified 64.6 78.4 84.3 8,164 74.1 8,369 78.1 San Ramon Valley Unified 1.7 2.7 4.2 1,600 5.2 2,112 7.2 SBE - John Henry High -- -- -- 230 78.8 215 75.4 Walnut Creek Elementary 8.5 12.1 10.5 416 12.0 560 15.8 West Contra Costa Unified 57.5 65.8 70.9 20,627 66.5 18,690 63.3 3,599,733 Source: California Department of Education (CDE), Data & Statistics; http://www.cde.ca.gov/ Figure 12 – Change in FRPM-Eligible Students by District, 2021 – 2024 -2000 -1800 -1600 -1400 -1200 -1000 -800 -600 -400 -200 0 200 400 600 West Contra Costa Unified Liberty Union High SBE - John Henry High Brentwood Union Elementary Canyon Elementary Orinda Union Elementary Byron Union Elementary Knightsen Elementary Moraga Elementary Lafayette Elementary Acalanes Union High Oakley Union Elementary Walnut Creek Elementary John Swett Unified Pittsburg Unified Martinez Unified Contra Costa Co. Office of Educ. San Ramon Valley Unified Mt. Diablo Unified Antioch Unified 103 Table 41 – Students Eligible for Free or Reduced Price Meals by School, 2023 – 2024 Moraga Elementary Nonpublic, Nonsectarian Schools 5 0 0.0 Oakley Union Elementary District Office 3 0 0.0 Orinda Union Elementary Nonpublic, Nonsectarian Schools 4 0 0.0 Pittsburg Unified District Office 1 0 0.0 San Ramon Valley Unified District Office 10 0 0.0 Walnut Creek Elementary Nonpublic, Nonsectarian Schools 1 0 0.0 Lafayette Elementary Burton Valley Elementary 680 14 2.1 Orinda Union Elementary Wagner Ranch Elementary 466 10 2.1 San Ramon Valley Unified Green Valley Elementary 503 11 2.2 Orinda Union Elementary Glorietta Elementary 453 10 2.2 Orinda Union Elementary Del Rey Elementary 437 10 2.3 San Ramon Valley Unified John Baldwin Elementary 447 11 2.5 Orinda Union Elementary Sleepy Hollow Elementary 374 10 2.7 Orinda Union Elementary Orinda Intermediate 820 22 2.7 San Ramon Valley Unified Sycamore Valley Elementary 568 16 2.8 Lafayette Elementary Happy Valley Elementary 449 14 3.1 Moraga Elementary Los Perales Elementary 370 12 3.2 Moraga Elementary Camino Pablo Elementary 338 11 3.3 Lafayette Elementary M. H. Stanley Middle 1110 40 3.6 San Ramon Valley Unified Monte Vista High 2168 91 4.2 Acalanes Union High Miramonte High 1188 50 4.2 San Ramon Valley Unified Vista Grande Elementary 545 24 4.4 San Ramon Valley Unified Greenbrook Elementary 679 30 4.4 San Ramon Valley Unified Rancho Romero Elementary 445 21 4.7 San Ramon Valley Unified Stone Valley Middle 581 28 4.8 San Ramon Valley Unified Charlotte Wood Middle 886 43 4.9 San Ramon Valley Unified Alamo Elementary 350 17 4.9 Lafayette Elementary Springhill Elementary 464 23 5.0 San Ramon Valley Unified Los Cerros Middle 483 24 5.0 Acalanes Union High Campolindo High 1332 67 5.0 San Ramon Valley Unified Bollinger Canyon Elementary 479 25 5.2 Moraga Elementary Joaquin Moraga Intermediate 622 33 5.3 San Ramon Valley Unified San Ramon Valley High 2024 111 5.5 San Ramon Valley Unified Windemere Ranch Middle 1074 61 5.7 Contra Costa County Office of Education Central County Special Education P 17 1 5.9 San Ramon Valley Unified Creekside Elementary 550 33 6.0 Walnut Creek Elementary Tice Creek 437 28 6.4 San Ramon Valley Unified Montair Elementary 494 32 6.5 San Ramon Valley Unified Pine Valley Middle 990 67 6.8 San Ramon Valley Unified Walt Disney Elementary 537 39 7.3 San Ramon Valley Unified Iron Horse Middle 1007 75 7.4 San Ramon Valley Unified Neil A. Armstrong Elementary 463 35 7.6 Mt. Diablo Unified Walnut Acres Elementary 678 52 7.7 San Ramon Valley Unified Live Oak Elementary 505 41 8.1 San Ramon Valley Unified Montevideo Elementary 612 50 8.2 Acalanes Union High Acalanes High 1250 103 8.2 San Ramon Valley Unified Coyote Creek Elementary 661 55 8.3 Mt. Diablo Unified Mt. Diablo Elementary 738 62 8.4 San Ramon Valley Unified Venture (Alternative) 83 7 8.4 San Ramon Valley Unified Dougherty Valley High 3118 264 8.5 San Ramon Valley Unified California High 2869 243 8.5 San Ramon Valley Unified Diablo Vista Middle 872 74 8.5 Mt. Diablo Unified Eagle Peak Montessori 292 26 8.9 Mt. Diablo Unified Foothill Middle 947 86 9.1 San Ramon Valley Unified Golden View Elementary 672 62 9.2 San Ramon Valley Unified Gale Ranch Middle 1047 98 9.4 San Ramon Valley Unified Twin Creeks Elementary 633 61 9.6 104 District School Enrollment FRPM Eligible % FRPM Moraga Elementary Donald L. Rheem Elementary 440 44 10.0 Mt. Diablo Unified Northgate High 1535 154 10.0 Mt. Diablo Unified Strandwood Elementary 600 61 10.2 Mt. Diablo Unified Valle Verde Elementary 485 50 10.3 San Ramon Valley Unified Country Club Elementary 514 54 10.5 West Contra Costa Unified Kensington Elementary 454 48 10.6 Lafayette Elementary Lafayette Elementary 509 55 10.8 San Ramon Valley Unified Tassajara Hills Elementary 512 57 11.1 San Ramon Valley Unified Hidden Hills Elementary 488 60 12.3 Mt. Diablo Unified Bancroft Elementary 686 87 12.7 San Ramon Valley Unified Bella Vista Elementary 496 64 12.9 Mt. Diablo Unified Highlands Elementary 502 65 12.9 Mt. Diablo Unified Sequoia Elementary 594 83 14.0 Mt. Diablo Unified Valhalla Elementary 686 96 14.0 Acalanes Union High Las Lomas High 1568 221 14.1 Walnut Creek Elementary Parkmead Elementary 444 63 14.2 San Ramon Valley Unified Quail Run Elementary 803 114 14.2 Mt. Diablo Unified Diablo View Middle 502 72 14.3 Walnut Creek Elementary Walnut Heights Elementary 402 58 14.4 Walnut Creek Elementary Walnut Creek Intermediate 993 151 15.2 Martinez Unified Nonpublic, Nonsectarian Schools 13 2 15.4 Knightsen Elementary Old River Elementary 309 48 15.5 West Contra Costa Unified Madera Elementary 467 74 15.8 Brentwood Union Ron Nunn Elementary 703 116 16.5 Brentwood Union Nonpublic, Nonsectarian Schools 6 1 16.7 San Ramon Valley Unified Nonpublic, Nonsectarian Schools 42 7 16.7 Brentwood Union Adams (J. Douglas) Middle 1119 187 16.7 Liberty Union High Heritage High 2641 461 17.5 Brentwood Union Loma Vista Elementary 711 132 18.6 Brentwood Union William B. Bristow Middle 1236 231 18.7 Liberty Union High Nonpublic, Nonsectarian Schools 32 6 18.8 Walnut Creek Elementary Buena Vista Elementary 494 93 18.8 Canyon Elementary Canyon Elementary 69 13 18.8 Brentwood Union R. Paul Krey Elementary 814 155 19.0 Acalanes Union High Nonpublic, Nonsectarian Schools 26 5 19.2 Martinez Unified Morello Park Elementary 500 100 20.0 Martinez Unified John Swett Elementary 534 107 20.0 Walnut Creek Elementary Indian Valley Elementary 363 73 20.1 Mt. Diablo Unified College Park High 1997 404 20.2 Brentwood Union Pioneer Elementary 921 191 20.7 Mt. Diablo Unified Pleasant Hill Elementary 646 137 21.2 Liberty Union High Liberty High 2773 607 21.9 Brentwood Union Marsh Creek Elementary 793 177 22.3 Mt. Diablo Unified Monte Gardens Elementary 578 131 22.7 Walnut Creek Elementary Murwood Elementary 413 94 22.8 Contra Costa County Office of Education Clayton Valley Charter High 2390 554 23.2 Acalanes Union High Acalanes Center for Independent Study 51 12 23.5 Byron Union Elementary Timber Point Elementary 356 84 23.6 Brentwood Union Edna Hill Middle 998 245 24.5 Brentwood Union Garin Elementary 802 213 26.6 Brentwood Union Brentwood Elementary 858 233 27.2 Brentwood Union Mary Casey Black Elementary 703 193 27.5 Antioch Unified Antioch Charter Academy 207 57 27.5 Mt. Diablo Unified Nonpublic, Nonsectarian Schools 76 21 27.6 Mt. Diablo Unified Ayers Elementary 388 108 27.8 Mt. Diablo Unified Hidden Valley Elementary 814 227 27.9 San Ramon Valley Unified Del Amigo High (Continuation) 25 7 28.0 Liberty Union High Freedom High 2478 714 28.8 105 District School Enrollment FRPM Eligible % FRPM Oakley Union Elementary Almond Grove Elementary 453 131 28.9 Mt. Diablo Unified Sequoia Middle 835 244 29.2 West Contra Costa Unified Harding Elementary 474 139 29.3 Contra Costa County Office of Education CCCOE Special Education Programs 112 33 29.5 Liberty Union High Independence High 169 50 29.6 Mt. Diablo Unified Pleasant Hill Middle 719 215 29.9 Martinez Unified Alhambra Senior High 1070 321 30.0 Mt. Diablo Unified District Office 210 65 31.0 Mt. Diablo Unified Valley View Middle 785 243 31.0 West Contra Costa Unified West County Mandarin 434 137 31.6 Byron Union Elementary Excelsior Middle 423 136 32.2 Martinez Unified Martinez Junior High 803 270 33.6 Mt. Diablo Unified Pine Hollow Middle 557 190 34.1 Mt. Diablo Unified Silverwood Elementary 524 179 34.2 West Contra Costa Unified Olinda Elementary 319 109 34.2 West Contra Costa Unified Ohlone Elementary 493 174 35.3 Byron Union Elementary Vista Oaks Charter 948 341 36.0 Byron Union Elementary Discovery Bay Elementary 438 159 36.3 West Contra Costa Unified Hanna Ranch Elementary 388 141 36.3 Oakley Union Elementary Laurel Elementary 367 134 36.5 Mt. Diablo Unified Gregory Gardens Elementary 384 145 37.8 Byron Union Elementary Byron Institute for Independent Study 21 8 38.1 Mt. Diablo Unified Prospect High (Continuation) 75 29 38.7 West Contra Costa Unified Nonpublic, Nonsectarian Schools 67 26 38.8 Mt. Diablo Unified Horizons School: Independent Study 216 85 39.4 West Contra Costa Unified Fred T. Korematsu Middle 680 268 39.4 West Contra Costa Unified El Cerrito High 1476 584 39.6 Martinez Unified John Muir Elementary 415 169 40.7 Mt. Diablo Unified Woodside Elementary 271 112 41.3 Knightsen Elementary Knightsen Elementary 287 119 41.5 Oakley Union Elementary Iron House Elementary 496 206 41.5 Oakley Union Elementary Delta Vista Middle 900 379 42.1 Mt. Diablo Unified Concord High 1118 473 42.3 Oakley Union Elementary O'Hara Park Middle 836 357 42.7 Oakley Union Elementary Nonpublic, Nonsectarian Schools 7 3 42.9 Martinez Unified Briones (Alternative) 44 19 43.2 West Contra Costa Unified Hercules High 740 322 43.5 West Contra Costa Unified Hercules Middle 593 259 43.7 Oakley Union Elementary Vintage Parkway Elementary 452 198 43.8 Mt. Diablo Unified Mountain View Elementary 257 113 44.0 Antioch Unified Antioch Charter Academy II 200 89 44.5 West Contra Costa Unified Fairmont Elementary 530 236 44.5 Brentwood Union District Office 87 39 44.8 Oakley Union Elementary Summer Lake Elementary 547 247 45.2 Contra Costa County Office of Education Contra Costa School of Perf. Arts 361 166 46.0 West Contra Costa Unified Lupine Hills Elementary 381 176 46.2 Martinez Unified Las Juntas Elementary 346 163 47.1 Liberty Union High La Paloma High (Continuation) 148 70 47.3 West Contra Costa Unified Ellerhorst Elementary 303 145 47.9 Oakley Union Elementary Gehringer Elementary 666 319 47.9 Mt. Diablo Unified El Monte Elementary 412 198 48.1 Mt. Diablo Unified Holbrook Language Academy 476 233 48.9 Mt. Diablo Unified Westwood Elementary 230 114 49.6 Byron Union Elementary Nonpublic, Nonsectarian Schools 2 1 50.0 John Swett Unified Nonpublic, Nonsectarian Schools 2 1 50.0 Antioch Unified Muir (John) Elementary 640 321 50.2 West Contra Costa Unified Collins Elementary 303 154 50.8 Contra Costa County Office of Education Floyd I. Marchus 41 21 51.2 106 District School Enrollment FRPM Eligible % FRPM Oakley Union Elementary Oakley Elementary 371 192 51.8 West Contra Costa Unified Pinole Valley High 1292 678 52.5 West Contra Costa Unified District Office 49 26 53.1 West Contra Costa Unified Murphy Elementary 445 238 53.5 West Contra Costa Unified Vista Independent Study / Virtual A d 531 290 54.6 Antioch Unified Nonpublic, Nonsectarian Schools 150 82 54.7 Antioch Unified Diablo Vista Elementary 499 279 55.9 Pittsburg Unified Nonpublic, Nonsectarian Schools 23 13 56.5 West Contra Costa Unified Stewart Elementary 366 210 57.4 Antioch Unified Lone Tree Elementary 527 303 57.5 West Contra Costa Unified Richmond Charter Academy 292 169 57.9 Martinez Unified Vicente Martinez High 46 27 58.7 Mt. Diablo Unified Shore Acres Elementary 396 236 59.6 West Contra Costa Unified Betty Reid Soskin Middle 378 229 60.6 West Contra Costa Unified Leadership Public Schools: Richmond 525 322 61.3 Antioch Unified Carmen Dragon Elementary 446 275 61.7 Mt. Diablo Unified Mt. Diablo High 1477 915 61.9 West Contra Costa Unified Mira Vista Elementary 474 294 62.0 West Contra Costa Unified Tara Hills Elementary 343 213 62.1 Antioch Unified Jack London Elementary 462 289 62.6 West Contra Costa Unified Nystrom Elementary 417 262 62.8 West Contra Costa Unified Washington Elementary 361 227 62.9 Mt. Diablo Unified Sunrise (Special Education) 19 12 63.2 West Contra Costa Unified Richmond Charter Elementary-Benito J 480 304 63.3 West Contra Costa Unified Middle College High 283 181 64.0 Mt. Diablo Unified Delta View Elementary 603 386 64.0 West Contra Costa Unified Shannon Elementary 343 225 65.6 West Contra Costa Unified Valley View Elementary 219 144 65.8 West Contra Costa Unified Lincoln Elementary 352 232 65.9 Contra Costa County Office of Education Manzanita Middle 89 59 66.3 Pittsburg Unified Foothill Elementary 550 371 67.5 West Contra Costa Unified Lake Elementary 346 234 67.6 Antioch Unified Dallas Ranch Middle 752 512 68.1 West Contra Costa Unified Riverside Elementary 345 236 68.4 Mt. Diablo Unified Rocketship Futuro Academy 654 448 68.5 West Contra Costa Unified Edward M. Downer Elementary 405 278 68.6 West Contra Costa Unified Summit Public School: Tamalpais 650 452 69.5 Antioch Unified Prospects High (Alternative) 283 197 69.6 Antioch Unified Orchard Park 750 528 70.4 John Swett Unified John Swett High 375 265 70.7 Antioch Unified Rocketship Delta Prep 604 429 71.0 Mt. Diablo Unified Cambridge Elementary 451 324 71.8 Mt. Diablo Unified Sun Terrace Elementary 402 289 71.9 Antioch Unified Black Diamond Middle 343 247 72.0 West Contra Costa Unified Pinole Middle 379 275 72.6 Contra Costa County Office of Education Golden Gate Community 103 75 72.8 Mt. Diablo Unified Wren Avenue Elementary 357 260 72.8 Antioch Unified Turner Elementary 437 322 73.7 West Contra Costa Unified De Anza High 1103 816 74.0 West Contra Costa Unified John F. Kennedy High 825 611 74.1 Antioch Unified Fremont Elementary 457 339 74.2 Mt. Diablo Unified Glenbrook Academy 16 12 75.0 Contra Costa County Office of Education Invictus Academy of Richmond 389 292 75.1 Contra Costa County Office of Education Summit Public School K2 554 417 75.3 West Contra Costa Unified Sheldon Elementary 320 241 75.3 SBE - John Henry High John Henry High 285 215 75.4 Pittsburg Unified Los Medanos Elementary 658 497 75.5 Mt. Diablo Unified Rio Vista Elementary 455 344 75.6 107 District School Enrollment FRPM Eligible % FRPM Antioch Unified Kimball Elementary 395 299 75.7 Antioch Unified Deer Valley High 1804 1368 75.8 Pittsburg Unified Pittsburg Senior High 3532 2690 76.2 Antioch Unified Marsh Elementary 526 401 76.2 West Contra Costa Unified Grant Elementary 560 429 76.6 Antioch Unified Dozier-Libbey Medical High 697 535 76.8 Mt. Diablo Unified El Dorado Middle 811 624 76.9 Contra Costa County Office of Education Caliber: Beta Academy 950 732 77.1 West Contra Costa Unified Aspire Richmond Technology Acad 567 437 77.1 Pittsburg Unified Highlands Elementary 473 365 77.2 West Contra Costa Unified Coronado Elementary 313 242 77.3 Antioch Unified Grant Elementary 434 337 77.6 West Contra Costa Unified Michelle Obama Elementary 447 349 78.1 Contra Costa County Office of Education Making Waves Academy 1103 863 78.2 West Contra Costa Unified Verde Elementary 344 270 78.5 West Contra Costa Unified Aspire Richmond Ca. College Prep A d 595 468 78.7 West Contra Costa Unified Richmond College Preparatory 554 436 78.7 Pittsburg Unified Willow Cove Elementary 596 471 79.0 Mt. Diablo Unified Fair Oaks Elementary 297 235 79.1 Pittsburg Unified Marina Vista Elementary 592 470 79.4 Pittsburg Unified Hillview Junior High 922 732 79.4 Antioch Unified Sutter Elementary 443 352 79.5 John Swett Unified Rodeo Hills Elementary 551 438 79.5 Pittsburg Unified Heights Elementary 521 415 79.7 West Contra Costa Unified Voices College-Bound Lang. Acad. WCCU 290 232 80.0 West Contra Costa Unified Cesar E. Chavez Elementary 433 348 80.4 West Contra Costa Unified Ford Elementary 368 296 80.4 West Contra Costa Unified Richmond High 1341 1082 80.7 Antioch Unified Live Oak High (Continuation) 148 120 81.1 Antioch Unified Belshaw Elementary 419 340 81.1 West Contra Costa Unified Highland Elementary 407 331 81.3 Pittsburg Unified Stoneman Elementary 597 486 81.4 Mt. Diablo Unified Riverview Middle 751 612 81.5 West Contra Costa Unified Greenwood Academy 260 213 81.9 Pittsburg Unified Parkside Elementary 565 465 82.3 Pittsburg Unified Martin Luther King Jr. Junior High 701 578 82.5 Pittsburg Unified Rancho Medanos Junior High 773 638 82.5 West Contra Costa Unified Stege Elementary 245 203 82.9 West Contra Costa Unified Dover Elementary 485 402 82.9 Antioch Unified Thomas Gaines Virtual Academy 291 243 83.5 Antioch Unified Mission Elementary 476 398 83.6 Antioch Unified Bidwell Continuation High 154 129 83.8 Mt. Diablo Unified Bel Air Elementary 349 297 85.1 John Swett Unified Carquinez Middle 263 224 85.2 Antioch Unified Antioch High 1823 1563 85.7 Mt. Diablo Unified Ygnacio Valley Elementary 387 333 86.0 Mt. Diablo Unified Ygnacio Valley High 1111 957 86.1 Antioch Unified Park Middle 1025 883 86.1 John Swett Unified Willow High 29 25 86.2 Antioch Unified Antioch Middle 653 564 86.4 Pittsburg Unified Black Diamond High (Continuation) 205 178 86.8 Mt. Diablo Unified Oak Grove Middle 692 611 88.3 West Contra Costa Unified Bayview Elementary 332 294 88.6 Mt. Diablo Unified Olympic Continuation High 240 214 89.2 Mt. Diablo Unified Meadow Homes Elementary 711 650 91.4 West Contra Costa Unified Montalvin Manor Elementary 504 474 94.0 Mt. Diablo Unified Crossroads High 18 17 94.4 West Contra Costa Unified Helms Middle 579 556 96.0 108 District School Enrollment FRPM Eligible % FRPM West Contra Costa Unified Lovonya DeJean Middle 384 372 96.9 West Contra Costa Unified Peres Elementary 513 502 97.9 West Contra Costa Unified Martin Luther King, Jr. Elementary 382 375 98.2 Contra Costa County Office of Education Mt. McKinley 36 36 100.0 Source: California Department of Education (CDE), Data & Statistics; http://www.cde.ca.gov/ Housing and Homelessness HOUSING AFFORDABILITY The Cost of Housing Index (CHI) is a quarterly analysis of housing costs published by the National Association of Home Builders (NAHB) to determine the affordability of existing homes in a given metropolitan area. The CHI is the percentage of median family income needed to make a typical mortgage payment, calculated as an area’s median home price (less a 10% down payment), plus taxes, insurance and private mortgage insurance (PMI). NAHB also calculates a low-income CHI for families earning only 50% of the area’s median income. Based on 2024 Q3 CHI data, a typical family would pay more than 50% of their household income on a median-priced existing home in 10 (5.7%) of the 176 metropolitan areas calculated, including 2 in the Bay Area region. A typical family would pay between 31-50% of their household income in another 85 (48.3%) of the housing markets calculated. Based on CHI analysis, the San Jose-Sunnyvale-Santa Clara and San Francisco-Oakland-Berkeley metropolitan areas are among the most cost-burdened housing markets in the country. In the San Jose-Sunnyvale-Santa Clara market, an estimated 85% of median family income would go to mortgage and associated costs, while in the San Francisco-Oakland-Berkeley market, 68% would go to mortgage costs. In both markets, home ownership would be out of reach for most low-income families, requiring 170% and 137% of family income, respectively.2 The 2025 HUD fair market rents (FMR) in the greater San Francisco Bay Area region have risen 3% to 36% since 2022, with the average monthly increase across rentals with at least one bedroom up 3.4% in Marin, San Francisco, and San Mateo County, up 16.2% in Alameda and Contra Costa County, up 20.1% in Santa Clara County, up 31.0% in Napa County, and up 35.6% in Solano County. As of October 2024, the published FMR for a 2-bedroom unit in Contra Costa County has risen $408 per month (up 17.9%) to $2,682 since 2022. In the first quarter of 2025, the median rent for a 2-bedroom unit ranged from $2,420 per month in Solano County to $3,446 in Santa Clara County. Rental costs in Santa Clara County have now overtaken Marin, San Francisco, and San Mateo County as the most expensive in the region. Table 42 – Median Monthly Rents, 2025 Alameda / Contra Costa Counties $1,937 $2,201 $2,682 $3,432 $4,077 Marin / San Francisco / San Mateo $2,275 $2,780 $3,318 $4,138 $4,399 Napa County $1,915 $2,128 $2,792 $3,636 $4,144 Santa Clara County $2,608 $2,975 $3,446 $4,477 $4,878 Solano County $1,724 $1,894 $2,420 $3,234 $3,663 Source: HUD, User Data Sets, 40th percentile rents, FY 2025. https://www.huduser.gov/portal/datasets/fmr.html 2 National Association of Home Builders; https://www.nahb.org/news-and-economics/press-releases/2024/08/median-priced-existing-homes-less- affordable-than-new-homes-in-second-quarter 109 ACS data indicates that since 2020, the number of occupied housing units rose in both California (up 331,733 or 2.5%) and Contra Costa County (up 13,363 or 3.4% to 411,662 occupied units). The communities of Antioch (up 3,239), Richmond (up 3,016), San Ramon (up 2,156), Pittsburg (up 2,154), and Oakley (up 1,315) saw the largest increases in occupied units. Owner-occupied units also increased in both the state (up 3.5%) and county (up 4.6% to 278,509), with 12,271 more units in Contra Costa County since 2020 and owner-occupied rates up 0.9 percentage points. Antioch (up 2,772), Pittsburg (up 1,672), Richmond (up 1,412), Oakley (up 1,179), San Ramon (up 1,158), and Brentwood (up 1,112) saw the largest gains in owner-occupied units, while Danville (down 640), Rodeo (down 184), Pleasant Hill (down 173), and Blackhawk (down 145) saw the largest losses. Since 2020, the number of renter-occupied units rose 1.3% (up 78,240) in the state and rose a slight 0.8% (up 1,092) in the county, with 133,153 renter-occupied units in Contra Costa County. Richmond (up 1,604), San Ramon (up 998), Pittsburg (up 482), Antioch (up 467), and Crockett (up 292) saw the largest gains in rentals, while Concord (down 879), Lafayette (down 614), Brentwood (down 604), and Pinole (down 400) saw the largest losses in renter-occupied units. Median monthly housing costs for California homeowners rose a considerable $315 (up 17.0%) to $2,166 since 2020, while costs for homeowners in the county rose $404 (up 17.8%) to $2,675. More significant increases of monthly owner-occupied housing costs occurred in Crockett (up $887), Bayview (up $549), East Richmond Heights (up $525), Moraga (up $482), El Cerrito (up $464), Hercules (up $462), and Brentwood (up $457). Monthly housing costs for California renters also rose significantly since 2020, up $370 (23.3%) to $1,956, while monthly costs for renters in the county rose $394 (up 20.4%) to $2,322. More significant increases of housing costs for renters occurred in Crockett (up $813), Moraga (up $808), Pinole (up $764), Tara Hills (up $725), Vine Hill (up $685), Rodeo (up $645), Lafayette (up $582), San Ramon (up $521), and Bayview ($502). HUD defines affordable housing as housing which costs no more than 30% of household income. Based on this definition, in 2023 California has an estimated 30.7% of owner-occupied units with a mortgage and 52.0% of renter-occupied units that are unaffordable to their occupants. Statewide, the number of unaffordable units rose 2.8% among owners and 2.3% among renters since 2020. Of Contra Costa County residents in owner-occupied housing units with a mortgage, 29.8% (82,933) expend at least 30% of their household income on housing costs in 2023, up 5.4% or 4,229 unaffordable owner-occupied units since 2020. Among Contra Costa renters, 52.2% (69,491) expend at least 30% of their household income on housing costs in 2023, also up 5.5% with 3,624 more unaffordable rental units since 2020. Compared to the overall county (29.8%), the percentage of owner-occupied units defined as unaffordable is notably higher in Diablo (63.9%), Byron (61.1%), North Richmond (43.6%), Knightsen (37.3%), Hercules (36.0%), and Antioch (35.3%). Compared to the countywide rate (52.2%), the percentage of rental units considered unaffordable is notably higher in Knightsen (81.6%), Clyde (78.0%), North Richmond (64.8%), Pittsburg (63.5%), Antioch (60.8%), Pinole (60.0%), Blackhawk (59.1%), and Clayton (57.7%). 110 Table 43 – Housing Units, Monthly Costs, and Unaffordable Units, 2023 Area units occupied occupied Owner-Occ. Renter-Occ. California Count 13,434,847 7,494,811 5,940,036 $2,166 $1,956 2,299,263 3,087,543 % 55.8 44.2 30.7 52.0 Contra Costa Count 411,662 278,509 133,153 $2,675 $2,322 82,933 69,491 % 67.7 32.3 29.8 52.2 Alamo Count 5,149 4,757 392 $4,000+ $3,500+ 1,337 198 % 92.4 7.6 28.1 50.5 Antioch Count 37,042 23,512 13,530 $2,296 $2,241 8,303 8,222 % 63.5 36.5 35.3 60.8 Bay Point Count 6,765 3,867 2,898 $1,355 $1,946 1,302 1,383 % 57.2 42.8 33.8 47.9 Bayview Count 769 510 259 $2,023 $2,790 102 74 % 66.3 33.7 20.0 28.5 Bethel Island Count 900 646 254 $1,452 $1,390 214 37 % 71.8 28.2 33.1 14.6 Blackhawk Count 3,887 3,442 445 $4,000+ $3,500+ 1,117 263 % 88.6 11.4 32.4 59.1 Brentwood Count 20,918 17,145 3,773 $2,947 $2,509 5,589 1,967 % 82.0 18.0 32.7 52.1 Byron Count 535 337 198 $2,250 $2,488 206 83 % 63.0 37.0 61.1 41.9 Clayton Count 3,967 3,582 385 $3,408 $3,500+ 1,026 222 % 90.3 9.7 28.5 57.7 Clyde Count 293 243 50 -- $1,125 24 39 % 82.9 17.1 9.9 78.0 Concord Count 45,635 28,006 17,629 $2,381 $2,226 7,927 9,923 % 61.4 38.6 28.3 56.2 Contra Costa Ctr Count 3,608 603 3,005 $2,944 $2,621 134 1,332 % 16.7 83.3 22.1 44.3 Crockett Count 1,692 908 784 $2,108 $2,186 237 427 % 53.7 46.3 26.0 54.4 Danville Count 15,537 13,330 2,207 $4,000+ $3,500+ 3,882 925 % 85.8 14.2 29.1 42.0 Diablo Count 385 385 0 $4,000+ -- 246 0 % 100.0 0.0 63.9 0.0 Discovery Bay Count 5,494 4,875 619 $3,098 $2,897 1,626 325 % 88.7 11.3 33.3 52.5 E Richmond Heights Count 1,371 1,147 224 $2,125 $1,989 283 55 % 83.7 16.3 24.6 24.5 El Cerrito Count 10,696 6,129 4,567 $2,853 $2,444 1,462 2,094 % 57.3 42.7 23.9 45.8 El Sobrante Count 5,419 3,535 1,884 $2,095 $2,245 923 988 % 65.2 34.8 26.1 52.4 Hercules Count 9,319 7,560 1,759 $2,822 $3,003 2,724 934 % 81.1 18.9 36.0 53.2 Kensington Count 2,131 1,818 313 $3,176 $3,500+ 394 124 % 85.3 14.7 21.6 39.6 Knightsen Count 600 562 38 $1,859 $2,194 210 31 % 93.7 6.3 37.3 81.6 Lafayette Count 9,225 7,127 2,098 $4,000+ $2,855 1,944 646 % 77.3 22.7 27.2 30.8 Martinez Count 14,673 10,288 4,385 $2,647 $2,265 3,121 1,790 % 70.1 29.9 30.3 40.8 111 Area units occupied occupied Owner-Occ. Renter-Occ. Moraga Count 5,628 4,746 882 $3,446 $3,119 1,154 479 % 84.3 15.7 24.3 54.4 N. Richmond Count 1,061 694 367 $2,257 $1,920 303 238 % 65.4 34.6 43.6 64.8 Oakley Count 13,448 10,373 3,075 $2,640 $2,031 3,528 1,490 % 77.1 22.9 34.1 48.4 Orinda Count 7,386 6,807 579 $4,000+ $2,407 1,930 247 % 92.2 7.8 28.5 42.7 Pacheco Count 1,784 1,356 428 $1,234 $1,984 383 159 % 76.0 24.0 28.3 37.1 Pinole Count 6,882 5,222 1,660 $2,165 $2,738 1,361 996 % 75.9 24.1 26.1 60.0 Pittsburg Count 23,503 14,347 9,156 $2,164 $2,201 3,987 5,810 % 61.0 39.0 27.7 63.5 Pleasant Hill Count 13,552 8,662 4,890 $2,931 $2,511 2,111 2,714 % 63.9 36.1 24.5 55.5 Richmond Count 40,466 21,253 19,213 $2,175 $1,895 7,020 10,373 % 52.5 47.5 33.1 54.0 Rodeo Count 2,969 1,734 1,235 $2,074 $2,143 538 690 % 58.4 41.6 31.1 55.9 San Pablo Count 9,847 4,206 5,641 $1,629 $1,890 1,211 3,030 % 42.7 57.3 28.9 53.6 San Ramon Count 29,680 20,926 8,754 $4,000+ $2,916 5,404 3,962 % 70.5 29.5 25.8 45.3 Tara Hills Count 1,750 1,259 491 $2,141 $2,593 302 242 % 71.9 28.1 24.0 49.3 Vine Hill Count 1,309 1,048 261 $2,448 $2,628 315 75 % 80.1 19.9 30.1 28.7 Walnut Creek Count 32,142 20,726 11,416 $2,372 $2,613 6,258 5,048 % 64.5 35.5 30.2 44.1 Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov. Includes units with mortgage or rent for which SMOCAPI or GRAPI may be computed. HOMELESSNESS The HUD-based Continuum of Care (CoC) Program promotes and supports community efforts to reduce and eliminate homelessness. California is served by 43 CoCs, including 1 in Contra Costa that meets community needs through three separate but integrated program models of prevention and diversion, crisis response, and permanent housing. In 2023, the Contra Costa CoC served 14,002 people in 9,632 households, including 19% households with children and 67 unaccompanied minors. Children age 0-17 make up 24% of all people receiving CoC services in 2023. In September 2024, the Contra Costa Health - Health, Housing and Homeless Services published a comprehensive report, “The Opportunity to Change: A Community Needs Assessment for Youth and Young Adult Homelessness in Contra Costa County, CA” that determined up to 13,506 youth and young adults (age 0 to 24) per year may experience homelessness in the county. Contra Costa's Homeless Continuum of Care (CoC) Point-in-Time (PIT) Count,3 conducted by service agencies, community partners, and volunteers each January, provides a one day snapshot of the conditions of individuals sleeping in emergency shelters or transitional housing and in cars, abandoned properties, or other places not 3 https://www.cchealth.org/home/showpublisheddocument/30271/638536124336200000 112 meant for human habitation. According to this snapshot, a total of 2,843 individuals in the county were identified as currently homeless in 2024, a 24.9% increase of 566 people since 2020. Of the 2,843 currently homeless, only 31.1% (884) live in shelters, a 25.0% increase of 177 individuals since 2020. About 5% are families with children, 7% are transitioning age youth (18-24 year olds) and 7% are minors under age 18. About 83% of the homeless families served report they have at least one family member with a disabling condition (mental or physical health issue or chronic health condition), 17% report they are fleeing domestic violence, and 59% report a substance use disorder. About 15% of adults report having been in the foster care system, and 45% of all adults served have spent at least one night incarcerated in the past year. Since 2023, East County communities, including Antioch, Oakley, and Pittsburg, have seen a sizable 31% increase in unsheltered individuals. In contrast, West County communities, including Richmond, Hercules, and San Pablo, have seen a 24% decrease in unsheltered individuals since 2023. Table 44 – Point-In-Time Count of Unsheltered Persons by County Sub-Area, 2011 – 2023 Area West County 581 39.0 196 24.3 510 31.3 663 40.1 502 30.7 Central County 677 45.4 331 41.0 678 41.7 496 30.0 485 29.7 East County 232 15.6 280 34.7 439 27.0 494 29.9 646 39.6 Source: Contra Costa's Homeless Continuum of Care (CoC) Point-in-Time (PIT) Count https://www.cchealth.org/home/showpublisheddocument/30271/638536124336200000 Figure 13 – Unsheltered Homeless by County Sub-Area, 2011 – 2024 The Contra Costa Health Services Department (CCHS) operates the Homeless Program, a comprehensive system of care that provides services to the county’s homeless, including information and referrals, case management and support, outreach, SSI benefit eligibility determination, emergency shelter, transitional housing, and permanent supportive housing for adults, youth, and families. The Homeless Program is the county’s primary provider of emergency shelter for single adults, it is the only provider of shelter and transitional housing for transitioning age youth, it administrates the Rental Assistance Program (Shelter-Plus-Care), and it serves as the advisory body to the Contra Costa Interjurisdictional Council on Homelessness (CCICH). When the county faced the COVID-19 outbreak, the CCHS’s Disaster Operation Center (DOC) was among the many agencies that took 0 100 200 300 400 500 600 700 800 2011 2015 2019 2023 2024 West County Central County East County 113 action to curtail the disease, including leasing hotels under the State’s Project Room Key (PRK) Program; acquiring meals, laundry, and cleaning services for PRK participants; distributing personal protective equipment to shelters, hotel staff, service providers, and outreach teams; placing 48 porta-potty/hard washing stations across major population centers of the County; providing hand sanitizer, hygiene kits, 2-day food kits, bottled water, and transportation to/from testing centers, hospitals, shelters, hotels, and clinics; outfitting shelters with social-distancing room dividers; and providing tents and solar chargers to encourage social distancing among those in homeless encampments. Between 2023 and 2024, the CCHS Homeless Program increased the number of temporary and permanent housing beds by 26%. Per the McKinney-Vento Homeless Act Demographics Database, 3,381 students attending Contra Costa schools have unstable housing in December 2024, up 729 students or 27.5% over 2,652 in 2018. Based on the 2024 distribution, 1,319 or 39.0% are younger than the sixth grade, up a considerable 292 students or 28.4% since 2018. California Longitudinal Pupil Achievement Data System (CALPADS) data released for the 2023-24 school year reports on 3,226 Contra Costa County students identified as homeless, with 26.1% (853) attending Mt. Diablo Unified schools, 21.5% (703) attending West Contra Costa Unified schools, 17.5% (570) attending Pittsburg Unified schools, and 13.0% (424) attending Antioch Unified schools. Table 45 – Homeless Students in Contra Costa County Schools by Grade, 2011 – 2024 Pre-Kindergarten - Grade 5 878 957 1,526 1,117 1,027 1,319 Grades 6 – Grade 8 506 478 622 589 667 676 Grades 9 – Grade 12 613 602 1,043 910 956 1,386 Source: https://www.cde.ca.gov/ds/ad/dataquest.asp HEALTH INDICATORS One of only a few counties in the U.S. to sponsor its own health care system, Contra Costa offers a broad range of health-related services to residents under one organizational structure known as the Contra Costa Health Services (CCHS). As the largest department of the Contra Costa County government, CCHS is an integrated health care system that serves and supports individual, family and community health. The CCHS program network provides a wide array of primary, specialty and inpatient medical care, mental health services, substance abuse treatment, public health programs, environmental health protection, hazardous materials response and inspection, and emergency medical services. CCHS also operates the nation’s first federally qualified, state-licensed and county-sponsored HMO, the Contra Costa Health Plan (CCHP). The CCHP, the first county-sponsored health plan in California to offer Medi-Cal Managed Care coverage and serve Medicare beneficiaries, has been expanded several times in response to community needs. After implementation of the Affordable Care Act (ACA) in 2014, it began facilitating the ACA Medi-Cal coverage expansion to include individuals with incomes below 138% of the FPL. For lower-income and uninsured residents, the CCHS system offers a safety net of comprehensive health care and medical services not otherwise available. Through ACA legislation, the CCHS ensures all Medi-Cal recipients in Contra Costa have access to essential health benefits, including doctor visits, hospital care, 3 pregnancy-related services, SNF, home health and hospice care, mental health care, autism care and some substance use disorder care. 114 Access to and utilization of the comprehensive services available in Contra Costa continues to vary by group, and public health leaders recognize youth and transitioning age adults may be particularly vulnerable to falling through the broad CCHS system safety net, leading to poor health outcomes and health disparities. In a 2024 Contra Costa Health - Health, Housing and Homeless Services (H3) report, “The Opportunity to Change: A Community Needs Assessment for Youth and Young Adult Homelessness in Contra Costa County, CA,” health problems were widely reported among youth (age 0-17) and young adults (age 18 to 24) who experienced homelessness. Of those who participated in homelessness programs in the county, about 50% reported some disabling condition, 39% had a mental health challenge, 15% struggled with substance abuse, 14% lived with a chronic health condition, and 9% had some physical disability. The unaddressed health challenges among this population lead not only to poor health outcomes and health disparities, but likely contribute to their inability to maintain adequate, stable housing and live independently. Healthcare Insurance In 2023, the American Community Survey estimates 6.9% of California residents and 4.8% (55,641) of Contra Costa residents are uninsured, with statewide rates down 4.4% and county rates improved by 2.6% (down 1,492 residents) since 2020. Coverage among the county’s children continues to compare favorably to the state in 2023 with 3.4% of all 0-18 year olds uninsured in the state compared to 2.7% (7,479) in the county. Coverage among the county’s 0-5 year olds also continues to compare favorably to the state, with 2.6% of 0-5 year olds uninsured statewide, compared to 2.2% (1,715) in the county. Both the state and county rates of uninsured 0-5 year olds improved since 2020 (down 1.7% and 2.8%, respectively). Vine Hill (22.8%), Clayton (10.4%), El Sobrante (10.1%), Alamo (9.7%), Bay Point (7.4%), Pinole (5.7%), and Pittsburg (5.0%) have much higher than average (2.2%) rates of uninsured 0-5 year olds in 2023. Since 2020, areas that saw the largest increases in uninsured 0-5 year olds include Antioch (up 123), Alamo (up 70), and Pinole (up 56). Estimates fell most notably in Richmond (down 158) and Rodeo (down 103). In California, 89.5% of children age 0-18 have one type of health insurance coverage in 2023, down from 90.7% in 2020, but the proportion of 0-18 year olds with two or more types of health coverage increased from 6.1% to 7.2%. In Contra Costa County, 90.1% (245,994) of children age 0-18 have one type of health insurance, down 3,132 from 90.9% (249,126) in the prior year. However, as in the state overall, 0-18 year olds with two or more types of insurance has also increased a notable 13.0% or 2,252 children to 19,613 (7.2%) in 2023. Among 0-18 year olds with one type of insurance, 50.5% in the state and 66.5% (163,520) in the county have employer-based coverage only, down 2.5% in the state compared to a slight 0.5% increase of 878 children in the county. Statewide, 41.5% of children age 0-18 have Medicaid (means-tested) coverage only, compared to 27.3% (67,244) in the county, down 3.9% in the state compared to a slight 0.2% increase in the county. 115 Table 46 – Health Insurance Coverage Rates for Children by Area, 2023 Area California 38,761,738 2,682,732 6.9 2,668,238 69,675 2.6 9,258,010 310,351 3.4 Contra Costa Cty 1,156,624 55,641 4.8 76,485 1,715 2.2 273,086 7,479 2.7 Alamo 14,431 380 2.6 719 70 9.7 3,133 146 4.7 Antioch 115,451 7,756 6.7 7,653 200 2.6 28,059 1,266 4.5 Bay Point 24,060 3,292 13.7 2,300 171 7.4 6,804 517 7.6 Bayview 2,533 120 4.7 108 0 0.0 417 31 7.4 Bethel Island 2,144 213 9.9 0 0 - 278 0 0.0 Blackhawk 10,298 182 1.8 408 0 0.0 2,142 0 0.0 Brentwood 64,578 1,286 2.0 3,919 0 0.0 18,059 106 0.6 Byron 1,872 115 6.1 76 0 0.0 361 6 1.7 Clayton 10,962 171 1.6 444 46 10.4 2,724 46 1.7 Clyde 716 61 8.5 61 0 0.0 93 0 0.0 Concord 123,509 7,107 5.8 10,032 197 2.0 27,914 600 2.1 Contra Costa Ctr 7,045 294 4.2 269 0 0.0 880 0 0.0 Crockett 3,642 59 1.6 107 0 0.0 574 16 2.8 Danville 43,374 626 1.4 2,561 30 1.2 11,530 74 0.6 Diablo 1,072 39 3.6 136 0 0.0 319 0 0.0 Discovery Bay 15,243 682 4.5 1,086 7 0.6 3,793 284 7.5 E Richmond Hts 3,306 91 2.8 182 0 0.0 600 0 0.0 El Cerrito 25,744 978 3.8 1,458 6 0.4 4,472 113 2.5 El Sobrante 15,820 1,431 9.0 1,112 112 10.1 3,307 242 7.3 Hercules 26,209 786 3.0 1,422 46 3.2 5,030 68 1.4 Kensington 5,292 136 2.6 355 0 0.0 1,090 11 1.0 Knightsen 2,018 142 7.0 209 0 0.0 438 0 0.0 Lafayette 25,226 249 1.0 1,438 31 2.2 6,920 52 0.8 Martinez 36,384 924 2.5 3,040 109 3.6 7,714 180 2.3 Moraga 16,748 245 1.5 1,016 0 0.0 4,342 8 0.2 North Richmond 3,935 293 7.4 320 0 0.0 1,150 0 0.0 Oakley 44,283 1,897 4.3 3,764 27 0.7 11,304 275 2.4 Orinda 19,431 163 0.8 1,325 0 0.0 5,178 8 0.2 Pacheco 4,657 449 9.6 226 0 0.0 828 35 4.2 Pinole 18,806 1,276 6.8 986 56 5.7 3,317 117 3.5 Pittsburg 75,632 5,545 7.3 5,325 264 5.0 18,003 1,049 5.8 Pleasant Hill 34,038 1,211 3.6 2,064 0 0.0 7,257 245 3.4 Richmond 114,605 9,443 8.2 7,702 88 1.1 27,014 928 3.4 Rodeo 8,732 582 6.7 516 0 0.0 1,806 119 6.6 San Pablo 31,378 2,486 7.9 1,952 0 0.0 8,763 176 2.0 San Ramon 85,716 1,804 2.1 5,459 171 3.1 24,209 415 1.7 Tara Hills 4,910 237 4.8 411 0 0.0 1,272 34 2.7 Vine Hill 3,617 182 5.0 219 50 22.8 811 110 13.6 Walnut Creek 68,976 1,582 2.3 4,114 0 0.0 11,615 93 0.8 Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov Critically, health insurance coverage varies by nativity. In the state overall, 12.7% of foreign-born residents have no health insurance, compared to 4.8% of native-born residents, but the rate of uninsured among foreign-born, down 0.7 percentage points since 2020, continues to improve. In Contra Costa County, 9.1% of foreign-born and 3.3% of native-born residents are uninsured in 2023, with rates among foreign-born residents down 0.7 points and rates among native-born residents down 0.1 point since 2020. In both the state and the county, naturalized foreign-born residents continue to be much more likely than non-citizens to access health insurance, with rates of uninsured among non-citizens 4 times higher in the state and 5 times higher in the county as compared to naturalized citizens. 116 Table 47 – Children with Health Insurance Coverage by Coverage Type, 2023 Area Pop. < 19 more Total California 9,258,010 8,282,529 4,182,025 528,747 31,322 3,439,822 97,760 2,853 665,130 % 89.5 50.5 6.4 0.4 41.5 1.2 0.0 7.2 Contra Costa Cnty Island Costa Ctr Bay Heights 117 Area Pop. < 19 more Total North h d % 96.2 52.5 0.0 0.0 47.5 0.0 0.0 3.8 Oakley 11,304 10,011 7,255 514 0 2,234 8 0 1,018 % 88.6 72.5 5.1 0.0 22.3 0.1 0.0 9.0 Orinda 5,178 5,077 4,373 554 0 115 35 0 93 % 98.0 86.1 10.9 0.0 2.3 0.7 0.0 1.8 Pacheco 828 676 497 15 0 164 0 0 117 % 81.6 73.5 2.2 0.0 24.3 0.0 0.0 14.1 Pinole 3,317 2,850 2,024 115 0 711 0 0 350 % 85.9 71.0 4.0 0.0 24.9 0.0 0.0 10.6 Pittsburg 18,003 15,201 6,653 581 15 7,866 86 0 1,753 % 84.4 43.8 3.8 0.1 51.7 0.6 0.0 9.7 Pleasant Hill Creek Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov Since 2020, statewide rates of uninsured among naturalized citizens (5.0%) has improved 0.2 percentage points, while rates of uninsured among non-citizens (21.8%) has improved 0.9 points. Countywide, rates of uninsured among naturalized citizens (3.4%) has fallen 0.4 points, while rates of uninsured among non-citizens (17.0%) has improved 6.0 points since 2020. Rates of uninsured among non-citizens exceed the county (17.0%) by far in Port Costa (100.0%), Bethel Island (36.5%), Bay Point (26.1%), Concord (25.6%), El Sobrante (24.3%), Richmond (23.8%) and Pinole (23.7%), noting that small sample sizes in some communities may result in large percentages. Health coverage and access to coverage also varies by race and ethnicity. In California as a whole, white, non- Hispanic residents (95.1%) are more likely than Hispanic residents (88.6%), American Indian/Native Alaskan residents (88.1%), multi-racial residents (91.7%), or residents of another unspecified race (86.6%) to have health insurance. In Contra Costa, white, non-Hispanic residents (97.5%) are more likely than Black or African American residents (94.8%), multi-racial residents (93.3%), Native Hawaiian or Pacific Islander residents (90.8%), Hispanic residents (90.6%), residents of another unspecified race (89.0%), and American Indian/Native Alaskan residents (85.1%) to have health insurance. Coverage rates among Hispanics in the county are much lower than average (90.6%) in Bay Point (85.7%), El Sobrante (84.2%), Bethel Island (78.9%), Clyde (78.9%), and Alamo (74.3%). Coverage rates among Black or African American residents in the county are much lower than average (94.8%) in Rodeo (91.4%), El Sobrante (91.0%), Pinole (90.5%), Walnut Creek (88.3%), Bay Point (82.2%), and Pleasant Hill (76.7%). Coverage rates among the county’s Asian residents are much lower than average (96.5%) in El Cerrito (93.0%), Rodeo (92.8%), Pittsburg (91.6%), Tara Hills (91.0%), and Knightsen (81.2%). 118 Table 48 – Health Insurance Coverage Rates by Nativity and Area, 2023 Area California 28,351,312 4.8 10,410,426 12.7 5,657,207 5.0 4,753,219 21.8 Countywide 853,768 3.3 302,856 9.1 176,336 3.4 126,520 17.0 Alamo 12,507 1.8 1,924 8.3 1,334 4.1 590 17.8 Antioch 87,945 5.2 27,506 11.5 16,186 4.7 11,320 21.2 Bay Point 14,785 8.9 9,275 21.3 3,803 14.3 5,472 26.1 Bayview 1,444 3.3 1,089 6.7 343 4.7 746 7.6 Bethel Island 1,572 3.9 572 26.6 257 14.4 315 36.5 Blackhawk 7,875 1.8 2,423 1.6 1,933 2.0 490 0.0 Brentwood 52,414 1.7 12,164 3.1 7,510 1.6 4,654 5.5 Byron 1,507 6.8 365 3.3 255 0.0 110 10.9 Clayton 9,411 1.6 1,551 1.2 1,025 0.0 526 3.6 Clyde 642 5.8 74 32.4 49 49.0 25 0.0 Concord 91,885 2.8 31,624 14.5 15,723 3.2 15,901 25.6 Contra Costa Ctr 4,442 5.0 2,603 2.8 1,423 3.7 1,180 1.7 Crockett 3,197 1.8 445 0.0 403 0.0 42 0.0 Danville 35,158 1.1 8,216 3.1 5,708 1.3 2,508 7.2 Diablo 892 0.0 180 21.7 180 21.7 0 0.0 Discovery Bay 13,550 4.9 1,693 1.4 1,234 1.9 459 0.0 E Richmond Hts 2,851 3.2 455 0.0 357 0.0 98 0.0 El Cerrito 17,523 2.4 8,221 6.8 4,901 2.3 3,320 13.3 El Sobrante 10,677 5.8 5,143 15.8 2,573 7.4 2,570 24.3 Hercules 17,074 2.2 9,135 4.5 6,979 2.4 2,156 11.2 Kensington 4,582 2.6 710 2.5 538 0.0 172 10.5 Knightsen 1,578 5.1 440 14.1 259 15.4 181 12.2 Lafayette 21,677 1.1 3,549 0.0 2,250 0.0 1,299 0.0 Martinez 31,738 2.2 4,646 4.7 3,142 4.7 1,504 4.7 Moraga 13,566 1.5 3,182 1.5 1,950 1.9 1,232 0.8 North Richmond 2,398 3.6 1,537 13.5 761 6.4 776 20.4 Oakley 36,395 3.9 7,888 6.2 5,288 3.3 2,600 12.2 Orinda 15,563 1.0 3,868 0.4 2,955 0.2 913 0.8 Pacheco 3,613 4.5 1,044 27.5 579 33.3 465 20.2 Pinole 13,193 5.8 5,613 9.2 4,100 3.8 1,513 23.7 Pittsburg 51,324 6.3 24,308 9.5 13,556 4.3 10,752 16.1 Pleasant Hill 27,735 2.8 6,303 6.8 4,341 2.0 1,962 17.4 Port Costa 175 0.0 19 100.0 0 0.0 19 100.0 Richmond 74,832 4.6 39,773 15.1 18,205 4.9 21,568 23.8 Rodeo 6,748 6.5 1,984 7.2 1,356 4.5 628 12.9 San Pablo 18,515 3.6 12,863 14.1 5,129 6.0 7,734 19.6 San Ramon 53,849 2.1 31,867 2.1 20,876 0.7 10,991 4.6 Tara Hills 3,597 4.0 1,313 7.1 969 5.9 344 10.5 Vine Hill 3,256 5.2 361 3.9 222 6.3 139 0.0 Walnut Creek 52,811 1.5 16,165 5.0 10,279 0.6 5,886 12.6 Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov Since 2020, coverage rates in the county rose slightly among White residents (up 1.2 percentage points), Asian residents (up 0.2 points), Hispanics (up 1.0 point), and residents of another unspecified race (up 2.7 points). In contrast, coverage rates fell among Black or African American residents (down 0.4 points), American Indian and Native Alaskans (down 3.8 points), Native Hawaiian and Pacific Islanders (down 6.7 points), and multiracial residents (down 1.8 percentage points). 119 Table 49 – Health Insurance Coverage Rates by Race and Ethnicity, 2023 Area Asian Other California 95.1 94.3 88.1 95.9 92.4 86.6 91.7 88.6 Contra Costa 97.5 94.8 85.1 96.5 90.8 89.0 93.3 90.6 Alamo 99.0 100.0 -- 95.7 -- 46.5 100.0 74.3 Antioch 95.0 94.7 85.5 96.0 98.6 88.0 92.4 89.7 Bay Point 92.7 82.2 71.7 93.5 0.0 87.2 82.7 85.7 Bayview 97.9 100.0 100.0 100.0 -- 83.2 100.0 93.7 Bethel Island 95.8 -- -- 100.0 0.0 74.4 100.0 78.9 Blackhawk 97.2 100.0 100.0 100.0 100.0 100.0 100.0 100.0 Brentwood 99.1 99.8 100.0 96.1 100.0 94.9 97.7 96.8 Byron 92.2 -- -- 100.0 -- 92.5 100.0 96.2 Clayton 98.0 100.0 100.0 100.0 -- 100.0 98.6 92.5 Clyde 93.3 -- 100.0 -- -- 100.0 79.3 78.9 Concord 97.3 95.1 86.2 97.5 85.6 85.5 91.4 88.2 Contra Costa Ctr 93.0 100.0 67.8 100.0 100.0 99.0 100.0 95.3 Crockett 98.5 96.3 100.0 100.0 -- 96.1 100.0 96.5 Danville 99.2 97.9 100.0 96.4 -- 95.7 99.1 98.4 Diablo 95.8 -- -- 100.0 -- 100.0 100.0 100.0 Discovery Bay 94.3 95.9 90.7 98.8 100.0 97.9 99.6 98.5 E Richmond Hts 98.4 93.7 100.0 100.0 -- 100.0 93.7 92.8 El Cerrito 98.7 96.0 70.1 93.0 100.0 90.5 97.5 92.8 El Sobrante 97.8 91.0 100.0 94.9 100.0 90.4 71.3 84.2 Hercules 99.2 97.0 100.0 96.8 100.0 97.9 93.9 99.2 Kensington 97.6 92.7 100.0 96.6 -- 89.4 98.6 98.5 Knightsen 94.9 -- 100.0 81.2 -- 100.0 85.2 94.7 Lafayette 98.9 98.1 100.0 100.0 -- 100.0 99.1 98.6 Martinez 98.8 98.7 57.3 94.9 -- 98.9 95.6 95.7 Moraga 99.0 97.2 100.0 96.7 100.0 100.0 99.2 100.0 North Richmond 100.0 96.5 100.0 94.3 100.0 85.5 96.0 90.3 Oakley 95.9 97.6 100.0 98.1 100.0 95.4 92.6 94.1 Orinda 99.1 100.0 100.0 99.1 -- 100.0 99.6 99.2 Pacheco 94.4 -- 100.0 98.4 -- 91.1 100.0 96.8 Pinole 95.0 90.5 100.0 94.4 100.0 86.9 94.5 93.0 Pittsburg 95.6 93.4 89.2 91.6 100.0 89.6 93.4 90.1 Pleasant Hill 98.5 76.7 85.4 93.8 95.3 91.2 97.2 97.2 Richmond 95.9 96.7 78.7 96.4 77.9 86.4 89.0 87.1 Rodeo 94.5 91.4 100.0 92.8 100.0 94.2 91.5 90.2 San Pablo 95.9 94.0 93.3 96.0 100.0 89.4 92.0 90.0 San Ramon 98.0 97.5 100.0 97.9 100.0 97.8 97.4 96.7 Tara Hills 96.3 100.0 100.0 91.0 -- 95.8 94.7 96.7 Vine Hill 94.3 100.0 -- 100.0 -- 89.5 98.9 94.9 Walnut Creek 98.6 88.3 88.4 99.3 100.0 99.2 92.7 91.7 Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov Physical Fitness Students who meet all six of the fitness standards of the California Physical Fitness Test are considered to be physically fit. Since 2004, the percentage of 5th, 7th and 9th graders in Contra Costa County who are physically fit has generally exceeded that of the state. However, in the 2018-19 school year, the most recent California Physical Fitness test results published by the CDE, the proportion of Contra Costa students who met all six fitness standards had fallen across all grades tested. Among 5th graders, the proportion who met all six standards had fallen 2.3 percentage points to 24.5%. Among 7th graders, the proportion had fallen 1.7 points to 27.2%. Among 9th graders, the proportion had fallen 0.9 points to 33.5%. Although in 2018-19, the proportion of 9th graders 120 in the county who met all six fitness standards had increased to 33.5% as compared to 30.6% in 2004, this represented a 7.4 point decline from 40.9% in 2013. Across all grades, 5th graders were least likely to meet all six fitness standards. Fitness also varies considerably by race, ethnicity and economic status. In 2019 across all grades, students who identify as African American, Native Hawaiian/Pacific Islander, Filipino, Asian or multi-racial were least likely to be physically fit, while White and Hispanic students were most likely to be physically fit. Since 2018, the percentage of 5th graders who are physically fit had fallen most notably among those who identify as Asian (down 1.1 points) or White (down 1.9 points), while the percentage of multi-racial 5th graders who are physically fit had gained 2.8 percentage points. The percentage of White 7th graders who are physically fit had fallen 1.2 points since 2018, and the percentage of White 9th graders who are fit had fallen 1.9 points since 2018. In contrast, 9th graders who identify as multi-racial had improved their rate by 1.4 points. Table 50 – Percentage of Students who are Physically Fit, 2004 – 2019 Grade 5 28.4 30.6 27.1 28.1 26.8 24.5 Grade 7 32.3 34.3 31.4 33.4 28.9 27.2 Grade 9 30.6 39.8 38.3 40.9 34.4 33.5 Grade 5 24.8 28.5 25.2 26.6 24.3 23.1 Grade 7 29.1 32.9 32.1 33.0 30.1 28.2 Grade 9 26.3 35.6 36.8 38.1 34.4 33.0 Table 51 – Percentage of Students who are Physically Fit by Race and Ethnicity, 2019 Black or African American 8.3 8.7 8.4 American Indian or Alaska Native 0.4 0.3 0.4 Asian 14.0 15.1 14.8 Filipino 3.9 4.2 4.6 Hispanic or Latino 36.9 36.3 34.7 Native Hawaiian or Pacific Islander 0.7 0.7 0.7 White 27.6 29.1 31.3 Two or more races 8.2 5.6 5.1 Table 52 – Percentage of Physically Fit 5th Graders in Contra Costa Districts, 2019 District Antioch Unified 171 14.0 Brentwood Union Elementary 198 20.2 Byron Union Elementary 68 42.8 John Swett Unified 13 11.7 Knightsen Elementary 14 23.7 Lafayette Elementary 166 40.1 Martinez Unified 86 29.1 Moraga Elementary 129 60.3 Mt. Diablo Unified 398 16.7 Oakley Union Elementary 98 19.4 Orinda Union Elementary 153 53.9 Pittsburg Unified 117 14.4 San Ramon Valley Unified 1,141 47.7 Walnut Creek Elementary 54 14.1 West Contra Costa Unified 246 12.8 3,111 24.5 Source: California Department of Education (CDE), Data & Statistics; http://www.cde.ca.gov/ 121 Asthma Asthma has long been recognized by national health organizations, such as the Centers for Disease Control and Prevention and the American Lung Association, as one of the most common chronic diseases in the United States that overburdens health care systems, carries enormous costs in terms of missed days of work or school and other disruptions in daily life, and disproportionally impacts children, people of color and low-income communities. Because additional risk factors for the disease include workplace and environmental exposures, asthma is of special concern in Contra Costa County, which in 2024 received an F grade on ozone levels, daily particle pollution levels, and annual particle pollution levels as measured by the American Lung Association’s State of the Air evaluation. The ALA further reports that particle pollution has been linked to an increased severity of asthma attacks and an increase in hospitalization rates for children with asthma. Studies of ozone pollution have also been linked to a worsening of symptoms, higher use of medication, and more emergency department visits and hospitalization among people with asthma. In 2024, about 14,057 Contra Costa children and 79,110 adults with asthma are at special risk from low air quality.4 According to the most recent CDPH asthma data available, the air quality impacts of climate change, industrial pollutants and wildfires put about 8.7% of California and 8.7% of Contra Costa County residents of all ages with a current diagnosis of asthma at risk in 2020. About 7.4% of children in California and 4.2% of children in the county have a current asthma diagnosis. About 15.1% of Californian residents and 17.9% of Contra Costa County residents of all ages have ever been diagnosed with asthma as of 2020. About 11.9% of children in California and 10.3% of children age 1 to 17 in Contra Costa County have ever been diagnosed with asthma. In 2022, an estimated 3,864 California 0-4 year olds have been hospitalized with asthma (17.3 per 10,000), with lower rates among Contra Costa County 0-4 year olds (12.9 per 10,000 or 78 children). Sexually Transmitted Diseases Because rates for STDs are considered a proxy for unsafe sexual practices and HIV risk factors, trends in incidence rates are particularly important to maintain healthy communities, and STD rates are closely monitored by a statewide surveillance system that defines high-risk populations; assesses STD trends; measures prevalence of select STDs, health impacts, and costs; and evaluates progress toward reducing incidence rates. In recent years, incidence of chlamydia among residents of all ages has been generally lower in the county as compared to the state. According to the CDPH 2024 County Health Status Profile report, chlamydia incidence rates have improved since 2021 to 411.8 per 100,000 in Contra Costa County and 468.9 in California, based on 3-year averages. Since 2021, county rates improved 20.8% with about 1,193 fewer cases, while the state rate fell a similar 18.7%. Incidence of gonorrhea among both females and males age 15-44, which had been steadily increasing in the county since 2015, fell moderately to 334.1 cases per 100,000 females and 447.7 cases per 100,000 males since 2021. In contrast, the statewide incidence of gonorrhea rose 30.9 points among females to 332.4 and rose 39.9 points among males to 564.1. Rates among county females and males fell about 2.0% since 2021, compared to a statewide 10.2% increase among females and a 7.6% increase among males. County rates of gonorrhea among females, however, continue to exceed state rates, while county rates among males continue to be much lower than statewide incidence rates. 4 https://www.lung.org/research/sota 122 The 2024 CDPH County Health Status Profile reports that the rate of HIV/AIDS diagnoses among Contra Costa County residents age 13 and older (284.6 per 100,000 or 2,796 cases) continues to compare favorably to the state (417.1), but both the county rate and number of cases have increased since 2021. The county rate rose another 2.8% from 276.8, the number of cases rose 5.1% or 135 more HIV/AIDS diagnoses per year, while the state rate rose 2.1%. Table 53 – STD Incidence for Chlamydia and Gonorrhea, All Ages 395.3 4,331 460.2 217.4 459 192.2 233.5 492 307.3 422.6 4,720 480.3 246.0 521 218.0 295.6 632 372.6 462.8 5,226 514.6 278.6 594 252.4 358.3 772 444.8 500.2 5,693 546.1 310.8 662 282.9 426.2 920 501.4 520.1 5,968 576.8 341.0 749 301.5 457.2 1,007 524.2 411.8 4,775 468.9 334.1 716 332.4 447.7 990 564.1 Source: https://www.cdph.ca.gov/Programs/CHSI/Pages/County-Health-Status-Profiles.aspx. Rate is the age-adjusted rate per 100,000 Figure 14 – Chlamydia Incidence Rates, 2017-2024 350 400 450 500 550 600 2017 2018 2019 2020 2021 2024 Contra Costa California 123 Figure 15 – Gonorrhea Incidence Rates, 2017-2024 Pediatric Nutrition Nutritional status (weight, height, and hematology) among low income, high-risk infants and children is an important indicator of health and wellbeing. Poor nutrition and poverty are also significantly correlated. A baby is considered to be low weight if it weighs less than 2,500 grams (5lb. 8oz.). Per CDPH data published in 2024, the overall county rate of low birthweight children (7.3%) continues to exceed the statewide rate (7.2%), and both rates increased slightly since 2021 continuing a gradual upward trend since 2017. Based on population-based survey data from the CDPH Maternal, Child, and Adolescent Health Division, 21.4% of women with live births in Contra Costa had inadequate weight gain during pregnancy in 2020-22, up just slightly from 21.1% in 2019-20. However, 44.4% of women with live births had excessive weight gain in 2020- 22. In 2019-21, Maternal and Infant Health Assessment (MIHA) data indicates 12.3% of women with live births in Contra Costa utilized CalFresh during pregnancy, and the proportion of women with births who experienced food insecurity during pregnancy rose from 14.0% in 2018 to 19.9% in 2021.5 Another indicator of poor nutrition that contributes to multiple health risks such as obesity, dental decay, type 2 diabetes, high cholesterol and high blood pressure is the consumption of fast food which tends to be very high in fat and sugar. In 2016 the CDC reported that 36.6% of U.S. adults consume fast food on any given day, 91% of surveyed parents said they had purchased a fast-food meal for their child in the prior week, and the frequency of fast food consumption is not related to family income.6 Alarmingly, the percentage of Contra Costa County children age 2-11 who ate fast food more than once a week increased from 11.4% in 2014 to 33.2% in 2016. Meanwhile, the percentage of 2-11 year olds in the county who ate at least five servings of fruits or vegetables 5 https://www.cdph.ca.gov/Programs/CFH/DMCAH/MIHA/Pages/Data-Snapshots-Dashboard.aspx 6 http://www.cdc.gov/nchs/data/databriefs/db213.htm 0 100 200 300 400 500 600 Female Male Female Male Female Male Female Male Female Male Female Male 2017 2018 2019 2020 2021 2024 Contra Costa California 124 each day also fell from 39.0% in 2016 to 21.4% in 2018.7 Additionally, the Contra Costa County California Healthy Kids Survey (2021-23) indicates 36% of 7th graders, 38% of 9th graders and 43% of 11th graders reported they had not eaten breakfast on the morning surveyed, with all 3 proportions 4.0 or more percentage points higher than the same measure in 2019.8 Oral Health Status of Children Dental disease and oral health problems impact more children in the United States than any other chronic disease. Dental disease may negatively impact a child’s health and development, interfere with proper nutrition, deter speech development, and reduce school attendance and academic performance. When children miss school due to oral health problems, school districts also suffer from the loss of funding. In California, dental problems result in an estimated 874,000 missed school days annually, over half of kindergarteners have experienced tooth decay, and rates are higher among low-income and Latino children.9 According to the 2023 California County Scorecard of Children’s Wellbeing published by Children Now,10 41% of low income children age 0-5 in California had visited a dentist in the past year, up slightly from 39% in 2021. About 36% of low income children age 0-5 in Contra Costa had visited a dentist in the past year, with this proportion also improved from 31% in 2021. The proportion continues higher among the county’s low-income 0-5 year olds who are Latino (46%), but is lower among those who are White (21%) or Asian (17%). According to a California Child Welfare Indicators Project (CCWIP) report from UC Berkeley’s Center for Social Services Research, 57.6% of children in foster care received timely dental exams in 2023, up from a 55.0% pre-COVID high, but down from 59.6% in 2022. In September 2019, the Department of Public Health (CDPH) released its CA Oral Health Surveillance Plan to further its mission of promoting oral health and reducing oral diseases through “prevention, education and organized community efforts.” The Plan, offered as “a model for monitoring oral disease, identifying emerging oral health issues and detecting changes in oral health-related practices and access to services,” proposes to be a source of reliable and valid oral health data for use in developing, implementing and evaluating the effectiveness of programs designed to improve the oral health of California residents.11 Substance Abuse The 2024 CDPH County Health Status Profile reports that Contra Costa County has 252.0 drug-induced deaths per year based on a 3-year average, which translates into an age-adjusted rate of 21.1 deaths per 100,000, compared to 25.3 statewide. Although the county age-adjusted drug-induced death rate continues to be less than the statewide rate, both have risen significantly since 2021, increasing 7.7 points from 13.4 in the county and increasing 11.0 points from 14.3 in the state. 7 https://www.kidsdata.org/ 8 California Healthy Kids Survey, 2021-2023: Main Report. San Francisco: WestEd for the California Department of Education. 9 https://www.cdph.ca.gov/Programs/CCDPHP/DCDIC/CDCB/CDPH%20Document%20Library/Oral%20Health%20Program/FINAL%20REDESIGNED %20COHP-Oral-Health-Plan-ADA.pdf 10 https://www.childrennow.org/portfolio-posts/2024-california-childrens-report-card/ 11 https://www.cdph.ca.gov/Programs/CCDPHP/DCDIC/CDCB/CDPH%20Document%20Library/Oral%20Health%20Program/OH%20Surveillance%20 Plan%20-%20ADA%209.25.2019.pdf 125 Table 54 – Drug-Induced Death Rates, 2017-2024 State 11.8 12.2 12.7 13.1 14.3 25.3 County 11.4 11.0 10.9 12.2 13.4 21.1 Source: https://www.cdph.ca.gov/Programs/CHSI/Pages/County-Health-Status-Profiles.aspx Figure 16 – Drug-Induced Death Rates, 2017-2024 According to the CDPH, the rise in opioid abuse is closely related to other statewide trends, including a rise in homelessness, rising rates of social inequity, and increases in mental illnesses such as depression. Increases in opioid abuse, addiction and overdoses disproportionately impact a community’s most vulnerable and marginalized residents. CDPH data indicates that in 2023, opioid-related deaths rose another 37.4% (up 2,058) to 7,560 total deaths in the state since 2020. Statewide, medical professionals wrote 13,475,779 opioid prescriptions, down 9.4% since 2020. Opioid overdoses resulting in emergency department visits rose 35.9% (up 5,937) to 22,474 in 2023. Countywide, opioid-related overdose deaths in the county rose to 176 (16.4 per 100,000) in 2023, up another 22.2% from 144 in 2020. Doctors wrote 447,583 prescriptions (313.9 per 1,000 residents) for opioids (excluding buprenorphine) in Contra Costa in 2023, down 6.5%, and opioid overdoses resulted in 407 (39.0 per 100,000) emergency room visits, up 28.8% since 2020. In 2018, the dramatic surge in opioid abuse spurred Contra Costa County to join in a lawsuit brought by a consortium of California counties against a number of opioid manufacturers and distributors. California reached settlement agreements with many of the manufacturers and distributors in 2022, and in 2023 created several funds in the State Treasury to administer settlement funds. Settlement funds are to be distributed annually to participant cities and counties for up to 18 years to provide cost recovery for tax dollars spent in response to the opioid epidemic, including emergency services, prevention, monitoring, treatment, dependency relief and other ongoing actions required to fight the crisis.12 12 https://www.dhcs.ca.gov/provgovpart/Pages/California-Opioid-Settlements.aspx 10.0 12.0 14.0 16.0 18.0 20.0 22.0 24.0 26.0 28.0 2017 2018 2019 2020 2021 2024 State County 126 Table 55 – Opioid-Related Overdose Deaths and Age-Adjusted Rates, 2015-2023 State County Source: https://skylab.cdph.ca.gov/ODdash/. Rate per 100,000 residents. Figure 17 – Opioid Overdose Death Rates, 2015-2023 Coronavirus Disease (COVID-19) COVID-19 continues to impact California communities, and in January 2025, about 12.3% of residents of all ages but just 1.8% of children age 0-4 are up-to-date with available vaccinations. In Contra Costa County. 19.6% (224,509) of residents of all ages and 3.6% (2,057) of children age 0-4 are up-to-date with available vaccinations. In 2024, the largest number of COVID cases reported in the county have been due to outbreaks within nursing care facilities and residential care facilities, but these settings also tend to have more frequent testing protocols which may result in a higher likelihood of outbreak detection and case reporting. COMMUNITY SAFETY INDICATORS Crime Rate and Adult Arrests Since 2022, statewide felony arrests among adults have fallen 5.5% or 14,009 arrests. Statewide arrests are down 0.9% or 866 for violent offenses, down for 5.2% or 3,090 for property offenses, down 4.7% or 962 for drug offenses, down 6.9% or 299 for sex offenses, and down 11.1% or 8,792 for other felony offenses since 2022. In contrast, adult arrests for misdemeanors rose a slight 0.7% or 3,615 arrests in 2023. Adult felony arrests in Contra Costa County have also fallen 22.2% or 1,656 arrests to 5,807 in 2023. Adult arrests in the county are down 13.9% or 296 for violent offenses, down 17.8% or 358 for property offenses, down 21.1% or 152 for drug offenses, down 21.5% or 23 for sex offenses, and down 33.0% or 827 for other felony offenses since 2022. Unlike the state, adult arrests for misdemeanors in the county also fell a slight 0.2% or 19 arrests. 2.0 4.0 6.0 8.0 10.0 12.0 14.0 16.0 18.0 20.0 22.0 2015 2016 2017 2018 2019 2020 2023 State County 127 According to the 2024 County Health Status Profile published by the CDPH, California has an age-adjusted death by homicide rate of 6.1 per 100,000, up from 4.8 in 2021. In Contra Costa County, the age-adjusted death by homicide rate similarly rose to 6.6 per 100,000 from 5.3 in 2021. CDPH also reports that California currently has an age-adjusted firearm-related death rate of 8.7 per 100,000, up notably from 7.5, while the rate in Contra Costa (9.0) also rose significantly from 7.4 in 2021. Table 56 – Arrests for Adult Offenders, 2010 – 2023 FELONY ARRESTS 396,532 412,307 285,249 262,210 256,280 242,271 Violent Offenses 102,937 99,767 105,141 98,166 92,853 91,987 Property Offenses 100,328 87,672 68,162 60,817 59,819 56,729 Drug Offenses 115,089 133,996 27,889 25,454 20,298 19,336 Sex Offenses 6,678 5,256 4,667 4,183 4,349 4,050 Other Offenses 71,500 85,616 79,390 73,590 78,961 70,169 MISDEMEANORS 812,026 713,715 760,022 565,656 498,608 502,223 FELONY ARRESTS 10,509 11,519 8,469 6,884 7,463 5,807 Violent Offenses 2,360 2,178 2,481 2,160 2,126 1,830 Property Offenses 3,103 3,105 2,642 2,140 2,007 1,649 Drug Offenses 3,165 3,875 790 600 720 568 Sex Offenses 176 152 140 116 107 84 Other Offenses 1,705 2,209 2,416 1,868 2,503 1,676 MISDEMEANORS 15,719 13,695 15,747 9,194 10,388 10,369 Source: https://openjustice.doj.ca.gov/exploration/crime-statistics/arrests Most analysts conclude the COVID-19 outbreak led to significant reductions in arrests, particularly for lower- level offenses, as law enforcement departments sought to limit officers’ and citizens’ exposure to COVID-19 and reduce the number of people entering county jails and justice systems. Statewide data confirm the number of weekly bookings dropped nearly 30% from February 2020 to September 2020. However, after a slight uptick in county adults arrests in 2022, arrests appear to have continued a downward trend in 2023. Figure 18 – Felony Arrests by Offense, Contra Costa County 2010 – 2023 0 400 800 1,200 1,600 2,000 2,400 2,800 3,200 3,600 4,000 2010 2014 2018 2020 2022 2023 Violent Offenses Property Offenses Drug Offenses Sex Offenses Other Offenses 128 Adult Incarcerations According to CJCJ analysis, the 2016 incarceration rate in California is 700 per 1,000 adult felony arrests and 404 in Contra Costa County. Although the incarceration rate per 1,000 arrests remains much lower than that of the state, the county rate has risen 33% since 2013. From 2013 to 2016, the incarceration rate per 1,000 felony arrests has also increased 34% statewide. Kidsdata.com reports that based on 2013-14 data from the California Department of Public Health, Maternal, Child and Adolescent Health (MCAH) Program, of women with births, 10.1% statewide and 11.0% countywide had a parent or guardian who got in trouble with the law or were once incarcerated, with both percentages up significantly from the prior period (8.9% and 7.9%, respectively). Table 57 – Total Adult Incarceration Rate, 2013 - 2016 California 523 501 682 700 Contra Costa County 303 268 375 404 Source: http://casi.cjcj.org/Adult/Contra-Costa. Incidence is total of state prison and county jail incarcerations per 1,000 adult felony arrests. Fortunately, the Public Policy Institute of California reports that the number and proportion of female inmates is declining, with 11,800 or 6.8% of the state’s prison population in 2006 and 5,800 or 4.6% in 2017. However, African Americans continue to be over-represented in the statewide prison population, as 28% of the prison population are African American in 2018, compared to just 6% of the state’s residents. Hispanics are also over- represented in statewide prisons, representing 44% of the state’s prisoners and just 36% of its population. During the past 10 years, while the number of individuals in prison has fallen 25%, the proportion of Black inmates has gradually fallen, but the proportion of Hispanic inmates has grown 15%. Notably, foreign-born Californians are much less likely to be imprisoned, as 81.4% of inmates are native-born, compared to 65.4% of all adult Californians. In contrast, just 13.5% of the state’s prison population are foreign-born, while California’s adult immigrant population is 34.6%. Previous research suggests a significant linkage between adult prison populations and experience in foster care systems. A 2014 statewide analysis by the California Department of Social Services Research Services Branch13 was undertaken to explore this linkage in California by matching records from two datasets: 1) California Department of Corrections and Rehabilitation prison admissions data, and 2) CDSS Child Welfare Services Case Management System foster care data. The results of the matched data analysis found that 27% of young adult prison inmates who were admitted to prison between July 2011 and June 2013 had experienced a foster care placement. Additionally, although male inmates had a much higher number of matched records than female inmates, a significantly higher proportion of female inmates (36%) had a foster care history as compared to male inmates (27%). When analysis was limited to a specific age cohort, those born after January 1988, 25% of male and 34% of female inmates had a foster care history. Domestic Violence In 2023, the total number of domestic violence calls for assistance in California overall (160,357) fell 1.3% from 162,422 calls in 2022. In contrast, the number of domestic violence calls for assistance from Contra Costa residents in 2023 rose a notable 5.3% or 162 calls, with 3,218 total calls. 13 CaliforniaStatePrisonChildWelfareDataLinkageStudy.pdf 129 Table 58 – Number of Domestic Violence Calls for Assistance, 2008–2023 California 166,361 157,634 155,965 164,569 166,890 160,646 162,422 160,357 Contra Costa 3,687 3,286 3,410 2,947 3,263 3,190 3,056 3,218 Source: https://openjustice.doj.ca.gov/exploration/crime-statistics/domestic-violence-related-calls-assistance Figure 19 – Domestic Violence Calls for Assistance, Contra Costa County 2010 – 2023 Child Abuse Since 2005, the county’s rate of substantiated child abuse cases of children age 0-17 has been considerably lower than in California as a whole, and in December 2023, the county’s rate is now 2.0 compared to a state rate of 5.7 per 1,000, with both rates improved since 2021. The number of substantiated cases in the county also fell a substantial 32.0% or 240 children from 750 in 2021 to 510 in 2023. Table 59 – Rate of Substantiated Child Abuse Cases, 2005–2023 11.3 10.0 8.9 7.5 7.7 6.7 6.6 5.7 7.6 5.1 5.1 3.8 4.0 3.0 2.8 2.0 Source: http://cssr.berkeley.edu/ucb_childwelfare/. Rate per 1,000 children (ages 0-17); the substantiated rate measures the number of child abuse reports that warrant an in-person investigation and are determined to have occurred. Figure 20 – Rate of Substantiated Child Abuse Cases, 2005 – 2023 2,000 2,200 2,400 2,600 2,800 3,000 3,200 3,400 3,600 3,800 4,000 2010 2012 2014 2016 2018 2020 2022 2023 0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0 11.0 12.0 2005 2009 2013 2017 2019 2021 2023 California Contra Costa 130 Table 60 – Number of Substantiated Child Abuse Cases in Contra Costa, 2009–2023 1,332 1,422 1,348 1,155 975 978 750 510 Source: http://cssr.berkeley.edu/ucb_childwelfare/. In 2023, the distribution of substantiated child abuse cases by age indicates that of all 510 cases in the county, the proportion that involve infants (13.9%) has decreased since 2021 (17.8%), and the number of cases involving infants fell 41.3% or 50 infants. Another 132 substantiated cases involve children age 1 to 5, down 13.9% or 132 children since 2021. The number of cases that result in children entering foster care (228) has fallen another 13.6% or 36 children from 264 in 2021. Table 61 – County Child Abuse Allegations, Substantiations and Entries by Age, 2023 < 1 11,526 438 38.0 71 6.2 16.2 46 4.0 1-2 23,369 721 30.9 58 2.5 8.0 30 1.3 3-5 37,836 1,367 36.1 74 2.0 5.4 29 0.8 6-10 72,168 2,928 40.6 135 1.9 4.6 45 0.6 11-15 76,399 3,033 39.7 135 1.8 4.5 59 0.8 16-17 32,536 1,196 36.8 37 1.1 3.1 19 0.6 5.3 Source: https://ccwip.berkeley.edu/childwelfare/reports/EntryRates/MTSG/r/rts/l Juvenile Arrests Juvenile arrests in the state had fallen significantly in the past several years, but this trend reversed in 2022 when juvenile arrests for both felonies and misdemeanors rose. Statewide, there were 31,416 juvenile arrests of all types reported by law enforcement agencies in 2023, up 26.4% or 6,556 juvenile arrests reported by law enforcement agencies in 2022. Of 31,416 total arrests, 16,045 (51.1%) were for felony offenses and 48.9% (15,371) were for misdemeanors. Statewide, juvenile arrests for violent offenses also rose 28.8% or 1,513 since 2022. Countywide, there were 545 juvenile arrests of all types reported by law enforcement agencies in 2023, up 22.2% or 99 juvenile arrests since 2022 (446). Of 545 arrests, 327 (60.0%) were for felony offenses and 218 (40.0%) were for misdemeanor offenses. Countywide, juvenile arrests for violent offenses rose 29.3% or 24 arrests since 2022. Table 62 – Juvenile Arrests in Contra Costa County, 2011–2023 Felony 952 662 523 461 375 298 327 Misdemeanor 1,579 1,132 958 716 492 216 218 Source: https://openjustice.doj.ca.gov/exploration/crime-statistics/arrests Gang Membership Among Youth Despite its recognition as a serious threat to youth and community health, gang activity and membership is not easily tracked and current data is not maintained by most criminal justice agencies. However, data compiled by Helping Gang Youth indicates that 40% of gang members are juveniles. A number of factors increase the chance 131 that youth will turn to gangs including difficulty or failure in school, high rate of truancy, lack of opportunity for positive activities outside of school, being from a low income household or community, and struggling with learning disabilities and/or emotional disorders. An estimated 60% to 78% of all incarcerated gang members have a learning disability or an emotional disorder that may have inhibited them from engaging or excelling in school.14 In a 2016 Youth and Society article, authors note that middle and high schools are particularly vulnerable to gang recruitment, drug distribution, and related criminal behaviors, so gang activity and gang membership on school campuses has increased. Their statewide analysis of California Healthy Kids Survey data found roughly 1 in 12 students (8.4%) self-identify as a gang member, the mean age of student gang members is 14.1 years, 60% are male, and 81.3% self-identified as non-White. Their analysis also indicates gang membership in school is highest in 7th grade (3.4%), declining somewhat in 9th (2.9%) and 11th (2.1%) grades.15 According to the 2017-19 California Healthy Kids Survey, self-reports of gang membership among Contra Costa County 7th graders had fallen to 4.4%. Among 11th graders, gang membership had fallen to 4.7% in 2017-19. About 5.2% of public school staff working in county elementary schools reported gang-related activity may be a problem at their school in 2017-19, while 43.3% of those working in county high schools report gang-related activity may be a problem.16 In the 2021-23 California Healthy Kids Survey, self-reported gang membership fell further to 4.0% among Contra Costa County 7th graders and just 3.0% among 11th graders. CHILDREN AND FAMILIES Births In 2023, the birth rate in Contra Costa increased to 55.4 per 1,000 women 15-50, continuing its upward trend. While the teen birth rate in the state (6.5 per 1,000) continues to trend downward, the rate rose notably in the county (4.4), with an estimated 161 births among females age 15-19, an increase of 123 teens with births since 2020. Overall, about 14,965 Contra Costa women gave birth in in 2023, up a significant 8.2% or 1,134 women with births. In contrast, California saw another 1.2% decline in women with births. Areas with the largest 1-year increases in the number of women with births include Richmond (up 427), San Ramon (up 207), San Pablo (up 190), Walnut Creek (up 182), Concord (up 127), Pleasant Hill (up 126), Contra Costa Centre (up 109), Lafayette (up 99), El Sobrante (up 89), and Danville (up 80). In contrast, areas with notable declines in women with births include Pittsburg (down 305), Antioch (down 139), Pinole (down 109), Rodeo (down 83), El Cerrito (down 77), and Martinez (down 76). The highest teen birth rates in the county occur in Bay Point (77.9), San Pablo (32.4), and Richmond (21.6). Table 63 – Birth Rate of Women Age 15-50, Contra Costa County (2009–2023) 62.3 58.1 58.0 51.1 47.8 51.3 55.4 Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov 14 http://www.helpinggangyouth.com/disability-best_corrections_survey.pdf 15 https://www.researchgate.net/publication/274537197_A_Statewide_Study_of_Gang_Membership_in_California_Secondary_Schools 16 https://data.calschls.org/resources/Contra_Costa_County_1719_Sec_CHKS.pdf 132 Table 64 – Births and Birth Rates by Census Place, 2023 California 9,463,920 458,434 48.4 1,259,219 8,230 6.5 Countywide 269,977 14,965 55.4 36,681 161 4.4 Alamo 2,552 86 33.7 324 0 0.0 Antioch 29,150 1,317 45.2 5,013 0 0.0 Bay Point 6,033 679 112.5 642 50 77.9 Bayview 585 0 0.0 35 0 0.0 Bethel Island 183 0 0.0 0 0 0.0 Blackhawk 1,764 233 132.1 310 0 0.0 Brentwood 15,077 642 42.6 2,694 0 0.0 Byron 502 0 0.0 128 0 0.0 Clayton 2,340 30 12.8 528 0 0.0 Clyde 128 17 132.8 0 0 0.0 Concord 28,504 2,057 72.2 3,170 0 0.0 Contra Costa Ctr 2,275 151 66.4 141 0 0.0 Crockett 898 36 40.1 109 0 0.0 Danville 8,680 360 41.5 1,601 0 0.0 Diablo 259 0 0.0 40 0 0.0 Discovery Bay 3,405 273 80.2 680 0 0.0 E Richmond Hts 570 18 31.6 41 0 0.0 El Cerrito 6,173 172 27.9 574 0 0.0 El Sobrante 3,497 201 57.5 456 0 0.0 Hercules 5,810 219 37.7 554 0 0.0 Kensington 915 36 39.3 59 0 0.0 Knightsen 478 16 33.5 127 0 0.0 Lafayette 5,455 258 47.3 1,064 0 0.0 Martinez 7,699 438 56.9 799 0 0.0 Moraga 3,996 196 49.0 893 0 0.0 No. Richmond 1,145 49 42.8 221 0 0.0 Oakley 10,724 726 67.7 1,207 0 0.0 Orinda 3,206 140 43.7 703 0 0.0 Pacheco 1,215 102 84.0 111 0 0.0 Pinole 4,111 180 43.8 430 0 0.0 Pittsburg 20,006 935 46.7 3,054 0 0.0 Pleasant Hill 8,009 429 53.6 907 0 0.0 Richmond 29,436 2,219 75.4 3,012 65 21.6 Rodeo 2,130 129 60.6 313 0 0.0 San Pablo 8,300 609 73.4 1,388 45 32.4 San Ramon 19,730 858 43.5 2,674 1 0.4 Tara Hills 1,333 153 114.8 330 0 0.0 Vine Hill 733 0 0.0 35 0 0.0 Walnut Creek 14,591 744 51.0 1,291 0 0.0 Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov In 2023, 9,802 native-born women age 15-50 in Contra Costa had births, up 7.1% or 650 women with births, while 5,163 foreign-born women had births, up 10.3% or 484 since 2020. Of native-born women with births, 30.5% (2,991) are unmarried, down from 31.6% in 2020. Of foreign-born women with births, 20.9% (1,078) are unmarried, up from 18.5% in 2020. About 37.5% of all married women with births are foreign-born, down slightly from 37.9% in 2020. About 26.5% of all unmarried women with births are foreign-born, up from 23.0% in 2020. 133 Table 65 – Births by Nativity and Census Place, 2023 Area California 9,463,920 458,434 320,368 206,815 113,553 138,066 109,753 28,313 Contra Costa Cnty 269,977 14,965 10,896 6,811 4,085 4,069 2,991 1,078 Alamo 2,552 86 86 77 9 0 0 0 Antioch 29,150 1,317 897 559 338 420 362 58 Bay Point 6,033 679 395 83 312 284 259 25 Bayview 585 0 0 0 0 0 0 0 Bethel Island 183 0 0 0 0 0 0 0 Blackhawk 1,764 233 233 200 33 0 0 0 Brentwood 15,077 642 465 231 234 177 132 45 Byron 502 0 0 0 0 0 0 0 Clayton 2,340 30 30 22 8 0 0 0 Clyde 128 17 17 17 0 0 0 0 Concord 28,504 2,057 1,547 1,244 303 510 326 184 Contra Costa Ctr 2,275 151 81 32 49 70 66 4 Crockett 898 36 36 26 10 0 0 0 Danville 8,680 360 340 222 118 20 20 0 Diablo 259 0 0 0 0 0 0 0 Discovery Bay 3,405 273 242 212 30 31 31 0 E Richmond Hts 570 18 18 18 0 0 0 0 El Cerrito 6,173 172 159 79 80 13 13 0 El Sobrante 3,497 201 193 85 108 8 0 8 Hercules 5,810 219 161 77 84 58 24 34 Kensington 915 36 36 27 9 0 0 0 Knightsen 478 16 16 16 0 0 0 0 Lafayette 5,455 258 258 148 110 0 0 0 Martinez 7,699 438 386 252 134 52 43 9 Moraga 3,996 196 162 114 48 34 9 25 North Richmond 1,145 49 49 22 27 0 0 0 Oakley 10,724 726 445 320 125 281 210 71 Orinda 3,206 140 140 113 27 0 0 0 Pacheco 1,215 102 102 77 25 0 0 0 Pinole 4,111 180 154 74 80 26 26 0 Pittsburg 20,006 935 656 385 271 279 204 75 Pleasant Hill 8,009 429 347 301 46 82 82 0 Richmond 29,436 2,219 1,304 650 654 915 582 333 Rodeo 2,130 129 105 81 24 24 24 0 San Pablo 8,300 609 152 60 92 457 286 171 San Ramon 19,730 858 815 421 394 43 43 0 Tara Hills 1,333 153 88 88 0 65 65 0 Vine Hill 733 0 0 0 0 0 0 0 Walnut Creek 14,591 744 560 339 221 184 184 0 Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov In 2023, 6,010 (2.2%) of all county women age 15-50 receive public assistance benefits, compared to 2.8% statewide. Countywide, 696 (4.7%) of all 14,965 women age 15-50 with a birth in the past year receive PA benefits, compared to 5.9% statewide, with both rates improved since 2020. The percentage of women with births who receive PA benefits in 2023 is much higher than the county average (4.7%) in Antioch (12.6%), San Pablo (23.5%), and San Ramon (11.4%). 134 Table 66 – Women 15-50 with Births Receiving Public Assistance, 2023 Area Received PA % with PA California 9,463,920 266,246 2.8 458,434 27,174 5.9 Contra Costa Cnty 269,977 6,010 2.2 14,965 696 4.7 Antioch 29,150 1,327 4.6 1,317 166 12.6 Bay Point 6,033 126 2.1 679 24 3.5 Blackhawk 1,764 51 2.9 233 0 0.0 Brentwood 15,077 192 1.3 642 6 0.9 Clayton 2,340 16 0.7 30 0 0.0 Concord 28,504 559 2.0 2,057 47 2.3 Contra Costa Ctr 2,275 27 1.2 151 0 0.0 Crockett 898 23 2.6 36 0 0.0 Danville 8,680 42 0.5 360 0 0.0 Discovery Bay 3,405 86 2.5 273 17 6.2 El Cerrito 6,173 71 1.2 172 8 4.7 El Sobrante 3,497 159 4.5 201 0 0.0 Hercules 5,810 141 2.4 219 0 0.0 Knightsen 478 24 5.0 16 0 0.0 Lafayette 5,455 58 1.1 258 8 3.1 Martinez 7,699 64 0.8 438 0 0.0 Moraga 3,996 27 0.7 196 16 8.2 North Richmond 1,145 14 1.2 49 0 0.0 Oakley 10,724 131 1.2 726 0 0.0 Pacheco 1,215 47 3.9 102 0 0.0 Pinole 4,111 10 0.2 180 0 0.0 Pittsburg 20,006 688 3.4 935 32 3.4 Pleasant Hill 8,009 108 1.3 429 18 4.2 Richmond 29,436 851 2.9 2,219 74 3.3 Rodeo 2,130 69 3.2 129 0 0.0 San Pablo 8,300 415 5.0 609 143 23.5 San Ramon 19,730 283 1.4 858 98 11.4 Tara Hills 1,333 31 2.3 153 0 0.0 Vine Hill 733 101 13.8 0 0 0.0 Walnut Creek 14,591 216 1.5 744 39 5.2 Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov INFANT MORTALITY Based on the County Health Status Profile published in 2024 by CDPH, infant mortality rates in the county as a whole have fallen from a 10-year high of 4.9 in 2010 to 3.7 per 1,000 infants in 2024, but rates rose 0.6 percentage points from 3.1 in 2021. By comparison, California’s infant mortality rate of 3.7 per 1,000 infants in 2024 improved 0.2 percentage points from 3.9 in 2021. Although infant mortality rates rose from 2006 to 2010, the trend since 2010 suggests improvements in factors such as maternal health, health care access, health practices or related socioeconomic conditions in the county as a whole. Published rates are based on 3-year averages. Both the county and state rates continue to meet the Healthy People 2030 National Objective MICH- 02 of no more than 5.0 infant deaths per 1,000 live births, although rates in the county are no longer better than the statewide average. Table 67 – Infant Mortality, Contra Costa County, 2016–2024 Contra Costa County 5.0 3.9 3.2 3.1 3.7 California 4.9 4.6 4.3 3.9 3.7 Source: https://www.cdph.ca.gov/Programs/CHSI/CDPH%20Document%20Library/CHSP_Profiles/CHSP-2024.pdf. Rate per 1,000. 135 Critically, infant mortality varies by race and ethnicity with the highest rates in the county among Black or African American residents (6.7), while rates among Hispanic (4.1), White (3.1), and Asian/Pacific Islander residents (2.5) remain considerably lower. Sub-group rates published in 2024 are based on 2019-2021 data, which is the most recent county-level data available by race and ethnicity. Figure 21 – Infant Mortality Rates, 2016-2024 LOW WEIGHT BIRTHS A baby is considered to be low weight if it weighs less than 2,500 grams (5 lb. 8 oz.) at birth. In the United States, low birthweight is a strong predictor of infant mortality and morbidity, and the nutritional status (weight, height, and hematology) among low income, high-risk infants and children is an important indicator of health and wellbeing. Poor nutrition and poverty are also significantly correlated, if not causal. Preterm birth, or births occurring before 37 weeks of gestation, is one of the predominant proximate causes of low birthweight. Risk factors for preterm delivery include low socioeconomic status, low pre-pregnancy weight, inadequate weight gain during pregnancy, history of infertility problems, smoking and multiple gestations. Infants who are born at low birthweight are at greater risk of developing other problems later in life, such as physical disabilities and developmental delays. Per CDPH data published in 2024, the overall county rate of low birthweight children (7.3%) continues to exceed the statewide rate (7.2%), and both rates increased slightly since 2021 continuing a gradual upward trend since 2017. A Healthy People 2030 National Objective for low birthweight infants has not yet been established. Table 68 – Percentage of Low Birth Weight Babies, 2015–2024 6.9 6.8 7.0 7.2 7.3 6.8 6.8 6.9 7.0 7.2 Source: https://www.cdph.ca.gov/Programs/CHSI/CDPH%20Document%20Library/CHSP_Profiles/CHSP-2024.pdf 2.0 2.5 3.0 3.5 4.0 4.5 5.0 5.5 2016 2018 2020 2021 2024 Contra Costa County California 136 PRENATAL CARE The percentage of Contra Costa pregnant women who begin receiving prenatal care in their first trimester has generally exceeded the state in recent years. The latest CDPH published estimates in 2024 indicate 90.1% of pregnant women in the county receive prenatal care in their first trimester, which is a 0.5 percentage point improvement from 89.6% in 2021. By comparison, the state rate of 87.6% in 2024 improved 2.5 percentage points from 85.1% in 2021. A new Healthy People 2030 National Objective for starting prenatal care in the first trimester has not yet been established. Table 69 – Percentage of Women Receiving Prenatal Care in First Trimester, 2016–2024 84.4 86.9 88.3 89.6 90.1 83.6 83.3 83.9 85.1 87.6 Source: https://www.cdph.ca.gov/Programs/CHSI/CDPH%20Document%20Library/CHSP_Profiles/CHSP-2024.pdf Figure 22 – Percentage Receiving Prenatal Care in First Trimester, 2010-2024 Because the CDPH recognizes that utilization of prenatal care in the first trimester of pregnancy does not take into account whether prenatal care continued throughout pregnancy, it also publishes the percentage of pregnant women who receive “adequate or adequate plus” ongoing prenatal care, which characterizes prenatal care in terms of the trimester in which care is first accessed and the number of prenatal care visits during pregnancy. The latest estimates in Contra Costa County indicate only 64.6% of pregnant women received adequate or adequate plus prenatal care in 2024, which indicates this health measure continues to trend downward since 2018, falling nearly 10 percentage points from 74.3% in 2021. Statewide, only 72.2% of pregnant women receive adequate or adequate plus prenatal care in 2024, also a considerable decline from 77.8% in 2021. Unfortunately, both rates remain well below the new MICH-08 Healthy People 2030 National Objective of 80.5%. 78.0 80.0 82.0 84.0 86.0 88.0 90.0 92.0 2016 2018 2020 2021 2024 Contra Costa County California 137 Child Care NEED FOR CHILD CARE Since 1997 the California Child Care Resource and Referral Network has published the California Child Care Portfolio in an effort to standardize and distribute reliable data about the status of childcare in California. The Network reports on the potential demand and availability of licensed child care in each county. Potential demand for child care is assessed by looking at trends in population growth, including changes in the age distribution of children, the number of children with parents in the workforce, and the number of children living in poverty. The latest California Child Care Portfolio published (2021) estimates the total number of slots in licensed child care centers in the state fell 2.3% since 2019, and the number of slots in licensed family child care homes, which tend to be more accommodating to parents’ work schedules and somewhat more affordable, fell a slight 0.7% since 2019. The number of centers and family homes providing services both fell 3%. The state also saw notable reductions in children under 2 (down 7%), children age 2 (down 9%), and children age 3 (down 9%) since 2018. Since 2018, California’s population of 0-5 year olds in poverty fell 18.7%; however, the number of children of all ages receiving subsidized care statewide increased 10.6%. According to the 2021 California County Scorecard of Children’s Well-Being published by Children Now 17 a licensed child care space is available to about 25% of California children of all ages in working families, which is unchanged since 2019. About 30% of all parent requests for licensed child care in 2021 were for 0-1 year olds, down from 38% in 2019. However, the percentage of requests for 0-1 year olds that were for full time care increased from 79% to 92%. Among all care requests for 2 year olds, 92% were for full-time care. Among all requests for 3 year olds, 94% were for full-time care. According to the 2021 California Child Care Portfolio, the number of child care slots in licensed centers in Contra Costa County increased 9% from 25,576 in 2019 to 27,849 in 2021. At the same time, the number of slots in licensed family child care homes in the county fell 4% from 8,556 in 2019 to 8,230 in 2021. The number of facilities providing services fell a slight 0.3%, while the number of family child care homes fell a notably 7.0%. Since 2018, the California Child Care Portfolio estimates the county saw another 3% decline in children less than 2, a 6% decline in children age 2 and 3, and a 2% decline in children age 4. The number of Contra Costa 0-5 year olds in poverty also fell a slight 0.8% from 9,771 in 2018 to 9,697 in 2021, but the number of county children receiving subsidized care in 2021 (8,905) rose a notable 25.4% from 7,103 in 2019. The 2021 Child Care Portfolio estimates a licensed child care space is available to about 33% of Contra Costa children of all ages in working families, up 5.0 percentage points since 2019. About 38% of all requests for licensed child care in 2021 were for 0-1 year olds, also up 3.0 percentage points since 2019, but the proportion of these requests which are for full-time care (80%) fell 9.0 points since 2019. Another 45% of requests involve 2-5 year olds, with full-time care comprising 95% of requests for 2 year olds, 83% of requests for 3 year olds, and 73% of requests for 4 year olds. About 85% of families seeking child care in the county did so because parents were working, up a significant 9.0 percentage points since 2019. 17 https://scorecard.childrennow.org/?ind=childCareSpace&yr=4 138 ACCESS TO CHILD CARE The California Community Care Licensing Division reports that in December 2024, Contra Costa has 18,553 preschool age day care slots in 313 licensed or license-pending centers, down 733 (3.8%) slots and 22 (6.6%) centers since February 2022. In contrast, the number of infant slots in licensed or license-pending centers rose moderately since February 2022 to 2,275 slots (up 84 slots or 3.8%) in 90 centers (up 4 centers or 4.7%). In 2024, the county has an additional 44 single licensed facilities with a combined 3,732 available child care slots. A single licensed child care center operates under one license that authorizes the facility to serve children from multiple age ranges. Table 70 – Number of Child Care Slots in Licensed Facilities by City, December 2024 City Infant Centers ALAMO 5 247 0 0 1 64 ANTIOCH 13 924 5 130 5 335 BAY POINT 6 310 2 51 2 69 BRENTWOOD 24 1,450 8 196 3 159 CLAYTON 5 263 1 28 0 0 CONCORD 45 2,522 13 345 3 88 CROCKETT 1 32 0 0 0 0 DANVILLE 21 1,488 4 65 4 575 DISCOVERY BAY 2 108 0 0 0 0 EL CERRITO 10 503 1 28 1 19 EL SOBRANTE 5 260 1 29 0 0 HERCULES 0 0 0 0 2 210 KENSINGTON 4 265 1 16 2 125 LAFAYETTE 13 866 4 96 1 85 MARTINEZ 11 634 6 121 0 0 MORAGA 8 637 4 93 3 308 OAKLEY 8 402 2 64 0 0 ORINDA 5 253 0 0 2 78 PINOLE 3 135 0 0 0 0 PITTSBURG 16 649 4 89 3 195 PLEASANT HILL 18 1,023 5 153 3 336 RICHMOND 28 1,580 7 207 2 137 RODEO 4 185 4 67 0 0 SAN PABLO 11 419 3 87 0 0 SAN RAMON 19 1,356 9 232 4 667 WALNUT CREEK 28 2,042 6 178 3 282 Source: https://www.ccld.dss.ca.gov/carefacilitysearch/DownloadData Table 71 – Licensed Day Care Facilities and Capacity by Zip Code, December 2024 ALAMO MONTESSORI 1350 DANVILLE BLVD ALAMO 94507 29 CREATIVE LEARNING CENTER 120 HEMME AVENUE ALAMO 94507 52 DORRIS-EATON SCHOOL, THE 1286 STONE VALLEY ROAD ALAMO 94507 90 MEADOWLARK CHILDREN'S CENTER 2964 MIRANDA AVENUE ALAMO 94507 26 UNITED METHODIST PRESCHOOL 902 DANVILLE BLVD ALAMO 94507 50 CORNERSTONE CHRISTIAN PRESCHOOL 2800 SUNSET LANE ANTIOCH 94509 60 HILLTOP CHRISTIAN PRESCHOOL 2200 COUNTRY HILLS DRIVE ANTIOCH 94509 80 HOLY ROSARY SCHOOL 25 EAST 15TH STREET ANTIOCH 94509 45 IMAGINATION ACADEMY 2032 HILLCREST AVE ANTIOCH 94509 45 KINDERCARE LEARNING CENTER 4308 FOLSOM DRIVE ANTIOCH 94531 72 KINDERCARE LEARNING CENTER 4108 LONE TREE WAY ANTIOCH 94531 96 139 Day Care Facility Name Address City Zip Capacity KINDERCARE LEARNING CENTER, #1039 2300 MAHOGANY WAY ANTIOCH 94509 95 LA PETITE ACADEMY, INC. 1350 E. TREGALLAS ANTIOCH 94509 119 LEARNING EXPERIENCE, THE 4831 LONE TREE WAY ANTIOCH 94531 130 LITTLE ANGELS COUNTRY SCHOOL 1816 HILLCREST AVENUE ANTIOCH 94509 39 SO BIG CO-OP PRESCHOOL 1201 W. 10TH ST. CAFETERIA BLD ANTIOCH 94509 24 STARLIGHT ACADEMY III 508 WEST TREGALLAS ANTIOCH 94509 30 YWCA OF CONTRA COSTA - MARY ROCHA 931 CAVALLO ROAD ANTIOCH 94509 89 CONTRA COSTA COUNTY-RIVERVIEW CENTER 227 PACIFICA AVENUE BAY POINT 94565 40 CONTRA COSTA CO. HEAD START - LAVONIA ALLEN CTR 94 1/2 MEDANOS AVENUE BAY POINT 94565 48 KIDS FIRST ACADEMY 2430 WILLOW PASS RD., STE 111 BAY POINT 94565 38 SUNNYBROOK LEARNING CENTER 3255 WILLOW PASS ROAD BAY POINT 94565 53 YWCA OF CONTRA COSTA - BAY POINT 225 PACIFICA AVENUE BAY POINT 94565 71 YWCA OF CONTRA COSTA COUNTY - DELTA YOUTH 605 PACIFICA AVENUE BAY POINT 94565 60 APPLETREE CHRISTIAN PRESCHOOL AT VINEYARD ACAD 1770 ADAMS LANE BRENTWOOD 94513 10 BABY YALE ACADEMY 5521 LONE TREE WAY STE100 BRENTWOOD 94513 74 BABY YALE ACADEMY-HARVEST PARK 605 HARVEST PARK, STE A BRENTWOOD 94513 22 BABY YALE ACADEMY LT2 6830 LONE TREE WAY SUITE B BRENTWOOD 94513 24 BAY CHRISTIAN SCHOOL, THE 2200 VENTURA DRIVE BRENTWOOD 94513 44 CELEBRATION CENTER 2260 JEFFREY WAY BRENTWOOD 94513 150 CONTRA COSTA COUNTY HEAD START - MARSH CREEK 7251 BRENTWOOD BLVD BRENTWOOD 94513 36 CONTRA COSTA CO. CHILD START - LOS NOGALES CTR 321 ORCHARD DRIVE BRENTWOOD 94513 40 EL CONCILIO 321 ORCHARD DRIVE #B BRENTWOOD 94513 20 GODDARD SCHOOL, THE 115 TECHNOLOGY WAY BRENTWOOD 94513 144 KIDDIE ACADEMY 8680 BRENTWOOD BLVD. BRENTWOOD 94513 132 KINDERCARE LEARNING CENTER 2321 EAGLE ROCK AVE. BRENTWOOD 94513 104 LITTLE DIAMONDS PRESCHOOL 2015 ELKINS WAY SUITE A BRENTWOOD 94513 34 LOVE FOR LEARNING 833 SECOND ST BRENTWOOD 94513 25 LOVE FOR LEARNING 120 GUTHRIE LN BRENTWOOD 94513 30 MONTESSORI SCHOOL OF BRENTWOOD, INC. 3421 BALFOUR ROAD BRENTWOOD 94513 120 OLIVINA EDUCATION 1265 DAINTY AVENUE BRENTWOOD 94513 65 SMART START PRESCHOOL 2882 O'HARA AVE BRENTWOOD 94513 30 STAY AND PLAY PRESCHOOL 771 GRIFFITH LANE BRENTWOOD 94513 21 SUNSHINE HOUSE - BRENTWOOD 401 CHESTNUT STREET BRENTWOOD 94513 38 SUNSHINE HOUSE - BRENTWOOD II 3700 WALNUT BOULEVARD BRENTWOOD 94513 75 SUNSHINE HOUSE - LOMA VISTA KID ZONE 2110 SAN JOSE AVE. BRENTWOOD 94513 30 TINY TOES 1284 DAINTY AVE BRENTWOOD 94513 52 WEE CARE CENTER 1275 FAIRVIEW AVENUE BRENTWOOD 94513 130 CLAYTON CHILDREN'S CENTER 6760 MARSH CREEK ROAD CLAYTON 94517 45 CLAYTON COMMUNITY SCHOOL 5880 MT. ZION DRIVE CLAYTON 94517 25 CLAYTON VALLEY PRESBYTERIAN CHILDREN'S CENTER 1578 KIRKER PASS ROAD CLAYTON 94517 63 KINDERCARE LEARNING CENTER 6095 MAIN STREET CLAYTON 94517 72 ST. JOHN'S PRESCHOOL 5555 CLAYTON ROAD CLAYTON 94517 58 ANGELS MONTESSORI PRESCHOOL - CONCORD 1566 BAILEY ROAD CONCORD 94521 49 AYERS PRE-K PROGRAM 5120 MYRTLE DRIVE CONCORD 94521 30 BAY CHRISTIAN PRESCHOOL 4725 EVORA ROAD CONCORD 94520 55 BEGINNINGS & BEYOND MONTESSORI CHRISTIAN PRESCL 1965 COLFAX STREET CONCORD 94520 48 BRIGHT STARS CHILDREN'S CENTER INC. 1581 MEADOW LANE CONCORD 94520 16 BRIGHT STARS LEARNING CENTER PRESCHOOL 3036 CLAYTON ROAD CONCORD 94519 37 BUILDING KIDZ SCHOOL 5100 CLAYTON RD, F36 CONCORD 94521 93 CAMBRIDGE COMMUNITY CENTER 1146 LACEY LANE CONCORD 94520 93 CLAYTON VALLEY PARENT PRE-SCHOOL 1645 WEST STREET CONCORD 94521 25 CONCORD CHILD CARE CENTER 1360 A DETROIT CONCORD 94520 44 CONCORD CHILD CARE CENTER / MORNING PRESCL 1360 C DETROIT AVENUE CONCORD 94520 40 CONCORDIA SCHOOL, THE - CONCORD 2353 FIFTH AVENUE CONCORD 94518 34 140 Day Care Facility Name Address City Zip Capacity CONTRA COSTA COUNTY CSB GEORGE MILLER CENTER 3068 GRANT ST. CONCORD 94520 106 DIANNE ADAIR AT EL MONTE 1400 DINA DRIVE CONCORD 94518 36 FIRST LUTHERAN CHRISTIAN PRESCHOOL 4006 CONCORD BOULEVARD CONCORD 94519 60 GARDEN COMMUNITY PRESCHOOL, THE 1015 OAK GROVE ROAD CONCORD 94518 39 HAPPY LITTLE FACES 1470 WHARTON WAY CONCORD 94521 36 HIGHLANDS PRE-K PROGRAM 1326 PENNSYLVANIA AVE. CONCORD 94521 30 JOYFUL KIDS ACADEMY LLC DBA PARKSIDE JOYFUL KIDS 2898 CONCORD BLVD. CONCORD 94519 73 KIDANGO - BALDWIN 2750 PARKSIDE CIR CONCORD 94519 65 KIDANGO - HOLBROOK 3333 RONALD WAY CONCORD 94519 65 KIDS FIRST ACADEMY 3764 CLAYTON RD CONCORD 94521 40 KIDZ PLANT, INC 2950 TREAT BLVD CONCORD 94518 65 KINDERCARE LEARNING CENTER 1551 BAILEY ROAD CONCORD 94521 72 KING'S VALLEY PRESCHOOL 4255 CLAYTON ROAD CONCORD 94521 120 LA PETITE ACADEMY 4304 COWELL ROAD CONCORD 94518 97 LIFEPOINT PRESCHOOL 3425 CONCORD BLVD. CONCORD 94519 82 MONTE GARDENS PRE-K - DIANNE ADAIR 3841 LARKSPUR DRIVE CONCORD 94519 24 MONTESSORI SCHOOL OF CONCORD 3039 WILLOW PASS ROAD CONCORD 94519 56 MYRTLE FARM MONTESSORI SCHOOL 4976 MYRTLE DR CONCORD 94521 30 NEW HOPE ACADEMY PRESCHOOL 2120 OLIVERA COURT CONCORD 94520 144 PIXIE PLAY SCHOOL 1797 AYERS ROAD CONCORD 94521 30 QUEEN OF ALL SAINTS SCHOOL 2391 GRANT STREET CONCORD 94520 45 STEP BY STEP MONTESSORI 1507 HEATHER DRIVE CONCORD 94521 40 STEP BY STEP MONTESSORI PRESCHOOL 2 4991 CLAYTON RD. CONCORD 94521 24 ST. AGNES PRESCHOOL 3886 CHESTNUT AVE CONCORD 94521 23 ST. MICHAELS EPISCOPAL DAY PRESCHOOL 2925 BONIFACIO STREET CONCORD 94519 90 SUNSHINE HOUSE CONCORD 3585 PORT CHICAGO HIGHWAY CONCORD 94520 54 SUPER KIDZ CLUB 2140 MINERT RD. CONCORD 94518 15 S.S.U.C.-CESAR CHAVEZ CHILD DEVELOPMENT CENTER 1187 MEADOW LANE CONCORD 94520 146 TABERNACLE SCHOOL 4380 CONCORD BLVD CONCORD 94521 48 WALNUT COUNTRY PRESCHOOL 4465 SO. LARWIN AVE. CONCORD 94521 30 WE CARE SERVICES FOR CHILDREN 2191 KIRKER PASS ROAD CONCORD 94521 60 WHITE DOVE SCHOOL 1850 SECOND STREET CONCORD 94519 41 WOOD ROSE ACADEMY AND PRESCHOOL 4347 COWELL ROAD CONCORD 94518 72 LITTLE ROSES PRESCHOOL-CARQUINEZ GARDEN SCL 1650 CROCKETT BOULEVARD CROCKETT 94525 32 A NEW WORLD OF MONTESSORI 101 SONORA AVENUE DANVILLE 94526 30 AUTUMN CREEK LEARNING CENTER 14 OSBORN WAY DANVILLE 94526 80 BLACKHAWK MONTESSORI 3380 BLACKHAWK PLAZA CIR,ST112 DANVILLE 94506 144 BRIGHT MINDS 3380 BLACKHAWK PLZ CIR,STE 220 DANVILLE 94506 42 DANVILLE MONTESSORI SCHOOL 919 CAMINO RAMON DANVILLE 94526 48 DAYSPRING PRESCHOOL 989 SAN RAMON VALLEY BLVD DANVILLE 94526 80 DIABLO HILLS COUNTRY SCHOOL 1453 SAN RAMON VALLEY BVLD. DANVILLE 94526 37 FOUNTAINHEAD MONTESSORI SCHOOL 939 EL PINTADO ROAD DANVILLE 94526 92 GARDEN MONTESSORI SCHOOL 495 VERONA AVENUE DANVILLE 94526 24 GENIUS KIDS CLUB, THE 9000 CROW CANYON RD. #V2 DANVILLE 94506 21 HARPER SCHOOL 3201 CAMINO TASSAJARA DANVILLE 94506 53 LA PETITE ACADEMY 816 DIABLO RD DANVILLE 94526 66 LARSON'S CHILDREN CENTER 920 DIABLO ROAD DANVILLE 94526 45 LEARN AND PLAY MONTESSORI DANVILLE, INC. 730 SAN RAMON VALLEY BLVD DANVILLE 94526 158 PRIMROSE SCHOOL OF DANVILLE 2425 CAMINO TASSAJARA DANVILLE 94526 103 SAN RAMON VALLEY CHRISTIAN ACADEMY 222 WEST EL PINTADO ROAD DANVILLE 94526 102 SYCAMORE VALLEY DAY SCHOOL 1500 SHERBURNE HILLS ROAD DANVILLE 94526 63 TASSAJARA LEARNING CENTER 1899 CASABLANCA STREET DANVILLE 94506 127 TREE OF LIFE LEARNING CENTER 1800 HOLBROOK DR DANVILLE 94506 77 VALLEY PARENT PRE SCHOOL 935 CAMINO RAMON DANVILLE 94526 36 141 Day Care Facility Name Address City Zip Capacity YOUNG LEARNERS ACADEMY 909 CAMINO RAMON DANVILLE 94526 60 AIM HIGH CHILD CARE CENTER, INC., TIMBER POINT 40 NEWBURY LANE DISCOVERY BAY 94505 60 ALL GOD'S CHILDREN CHRISTIAN PRESCHOOL 1900 WILLOW LAKE ROAD DISCOVERY BAY 94505 48 EL CERRITO PRE-SCHOOL CENTER 7200 MOESER LANE EL CERRITO 94530 30 EVERY CHILD BAY 419 KEARNEY STREET EL CERRITO 94530 15 GOLESTAN 320 SAN CARLOS AVE EL CERRITO 94530 45 KEYSTONE MONTESSORI SCHOOL 6639 BLAKE STREET EL CERRITO 94530 57 LITTLE LAMB BILINGUAL PRESCHOOL 729 KEARNEY STREET EL CERRITO 94530 72 LITTLE TREE MONTESSORI INT'L SCHOOL OF EL CERRITO 2603 TASSAJARA AVENUE EL CERRITO 94530 144 MI MUNDO PRESCHOOL EL CERRITO 6305 BARRETT AVENUE EL CERRITO 94530 24 PRIDE AND JOY PRE-SCHOOL 1226 LIBERTY STREET EL CERRITO 94530 45 ST. JOHN THE BAPTIST CATHOLIC PRESCHOOL 11156 SAN PABLO AVE. EL CERRITO 94530 41 SYCAMORE CHRISTIAN PRE-SCHOOL 1111 NAVELLIER STREET EL CERRITO 94530 30 BRIGHT FUTURES GROWTH AND DEVELOPMENT CTR 1060 MANOR BLVD EL SOBRANTE 94803 45 EAST BAY WALDORF SCHOOL 3800 CLARK RD. EL SOBRANTE 94803 35 HOPE CHILDCARE CENTER & PRESCHOOL 2830 MAY ROAD EL SOBRANTE 94803 80 KIDS CORNER LEARNING CENTER 716 APPIAN WAY EL SOBRANTE 94803 70 SUNSHINE PLAYSCHOOL 5151 ARGYLE ROAD EL SOBRANTE 94803 30 GOOD EARTH SCHOOL, THE 1 LAWSON ROAD KENSINGTON 94707 132 KENSINGTON L'ACADEMY LANG. IMMERSION PRESCL 1550 OAK VIEW AVENUE KENSINGTON 94706 65 KENSINGTON NURSERY SCHOOL 52 ARLINGTON AVENUE KENSINGTON 94707 38 NEIGHBORHOOD SCHOOL AT KENSINGTON ELEM. 90 HIGHLAND BLVD, PORTABLE 2 KENSINGTON 94708 30 BUILDING BRIDGES PRESCHOOL 1003 CAROL LANE LAFAYETTE 94549 37 CHILD DAY SCHOOL, LLC - LAFAYETTE 1049 STUART STREET LAFAYETTE 94549 83 DIABLO VALLEY MONTESSORI SCHOOL 3390 DEERHILL ROAD LAFAYETTE 94549 138 GAN ILAN PRESCHOOL - TEMPLE ISAIAH 945 RISA ROAD LAFAYETTE 94549 95 GROWING LIGHT MONTESSORI SCHL OF LAFAYETTE 584 GLENSIDE DRIVE LAFAYETTE 94549 44 HAPPY DAYS LEARNING CENTER 3205 STANLEY BLVD LAFAYETTE 94549 40 LAFAYETTE NURSERY SCHOOL 979 FIRST STREET LAFAYETTE 94549 25 MERRIEWOOD CHILDREN'S CENTER 561 MERRIEWOOD DRIVE LAFAYETTE 94549 59 MICHAEL LANE PRESCHOOL 682 MICHAEL LANE LAFAYETTE 94549 17 OLD FIREHOUSE SCHOOL 984 MORAGA ROAD LAFAYETTE 94549 81 PILLAR KIDS CHILDCARE 3538 GOLDEN GATE WAY LAFAYETTE 94549 18 SEEDLINGS 49 KNOX DRIVE LAFAYETTE 94549 88 WHITE PONY, THE 999 LELAND DR. LAFAYETTE 94549 141 CHILDTIME CHILDREN'S CENTER 6635 ALHAMBRA AVE, STE. 300 MARTINEZ 94553 102 CREEKSIDE MONTESSORI 1333 ESTUDILLO MARTINEZ 94553 30 FOREST HILLS PRESCHOOL AND CHILD CARE CENTER 127 MIDHILL RD MARTINEZ 94553 72 FOREST HILLS PRESCHOOL & CHILD CARE 5834 ALHAMBRA AVENUE MARTINEZ 94553 81 HELPING HANDS CHRISTIAN PRESCHOOL 5050 HILLER LANE MARTINEZ 94553 30 KIDS AT WORK 255 GLACIER DRIVE MARTINEZ 94553 35 KINDERCARE LEARNING CENTER 1285 MORELLO AVENUE MARTINEZ 94553 60 MARTINEZ EARLY CHILDHOOD CENTER, INC. 615 ARCH STREET MARTINEZ 94553 99 MORELLO HILLS CHRISTIAN PRESCHOOL 1000 MORELLO HILLS DRIVE MARTINEZ 94553 35 ST. CATHERINE OF SIENA PRESCHOOL 1125 FERRY ST MARTINEZ 94553 42 SUNSHINE HOUSE CHILDREN'S CENTER - MARTINEZ 4950 PACHECO BOULEVARD MARTINEZ 94553 48 CHILD DAY SCHOOL, LLC - MORAGA 372 PARK ST MORAGA 94556 74 CREATIVE MONTESSORI PRESCHOOL 1350 MORAGA WAY MORAGA 94556 23 GROWING LIGHT MONTESSORI SCHOOL OF MORAGA 1455 ST. MARY'S ROAD MORAGA 94556 50 GROWING TREE PRESCHOOL 1695 CANYON ROAD MORAGA 94556 137 LAMORINDA MONTESSORI LLC 1450 MORAGA ROAD MORAGA 94556 70 LAMORINDA MONTESSORI LLC 350 RHEEM BLVD MORAGA 94556 82 MORAGA VALLEY PRESBYTERIAN CHURCH NURTURY 10 MORAGA VALLEY LANE MORAGA 94556 150 SAKLAN VALLEY SCHOOL 1678 SCHOOL STREET MORAGA 94556 51 142 Day Care Facility Name Address City Zip Capacity BRIGHT BEGINNINGS PRESCHOOL AND DAYCARE 132 O'HARA AVENUE OAKLEY 94561 39 CHILD'S PLACE PRESCHOOL & DAYCARE, A 3405 MAIN STREET OAKLEY 94561 29 CONTRA COSTA COUNTY CHILD START - LOS ARBOLES 240 LAS DUNAS OAKLEY 94561 24 KIDDIE ACADEMY 1620 NEROLY RD. OAKLEY 94561 114 OAKLEY PRESCHOOL 501 NORCROSS LANE-OAKLEY ELEM. OAKLEY 94561 50 OAKLEY PRESCHOOL - GEHRINGER SITE 100 SIMONI RANCH ROAD OAKLEY 94561 28 SUNSHINE HOUSE - OAKLEY 875 WEST CYPRESS ROAD OAKLEY 94561 58 YWCA OF CONTRA COSTA - FREEDOM CHILD CARE CTR 1050 NEROLY ROAD OAKLEY 94561 60 HOLY SHEPHERD COMMUNITY PRESCHOOL 433 MORAGA WAY ORINDA 94563 53 MONTESSORI IMPRESSIONS ACADEMY 20 ORINDA FIELDS LANE ORINDA 94563 29 SAINT JOHN PRESCHOOL 501 MORAGA WAY ORINDA 94563 48 SAINT STEPHEN'S PRESCHOOL 66 SAINT STEPHEN'S DRIVE ORINDA 94563 48 TOPS - THE ORINDA PRESCHOOL(PARENT COOP) 10 IRWIN WAY ORINDA 94563 75 LA CASITA BILINGUE MONTESSORI SCHOOL 592 TENNENT PINOLE 94564 45 ST. JOSEPH PRESCHOOL 1961 PLUM STREET PINOLE 94564 26 TULIP CHILD CARE LLC/PINOLE MONTESSORI 2612 APPIAN WAY PINOLE 94564 64 BABY YALE ACADEMY PITT 369 EAST LELAND ROAD PITTSBURG 94565 24 KINDERCARE LEARNING CENTER 150 EAST LELAND ROAD PITTSBURG 94565 94 LIGHT THE BAY PRESCHOOL 1210 STONEMAN AVENUE PITTSBURG 94565 116 LOS MEDANOS COLLEGE CHILD STUDY CENTER 2700 EAST LELAND ROAD PITTSBURG 94565 80 LYNN CENTER 300 EAST LELAND RD. PITTSBURG 94565 40 PITTSBURG USD - FOOTHILL STATE PRESCHOOL 1200 JENSEN DRIVE PITTSBURG 94565 24 PITTSBURG USD - LOS MEDANOS STATE PRESHOOL 610 CROWLEY AVE PITTSBURG 94565 24 PITTSBURG USD - MARINA VISTA PRESCHOOL 50 EAST 8TH ST PITTSBURG 94565 24 PUSD - HEIGHTS PRESCHOOL 40 SEENO STREET PITTSBURG 94565 24 PUSD - HIGHLANDS PRESCHOOL 4141 HARBOR ST PITTSBURG 94565 24 PUSD - PARKSIDE PRESCHOOL 985 WEST 17TH STREET PITTSBURG 94565 24 PUSD - STONEMAN PRESCHOOL 2929 LOVERIDGE RD PITTSBURG 94565 24 PUSD - WIILOW COVE PRESCHOOL 1880 HANLON WAY PITTSBURG 94565 24 RAILROAD JUNCTION SCHOOL 2224 RAILROAD AVENUE PITTSBURG 94565 59 ST. PETER MARTYR SCHOOL 425 WEST 4TH STREET PITTSBURG 94565 24 YMCA OF THE EAST BAY - EAST LELAND ELC 2555 EAST LELAND ROAD PITTSBURG 94565 20 ALICE'S MONTESSORI - ASTRID 105 ASTRID DRIVE PLEASANT HILL 94523 40 CENTER OF GRAVITY, INC. 399 GREGORY LANE PLEASANT HILL 94523 45 CENTER OF GRAVITY, INC. 2702 PLEASANT HILL RD. PLEASANT HILL 94523 60 CHOICE IN LEARNING 490 GOLF CLUB RD PLEASANT HILL 94523 40 CREATIVE PLAY CENTER, INC 2323 PLEASANT HILL ROAD PLEASANT HILL 94523 48 DIABLO VALLEY COLLEGE DEVEL. CHILDREN'S CTR 321 GOLF CLUB ROAD PLEASANT HILL 94523 80 DISCOVERYLAND PRESCHOOL 800 GRAYSON ROAD PLEASANT HILL 94523 70 EMPIRE MONTESSORI PRESCHOOL 409 BOYD RD. PLEASANT HILL 94523 79 FOOTPRINTS PRESCHOOL 50 WOODSWORTH LN PLEASANT HILL 94523 32 FOUNTAINHEAD MONTESSORI SCHOOL-PLEASANT HILL 1715 OAK PARK BOULEVARD PLEASANT HILL 94523 99 GUIDING LIGHT MONTESSORI, LLC 2041 OAK PARK BOULEVARD PLEASANT HILL 94523 30 KID TIME, INC. 1942 LINDA DRIVE PLEASANT HILL 94523 16 KID TIME, INC. 2551 PLEASANT HILL ROAD PLEASANT HILL 94523 29 KIDZ-PLANET, INC 2245 MORELLO AVE. STE. C PLEASANT HILL 94523 99 LEARN AND PLAY MONTESSORI PLEASANT HILL 1898 PLEASANT HILL RD PLEASANT HILL 94523 138 MY SPANISH VILLAGE II 1601 MARY DRIVE PLEASANT HILL 94523 31 SEQUOIA DAY CARE CENTER 277 BOYD ROAD PLEASANT HILL 94523 30 STEPPING STONES LEARNING CENTER 2750 PLEASANT HILL RD PLEASANT HILL 94523 57 A LITTLE WORLD MONTESSORI SCHOOL 324 37TH ST RICHMOND 94805 49 BRENDA'S KIDZ KARE 227 17TH STREET RICHMOND 94801 31 CONTRA COSTA CO. CHILD DEV. CTR - CRESCENT PARK 5050 HARTNETT AVENUE RICHMOND 94804 68 CONTRA COSTA CO. CHILD DEV. CTR - VERDE 2000 GIARAMITA AVENUE RICHMOND 94801 40 143 Day Care Facility Name Address City Zip Capacity CONTRA COSTA CO. CSD - GEORGE MILLER IIICH.CENTER 300 S. 27TH STREET RICHMOND 94804 200 CONTRA COSTA CO. HEAD START - BALBOA CDC 1001 S. 57TH STREET RICHMOND 94804 140 EARLY CHILDHD ED. SRVCS.DBA CURIOUS EXPLORERS 200 BROADWAY RICHMOND 94804 35 EARLY CHILDHOOD MENTAL HEALTH PROGRAM - 200 - 24TH STREET RICHMOND 94804 15 ICRI/EL NUEVO MUNDO CHILDRENS CENTER 1707 PENNSYLVANIA AVE. RICHMOND 94801 97 LA PETITE ACADEMY, INC. 3891 LAKESIDE DRIVE RICHMOND 94806 84 MINI BAY TOTS PRESCHOOL 671 - 9TH STREET RICHMOND 94801 25 NOMURA PRESCHOOL 5511 BURLINGAME AVE. RICHMOND 94804 90 NOMURA PRESCHOOL 1711 CARLSON BOULEVARD RICHMOND 94804 125 PATTY'S MONTESSORI SCHOOL 801 PARK CENTRAL ST RICHMOND 94803 45 RICHMOND COLLEGE PREP PRESCHOOL 217 SOUTH 11TH ST. RICHMOND 94804 24 SKYTOWN PRESCHOOL 5714 SOLANO AVENUE RICHMOND 94805 36 STEP BY STEP PRESCHOOL, INC. 3500 EL PORTAL DR. RICHMOND 94803 38 ST. DAVID'S SCHOOL PRE-KINDERGARTEN 5613 GARVIN AVENUE RICHMOND 94805 36 SUPREME KIDS ACADEMY 3065 RICHMOND PARKWAY RICHMOND 94806 48 WCCUSD - CHAVEZ SCHOOL 960 - 17TH STREET RICHMOND 94801 24 WCCUSD - LINCOLN 29 SIXTH STREET RICHMOND 94801 24 WCCUSD - MARTIN LUTHER KING STATE PRESCHOOL 4022 FLORIDA AVE RM 114 RICHMOND 94804 24 WCCUSD - WASHINGTON SCHOOL 565 WINE STREET RICHMOND 94801 24 WCCUSD MARIE MURPHY STATE PRESCHOOL 4350 VALLEY VIEW ROAD RICHMOND 94803 24 WCCUSD STATE PRESCHOOL - FORD 2711 MARICOPA AVENUE RICHMOND 94804 24 YMCA OF THE EAST BAY - 8TH STREET CDC 445 8TH STREET RICHMOND 94801 82 YMCA OF THE EAST BAY - RICHMOND CDC 485 LUCAS AVENUE RICHMOND 94801 69 YWCA OF CONTRA COSTA - RICHMOND CHILDREN'S CTR 3230 MACDONALD AVENUE RICHMOND 94804 59 A LITTLE WORLD MONTESSORI ACADEMY 355 PARKER AVE RODEO 94572 34 CONTRA COSTA CO. COMM. SVCS. - BAYO VISTA 2 CALIFORNIA STREET RODEO 94572 42 ST. PATRICK PRESCHOOL 907 SEVENTH STREET RODEO 94572 45 YMCA OF THE EAST BAY - RODEO CDC 200 LAKE AVENUE RODEO 94572 64 CONTRA COSTA COLL. - EARLY CHILDHOOD LAB SCHL 2600 MISSION BELL DRIVE SAN PABLO 94806 75 HAPPY LION DAY CARE CENTER 2929 CASTRO ROAD SAN PABLO 94806 29 KINDERCARE LEARNING CENTER, #1367 3240 SAN PABLO DAM ROAD SAN PABLO 94806 72 SONJA'S PRESCHOOL AND CHILDCARE CENTER 2300 EL PORTAL DR STE A SAN PABLO 94806 47 ST. PAUL PRESCHOOL 1825 CHURCH LANE SAN PABLO 94806 40 WCCUSD - BAYVIEW 3001 16TH STREET, ROOM M4 SAN PABLO 94806 24 WCCUSD - DOVER 1871 21ST STREET SAN PABLO 94806 24 WCCUSD - DOWNER PRESCHOOL 1231 18TH STREET, ROOM 126 SAN PABLO 94806 24 WCCUSD - MONTALVIN C/O PRESCHOOL DEPT 300 CHRISTINE DRIVE SAN PABLO 94806 24 W.C.C.U.S.D. - RIVERSIDE SCHOOL 1300 AMADOR ST., ROOM 6 SAN PABLO 94806 24 YMCA OF THE EAST BAY - GIANT ROAD CDC 919 LAKE STREET SAN PABLO 94806 36 BRIGHT HORIZONS AT BISHOP RANCH 2603 CAMINO RAMON, STE. 150 SAN RAMON 94583 144 BUILDING KIDZ OF SAN RAMON 210 PORTER AVENUE, SUITE 110 SAN RAMON 94583 80 CHILD DAY SCHOOL, LLC - SAN RAMON 18868 BOLLINGER CANYON RD SAN RAMON 94583 95 DIABLO HILLS COUNTRY SCHOOL 50 CREEKSIDE DRIVE SAN RAMON 94583 60 ENRICH KIDS 21001 SAN RAMON VALLEY BL-D2 SAN RAMON 94583 21 GENIUS KIDS SAN RAMON 2021 SAN RAMON VALLEY BLVD. SAN RAMON 94583 40 GODDARD SCHOOL, THE 100 GATEKEEPER RD SAN RAMON 94582 108 GRACIE'S PLACE PRESCHOOL 17011 BOLLINGER CANYON ROAD SAN RAMON 94582 13 GROWING ROOM EDUCATION COUNCIL, THE 2340 SAN RAMON VALLEY BLVD SAN RAMON 94583 22 LA PETITE ACADEMY 5075 CROW CANYON ROAD SAN RAMON 94582 151 LA PETITE ACADEMY 17025 BOLLINGER CANYON ROAD SAN RAMON 94582 165 LA PETITE ACADEMY SAN RAMON 1001 MARKET PLACE SAN RAMON 94583 105 LITTLE BRIDGES CHILD CARE CENTER 9015 SOUTH GALE RIDGE ROAD SAN RAMON 94582 100 LITTLE BUTTERFLIES SAN RAMON, THE 2691 CROW CANYON ROAD SAN RAMON 94583 55 LOTUS MONTESSORI 2120 OMEGA ROAD SAN RAMON 94583 29 144 Day Care Facility Name Address City Zip Capacity PANACHE ENFANTS 2410 SAN RAMON VALLEY BL#100 SAN RAMON 94583 60 REDWOODS INTERNATIONALE MONTESSORI, THE 2400 OLD CROW CANYON RD SAN RAMON 94583 60 SRVUSD EARLY CHILDHOOD EDUC. PP - LIVE OAK 5151 SHERWOOD WAY SAN RAMON 94582 24 SRVUSD EARLY CHILDHOOD EDUC. PP - WALT DISNEY 3250 PINE VALLEY ROAD SAN RAMON 94583 24 DIANNE ADAIR DAY CARE 1847 NEWEL AVE. WALNUT CREEK 94595 30 GRACE COOPERATIVE PRE-SCHOOL 2100 TICE VALLEY BLVD WALNUT CREEK 94595 24 LITTLE GENIUS ACADEMY 2131 OLYMPIC BOULEVARD WALNUT CREEK 94595 117 PIED PIPER CO-OP PRE-SCHOOL 2263 WHYTE PARK AVE. WALNUT CREEK 94595 24 CONTRA COSTA CHRISTIAN PRESCHOOL 2721 LARKEY LANE WALNUT CREEK 94596 40 GAN B'NAI SHALOM AT CONGRE. B'NAI SHALOM 74 ECKLEY LANE WALNUT CREEK 94596 65 GAN YILADIM PRESCHOOL 1671 NEWELL AVENUE WALNUT CREEK 94596 22 KID TIME, INC 2491 SAN MIGUEL DR. WALNUT CREEK 94596 45 KINDERCARE LEARNING CENTER 2521 WALNUT BOULEVARD WALNUT CREEK 94596 53 KINDERCARE LEARNING CENTER 2850 CHERRY LANE WALNUT CREEK 94596 53 LOVE AND CARE LEARNING CENTER 1985 GEARY ROAD WALNUT CREEK 94596 60 MY SPANISH VILLAGE 1924 TRINITY AVE. WALNUT CREEK 94596 59 WALNUT CREEK PRESBYTERIAN CHURCH PRESCHL 1801 LACASSIE AVENUE WALNUT CREEK 94596 94 OLD FIREHOUSE SCHOOL WALNUT CREEK 55 ECKLEY LANE WALNUT CREEK 94596 45 ALICE'S MONTESSORI LEARNING CTR - WALNUT CREEK 3158 PUTNAM BOULEVARD WALNUT CREEK 94597 45 CRAWLERS 2 SCHOLARS-WALNUT CREEK 1338 LAS JUNTAS WAY WALNUT CREEK 94597 62 KID TIME, INC 200 MAYHEW WAY WALNUT CREEK 94597 80 KIDS SPEAKING SPANISH PRESCHOOL 2780 CAMINO DIABLO WALNUT CREEK 94597 72 NEW WORLD CHILD DEVEL. CTR, WALNUT CREEK 1919 GEARY ROAD WALNUT CREEK 94597 49 SAYBROOK LEARNING CENTER 1355 WALDEN ROAD WALNUT CREEK 94597 70 WALNUT CREEK CHRISTIAN ACADEMY 2336 BUENA VISTA AVE WALNUT CREEK 94597 75 KLA SCHOOLS OF WALNUT CREEK 298 N. WIGET LANE WALNUT CREEK 94598 170 LITTLE FLOWERS MONTESSORI - MITCHELL 2875 MITCHELL DR WALNUT CREEK 94598 144 NORTHCREEK PRESCHOOL 2303 A YGNACIO VALLEY ROAD WALNUT CREEK 94598 95 SAFARI KID-WALNUT CREEK 2210 OAK GROVE RD WALNUT CREEK 94598 75 SAFARI KID - WALNUT CREEK 2074 TREAT BLVD. WALNUT CREEK 94598 84 SEVEN HILLS SCHOOL, THE 975 NORTH SAN CARLOS DRIVE WALNUT CREEK 94598 64 SPRINGFIELD MONTESSORI SCHOOL 2780 MITCHELL DRIVE WALNUT CREEK 94598 226 Source: https://www.ccld.dss.ca.gov/carefacilitysearch/DownloadData Table 72 – Licensed Infant Care Facilities and Capacity by Zip Code, December 2024 KINDERCARE LEARNING CENTER 2300 MAHOGANY WAY ANTIOCH 94509 36 LA PETITE ACADEMY 1350 EAST TREGALLAS RD ANTIOCH 94509 12 KINDERCARE LEARNING CENTER 4308 FOLSOM DRIVE ANTIOCH 94531 20 KINDERCARE LEARNING CENTER 4108 LONE TREE WAY ANTIOCH 94531 30 LEARNING EXPERIENCE, THE 4831 LONE TREE WAY ANTIOCH 94531 32 BABY YALE ACADEMY AT BP 33 AMBROSE AVE BAY POINT 94565 29 CONTRA COSTA CO. COMM. SVCS.- AMBROSE 3103 WILLOW PASS RD BAY POINT 94565 22 BABY YALE ACADEMY 5521 LONE TREE WAY BRENTWOOD 94513 66 BABY YALE ACADEMY-HARVEST PARK 605 HARVEST PARK, STE A BRENTWOOD 94513 24 BABY YALE ACADEMY LT2 6830 LONE TREE WAY SUITE B BRENTWOOD 94513 9 GODDARD SCHOOL, THE 115 TECHNOLOGY WAY BRENTWOOD 94513 24 KIDDIE ACADEMY 8680 BRENTWOOD BLVD. BRENTWOOD 94513 24 KINDERCARE LEARNING CENTER 2321 EAGLE ROCK AVE. BRENTWOOD 94513 32 STAY AND PLAY PRESCHOOL 771 GRIFFITH LANE BRENTWOOD 94513 5 WEE CARE CENTER 1275 FAIRVIEW AVENUE BRENTWOOD 94513 12 KINDERCARE LEARNING CENTER 6095 MAIN STREET CLAYTON 94517 28 KIDZ PLANET, INC 2950 TREAT BLVD CONCORD 94518 21 LA PETITE ACADEMY, INC. 4304 COWELL ROAD CONCORD 94518 20 MY SECOND HOME 1011 OAK GROVE RD. CONCORD 94518 24 145 Infant Care Facility Name Address City Zip Capacity SUPER KIDZ CLUB 2140 MINERT RD CONCORD 94518 9 FIRST LUTHERAN PRESCHOOL 4006 CONCORD BLVD CONCORD 94519 6 JOYFUL KIDS ACADEMY LLC DBA PARKSIDE JOYFUL KIDS 2898 CONCORD BLVD. CONCORD 94519 20 LIFEPOINT PRESCHOOL 3425 CONCORD BLVD CONCORD 94519 12 BRIGHT STARS CHILDREN'S CENTER INC. 1581 MEADOW LANE CONCORD 94520 16 CONCORD CHILD CARE CENTER-INFANTS 1360 B DETROIT AVENUE CONCORD 94520 32 CONTRA COSTA COUNTY CSB GEORGE MILLER CENTER 3068 GRANT ST CONCORD 94520 52 GEORGE MILLER CENTER - CONCORD 3020 GRANT STREET CONCORD 94520 74 BUILDING KIDZ SCHOOL 5100 CLAYTON RD, F36 CONCORD 94521 27 KINDERCARE LEARNING CENTER 1551 BAILEY ROAD CONCORD 94521 32 A NEW WORLD OF MONTESSORI 101 SONORA AVENUE DANVILLE 94526 24 LARSON'S INFANT CENTER 940 DIABLO ROAD DANVILLE 94526 14 PRIMROSE SCHOOL OF DANVILLE 2425 CAMINO TASSAJARA DANVILLE 94526 20 SYCAMORE VALLEY DAY SCHOOL 1500 SHERBURNE HILLS ROAD DANVILLE 94526 7 PRIDE AND JOY PRE-SCHOOL 1226 LIBERTY STREET EL CERRITO 94530 28 HOPE CHILDCARE CENTER & PRESCHOOL 2830 MAY ROAD EL SOBRANTE 94803 29 KENSINGTON L'ACADEMY LANGUAGE IMMERSION PS- 1550 OAK VIEW AVE KENSINGTON 94706 16 DIABLO VALLEY MONTESSORI SCHOOL, INC. #2 3408 DEERHILL ROAD LAFAYETTE 94549 40 FIRST STEPS LEARNING CENTER 3201 STANLEY BOULEVARD LAFAYETTE 94549 32 OLD FIREHOUSE SCHOOL 984 MORAGA ROAD LAFAYETTE 94549 8 SEEDLINGS 49 KNOX DRIVE LAFAYETTE 94549 16 CHILDTIME CHILDREN'S CENTER 6635 ALHAMBRA AVENUE, STE. 300 MARTINEZ 94553 28 FOREST HILLS PRESCHOOL AND CHILD CARE 5834 ALHAMBRA AVENUE MARTINEZ 94553 16 FOREST HILLS PRESCHOOL AND CHILD CARE CENTER 127 MIDHILL RD MARTINEZ 94553 18 KIDS AT WORK 255 GLACIER DRIVE MARTINEZ 94553 15 KINDERCARE LEARNING CENTER 1285 MORELLO AVENUE MARTINEZ 94553 16 MARTINEZ EARLY CHILDHOOD CENTER, INC. 615 ARCH STREET MARTINEZ 94553 28 CHILD DAY SCHOOL, LLC - MORAGA 372 PARK STREET MORAGA 94556 10 CREATIVE MONTESSORI PRESCHOOL 1350 MORAGA WAY MORAGA 94556 14 LAMORINDA MONTESSORI LLC 1450 MORAGA RD. MORAGA 94556 12 LAMORINDA MONTESSORI LLC 350 RHEEM BLVD MORAGA 94556 57 CONTRA COSTA COUNTY CHILD START - LOS ARBOLES 240 LAS DUNAS OAKLEY 94561 16 KIDDIE ACADEMY 1620 NEROLY RD OAKLEY 94561 48 BABY YALE ACADEMY PITT 369 EAST LELAND ROAD PITTSBURG 94565 12 KINDERCARE LEARNING CENTER 150 EAST LELAND ROAD PITTSBURG 94565 36 LOS MEDANOS COLLEGE CHILD STUDY CENTER 2700 EAST LELAND RD. PITTSBURG 94565 16 YMCA OF THE EAST BAY - EAST LELAND ELC 2555 EAST LELAND ROAD PITTSBURG 94565 25 A SMALL WORLD INFANT & TODDLER CENTER 1641 OAK PARK BLVD. PLEASANT HILL 94523 51 ALICE'S MONTESSORI LEARNING CENTERS 1041 HOOK AVE. PLEASANT HILL 94523 24 DIABLO VALLEY COLLEGE DEVELOPMENTAL CHILDREN'S CTR 321 GOLF CLUB ROAD PLEASANT HILL 94523 20 KID TIME, INC. 2551 PLEASANT HILL ROAD PLEASANT HILL 94523 12 KIDZ-PLANET, INC 2245 MORELLO AVE SUITE C PLEASANT HILL 94523 46 YMCA OF THE EAST BAY - 8TH STREET CDC 445 8TH STREET CDC RICHMOND 94801 36 YMCA OF THE EAST BAY - RICHMOND CDC 485 LUCAS AVENUE RICHMOND 94801 32 CONTRA COSTA CO. CDC-CRESCENT PARK 5050 HARTNET AVENUE RICHMOND 94804 17 CONTRA COSTA CO. HEAD START - BALBOA CDC 1001 - SOUTH 57TH ST RICHMOND 94804 38 A LITTLE WORLD MONTESSORI SCHOOL 324 37TH STREET RICHMOND 94805 20 GEORGE MILLER CENTER - RICHMOND 2801 ROBERT MILLER DRIVE RICHMOND 94806 40 LA PETITE ACADEMY 3891 LAKESIDE DRIVE RICHMOND 94806 24 CONTRA COSTA CO. COMM. SVCS. - BAYO VISTA 2 CALIFORNIA STREET RODEO 94572 12 ST. PATRICK INFANT CENTER 907 SEVENTH STREET RODEO 94572 30 YMCA OF THE EAST BAY - RODEO CDC 200 LAKE AVE RODEO 94572 13 A LITTLE WORLD MONTESSORI ACADEMY 355 PARKER AVE RODEO 94572 12 CONTRA COSTA COLLEGE-EARLY CHILDHOOD LAB SCHOOL 2600 MISSION BELL DRIVE SAN PABLO 94806 26 146 Infant Care Facility Name Address City Zip Capacity KINDERCARE LEARNING CENTER, #1367 3240 SAN PABLO DAM ROAD SAN PABLO 94806 33 SONJA'S PRESCHOOL AND CHILDCARE CENTER 2300 EL PORTAL DR STE A SAN PABLO 94806 28 GODDARD SCHOOL, THE 100 GATEKEEPER RD SAN RAMON 94582 53 LITTLE BRIDGES CHILD CARE CENTER 9015 SOUTH GALE RIDGE ROAD SAN RAMON 94582 24 BRIGHT HORIZONS AT BISHOP RANCH 2603 CAMINO RAMON, STE. 150 SAN RAMON 94583 60 CHILD DAY SCHOOL, LLC - SAN RAMON 18868 BOLLINGER CANYON RD SAN RAMON 94583 9 GENIUS KIDS SAN RAMON 2021 SAN RAMON VALLEY BLVD. SAN RAMON 94583 27 LA PETITE ACADEMY SAN RAMON - INFANT 1001 MARKET PLACE SAN RAMON 94583 28 LITTLE BUTTERFLIES SAN RAMON, THE 2691 CROW CANYON ROAD SAN RAMON 94583 7 LITTLE REDWOODS INFANT CENTER, INC., THE 2400 OLD CROW CANYON ROAD, SAN RAMON 94583 12 PANACHE ENFANTS 2410 SAN RAMON VALLEY BLVD#100 SAN RAMON 94583 12 GAN YILADIM PRESCHOOL 1671 NEWELL AVENUE WALNUT CREEK 94595 9 LITTLE GENIUS ACADEMY 2131 OLYMPIC BOULEVARD WALNUT CREEK 94595 30 GAN B'NAI SHALOM AT CONGREGATION B'NAI SHALOM 74 ECKLEY LANE WALNUT CREEK 94596 18 LOVE AND CARE LEARNING CENTER 1985 GEARY ROAD WALNUT CREEK 94596 37 CRAWLERS 2 SCHOLARS-WALNUT CREEK 1338 LAS JUNTAS WAY WALNUT CREEK 94597 24 KLA SCHOOLS OF WALNUT CREEK 298 N. WIGET LANE WALNUT CREEK 94598 60 Source: https://www.ccld.dss.ca.gov/carefacilitysearch/DownloadData Table 73 – Single Licensed Child Care Facilities by Zip Code, December 2024 ALAMO COUNTRY SCHOOL 1261 LAVEROCK LANE ALAMO 94507 64 GRACE CHILDCARE CENTER / GRACE ARMS OF ANTIOCH 3415 OAKLEY RD ANTIOCH 94509 20 YMCA OF THE EAST BAY - EAST TREGALLAS ELC 112 EAST TREGALLAS ROAD ANTIOCH 94509 102 YMCA OF THE EAST BAY -LONE TREE ELC 1931 MOKELUMNE DRIVE ANTIOCH 94531 45 YMCA OF THE EAST BAY FAIRGROUNDS 1203 WEST 10TH STREET ANTIOCH 94509 126 SUNRISE PRE-K-INC 5037 SUNDANCE WAY ANTIOCH 94531 42 BABY YALE ACADEMY AT BP 33 AMBROSE AVENUE BAY POINT 94565 29 CCC HEADSTART-LAVONIA ALLEN CENTER 94 1/2 MEDANOS AVE BAY POINT 94565 40 AIM HIGH-ISAAC MONTANEZ 2340 SMITH ROAD BRENTWOOD 94513 45 BABY YALE ACADEMY-HARVEST PARK 605 HARVEST PARK, SUITE A BRENTWOOD 94513 108 SUNSHINE HOUSE - BRENTWOOD 401 CHESTNUT STREET BRENTWOOD 94513 6 HOLDING HANDS MONTESSORI 4000 CLAYTON ROAD CONCORD 94521 15 KIDANGO - BALDWIN 2750 PARKSIDE CIRCLE CONCORD 94519 16 KIDANGO HOLBROOK 3333 RONALD WAY CONCORD 94519 57 KIDS COUNTRY AT TASSAJARA HILLS 4675 CAMINO TASSAJARA DANVILLE 94506 255 FOUNTAINHEAD MONTESSORI SCHOOL-DANVILLE 939 EL PINTADO ROAD DANVILLE 94526 92 LEARN AND PLAY MONTESSORI DANVILLE 730 SAN RAMON VALLEY BLVD DANVILLE 94526 158 LITTLE GENIUS ACADEMY OF DANVILLE 1500 SHERBURNE HILLS ROAD DANVILLE 94526 70 POINT PLAYHOUSE, THE 11154 SAN PABLO AVE EL CERRITO 94530 19 LEARN AND PLAY MONTESSORI HERCULES INC 1702 PHEASANT DR HERCULES 94547 105 LEARN AND PLAY MONTESSORI HERCULES 1702 PHEASANT DRIVE HERCULES 94547 105 HEARTS LEAP NORTH 52 ARLINGTON AVE KENSINGTON 94707 44 KENSINGTON L'ACADEMY LANGUAGE IMMERSION 1550 OAK VIEW AVE KENSINGTON 94706 81 JOYFUL BEGINNINGS 955 MORAGA ROAD LAFAYETTE 94549 85 LEARN AND PLAY MORAGA, INC 1695 CANYON ROAD MORAGA 94556 135 LEARN AND PLAY MORAGA 1695 CANYON ROAD MORAGA 94556 137 TUDORKA TOTS INC 1689 SCHOOL ST MORAGA 94556 36 MONTESSORI IMPRESSIONS ACADEMY 10 RANCH HOUSE ORINDA 94563 15 HOLY SHEPHERD PRESCHOOL 433 MORAGA WAY ORINDA 94563 63 DESTINY ACADEMY 1411 EAST LELAND ROAD PITTSBURG 94565 74 YMCA OF THE EAST BAY - KIDS CASTLE ELC 55 CASTLEWOOD DRIVE PITTSBURG 94565 97 LOS MEDANOS COLLEGE CHILD STUDY CENTER 2700 EAST LELAND RD PITTSBURG 94565 24 DISCOVERYLAND PRESCHOOL 800 GRAYSON RD PLEASANT HILL 94523 93 LEARN AND PLAY PLEASANT HILL 1898 PLEASANT HILL RD PLEASANT HILL 94523 192 147 Center Name Address City Zip Capacity SMALL WORLD INFANT & TODDLER CENTER LLC, A 1641 OAK PARK BLVD PLEASANT HILL 94523 51 YMCA OF THE EAST BAY-E M DOWNER ELC 263 SOUTH 20TH STREET RICHMOND 94804 60 LITTLE TREASURES KIDS ACADEMY 3120 SHANE DRIVE RICHMOND 94806 77 GUIDEPOST MONTESSORI AT CROW CANYON 2671 CROW CANYON RD SAN RAMON 94583 150 KIDS' COUNTRY AT LIVE OAK 5151 SHERWOOD WAY SAN RAMON 94582 194 KIDS' COUNTRY AT NEIL ARMSTRONG 2849 CALAIS DRIVE SAN RAMON 94583 143 ALPHABEST AT HIDDEN HILLS 10701 ALBION ROAD SAN RAMON 94582 180 LIFE TIME - WALNUT CREEK 1315 BROADWAY PLAZA WALNUT CREEK 94596 60 PRIMROSE SCHOOL OF WALNUT CREEK EAST 2291 OAK GROVE ROAD WALNUT CREEK 94598 214 SAFARI KID-WALNUT CREEK 2210 OAK GROVE RD WALNUT CREEK 94598 8 Source: https://www.ccld.dss.ca.gov/carefacilitysearch/DownloadData As of December 2024, Contra Costa County has 435 licensed or license-pending family homes that serve at least 9 children with 6,050 day care slots, up 5.3% or 22 homes and 5.6% or 318 available family home slots since February 2022. Overall, 13 Contra Costa cities added slots since 2022, while 7 cities lost slots. Antioch (up 56 slots), Walnut Creek (up 70 slots), Pittsburg (up 98 slots), and Richmond (up 100 slots) saw the largest increase in the number of slots. Brentwood (down 40 slots), San Ramon (down 42 slots), El Sobrante (down 56 slots), and Hercules (down 56 slots) saw the largest declines. Currently, licenses for another 21 family homes with 286 day care slots not included in this analysis have inactive statuses. Note that the county has additional licensed or license-pending family homes with the capacity to serve fewer than 9 children, but these slots have been excluded from analysis because their locations are not released publicly. Table 74 – Child Care Slots in Licensed Family Homes by City, December 2024 ALAMO 3 40 ANTIOCH 54 754 BAY POINT 8 112 BETHEL ISLAND 0 0 BRENTWOOD 24 336 CLAYTON 4 56 CONCORD 47 656 DANVILLE 4 56 DISCOVERY BAY 1 14 EL CERRITO 25 346 EL SOBRANTE 6 84 HERCULES 13 180 KENSINGTON 1 14 LAFAYETTE 5 70 MARTINEZ 11 154 OAKLEY 21 294 ORINDA 1 14 PACHECO 4 56 PINOLE 8 110 PITTSBURG 34 476 PLEASANT HILL 15 200 RICHMOND 63 876 RODEO 3 42 SAN PABLO 13 180 SAN RAMON 41 574 WALNUT CREEK 26 356 435 6,050 148 AFFORDABILITY OF CHILD CARE According to the California Child Care Resource and Referral Network (www.rrnetwork.org), the cost of child care in Contra Costa County centers has increased since 2019, while the cost in family homes has fallen.18 In 2021, full-time care for infants costs an average of $20,796 in childcare centers and $14,796 in family childcare homes annually, representing a 6.9% ($1,336) increase for infant care in centers and a 24.0% ($4,664) decrease for infant care in family homes since 2019. The average annual cost for full-time preschool care in a center ($15,540) has increased 8.8% or $1,256 per year, while the cost of full-time preschool care in a family home ($13,116) has fallen 8.2% or $1,168 since 2019. Figure 23 – Number of Slots in Licensed Family Homes by City, 2022 – 2024 Table 75 – Child Care Costs by Age and Licensed Facility Type 2019 2021 CENTERS FAMILY HOMES CENTERS FAMILY HOMES Source: 2021 CA Child Care Portfolio, CA Child Care Resource & Referral Network; https://www.rrnetwork.org/. Note that portfolios are released biennially. Foster Care As of October 2024, the county has a total of 377 children age 0-17 in the foster care system, with 190 entries of all types. In 2024, the total in care in the county is down 30.2% or 163 children since 2021, while entries of any type fell 30.7% (down 84 children age 0-17) since 2021. Among the 478 of all ages in foster care in 2024, 18 https://rrnetwork.org/assets/general-files/4.05-California-and-County-Combined_2023-04-05-234809_jduh.pdf 0 100 200 300 400 500 600 700 800 900 AL A M O AN T I O C H CL A Y T O N CO N C O R D DA N V I L L E HE R C U L E S MA R T I N E Z OA K L E Y OR I N D A PA C H E C O PI N O L E RO D E O Feb 2022 Dec 2024 149 children age 0-5 continue to represent a relatively high proportion of those in care (31.0% or 148 children), although these figures continue to fall, down 21.0% from 169 (31.3%) children in 2021. The county has 33 (6.9%) infants, 62 (13.0%) 1-2 year olds and 53 (11.1%) 3-5 year olds in foster care as of October 2024. Table 76 – Change in Children in Foster Care, 2017-2024 Entries into Foster Care 441 395 274 190 -30.7% PIT Children in Foster Care 964 837 540 377 -30.2% Source: CA Child Welfare Indicators Project (CCWIP), UC Berkeley; https://ccwip.berkeley.edu/childwelfare/reports/Entries/MTSG/r/ab636/s In Contra Costa, foster care first entries among infants less than 1 month old fell 44.2% to 24 since 2021, and now represent 14.3% of all first entries. The number of infants age 1-11 months with first entries fell 7.7% to 24 infants since 2021, and represent another 14.3% of all first entries. The number of first entries involving 1 to 2 year olds (28) and 3 to 5 year olds (29) both fell slightly over 3% since 2021, and now represent 16.7% and 17.3% of all first entries, respectively. Children age 0-5 represent 62.5% (105) of all first entries in 2024, up 5.1 percentage points from 57.4% in 2021. Table 77 – First Entries into Foster Care by Age, 2010-2024 < 1 mos. 30 41 77 43 24 1-11 mos. 46 43 36 26 24 1-2 yrs. 57 59 34 29 28 3-5 yrs. 48 61 42 30 29 6-10 yrs. 49 107 54 44 22 11-15 yrs. 58 66 56 33 30 16-17 yrs. 13 12 15 18 11 Source: CA Child Welfare Indicators Project (CCWIP), UC Berkeley; https://ccwip.berkeley.edu/childwelfare/reports/Entries/MTSG/r/ab636/l Figure 24 – First Entries into Foster Care by Age, 2010 – 2024 In 2024, a total of 38 (22.6%) first entries into foster care in the county are African American children, 70 (41.7%) are Latino children and 39 (23.2%) are White children. 10 20 30 40 50 60 70 80 90 2010 2014 2018 2021 2024 < 1 mos. 1-11 mos. 1-2 yrs. 3-5 yrs. 150 Table 78 – Foster Care First Entries by Ethnicity, Contra Costa County 2010–2024 African American/Black 105 153 124 68 38 Asian/Pacific Islander -- -- -- -- -- Latino 94 102 76 75 70 White 89 122 81 61 39 Source: https://ccwip.berkeley.edu/childwelfare/reports/Entries/MTSG/r/ab636/l Foster Students Based on the latest CDE foster student enrollment date available, Contra Costa County has a total of 768 foster students in the 2020-21 school year, down 11.0% or 95 students from the prior year, compared to a 3.6% drop in the state. Of all foster students in the county, 45 (5.9%) are kindergarteners, which is down 18.2% or 10 students from 55 (6.4%) in the prior year. As in 2019-20, Antioch (199), Mt. Diablo (155), and West Contra Costa (122) unified districts have largest number of foster students of all ages. Antioch Unified (8), Oakley Union Elementary (7), Mt. Diablo Unified (6), and West Contra Costa Unified (6) are the districts with the largest share of foster kindergarteners. Antioch Unified (down 63), West Contra Costa Unified (down 48), and Contra Costa County Office of Education (down 35) saw the most significant declines in the number of foster students enrolled since 2019-20. Oakley Union Elementary (up 8) and Byron Union Elementary (up 5 foster students) saw the largest increases since 2019-20. Table 79 – Contra Costa County Foster Students, 2020-21 Acalanes Union High 0 0 4 4 Antioch Unified 8 78 113 199 Brentwood Union Elementary 5 19 9 33 Byron Union Elementary 1 14 6 21 Contra Costa County Office of Educ. 1 2 37 40 John Swett Unified 1 3 3 7 Knightsen Elementary 1 1 0 2 Liberty Union High 0 0 38 38 Martinez Unified 5 7 5 17 Moraga Elementary 0 1 1 2 Mt. Diablo Unified 6 65 84 155 Oakley Union Elementary 7 18 7 32 Orinda Union Elementary 0 1 0 1 Pittsburg Unified 5 31 55 91 San Ramon Valley Unified 0 7 15 22 SBE - John Henry High 0 0 2 2 Walnut Creek Elementary 0 0 1 1 West Contra Costa Unified 6 44 72 122 Source: California Department of Education (CDE), Data & Statistics; http://www.cde.ca.gov/ EDUCATION AND TRAINING Enrollment Public school enrollment in Contra Costa County, which had grown 2.8% or 4,793 students from 168,228 in 2010-11 to 173,021 in 2020-21, fell another 2.1% or 3,627 students in the 2023-24 school year. In 2023-24, total enrollment in Contra Costa County schools (169,394) is now a slight 0.7% (1,166) higher than in the 2010-11 151 school year. Compared to a 2.1% drop in the county as a whole, several districts experienced more significant declines in enrollment. Contra Costa school districts with the highest enrollment include Mt. Diablo Unified (30,010), West Contra Costa Unified (29,528), San Ramon Valley (29,235), and Antioch (16,045). Districts that saw much larger than average declines include John Swett Unified (down 7.0% or 92 students), Martinez Unified (down 5.3% or 212), San Ramon Valley Unified (down 4.9% or 1,491), West Contra Costa Unified (down 4.8% or 1,499), Canyon Elementary (down 4.2% or 3), and Antioch (down 3.3% or 554 students). In contrast, districts that saw the largest enrollment increases include Brentwood Union Elementary (up 8.1% or 728 students), Oakley Union Elementary (up 3.2% or 159), and Orinda Union Elementary (up 3.1% or 76 students). Table 80 – Contra Costa County Public School Enrollment, 2010–2024 168,228 171,418 174,802 177,370 177,942 173,021 169,394 Source: California Department of Education (CDE), Data & Statistics; http://www.cde.ca.gov/ Table 81 – Enrollment in Contra Costa County by School District, 2020 – 2024 Acalanes Union High 5,535 5,415 -120 -2.2 Antioch Unified 16,599 16,045 -554 -3.3 Brentwood Union Elementary 9,023 9,751 728 8.1 Byron Union Elementary 2,193 2,188 -5 -0.2 Canyon Elementary 72 69 -3 -4.2 Contra Costa Office of Ed 5,978 6,145 167 2.8 John Swett Unified 1,312 1,220 -92 -7.0 Knightsen Elementary 608 596 -12 -2.0 Lafayette Elementary 3,261 3,212 -49 -1.5 Liberty Union High 8,222 8,241 19 0.2 Martinez Unified 3,983 3,771 -212 -5.3 Moraga Elementary 1,769 1,775 6 0.3 Mt. Diablo Unified 29,908 30,010 102 0.3 Oakley Union Elementary 4,939 5,098 159 3.2 Orinda Union Elementary 2,478 2,554 76 3.1 Pittsburg Unified 11,015 10,709 -306 -2.8 San Ramon Valley Unified 30,726 29,235 -1,491 -4.9 SBE - John Henry High 292 285 -7 -2.4 Walnut Creek Elementary 3,467 3,547 80 2.3 West Contra Costa Unified 31,027 29,528 -1,499 -4.8 Source: California Department of Education (CDE), Data & Statistics; http://www.cde.ca.gov/ In 2023-24, the county’s student population is 38.4% Latino, 24.7% White, 14.7% Asian, 8.0% Black/African American, 7.6% multi-racial, 4.2% Filipino, and 0.3% American Indian/Alaska Native. Since 2020-21, county school districts saw the most notable declines in the number of White students (down 5,870 or 12.3%), Black/African American students (down 996 or 6.8%), American Indian/Native Alaskan students (down 11 or 2.1%), and Filipino students (down 115 or 1.6%). In contrast, the county saw increases in the number of multi- racial students (up 1,158 or 9.9%), Asian students (up 1,634 or 7.0%), and Hispanic/Latino students (up 606 or 0.9%). The racial and ethnic composition of the student body has changed dramatically since 2010, with the largest increases among multi-racial students (up 7,776 or 152.5%), Asian students (up 8,150 or 48.7%), and Latino students (up 13,126 or 25.3%). Since 2010, the county has seen the largest decreases among White students (down 21,497 or 33.9%), Black/African American students (down 2,413 or 15.1%), Native Hawaiian or 152 Pacific Islander students (down 146 or 12.6%), and American Indian/Alaska Native students (down 130 or 20.4%). In 2023, the American Community Survey estimates 288,485 residents age 3 and over are enrolled in school in the county, down 4,834 or 1.6% since 2020, compared to a 3.3% drop in the state. Contra Costa County (5.7%) continues to maintain a slightly higher proportion of enrollees who are preschoolers as compared to the state (5.1%) as a whole, but both proportions fell notably since 2020. The county also continues to have a much lower proportion of enrollees who are college or graduate students (26.8%) as compared to the state (30.0%), with both proportions down notably since 2020. Table 82 – Enrollment in Contra Costa Schools by Race and Ethnicity, 2010 – 2024 African American/Black Count 15,965 17,401 15,515 14,548 13,552 % 9.5 10.0 8.7 8.4 8.0 Amer. Indian/Alaskan Count 638 612 506 519 508 % 0.4 0.4 0.3 0.3 0.3 Asian/Asian American Count 16,751 20,418 22,989 23,267 24,901 % 10.0 11.7 12.9 13.4 14.7 Filipino Count 6,548 7,466 7,344 7,230 7,115 % 3.9 4.3 4.1 4.2 4.2 Native HI/Pac. Islander Count 1,162 1,191 1,137 1,026 1,016 % 0.7 0.7 0.6 0.6 0.6 White Count 63,337 58,953 52,146 47,710 41,840 % 37.6 33.7 29.3 27.6 24.7 Two or More Count 5,098 8,111 11,089 11,716 12,874 % 3.0 4.6 6.2 6.8 7.6 Hispanic/Latino Count 51,921 59,426 64,171 64,441 65,047 % 30.9 34.0 36.1 37.2 38.4 Source: California Department of Education (CDE), Data & Statistics; http://www.cde.ca.gov/ Figure 25 – School Enrollment by Race and Ethnicity, 2010 – 2024 0.0 5.0 10.0 15.0 20.0 25.0 30.0 35.0 40.0 2010-11 2014-15 2018-19 2020-21 2023-24 Black Asian Filipino White Two or More Latino 153 Compared to 2007, the county has seen a 8.4% decline in the proportion of enrollees who attend preschool, but a 1.0% increase of kindergarteners, a 2.1% increase of students attending grades 1-8, a 4.2% increase of high schoolers, and a 13.2% increase of students attending college. Table 83 – School Enrollment 2007 – 2023 COUNTY 2007 STATE 2007 COUNTY 2023 STATE 2023 COUNT PERCENT PERCENT COUNT PERCENT PERCENT Nursery school, preschool 17,851 6.5 5.6 16,359 5.7 5.1 Kindergarten 13,878 5.0 4.8 14,021 4.9 4.9 Elementary school (grades 1-8) 111,837 40.6 39.7 114,216 39.6 38.6 High school (grades 9-12) 63,847 23.2 22.3 66,507 23.1 21.4 College or graduate school 68,333 24.8 27.4 77,382 26.8 30.0 Total Enrollment 275,746 10,341,546 288,485 9,991,970 Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov Of all 288,485 Contra Costa residents age 3 and older enrolled in school, 16,359 (5.7%) attend nursery or preschool in 2023, down 10.2% or 1,855 students since 2020, compared to a 14.0% drop in California overall. The number preschoolers fell most notably in Concord (down 953), San Ramon (down 340), Brentwood (down 325), Pleasant Hill (down 201), and Richmond (down 172). In contrast, the estimated number of children enrolled in nursery or preschool rose most significantly in Antioch (up 245), Danville (up 191), and Martinez (up 183). Countywide, 47.7% of those enrolled attend public preschools, down 5.4% or 444 preschoolers since 2020, while 55.0% attend public preschools in California, down a notable 16.8%. Table 84 – School Enrollment by Census Place, 2023 Area California 9,991,970 507,325 5.1 279,070 55.0 934,169 414,608 44.4 Contra Costa Cty 288,485 16,359 5.7 7,811 47.7 25,424 12,988 51.1 Alamo 3,303 213 6.4 72 33.8 236 150 63.6 Antioch 28,701 1,389 4.8 882 63.5 2,482 1,067 43.0 Bay Point 6,268 214 3.4 102 47.7 748 216 28.9 Bayview 608 28 4.6 28 100.0 66 0 0.0 Bethel Island 476 0 0.0 0 - 0 0 - Blackhawk 2,241 53 2.4 0 0.0 108 53 49.1 Brentwood 18,661 876 4.7 635 72.5 1,079 581 53.8 Byron 533 0 0.0 0 - 0 0 - Clayton 3,280 166 5.1 92 55.4 169 139 82.2 Clyde 64 10 15.6 0 0.0 10 10 100.0 Concord 27,847 1,924 6.9 977 50.8 3,215 1,690 52.6 Contra Costa Ctr 1,462 51 3.5 39 76.5 49 39 79.6 Crockett 756 24 3.2 0 0.0 24 24 100.0 Danville 12,274 790 6.4 229 29.0 797 528 66.2 Diablo 359 67 18.7 67 100.0 67 67 100.0 Discovery Bay 3,710 209 5.6 153 73.2 325 171 52.6 E Richmond Hts 670 47 7.0 0 0.0 61 54 88.5 El Cerrito 5,495 498 9.1 148 29.7 503 385 76.5 El Sobrante 3,716 358 9.6 213 59.5 241 144 59.8 Hercules 5,782 366 6.3 123 33.6 343 162 47.2 Kensington 1,098 71 6.5 0 0.0 137 49 35.8 Knightsen 260 0 0.0 0 - 88 0 0.0 Lafayette 7,247 527 7.3 169 32.1 544 446 82.0 Martinez 7,914 1,109 14.0 529 47.7 1,198 888 74.1 Moraga 5,941 258 4.3 60 23.3 358 241 67.3 North Richmond 1,150 3 0.3 0 0.0 129 14 10.9 Oakley 10,989 660 6.0 340 51.5 1,373 485 35.3 154 Area Orinda 5,344 507 9.5 52 10.3 543 412 75.9 Pacheco 918 67 7.3 67 100.0 70 59 84.3 Pinole 3,896 225 5.8 120 53.3 356 167 46.9 Pittsburg 20,196 1,031 5.1 714 69.3 2,219 950 42.8 Pleasant Hill 8,150 486 6.0 169 34.8 710 391 55.1 Richmond 27,786 1,146 4.1 759 66.2 2,275 994 43.7 Rodeo 1,802 114 6.3 49 43.0 130 78 60.0 San Pablo 9,209 327 3.6 300 91.7 756 223 29.5 San Ramon 25,484 1,190 4.7 262 22.0 1,817 1,001 55.1 Tara Hills 1,333 33 2.5 33 100.0 38 0 0.0 Vine Hill 777 22 2.8 22 100.0 47 22 46.8 Walnut Creek 12,555 713 5.7 143 20.1 1,393 646 46.4 Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov About 12,988 (51.1%) of all 25,424 Contra Costa County 3-4 year olds are enrolled in preschool, down 1,600 children or 11.0% since 2020. County enrollment of 3-4 year olds (51.1%) continues to surpass the state (44.4%), which saw a steeper 15.1% decline in the enrollment of 3-4 year olds. Areas within the county with the largest declines in the enrollment of 3-4 year olds include Concord (down 769), San Ramon (down 298), Brentwood (down 212), Pleasant Hill (down 171), and El Sobrante (down 114). In contrast, Antioch (up 146), Moraga (up 84), Martinez (up 82), San Pablo (up 75), and Orinda (up 73) saw notable increases. School enrollment varies by nativity, as 6.2% of all 257,023 native-born residents 3 and older enrolled in preschool, while just 1.7% of all 31,462 foreign-born enrollees attend preschool. Among foreign-born enrollees, 1.5% of all 11,874 naturalized citizens 3 and older in school attend preschool. Among all 19,588 non-citizens in school, 1.9% attend preschool. Although the county has 31,462 foreign-born residents age 3 and older enrolled in school in 2023, which is down 242 enrollees since 2020, enrollment of naturalized citizens increased a slight 0.3 percentage points, while enrollment of non-citizens fell 1.4%. Of 31,462 foreign-born enrollees, 19,588 (62.3%) are non-citizens, down 276 since 2020. Richmond (2,959), Concord (2,201) and San Ramon (2,049) have the highest populations of non-citizens enrolled in schools. Table 85 – School Enrollment by Nativity and Census Place, 2023 Area Pop. 3 & over in school % Nursery/ preschool Native Foreign born 3 & over in school Nursery/ 3 & over in school Nursery/ 3 & over in school Nursery/ 3 & over in school Nursery/ California 9,991,970 5.1 9,020,631 5.5 971,339 1.3 376,618 0.7 594,721 1.7 Countywide 288,485 5.7 257,023 6.2 31,462 1.7 11,874 1.5 19,588 1.9 Antioch 28,701 4.8 25,905 5.1 2,796 2.6 1,247 5.8 1,549 0.0 Bay Point 6,268 3.4 5,431 3.9 837 0.0 118 0.0 719 0.0 Brentwood 18,661 4.7 17,210 5.1 1,451 0.0 460 0.0 991 0.0 Concord 27,847 6.9 24,234 7.5 3,613 2.7 1,412 0.0 2,201 4.5 Danville 12,274 6.4 11,359 6.9 915 1.2 237 0.0 678 1.6 El Cerrito 5,495 9.1 4,487 10.4 1,008 3.0 361 0.0 647 4.6 Hercules 5,782 6.3 4,994 6.5 788 4.9 623 0.0 165 23.6 Oakley 10,989 6.0 10,367 5.8 622 9.6 384 5.5 238 16.4 Pittsburg 20,196 5.1 18,032 5.6 2,164 0.6 805 0.0 1,359 1.0 Richmond 27,786 4.1 23,604 4.8 4,182 0.2 1,223 0.8 2,959 0.0 San Pablo 9,209 3.6 7,754 4.2 1,455 0.0 467 0.0 988 0.0 San Ramon 25,484 4.7 21,967 5.1 3,517 2.1 1,468 0.0 2,049 3.6 Walnut Creek 12,555 5.7 10,939 6.4 1,616 1.0 479 0.0 1,137 1.4 Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov 155 About 33.5% of all Californians age 3 and over who live below the FPL attend school in 2023, compared to 31.0% (28,295) in the county, down a notable 12.4% in the state but just 0.9% or 262 in the county since 2020. Communities with the largest declines in the number of enrollees below the FPL include Antioch (down 851 or 17.2%), Rodeo (down 449 or 65.6%), Discovery Bay (down 286 or 64.6%), San Pablo (down 222 or 18.4%), El Cerrito (down 182 or 25.9%), Oakley (down 174 or 17.2%), Danville (down 135 or 26.0%), and Blackhawk (down 124 or 100.0%). Compared to the county overall (31.0%), the percentage of residents 3 and older who live below the FPL and attend school is considerably higher than average in Clyde (75.0%), Diablo (68.9%), Moraga (60.1%), Bayview (45.0%), Lafayette (41.7%), Contra Costa Centre (39.6%), Pleasant Hill (39.0%), and Bay Point (38.5%). An estimated 1,405 Contra Costa residents below the FPL attend nursery or preschool in 2023, down 10.1% or 157 enrollees since 2020. The state as a while saw a steeper 28.5% decline in the number of preschool enrollees below the FPL. The highest preschool enrollment among residents below the FPL occur in Richmond (312), Concord (282), Antioch (167), Pittsburg (158), San Pablo (112), and Walnut Creek (94). In contrast to the county overall, areas that saw notable increases in the number of preschool enrollees below the FPL include Pittsburg (up 27), El Sobrante (up 24), Martinez (up 23), and San Pablo (up 20). Another 8,376 residents below the FPL attend college, down 7.2% or 646 enrollees since 2020, compared to a 13.8% drop statewide. Antioch (down 490), Richmond (down 243), El Cerrito (down 201), and San Pablo (down 180) saw the largest declines in the number of residents below the FPL in college, while Pittsburg (up 332), Moraga (up 257), Martinez (up 81), Lafayette (up 74), and San Ramon (up 67) saw the largest increases. Table 86 – School Enrollment of Residents Below FPL by Census Place, 2023 Area & Over Age 3 & Over < FPL Enrolled California 37,276,757 4,423,946 1,483,029 33.5 56,923 71,959 898,399 379,967 75,781 Contra Costa 1,115,436 91,142 28,295 31.0 1,405 1,570 16,944 6,898 1,478 Alamo 14,083 253 80 31.6 0 0 0 39 41 Antioch 111,022 12,333 4,089 33.2 167 220 3,020 598 84 Bay Point 22,800 3,004 1,156 38.5 25 74 824 194 39 Bayview 2,519 262 118 45.0 0 0 104 14 0 Bethel Island 2,144 638 63 9.9 0 0 63 0 0 Blackhawk 9,998 414 0 0.0 0 0 0 0 0 Brentwood 62,752 4,744 1,434 30.2 23 261 907 214 29 Byron 1,819 290 105 36.2 0 23 54 28 0 Clayton 10,789 236 10 4.2 0 0 3 7 0 Clyde 665 16 12 75.0 0 0 0 12 0 Concord 118,204 10,443 3,026 29.0 282 39 1,490 994 221 Contra Costa Ctr 6,919 670 265 39.6 0 17 96 117 35 Crockett 3,606 479 174 36.3 0 0 149 25 0 Danville 42,177 1,539 385 25.0 0 0 292 93 0 Diablo 1,062 106 73 68.9 0 0 37 36 0 Discovery Bay 14,740 916 157 17.1 17 0 92 48 0 E Richmond Hts 3,221 167 28 16.8 0 0 18 10 0 El Cerrito 25,007 1,903 522 27.4 10 5 136 302 69 El Sobrante 15,325 1,477 436 29.5 39 0 266 131 0 Hercules 25,522 1,408 263 18.7 15 0 69 169 10 Kensington 5,136 243 61 25.1 0 0 8 20 33 Knightsen 1,897 27 0 0.0 0 0 0 0 0 Lafayette 24,587 956 399 41.7 0 17 86 220 76 Martinez 34,885 2,376 600 25.3 23 5 189 319 64 Moraga 14,694 1,262 759 60.1 15 19 152 573 0 156 Area & Over Age 3 & Over < FPL Enrolled North Richmond 3,842 331 127 38.4 0 37 81 9 0 Oakley 42,237 2,838 837 29.5 8 26 574 229 0 Orinda 18,886 398 45 11.3 0 0 27 12 6 Pacheco 4,538 484 124 25.6 33 0 61 0 30 Pinole 18,334 1,187 138 11.6 0 31 35 46 26 Pittsburg 72,638 7,933 2,832 35.7 158 272 1,637 652 113 Pleasant Hill 32,905 2,027 790 39.0 20 28 442 94 206 Richmond 110,243 14,681 4,934 33.6 312 195 3,526 810 91 Rodeo 8,473 812 235 28.9 26 0 152 57 0 San Pablo 30,366 3,532 982 27.8 112 104 712 54 0 San Ramon 83,007 3,442 767 22.3 14 85 384 261 23 Tara Hills 4,619 306 48 15.7 0 17 0 31 0 Vine Hill 3,485 254 88 34.6 0 0 29 39 20 Walnut Creek 66,891 3,880 1,312 33.8 94 60 661 371 126 Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov. Figures based on population with known poverty status. About 30.0% of California residents age 3 and over and 26.8% (77,382) of Contra Costa residents 3 and over attend undergraduate or graduate college or professional school in 2023, down 6.1% statewide and down 3.9% or 3,112 students in the county. The proportion of residents age 3 and over enrolled in college exceeds the county average (26.8%) by far in Contra Costa Centre (54.2%), Bayview (53.0%), Moraga (48.5%), Bethel Island (46.8%), Byron (39.4%), Tara Hills (36.0%), and El Cerrito (35.8%). Countywide, 21.8% (62,979) attend undergraduate college, down 7.9% or 5,370 students since 2020. Another 5.0% (14,403) attend graduate or professional school, up a notable 18.6% or 2,258 students since 2020. Of Contra Costa’s 77,382 residents enrolled in college, 35,092 (45.3%) are male and 42,290 54.7%) are female. College enrollment of county males fell 4.4% while female enrollment fell 3.4% since 2020. Table 87 – College Enrollment by Census Place, 2023 Area over in undergrad College, Graduate, Graduate, college or college or college or college or California 9,991,970 2,434,213 24.4 564,829 5.7 2,999,042 30.0 1,360,708 1,638,334 Contra Costa Cty 288,485 62,979 21.8 14,403 5.0 77,382 26.8 35,092 42,290 Alamo 3,303 431 13.0 167 5.1 598 18.1 220 378 Antioch 28,701 6,616 23.1 695 2.4 7,311 25.5 3,387 3,924 Bay Point 6,268 1,345 21.5 226 3.6 1,571 25.1 683 888 Bayview 608 279 45.9 43 7.1 322 53.0 205 117 Bethel Island 476 223 46.8 0 0.0 223 46.8 163 60 Blackhawk 2,241 465 20.7 60 2.7 525 23.4 288 237 Brentwood 18,661 3,436 18.4 534 2.9 3,970 21.3 2,332 1,638 Byron 533 198 37.1 12 2.3 210 39.4 22 188 Clayton 3,280 877 26.7 176 5.4 1,053 32.1 546 507 Clyde 64 12 18.8 10 15.6 22 34.4 22 0 Concord 27,847 6,069 21.8 1,736 6.2 7,805 28.0 3,387 4,418 Contra Costa Ctr 1,462 480 32.8 312 21.3 792 54.2 397 395 Crockett 756 194 25.7 24 3.2 218 28.8 61 157 Danville 12,274 1,933 15.7 490 4.0 2,423 19.7 1,237 1,186 Diablo 359 36 10.0 14 3.9 50 13.9 0 50 Discovery Bay 3,710 567 15.3 364 9.8 931 25.1 446 485 E Richmond Hts 670 124 18.5 52 7.8 176 26.3 110 66 El Cerrito 5,495 1,453 26.4 513 9.3 1,966 35.8 1,102 864 El Sobrante 3,716 831 22.4 166 4.5 997 26.8 444 553 Hercules 5,782 1,583 27.4 328 5.7 1,911 33.1 887 1,024 Kensington 1,098 143 13.0 109 9.9 252 23.0 111 141 157 Area over in undergrad College, Graduate, Graduate, college or college or college or college or Knightsen 260 77 29.6 0 0.0 77 29.6 27 50 Lafayette 7,247 903 12.5 286 3.9 1,189 16.4 391 798 Martinez 7,914 1,665 21.0 446 5.6 2,111 26.7 903 1,208 Moraga 5,941 2,639 44.4 240 4.0 2,879 48.5 1,170 1,709 No. Richmond 1,150 343 29.8 0 0.0 343 29.8 130 213 Oakley 10,989 2,719 24.7 217 2.0 2,936 26.7 893 2,043 Orinda 5,344 729 13.6 252 4.7 981 18.4 520 461 Pacheco 918 142 15.5 63 6.9 205 22.3 68 137 Pinole 3,896 965 24.8 291 7.5 1,256 32.2 555 701 Pittsburg 20,196 5,321 26.3 1,110 5.5 6,431 31.8 2,592 3,839 Pleasant Hill 8,150 2,055 25.2 561 6.9 2,616 32.1 1,252 1,364 Richmond 27,786 6,443 23.2 1,433 5.2 7,876 28.3 3,582 4,294 Rodeo 1,802 355 19.7 120 6.7 475 26.4 183 292 San Pablo 9,209 1,942 21.1 288 3.1 2,230 24.2 621 1,609 San Ramon 25,484 4,485 17.6 1,228 4.8 5,713 22.4 3,190 2,523 Tara Hills 1,333 411 30.8 69 5.2 480 36.0 212 268 Vine Hill 777 131 16.9 35 4.5 166 21.4 85 81 Walnut Creek 12,555 2,865 22.8 1,152 9.2 4,017 32.0 1,641 2,376 Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov The educational attainment of Contra Costa residents age 25 and over had continued to improve since 2005, with 89.9% attaining at least a high school diploma or GED in 2020, but in 2023, that proportion fell to 89.6% in the county. In contrast, the statewide proportion increased from 83.9% in 2020 to 84.6% in 2023. The percentage of county residents who have a bachelor’s degree or higher did increase from 43.3% in 2020 to 44.9% in 2023 and continues to surpass the state’s rate (36.5%). Countywide, 11.0% (43,084) of males age 25 and over have less than a high school diploma, up a notable 6.8% or 2,745 males since 2020. An estimated 9.8% (41,157) of females age 25 and over have less than a high school diploma, up 3.1% or 1,239 females since 2020. An estimated 44.0% (172,722) of males and 45.8% (191,494) of females in the county hold a bachelor’s degree or higher in 2023, up 4.8% or 7,958 males and up 6.7% or 12,014 females since 2020 estimates. Table 88 – Educational Attainment by Sex and Census Place, 2023 Area over Diploma GED college more over Diploma GED college more California 13,305,329 2,111,415 2,849,541 3,589,209 4,755,164 13,635,869 2,037,731 2,646,654 3,872,287 5,079,197 % 15.9 21.4 27.0 35.7 14.9 19.4 28.4 37.2 Contra Costa Cnty Island 158 Area Brentwood Costa Ctr Bay Richmond Sobrante n Richmond Hill 159 Area Rodeo 3,027 436 641 1,133 817 3,168 537 684 1,092 855 % 14.4 21.2 37.4 27.0 17.0 21.6 34.5 27.0 San Pablo 9,730 2,608 3,411 2,608 1,103 10,437 2,589 2,919 3,006 1,923 % 26.8 35.1 26.8 11.3 24.8 28.0 28.8 18.4 San Ramon Creek Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov Figure 26 – Percentage of Residents with No High School Diploma by Sex, 2023 Transitional Kindergarten The most recent transitional kindergarten (TK) enrollment data available from the CDE for the 2022–23 school year indicates that TK cumulative enrollment in Contra Costa County schools, now 3,319, has increased significantly since 2020 (up 29.2%), serving an additional 751 students. California saw a similar 29.0% enrollment increase since 2020. The districts of Mt. Diablo Unified (up 181), San Ramon Valley Unified (up 171), Brentwood Union Elementary (up 104), Antioch Unified (up 46), Lafayette Elementary (up 45), and Pittsburg Unified (up 44) saw the largest gains in TK enrollment, but all districts saw increases since 2020. Of all 3,319 TK enrollees in Contra Costa County, 784 (23.6%) are English Learners (EL) and 1,269 (38.2%) are Socioeconomically Disadvantaged (SED), with these proportions lower than the statewide proportions of EL 0.0 5.0 10.0 15.0 20.0 25.0 30.0 35.0 La f a y e t t e Cl a y t o n Mo r a g a Or i n d a Al a m o Da n v i l l e CC C e n t r e Ma r t i n e z El C e r r i t o Vi n e H i l l Cr o c k e t t He r c u l e s Pi n o l e Cl y d e Ba y v i e w Co n c o r d Kn i g h t s e n Oa k l e y Ro d e o Ta r a H i l l s An t i o c h By r o n Pi t t s b u r g Ba y P o i n t Sa n P a b l o Pa c h e c o Males Females 160 (28.9%) and SED (62.1%). Since 2019-20, the number of EL participants in the county rose a notable 27.3% or 168 students, compared to a 27.8% increase in the state. The number of SED participants in the county also rose a significant 31.5% or 304 students, compared to a 32.7% increase in the state. Mt. Diablo Unified (up 84 students), West Contra Costa Unified (up 22), Antioch Unified (up 19), and Walnut Creek Elementary (up 17) experienced the largest increases in EL enrollment. The districts of Mt. Diablo Unified (up 115), Antioch Unified (up 45), Brentwood Union Elementary (up 35), Martinez Unified (up 31), and Pittsburg Unified (up 30) saw the largest increases in SED enrollment. Districts in Contra Costa County with the highest TK participation in 2022–23 include San Ramon Valley Unified (673), Mt. Diablo Unified (637), West Contra Costa Unified (492), Antioch Unified (320), and Brentwood Union Elementary (295). The proportion of TK students who are EL is much higher than the countywide average (23.6%) in West Contra Costa Unified (45.9%), Contra Costa Office of Education (43.5%), Pittsburg Unified (36.5%), and Mt. Diablo Unified (30.8%). The proportion of students who are SED is much higher than the countywide average (38.2%) in Contra Costa Office of Education (78.3%), John Swett Unified (71.4%), Pittsburg Unified (70.5%), Antioch Unified (70.0%), West Contra Costa Unified (66.1%), Martinez Unified (50.0%), and Oakley Union Elementary (45.5%). Table 89 – Contra Costa Transitional Kindergarten Enrollment by District, 2022–23 California 130,084 37,561 28.9 80,744 62.1 Contra Costa County 3,319 784 23.6 1,269 38.2 Contra Costa Off of Educ 23 10 43.5 18 78.3 Antioch Unified 320 71 22.2 224 70.0 Brentwood Union Elementary 295 41 13.9 81 27.5 Byron Union Elementary 70 3 4.3 23 32.9 Canyon Elementary 0 0 -- 0 -- John Swett Unified 35 7 20.0 25 71.4 Knightsen Elementary 22 0 0.0 3 13.6 Lafayette Elementary 88 9 10.2 5 5.7 Martinez Unified 94 10 10.6 47 50.0 Moraga Elementary 52 4 7.7 15 28.8 Mt. Diablo Unified 637 196 30.8 245 38.5 Oakley Union Elementary 143 20 14.0 65 45.5 Orinda Union Elementary 87 5 5.7 2 2.3 Pittsburg Unified 200 73 36.5 141 70.5 West Contra Costa Unified 492 226 45.9 325 66.1 San Ramon Valley Unified 673 83 12.3 44 6.5 Walnut Creek Elementary 116 33 28.4 21 18.1 Source: California Department of Education (CDE), Data & Statistics; http://www.cde.ca.gov/ Table 90 – Contra Costa Transitional Kindergarten Enrollment by School, 2022–23 School Name EL % EL SED % SD Alamo Elementary 21 1 4.8 0 0.0 Almond Grove Elementary 24 3 12.5 7 29.2 Antioch Charter Academy 8 2 25.0 4 50.0 Antioch Charter Academy II 8 0 0.0 4 50.0 Ayers Elementary 26 2 7.7 7 26.9 Bancroft Elementary 24 4 16.7 3 12.5 Bayview Elementary 26 15 57.7 22 84.6 Bella Vista Elementary 18 1 5.6 4 22.2 Belshaw Elementary 18 2 11.1 13 72.2 Bollinger Canyon Elementary 23 5 21.7 3 13.0 161 School Name EL % EL SED % SD Brentwood Elementary 50 4 8.0 12 24.0 Brentwood Union Elem. District Off. 1 0 0.0 0 0.0 Buena Vista Elementary 25 11 44.0 6 24.0 Burton Valley Elementary 24 2 8.3 2 8.3 Caliber: Beta Academy 23 10 43.5 18 78.3 Camino Pablo Elementary 33 1 3.0 8 24.2 Carmen Dragon Elementary 20 4 20.0 11 55.0 Cesar E. Chavez Elementary 22 16 72.7 22 100.0 Collins Elementary 25 2 8.0 13 52.0 Coronado Elementary 24 13 54.2 18 75.0 Country Club Elementary 24 4 16.7 3 12.5 Coyote Creek Elementary 26 7 26.9 1 3.8 Creekside Elementary 28 0 0.0 0 0.0 Del Rey Elementary 20 0 0.0 0 0.0 Delta View Elementary 27 7 25.9 16 59.3 Diablo Vista Elementary 16 1 6.3 8 50.0 Discovery Bay Elementary 16 2 12.5 8 50.0 Dover Elementary 23 14 60.9 23 100.0 Edward M. Downer Elem. 1 0 0.0 1 100.0 El Monte Elementary 30 11 36.7 15 50.0 Fair Oaks Elementary 28 19 67.9 19 67.9 Fairmont Elementary 26 13 50.0 15 57.7 Foothill Elementary 19 6 31.6 10 52.6 Ford Elementary 23 15 65.2 18 78.3 Fremont Elementary 20 6 30.0 16 80.0 Garin Elementary 27 1 3.7 4 14.8 Gehringer Elementary 23 3 13.0 8 34.8 Glorietta Elementary 20 4 20.0 1 5.0 Golden View Elementary 53 9 17.0 5 9.4 Grant Elementary 16 4 25.0 12 75.0 Grant Elementary 25 19 76.0 23 92.0 Green Valley Elementary 35 1 2.9 0 0.0 Greenbrook Elementary 49 6 12.2 2 4.1 Gregory Gardens Elementary 26 12 46.2 13 50.0 Happy Valley Elementary 40 3 7.5 0 0.0 Harding Elementary 22 5 22.7 5 22.7 Heights Elementary 23 10 43.5 20 87.0 Hidden Hills Elementary 26 5 19.2 4 15.4 Hidden Valley Elementary 42 5 11.9 10 23.8 Highland Elementary 2 2 100.0 2 100.0 Highlands Elementary 18 1 5.6 2 11.1 Highlands Elementary 26 12 46.2 15 57.7 Holbrook Language Academy 32 12 37.5 13 40.6 Indian Valley Elementary 18 9 50.0 6 33.3 Iron House Elementary 23 5 21.7 11 47.8 Jack London Elementary 24 1 4.2 18 75.0 John Baldwin Elementary 25 1 4.0 0 0.0 John Muir Elementary 25 2 8.0 13 52.0 John Swett Elementary 24 2 8.3 11 45.8 Kimball Elementary 18 3 16.7 9 50.0 Lafayette Elementary 24 4 16.7 3 12.5 Las Juntas Elementary 24 4 16.7 15 62.5 Laurel Elementary 26 1 3.8 11 42.3 Live Oak Elementary 29 6 20.7 0 0.0 Loma Vista Elementary 52 10 19.2 18 34.6 Lone Tree Elementary 19 5 26.3 11 57.9 Los Medanos Elementary 36 9 25.0 21 58.3 162 School Name EL % EL SED % SD Los Perales Elementary 19 3 15.8 7 36.8 Lupine Hills Elementary 22 5 22.7 7 31.8 Madera Elementary 22 5 22.7 3 13.6 Marina Vista Elementary 28 8 28.6 23 82.1 Marsh Creek Elementary 27 1 3.7 7 25.9 Marsh Elementary 21 6 28.6 18 85.7 Mary Casey Black Elementary 52 10 19.2 24 46.2 MDUSD Preschools 19 0 0.0 5 26.3 Meadow Homes Elementary 46 33 71.7 30 65.2 Michelle Obama Elementary 24 10 41.7 18 75.0 Mission Elementary 22 7 31.8 17 77.3 Montair Elementary 25 1 4.0 0 0.0 Monte Gardens Elementary 1 0 0.0 0 0.0 Montevideo Elementary 52 11 21.2 5 9.6 Morello Park Elementary 21 2 9.5 8 38.1 Mountain View Elementary 1 1 100.0 1 100.0 Mt. Diablo Elementary 40 1 2.5 0 0.0 Mt. Diablo Unified District Off. 1 0 0.0 0 0.0 Muir (John) Elementary 23 3 13.0 11 47.8 Murwood Elementary 25 6 24.0 5 20.0 Neil A. Armstrong Elementary 24 4 16.7 1 4.2 Nonpublic, Nonsectarian Sch 1 0 0.0 1 100.0 Nystrom Elementary 24 17 70.8 20 83.3 Oakley Elementary 24 6 25.0 14 58.3 Old River Elementary 22 0 0.0 3 13.6 Olinda Elementary 23 2 8.7 11 47.8 Orchard Park 24 2 8.3 15 62.5 Parkmead Elementary 24 4 16.7 2 8.3 Parkside Elementary 22 6 27.3 18 81.8 Peres Elementary 21 14 66.7 20 95.2 Pioneer Elementary 27 3 11.1 6 22.2 Pleasant Hill Elementary 24 4 16.7 7 29.2 Quail Run Elementary 43 10 23.3 5 11.6 R. Paul Krey Elementary 39 10 25.6 6 15.4 Rancho Romero Elementary 21 0 0.0 1 4.8 Richmond Chtr. Elem.-Benito Juarez 18 12 66.7 12 66.7 Richmond College Preparatory 28 19 67.9 24 85.7 Rio Vista Elementary 19 7 36.8 14 73.7 Rocketship Delta Prep 26 9 34.6 23 88.5 Rocketship Futuro Academy 48 34 70.8 41 85.4 Rodeo Hills Elementary 35 7 20.0 25 71.4 Ron Nunn Elementary 26 3 11.5 6 23.1 Shannon Elementary 26 6 23.1 14 53.8 Sheldon Elementary 23 5 21.7 13 56.5 Shore Acres Elementary 15 10 66.7 11 73.3 Silverwood Elementary 27 7 25.9 9 33.3 Sleepy Hollow Elementary 27 0 0.0 1 3.7 Stege Elementary 16 5 31.3 14 87.5 Stewart Elementary 24 9 37.5 7 29.2 Stoneman Elementary 25 4 16.0 21 84.0 Strandwood Elementary 27 3 11.1 4 14.8 Summer Lake Elementary 24 2 8.3 15 62.5 Sun Terrace Elementary 25 3 12.0 13 52.0 Sutter Elementary 14 3 21.4 11 78.6 Sycamore Valley Elementary 22 2 9.1 1 4.5 Tassajara Hills Elementary 21 1 4.8 2 9.5 Thomas Gaines Virtual Academy 5 0 0.0 4 80.0 163 School Name EL % EL SED % SD Timber Point Elementary 25 0 0.0 7 28.0 Turner Elementary 21 13 61.9 20 95.2 Twin Creeks Elementary 55 5 9.1 6 10.9 Valhalla Elementary 24 6 25.0 3 12.5 Valle Verde Elementary 22 5 22.7 3 13.6 Vista Grande Elementary 42 1 2.4 3 7.1 Vista Oaks Charter 30 1 3.3 8 26.7 Voices Coll.-Bound Lang. Acad WCCC 11 6 54.5 5 45.5 Wagner Ranch Elementary 20 1 5.0 0 0.0 Walnut Acres Elementary 24 3 12.5 1 4.2 Walnut Heights Elementary 24 3 12.5 2 8.3 Walt Disney Elementary 26 4 15.4 0 0.0 Westwood Elementary 1 0 0.0 0 0.0 Willow Cove Elementary 24 18 75.0 16 66.7 Woodside Elementary 23 6 26.1 6 26.1 Wren Avenue Elementary 8 1 12.5 5 62.5 Source: California Department of Education (CDE), Data & Statistics; http://www.cde.ca.gov/ Special Education According to the latest California Department of Education data regarding special education enrollment in Contra Costa County by school district, 22,312 students of all ages receive special education services in 2023- 24, up 1.8% or 390 students since 2018-19. The number of students receiving special education in the county represents 13.2% of total school enrollment in 2023-24, up from 12.3% in 2018-19. Since 2011, special education enrollment in Contra Costa County has increased by 5,035 students or 29.1%. Table 91 – Public School Special Education Enrollment in Contra Costa, 2011-2024 Number of Students 17,277 17,498 20,043 20,880 21,922 22,312 Percent of Enrollment 10.3 10.2 11.5 11.8 12.3 13.2 Source: California Department of Education (CDE), Data & Statistics; http://www.cde.ca.gov/ Figure 27 – Countywide Special Education Enrollment, 2011 – 2024 Considering enrollment by school district (22,312), the highest special education enrollment is in West Contra Costa Unified (4,106 or 18.4%), Mt. Diablo Unified (4,073 or 18.3%), San Ramon Valley Unified (3,289 or 14.7%), and Antioch Unified (2,699 or 12.1%). The largest increases in enrollment since 2018-19 occurred in San Ramon Valley Unified (up 227), Antioch (up 215), and Pittsburg Unified (up 132). 12,000 14,000 16,000 18,000 20,000 22,000 2011 2013 2015 2017 2019 2024 164 Table 92 – Special Education Enrollment by District, 2023-24 Acalanes Union High 675 3.0 Antioch Unified 2,699 12.1 Brentwood Union Elementary 1,442 6.5 Byron Union Elementary 126 0.6 Canyon Elementary 3 0.0 Contra Costa County Office of Education 198 0.9 John Swett Unified 215 1.0 Knightsen Elementary 65 0.3 Lafayette Elementary 437 2.0 Liberty Union High 1,271 5.7 Martinez Unified 636 2.9 Moraga Elementary 212 1.0 Mt. Diablo Unified 4,073 18.3 Oakley Union Elementary 881 3.9 Orinda Union Elementary 247 1.1 Pittsburg Unified 1,405 6.3 San Ramon Valley Unified 3,289 14.7 Walnut Creek Elementary 332 1.5 West Contra Costa Unified 4,106 18.4 Source: California Department of Education (CDE), Data & Statistics; http://www.cde.ca.gov/ Considering participants across all program settings (23,867) and disaggregating by student age, a total of 2,300 children age 3 to 5 receive special education services in the county, which represents 9.6% of all 23,867 special education enrollees who access services in 2023-24. Among special education students of all ages, the most common disability type countywide is specific learning disability, which impacts a minimum of 8,542 or 35.8% of students in 2023-24. The second most common condition is speech or language impairment, which impacts a minimum of 4,886 or 20.5% of students. Autism is the third most common condition impacting a minimum of 4,755 or 19.9% of students. Table 93 – Special Education Enrollment by Disability Type – All Ages, 2011-2024 Autism 1,358 1,625 2,214 2,601 3,167 4,755 Deaf 126 106 116 19 20 60 Deaf-Blindness -- -- -- 5 6 -- Emotional Disturbance 879 850 759 669 657 662 Hard of Hearing 220 239 325 288 261 210 Intellectual Disability 977 967 1,025 960 906 811 Learning Disability 7,841 8,120 8,387 8,728 8,829 8,542 Multiple Disability 85 99 130 34 70 210 Orthopedic Impairment 377 345 392 335 257 193 Other Health Impairment 1,002 1,258 1,693 2,108 2,620 3,415 Speech or Language Impairment 4,235 3,722 4,799 4,693 4,684 4,886 Traumatic Brain Injury 34 31 39 10 11 32 Visual Impairment 138 129 146 76 40 76 Source: California Department of Education (CDE), Data & Statistics; http://www.cde.ca.gov/. Note that CDE’s confidentiality policy prohibits reporting when counts drop below 11 students; therefore, all estimates of 1 reported here represent minimum counts only. The ACS also provides an estimate of the number of children with a major disability. In 2023, about 3.8% of children age 0-17 in California have a major disability, compared to 3.6% (9,381) in Contra Costa County. This represents a 8.6% increase in the state, compared to a sizable 4.3% or 418 decrease in the county since 2020. Estimates of 0-17 year olds with a major disability fell the most in Brentwood (down 376), Richmond (down 165 132), Pinole (down 124), Antioch (down 113), Lafayette (down 81), and Danville (down 76). In contrast, Walnut Creek (up 143), Pittsburg (up 111), San Ramon (up 102), San Pablo (up 96), and Pleasant Hill (up 93) saw the largest increases since 2020. The county has an estimated 995 children age 0-17 with a hearing difficulty and 1,356 with a vision difficulty. Areas with the largest number of children with hearing difficulties include Concord (185), Richmond (98), Pittsburg (81), San Ramon (74), and Walnut Creek (70). Areas with the largest number of children with vision difficulties include San Pablo (316), Antioch (151), Richmond (117), Pleasant Hill (115), and Oakley (102). In California, 0.7% of all 0-4 year olds have a major disability, compared to 0.6% (375) in Contra Costa County. This represents a sizable 9.2% decrease in the state, compared to a marked 20.6% increase in the county since 2020. Countywide, an estimated 172 0-4 year olds have a hearing difficulty in 2023, with the majority in Concord (93) and Walnut Creek (32). About 217 0-4 year olds have a vision difficulty in 2023, with the majority in Oakley (61), Antioch (45), and Richmond (43). Table 94 – Children with Major Disabilities by Disability Type and Census Place, 2023 Area Total Total California 8,722,158 333,248 3.8 44,821 60,710 2,213,973 15,369 0.7 11,626 7,453 CC County 257,939 9,381 3.6 995 1,356 62,580 375 0.6 172 217 Alamo 3,004 20 0.7 0 0 555 0 0.0 0 0 Antioch 26,852 1,475 5.5 53 151 6,304 59 0.9 14 45 Bay Point 6,466 233 3.6 10 11 1,977 0 0.0 0 0 Blackhawk 1,929 79 4.1 38 0 408 0 0.0 0 0 Brentwood 16,884 574 3.4 25 60 2,880 0 0.0 0 0 Clayton 2,510 18 0.7 3 6 342 0 0.0 0 0 Concord 26,517 1,379 5.2 185 83 8,440 93 1.1 93 0 Contra Csta Ctr 880 20 2.3 0 0 257 0 0.0 0 0 Danville 10,871 229 2.1 45 10 1,942 19 1.0 19 0 Discovery Bay 3,517 133 3.8 0 26 806 0 0.0 0 0 E Richmond Hts 581 58 10.0 0 41 146 0 0.0 0 0 El Cerrito 4,365 95 2.2 57 40 1,191 0 0.0 0 0 El Sobrante 3,230 176 5.4 48 48 689 0 0.0 0 0 Hercules 4,699 86 1.8 0 14 1,028 0 0.0 0 0 Lafayette 6,548 33 0.5 5 0 1,176 0 0.0 0 0 Martinez 7,414 314 4.2 24 0 2,567 0 0.0 0 0 Moraga 3,640 50 1.4 0 0 864 0 0.0 0 0 Oakley 10,828 523 4.8 37 102 3,319 61 1.8 0 61 Orinda 4,826 183 3.8 24 31 1,088 0 0.0 0 0 Pinole 3,188 90 2.8 66 13 821 0 0.0 0 0 Pittsburg 17,003 647 3.8 81 59 4,659 0 0.0 0 0 Pleasant Hill 6,901 243 3.5 11 115 1,736 15 0.9 0 15 Richmond 24,874 633 2.5 98 117 6,344 43 0.7 0 43 Rodeo 1,662 157 9.4 0 0 389 0 0.0 0 0 San Pablo 8,121 441 5.4 0 316 1,583 39 2.5 0 39 San Ramon 23,060 714 3.1 74 68 4,363 14 0.3 14 14 Tara Hills 1,202 52 4.3 20 0 329 0 0.0 0 0 Vine Hill 802 21 2.6 21 0 179 0 0.0 0 0 Walnut Creek 11,180 403 3.6 70 45 3,425 32 0.9 32 0 Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov 166 Academic Performance All students, including English Learners (EL) and special education students, participate in academic assessment testing. In January 2014, California Education Code Section 60640 established the new California Assessment of Student Performance and Progress (CAASPP) System to replace the Standardized Testing and Reporting (STAR) program. Thus, comparisons to STAR results in prior years has not been done. Across all grade levels in Contra Costa County in 2023-24, 50.53% of students meet or exceed the English Language Arts (ELA) standard, including 26.53% of students who meet and another 24.00% who exceed the standard. These results compare favorably to the state in which 47.04% of students meet or exceed the ELA standard, including 26.02% who meet the ELA standard and 21.02% who exceed the standard. Contra Costa County ELA results in 2023-24 are 1.67 percentage points lower than in 2020-21, while the statewide results fell 1.96 points as compared to 2020-21. Across all grade levels in 2023-24, 40.56% of Contra Costa County students meet or exceed the Mathematics standard, including 18.67% who meet and another 21.89% who exceed the standard. These results compare favorably to the state in which 35.54% of students meet or exceed the Mathematics standard, including 17.65% who meet the Mathematics standard and 17.89% who exceed the standard. Contra Costa Mathematics results in 2023-24 are 1.64 percentage points lower than in 2020-21, in contrast to the statewide results which improved 1.74 points since 2020-21. Figure 28 – Student Academic Performance, 2021 – 2024 English Learners Although the proportion of students in Contra Costa County who are English Learner (EL) has been lower than that of the state, this difference has generally narrowed over the past 15 years. In 2024, the percentage of EL students in California schools is 18.4%, up 0.7 percentage points from 17.7% in 2021, while 16.7% of students in Contra Costa County are ELs, up 1.6 points from 15.1% in 2021 and more than double the statewide proportion increase. Thus, in 2024, the percentage of EL students in the county is now just 1.7 percentage points 0.0 5.0 10.0 15.0 20.0 25.0 30.0 35.0 ELA MATH ELA MATH 2021 2024 California Meet California Exceed Contra Costa Meet Contra Costa Exceed 167 less than that of the state. The number of EL students enrolled in Contra Costa County schools in the 2023-24 school year is 28,239 (16.7%), up 8.4% or 2,183 students since 2020-21.19 Table 95 – Students Who Are English Learners in Contra Costa County, 2006–2024 Number of EL Students 27,156 29,149 30,947 28,982 28,454 26,056 28,239 Percent of All Students 16.3 17.3 17.7 16.3 15.9 15.1 16.7 Source: California Department of Education (CDE), Data & Statistics; http://www.cde.ca.gov/ The number of EL students in Contra Costa County varies considerably by school district with the majority by far in West Contra Costa Unified (9,527), Mt. Diablo Unified (6,629), Antioch Unified (3,251) and Pittsburg Unified (2,627). Districts with the highest proportion of EL students include SBE - John Henry High (38.6%), West Contra Costa Unified (32.3%), Pittsburg Unified (24.5%), Mt. Diablo Unified (22.1%), Antioch Unified (20.3%), and John Swett Unified (19.1%). Due to the difficulties the CDE reports with administering the ELPAC remotely in 2020, no further trend analysis has been done. Table 96 – English Language Learners by District, 2023-24 Acalanes Union High 139 2.6 Antioch Unified 3,251 20.3 Brentwood Union Elementary 896 9.2 Byron Union Elementary 108 4.9 Canyon Elementary 0 0.0 Contra Costa County Office of Educ. 1,006 16.4 John Swett Unified 233 19.1 Knightsen Elementary 72 12.1 Lafayette Elementary 117 3.6 Liberty Union High 595 7.2 Martinez Unified 272 7.2 Moraga Elementary 65 3.7 Mt. Diablo Unified 6,629 22.1 Oakley Union Elementary 657 12.9 Orinda Union Elementary 55 2.2 Pittsburg Unified 2,627 24.5 San Ramon Valley Unified 1,379 4.7 SBE - John Henry High 110 38.6 Walnut Creek Elementary 501 14.1 West Contra Costa Unified 9,527 32.3 Source: California Department of Education (CDE), Data & Statistics; http://www.cde.ca.gov/ The ACS also provides estimates of children in linguistically isolated households. A linguistically isolated household is one in which no household member older than 13 a) speaks English only, or b) speaks a language other than English and speaks English "very well." Since 2020, the number of California children age 5-17 in linguistically isolated households fell another 72,708 (down 13.5%), while the number in Contra Costa fell another 1,054 (down 8.4%) to 11,490. The largest declines in the county occurred in Pittsburg (down 612 or 51.1%), Concord (down 580 or 24.7%), Oakley (down 170 or 52.3%), Walnut Creek (down 164 or 62.1%), and 19 Per the CDE, 2020–21 Census Day Enrollment reflects lower English Learner (EL), Initially-Fluent English Proficient (IFEP), and Reclassified Fluent English Proficient (RFEP) enrollment due to difficulties experienced during the remote administration of English Language Proficiency Assessments for California (ELPAC) during COVID-mandated distance-learning. 168 San Pablo (down 145 or 12.3%). In contrast to these notable declines, estimates of children age 5-17 in limited- English households increased most notably in Brentwood (up 247 or 122.9%), El Sobrante (up 230 or 101.3%), Pleasant Hill (up 210 or 201.9%), and El Cerrito (up 96 or 147.7%). In 2023, the largest populations of children age 5-17 in limited-English households occur in Richmond (1,901), Concord (1,772), Antioch (1,506), San Pablo (1,038), Bay Point (888), and San Ramon (698). Current estimates indicate 65.0% (7,469) of Contra Costa County children in limited-English households speak Spanish, down a notable 17.4% or 1,574 children since 2020, similar to a 19.1% decline in the state overall. The communities of Pittsburg (down 733 or 68.0%), Concord (down 388 or 24.3%), Antioch (down 168 or 12.0%), San Pablo (down 161 or 17.0%), and Oakley (down 139 or 57.9%) saw the largest declines of children in limited- English households who speak Spanish, while Brentwood (up 159 or 102.6%) and El Sobrante (up 135 or 75.8%) saw notable increases. The number of Contra Costa County children who speak Asian or Pacific Islander languages in 2023 (1,998) rose 328 or 19.6% since 2020, but fell 2.6% in California overall. Table 97 – Language of Children Age 5-17 in Limited-English Households, 2023 Area Total Age 5-17 in LEHs Age 5-17, Speak only English Age 5-17, Speak Spanish other Indo-Euro Asian & Pac. Island Age 5-other languages California 467,546 42,917 306,421 28,748 80,229 9,231 % 9.2 65.5 6.1 17.2 2.0 Contra Costa County Centre Richmond 169 Area Total Age 5-17 in LEHs Age 5-17, Speak only English Age 5-17, Speak Spanish other Indo-Euro Asian & Pac. Island Age 5-other languages % 9.7 65.2 0.0 25.2 0.0 Pinole 107 0 32 0 75 0 % 0.0 29.9 0.0 70.1 0.0 Pittsburg 586 98 345 79 64 0 % 16.7 58.9 13.5 10.9 0.0 Pleasant Hill 314 21 0 64 229 0 % 6.7 0.0 20.4 72.9 0.0 Richmond 1,901 61 1,624 36 168 12 % 3.2 85.4 1.9 8.8 0.6 Rodeo 60 13 0 0 0 47 % 21.7 0.0 0.0 0.0 78.3 San Pablo 1,038 52 787 145 23 31 % 5.0 75.8 14.0 2.2 3.0 San Ramon 698 120 13 19 546 0 % 17.2 1.9 2.7 78.2 0.0 Tara Hills 24 0 24 0 0 0 % 0.0 100.0 0.0 0.0 0.0 Walnut Creek Source: 2023 ACS 2019-2023 5-Year Estimates. https://data.census.gov Chronic Absenteeism Chronic absenteeism is defined as absent from school at least 10% of the instructional days a student was enrolled to attend a school. The chronic absenteeism rate is calculated by dividing the number of students absent at least 10% of instructional days by the school’s enrollment. In 2023-24, Contra Costa County school districts have a chronic absenteeism rate of 20.1%, compared to 20.4% in California overall. Notably, chronic absenteeism in 2024 is up 8.9 percentage points in the county, while it is up 6.1 points in the state since 2020. In the 2023-24 school year, the county has 34,774 students categorized as chronically absent, a significant increase of 77.4% or 15,172 students since 2019-20. Note that since December 2017, the California Department of Education began reporting on chronic absenteeism rather than truancy, so pre-2017 results are not comparable with current data. Table 98 – Truancy and Chronic Absenteeism Rates in Contra Costa County, 2010–2024 Number of Students 57,902 69,975 71,180 19,462 19,602 34,774 Percentage of Students 34.9 38.9 38.9 12.1 11.2 20.1 Source: http://www.cde.ca.gov/ds/sd/cb/. * As of 2018-19, rates reported are chronic absenteeism. Districts with chronic absenteeism rates higher than the countywide average include Antioch Unified (34.6%), Pittsburg Unified (32.7%), John Swett Unified (29.9%), West Contra Costa Unified (27.5%), Liberty Union High (23.4%), and Mt. Diablo Unified (21.1%). Districts with the lowest chronic absenteeism rates in the county include Moraga Elementary (3.0%), Lafayette Elementary (4.5%), Orinda Union Elementary (4.7%), San Ramon Valley Unified (9.5%), and Acalanes Union High (9.9%). Districts with the highest number of chronically absent students in the 2023-24 school year include West Contra Costa Unified (8,410), Mt. Diablo Unified (6,543), Antioch Unified (5,832), and Pittsburg Unified (3,639). 170 Table 99 – Truancy and Chronic Absenteeism Rates by District, 2007 – 2024 Acalanes Union High 7.2 11.6 43.4 8.8 6.5 9.9 Antioch Unified 46.6 35.2 42.3 20.7 23.0 34.6 Brentwood Union Elementary 19.7 25.2 20.1 -- 5.0 14.9 Byron Union Elementary 32.1 21.8 21.3 10.0 9.6 10.5 Canyon Elementary 0.0 0.0 0.0 1.4 1.4 13.0 Contra Costa Office Of Ed 12.6 41.8 19.0 29.4 13.0 18.8 John Swett Unified 63.4 56.7 49.3 19.0 13.4 29.9 Knightsen Elementary 2.7 2.3 9.9 4.9 5.0 14.1 Lafayette Elementary 12.5 14.9 7.6 3.8 1.9 4.5 Liberty Union High 1.8 0.4 39.3 15.9 11.4 23.4 Martinez Unified 22.2 24.7 44.9 9.9 6.6 13.0 Moraga Elementary 0.2 0.3 15.7 2.2 2.4 3.0 Mt. Diablo Unified 6.6 25.2 36.6 12.5 10.8 21.1 Oakley Union Elementary 38.7 26.4 39.1 10.1 10.9 17.8 Orinda Union Elementary 0.2 0.2 0.3 3.1 1.6 4.7 Pittsburg Unified 59.2 51.0 35.0 14.9 14.7 32.7 San Ramon Valley Unified 28.0 21.0 28.0 5.0 2.7 9.5 SBE - John Henry High -- -- -- -- 12.7 10.2 Walnut Creek Elementary 15.0 15.9 17.6 4.2 4.1 10.9 West Contra Costa Unified 45.1 66.9 60.4 17.3 18.9 27.5 Source: http://www.cde.ca.gov/ds/sd/sd/filestd.asp. *As of 2018-19, CDE rates reported are chronic absenteeism. Graduation and Dropout Rates In 2023-24, the overall graduation rate (cohort, 4-year adjusted) in Contra Costa high schools is 89.9%, up a slight 0.4 percentage point from 89.5% in 2020-21. Notably, the countywide graduation rate has fallen below the statewide rate, which rose significantly from 87.7% in 2021 to 90.2% in 2024. Graduation rates in Contra Costa high schools are considerably higher than average (89.9%) in Acalanes Union High (97.5%), San Ramon Valley (97.3%), Martinez Unified (95.1%), and Liberty Union High (93.6%), while they are notably lower than average in Contra Costa Office of Education (28.9%), Antioch Unified (81.1%), West Contra Costa Unified (83.3%), and Mt. Diablo Unified (86.0%). Since 2021, the districts of Martinez Unified (up 5.1 percentage points) and John Swett Unified (up 3.9 points) saw the largest improvement in graduation rates, while Antioch Unified (down 4.5 points) and Contra Costa County Office of Education (down 3.9 points) saw the largest declines. Table 100 – Graduation Rates by District, 2023-24 Name Cohort Students Diploma Graduates Rate Grads Meeting UC/CSU Reqs Grads Earning Seal of Biliteracy Golden State Seal Merit Diploma Acalanes Union High 1,344 1,310 97.5% 1,070 467 881 Antioch Unified 1,346 1,092 81.1% 215 82 202 Contra Costa Off. of Ed. 38 11 28.9% 0 0 0 John Swett Unified 113 102 90.3% 41 0 0 Liberty Union High 2,056 1,925 93.6% 1,000 241 651 Martinez Unified 325 309 95.1% 131 12 105 Mt. Diablo Unified 2,227 1,915 86.0% 755 389 947 Pittsburg Unified 1,081 947 87.6% 300 184 191 San Ramon Valley Unified 2,685 2,613 97.3% 1,734 564 1,558 West Contra Costa Unified 2,133 1,777 83.3% 797 294 461 Source: https://dq.cde.ca.gov/dataquest/dataquest.asp 171 In 2023-24, the county’s overall dropout rate (6.8%) has increased to now exceed the statewide rate (6.3%). Dropout rates also vary by district, with 1-year rates notably higher than the county average (6.8%) in Contra Costa County Office of Education (55.3%), Antioch Unified (13.0%), Mt. Diablo Unified (12.3%), and West Contra Costa Unified (10.8%). Of the county’s 904 dropouts in 2024, the majority attended schools in the districts of Mt. Diablo Unified (273 or 30.2%), West Contra Costa Unified (231 or 25.6%), and Antioch Unified (175 or 19.4%). Table 101 – Dropout Rates by District, 2023-24 Acalanes Union High 1.0 Antioch Unified 13.0 Contra Costa County Office of Education 55.3 John Swett Unified 8.8 Liberty Union High 2.3 Martinez Unified 3.4 Mt. Diablo Unified 12.3 Pittsburg Unified 8.4 San Ramon Valley Unified 1.2 West Contra Costa Unified 10.8 6.8 6.3 Source: https://dq.cde.ca.gov/dataquest/dqcensus/CohOutcomeLevels.aspx?agglevel=county&year=2023-24&cds=07 Head Start HEAD START / EARLY HEAD START DEMOGRAPHICS In the 2024-25 school year, the county’s Early Head Start program served a cumulative total of 494 enrollees including the children of 34 pregnant women, which is a decrease of 31.5% or 227 children from 721 in in 2021- 22. The Head Start program served a cumulative total of 812 children, including new, continuing and turnover participants, which is a decrease of 16.4% or 159 children from 971 in 2021-22. Among Early Head Start participants, 38.1% (188) served are less than 1, including at least 34 unborn infants. Another 34.0% (168) of Early Head Start enrollees are 1 year old, and 27.7% (137) are 2 years old. Among Head Start participants in 2024-25, 7.4% (60) of children are 5 years of age or older, 42.9% (348) are 4 years of age, and 44.2% (359) of enrollees are 3 years of age. Table 102 – Early Head Start and Head Start Enrollees by Age, 2024–25 Early Head Start Head Start Number Percent Number Percent Total Enrollment 494 812 Source: Contra Costa County Head Start Program Information Reports, 2024-25. Actual cumulative enrollment includes turnover. 172 HEAD START / EARLY HEAD START RACE AND ETHNICITY In 2024-25, 74.4% (351) of Early Head Start and 64.4% (522) of Head Start enrollees are Latino, and Spanish is the primary language of 51.7% (244) of Early Head Start and 40.9% (331) of Head Start enrollees. White children make up 73.7% (348) of Early Head Start and 62.0% (502) of Head Start enrollment. Black or African American enrollees make up 16.3% (77) of all Early Head Start and 22.5% (182) of all Head Start participants. Only 2.3% (11) of Early Head Start and 6.3% (51) of Head Start enrollees are Asian. Table 103 – Head Start and Early Head Start Enrollees by Race and Ethnicity, 2024-25 2021 Latino/Hispanic 351 74.4 522 64.4 Non-Latino/Hispanic 121 25.6 288 35.6 African American 77 16.3 182 22.5 Caucasian / White 348 73.7 502 62.0 Multi-racial 35 7.4 72 8.9 Asian 11 2.3 51 6.3 Pacific Islander/ Native Hawaiian 0 0.0 2 0.2 American Indian / Alaska Native 0 0.0 1 0.1 Other / Unspecified 1 0.2 0 0.0 472 100.0 Source: Contra Costa County Head Start Program Information Reports, 2024-25. Actual cumulative enrollment includes turnover. FAMILY CHARACTERISTICS OF ENROLLED CHILDREN In the 2024-25 school year, single-parent families represent 66.4% (305) of 459 families with children in Early Head Start, which is a 34.0% drop of 157 single-parent families as compared to 2021-22 enrollment. The proportion of families enrolled in Early Head Start that are single-parent families fell from 72.5% to 66.4%. Single-parent families represent 74.0% (563) of 761 families with children in Head Start, which is a 18.5% drop of 128 single-parent families as compared to 2021-22. The proportion of families enrolled in Head Start that are single-parent families fell only slightly from 75.9% to 74.0%. Table 104 – Enrolled Families by Family Type, 2010–2025 2009-10 Two-parent families 154 24.2 738 36.4 Single-parent families 373 75.8 1,291 63.6 2024-25 Two-parent families 154 33.6 198 26.0 Single-parent families 305 66.4 563 74.0 Source: Contra Costa County Head Start Program Information Reports, 2009-10 & 2024-25 HEAD START / EARLY HEAD START ENROLLMENT ELIGIBILITY TYPES Children enrolled in both Early Head Start (71.1% or 340) and Head Start (50.1% or 407) are most commonly eligible for services based on income at or below the federal poverty level. Enrollment based on receipt of public assistance represents 9.2% or 44 children in Early Head Start and 13.9% or 113 children in Head Start. Over- 173 income enrollment accounts for 9.4% or 45 Early Head Start enrollees and 18.2% or 148 Head Start enrollees. Another 7.3 or 35 Early Head Start children and 14.4 or 117 Head Start children are in families with income between 100% and 130% of the federal poverty level. Eligibility based on foster care status accounts for 0.8% or 4 EHS children and 0.6% or 5 HS children. Children who are homeless account for 2.1% or 10 Early Head Start enrollees and 2.7% or 22 Head Start enrollees. The proportion of enrollees at or below the FPL rose 4.0 percentage points among Early Head Start participants and rose 1.0 points among Head Start participants since 2022. The proportion of enrollees who are homeless fell 2.0 percentage points among both Early Head Start and Head Start participants. Table 105 – Early Head Start and Head Start Enrollment by Eligibility Type, 2024–25 Income Eligible (at or < 100% of 340 71.1 407 50.1 Public Assistance 44 9.2 113 13.9 Foster Child 4 0.8 5 0.6 Homeless 10 2.1 22 2.7 Over Income 45 9.4 148 18.2 Income 101% to 130% of FPL 35 7.3 117 14.4 Source: Contra Costa County Head Start Program Information Reports, 2024-25 FAMILY SERVICES AND REFERRALS RECEIVED During the 2024-25 program year, a total of 129 Early Head Start families received family services or service referrals, down a significant 61.0% or 202 families from 331 in 2021-22. Services accessed most by Early Head Start families include education on preventive medical and oral health (99 received), discussing the screening and assessment results and progress of their child (94 received), and emergency or crisis intervention (25 received). Among Head Start families, 418 received family services or referrals, down 8.9% from 459 in 2021- 22. Services accessed most by Head Start families include discussing the screening and assessment results and progress of their child (352 received), education on preventive medical and oral health (350 received), and emergency or crisis intervention (66 received). Table 106 – Family Services Received, 2024-25 Emergency/crisis intervention (immediate need for food, clothing, shelter) 25 66 Housing assistance such as subsidies, utilities, repairs, etc. 8 1 Asset building services (financial educ., opening accounts, debt counseling) 14 34 Mental health services 0 0 Substance abuse prevention / treatment 0 0 English as a Second Language (ESL) training 0 2 Assistance enrolling in education or job training program 0 0 Research-based parenting curriculum 19 8 Involvement in discussing child’s screening and assessment results/progress 94 352 Supporting transitions between programs 19 7 Education on preventive medical and oral health 99 350 Education on health and developmental consequences of tobacco product use 11 37 Education on nutrition 0 0 Education on postpartum care (e.g. breastfeeding support) 3 0 Education on relationship/marriage 0 1 Assistance to families of incarcerated individuals 0 0 Source: Contra Costa County Head Start Program Information Reports, 2024-25 174 ESTIMATES OF HEAD START INCOME-ELIGIBLE CHILDREN The number of Contra Costa County children age 0-2 and 3-5 who may be income-eligible to receive Early Head Start or Head Start services may be estimated from 2023 American Community Survey 5-Year estimates of the population of children age 0-2 and 3-5 (Table 7), the number of 0-5 year olds at each income-to-poverty ratio level by area (Tables 34 and 35), and the number of women living below the federal poverty level with births in the past year (Table 36). In the table below, the population of 0-2 and 3-5 year olds has been multiplied by the percentage of all 0-5 year olds who live below 100% of FPL. The population of 0-2 and 3-5 year olds has also been multiplied by the estimated percentage of all 0-5 year olds living at 100% to 130% of FPL, assuming the number of children from 125% to 149% of FPL is equally distributed. The number of women below FPL with births in the prior year has been used as a proxy to estimate the number of potential income-eligible pregnant women. Totaling all estimates by age group yields an approximate 7,592 0-2 year olds, including 2,379 pregnant women may be eligible for Early Head Start, which is down 3.0% or 236 from 7,828 0-2 year olds in 2022. The estimated number of pregnant women below the FPL (2,379) rose 2.0% or 265 women since 2022. Another 5,518 3-5 year olds may be eligible for Head Start based on income alone, which is down a significant 10.5% or 650 from 6,168 3-5 year olds in 2022. The largest declines in estimates of income-eligible Early Head Start children and mothers occur in Antioch (down 310), Pittsburg (down 174), Rodeo (down 170), Bethel Island (down 82), and Concord (down 77). The largest declines in income-eligible Head Start children since 2022 occur in Antioch (down 446), Richmond (down 145), San Pablo (down 65), and Rodeo (down 61). In contrast, Brentwood (up 213), Richmond (up 190) and El Sobrante (up 72) saw relatively large increases in estimates of income-eligible Early Head Start children and mothers. Brentwood (up 135) and Pinole (up 69) also saw notable gains in income-eligible Head Start children. Table 107 – Estimates of Income Eligible Children by Age and Poverty Level, 2023 Area Population % Age 0-5 < FPL Estimate < FPL 100-130% of FPL w/ births < FPL A B F I D + G + I E + H Countywide 1,238 1,310 2,379 7,592 5,518 175 Area Population % Age 0-5 < FPL Estimate < FPL 100-130% of FPL w/ births < FPL A B F I D + G + I E + H 176 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2438 Name: Status:Type:Consent Item Passed File created:In control:3/18/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Interim Health Services Director, a purchase order with Illumina, Inc. in an amount not to exceed $165,119 and related agreements for the purchase of laboratory equipment and the provision of training, maintenance, and nucleic acid (DNA/RNA) sequencing services at Contra Costa Health’s Public Health Laboratory for four years following delivery and installation of the equipment. (100% Enhanced Detection Expansion Funds) Attachments:1. Quote with Terms and Conditions Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Purchase Order with Illumina, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Interim Health Services Director, 1) a purchase order with Illumina, Inc. in an amount not to exceed $165,119, 2) Terms and Conditions of Sale, and 3) Service Contract Terms and Limitations for the purchase of laboratory equipment and the provision of training, maintenance, and nucleic acid (DNA/RNA) sequencing services at Contra Costa Health’s Public Health Laboratory for four years following delivery and installation of the equipment. FISCAL IMPACT: Approval of this action will result in a one-time expenditure of up to $165,119 and will be funded by Enhanced Laboratory Capacity (ELC) Enhancing Detection Expansion funds. BACKGROUND: Approval of this action will allow for the purchase of an Illumina MiSeq i100 Plus System and four years additional service at the Contra Costa Public Health Laboratory. The MiSeq i100 Plus allows for a much faster processing time (three days down to one) than the current short-read sequencer and reduces staff hands-on time. The instrument will be used for more efficient and faster analysis of bacterial genetic sequences from patient specimens and retail meat samples. This purchase is subject to the Illumina, Inc. Terms and Conditions of Sale which limits the liability of the seller or its suppliers for costs of procurement of substitute products or services, lost profits, data or business, or for any indirect, special, incidental, exemplary, consequential, or punitive damages of any kind. The County is required to indemnify and hold harmless the seller, its affiliates, their non-affiliate collaborators and CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2438,Version:1 development partners that contributed to the development of the Product, and their respective officers, directors, representatives and employees against any claims, liabilities, damages, fines, penalties, causes of action, and losses of any and every kind (including reasonable attorneys’ fees), including without limitation, personal injury or death claims, and infringement of a third party’s intellectual property rights. All disputes arising out of the agreement are to be resolved through confidential binding arbitration. This purchase is being justified via sole source. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, use of the current, slower sequencing instrumentation will continue. Staff will continue with additional multi-step, hands-on processing time of specimens. Purchase of a new MiSeq i100 after June 2025, will cost the county additional funds and include additional installation fees due to expiration of discount offer. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ Quotation Number: 4709672 Quotation Date: May 29 2025 Expiration Date: Jun 30 2025 1 9 Illumina, Inc San Diego Illumina, Inc 5200 Illumina Way San Diego CA 92122-4616 USA Hereinafter referred to as “Illumina” CUSTOMER INFORMATION Contra Costa Public Health Lab 2500 Alhambra Ave Rm 209 Martinez, California, USA 94553-3156 Account Number Contact 19253705775 stephanie.trammell@cchealth.org Billing Entity Ship To 2500 Alhambra Ave , Rm 209 Ultimate Consignee USA HOW TO ORDER Illumina Representative: Gage Marquez (858) 295-9091 gmarquez@illumina.com Purchase this quotation on MyIllumina (https://my.illumina.com/order-management/quotes/4709672) Simply find the quote in your list or enter the quote number in the quote field and add to cart Unable to complete this transaction? Provide your purchase order and a copy of the quotation to Customer Care at customercare@illumina.com Toll Free: +1.800.809.ILMN (4566) Need to register? Create an account at my.illumina.com/welcome Quotation Number: 4709672 Quotation Date: May 29 2025 Expiration Date: Jun 30 2025 2 9 Illumina, Inc San Diego PRODUCT AND PRICING Catalog Number Item Description List Price (USD) Discount Discounted Price (USD) Units Term (Year s) Subtotal (USD) 20115695 MiSeq i100 Plus System The MiSeq i100 Plus System is a benchtop next generation sequencer that integrates sequencing, primary analysis and secondary analysis. The system includes embedded touchscreen monitor and on- instrument computer, control software, hardware accelerated Dragen Bio-IT secondary analysis pipelines and 12 months warranty (including parts and labor). The system can be installed by the customer, or an optional "Installed-by- llumina" package can be purchased by the customer. Installation costs are not included in the instrument (20.00%) 20132562 MiSeq i100 Installation and System Training – Customer Site MiSeq i100 system installation by Illumina Support. Instructor- led training provided to familiarize users with Illumina sequencing technology and the MiSeq i100 system. This 1.5-day service covers installation and provides hands-on training in MiSeq i100 run set-up and operation and run monitoring. The pricing is for a max of four trainees and no reagents will be (5.00%) 20132547 MiSeq i100 Plus Silver Support Plan Includes full coverage for parts, labor, and travel; Reagent replacement upon HW failures; 1 PM; Remote Technical Support 18x5; 2 business day on-site response target*; control SW and HW updates; on- site applications support; discounts on advanced training; remote monitoring available. (5.00%) Quotation Number: 4709672 Quotation Date: May 29 2025 Expiration Date: Jun 30 2025 3 9 Illumina, Inc San Diego performance, productivity, and cost to deliver confidence and peace of mind. Contract Term: 12.00 months Billing Frequency: In-Full 20132547 MiSeq i100 Plus Silver Support Plan Includes full coverage for parts, labor, and travel; Reagent replacement upon HW failures; 1 PM; Remote Technical Support 18x5; 2 business day on-site response target*; control SW and HW updates; on- site applications support; discounts on advanced training; remote monitoring available. This is the most popular full- service plan balancing performance, productivity, and cost to deliver confidence and peace of mind. Contract Term: 12.00 months Billing Frequency: In-Full (5.00%) 20132547 MiSeq i100 Plus Silver Support Plan Includes full coverage for parts, labor, and travel; Reagent replacement upon HW failures; 1 PM; Remote Technical Support 18x5; 2 business day on-site response target*; control SW and HW updates; on- site applications support; discounts on advanced training; remote monitoring available. This is the most popular full- service plan balancing performance, productivity, and cost to deliver confidence and peace of mind. Contract Term: 12.00 months Billing Frequency: In-Full (5.00%) 20132547 MiSeq i100 Plus Silver Support Plan Includes full coverage for parts, labor, and travel; Reagent replacement upon HW failures; 1 PM; Remote Technical Support 18x5; 2 business day on-site response target*; control SW and HW updates; (5.00%) Quotation Number: 4709672 Quotation Date: May 29 2025 Expiration Date: Jun 30 2025 4 9 Illumina, Inc San Diego remote monitoring available. This is the most popular full- service plan balancing performance, productivity, and cost to deliver confidence and peace of mind. Contract Term: 12.00 months Billing Frequency: In-Full Surcharge based on applicable 2025 tariffs. Tax is an estimate and is subject to change upon invoicing based upon the appropriate tax regulations. Inco Terms: DAP: Delivered At Place Payment Terms: Net 30 Days Catal og Num otion Name 2011 5695 1. MSQL OY3 1. the following conditions of sale and all terms noted in the Post Pricing Message herein. CONDITIONS OF SALE: • Customer agrees to provide Illumina with a purchase order for all Products listed in this Quotation before the Expiration Date listed on page 1. The purchase order must reference this Quotation. • Customer must take delivery of all Products listed in this Quotation pursuant to the shipping terms set forth herein. • Customer agrees that this Quotation and any order placed in connection with this Quotation shall be governed by the Illumina Terms and Conditions of Sale – Research Use Products and Service Contract Terms and Limitations, attached hereto or otherwise referenced herein. REGION-SPECIFIC TERMS Notwithstanding the language above, for all orders containing products shipped and sold to Greater China (including Hong Kong, Macau and Taiwan), the following additional terms will apply: Illumina is pleased to offer the special pricing listed above for the MiSeq i100 Plus Sequencing System(s) (Catalog 20126565) contingent on the Buyer meeting both the conditions of sale below and any applicable regional additional conditions of sale described below. If all the conditions are not met, Buyer will not receive the benefit of the special discount listed above, and Illumina Quotation Number: 4709672 Quotation Date: May 29 2025 Expiration Date: Jun 30 2025 5 9 Illumina, Inc San Diego 因美纳很高兴为 MiSeq i100 Plus测序系统（目录号 20126565）提供上述优惠价格，但买方必须同时满足下述销售条件和任何适用的区域附加销售条件。如果不满足所有条件，买方将无法享受上述折扣，对于因美纳已经提供但买方无权享受的折扣金额，因美纳有权要求买方返还。 Greater China 大中华区 The following additional conditions of sale apply to Greater China (including Hong Kong, Macau and Taiwan), irrespective of the shipping destination of the products listed in this Quotation. 以下销售条件适用于大中华区(包含香港、澳门和台湾)，无论本报价所列产品的装运目的地是哪里。 • Buyer agrees to provide Illumina with a purchase order for all Products listed in this Quotation before the Expiration Date listed on page 1 and no later than June 30, 2025. The purchase order must reference this Quotation. 买方同意在第 1 页所列有效期之前且不晚于2025年6月30日向因美纳提交本报价单所列所有产品的采购订单。采购订单必须引用本报价单。 • The special pricing set forth in this Quotation applies only to the purchase of the MiSeq i100 Plus product and only applies if the Buyer has previously purchased a MiSeq RUO（Catalog 15034551） or MiniSeq （Catalog 15073750） product from Illumina. 本报价单中规定的特殊价格仅适用于购买MiSeq i100 Plus, 并且仅适用于曾经从因美纳购买过MiSeq RUO （目录号 15034551）或者MiniSeq (目录号15073750)设备的买方。 • Buyer agrees that a maximum number of one (1) unit MiSeq RUO or one (1) unit MiniSeq may qualify for the special pricing for one (1) unit of MiSeq i100 Plus. 买方同意一(1)台 MiSeq RUO 或者一（1）台MiniSeq最多可获得一（1）台购买MiSeq i100 Plus的特价额度。 • Illumina reserves the right to audit whether Buyer fulfills the conditions of the special pricing. Buyer shall provide all reasonable assistance to Illumina with respect to the audit. 因美纳保留审核买方是否满足特价条件的权利。买方应就审核向因美纳提供一切合理协助。 • Buyer agrees that this Quotation and any order placed in connection with this Quotation shall be governed by the Illumina Terms and Conditions of Sale attached hereto or otherwise referenced herein. In the event of any conflict between the terms contained in these ADDITIONAL CONDITIONS OF SALE and the terms and conditions found in this Quotation not a part of these ADDITIONAL CONDITIONS OF SALE, the terms and conditions found in these ADDITIONAL CONDITIONS OF SALE shall control. 买方同意，本报价单和与本报价单相关的任何订单均受本报价单所附或本报价单中引用的因美纳销售条款和条件的管辖。如果这些附加销售条件中包含的条款与本报价单中其他的条款和条件（不属于这些附加销售条件的一部分）之间存在任何冲突，则应以这些附加销售条件中的条款为准。 • The special pricing listed above is not to be combined with any additional discounts （except for Distributor standard discount）. 上述特价不得与任何其他折扣同时使用(代理商标准折扣除外)。 Quotation Number: 4709672 Quotation Date: May 29 2025 Expiration Date: Jun 30 2025 6 9 Illumina, Inc San Diego Quotation Number: 4709672 Quotation Date: May 29 2025 Expiration Date: Jun 30 2025 7 9 Illumina, Inc San Diego SHIP SCHEDULE POLICY In cases where this Quotation does not include a pre-defined ship schedule, the following ship hold terms shall apply: • All orders requiring more than one delivery should have a defined ship schedule indicating quantity, product catalog numbers and shipment dates. Delay in providing a Ship Schedule may result in additional processing time. • First ship date must be no later than three months from order placement date. • The entire order must be shipped complete within 6 months of order placement, unless outlined by contract provisions. • Amendments to the Ship Schedule should be requested at least 14 days prior to the scheduled shipment date. Note that country specific terms will take governance. • Illumina may be able to accommodate requests for ship schedule modifications due to unforeseen circumstances to support our customers. Confirmation will be subject to approval and may impact lead time for delivery. • Any exceptions to the Ship Schedule terms must be agreed to in writing by Illumina. • If Customer cannot take shipment in accordance with these terms, Illumina reserves the right to cancel the order in its entirety or impose a fee for cancellation or shipment deferral. • Illumina reserves the right to amend the lead time necessary to initiate the first shipment (which may be longer than the lead time quoted at the time of order placement). Illumina does not supply plastics such as microplates or pipette tips for use in the listed assays and these are not included in the consumables pricing provided; however, as a result of the highly multiplexed nature of all assays, plastics alone contribute minimally to the final cost. Quotation Number: 4709672 Quotation Date: May 29 2025 Expiration Date: Jun 30 2025 8 9 Illumina, Inc San Diego Terms & Conditions The offer contained in this document is automatically revoked by Illumina if not executed by Customer and a purchase order received by Illumina before 5:00 pm (based on the location of the Illumina quoting entity) on the expiration date shown on page 1 of this Quotation. This Quotation and acceptance of the purchase order are also contingent upon successful completion of reviews by Illumina’s Global Trade Compliance and Regulatory Affairs including, but not limited to, reviews of applicable medical device requirements, import and export controls, and economic sanctions laws and regulations. Illumina reserves the right to revoke the offer contained in this quotation or to cancel the order based on such reviews. By this Quotation, Illumina conditionally offers to Customer the Illumina products and/or services described above subject to successful resolution of the mandatory screening process conducted by Illumina’s Global Trade Compliance and Regulatory Affairs teams. The Customer agrees to not export/re-export/transfer (including in- country transfer) any Illumina products and/or services to or grant access (including, without limitation, cloud access or access to software, technology, or know-how), to any of the following: • Entities or nationals of sanctioned countries or regions pursuant to applicable global export control regulations, export licensing of commodities or services intended for these countries is presumed denied. Re-export to these countries is prohibited; Customer may not proceed with any proposed transaction if it knows or has reason to know it would be contrary to applicable U.S. laws or regulations or the laws or regulations of other applicable countries or jurisdictions. • Entities listed on any government denied party/person list across the globe. • Any entities Customer knows or has reason to know are involved in designing, developing, manufacturing, or producing nuclear technology or nuclear, biological, or chemical weapons of mass destruction. Please note that cloud access and/or download of software, technology, and/or know-how from these countries or regions is considered an export under U.S. export and applicable economic sanctions laws and regulations and is therefore prohibited. Customer agrees to provide to Illumina a purchase order for all of the items listed in this Quotation prior to its expiration date with final details regarding the Customer company name, billing entity, ship-to, and ultimate consignee addresses, including specific contacts, building numbers, and e-mail information as these cannot be changed once the order is entered into Illumina’s ERP system. The purchase order must reference this Quotation and match the purchase amount stated. The terms and conditions attached hereto, as applicable to the specific product or service quoted (Terms and Conditions of Sale – Research Use Products and Service Contract Terms and Limitations), are the sole and exclusive agreement between Customer and Illumina with respect to the particular product or service. Quotation Number: 4709672 Quotation Date: May 29 2025 Expiration Date: Jun 30 2025 9 9 Illumina, Inc San Diego For the avoidance of doubt, any terms and conditions applicable to “Test Specific Products” that have a specific intended use in such products’ documentation, as set forth in such terms and conditions, are applicable only to in vitro diagnostic products. Additionally, notwithstanding the Illumina entity that is listed on the cover page of this Quotation, the parties understand and agree that in the event an Illumina affiliate provides products or services to Customer, such Illumina affiliate is the relevant quoting and contracting entity for such products or services under this Quotation and the relevant Terms and Conditions. By submitting an order, Customer accepts and agrees that the Terms and Conditions of Sale – Research Use Products and Service Contract Terms and Limitations attached hereto constitute the sole and exclusive agreements between Customer and Illumina with respect to the products and/or services as described above and accepts all other terms of this quotation. NOTWITHSTANDING THE FOREGOING, IF ILLUMINA AND CUSTOMER HAVE ENTERED INTO A VALID AND ENFORCEABLE SIGNED AGREEMENT GOVERNING THE ILLUMINA PRODUCTS AND/OR SERVICES DESCRIBED ABOVE, THE ORDER OF PRECEDENCE BETWEEN THE AGREEMENT AND ATTACHED DOCUMENTS SHALL BE AS FOLLOWS: IN THE EVENT OF A CONFLICT BETWEEN THE TERMS OF THE AGREEMENT AND THE ATTACHED DOCUMENTS, OR IF THE AGREEMENT INCLUDES ADDITIONAL TERMS NOT ADDRESSED IN THE ATTACHED DOCUMENTS, THE AGREEMENT SHALL GOVERN WITH RESPECT TO SUCH TERMS. TCs for Goods RUO Worldwide May 2025 Terms and Conditions of Sale -- Research Use Products 1. Definitions “Collection Territory” means the Ship-To Country. “Consumable(s)” means Seller branded reagents and consumable items that are intended by Seller to be consumed through the use of Hardware. “Documentation” means Seller’s user manual, package insert, and similar technical documentation, for the Product in effect on the date that the Product ships from Seller. Documentation may be provided with the Product at time of shipment or provided electronically from Seller. “Hardware” means Seller branded instruments, accessories, or peripherals. “Marketed Device” means a medical device that is intended for use in the diagnosis of or screening for disease or other conditions that either: (a) requires pre-market approval, notification or clearance by the United States Food & Drug Administration (“FDA”) or listing with FDA (or similar listing or approval from the applicable regulatory agency of the Ship -To Country) before it may be used (collectively, “Regulatory Approval”), and received such Regulatory Approval for distribution to third parties; or (b) uses, as a component of any test for which it seeks Regulatory Approval, a Product that is a research use only assay standing on its own (i.e., includes both the sequencer and the applicable assay-specific test kit) or the assay-specific test kit. Product(s)” means the item(s) acquired hereunder. Products may be Hardware, Consumables, or Software. Software may be embedded in or inst alled on Hardware or provided separately. “Purchaser” means the person or entity acquiring the Product with the intent to use the Product, from (i) Seller or (ii) Seller’s autho rized distributor or reseller. “Seller” means the Illumina entity selling the Product. The Seller is identified on the quotation, order acknowledgment or similar c ommunication, or Seller website if the order is being placed electronically at Seller’s website. “Software” means Seller branded software made available on the Hardware acquired hereunder (e.g., Hardware operating software and related installers) or other Seller branded software provided by Seller and accessed or otherwise used by Purchaser. “Specifications” means Seller’s written technical specifications for the Product in effect on the date that the Product ships from Seller. 2. Rights to Products upon Purchase Subject to these terms and conditions, Purchaser is granted only a non -exclusive, non-transferable, personal, right under Seller’s Core IP to use the Product in Purchaser’s facility in accordance with the Product’s Specifications and Documentation, specifi cally excluding the following “Excluded Uses”: any use that (a) is a use of the Product to perform non-invasive pre-natal testing, (b) is a use of the Product as, or as a component of, a Marketed Device, (c) is a use of the Product to perform testing of human samples and specimens collected from outside the Collection Territory, excluding testing for internal research (which includes research services provided to third parties), or (d) is a use of the Product (or information generated from the use of the Product) that is either prohibited by applicable law or regulation, or contrary to ethical guidelines promulgated by established national and international ethical bodies or is inconsistent with the principles set forth in Illumina’s Human Rights Policy (available at https://www.illumina.com/content/dam/illumina-marketing/documents/company/human-rights-policy.pdf). Additionally, Purchaser is granted a non-exclusive, non-transferable, personal, non- sublicensable license under Seller’s Core IP to install and use Software made available by Seller with the Product, solely in accordance with the Product’s Specification s and Documentation, specifically excluding the Excluded Uses; this license will terminate upon Purchaser’s failure to comply with these terms and conditions, or by Purchaser discontinuing use of the S oftware and destroying or removing all copies thereof. All Software, whether provided separately, installed on, or embedded in a Product, is licensed to Purchaser, not sold. Except as expressly stated in this Section no right or license under any intellectual property rights of Seller or Seller’s affiliates is or are granted, expressly, by implication, or by estoppel, to Purchaser, and any such rights are expressly reserved to Seller and its affiliates. Purchaser agrees that the contents of and methods of operation of the Product are proprietary to Seller and the Product contains or embodies trade secrets of Seller. “Core IP” means the intellectual property owned or controlled by Seller and Seller’s wholly-owned affiliates, as of the date the Product ships, that pertain to or cover aspects or features of the Pro duct (or use thereof) that are common to the Product in all applications and all fields of use but does not include intellectual property that pertain to or cover aspects or features of the Product (and use thereof) only with regard to specific field(s) or specific application(s). Purchaser is solely responsible for determining whether Purchaser has all intellectual property rights that are necessary for Purchaser’s intended uses of the Product. 3. Product Restrictions The conditions and restrictions found in these terms and conditions are bargained for conditions of sale and therefore contro l the sale of and use of the Products by Purchaser. a. Unauthorized Uses of Products. Purchaser agrees: (i) to only use the Product in accordance with the Product’s Documentation and Specifications and not to, nor authorize any third party to, use the Products as described in any Excluded Uses, (ii) to use each Consumable only one ti me, (iii) to use only Seller Consumables with Seller Hardware, and (iv) to not use the Products in a manner that deprives any individual or group of individuals her, his, or their fundamental human rights. The limitations in (ii)-(iii) do not apply if the Documentation or Specifications for the Product expressly state otherwise. Purchaser and any user of the Products shall comply with this Section 3 and all internationally -recognized human rights standards and best practices. Purchaser shall notify Seller of any suspected or actual breach of this section, or of any disappearance, theft, or confiscation of Products promptly, but no later than 15 days following knowledge of the applicable incident. b. Software License Restrictions. Licenses to the Software are not transferable. Purchaser acknowledges that certain Software may be subject to additional terms and conditions including, without limitation, the terms and conditions found at https://www.illumina.com/content/dam/illumina- marketing/documents/terms-conditions/united-states/illumina-software-subscription-agreement.pdf. Purchaser may not use, copy, modify, create derivative works of, reverse engineer, decompile, disassemble, distribute, sell, assign, pledge, sublicense, lease, loan, rent, timeshare or otherwise transfer the Software, nor permit any other party to do any of the foregoing. Purchaser may not remove from the Software, or alter, any of the trade marks, trade names, logos, patent or copyright notices or markings, or add any other notices or markings to the Software. Purchaser may not (and may not attempt to) def eat, avoid, by- pass, remove, deactivate or otherwise circumvent any protection mechanisms in the Software including without limitat ion any such mechanism used to restrict or control the functionality of the Software. c. Third Party Code. Purchaser acknowledges that certain Software may be subject to additional terms and conditions. To the extent third party c ode is included in Software and any term or condition of a third party license applicable to such third party code directly conflic ts with the terms and conditions set forth herein, the applicable term(s) or condition(s) of that third party license will be applicable only to that third party code a nd only to the extent necessary to remove the conflict. TCs for Goods RUO Worldwide May 2025 4. Regulatory The Product is labeled “For Research Use Only. Not for use in diagnostic procedures” or with a similar labeling statement. Purchaser acknowledges that (i) the Product has not been approved, cleared, or licensed by the United States Food and Drug Administration or any other regulatory entity whether foreign or domestic for any specific intended use, whether research, commercial, diagnostic, or otherwise, and (ii) Purchaser must ensure it has any regulatory approvals that are necessary for Purchaser’s intended uses of the Product. Illumina intends that its products be used only in a lawful and ethical manner. Purchaser agrees to comply with all applicabl e laws, regulations, and ethical guidelines promulgated by established national and international ethical bodies when using, mainta ining, and disposing of the Product and the information generated from the use of the Product. 5. Limited Liability TO THE EXTENT PERMITTED BY LAW, IN NO EVENT SHALL SELLER OR ITS SUPPLIERS BE LIABLE TO PURCHASER OR ANY THIRD PARTY FOR COSTS OF PROCUREMENT OF SUBSTITUTE PRODUCTS OR SERVICES, LOST PROFITS, DATA OR BUSINESS, OR FOR ANY INDIRECT, SPECIAL, INCIDENTAL, EXE MPLARY, CONSEQUENTIAL, OR PUNITIVE DAMAGES OF ANY KIND ARISING OUT OF OR IN CONNECTION WITH, WITHOUT LIMITATION, THE SALE OF THE PROD UCT, ITS USE, SELLER’S PERFORMANCE OR ANY OF THESE TERMS AND CONDITIONS, HOWEVER ARISING OR CAUSED AND ON ANY THEORY OF LIABI LITY (WHETHER IN CONTRACT, TORT (INCLUDING NEGLIGENCE), STRICT LIABILITY OR OTHERWISE). TO THE EXTENT PERMITTED BY LAW, SELLER’S TOTAL AND CUMULATIVE LIABILITY TO PURCHASER OR ANY THIRD PARTY ARISING OUT OF OR IN CONNECTION WITH THESE TERMS AND CONDITIONS, INCLUDING WITHOUT LIMITATION, THE PRODUCT (INCLUDING USE THEREOF) AND SELLER’S PERFORMA NCE, WHETHER IN CONTRACT, TORT (INCLUDING NEGLIGENCE), STRICT LIABILITY OR OTHERWISE, SHALL IN NO EVENT EXCEED THE AMOUNT PAID TO SELLER FOR THE PARTICULAR PRODUCT CONTAINED IN THE PARTICULAR ORDER THAT DIRECTLY CAUSED THE LIABILITY. 6. Limitations on Warranties TO THE EXTENT PERMITTED BY LAW AND SUBJECT TO THE EXPRESS PRODUCT WARRANTY MADE IN THESE TERMS AND CONDITIONS SELLER MAKES NO (AND EXPRESSLY DISCLAIMS ALL) WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, WITH RESPECT TO THE PRODUCT, INCLUDING WITHOUT LIMITATION , ANY IMPLIED WARRANTY OF MERCHANTABILITY, FITNESS FOR A PARTICULAR PURPOSE, NONINFRINGEMENT, OR ARISING FROM COURSE OF PERFORMANCE, DEALIN G, USAGE OR TRADE. WITHOUT LIMITING THE GENERALITY OF THE FOREGOING, SELLER MAKES NO CLAIM, REPRESENTATION, OR WARRANTY OF ANY KIND AS TO THE UTILITY OF THE PRODUCT FOR PURCHASER’S INTENDED USES. 7. Product Warranty All warranties are personal to the Purchaser and may not be transferred or assigned to a third -party, including an affiliate of Purchaser. All warranties are facility specific and do not transfer if the Product is moved to another facility of Purchaser, unless Seller conducts such move. The warranties described in these terms and conditions exclude any stand-alone third party goods that may be acquired or used with the Products. a. Warranty for Consumables. Seller warrants that Consumables, other than custom Consumables, will conform to their Specifications until the later of (i) 3 months from the date of shipment from Seller, or (ii) any expiration date or the end of the shelf -life pre-printed on such Consumable by Seller, but in either event, no later than 12 months from the date of shipment. With respect to custom Consumables (i.e., Consumables made to speci fications or designs made by Purchaser or provided to Seller by, or on behalf of, Purchaser), Seller only warrants that the custom Consumables will be made and tested in accordance with Seller’s standard manufacturing and quality control processes. Seller makes no warranty that custom Consumables will work as intended by Purchaser or for Purchaser’s intended uses. b. Warranty for Hardware. Seller warrants that Hardware, other than Upgraded Components, will conform to its Specifications for a period of 12 months after its shipment date from Seller unless the Hardware includes and requires Seller-provided installation in which case the warranty period begins on the date of installation or 30 days after the date the Hardware was delivered, whichever occurs first (“Base Hardware Warranty”). “Upgraded Components” means Seller provided components, modifications, or enhancemen ts to Hardware provided pursuant to the Base Hardware Warranty. Seller warrants that Upgraded Components will conform to their Specifications for a period of 90 days from the date the Upgraded Components are provided by Seller. Upgraded Components do not extend the Base Hardware Warranty unless the upgrade was conducted by Seller at Seller’s facilities in which case the upgrade d Hardware shipped to Purchaser comes with a new Base Hardware Warranty. c. Exclusions from Warranty Coverage. The foregoing warranties do not apply to the extent a non -conformance is due to (i) abuse, misuse, neglect, negligence, accident, improper storage, or use contrary to the Documentation or Specifications, (ii) use that is an Excluded Use, (iii) i mproper handling, installation, maintenance, or repair (other than if performed by Seller’s personnel), (iv) unauthorized alterations, (v) Force Majeure even ts, or (vi) use with a third party’s good (unless the Product’s Documentation or Specifications expressly state such third party’s good is for use with the Product). d. Procedure for Warranty Coverage. In order to be eligible for repair or replacement under this warranty Purchaser must (i) promptly contact Seller’s support department to report the non-conformance, (ii) cooperate with Seller in confirming or diagnosing the non -conformance, and (iii) return the Product, transportation charges prepaid to Seller following Seller’s instructions or, if agreed by Seller and Purchaser, grant Seller’s authorized repair personnel access to the Product in order to confirm the non-conformance and make repairs. e. Sole Remedy under Warranty. Seller will, at its option, repair or replace non-conforming Product that is covered by this warranty, provided that Seller can reasonably identify and confirm such nonconformance. The warranty period for repaired or replaced Consumables is 90 days fr om the date of shipment, or the remaining period on the original Consumables warranty, whichever is later. Hardware may be repaired or replaced with func tionally equivalent, reconditioned, or new Hardware or components (if only a c omponent of Hardware is non-conforming). If the Hardware is replaced in its entirety, the warranty period for the replacement is 90 days from the date of shipment or the remaining period on the original Hardware warranty, wh ichever is later. If only a component is being repaired or replaced, the warranty period for such component is 90 days from the date of shipment or the remaining period on the original Hardware warranty, whichever ends later. The preceding states Purchaser’s sole remedy and Seller’s sole obligations under the warranty. TCs for Goods RUO Worldwide May 2025 8. Indemnification a. Indemnification by Seller. Subject to these terms and conditions, including without limitation, the Exclusions to Seller’s Indemnification Obligations (Section 8(b) below), the Conditions to Indemnification Obligations (Section 8(d) below), Seller shall (i) defend, indemnify and hold harmless Purchaser against any third-party claim or action alleging that the Product when used in accordance with these terms and conditions infringes the valid and enforceable intellectual property rights of a third party, and (ii) pay all settlements entered into, and all final judgments and costs (including reasonable attorneys’ fees) awarded against Purchaser in connection with such infringement claim. If the Product or any part thereof, becomes, or in Seller’s o pinion may become, the subject of an infringement claim, Seller shall have the right, at its option, to (A) procure for Purchaser t he right to continue using the Product, (B) modify or replace the Product with a substantially equivalent non -infringing substitute, or (C) require the return of the Product and terminate the rights, license, and any other permissions provided to Purchaser with respect to the Product and refund to Purchaser the depreciated value (as shown in Purchaser’s official records) of the returned Product at the time of such return; provided that, no refund will be given for used-up or expired Consumables. This Section states the entire liability of Seller for any infringement of third-party intellectual property rights. b. Exclusions to Seller Indemnification Obligations. For the avoidance of doubt, Seller has no obligation to defend, indemnify or hold harmless Purchaser for any infringement claim to the extent such infringement arises from: (i) use of the Product in any manner or for any Excluded Use, (ii) use of the Product in any manner not in accordance with the rights expressly granted to Purchaser under these terms and conditions, (iii) use of the Pr oduct in combination with any third party products, materials, or services (unless the Product’s Documentation or Specifications expressly state such third party’s good is for use with the Product), (iv) use of the Product to perform any assay or other process not supplied by Seller, (v) Seller’s compliance with specifications or instructions for such Product furnished by, or on behalf of, Purchaser, or (vi) Purchaser’s breach of any of these terms and conditions, (vii) use of stand -alone third party goods that may be acquired or used with the Products (each of (i) – (vii), is referred to as an “Excluded Claim”). c. Indemnification by Purchaser. Purchaser shall defend, indemnify and hold harmless Seller, its affiliates, their non -affiliate collaborators and development partners that contributed to the development of the Product, and their respective officers, directors, representatives and em ployees against any claims, liabilities, damages, fines, penalties, causes of action, and losses of any and every kind (including reasonable attorneys’ f ees), including without limitation, personal injury or death claims, and infringement of a third party’s intellectual property rights, resulting from, relating to, or arising out of any Excluded Claim. d. Conditions to Indemnification Obligations. The parties’ indemnification obligations are conditioned upon the party seeking indemnification (i) promptly notifying the other party in writing of such claim or action, (ii) giving the other party exclusive control and authority ove r the defense and settlement of such claim or action, (iii) not admitting infringement of any intellectual property right without prior written consent of the oth er party, (iv) not entering into any settlement or compromise of any such claim or action without the other party’s prior written consent, and (v) providing reasonable assistance to the other party in the defense of the claim or action; provided that, the indemnifying party reimburses the indemnified party for its r easonable out-of-pocket expenses incurred in providing such assistance. 9. Payment Terms Seller will invoice upon shipment. Subject to Seller’s credit review of Purchaser (following which Seller shall inform Purcha ser of applicable payment terms), all payments are due within 30 days of the date of the invoice except that payments in Japan are due within 60 days of the date of the invoice. Purchaser shall pay all invoiced amounts in the currency found on the invoice. If payment is made by wire or other electronic funds transfer, Purchaser is solely responsible for any bank or other fees charged, and will reimburse Seller for any such fees. If any payment is not made by the due date Seller may exercise all rights and re medies available by law. Purchaser shall pay for all costs (including reasonable attorneys’ fees) incurred by Seller in connection with the collection of late payments. Each purchase order is a separate, independent transaction, and Purchaser has no right of set -off against other purchase orders or other transactions with Seller. Seller will determine payment terms on a per-order basis and may modify credit terms in its discretion. Any amounts n ot paid when due will accrue interest at the rate of 1.5% per month, or the maximum amount allowed by law, if lower. 10. Shipping Terms; Title and Risk of Loss Unless otherwise set forth in these terms or otherwise in writing by Seller or agreed in writing between the parties, all shipments are made DAP (Incoterms 2020) at the address designated by Purchaser at the time of ordering and Purchaser is responsible for freight and insurance which will be added to the invoice and paid by Purchaser, except that all shipments to member countries of the E.U. are made DDP (Incote rms 2020) at the address designated by Purchaser at the time of ordering. Title (except for Software and third-party software) and risk of loss transfers to Purchaser when Product is made available at such address ; provided, however, if Purchaser requires shipment of Product by means of Purchaser’s selected carrier, risk of loss transfers to Purchaser when the Product is delivered to Purchaser’s selected carrier. 11. Taxes Purchaser agrees that any applicable sales, use, excise, VAT (value added tax), GST (goods and services tax), withholding or other taxes will be calculated based on both the tax rates in effect on the date of shipment and the ship to address for the Product. Tax amounts listed on a quotation, if any, are for reference purposes only and are not binding on Seller. All prices and other amounts payable to Seller are exclusive of and are payable without d eduction for any taxes, customs duties, tariffs or other charges to the extent claimed or imposed by any governmental authority in connection with the manufacture, sourcing, shipment or sale of the Product, all of which will be passed through to and paid by Purchaser. In the event Seller is required by law or regulation to pay any such tax, duty, tariff or other charge, such amount will be added to the purchase price of the Product and invoiced to and paid by the Purchaser. For Purchasers in New Zealand, Seller and Purchaser agree that subsection 8(4) of the Goods and Services Tax Act 1985, as may be amended, does not apply to the Products. 12. General a. Applicability of Terms and Conditions. These terms and conditions exclusively govern the ordering, purchase, supply, and use of Product, and override any conflicting, amending and/or additional terms contained in any purchase orders, invoices, or similar documents all of which a re hereby rejected and are null and void. Seller’s failure to object to any such terms shall not constitute a waiver by Seller, nor constitute acceptance by Seller of such terms and conditions. Third party products may be subject to additional terms and conditions. b. Order Changes/Cancellations. Orders for Products may not be changed or cancelled once placed. c. Governing Law. These terms and conditions, their interpretation, and the performance of the parties shall be governed by the laws of (i) t he State of TCs for Goods RUO Worldwide May 2025 California, U.S.A., if Purchaser is located in the United States, (ii) the Province of British Columbia and the federal laws of Canada applicable in the Province of British Columbia, if Purchaser is located in Canada, or (iii) the laws of the country where the Seller entity is located, if Purchaser is not located in the United States or Canada. Seller and Purchaser agree that the United Nations Convention on Contracts for the International Sale of Goods shall not apply to these terms and conditions, including any terms in the Documentation. d. Arbitration. In Seller’s sole discretion, any dispute, claim or controversy arising out of or relating to these terms and conditions, shall be determined by confidential binding arbitration conducted in the English language, under generally accepted arbitration rules and procedures in a venue to be determined by Seller. In all cases of arbitration each party shall bear its own costs and expenses and an equal share of the arbitrator’s and adm inistrator’s fees of arbitration; neither party nor an arbitrator may disclose the existence, content, or results of any arbitratio n without the prior written consent of both parties, unless required by law; the decision of the arbitrator shall be final and binding on the parties, provided that, the arbitrator shall not have the authority to alter any explicit provision of these terms and conditions; judgment on the award may be entered in any court having jurisdiction. This clause shall not preclude the parties from seeking provisional remedies in aid of arbitration from a court of appropriate jurisdic tion. e. Representations and Warranties. Purchaser is not an authorized dealer, representative, reseller, or distributor of any of Seller’s, or its affiliates’, pro ducts or services. Purchaser represents and warrants that it (i) is not purchasing the Product on behalf of a third party, (ii) is not purchasing the Product in order to resell or distribute the Product to a third party, (iii) is not purchasing the Product in order to export the Product from th e country into which Seller shipped the Product pursuant to the ship-to address designated by Purchaser at the time of ordering (“Ship-To Country”), and (iv) will not export the Product out of the Ship-To Country. f. Remedies for Breach. In addition to any remedies specified elsewhere under these terms and conditions, and any remedies available to Seller under law or in equity, in the event Purchaser breaches these terms and conditions, including without limitation Sections 2-4, Seller may do any, all, or any combination of the following: (i) cease performance, including without limitation, cease further shipments of Product, (ii) terminate the ri ghts granted to Purchaser pursuant to Section 2 (Rights to Product Upon Purchase), (iii) terminate any service contracts then in effect for affected Product, (iv) terminate any remaining product warranty for the affected Product, or (v) require Purchaser to immediately pay any unpaid invoices. g. Service Contracts. If a Seller extended service contract for Hardware is being provided, then Seller’s standard terms and conditions for such service contract shall exclusively govern such extended service contract. h. Future Products. Any future products and/or services (“Unreleased Products”) are subject to new part numbers, pricing, and specifications and the acquisition of Product hereunder is not in reliance on the availability of any Unreleased Products. i. Seller Affiliates. Any actions or rights that may be performed or exercised by Seller may be performed or exercised by Seller itself or by any of its affiliates. By way of non-limiting example, Seller’s affiliates may carry out shipment, servicing, invoicing and receipt of payment. j. Force Majeure. Seller is not responsible for any failure to perform or delay attributable in whole or in part to any cause beyond its reas onable control, including but not limited to acts of God, fire, flood, tornado, earthquake, hurricane, lightning, government action s, actual or threatened acts of war, terrorism, civil disturbance or insurrection, sabotage, labor shortages or disputes, failure or delay in delivery by Seller’s suppliers or subcontractors, transportation difficulties, shortage of energy, raw materials or equipment, or Purchaser’s fault or negligence. In the event of any such delay the delivery date shall be deferred for a period equal to the time lost by reason of the delay. k. Notices. Any notice required or permitted shall be in writing and shall be deemed received when (i) delivered personally; (ii) 5 day s after having been sent by registered or certified mail, return receipt requested, postage prepaid (or 10 days for international m ail); or (iii) 1 day after deposit with a commercial express courier that provides written verification of receipt. l. Seller Information. Seller may maintain and use a database of orders and account information pertaining to Purchaser for purposes of order proc essing, maintaining records, assisting with future orders of Purchaser, and compliance with applicable laws and regulations. Purcha ser may not disclose any financial terms of this transaction to any third party without the prior written consent of the Seller, except as (and only to the exte nt) required by securities or other applicable law. Purchaser grants to Seller a non-exclusive, fully paid-up, royalty-free, worldwide, irrevocable, perpetual right and license, with the right to sublicense, to use and commercialize in any manner suggestions, ideas or comments provided by Purchaser to Seller related to the Products. m. Export Compliance. The Products, any related technology, or information provided to Purchaser may be subject to restrictions and controls imposed by United States export control laws and regulations and other countries’ applicable export control laws and regulations . Notwithstanding anything to the contrary in these terms and conditions, Purchaser agrees not to export, re-export, transfer, distribute, release, or use the Products, any related technology, or information sold to Purchaser into, any country or to any person or entity, or in any manner, in violation of such controls or any ot her laws, rules or regulations of any country, state or jurisdiction. n. Healthcare Law Compliance. Purchaser acknowledges and agrees that as a healthcare company, Seller, and Seller’s affiliates, may be required by applica ble law and regulation (“Healthcare Laws”) to disclose the existence of these terms and conditions, the terms herein including fi nancial terms, and the subject matter (e.g., the U.S. Sunshine Act, and state and foreign equivalents). Seller agrees it, and its affiliates, will disclose the least amount of information as possible in order to comply with such Healthcare Laws. o. Publicity. Purchaser agrees that it shall not issue any press release or make any public statement regarding acquisition of the Products, without prior written approval from Seller, which approval shall not be unreasonably withheld or delayed. p. Miscellaneous. Except as expressly stated in these terms and conditions, no right or license under any of Seller, or Seller’s affiliates, intellectual property rights is or are granted expressly, by implication, or by estoppel. All references to days mean calendar days unless specifically stated otherwise. Seller may cease performance (including cancellation of any order outstanding) immediately without liability to Purchaser if Purchaser becomes the subject of a voluntary or involuntary petition in bankruptcy or any proceeding relating to insolvency, receivership, liquidation or composition for the benefit of creditors. These te rms and conditions represent the entire agreement between the parties regarding the subject matter hereof and supersede all prior discussions, communications, agreements, and understandings of any kind between the parties. No amendment to these terms or waiver of any right, condition , or breach will be effective unless made in a writing signed by both parties. If any provision is held invalid or unenforceable, such provision shall be enforced to the maximum extent permissible so as to give effect to the intent of the parties, and the remaining terms will continue in full force and effect . The failure of either party to exercise any right granted herein or to require any performance of any term or the waiver by either party of any breach shall not prevent a s ubsequent exercise or enforcement of, or be deemed a waiver of any subsequent breach of, the same or any other term. Nothing herein shall constitute or create a joint venture, partnership, or any other similar arrangement between the parties. There are no third party beneficiaries to these terms and conditions. TCs for Goods RUO Worldwide April 2025 IN WITNESS WHEREOF, PURCHASER and SELLER have caused this Agreement to be executed by their duly authorized representatives as of the day and year last written below. Purchaser Name: Illumina, Inc.: Signature: ____________________________ Signature: ____________________________ Printed Name: ________________________ Printed Name: ________________________ Title: ________________________________ Title: ________________________________ Date: _______________________________ Date: _______________________________ Thomas Boyd Head of Region, Americas 6/3/2025 Service Contract Terms and Limitations Illumina’s Service Contracts are subject to the following terms, conditions, and limitations. 1. Definitions. “Service Contract” means, as applicable, the specific Seller Bronze, Silver, or Gold instrument service plan purchased by Purchaser, as identified and described in the Quotation. “Covered Hardware” means those portions of the Hardware that are covered by a Service Contract purchased by Purchaser hereunder. “Current Specifications” means Seller’s written specifications for the Covered Hardware that apply to such Covered Hardware as provided in the Service Contract that is purchased hereunder, but only if the purchased Service Contract provides that the Covered Hardware will conform to current specifications rather than the Original Specifications. “Purchaser” means the person or entity acquiring the Service Contract from Seller. “Documentation” means Seller’s user manual, package insert, and similar documentation, for the Covered Hardware in effect on the date that such Covered Hardware shipped from Seller. Documentation may have contained additional terms and conditions that are hereby incorporated herein by reference. Documentation may have been provided (including by reference to a website) with the Covered Hardware at time of shipment or provided electronically from Seller. “EULA” means the end user license agreement for Software. “Facility” means the physical address where Covered Hardware is located. “Hardware” means Seller branded instruments, accessories, or peripherals. “Original Specifications” means Seller’s written specifications for the Covered Hardware in effect on the date that such Covered Hardware shipped from Seller. “Original Terms” means the Seller terms and conditions of sale in effect on the date the Covered Hardware was shipped from Seller setting forth the terms and conditions of Purchaser’s purchase and use of such Covered Hardware, components thereof, and Software. “Quotation” means a written quotation provided by Seller to Purchaser for the Service Contract. “Seller” means the entity selling the Service Contract hereunder. The Selling entity is identified on the quotation, order acknowledgment or similar communication, or Seller website if the order is being placed electronically at Seller’s website. “Specifications” means the Current Specifications or the Original Specifications, as applicable; provided that, Specifications shall in all cases refer to the Original Specifications unless otherwise set forth in the Service Contract. “Site” means the smallest definable room that contains the Covered Hardware. “Software” means Seller branded software provided by Seller with the Covered Hardware. All Software is licensed and not sold and may be subject to additional terms found in the Software’s end user license agreement. “Term” means the length of the term of the Service Contract. 2. Term. All Service Contracts are for a period of 12 months, unless otherwise agreed to in writing by Seller or as set forth in the relevant Quotation. The effective date is as specified in the quotation. 3. Response Time and On-site Support. Seller will use commercially reasonable efforts to respond to Purchaser’s requests for service within the time period specified in the Service Contract. All requests for service must be made through Seller’s customer support organization (“Purchaser Solutions”). Please refer to Seller’s website for Purchaser Solutions contact information. Seller reserves the right to provide service and support by any method in its sole discretion, including but not limited to, remote instruction via telephone, Internet or email, mailing to Purchaser replacement parts or test equipment, exchanging Purchaser’s component equipment with loaner equipment while repairs are being made, and deploying service or applications personnel for on-site services. Other than installation and preventative maintenance visits, Seller shall determine in its sole discretion whether and when any personnel or replacement parts or equipment are to be sent to Purchaser’s site. Seller shall respond to Purchaser’s request for support in accordance with the average response time specified in the Service Contract. Seller will provide a minimum number of on-site support visits as specified in the Service Contract if the Purchaser has identified a specific need that can be fulfilled by the visit and if the Purchaser has made reasonable accommodation for scheduling the visit. If no need is identified and the timing of any visit cannot be scheduled at a mutually-agreeable date and time, Seller may provide fewer visits than prescribed in the Service Contract. 4. Software Support. During the Term, Seller shall use commercially reasonable efforts to provide all Software updates and qualified Software upgrades in accordance with the terms of the Service Contract as such materials become commercially available for distribution. Purchaser’s use of all Software, updates, and upgrades of Software shall be subject to this Agreement, the Original Terms, and the applicable EULA. 5. Hardware Support. During the Term, Seller shall use commercially reasonable efforts to install mandatory Hardware updates in accordance with the terms of the Service Contract as such materials become available for distribution. Whether a Hardware update is mandatory shall be determined by Seller in its sole discretion. Seller shall reschedule Hardware updates to coincide with preventive maintenance visits. If Purchaser requests that such Hardware updates occur at a time or date other than during preventive maintenance visits, Seller may, at its sole discretion, charge Purchaser for any costs and expenses incurred in connection with such Hardware update visit. All updated Hardware and components thereof and Purchaser’s use of the same shall be subject to this Agreement and the Original Terms. 6. Hardware Repairs. Seller shall use commercially reasonable efforts to repair Covered Hardware reported by Purchaser and deemed inoperable by Seller’s Purchaser Solutions personnel. Seller’s sole obligation hereunder is to provide parts and labor according to the terms of the Service Contract and is limited to only repair or replacement of Seller branded parts originally provided by Seller to Purchaser. All repaired or replaced items and Purchaser’s use of the Covered Hardware including the repaired or replaced components shall be subject to this Agreement and the Original Terms. For clarity, repaired or replaced items will be warranted to conform to the Specifications for 90 days from the date of installation or repair of such repaired or replaced item. 7. Documentation Updates. Seller shall use commercially reasonable efforts to provide updates to Documentation according to the terms of the Service Contract as they become available for distribution. Whether a Documentation update is mandatory shall be determined by Seller in its sole discretion. All updates to Documentation and Purchaser’s use of the Documentation shall be subject to this Agreement and the Original Terms. 8. Replacement Parts. All replacement parts and components provided by Seller will be new or refurbished, in Seller’s sole discretion, and shall be furnished on an exchange basis. All Hardware or components thereof or other parts removed for replacement shall become the property of Seller. All replaced parts and components and Purchaser’s use of the Covered Hardware including the replaced parts and components shall be subject to this Agreement and the Original Terms. For clarity, repaired or replaced items will be warranted to conform to the Specifications for 90 days from the date of installation or repair of such repaired or replaced item. 9. Loaner Hardware. Seller may choose to provide, in its sole discretion, loaner hardware or components to Purchaser to substitute for the Covered Hardware or a component thereof, while service is being provided. Seller will be responsible for all costs associated with the shipment of such loaner hardware or components to Purchaser’s Site, exclusive of any taxes or duties, which are the sole responsibility of Purchaser. Loaner hardware or components shall be certified by Seller’s Purchaser Solutions using the same criteria as used for new hardware or components. Loaner hardware or components shall remain the sole property of Seller, and must be returned within 30 days of Seller’s request. Purchaser’s use of loaner hardware or components shall be subject to Seller’s current terms and conditions of sale that apply to such loaner hardware or component. 10. Preventative Maintenance Visits. Seller will provide a preventative maintenance on-site visit according to the terms of the Service Contract, which may result in two to three days of system down time to Purchaser. Seller shall cooperate with Purchaser to schedule such preventative maintenance visits at a time that is mutually convenient for both parties. All such preventative maintenance services will be provided by Seller designated service personnel. All travel, labor and parts/materials expenses associated with prescribed preventative maintenance visits, visits to service, repair or replace covered items, and applications support visits as provided for in the Service Contract are included in the price set forth for such Service Contract. Preventative maintenance services include testing and adjusting the Covered Hardware to the Specifications. If any preventative maintenance visit within the Term is precluded due to Purchaser’s inability to provide a sufficient time period for such services and down time, Seller shall not be obligated to provide a substitute preventative maintenance visit. Seller shall not be liable for any economic, consequential, incidental, special or other damages or losses of any kind resulting from the down time during such preventative maintenance visits. 11. Purchaser Responsibilities. a. Proper Use: The performance of Covered Hardware when operated in corrosive environments, or in conditions, or in a manner, outside of the Specifications including Seller’s site requirements found in the Documentation or not in accordance with its Documentation may have their performance adversely affected, and are therefore not guaranteed hereunder. The Purchaser agrees to use the Covered Hardware in a safe and reasonable manner pursuant to the Documentation and the Original Terms. b. Access: The Purchaser will provide Seller with access to the Covered Hardware along with adequate working space and facilities within a reasonable distance of the Covered Hardware. Access will also be provided to all information and facilities that are reasonably necessary for Seller to service the Covered Hardware. c. Data Back-up and Security: The Purchaser is responsible for maintaining a procedure to reconstruct any lost or altered files, data, or programs, as well as for the security of all confidential, proprietary, and classified information. d. Networking: The Purchaser is responsible for maintaining all computer networking as it relates to the integration of any components of the Covered Hardware outside of such system and within the Purchaser’s network. e. Representative: A representative of Purchaser will be present on-site at all times service is being performed by Seller’s designated service personnel. f. Toxic/BioHazardous Substances: The Purchaser will notify Seller in writing if any Covered Hardware is used for analysis of toxic, hazardous or dangerous substances. Such Covered Hardware must be decontaminated by Purchaser in accordance with Seller’s decontamination procedures and Purchaser shall fax a completed and executed Decontamination Certificate to Purchaser Solutions before any service may be performed on the Covered Hardware. g. Environment: The Purchaser agrees to provide Seller’s designated service personnel with a safe environment for their work. h. Disposal of Waste Products: The Purchaser is responsible for the proper disposal of waste products that result from maintenance and service work on the Covered Hardware. i. Facilities: The Purchaser is responsible for ensuring that the Site will adhere to Seller’s site requirements found in the Documentation or Specifications. Any material deviation from Seller’s site requirements affecting the proper functioning of the Covered Hardware shall relieve Seller of its obligations under this Agreement, including without limitation, under the Service Contract. 12. Exclusions and Restrictions. The terms of this Agreement cover maintenance and repair for conditions that result from normal use and operation as described in the Documentation for the Covered Hardware. Seller will not be obligated to perform maintenance or repair on any Covered Hardware which, in its reasonable judgment: a. Has been subjected to abuse, misuse, neglect, negligence, accident, improper testing, improper installation other than installation performed by Seller authorized personnel, improper storage, improper handling, or use contrary to any instructions issued by Seller or has been used in any manner inconsistent with its Documentation: b. Has been repaired, altered, disassembled, reassembled, or damaged as a result of modifications made to the Covered Hardware that were not authorized in writing by Seller; c. Has been damaged by environmental conditions at the Site; d. Has not been installed, operated, repaired and maintained in accordance with its Documentation or has been damaged due to operators failing to perform standard operating procedures or routine maintenance as prescribed in the applicable Documentation; e. Has been moved from the Site by persons not expressly authorized in writing by Seller; f. Has been used with any third party software, hardware, or item including, without limitation, reagent which has not been previously approved in writing by Seller; g. Has been exposed to Bio-safety Level 3 or 4 agents (as defined by The Occupational Safety and Health Administration); h. Has been exposed to radioactivity, and has not been decontaminated to below exempt levels; or i. Has been damaged due to an act of Force Majeure as defined herein. 13. Services by Third Parties on Seller’ Behalf. Seller reserves the right to retain or contract outside vendors of its choosing to provide service and support hereunder. In any instance where the terms and conditions of such vendor’s service, support, and warranty agreement conflicts with the terms and conditions of this Agreement, the terms and conditions of this Agreement shall govern; provided, however that any exclusions on coverage contained in an OEM vendor’s terms and conditions shall remain in full force and effect. 14. Relocation of Hardware. All Service Contracts terminate automatically with immediate effect and without the need for notice to Purchaser if Covered Hardware is moved to a different Facility. Upon such termination, Seller will credit Purchaser’s account with Seller an amount equal to the unused portion of the Service Contract; provided that, Purchaser pre-paid for the Service Contract in full. If Seller conducts the move of the Covered Hardware on Purchaser’s behalf then Seller and Purchaser will enter into a new Service Contract for such Covered Hardware at the new Facility. 15. Export of Hardware. Purchaser agrees not to move or relocate Covered Hardware outside of the country to which Seller originally shipped it without the expressly written authorization of an officer of Seller. 16. Recertification Requirement. Hardware not under an existing Service Contract is only eligible for a Service Contract if Seller has inspected the Hardware and its ancillary equipment and provided a written notice to Purchaser that the Hardware is eligible for a Service Contract (“Recertification Requirement”). Purchaser acknowledges that Hardware may have to be repaired, at Purchaser’s sole expense, prior to being eligible for a Service Contract. Accordingly, Seller recommends that Purchaser renew its existing Service Contracts prior to their expiration. 17. Renewal of Service Contract. If Purchaser renews the Service Contract on a piece of Covered Hardware prior to the expiration of the Service Contract Seller will waive the Recertification Requirement. 18. Early Termination of Service Contract. Purchaser or Seller may, in its sole discretion, terminate the Service Contract early by providing 30 days prior written notice to the other, except that Purchaser must provide 120 days prior written notice to Seller with respect to Service Contracts under which Illumina provides dedicated on-site support of Purchaser. Upon such termination, Seller will credit Purchaser’s account with Seller an amount equal to the unused portion of the Service Contract; provided that, Purchaser pre-paid for the Service Contract in full; and provided further that, the amount of such credit will be reduced by the amount of any discount Seller provided Purchaser as a result of Seller purchasing a multi-year Service Contract (“Unearned Discount”). In the event Purchaser’s Unearned Discount exceeds the amount of credit that Seller would provide under this provision, Seller will invoice Purchaser the difference and such invoice shall be paid within 30 days. 19. Non-Transferable. All Service Contracts are personal to the original Purchaser of the Covered Hardware and may not be transferred or assigned to any third party. 20. Force Majeure. Seller is not responsible for any failure to perform or delay attributable in whole or in part to any cause beyond its reasonable control, including but not limited to acts of God, fire, flood, tornado, earthquake, hurricane, lightning, government actions, actual or threatened acts of war, terrorism, civil disturbance or insurrection, sabotage, labor shortages or disputes, failure or delay in delivery by Seller’s suppliers or subcontractors, transportation difficulties, shortage of energy, raw materials or equipment, or Purchaser’s fault or negligence. In the event of any such delay the delivery date shall be deferred for a period equal to the time lost by reason of the delay. 21. Unauthorized Activities. Purchaser agrees not to, nor authorize any third party to, engage in any of the following activities: (i) disassemble, reverse-engineer, reverse-compile, or reverse-assemble the Covered Hardware or an items provided hereunder (collectively “Materials”), (ii) separate, extract, or isolate components of the Materials or subject the Materials or components thereof to any analysis not expressly authorized in the Documentation, (iii) gain access to or attempt to determine the methods of operation of the Materials, or (iv) transfer to a third-party, or grant a sublicense to, any Software or any third-party software provided hereunder. 22. Limited Liability. TO THE EXTENT PERMITTED BY LAW, IN NO EVENT SHALL SELLER OR ITS SUPPLIERS BE LIABLE TO PURCHASER OR ANY THIRD PARTY FOR COSTS OF PROCUREMENT OF SUBSTITUTE PRODUCTS OR SERVICES, LOST PROFITS, DATA OR BUSINESS, OR FOR ANY INDIRECT, SPECIAL, INCIDENTAL, EXEMPLARY, CONSEQUENTIAL, OR PUNITIVE DAMAGES OF ANY KIND ARISING OUT OF OR IN CONNECTION WITH, WITHOUT LIMITATION, THE SALE OF THE COVERED HARDWARE OR SERVICE CONTRACT, THE USE OF THE COVERED HARDWARE, THE ITEMS AND SERVICES PROVIDED HEREUNDER, SELLER’S PERFORMANCE HEREUNDER OR ANY OF THESE TERMS AND CONDITIONS, HOWEVER ARISING OR CAUSED AND ON ANY THEORY OF LIABILITY (WHETHER IN CONTRACT, TORT (INCLUDING NEGLIGENCE), STRICT LIABILITY OR OTHERWISE). TO THE EXTENT PERMITTED BY LAW, SELLER’S TOTAL AND CUMULATIVE LIABILITY TO PURCHASER OR ANY THIRD PARTY ARISING OUT OF OR IN CONNECTION WITH THESE TERMS AND CONDITIONS, INCLUDING WITHOUT LIMITATION, THE COVERED HARDWARE OR ITEMS PROVIDED HEREUNDER (INCLUDING USE THEREOF), THE SERVICE CONTRACT, THE SERVICES PROVIDED HEREUNDER, AND SELLER’S PERFORMANCE HEREUNDER, WHETHER IN CONTRACT, TORT (INCLUDING NEGLIGENCE), STRICT LIABILITY OR OTHERWISE, SHALL IN NO EVENT EXCEED THE AMOUNT PAID TO SELLER FOR THE SERVICE CONTRACT AND BILLABLE SERVICES. 23. Limitations on Warranties. TO THE EXTENT PERMITTED BY LAW AND SUBJECT TO THE EXPRESS WARRANTIES MADE IN THESE TERMS AND CONDITIONS SELLER MAKES NO (AND EXPRESSLY DISCLAIMS ALL) WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, WITH RESPECT TO THE COVERED HARDWARE, THE ITEMS PROVIDED HEREUNDER, THE SERVICE CONTRACTS, AND THE SERVICES PROVIDED HEREUNDER, INCLUDING WITHOUT LIMITATION, ANY IMPLIED WARRANTY OF MERCHANTABILITY, FITNESS FOR A PARTICULAR PURPOSE, NONINFRINGEMENT, OR ARISING FROM COURSE OF PERFORMANCE, DEALING, USAGE OR TRADE. 24. Indemnification. Notwithstanding paragraphs 22 and 23, Seller will defend, indemnify, save, and hold harmless Purchaser and its officers and employees from any and all claims, demands, losses costs, expenses, and liabilities, for any direct damages to the extent arising from or connected with Seller or Seller’s personnel’s negligence or willful misconduct in providing the services hereunder. 25. Signature Page Follows IN WITNESS WHEREOF, PURCHASER and SELLER have caused this Agreement to be executed by their duly authorized representatives as of the day and year last written below. Purchaser Name: Illumina, Inc. Signature: Signature: Printed Name: Printed Name: Title: Title: Date: Date: Thomas Boyd Head of Region, Americas 6/3/2025 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2439 Name: Status:Type:Consent Item Passed File created:In control:5/12/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with HealthPlanCRM, LLC, in an amount not to exceed $510,000 for an electronic Medicare Advantage customer relationship management system and services for Contra Costa Health Plan for the period from June 24, 2025 through June 23, 2028. (100% Contra Costa Health Plan Enterprise Fund II) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Contract #77-782 with HealthPlanCRM, LLC, (dba Cavulus) ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Interim Health Services Director,or designee,to execute on behalf of the County a Master Subscription and Services Agreement with HealthPlanCRM,LLC,d/b/a Cavulus,a Delaware limited liability company (Cavulus),in an amount not to exceed $510,000,for a hosted Medicare Advantage customer relationship management software application and services for Contra Costa Health Plan (CCHP)for the period from June 24, 2025 through June 23, 2028. FISCAL IMPACT: This Contract will result in contractual service expenditures of up to $510,000 over a 3-year period and will be funded 100% by Contra Costa Health Plan Enterprise Fund II. BACKGROUND: This Contract meets the needs of CCHP by providing an electronic Customer Relationship Management (CRM) system. CCHP requires a Medicare Advantage CRM system for enrollment functions that meet all federal and state regulatory requirements. Cavulus’ MedicareCRM and Enrollment Channel Management (ECM) are cloud- based (hosted) member acquisition solutions specially designed for organizations such as CCHP, whose members may qualify as dual-eligible healthcare beneficiaries eligible for Medicare and Medicaid services. For that reason, Special Needs Plans (D-SNP) from Medicare Advantage provide a way to manage healthcare services under one policy. CCHP members with dual eligibility status can sign up for a type of D-SNP. Cavulus offers a solution tailored to the unique compliance and operational needs of a D-SNP Medicare Advantage (MA) plan that can integrate into CCHP's electronic health records system. CCHP must comply with, Department of Health and Human Services Centers for Medicare & Medicaid Services regulations outlined in 42 Code of Federal Regulations (CFR) section 422.60 (Enrollment Process) and 42 CFR § 422.2272 CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2439,Version:1 (Marketing and Communication Standards) to ensure a compliant, efficient, and member-friendly enrollment process. Additionally, under California’s Knox-Keene Health Care Service Plan Act (Health & Safety ode §13431.5), CCHP must maintain an enrollment system that safeguards consumer protections and ensures seamless member onboarding. This Contract supports CCHP access to a Medicare Advantage CRM system securely and in compliance with HIPAA regulations. This Contractor was approved by the County Administrator's Office as a sole source provider of its hosted system. A summary of service contract deliverables, including measurable outcomes required of the vendor to be monitored by the department in compliance with Section III(B)(7) of the Purchasing Policy (AB600.3), includes configuration and deployment of Contractor’s MedicareCRM and ECM, the County’s use of the software as a service under the license grant, and access to maintenance and support. This Contract was approved by Health Services Personnel to ensure there is no conflict with labor relations. Under this Contract #77-782, the parties will execute a Master Subscription and Services Agreement (including a Health Insurance Portability and Accountability Act of 1996 (HIPAA) Business Associate Exhibit) for CCHP’s access to Cavulus’ MedicareCRM and ECM member acquisition solutions. Under the Master Subscription and Services Agreement: (1) Cavulus’ liability is limited to the amount County has paid to Cavulus’ in the twelve months preceding the claim except for Cavulus’ indemnification obligations under the Master Subscription and Services Agreement or claims arising from a breach of County data.; (2) the County is obligated to indemnify Cavulus against claims arising from County’s misuse of the products, County’s breach of the Master Subscription and Services Agreement, and infringement of a third party’s intellectual property rights; and (3) the County is restricted from directly hiring employees of Cavulus. Approval of this new Contract #77-782 allows the contractor to provide its CRM Software as a Service through June 23, 2028. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved, CCHP will not have the ability to enroll any D-SNP Medicare Advantage Members. There is no manual workaround or alternative system in place so failure to implement this solution will result in CCHP being completely unable to participate in D-SNP Medicare Advantage, leading to a loss of up to $22 million in projected funding and 52 unfunded County staff positions. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2440 Name: Status:Type:Consent Item Passed File created:In control:5/13/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with Foley & Lardner, LLP, in an amount not to exceed $450,000 for the provision of legal services related to Medi-Cal audit appeals and other Contra Costa Health Plan appeals, report issues, and authorized litigation issues for the period July 1, 2025 through June 30, 2026. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Contract #23-074-47 with Foley & Lardner, LLP ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute on behalf of the County Contract #23-074-47 with Foley & Lardner, LLP, a limited liability partnership, in an amount not to exceed $450,000, for the provision of legal services related to Medi-Cal audit appeals and other Contra Costa Health Plan appeals, report issues, and authorized litigation issues, for the period from July 1, 2025 through June 30, 2026. FISCAL IMPACT: Approval of this Contract will result in annual expenditures of up to $450,000 and will be funded as budgeted by the department in Fiscal Year 2025-26 by 100% by Hospital Enterprise Fund I revenues. BACKGROUND: Since 1985, this Contractor has been providing legal services to the Health Services department in the form of consultation, research, opinion, and advice with regard to Medi-Cal appeals and other fiscal matters, on an as needed basis. This Contract is entered into under and subject to the following legal authorities California Government Code §§ 26227 and 31000. Health Services Personnel approved this Contract to ensure no conflicts with labor relations. Finance Division contract monitoring staff meet on a regular basis to ensure monitoring of performance measures set forth in the contract are upheld. These legal services have been exempted by County Counsel from the solicitation requirements in accordance with Administrative Bulletin 600.3. On June 25, 2024, the Board of Supervisors approved Contract #23-074-46 with Foley & Lardner, LLP, in an amount of $450,000, for the period from July 1, 2024 through June 30, 2025 for the provision of temporary CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2440,Version:1 legal services with regard to Medi-Cal audit appeals and other authorized litigation issues. Approval of Contract #23-074-47 will allow the Contractor to continue to provide specialized legal services, as requested by the Health Services Director through June 30, 2026. This Contract includes mutual indemnification to old harmless both parties from any claims arising out of the performance of this Contract. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved, the County will not be able to receive specialized services with regard to Medi- Cal audit appeals and other Departmental Health Plan appeals, report issues, and authorized litigation issues. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2441 Name: Status:Type:Consent Item Passed File created:In control:5/27/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Interim Health Services Director, a purchase order with SEER Technology, Inc. in an amount not to exceed $100,000, and Standard Terms and Conditions of Sale for the purchase of the AccuSense Chemical Recognition System and all necessary accessories and/or components, and warranty for the Contra Costa Hazardous Materials Division. (100% 2024 Urban Area Security Initiative Grant) Attachments:1. Terms and Conditions of Sale Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Purchase Order with SEER Technology, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Interim Health Services Director, a one-time purchase order with SEER Technology, Inc. in an amount not to exceed $100,000 and Standard Terms and Conditions of Sale for the purchase of the AccuSense Chemical Recognition System and all necessary accessories and/or components, and warranty for the Contra Costa Hazardous Materials Division (HazMat). FISCAL IMPACT: Approval of this action will result in a one-time expenditure of up to $100,000 and will be funded by the 2024 Urban Area Security Initiative (UASI) Grant. BACKGROUND: HazMat seeks to purchase AccuSense from SEER Technology, Inc., the sole manufacturer and provider. AccuSense features exclusive chemical detection technology, including field-deployable dual hyphenated gas chromatography and AI-driven analysis of airborne chemicals. As an emergency response team, HazMat requires devices capable of identifying unknown substances, including remote detection. This system will integrate with existing equipment to enhance substance detection and analysis from a safe distance. SEER Technology met our specific device requirements, and the AccuSense Chemical Recognition System will allow seamless connectivity with our other devices. This purchase is subject to the terms and conditions of SEER Technology, Inc., which require the County to indemnify and hold harmless the vendor and its agents and employees against any loss, damage, or claim, CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2441,Version:1 including attorney’s fees, that may arise from or relate to the County’s purchase. The County will reimburse the vendor for all costs, including attorney’s fees and other expenses, incurred by the vendor in the collecting any overdue amounts or in enforcing it rights under this agreement. Under no circumstances shall the vendor be liable for any special, consequential, incidental, indirect, or liquidated damages, losses, or expense (whether or not based on negligence) resulting directly from delays or from failure to provide notice of delay. The vendor will not be liable for personal injury, property damage, or any other loss, costs of repairs, or incidental, punitive, special, consequential, or liquidated damages of any kind, regardless of whether based on warranty, contract, strictly liability, negligence, or any other cause of action arising from the design, manufacture, sale, transportation, installation, use, or repair of the products sold. The County acknowledges and agrees that the vendor’s liability, if any, shall not exceed the purchase price of the defective product(s), net of all transportation and delivery costs or charges. This purchase is being justified via sole source. Approval of this request will enable SEER Technology, Inc. to provide the necessary AccuSense system, ensuring HazMat has the advanced chemical detection capabilities needed for safe and effective emergency response. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, it would result in the loss of approved 2024 UASI Grant funding and prevent HazMat from maintaining the specialized equipment needed for critical operations, ultimately compromising safety and operational readiness. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ INTELLECTUAL PROPERTY RIGHTS: SEER Technology Inc ("Seller") shall retain all patent, copyright, trade secrets, and other intellectual property rights it possesses with regard to any and all design, process, or manufacturing technologies reflected by or incorporated into its products. The design, development or production of special-ordered or branded product (if any) for Buyer hereunder is not intended and shall not be deemed to be a "work made for hire," and nothing herein shall be construed to grant to Buyer any right or license in any patent, copyright, trade secret, mask right, or any other intellectual property right. CERTIFICATIONS: Seller certifies that it does not and will not maintain or provide for its employees any segregated facilities at any of its establishments and that it does not permit and will not permit its employees to perform their services at any location, under its control, where segregated facilities are maintained. NON-WAIVER: Seller's failure to insist upon the strict performance of any term or condition herein shall not be deemed a waiver of any of Seller's rights or remedies hereunder, nor of its right to insist upon the strict performance of the same or any other term herein in the future. No waiver of any term or condition hereunder shall be valid unless in writing. GOVERNING LAW: This transaction shall be governed by the laws of California (excluding choice of law provisions), and exclusive jurisdiction for any dispute between the parties shall lie with the Federal or State courts situated in California, to which jurisdiction Buyer hereby submits. All actions against Seller, regardless of form, arising out of or related to this transaction or the products sold hereunder must be brought against Seller within the applicable statutory period, but (for actions based other than upon Seller's express warranty) not later than ONE (1) YEAR after the date of the invoice for the charges for the products at issue. Seller agrees that service of process and other legal notices in connection with this agreement may be made upon Seller by delivery to the following address or representative: Michael de Diego 8120 Berry Ave., Suite C., Sacramento, CA 95828. Seller shall provide written notice to Buyer within thirty (30) days of any changes to such designation representative or the representative's address. ENTIRE AGREEMENT: This document constitutes the entire, complete, and exclusive agreement between the parties with respect to the subject matter hereof and contains all the agreements and conditions of sale; no course of dealing or usage of the trade shall be applicable unless expressly incorporated herein. The terms and conditions contained herein may not be added to, modified, superseded or otherwise altered except by a written modification. All transactions shall be governed solely by the terms and conditions contained herein. SEER Technology, Inc. Trevor Olch Secretary of Co 1AW rpora • � 6/2/2025 ,✓/ / Signature. __ __._ _________ _ SEER Technology, Inc. Fred Gallander President/CEO/Chairman 6/2/2025 Company: __________ _ Agent: ___________ _ Title: ------------- Date: ____________ _ Signature: ____________ _ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2442 Name: Status:Type:Consent Item Passed File created:In control:5/28/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with Fierce Advocates (Families and Individuals Equitably Rooted in Collective Empowerment), Inc., in an amount not to exceed $270,609 to provide Mental Health Services Act prevention and early intervention services for underserved cultural communities in West Contra Costa County for the period July 1, 2025 through June 30, 2026. (100% Mental Health Services Act) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Contract #74-491-11 with Fierce Advocates (Families and Individuals Equitably Rooted in Collective Empowerment), Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute on behalf of County Contract #74-491-11 with Fierce Advocates (Families and Individuals Equitably Rooted in Collective Empowerment), Inc., a non-profit corporation, in an amount not to exceed $270,609, to provide Mental Health Service Act (BHSA) Prevention and Early Intervention (PEI) Services to underserved cultural communities in West Contra Costa County for the period from July 1, 2025 through June 30, 2026. FISCAL IMPACT: Approval of this Contract will result in annual budgeted expenditures up to $270,609 for FY 2025-26 and will be funded 100% by BHSA-PEI funds. BACKGROUND: This Contract meets the social needs of County’s population by providing BHSA-PEI services to underserved cultural communities and families in West County including support and education of family’s access to mental health services. This Contractor has been providing services to the County since July 1, 2015. This Contract is entered into under and subject to the following legal authorities: California Government Code §§ 26227 and 31000. Extensive market research has revealed a limited pool of qualified providers. The Behavioral Health’s Quality Management, Utilization Management and Contract Monitor staff meet on a regular basis to ensure monitoring and performance measures in the Contract are upheld. This Contract was approved by Health Services Personnel to ensure there is no conflict with labor relations. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2442,Version:1 This provider was selected in collaboration with community stakeholder advisory bodies and was approved as part of the comprehensive Mental Health Services Act Three-Year Plan as required by State regulation. Providers interested in providing specialized services were invited proactively to participate in program development and offered the opportunity to submit interest at dozens of publicly noticed meetings. The services and vendors were identified in the formal Three-Year Plan and was approved on the following schedule that was noticed to the public and approved by the Board on August 1, 2023. The Three-Year Plan was posted for public comment from June 5, 2023 through July 5, 2023, there was a Public Hearing at the Mental Health Commission meeting on July 5, 2023, and it was approved by the Board of Supervisors on August 1, 2023. On July 23, 2024, the Board of Supervisors approved Contract #74-491-10 with Fierce Advocates (Families and Individuals Equitably Rooted in Collective Empowerment), Inc., in an amount not to exceed $257,723, for the provision of BHSA-PEI services for the period July 1, 2024 through June 30, 2025. Approval of Contract #74-491-11 will allow the Contractor to continue providing BHSA-PEI services in West Contra Costa County through June 30, 2026. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved, residents of West Contra Costa County will not have access to this contractors BHSA-PEI services which could negatively impact wait times for these mental health services. CHILDRENS IMPACT STATEMENT: This BHSA-PEI program supports the following Board of Supervisors’ community outcomes: “Families that are Safe, Stable, and Nurturing”; and “Communities that are Safe and Provide a High Quality of Life for Children and Families”. Expected program outcomes include increases in social connectedness, communication skills, parenting skills and knowledge of the human service system in Contra Costa County. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2443 Name: Status:Type:Consent Item Passed File created:In control:5/29/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with Maverick Medical, Inc. (dba Medical Dynamics Enterprises), in an amount not to exceed $1,200,000 to provide durable medical equipment services for Contra Costa Health Plan members and County recipients for the period June 1, 2025 through May 31, 2028. (100% Contra Costa Health Plan Enterprise Fund II) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Contract #77-577-1 with Maverick Medical, Inc. (dba Medical Dynamics Enterprises) ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Interim Health Services Director,or designee to execute,on behalf of the County Contract #77-577-1 with Maverick Medical,Inc.(dba Medical Dynamics Enterprises),a corporation,in an amount not to exceed $1,200,000,to provide Durable Medical Equipment (DME)services including transcutaneous electrical nerve stimulation (TENS)supplies for Contra Costa Health Plan (CCHP)members and County recipients for the period June 1, 2025 through May 31, 2028. FISCAL IMPACT: Approval of this Contract will result in contractual service expenditures of up to $1,200,000 over a three-year period and will be funded 100% by CCHP Enterprise Fund II revenues. BACKGROUND: CCHP has an obligation to provide certain DME services including but not limited to TENS supplies for its members under the terms of their Individual and Group Health Plan membership contracts with the County. This Contractor has been a part of the CCHP Provider Network providing these services and fostering a deep understanding of the CCHP organizations mission, values, and long-term objectives since May 2023. The nature of the DME services needed is complex and requires seamless coordination,integration and collaboration with existing programs and systems.This Contract is entered into under and subject to the following legal authorities:California Government Code §§26227 and 31000;Health and Safety Code §1451. DME services are mandated by State and Federal regulations and related equipment is medically necessary to preserve bodily functions essential to activities of daily living or to prevent significant physical disability. Health Services Personnel approved this Contract to ensure no conflicts with labor relations.Contractor currently cooperates and participates in CCHP’s Quality Management Program which consists of quality CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2443,Version:1 currently cooperates and participates in CCHP’s Quality Management Program which consists of quality improvement activities to improve the quality of care,services and member experience.Cooperation includes collection and evaluation of performance measurement data and participation in the organization’s clinical and service measure Quality Improvement Programs.Per Administrative Bulletin 600.3 the Department has posted a continuous Request for Qualifications and maintains a current qualified list of vendors at all times. On May 9,2023,the Board of Supervisors approved Contract #77-577 with Maverick Medical,Inc.(dba Medical Dynamics Enterprises),in an amount not to exceed $600,000,for the provision of DME services for TENS devices and supplies for CCHP members and County recipients for the period June 1,2023 through May 31, 2025. Approval of Contract #77-577-1 will allow the Contractor to continue providing DME services for CCHP members and County recipients through May 31, 2028. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved,certain DME services for CCHP members under the terms of their Individual and Group Health Plan membership contracts with the County will not be provided and may cause a delay in services to CCHP members. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2444 Name: Status:Type:Consent Item Passed File created:In control:6/2/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract amendment with Lydia Yun DPM, Inc., to include additional on-call coverage for podiatry services at Contra Costa Regional Medical Center and Health Centers with no change in the payment limit of $840,000 or term ending June 30, 2027. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Contract Amendment #76-780-4 with Lydia Yun DPM, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute on behalf of the County Contract Amendment #76-780-4 with Lydia Yun DPM, Inc., a corporation, to amend Contract #76-780- 3, effective July 1, 2025, to include additional 24-hour on-call coverage for additional podiatry services at Contra Costa Regional Medical Center (CCRMC) and Contra Costa Health Centers with no change in the payment limit of $840,000 or term ending June 30, 2027. FISCAL IMPACT: Approval of this Contract Amendment will not result in an increase to the original payment limit which is funded 100% by Hospital Enterprise Fund I revenues. (Additional rate) BACKGROUND: Due to the limited number of specialty providers available within the community, CCRMC and Contra Costa Health Centers rely on contractors to provide necessary specialty health services to its patients. This Contractor has been providing podiatry specialty services including, but not limited to: clinic coverage, consultation, training, medical and surgical procedures, and on-call coverage since July 1, 2022. This Contract is entered into under and subject to the following legal authorities: California Government Code §§ 26227 and 31000; Health and Safety Code § 1451. Health Services Personnel approved this Contract to ensure no conflicts with labor relations. CCRMC’s Quality Management, Utilization Management and Contract Monitor Staff meet on a regular basis to ensure monitoring and performance measures in the Contract are upheld. Per Administrative Bulletin 600.3 CCRMC Physician services are exempt from solicitation requirements. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2444,Version:1 On July 23, 2024, the Board of Supervisors approved Contract #76-780-3 with Lydia Yun DPM, Inc., in an amount not to exceed $840,000, for the provision of podiatry services at CCRMC and Contra Costa Health Centers, for the period July 1, 2024 through June 30, 2027. Approval of Contract Amendment #76-780-4 will allow the Contractor to provide additional podiatry services at CCRMC and Contra Costa Health Centers through June 30, 2027. CONSEQUENCE OF NEGATIVE ACTION: If this Contract Amendment is not approved, additional podiatry services needed for patient care will not be provided and may cause a delay in services to CCRMC patients. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2445 Name: Status:Type:Consent Item Passed File created:In control:6/2/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract amendment with The Sun Healthcare and Surgery Group, Inc., to include additional on-call coverage for podiatry services at Contra Costa Regional Medical Center and Health Centers with no change in the payment limit of $840,000 or term ending September 30, 2026. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Contract Amendment #76-561-10 with The Sun Healthcare and Surgery Group, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute on behalf of the County Contract Amendment #76-561-10 with The Sun Healthcare and Surgery Group, Inc., a corporation, to amend Contract # 76-561-9, effective July 1, 2025, to include an additional 24-hour on-call coverage rate for podiatry services at Contra Costa Regional Medical Center (CCRMC) and Contra Costa Health Centers with no change in the payment limit of $840,000 or term ending September 30, 2026. FISCAL IMPACT: Approval of this Contract Amendment will not result in an increase to the original payment limit which is funded 100% by Hospital Enterprise Fund I revenues. (Additional rate) BACKGROUND: Due to the limited number of specialty providers available within the community, CCRMC and Contra Costa Health Centers rely on Contractors to provide necessary specialty health services to its patients. Contractor’s podiatry services include clinic coverage, consultation, training, medical procedures, and on-call coverage. County has been contracting with The Sun Healthcare and Surgery Group, Inc. since October 2016. This Contract is entered into under and subject to the following legal authorities: California Government Code §§ 26227 and 31000; Health and Safety Code § 1451. Health Services Personnel approved this Contract to ensure no conflicts with labor relations. CCRMC’s Quality Management, Utilization Management and Contract Monitor Staff meet on a regular basis to ensure monitoring and performance measures in the Contract are upheld. Per Administration Bulletin 600.3 CCRMC Physician services are exempt from Solicitation requirements. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2445,Version:1 On October 24, 2023, the Board of Supervisors approved Contract #76-561-9 with The Sun Healthcare and Surgery Group, Inc., in an amount not to exceed $840,000, for the provision of podiatry services at CCRMC and Contra Costa Health Centers for the period October 1, 2023 through September 30, 2026. Approval of Contract Amendment #76-561-10 will allow Contractor to provide additional podiatry services at CCRMC and Contra Costa Health Centers through September 30, 2026. CONSEQUENCE OF NEGATIVE ACTION: If this Contract Amendment is not approved, the additional podiatry services needed for patient care will not be provided and may cause a delay in services to CCRMC patients. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2446 Name: Status:Type:Consent Item Passed File created:In control:6/2/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract amendment with Esther Kwon, M.D., to include additional on-call coverage for podiatry services at Contra Costa Regional Medical Center and Health Centers with no change in the payment limit of $630,000 or term ending September 30, 2027. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Contract Amendment #76-560-9 with Esther Kwon, M.D. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute on behalf of the County Contract Amendment #76-560-9 with Esther Kwon, M.D., an individual, to amend Contract #76-560-8, effective July 1, 2025, to include an additional 24-hour on-call coverage rate for podiatry services at Contra Costa Regional Medical Center (CCRMC) and Contra Costa Health Centers with no change in the payment limit of $630,000 or term ending September 30, 2027. FISCAL IMPACT: Approval of this Contract Amendment will not result in an increase to the original payment limit which is funded 100% by Hospital Enterprise Fund I revenues. (Additional rate) BACKGROUND: Due to the limited number of specialty providers available within the community, CCRMC and Contra Costa Health Centers rely on Contractors to provide necessary specialty health services to its patients. This Contractor has been providing podiatry specialty services including, but not limited to: clinic coverage, consultation, training, medical and surgical procedures, and on-call coverage since October 1, 2016. This Contract is entered into under and subject to the following legal authorities: California Government Code §§ 26227 and 31000; Health and Safety Code § 1451. Health Services Personnel approved this Contract to ensure no conflicts with labor relations. CCRMC’s Quality Management, Utilization Management and Contract Monitor Staff meet on a regular basis to ensure monitoring and performance measures in the Contract are upheld. Per Administrative Bulletin 600.3 CCRMC Physician services are exempt from solicitation requirements. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2446,Version:1 On October 22, 2024, the Board of Supervisors approved Contract #76-560-8 with Esther Kwon, M.D., in an amount not to exceed $630,000, for the provision of podiatry services at CCRMC and Contra Costa Health Centers, for the period October 1, 2024 through September 30, 2027. Approval of Contract Amendment #76-560-9 will allow the Contractor to provide additional podiatry services at CCRMC and Contra Costa Health Centers through September 30, 2027. CONSEQUENCE OF NEGATIVE ACTION: If this Contract Amendment is not approved, the additional podiatry services needed for patient care will not be provided and may cause a delay in services to CCRMC patients. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2447 Name: Status:Type:Consent Item Passed File created:In control:6/2/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:ACCEPT the recommendation of the Behavioral Health Services Director to adopt the Mental Health Services Act Fiscal Year 2025-26 Annual Update to the Three-Year Plan; APPROVE the Psychiatric Advance Directives Multi-County Collaborative, Mental Health Services Act Funded Project, Fiscal Year 2024-2029, and the Program Improvements for Valued Outpatient Treatment Innovation Project; and AUTHORIZE and DIRECT the Chair of the Board of Supervisors to send a letter to that effect to the Department of Health Care Services and the Behavioral Health Services Oversight and Accountability Commission to inform these agencies of their approval of the adoption of this Plan Update and attached Innovation Projects, as recommended by the Interim Health Services Director. (100% Mental Health Services Act) Attachments:1. FY 25-26 Annual Update, 2. PADs Phase II Innovation Project Phase II FY 24-29, 3. PIVOT Innovation Proposal Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Mental Health Services Act Program and Expenditure Plan - Fiscal Years 2024-26; Annual Update to the 2023-26 Three-Year Plan ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT the recommendation of the Behavioral Health Services Director to adopt the Mental Health Services Act Fiscal Year 2025-26 Annual Update to the Three-Year Plan; APPROVE the Psychiatric Advance Directives (PADs) Multi-County Collaborative, Mental Health Services Act Funded Project, Fiscal Year 2024-2029, and the Program Improvements for Valued Outpatient Treatment (PIVOT) Innovation Project; and AUTHORIZE and DIRECT the Chair of the Board of Supervisors to send a letter to that effect to the Department of Health Care Services (DHCS) and the Behavioral Health Services Oversight and Accountability Commission (BHSOAC) to inform of their approval of the adoption of this Plan Update and attached Innovation Projects. FISCAL IMPACT: Adoption of the Mental Health Services Act (MHSA) Fiscal Year (FY) 2025-26 Annual Update to the Three- Year Plan assures continued MHSA funding in the amount of $84,501,000. BACKGROUND: CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2447,Version:1 Proposition 63 was passed by California voters in the November 2004 election. Now known as the Mental Health Services Act (MHSA), the legislation provides public mental health funding by imposing an additional one percent tax on individual taxable income in excess of one million dollars. There are a total of five MHSA components which have been enacted out over time by the State with the goal of creating a better program of mental health services and supports in California’s public mental health systems. There are multiple programs operated within each component. This is a state mandated program under Welfare & Institutions Code. In March 2024, California voters approved Proposition 1, which introduces significant changes to the MHSA and transforms it to the Behavioral Health Services Act (BHSA). Under the BHSA, there are significant adjustments to the funding allocations and regulatory requirements. Regulatory and funding requirements affecting services under BHSA go into effect July 1, 2026. The plan update for Fiscal Year 2025-26 aligns with current mandates under existing regulations which are in effect until June 30, 2026. The BHSA restructures the five historical MHSA components of Community Services and Supports; Prevention and Early Intervention; Workforce Education and Training; Capital Facilities and Technological Needs; and Innovation into three components. Those three components are: ·Full-Service Partnership (FSP) Programs with 35% of funds aimed at providing comprehensive care for individuals with the most complex needs ·Housing Interventions (HI) with 30% of funds designated for rental subsidies, operational support, shared housing, family housing for youth, and covering non-federal portions of transitional rental assistance ·Behavioral Health Services and Supports (BHSS) with 35% of funds, focused on general behavioral health programs CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, it would result in the loss of mental health programs and related services (including Full-Service Partnerships, Assisted Outpatient Treatment (AOT), Forensic Mental Health Services, Housing Services, Prevention and Early Intervention (PEI), Workforce Education and Training and more) which serve Contra Costa residents of all ages who reside in every region of the County. CHILDREN’S IMPACT STATEMENT: Mental health impacts people of all ages and impacts entire family systems and communities. This recommendation supports all the following children's outcomes: - Children Ready for and succeeding in School; - Children and Youth Healthy and Preparing for Productive Adulthood. - Families that are Safe, Stable and Nurturing; and - Communities that are Safe and Provide a High Quality of Life for Children and Families. Additionally - Preventing mental health problems in children and youth from developing and becoming severe and disabling. - Children and youth recovering from impact of trauma, severe emotional disturbance, and mental illness. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ Mental Health Services Act (MHSA) Three Year Program and Expenditure Plan FY 2025-26 Annual Update Contra Costa Behavioral Health Services 1 Table of Contents Executive Summary ......................................................................................................................... 2 Vision ............................................................................................................................................... 5 Contra Costa Demographics ............................................................................................................ 6 Community Program Planning Process ............................................................................................ 9 The Plan Community Services and Supports ................................................................................................ 13 Prevention and Early Intervention ................................................................................................ 25 Innovation ...................................................................................................................................... 41 Workforce Education and Training................................................................................................ 44 Capital Facilities/Information Technology ..................................................................................... 48 The Budget .................................................................................................................................... 50 Evaluating the Plan ........................................................................................................................ 52 Acknowledgements ....................................................................................................................... 53 Appendices Mental Health Service Maps……………………………………………………………..........................................A-1 Program Profiles……………………………….…….…………………...……………….………………………………….…...B-1 Glossary……………………………………………..…………………………………….……………………………………………....C-1 Certifications………………………….…..……………...………………………….……………………………………………...D-1 Funding Summaries…………………………………………..……..…………………………………………………………....E-1 Prevention and Early Intervention Annual Report........................................................................F-1 Innovation Annual Report................................................................................................................G-1 Public Comment and Hearing………………………………………..……………………………………………..…........H-1 Board Resolution……………......……………………………………………………………………………………………….....I-1 2 Executive Summary We are pleased to present Contra Costa Behavioral Health Services (CCBHS) Mental Health Services Act (MHSA) Annual Update for FY 2025-26. Previous MHSA Three Year Plans and Annual Updates can be found at: Mental Health Services Act (MHSA) | Contra Costa Health (cchealth.org) The 2025-26 Annual Update to the 2024-25 Three Year Program and Expenditure Plan Annual Update includes strategies to address emerging statewide initiatives that prioritize housing and related treatment services that will better serve those at risk of housing insecurity and those who are not connected to appropriate behavioral health supportive services. We look forward to continued community partnerships. These on-going efforts will continue to provide learning opportunities that guide our work moving forward. The Annual Update describes programs that are funded by the MHSA, what they will do, and how much money will be set aside to fund these programs. It also describes what will be done to evaluate plan effectiveness and MHSA funded programs to meet the intent and requirements of the Mental Health Services Act. The Three-Year Plan includes the following components: 1. Community Services and Supports (CSS) 2. Prevention and Early Intervention (PEI) 3. Innovation (INN) 4. Workforce Education and Training (WET) 5. Capital Facilities/ Information Technology (CF/TN) 3 Mental Health Services Act (MHSA) Background and Reporting Requirements California approved Proposition 63 in November 2004, and the Mental Health Services Act became law. The Act provides significant additional funding to the existing public mental health system and combines prevention services with a full range of integrated services to treat the whole person. With the goal of wellness, recovery and self- sufficiency, the intent of the law is to reach out and include those most in need and those who have been traditionally underserved. Funding is to be provided at sufficient levels to ensure that counties can provide each child, transition age youth, adult and senior with the necessary mental health services and supports. Finally, the Act requires the Three-Year Plan be developed with the active participation of local stakeholders in a Community Program Planning Process (CPPP). Welfare and Institutions Code (WIC) Section §5847 and California Code of Regulations (CCR) §3310 require that MHSA plans address each of the five components listed above and annual expenditure projections for each component. MHSA Three Year Plans and Annual Updates must be posted for a 30-day public comment period and the Behavioral Health Board (previously known in Contra Costa as the Mental Health Commission) shall conduct a public hearing at the conclusion of the public posting period (WIC §5484). MHSA Three Year Plans and Annual Updates must be adopted by the Board of Supervisors and submitted to the Behavioral Health Services Oversight and Accountability Commission or BHSOAC (previously known as the Mental Health Services Oversight and Accountability Commission) within 30 days of Board of Supervisor approval. In March 2024, California voters passed Proposition 1, which will have a significant impact on MHSA planning and programming across the State. Some of these changes include an integrative planning and reporting process, as well as an emphasis on housing and intensive services. The Act will be renamed from the MHSA to the Behavioral Health Services Act (BHSA) and implementation of services and programming will begin July 1, 2026, with the roll out of the first Three Year Plan under BHSA in years 2026-2029. Core principles of MHSA • Consumer/client and family-driven services • Cultural responsiveness • Focus on wellness, recovery, and resiliency • Community collaboration • Integrated service experiences for clients and families Key Updates for FY 2025-26 Community Supports and Services (CSS) • Updates to Housing expansions to include increasing support to board & care operators; bolstering the housing continuum of care by adding more units of housing in various categories; and identifying funds to build out and expand housing and treatment programs • Children’s mobile crisis response services are now offered by the County operated Anywhere Anyone Anytime (A3) 24/7 Mobile Crisis Response Team. A3 is funded by the local tax known as Measure X, so no longer reflected in the MHSA Three Year Plan. • Multi-Systemic Therapy for Juvenile Justice Involved Youth – provided by Embrace, continues to contract with the County, but has been moved from the MHSA budget to a different funding source. 4 No longer reflected in the MHSA Three Year Plan • TURN Behavioral Health (previously Mental Health Systems), the provider for AOT and Central County FSP, is no longer contracting with the County. These programs are now County operated. Many of the TURN staff have been hired by the County to operate the program, so continuity of care for clients is maximized. Prevention and Early Intervention (PEI) • Prevention and Early Intervention (PEI) Data & Performance Indicators • Pending contract to create a Peer Leadership & Training Program Innovation • Updates to Innovation projects: Psychiatric Advanced Directives (PADs) Phase II, continue on in the final year of the Community Defined Practices Innovation Project, and start the implementation of the Program Improvements for Valued Outpatient Treatment (PIVOT) Innovation Project . • Program Improvements for Valued Outpatient Treatment (PIVOT) Innovation Project Proposal • Innovation Report for FY 2025-26 attached in Appendix G. Vision 5 The MHSA has served as a catalyst for the creation of a framework that calls upon members of the community to work together to facilitate change and establish a culture of cooperation, participation, and innovation. We recognize the need for ongoing evaluation and improvement of services for individuals and families to address complex behavioral health needs. This is an ongoing expectation, and it is necessary to continually challenge ourselves by working to improve a system that pays particular attention to individuals and families who are most vulnerable and may have the most difficult time accessing care. Our consumers, their families and our service providers describe behavioral health care that works best by highlighting the following themes: Access. Programs and care providers are most effective when they serve those with behavioral health needs without regard to Medi-Cal eligibility or immigration status. They provide a warm, inviting environment, and actively and successfully address the issues of transportation to and from services, wait times, availability after hours, services that are culturally and linguistically competent, and services that are performed where individuals live. Capacity. Care providers are most appreciated when they can take the time to determine with the individual and his or her family the level and type of care that is needed and appropriate, coordinate necessary health, behavioral health and ancillary resources, and then are able to take the time to successfully partner with the individual and his or her family to work through the behavioral health issues. Integration. Behavioral health care works best when health and behavioral health providers, allied service professionals, public systems such as law enforcement, education and social services, and private community and faith-based organizations work as a team. Effective services are the result of multiple services coordinated to a successful resolution. We honor this input by envisioning a system of care that supports independence, hope, and healthy lives by making accessible behavioral health services that are responsive, integrated, compassionate and respectful. Suzanne K. Tavano, PHN, PhD Behavioral Health Services Director Contra Costa County Demographics 6 Contra Costa County Population Summary According to the most recent 2020 US Census estimates, the population size in Contra Costa County is estimated at 1,165,927. It’s estimated that about 8% of people in Contra Costa County are living in poverty and about 33% of the residents have public health coverage. Information released by the State of California’s Department of Finance, projects that population size is expected to grow. An estimate of current racial/ethnic demographic data is illustrated below in Figure 1. In addition, about 77% of the population is 18 or older, with about 23% of the population being children. About a quarter of the residents are foreign born. The figure below was sourced from the 2020 Census Diversity Index by County. Figure 1: Contra Costa County 2020 Projected Racial/ Ethnic Populations Caucasian / White (Non- Hispanic) 39.10% Latino/Hispanic 27.00% Disparities in Utilization of Services In Contra Costa County there are about 360,000 residents that are eligible for Medi-Cal services. Data shows that of this group, Latino/Hispanic and Asian/Pacific Islander communities are accessing behavioral health services at lower rates than other ethnic communities (Figure 2). Systems wide initiatives designed to address these disparities are outlined in the Cultural Humility Plan (CHP) and throughout the MHSA Three Year Plan. The most recent CHP can be found at the Latest News Section of Behavioral Health. African- American / Black (Non- Hispanic) 8.40% American Indian/ Alaska Native (Non- Hispanic) 0.20% Asian (Non- Hispanic) 18.40% Native Hawaiian / Pacific Islander (Non- Hispanic) 0.50% Two or More Races (Non- Hispanic) 5.70% 7 15 Figure 2: Understanding the Scope Contra Costa Behavioral Health Services (CCBHS) is proud to partner with a broad range of community- based organizations that serve diverse communities throughout the county. Below is a list of community partners (Figure 3), as well as a graph depicting the populations served by our Prevention and Early Intervention (PEI) programs (Figure 4). Figure 3: Programs Funded by Contra Costa Behavioral Health Services MHSA 8 15 Figure 4: Cultural Communities Served through MHSA 9 The Community Program Planning Process To prepare for the Three-Year Plan, Contra Costa Behavioral Health Services (CCBHS) utilizes a Community Program Planning Process (CPPP) to gather meaningful stakeholder input toward accomplishing the following: • Identify issues related to mental illness that result from a lack of behavioral health services and supports • Analyze behavioral health needs • Identify priorities and strategies to meet these behavioral health needs MHSA Advisory Council (formerly Consolidated Planning Advisory Workgroup - CPAW) Community Meetings During the fiscal year, MHSA hosts numerous public stakeholder meetings. Meeting Purpose Occurs MHSA Advisory Council Opportunity for stakeholder dialogue with the Behavioral Health Director; discuss issues relevant to MHSA, including review existing programming, funding and evaluation. Quarterly MHSA Advisory Council Sub-Committee Innovation Learn, discuss, and provide input on new and emerging MHSA related programs that impact CCBHS’s system of care, including programs under the Innovation component. Quarterly MHSA Advisory Council Sub Committee-Steering Develop agenda for Advisory Council main meeting, including identifying presentation & discussion topics Quarterly Suicide Prevention Coalition Countywide collaborative co-hosted with the Contra Costa Crisis Center. Responsible for Suicide Prevention Strategic Planning Monthly Reducing Health Disparities Focus on diversity, equity, inclusion and reducing disparities within CCBHS with ongoing goal of being trauma informed, working against Quarterly CCBHS continues to seek counsel from its ongoing stakeholder body, the MHSA Advisory Council. Over the years MHSA Advisory Council members, consisting of consumers, family members, service providers and representative community members, have provided input to the Behavioral Health Services Director as each Three-Year and Annual Plan Update has been developed and implemented. The Three-Year Plan provides a comprehensive approach that links MHSA funded services and supports to prioritized needs, evaluates effectiveness and fidelity to the intent of the Act, and informs future use of MHSA funds. The MHSA Advisory Council also recommends each year’s Community Program Planning Process build upon and further what was learned in previous years. Thus, the Three-Year Plan can provide direction for continually improving not only MHSA funded services but also influencing CCBHS. MHSA Advisory Council Membership Seats • Alcohol & Other Drug Services (AOD) • CBO Service Provider(s) • CCBHS Service Provider(s) • Consumer(s) • Criminal Justice • Education • Faith Based Leadership • Family Member(s) • Family Partner – Youth • Family Partner – Adult • Health, Housing and Homelessness • Mental Health Commission (Board) • Peer Provider • Underserved Population(s) • Veterans 10 racism, addressing historical barriers to services, and promoting equity, wellness, recovery and resiliency both in service delivery and within the workforce. Responsible for Cultural Humility Plan. Assisted Outpatient Treatment Workgroup (AOT) Discussion and support around the work of County AOT providers, including Forensic Mental Health, Justice Partners and Community Based Organizations Quarterly Stakeholder Incentives Incentives are offered to community members for participating in stakeholder events and meetings, such as public forums, MHSA Advisory Council and sub-committees through the use of gift cards. Gift cards of up to $30 may be given to non-paid community members for participation ranging from 1-4 hours. MHSA Community Presentations and Forums In addition to scheduled stakeholder meetings and community events, the MHSA Team provides informational presentations and orientations to the MHSA upon request. Some recent examples include: • Annual MHSA presentation for the Service Provider Individualized Recovery and Intensive Training (SPIRIT) class. • Presentation to School-Based Mental Health Providers • Presentation to Contra Costa – Alameda Medical Association • Presentation to Alcohol and Other Drugs (AOD) Advisory Board • Presentation at Suicide Prevention Awareness Event at Vicente High School • Various presentations to stakeholders and staff regarding Proposition 1 • Presentation to the Mental Health Commission (Board) focused on Understanding Proposition 1 • Presentation to MHSA Advisory Council focused on Program Improvements for Valued Outpatient Treatment (PIVOT) Innovation Project Proposal In addition, MHSA staff regularly attended the Mental Health Commission (local mental health board) meetings and provide information and presentations related to MHSA, as requested. In preparation for the transition to the Behavioral Health Services Act (BHSA), Contra Costa’s Mental Health Commission and Alcohol and Other Drugs Services (AODS) Advisory Council were dissolved, and instead, a Behavioral Health Board has been formed. Surveys In January 2024, an electronic community survey was launched and distributed to at least 500 community members and made available in multiple languages. The survey was intended to elicit feedback regarding prioritization of MHSA funds and service needs. Responses were provided to the following questions. Which programs in the 2023-26 Three Year Plan are most valuable to the community? (Top 5 in ranked order) 1. Intensive outpatient programs for people with mental illness and substance use disorder 2. Housing and related support services 3. Crisis Services 11 4. Prevention and early intervention services targeting specific cultural groups 5. Services for those involved with the justice system Are there any individuals, groups and/or cultural communities whom you believe are not being adequately served by the Behavioral Health System? (Top 5 in ranked order) 1. Persons with Serious Mental Illness 2. Persons with Substance Use Disorder, African American/Black (tied) 3. Latino/Hispanic communities 4. Older Adults, Persons experiencing Homelessness, Persons with Disabilities (tied responses) 5. Youth (6-16) What is needed to improve client engagement? (Top 5 in ranked order) 1. Offer services that match the level of need 2. Help with unmet basic needs (food, shelter, etc.) 3. Improve appointment availability (time, location, wait list) 4. Providers who look like the community 5. Resource navigation (insurance, benefits, etc.) / Offer services that are culturally appropriate (i.e. in the right language) / Improve response times (tied responses) Which MHSA service areas have been effective in addressing local behavioral health concerns? (Top 5 in ranked order) 1. Crisis Services 2. Early Psychosis Program 3. Housing Services for people with mental health challenges 4. Full-Service Partnerships 5. Prevention and Early Intervention Programs Survey Respondent Demographic Data: Age: • 26-59 years – 66% • 60+ years – 20% • 17-25 years – 7% • Prefer not to say – 7% • Under 16 years – 0% Region of Residence: • East County – 32% • West County – 29% • Central County – 24% • Prefer Not to Say – 10% • South County – 5% 12 Affiliation / Identity: • Consumer / Peer / Person with Lived Experience – 24% • Community Member / Contra Costa Resident – 24% • Provider – 21% • Family Member – 16% • Faith Community – 5% • Student – 5% • Active Military / Veteran – 2% • Law Enforcement – 1% Current Year Trends: • Zoom events preferred over In Person events • Majority of respondents were from the East County Region • Majority of respondents identified as a Consumer / Peer / Person with Lived Experience • Majority of respondents were women • Majority of respondents were between 26-59 years old • Majority of respondents were Caucasian or Latino/Hispanic Summary The community program planning process identifies current and ongoing behavioral health service needs and provides direction for MHSA funded programs to address these needs. It also informs planning and evaluation efforts that can influence how and where MHSA resources can be directed in the future. The full array of MHSA funded programs and plan elements described in this document are the result of current as well as previous community program planning processes. Thus, this year’s planning process builds upon previous ones. It is important to note that stakeholders did not restrict their input to only MHSA funded services but addressed the entire health and behavioral health system. The MHSA Three Year Program and Expenditure Plan operates within the laws and regulations provided for the use of the Mental Health Services Act Fund. Thus, the Plan does not address all the prioritized needs identified in the community program planning process but does provide a framework for improving existing services and implementing additional programs as funding permits. The following chapters contain programs and plan elements that are funded by the County’s MHSA Fund and will be evaluated by how well they address the Three -Year Plan’s Vision and identified needs as prioritized by the Community Program Planning Process. 13 The Plan COMMUNITY SERVICES AND SUPPORTS (CSS) Community Services and Supports (CSS) is the component of the Three -Year Program and Expenditure Plan that refers to service delivery systems for mental health services and supports for children and youth, transition age youth (ages 16-25), adults, and older adults (over 60). CCBHS utilizes CSS funding for the categories of Full-Service Partnerships and General System Development. First approved in 2006 with an initial State appropriation of $7.1 million, Contra Costa’s budget has grown incrementally to approximately $58,191,000 for FY 2025-26 in commitments to programs and services under this component. The construction and direction of how and where to provide funding began with an extensive and comprehensive community program planning process whereby stakeholders were provided training in the intent and requirements of the MHSA, actively participated in various venues to identify and prioritize community mental health needs and developed strategies by which service delivery could grow with increasing MHSA revenues. The programs and services described below are directly derived from this initial planning process and expanded by subsequent yearly community program planning processes. Full-Service Partnerships CCBHS operates and contracts with behavioral health service providers to enter into collaborative relationships with clients, called Full-Service Partnerships (FSP). Personal service coordinators develop an individualized services and support plan (or treatment plan) with each client, and, when appropriate, the client’s family to provide a full spectrum of services in the community necessary to achieve agreed upon goals. Children (0 to 18 years) diagnosed with a serious emotional disturbance, transition age youth (16 to 25 years) diagnosed with a serious emotional disturbance or serious mental illness, and adults and older adults diagnosed with a serious mental illness are eligible. These services and supports include, but are not limited to, crisis intervention/stabilization services, mental health and substance use disorder treatment, including alternative and culturally specific treatments, peer and family support services, access to wellness and recovery centers, and assistance in accessing needed medical, housing, educational, social, vocational rehabilitation, and other community services, as appropriate. A qualified service provider is available to respond to the client/family 24 hours a day, seven days a week to provide after -hours intervention. FSP programs are a crucial programming that assist in recovery and wellness for individuals with a serious mental illness or serious emotional disturbance. An analysis of FSP programs has identified the positive impact FSPs provide through the Assertive Community Treatment (ACT) model which has shown to decrease homelessness, incarceration, and Psychiatric Emergency Service (PES) visits and increase engagement in productive and meaningful activities such as; work, education, vocation/ training programs and volunteerism for individuals with serious and debilitating mental health challenges. As per statute requirements, these services comprise most of the CSS budget. Performance Indicators. The rates of change for in-patient psychiatric hospitalization and PES episodes for persons participating in FSPs indicate whether Contra Costa’s FSP programs promote less utilization of higher acute and more costly care. For FY 2022-23 (the most recent year available), data was obtained for 406 participants who were served by FSP programs. Use of PES and in-patient psychiatric hospitalization 14 was compared before and after FSP participation. Additional performance indicators were used to gauge productive meaningful activity and risk of homelessness. Engagement in FSP programs generally has a positive impact in this category, but due to the COVID pandemic during the reporting period (FY 22-23), opportunities for productive and meaningful activity were limited. Results are below: • 90.2% decrease in the number of PES episodes • 86.0% decrease in the number of in-patient psychiatric hospitalizations • 82.3% decrease in the number of in-patient psychiatric hospitalization days The following full-service partnership programs are currently established via MHSA: Children. The Children’s FSP Program is comprised of three elements, 1) Personal services coordinators, 2) Multi-dimensional family therapy for co- occurring disorders, 3) County operated children’s clinic staff. 1) Personal Service Coordinators. Personal service coordinators are part of a program entitled Short Term Assessment of Resources and Treatment (START). Seneca Family of Agencies contracts with the County to provide personal services coordinators, a mobile crisis response team, and three to six months of short-term intensive services to stabilize the youth in their community and to connect them and their families with sustainable resources and supports. Referrals to this program are coordinated by County staff on a countywide assessment team, and services are for youth and their families who are experiencing severe stressors, such as out-of-home placement, involvement with the juvenile justice system, co-occurring disorders, or repeated presentations at the County’s Psychiatric Emergency Services. 2) Multi-dimensional Family Therapy (MDFT) for Co-occurring Disorders. Lincoln Child Center contracts with the County to provide a comprehensive and multi -dimensional family-based outpatient program for adolescents with a mental health diagnosis who are experiencing a co-occurring substance abuse issue. These youth are at high risk for continued substance abuse and other problem behaviors, such as conduct disorder and delinquency. This is an evidence-based practice of weekly or twice weekly sessions conducted over a period of 4-6 months that target the youth’s interpersonal functioning, the parents’ parenting practices, parent-adolescent interactions, and family communications with key social systems. 3) Children’s Clinic Staff. County clinical specialists and family partners serve all regions of the County and contribute a team effort to full-service partnerships. Clinical specialists provide a comprehensive assessment on all youth deemed to be most seriously emotionally disturbed. The team presents treatment recommendations to the family, ensures the family receives the appropriate level of care, and family partners help families facilitate movement through the system. Amounts summarized in the following is the MHSA funded portion of the total cost for Children programming. It should be noted that the total amount of these programs is funded by a combination of Medi-Cal reimbursed specialty mental health services and MHSA funds. 15 Program/Plan Element County/ Contract Region Served Number to be Served Yearly MHSA Funds Allocated for FY 2025-26 / Cost per Person Personal Service Coordinators Seneca Family of Agencies (FSP) Countywide 75 773,964 / 10,319 Multi-dimensional Family Therapy Lincoln Child Center (FSP) Countywide 60 649,136 / 10,818 Children’s Clinic Staff County Operated Countywide Support for FSP 664,866 / NA Children’s Flex Fund Countywide 148,000 / TBD Eating Disorder Treatment Various Providers Countywide TBD 1,000,000 / TBD Total 135 $3,235,966 Transition Age Youth. Eligible youth (ages 16-25) are individuals who are diagnosed with a serious emotional disturbance or serious mental illness, and experience one or more of the risk factors of homelessness, co-occurring substance abuse, exposure to trauma, repeated school failure, multiple foster care placements, and experience with the juvenile justice system. 1) Fred Finch Youth Center is in West County and contracts with CCBHS to serve West and Central County. This program utilizes the assertive community treatment model as modified for young adults that includes a personal service coordinator working in concert with a multi -disciplinary team of staff, including peer and family mentors, a psychiatric nurse practitioner, staff with various clinical specialties, to include co-occurring substance disorder and bilingual capacity. In addition to mobile mental health and psychiatric services the program offers a variety of services designed to promote wellness and recovery, including assistance finding housing, benefits advocacy, school and employment assistance, and support connecting with families. 2) Youth Homes Youth Homes is in East County and contracts with CCBHS to serve Central and East County. This program emphasizes the evidence-based practice of integrated treatment for co-occurring disorders, where youth receive mental health and substance abuse treatment from a single treatment specialist, and multiple formats for services are available, to include individual, group, self -help and family. Amounts summarized below are the MHSA funded portion for Transition Age Youth FSP programming: Program/Plan Element County/ Contract Region Served Number to be Served Yearly MHSA Funds Allocated for FY 2025-26 / Cost per Person Transition Age Youth FSP Fred Finch Youth Center West and Central County 70 383,517 /5,478 Transition Age Youth FSP Youth Homes Central and East County 30 117,857 / 3,928 County Support Costs (vehicles) Countywide NA 24,000 / NA Total 100 $525,374 Adult and Older Adult. Adult FSPs provide a full spectrum of services and supports to adults over the age of 18 who are diagnosed with a serious mental illness, are at or below 200% of the federal poverty level and are uninsured or receive Medi-Cal benefits. CCBHS contracts with Portia Bell Hume Behavioral Health and Training Center (Hume Center) to provide FSP 16 services in the West and East regions of the County. Prior to COVID -19, the Hume contract was increased to provide enhanced services including housing flex funds as well as serving 40 additional clients. Familias Unidas contracts with the County to provide the lead on full -service partnerships that specialize in serving the County’s Latino/a/X population whose preferred language is Spanish. The Central County FSP program is now operated by the County. Contracts may have multiple funding sources. Amounts summarized below are the MHSA funded portion for Adult Full-Service Partnership Programming: Program/Plan Element County/ Contract Region Served Number to be Served Yearly MHSA Funds Allocated for FY 2025-26 / Cost per Person Full-Service Partnership Hume Center West County East County 70 (Adult) 5 (Older Adult) 70 (Adult) 5 (Older Adult) 3,176,961 / 21,179 Full-Service Partnership County Operated Central County 47 (Adult) 3 (Older Adult) 1,433,821 / 28,676 Full-Service Partnership Familias Unidas West County 28 (Adult) 2 (Older Adult) 209,030 / 6,967 Adult Housing Flex Fund Countywide Varies 50,000 County Support for Client Transportation (vehicles) Countywide NA 75,600/ NA Total 230 $4,945,412 Additional Services Supporting Full-Service Partners. The following services are utilized by full-service partners and enable the County to provide the required full spectrum of services and supports. Adult Mental Health Clinic Support. CCBHS has dedicated clinicians at each of the three adult mental health clinics to provide support, coordination and rapid access for full-service partners to health and mental health clinic services as needed and appropriate. The team has been expanded this year since the Central County FSP provider, TURN Behavioral Health, did not renew their contract. The program is now County operated. Rapid Access Clinicians offer drop-in screening and intake appointments to clients who have been discharged from the County Hospital or Psychiatric Emergency Services but who are not open to the county mental health system of care. Rapid Access Clinicians will then refer clients to appropriate services and, when possible, follow-up with clients to ensure a linkage to services was made. If a client meets eligibility criteria for FSP services, the Rapid Access Clinician will seek approval to refer the client to FSP services. Clinic management act as the gatekeepers for the FSP programs, authorizing referrals and discharges as well as providing clinical oversight to the regional FSP programs. FSP Liaisons provide support to the FSP programs by assisting the programs with referrals and discharges, offering clinical expertise, and helping the programs to navigate the County systems of care. Community Support Worker positions are stationed at all three adult clinics to support families of clients as they navigate and assist in the recovery of their loved ones. Amounts summarized below are the MHSA funded portion for Adult Mental Health Clinic Support: 17 Program/Plan Element County/ Contract Region Served Number to be Served Yearly MHSA Funds Allocated for FY 2025-26 / Cost per Person FSP Support, Rapid Access County Operated West, Central, and East County Support for FSPs 2,731,313 Total $2,731,313 Assisted Outpatient Treatment. In February 2015, the Contra Costa Board of Supervisors passed a resolution authorizing $2.25 million of MHSA funds to be utilized on an annual basis for providing mental health treatment as part of an assisted outpatient treatment (AOT) program. The County implements the standards of an assertive community treatment team as prescribed by Assembly Bill 1421 and thus meets the acuity level of a full-service partnership. This program provides an experienced, multi -disciplinary team who provides around the clock mobile, out-of- office interventions to adults, a low participant to staff ratio, and provides the full spectrum of services, to include health, substance abuse, vocational and housing services. Persons deemed eligible for AOT are served, whether they volunteer for services, or are ordered by the court to participate. CCBHS provides dedicated clinicians and administrative support within the Forensic Mental Health Clinic to 1) receive referrals in the community, 2) conduct outreach and engagement to assist a referred individual, 3) conduct the investigation and determination of whether a client meets eligibility criteria for AOT, 4) prepare Court Petitions with supporting documentation and ongoing affidavits, 5) testify in court, 6) coordinate with County Counsel, Public Defender and law enforcement jurisdictions and 7) participate in the development of the treatment plan. Amounts summarized below are the MHSA funded portion for Assisted Outpatient Treatment programming: Program/Plan Element County/ Contract Region Served Number to be Served Yearly MHSA Funds Allocated for FY 2025-26 / Cost per Person Assisted Outpatient Treatment County Operated Countywide 70 (Adult) 5 (Older Adult) 2,102,958 / 28,039 Assisted Outpatient Treatment Clinic Support County Operated Countywide Captured in above number 1,475,924 Total 75 $3,578,882 MHSA Funded Housing Services. MHSA funds for housing supports supplements that which is provided by CCBHS and the County’s Health, Housing and Homeless (H3) Services Division, and is designed to provide various types of affordable shelter and housing for low-income adults with a serious mental illness or children with a severe emotional disorder and their families who are homeless or at imminent risk of chronic homelessness. Annual expenditures have been dynamic due to the variability of need, availability of beds and housing units, and escalating cost. Housing supports are categorized as follows: 1) Temporary Shelter Beds. The County’s Health, Housing and Homeless Services (H3) Division operates several temporary bed facilities for adults and transitional age youth. CCBHS has a Memorandum of Understanding (MOU) with the H3 Division that provides MHSA funding to enable individuals with a serious mental illness or a serious emotional disturbance to receive temporary emergency housing in these facilities. This agreement includes up to 2.163 bed nights per year for the Pomona Street Apartments and McGovern House transitional living programs, staff for the Calli House Youth Shelter, up to 9,527 bed nights for the Brookside and Concord temporary shelters, and up to 1.610 bed nights for the Philip Dorn Medical Respite Shelter in Concord, which serves those in need of recuperative care 18 following a hospital discharge. 2) Augmented Board and Care. The County contracts with several licensed board and care facilities to provide additional funds to augment the rental amount received by the facility from the SSI rental allowance. These additional funds pay for necessary supports for those with serious mental illness to avoid institutionalization and enable them to live in the community. An individualized services agreement for each person with a serious mental illness delineates needed supplemental care, such as assistance with personal hygiene, life skills, prescribed medication, transportation to health/mental health appointments, and connection with healthy social activities. These providers include, but are not limited to: Divines Home, Modesto Residential Living Center, Oak Hills Residential Facility, Pleasant Hill Oasis, United Family Care (Family Courtyard), Williams Board and Care Home, and Woodhaven. An additional provider, Crestwood Healing Center, has 64 augmented board and care beds in Pleasant Hill, and has a transitional residential program, The Pathway, that provides clinical mental health specialty services for up to a year (with a possible six-month extension) for those residents considered to be most compromised by mental health issues. During this three -year period CCBHS will seek to maintain and increase the number of augmented board and care beds available for adults with serious mental illness. Additional funding is also being allocated to address market competitiveness for rates being paid to small adult residential facilities and to assist older adult clients to maintain the home and placement that they have successfully lived in for many years. 3) Supportive Housing: Master Leased and Scattered Site. Shelter, Inc. contracts with the County to provide a master leasing program, in which adults or children and their families are provided tenancy in apartments and houses throughout the County. Through a combination of self - owned units and agreements with landlords, Shelter, Inc. acts as the lessee to the owners and provides staff, maintenance and administers County-funded rental subsidies to support individuals and their families to move in and maintain their homes independently. Until 2016 the County participated in a specially legislated state-run MHSA Housing Program through the California Housing Finance Agency (CalHFA). In collaboration with many community partners the County embarked on several one-time capitalization projects to create 39 permanent housing units for individuals with serious mental illness. These individuals receive their mental health support from CCBHS contract and county service providers. The sites include Villa Vasconcellos in Walnut Creek, Lillie Mae Jones Plaza in North Richmond, The Virginia Street Apartments in Richmond, Robin Lane apartments in Concord, Ohlone Garden apartments in El Cerrito, Third Avenue (Arboleda) Apartments in Walnut Creek, Garden Park apartments in Concord, and scattered units throughout the County operated by Hope Solutions. The state-run MHSA Housing Program ended in 2016 and was replaced by the Special Needs Housing Program (SNHP). Under SNHP, the County added 5 additional units of permanent supportive housing at the St. Paul Commons in Walnut Creek. In July 2016 Assembly Bill 1618, or No Place Like Home, was enacted to dedicate in future years $2 billion in bond proceeds throughout the State to invest in the development of permanent supportive housing for persons who need mental health services and are experiencing homelessness or are at risk of chronic homelessness Voters approved Proposition 2 in November 2018, and various rounds of competitive and non -competitive funding were made available to counties. In Contra Costa, this resulted in over 60 additional permanent supportive housing units in the following locations: • Veteran’s Square – Satellite Affordable Housing Associates (SAHA) - East County (operational) • Galindo Terrace – Resources for Community Development (RCD) - Central County (completion expected December 2024) 19 • 699 Ygnacio Valley Rd. - RCD - Central County (pre-development) • Legacy Court – Community Housing Development Corporation (CHDC) and Eden Housing – West County (pre-development) 4) Housing Continuum and Resource Development. Over the course of this three-year planning period, the State and Federal government have and will release multiple housing infrastructure -related grant opportunities for Counties. Including but not limited to Behavioral Health Continuum Infrastructure Program (BHCIP) and Behavioral Health Bridge Housing (BHBH). CCBHS has also accepted an allocation from Department of Social Services to fund the Community Care Expansion Preservation program intended to stabilize existing licensed adult residential facilities (ARF) and residential care facilities for the elderly (RCFE). County intends to continue to apply for other opportunities as they are released. CCBHS recognizes supported housing for people living with a mental health condition as a priority issue and is committed to leveraging existing resources to meet that need by fortifying our existing housing continuum of care. This plan budgets funds to allow CCBHS to complete proposed projects and provides funding for any potential County required funding match needed to take advantage of historic funding opportunities. Additional funding has also been allocated to allow the CCBHS to locally fund and take advantage of potential projects that address other gaps in the housing continuum. Finally, in order to better support clients additional funding is being allocated to emergency care funds to support clients at certain facilities while social security benefits are pending. Additionally, this budget allocates funding to support clients and Housing Services staff address the often - unforeseen challenges that arise by creating a housing flex fund. This fund may be used to address small, unplanned and/or temporary financial needs related to maintaining a home. 5) Coordination Team. The Housing Services Coordination Team provides support to residents, facilitates linkages with other Contra Costa behavioral health programs and services, and provides contract monitoring and quality control. A Chief of Supportive Housing Services oversees the Coordination Team and MHSA funded housing units. Amounts summarized in the following table are the MHSA allocation for MHSA funded housing services: Program/Plan Element County/ Contract Region Served Number of MHSA beds, units budgeted MHSA Funds Allocated for FY 2025- 26 / Cost per Person Shelter Beds County Operated Countywide 75 beds (est.) 2,942,055 / 39,227 Augmented Board and Care* Crestwood Healing Center Bridge Program Countywide 64 beds 1,147,028/ 17,922 Augmented Board and Care* Various Countywide 335 beds 7,113,982 / 21,235 Master Lease Contract Countywide 110 units 3,421,247 / 31,102 Scattered Site Contractor Operated Countywide 39 units State MHSA funded BHCIP/Program Match Countywide Varies 3,000,000 BHCIP Program Estimates Countywide Varies 5,952,021 Coordination Team County Operated Countywide Varies 2,739,564 Emergency Care Funds (ECF) Countywide Varies 60,000 Housing Flex Fund Countywide Varies 140,000 Total 690 $26,515,897 *Augmented Board and Care facility contracts vary in negotiated daily rate, and several contracts have both 20 realignment as well as MHSA as funding sources. Thus, the budgeted amount may not match the total contract limit for the facility and beds available. The amount of MHSA funds budgeted are projections based upon 1) history of actual utilization of beds paid by MHSA funding, 2) history of expenditures charged to MHSA, and 3) projected utilization for the upcoming year. CCBHS continues work to secure additional augmented board and care beds. Plan Updates will reflect adjustments in budgeted amounts. Non-FSP Programs (General System Development) General System Development is the service category in which the County uses M HSA funds to improve the County’s mental health service delivery system for all clients who experience a serious mental illness or serious emotional disturbance, and to pay for mental health services for specific groups of clients, and, when appropriate, their families. Since the Community Services and Supports component was first approved in 2006, programs and plan elements included herein have been incrementally added each year by means of the community program planning process. These services are designed to support those individuals who need services the most. Funds are now allocated in the General System Development category for the following programs and services designed to improve the overall system of care: Supporting Older Adults. There are two MHSA funded programs serving the older adult population over the age of 55, 1) Intensive Care Management, and 2) Improving Mood: Providing Access to Collaborative Treatment (IMPACT). 1) Intensive Care Management. Three multi-disciplinary teams, one for each region of the County, provide mental health services to older adults in their homes, in the community, and within a clinical setting. The primary goal is to support aging in place and to improve consumers’ mental health, physical health and overall quality of life. Each multi-disciplinary team is comprised of a psychiatrist, a nurse, a clinical specialist, and a community support worker. The teams deliver a comprehensive array of care management services, linkage to primary care and community programs, advocacy, educational outreach, medication support and monitoring, and transportation assistance. 2) IMPACT. IMPACT is an evidence-based practice which provides depression treatment to older adults who are experiencing co-occurring physical health impairments. The model involves short-term (8 to 12 visits) involving cognitive behavioral therapy, and one time medication consultation. MHSA funded mental health clinicians are integrated into a primary treatment team. Amounts summarized below are the MHSA funded portion for Older Adult Mental Health Program: Program/Plan Element County/ Contract Region Served Number to be Served Yearly MHSA Funds Allocated for FY 2025-26 / Cost per Person Intensive Care Management County Operated Countywide 237 4,539,290/19,153 IMPACT County Operated Countywide 138 477,973 / 3,463 Total 375 $5,017,263 Supporting Children and Young Adults. There are two programs supplemented by MHSA funding that serve children and young adults: 1) Wraparound Program, and 2) expansion of the Early and Periodic Screening, Diagnosis and Treatment (EPSDT) Program. 1) Wraparound Program. The Countywide Wraparound Program is a strength-based approach which supports youth and their families in identifying their own strengths. The program is an intensive, 21 holistic team-based method of engaging with individuals with complex needs (children, youth, and their families) so that they can live in their homes and communities and realize their hopes and dreams. Wraparound staff include Facilitators (clinicians), Family Partners (community support workers/peers) and Mentors (mental health specialists). Wraparound Facilitators provide comprehensive team coordination, including bringing youth, families, natural supports and providers to the table to coordinate treatment, develop a plan and support the team in the execution of the plan. These professionals arrange and facilitate team meetings between the family, treatment providers and allied system professionals. Family partners are individuals with lived experience as parents of children and adults with serious emotional disturbance or serious mental illness who assist families with advocacy, transportation, navigation of the service system, and offer support in the home, community, and county service sites. Family partners participate as team members with the mental health clinicians who are providing facilitation to children and their families. Mentors are non- licensed care providers offering rehabilitative services to children and youth to build independent living skills, develop coping mechanisms, and linkage to community resources for clients to move towards their goals. 2) EPSDT Expansion. EPSDT is a federally mandated specialty mental health program that provides comprehensive and preventative services to low-income children and adolescents that are conjointly involved with Children and Family Services. State realignment funds have been utilized as the up-front match for the subsequent federal reimbursement that enables the County to provide the full scope of services. This includes assessment, plan development, therapy, rehabilitation, collateral services, case management, medication support, crisis services, intensive home- based services (IHBS), and Intensive Care Coordination (ICC). The Department of Health Care Services has clarified that the continuum of EPSDT services is to be provided to any specialty mental health service beneficiary who needs it. In addition, Assembly Bill 403 mandates statewide reform for care provided to foster care children, to include the County’s responsibility to provide Therapeutic Foster Care (TFC) services. This significant expansion of care responsibility, entitled Continuing Care Reform (CCR), will utilize MHSA funds as the up-front match for the subsequent federal reimbursement that enables the County to provide the full scope of services, and includes adding County mental health clinicians, family partners and administrative support. Amounts summarized below are the MHSA funded portion of the Children Wraparound/ EPSDT Support: Program/Plan Element County/ Contract Region Served Number to be Served Yearly MHSA Funds Allocated for FY 2025-26 / Cost per Person Wraparound Support County Operated Countywide Supports Wraparound Program 1,335,840 / Included in Children’s Clinic Cost EPSDT Expansion County Operated Countywide Supplements Children’s System of Care 839,917 Total $2,175,757 Concord Health Center. The County’s primary care system staffs the Concord Health Center, which integrates primary and behavioral health care. A Behavioral Health Clinician and Community Support Worker (peer) work together as a team to provide an integrated response to adults visiting the clinic for medical services which have a co-occurring behavioral health issues. MHSA funds additional similar positions in the regional behavioral health clinics to provide enhanced support. The MHSA allocation for the Concord Health Center and clinics is summarized in the following: 22 Program/Plan Element County/ Contract Region Served Number to be Served Yearly MHSA Funds Allocated for FY 2025-26 / Cost per Person Supporting all Outpatient Clinics County Operated Countywide Clients served by clinics 1,013,113 Total $1,013,113 Liaison Staff. CCBHS partners with Contra Costa Regional Medical Center (CCRMC) to provide Community Support Worker positions to liaison with Psychiatric Emergency Services (PES) to assist individuals experiencing a psychiatric crisis connect with services that will support them in the community. These positions are on the CCBHS Transition Team, and schedule regular hours at PES. The allocation for the Liaison Staff is as follows: Program/Plan Element County/ Contract Region Served Number to be Served Yearly MHSA Funds Allocated for FY 2025-26 / Cost per Person Supporting Liaison Staff County Operated Countywide Supports clients served by PES 182,675 Total $182,675 Clinic Support. County positions are funded through MHSA to supplement clinical staff implementing treatment plans at the adult clinics. These positions were created in direct response to identified needs surfaced in prior Community Program Planning Processes. 1) Resource Planning and Management. Dedicated staff at the three adult clinics assist consumers with money management and the complexities of eligibility for Medi-Cal, Medi-Care, Supplemental Security Income (SSI) and Social Security Disability Insurance (SSDI) benefits. Money management staff are allocated for each clinic, and work with and are trained by financial specialists. 2) Transportation Support. Stakeholder input identified transportation to and from clinics as a critical priority for accessing services. Toward this end one-time MHSA funds were purchased in prior years to purchase additional county vehicles to be located at the clinics. Community Support Workers have been added to adult clinics to support in transportation of consumers to and from appointments. 3) Evidence Based Practices. Clinical Specialists, one for each Children’s clinic, have been added to provide training and technical assistance in adherence to the fidelity of treatment practices that have an established body of evidence that support successful outcomes. The MHSA allocation for Clinic Support are as follows: Program/Plan Element County/ Contract Region Served Number to be Served Yearly MHSA Funds Allocated for FY 2025-26 / Cost per Person Resource Planning and Management County Operated Countywide Supplements Clinic Staff 658,653 Transportation Support County Operated Countywide Supplements Clinic Staff 174,659 Evidence Based Practices County Operated Countywide Supplements Clinic Staff 477,973 Total $1,311,285 Forensic Team. Clinical specialists are funded by MHSA to join a multi-disciplinary team that provides 23 mental health services, alcohol and drug treatment, and housing supports to individuals with serious mental illness who are either referred by the courts for diversion from incarceration, or on probation and at risk of re-offending and incarceration. These individuals were determined to be high users of psychiatric emergency services and other public resources, but very low users of the level and type of care needed. This team works very closely with the criminal justice system to assess referrals for serious mental illness, provide rapid access to a treatment plan, and work as a team to provide the appropriate mental health, substance abuse and housing services needed. The MHSA allocation for the Forensic Team are as follows: Program/Plan Element County/ Contract Region Served Number to be Served Yearly MHSA Funds Allocated for FY 2025-26 / Cost per Person Forensic Team County Operated Countywide Support to the Forensic Team 477,973 Total $477,973 Quality Assurance and Administrative Support. MHSA funding supplements County resources to enable CCBHS to provide required administrative support, quality assurance and program evaluation functions for statutory, regulatory and contractual compliance, as well as management of quality-of-care protocols, such as fidelity to Assisted Outpatient Treatment and Assertive Community Treatment. County staff time and funding to support the mandated MHSA community program planning process are also included here. County positions have been incrementally justified, authorized and added each year as the total MHSA budget has increased. The MHSA allocation for the following functions and positions are summarized below: 1) Quality Assurance Function MHSA Funds Allocated for FY 2025-26 Medication Monitoring 290,206 Clinical Quality Management 936,565 Clerical Support 314,679 Total 1,541,450 2) Administrative Support Function MHSA Funds Allocated for FY 2025-26 Program and Project Managers 1,933,826 Clinical Coordinator 151,051 Planner/Evaluators 637,142 Family Service Coordinator 135,644 Administrative and Financial Analysts 591,708 Clerical Support 508,838 ACT/AOT Fidelity Evaluation (contract) 100,000 Evaluation and Reporting 100,000 CPPP 25,000 Language (Interpreter Services) 10,000 AOD New Positions 727,430 Total $4,920,639 24 Community Services and Supports (CSS) FY 2025-26 Program Budget Summary Full-Service Partnership (FSP Programs) Number to be Served: 1,380 $41,532,844 Children 3,235,966 Transition Age Youth 525,374 Adults – Includes total funding listed in Adult Full-Service Partnership Programming table and Adult Mental Health Clinic Support table. 7,676,725 Assisted Outpatient Treatment 3,578,882 MHSA Housing Services 26,515,897 Non-FSP Programs (General System Development) $16,658,156 Older Adult Mental Health Program 5,017,263 Children’s Wraparound, EPSDT Support 2,175,757 Concord Health Center 1,013,113 Liaison Staff 182,675 Clinic Support 1,311,285 Forensic Team 477,973 Quality Assurance 1,541,450 Administrative Support 4,920,639 Total $58,191,000 25 PREVENTION AND EARLY INTERVENTION (PEI) Prevention and Early Intervention (PEI) is the component of MHSA that refers to services designed to prevent mental illnesses from becoming severe and disabling by providing outreach and engagement to increase recognition of early signs of mental illness and intervening early in the onset of a mental illness. First approved in 2009, with an initial State appropriation of $5.5 million, the MHSA PEI budget has grown incrementally to over $16 million. The construction and direction of how and where to provide funding for this component began with an extensive and comprehensive community program planning process first 2005-2006. Underserved and at-risk populations were researched, stakeholders actively participated in identifying and prioritizing mental health needs, and strategies were developed to meet these needs. Plan and Service Requirements: The PEI Community Planning Process requires local stakeholders to recognize the following parameters for this funding stream: • All ages must be served and at least 51% of the funds must serve children and youth ages 0-25 years. • Disparities in access to services for underserved ethnic communities must be addressed. • All regions of the county must have access to services. • Early intervention should be low-intensity and short duration. • Early intervention may be higher in intensity and longer in duration for individuals experiencing first onset of psychosis associated with serious mental illness. • Individuals at risk of or indicating early signs of mental illness or emotional disturbance and links them to treatment and other resources. PEI Strategies: • Prevention • Early intervention • Outreach • Stigma and discrimination reduction • Access and linkage to treatment • Improving timely access to treatment • Suicide prevention PEI Priorities: • Childhood trauma • Early psychosis • Youth outreach and engagement • Culture and language • Older Adults • Early identification The table on the next page represents both the PEI strategies documented in the California Code of Regulations (CCR) and the priorities enshrined through SB 1004 that all counties must adhere to. 26 Prevention and Early Intervention Strategies and Priorities PEI Strategies & Priorities Crosswalk Prevention Early Intervention Outreach Stigma & Discrimination Reduction Access and Linkage to Treatment Improving Timely Access Suicide Prevention Childhood Trauma BBK COPE, First Five, We Care CAPC Early Psychosis & Mood Disorders First Hope JMP RCC CCCC Youth Outreach and Engagement BBK, Vicente Martinez High School, PWC, Mental Health Connections, RYSE COPE, First Five, Hope Solutions, We Care OPFE JMP, STAND!, Juvenile Justice CHD, RCC CCCC Culture & Language AFRC, JFCS, The Latina Center CHD, CAPC, La Clinica, LFCD, RCC CCCC Older Adults Mental Health Connections, Mental Health Connections - Peer Connection Centers AFRC, Hope Solutions, JFCS OPFE CHD, La Clinica, Lifelong, LFCD, RCC CCCC Early Identification BBK Hope Solutions, The Latina Center, COPE, We Care CAPC All programs contained in the PEI component help create access and linkage to mental health treatment, with an emphasis on utilizing non-stigmatizing and non-discriminatory strategies, as well as outreach and engagement to those populations who have been identified as traditionally underserved. 27 Outcome Indicators. PEI regulations (established October 2015) have reporting requirements that programs started tracking in FY 2016-2017. In FYs 23-24, 35,675 consumers of all ages were served by PEI programs in Contra Costa County. This report includes updates fo r each program. The information gathered enables CCH to report on the following outcome indicators: • Outreach to Underserved Populations. Demographic data, such as age group, race/ethnicity, primary language, and sexual orientation, enable an assessment of the impact of outreach and engagement efforts over time. • Linkage to Mental Health Care. Number of people connected to care, and average duration of reported untreated mental illness enable an assessment over time of impact of programs on connecting people to mental health care. Evaluation Component CCBHS is committed to evaluating the effective use of funds provided by the MHSA. Toward this end, a comprehensive program and fiscal review process has been implemented to a) improve the services and supports provided; b) more efficiently support the County’s MHSA Three Year Program and Expenditure Plan; c) ensure compliance with stature, regulations, and policies. Each of the MHSA funded contract and county operated programs undergoes a triennial program and fiscal review. This entails interviews and surveys of individuals both delivering and receiving the services, review of data, case files, program and financial records, and performance history. Key areas of inquiry include: • Delivering services according to the values of MHSA • Serving those who need the service • Providing services for which funding was allocated • Meeting the needs of the community and/or population • Serving the number of individuals that have been agreed upon • Achieving outcomes that have been agreed upon • Assuring quality of care • Protecting confidential information • Providing sufficient and appropriate staff for the program • Having sufficient resources to deliver the services • Following generally accepted accounting principles • Maintaining documentation that supports agreed upon expenditures • Charging reasonable administrative costs • Maintaining required insurance policies • Communicating effectively with community partners Each program provides a written report that addresses the above areas. Promising practices, opportunities for improvement, and/or areas of concern are noted for sharing or follow-up activity, as appropriate. The emphasis is to establish a culture of continuous improvement of service delivery, and quality feedback for future planning efforts. Completed reports are made available to members of the MHSA Advisory Council, formerly CPAW; and distributed at the monthly stakeholder meeting, or to the public upon request. Contra Costa is a geographically and culturally diverse with approximately 1.2 million residents. One of nine counties in the San Francisco Bay Area and is located in the East Bay region. According to the United States 28 Census Bureau and the 2020 Decennial Census results, it’s was estimated that 7.2% of people in Contra Costa County were living in poverty at the time. Children, adolescents and young adults (ages 0-25) continue to make up approximately 30% of the population and roughly 25% of residents are foreign born. The most common languages spoken after English is Spanish. MHSA funded PEI programs in Contra Costa County served over 30,000 individuals per year during the previous three-year period, FYs 21-24. For a complete listing of PEI programs, please see Appendix A. PEI Providers gather quarterly for a Roundtable Meeting facilitated by MHSA staff and are actively involved in MHSA stakeholder groups including Mental Health Services Act Advisory Council (MHSA AC) and various sub-committees. In addition, PEI programs engage in the Community Program Planning Process (CPPP) by participating in three annual community forums located in various regions of the count. The below tables outline PEI Aggregate Data collected during the during the previous period from FYs 2020- 24. Please note that the below figures are not a full reflection of the demographics served, as data collection continues to be impacted by changes in collection processes because of the COVID-19 pandemic. A notable amount of data was not captured from participants for two primary reasons: a significant number of participants declined to respond to demographic information, and, due to COVID-19, conducting surveys and self-reporting on behalf of clients served by PEI programs decreased. Additionally, different interpretations of the requested information by the respondents created challenges Total Served: FY 20-21: 29,105; FY 21-22: 30,442; FY 22-23: 37,336; FY 23-24: 35,675 TABLE 1. AGE GROUP FY 20-21 # SERVED FY 21-22 # SERVED FY 22-23 # SERVED FY 23-24 # SERVED Child (0-15) 831 1,211 1,880 1,876 Transition Age Youth (16-25) 2,944 2,376 3,329 3,042 Adult (26-59) 7,204 10,029 12,458 11,450 Older Adult (60+) 3,185 5,029 5,260 6,205 Decline to State / Data Not Captured 14,941 11,798 14,409 13,102 TABLE 2. PRIMARY LANGUAGE FY 20-21 # SERVED FY 21-22 # SERVED FY 22-23 # SERVED FY 23-24 # SERVED English 22,766 24,169 29,352 27,532 Spanish 1,522 2,060 2,367 2,1117 Other 891 1,392 1,194 1,846 Decline to State / Data Not Captured 3,926 2,852 4,422 4,180 29 TABLE 3. RACE FY 20-21 # SERVED FY 21-22 # SERVED FY 22-23 # SERVED FY 23-24 # SERVED More than one Race 318 488 1,210 916 American Indian/Alaska Native 136 162 91 61 Asian 1,512 2,134 2,700 2,574 Black or African American 2,251 4,040 4,027 3,515 White or Caucasian 8,270 8,737 10,881 11,305 Hispanic or Latino/a 2,812 3,510 4,653 3,197 Native Hawaiian or Other Pacific Islander 55 192 139 155 Other 142 508 277 547 Decline to State / Data Not Captured 13,842 10,709 13,476 13,303 TABLE 4. ETHNICITY (IF NON-HISPANIC OR LATINO/A) FY 20-21 # SERVED FY 21-22 # SERVED FY 22-23 # SERVED FY 23-24 # SERVED African 309 231 88 307 Asian Indian/South Asian 754 794 23 27 Cambodian 2 1 1 0 Chinese 37 51 46 62 Eastern European 27 9 5 176 European 128 142 2 29 Filipino 30 39 24 25 Japanese 5 2 3 2 Korean 6 1 6 7 Middle Eastern 14 478 216 32 Vietnamese 185 217 228 534 More than one Ethnicity 109 78 116 101 Other 110 368 945 1,090 Decline to State / Data Not Captured 26,650 27,395 34,884 32,175 TABLE 5. ETHNICITY (IF HISPANIC OR LATINO/A) FY 20-21 # SERVED FY 21-22 # SERVED FY 22-23 # SERVED FY 23-24 # SERVED Caribbean 3 3 9 4 Central American 100 174 252 259 Mexican/Mexican American / Chicano 713 694 384 459 Puerto Rican 14 12 13 5 South American 23 17 3 19 Other 95 326 269 362 30 TABLE 6. SEXUAL ORIENTATION FY 20-21 # SERVED FY 21-22 # SERVED FY 22-23 # SERVED FY 23-24 # SERVED Heterosexual or Straight 16,400 20,926 3,842 4,396 Gay or Lesbian 198 214 240 224 Bisexual 132 141 189 198 Queer 21 71 57 63 Questioning or Unsure of Sexual Orientation 52 36 72 84 Another Sexual Orientation 111 68 105 81 Decline to State / Data Not Captured 12,193 8,990 32,842 30,629 TABLE 7. GENDER ASSIGNED AT BIRTH FY 20-21 # SERVED FY 21-22 # SERVED FY 22-23 # SERVED FY 23-24 # SERVED Male 7,031 7,930 9,443 8,886 Female 10,822 14,682 16,526 14,858 Decline to State / Data Not Captured 11,252 7,830 11,367 11,931 TABLE 8. CURRENT GENDER IDENTITY FY 20-21 # SERVED FY 21-22 # SERVED FY 22-23 # SERVED FY 23-24 # SERVED Man 6,846 8,008 9,248 8,946 Woman 10,696 14,319 15,742 14,598 Transgender 91 96 154 142 Genderqueer 14 24 200 126 Questioning or Unsure of Gender Identity 15 10 29 36 Another Gender Identity 68 58 73 32 Decline to State / Data Not Captured 11,377 7,927 11,890 11,795 TABLE 9. ACTIVE MILITARY STATUS FY 20-21 # SERVED FY 21-22 # SERVED FY 22-23 # SERVED FY 23-24 # SERVED Yes 81 105 1 6 No 2,894 2,983 1,141 3,152 Decline to State / Data Not Captured 27,471 27,354 34,745 32,517 TABLE 10. VETERAN STATUS FY 20-21 # SERVED FY 21-22 # SERVED FY 22-23 # SERVED FY 23-24 # SERVED Yes 178 124 34 145 No 3,173 3,863 3,615 5,706 Decline to State / Data Not Captured 25,756 26,455 33,324 29,824 31 TABLE 11. DISABILITY STATUS FY 20-21 # SERVED FY 21-22 # SERVED FY 22-23 # SERVED FY 23-24 # SERVED Yes 965 557 1,172 1,062 No 1,410 1,588 1,939 2,069 Decline to State / Data Not Captured 26,730 28,297 34,225 32,544 TABLE 12. DESCRIPTION OF DISABILITY STATUS FY 20-21 # SERVED FY 21-22 # SERVED FY 22-23 # SERVED FY 23-24 # SERVED Difficulty Seeing 101 65 113 140 Difficulty Hearing or Have Speech Understood 66 46 75 40 Physical/Mobility 252 228 336 330 Chronic Health Condition 225 297 293 406 Other 62 575 382 152 Decline to State / Data Not Captured 28,399 6,737 32,924 34,512 TABLE 13. COGNITIVE DISABILITY FY 20-21 # SERVED FY 21-22 # SERVED FY 22-23 # SERVED FY 23-24 # SERVED Yes 115 141 203 181 No 1,983 2,461 2,067 2,212 Decline to State / Data Not Captured 27,007 27,840 34,916 33,282 TABLE 14. REFERRALS TO SERVICES FY 20-21 # SERVED FY 21-22 # SERVED FY 22-23 # SERVED FY 23-24 # SERVED Clients Referred to Mental Health Services 964 1,141 1,028 1,251 Clients who Participated/ Engaged at Least Once in Referred Service 794 1,093 789 1,081 TABLE 15. EXTERNAL MENTAL HEALTH REFERRALS FY 20-21 # SERVED FY 21-22 # SERVED FY 22-23 # SERVED FY 23-24 # SERVED Clients Referred to Mental Health Services 20,397 22,675 27,550 25,926 Clients who Participated/ Engaged at Least Once in Referred Service 214 544 349 256 TABLE 16. AVERAGE DURATION WITHOUT MENTAL HEALTH SERVICES FY 20-21 # SERVED FY 21-22 # SERVED FY 22-23 # SERVED FY 23-24 # SERVED Average Duration for all Clients of Untreated Mental Health Issues (In weeks) 67.5 51.6 153.45 47.05 TABLE 17. AVERAGE LENGTH OF TIME UNTIL MENTAL HEALTH SERVICES FY 20-21 # SERVED FY 21-22 # SERVED FY 22-23 # SERVED FY 23-24 # SERVED Average Length for all Clients between Mental Health Referral and Services (In weeks) 5 4.8 8.25 16 32 PEI Programs by Category The following represents funds and programming listed within the seven strategy categories delineated in the PEI regulations 1) Outreach for increasing recognition of early signs of mental illness , 2) Prevention, 3) Early Intervention, 4) Access and Linkage to Treatment, 5) Improving Timely Access to Mental Health Services for Underserved Populations, 6) Stigma and Discrimination Reduction, and 7) Suicide Prevention. Outreach for Increasing Recognition of Early Signs of Mental Illness Programs in this category provide outreach to individuals with signs and symptoms of mental illness so they can recognize and respond to their own symptoms. Outreach is engaging, educating, and learning from potential primary responders. Primary responders include, but are not limited to, families, employers, law enforcement, school, community service providers, primary health care, social services, and faith -based organizations. Seven programs are included in this category: 1) Asian Family Resource Center (Fiscal sponsor Contra Costa ARC) provides culturally sensitive education and access to mental health services for immigrant Asian communities, especially the Southeast Asian and Chinese population of Contra Costa County. Staff provide outreach, medication compliance education, community integration skills, and mental health system navigation. Early intervention services are provided to those exhibiting symptoms of mental illness, and participants are assisted in actively managing their own recovery process. 2) Counseling Options for Parenting Education (COPE) Family Support Center utilizes the evidence-based practices of the Positive Parenting Program (Triple P) to help parents develop effective skills to address common child and youth behavioral issues that can lead to serious emotional disturbances. Targeting families residing in underserved communities this program delivers in English and Spanish several seminars, training classes and groups throughout the year. 3) First Five of Contra Costa, in partnership with the COPE Family Support Center, takes the lead in training families who have children up to the age of five. First Five also partners with the COPE Family Support Center to provide training in the Positive Parenting Program method to mental health practitioners who serve this at-risk population. 4) Hope Solutions (formerly Contra Costa Interfaith Housing) provides on-site services to formerly homeless families, all with special needs, at the Garden Park Apartments in Pleasant Hill, the Bella Monte Apartments in Bay Point, Los Medanos Village in Pittsburg, and supportive housing sites throughout the County. Services include coordination and assistance with accessing needed community resources, pre- school, and afterschool programs, such as teen and family support groups, assistance with school preparation, and homework clubs. These services are designed to prevent serious mental illness by addressing domestic violence, substance addiction and inadequate life and parenting skills. 5) Jewish Family Community Services of the East Bay (JFCS) provides culturally grounded, community- directed mental health education and navigation services to refugees and immigrants of all ages in the Latino, Afghan, Bosnian, Iranian and Russian communities of Central and East County. Outreach and engagement services are provided in the context of group settings and community cultural events that utilize a variety of non-office settings convenient to individuals and families. 6) The Latina Center serves Latino parents and caregivers in West Contra Costa County by providing culturally and linguistically specific twelve-week parent education classes to high-risk families utilizing the evidence-based curriculum of Systematic Training for Effective Parenting (STEP). In addition, the Latina Center trains parents with lived experience to both conduct parenting education classes and to 33 become Parent Partners who can offer mentoring, emotional support, and assistance in navigating social service and mental health systems. 7) We Care Services for Children (in collaboration with The Early Childhood Prevention and Intervention Coalition - ECPIC) was awarded the Early Childhood Mental Health 0-5 Outreach RFP. We Care Services for Children supports families and children from birth to six years old with a wide range of early childhood education and mental health programs. Through targeted, compassionate, and effective early intervention services, We Care helps young children, and their families reach their full potential, regardless of their abilities or circumstances. The collaborative program awarded the RFP, called The Everyday Moments/Los Momentos Cotidianos, provides programming for families with children ages 0- 5 and includes three components: 1) Family Engagement and Outreach; 2) Early Childhood Mental Health Home-Based Support; and 3) Parent Education and Empowerment. The allocation for the Outreach for Increasing Recognition of Early Signs of Mental Illness category is summarized in the following table. Program/Plan Element Region Served Number to be Served Yearly MHSA Funds Allocated for FY 2025- 26 / Cost per Person Asian Family Resource Center Countywide 50 $181,217 / 3,624 COPE Countywide 210 $305,111 / 1,452 First Five Countywide (included in COPE) $99,523 / Included in COPE reporting Hope Solutions Central and East County 200 $464,438 / 2,322 Jewish Family Community Services Central and East County 350 $210,226 / 600 The Latina Center West County 300 $151,253 / 487 We Care Services for Children Countywide 99 families $146,218 / 1,476 (per family) Total 1,359+ $1,557,986 Prevention Programs in this category provide activities intended to reduce risk factors for developing a potentially serious mental illness, and to increase protective factors. Risk factors may include, but are not limited to, poverty, ongoing stress, trauma, racism, social inequality, substance abuse, domestic violence, previous mental illness, prolonged isolation, and may include relapse prevention for those in recovery from a serious mental illness. Five programs are included in this category: 1) Fierce Advocates located in the Iron Triangle of Richmond, trained family partners from the community with lived mental health experience engage at-risk families in activities that address mental health challenges. Individual and group wellness activities assist participants to make and implement plans of action, access community services, and integrate into higher levels of mental health treatment as needed. 2) Vicente Martinez High School in the Martinez Unified School District provides career academies for at- risk youth that include individualized learning plans, learning projects, internships, and mental health education and counseling support. Students, school staff, parents and community partners work 34 together on projects designed to develop leadership skills, a healthy lifestyle and pursuit of career goals. 3) People Who Care is an afterschool program serving the communities of Pittsburg and Bay Point that is designed to accept referrals of at-risk youth from schools, juvenile justice systems and behavioral health treatment programs. Various vocational projects are conducted both on and off the program’s premises, with selected participants receiving stipends to encourage leadership development. A clinical specialist provides emotional, social, and behavioral treatment through individual and group therapy. 4) Mental Health Connections provides peer-based programming for adults throughout Contra Costa County who are in recovery from a serious mental illness. Following the internationally recognized clubhouse model this structured, work focused programming helps individuals develop support networks, career development skills, and the self-confidence needed to sustain stable, productive, and more independent lives. Features of the program provide respite support to family members, peer -to- peer outreach, and special programming for transition age youth and young adults. 5) Mental Health Connections – Peer Connection Centers contracts with the County to provide wellness and recovery centers situated in West, Central and East County to ensure the full spectrum of mental health services are available. These centers, known as Peer Connection Centers, offer peer -led recovery- oriented, rehabilitation and self-help groups that teach self-management and coping skills. The centers offer recovery planning, physical health, nutrition education, advocacy services and training, arts and crafts, and support groups. 6) The RYSE Center provides a constellation of age-appropriate activities that enable at-risk youth in Richmond to effectively cope with the continuous presence of violence and trauma in the community and at home. These trauma informed programs and services include drop-in, recreational and structured activities across areas of health and wellness, media, arts and culture, education and career, technology, and developing youth leadership and organizing capacity. The RYSE Center facilitates several city and system-wide training and technical assistance events to educate the community on mental health interventions that can prevent serious mental illness as a result of trauma and violence. The allocation for the Prevention category is summarized in the following table. Program/Plan Element Region Served Number to be Served Yearly MHSA Funds Allocated for FY 2025- 26 / Cost per Person Fierce Advocates West County 400 $270,609 / 676 Vicente Martinez High School Central County 80 $223,811/ 2,797 People Who Care East County 200 $425,379/ 2,126 Mental Health Connections House Countywide 300 $932,305/ 3,107 Mental Health Connections: Peer Connections Centers Countywide 200 $1,982,229 / 9,911 RYSE West County 2,000 $606,057 / 303 Total 2,980 $4,440,390 Early Intervention Early intervention provides mental health treatment for persons with a serious emotional disturbance or mental illness early in its emergence. One program is included in this category: 1) The County operated First Hope Program serves youth who show early signs of psychosis or have 35 recently experienced a first psychotic episode. Referrals are accepted from all parts of the County, and through a comprehensive assessment process young people, ages 12 -25, and their families are helped to determine whether First Hope is the best treatment to address the psychotic illness and associated disability. A multi-disciplinary team provides intensive care to the individual and their family, and consists of psychiatrists, mental health clinicians, occupational therapists, and employment/education specialists. These services are based on the Portland Identification and Early Referral (PIER) Model, and consists of multi-family group therapy, psychiatric care, family psychoeducation, education and employment support, and occupational therapy. The allocation for the Early Intervention category is summarized in the following table. Program/Plan Element Region Served Number to be Served Yearly MHSA Funds Allocated for FY 2025- 26 / Cost per Person First Hope Countywide 200 $4,094,719 / 20,473 Total 200 $4,094,719 Access and Linkage to Treatment Programs in this category have a primary focus on screening, assessment, and connecting children and adults as early as practicable to necessary mental health care and treatment. These programs are included in this category: 1) The James Morehouse Project (JMP) (fiscal sponsor Bay Area Community Resources -BACR) JMP is a school-based wellness center at El Cerrito High School. The JMP provides services for young people exposed to trauma who are at risk for school failure. This includes specific outreach to English language learners and their families. The JMP provides individual/group counseling, crisis intervention and support, youth leadership/advocacy and youth development programs. Because the program is on-site and school-based, JMP staff and interns are able to follow up with students to ensure that they have successfully engaged with services. If there is a crisis or urgent referral, students are connected with services immediately. When immigrant students enroll at the school, the registrar alerts the JMP so that Youth ELAC (immigrant/bi-cultural student leaders) students can embrace new arrivals and offer them community and solidarity to support their transition to the US and El Cerrito High School. 2) STAND! Against Domestic Violence utilizes established curricula to assist youth successfully address the debilitating effects of violence occurring both at home and in teen relationships. Fifteen -week support groups are held for teens throughout the County, and teachers and other school personnel are assisted with education and awareness with which to identify and address unhealthy relationships amongst teens that lead to serious mental health issues. Staff may refer students to their Children’s Counseling Program for therapy, or to other community mental health programs including Contra Costa County Behavioral Health Services, on-site school resources and other low-fee programs. Follow up was provided to ensure students referred to internal or external mental health services participated in at least one referred service. 3) Experiencing the Juvenile Justice System. Within County operated Children’s Services, five mental health clinicians support families who are experiencing the juvenile justice system due to their adolescent children’s involvement with the law. Clinicians are out stationed at juvenile probation offices. The clinicians provide direct short-term therapy and coordinate appropriate linkages and referrals to services and supports as youth transition back into their communities. 36 4) Transitions Team Expansion. Transitions is a County-operated program that provides linkage to care for adults who are living with a behavioral health condition, at risk of homelessness and not connected to routine care or services. Clients are typically referred to the program following hospital or PES discharge. Intensive out-patient services are provided by a multi-disciplinary team. New positions have been added to support the following: a. Library Initiative – a mental health clinician and community support worker (peer) work as a team to support countywide libraries that have been identified as having a high number of patrons who are at risk due homelessness and behavioral health issues. The team offers support to library staff and provides identified patrons with community resources and referrals to housing programs, health and behavioral health services. Warm hand-offs are provided as well as follow up to encourage engagement in care. b. Street Psychiatry – a multidisciplinary team (including nurse practitioner, substance use counselor, peer support worker and mental health clinician) provides outreach and support to unhoused people, including those living in encampments. Services include linkages to psychiatric care, medication management, care management, health services and housing resources for those who are not linked to care and not able to come to a clinic. Services are provided in the field. The team collaborates with community partners including Healthcare for the Homeless, to provide warm hand-offs and follow up to encourage on-going engagement in care. The allocation for the Access and Linkage to Treatment category is summarized below: Program/Plan Element Region Served Number to be Served Yearly MHSA Funds Allocated for FY 2025- 26 / Cost per Person James Morehouse Project West County 300 $127,698 / 425 STAND! Against Domestic Violence Countywide 750 $166,430 / 221 Experiencing Juvenile Justice Countywide 300 $477,973 / 1,593 Transition Team Expansion Countywide 800 $876,537 / 1,095 Total 1,350 $1,648,638 Improving Timely Access to Mental Health Services for Underserved Populations Programs in this category provide mental health services as early as possible for individuals and their families from an underserved population. Underserved means not having access due to challenges in the identification of mental health needs, limited language access, or lack of culturally appropriate mental health services. Programs in this category feature cultural and language appropriate services in convenient, accessible settings. Six programs are included in this category: 1) The Center for Human Development fields two programs under this category. The first is an African American wellness group that serves the Bay Point community in East Contra Costa County. Services consist of culturally appropriate education on mental health issues through support groups and workshops. Participants at risk for developing a serious mental illness receive assistance with referral and access to County mental health services. The second program provides mental health education and supports for LGBTQ youth and their supports in East County to work toward more inclusion and acceptance within schools and in the community. 37 2) The Child Abuse Prevention Council of Contra Costa provides a 23-week curriculum designed to build new parenting skills and alter old behavioral patterns and is intended to strengthen families and support the healthy development of their children. The program is designed to meet the needs of Spanish speaking families in East and Central Counties. 3) La Clínica de la Raza reaches out to at-risk LatinX in Central and East County to provide behavioral health assessments and culturally appropriate early intervention services to address symptoms of mental illness brought about by trauma, domestic violence, and substance abuse. Clinical staff also provide psycho- educational groups that address the stress factors that lead to serious mental illness. 4) Lao Family Community Development provides a comprehensive and culturally sensitive integrated system of care for Asian and Southeast Asian adults and families in West Contra Costa County. Staff provide comprehensive case management services, to include home visits, counseling, parenting classes, and assistance accessing employment, financial management, housing, and other service both within and outside the agency. 5) Lifelong Medical Care provides isolated older adults in West County opportunities for social engagement and access to mental health and social services. A variety of group and one-on-one approaches are employed in three housing developments to engage frail, older adults in social activities, provide screening for depression and other mental and medical health issues, and linking them to appropriate services. 6) Rainbow Community Center provides a community based social support program designed to decrease isolation, depression and suicidal ideation among members who identify as lesbian, gay, bisexual, transgender, or who question their sexual identity. Key activities include reaching out to the community to engage those individuals who are at risk, providing mental health support groups that address isolation and stigma and promote wellness and resiliency, and providing clinical mental health treatment and intervention for those individuals who are identified as seriously mentally ill. The allocation for the Improving Timely Access to Mental Health Services for Underserved Populations category is summarized below: Program/Plan Element Region Served Number to be Served Yearly MHSA Funds Allocated for FY 2025- 26 / Cost per Person Child Abuse Prevention Council Central and East County 120 $212,041 / 1,767 Center for Human Development East County 230 $194,756 / 846 La Clínica de la Raza Central and East County 3,750 $348,170 / 92 Lao Family Community Development West County 120 $236,303 / 1,969 Lifelong Medical Care West County 115 $162,303 / 1,411 Rainbow Community Center Countywide 1,125 $940,692/ 836 Total 5,460 $2,094,265 Stigma and Discrimination Reduction Activities in this category are designed to 1) reduce negative feelings, attitudes, beliefs, perceptions, stereotypes and/or discrimination related to having a mental illness, 2) increase acceptance, dignity, inclusion, and equity for individuals with mental illness and their families, and 3) advocate for services that are culturally congruent with the values of the population for whom changes, attitudes, knowledge and behavior are intended. 38 The County operated Office for Peer and Family Empowerment (OPFE) provides leadership and staff support to several initiatives designed to reduce stigma and discrimination, develop leadership and advocacy skills among consumers of behavioral health services, support the role of peers as providers, and encourage consumers to actively participate in the planning and evaluation of MHSA funded services. Staff from the OPFE support the following activities designed to educate the community to raise awareness of the stigma that can accompany mental illness. 1) The OPFE facilitates Taking Action for Whole Health and Wellbeing (previously Wellness Recovery Action Plan or WRAP) groups by providing certified leaders and conducting classes throughout the County. Staff employ the evidence-based training in enhancing the efforts of consumers to promote and advocate for their own wellness. 2) The Committee for Social Inclusion is an ongoing alliance of committee members that work together to promote social inclusion of persons who receive behavioral health services. The Committee is project based, and projects are designed to increase participation of consumers and family members in the planning, implementation, and delivery of services. Current efforts are supporting the integration of mental health and alcohol and other er drug services within the Behavioral Health Services Division. In addition, OPFE staff assist and support consumers and family members in participating in the various planning committees and sub-committees, Mental Health Commission meetings, community forums, and other opportunities to participate in planning processes. 3) The Overcoming Transportation Barrier (OTB) Flex Fund provides funding to cover a one-time cost specific to transportation needs and help provide support to clients who need to get to their appointments. Some examples of what these funds cover include: the cost of a new tire, or a loaded Clipper card to provide fare to and from appointments or groups. This programming is a continuation of a former Innovation Project that sunset in September 2021. 4) The OPFE supports SB803 Implementation in Contra Costa County which enables Contra Costa, along with all California counties, to expand the behavioral health workforce by allowing certification of Peer Support Specialists. This bill makes it easier for people with lived mental health experiences to be trained and hired while providing supportive services to others in the behavioral health system. 5) Through the Take Action for Mental Health and Know the Signs initiatives California Mental Health Services Authority (CalMHSA) provides technical assistance to encourage the County’s integration of available statewide resources on stigma and discrimination reduction and suicide prevention. CCH contracts with CalMHSA to link county level stigma and discrimination reduction efforts with statewide social marketing programs. This linkage expands the County’s capacity via language specific materials, social media, and subject matter consultation with regional and state experts to reach diverse underserved communities. The allocation for the Stigma and Discrimination Reduction category is below: Program/Plan Element Region Served Number to be Served Yearly MHSA Funds Allocated for FY 2025- 26 / Cost per Person OPFE County Operated Countywide $847,708 CalMHSA MOU Countywide $78,000 New Funding - Peer Leadership TBD Countywide $315,000 Total $1,240,708 39 Suicide Prevention There are three plan elements that support the County’s efforts to reduce the number of suicides in Contra Costa County: 1) augmenting the Contra Costa Crisis Center, and 2) supporting a suicide prevention committee. Additional funds are allocated to dedicate staff trained in suicide prevention to provide countywide trainings, education, and consultation for a host of entities such as schools, social service providers, criminal justice and first responder community-based organizations to know the signs of persons at risk of suicide, assess lethality and respond appropriately. 1) The Contra Costa Crisis Center provides services to prevent suicides by operating a certified 24-hour suicide prevention hotline. The hotline connects with people when they are most vulnerable and at risk for suicide, enhances safety, and builds a bridge to community resources. Staff conduct a lethality assessment on each call, provide support and intervention for the person in crisis, and make follow -up calls (with the caller’s consent) to persons who are at medium to high risk of suicide. MHSA funds enable additional paid and volunteer staff capacity, most particularly in the hotline’s trained multi- lingual, multi- cultural response. 2) The Contra Costa Crisis Center also operates a PES Follow Up Program, designed to target patients with suicidal ideation/recent attempts who are being released from PES. The program aims to increase linkages and reduce service gaps by offering immediate 24/7 support from counselors who are specially trained in providing crisis and suicide intervention and assessment. The Crisis Center is accredited by the American Associate of Suicidology (AAS) and provides local response for the National Suicide Prevention Lifeline (NSPL) as well as the 211 Information and Referral hotline. 3) A multi-disciplinary, multi-agency Suicide Prevention Committee has been established, and has published a draft countywide Suicide Prevention Strategic Plan located here. A final draft of the plan is slated to be published in calendar year 2023. This ongoing committee oversees the implementation of the Plan by addressing the strategies outlined in the Plan. These strategies include i) creating a countywide system of suicide prevention, ii) increasing interagency coordination and collaboration, iii) implementing education and training opportunities to prevent suicide, iv) implementing evidence - based practices to prevent suicide, and v) evaluating the effectiveness of the County’s suicide prevention efforts. In 2021, a subcommittee was convened to address Youth Suicide Prevention. In the light of the pandemic, school- based providers and people living and working with youth have expressed great concern about their mental health during these challenging times. The group meets in the late afternoon to encourage participation of students and young people. The allocation for the Suicide Prevention category is summarized below: Program/Plan Element Region Served Number to be Served Yearly MHSA Funds Allocated for FY 2025- 26 / Cost per Person Contra Costa Crisis Center Countywide 25,000 $456,092 / 18 County Supported Countywide N/A Included in PEI administrative cost Total 25,000 $456,092 PEI Administrative Support Staff time has been allocated by the County to provide administrative support and evaluation of programs and plan elements that are funded by MHSA. The allocation for PEI Administration is summarized in the following: 40 Program/Plan Element Region Served MHSA Funds Allocated for FY 2025- 26 Administrative and Evaluation Support Countywide $641,202 Total $641,202 Prevention and Early Intervention (PEI) FY 2025-26 Program Budget Summary Outreach for Increasing Recognition of Early Signs of Mental Illness $1,557,986 Prevention $4,440,390 Early Intervention $4,094,719 Access and Linkage to Treatment $1,648,638 Improving Timely Access to Mental Health Services for Underserved Populations $2,094,265 Stigma and Discrimination Reduction $1,240,708 Suicide Prevention $456,092 Administrative, Evaluation Support $641,202 Total $16,174,000 41 INNOVATION (INN) Innovation is the component of the Three-Year Program and Expenditure Plan that funds new or different patterns of service that contribute to informing the behavioral health system of care as to best or promising practices that may be subsequently added or incorporated into the system. Innovative projects for CCBHS are developed by an ongoing community program planning process that is described in the CPPP chapter of this report. Innovation Regulations went into effect October 2015. While Innovation projects have always been time- limited, the Innovation Regulations have placed a five-year time limit on Innovation projects. As before, innovative projects accomplish one or more of the following objectives: • Increase access to underserved groups • Increase the quality of services, to include better outcomes • Promote interagency collaboration • Increase access to services. The MHSA Advisory Council and Innovation Sub-Committee are the driving stakeholder bodies behind this work. These groups have contributed to the development of Psychiatric Advanced Directives (PADs), Supporting Equity Through Grants for Community-Defined Practices, and most recently the Program Improvements for Valued Outpatient Treatment (PIVOT) Innovation Project. Innovation Projects Psychiatric Advanced Directives (PADs) A multi-County collaborative Innovation Project approved by the Mental Health S ervices Oversight and Accountability Commission (MHSOAC). PADs are used to support treatment decisions for people who are experiencing a mental health crisis. The project will offer standardized training on the usage and benefits of PADs, development of a peer-created standardized PAD template, provide a training toolkit (in 9 languages) and implement a customized cloud-based technology platform to access and utilize PADs. Unlike an electronic health record, the technology will not be used to store HIPAA protected data. The technology will be developed with peers and stakeholders. Phase One of his project was approved from 2022-2025. Phase Two is expected to begin in 2025. For more information, please click on the icon below. Supporting Equity through Grants for Community Defined Practices (CDP) The newest Innovation project, approved by the MHSOAC in March 2023, addresses the problem of equitable access to behavioral health supports for underserved and unserved communities including Asian American/Pacific Islander (AAPI), Latino/a/x, Black/African American, LGBTQ and others. Through a competitive Request for Proposals (RFP) bid process, community organizations may apply for grants that support community-defined practices and other forms of outreach, engagement, treatment and wellness services not offered within the existing CCBHS System of Care. The focus will be to learn from agencies and 42 assess for programming which may show promising results through CDPs. A CDP is a practice reflective of a community or culture and is embraced by that community and supports that community’s mental health and wellness. CDPs are rooted in customs, behaviors, values, and beliefs that may be passed down or shared in community, serve as informal system of support which individuals/communities may practice as part of their daily lives. The services may be provided by a qualified practitioner, a peer, community health worker, trained facilitator, traditional healers, or trusted community member based on that community’s definition. CDP Awardees and Primary Populations Served Program Improvements for Valued Outpatient Treatment (PIVOT) Innovation Project The PIVOT Innovation Project will allocate up to an estimated $11.7 million over a five-year period to support various areas needed to implement the Behavioral Health Services Act. CCBHS intends to start PIVOT activities during FY 2025 – 26, once approved by local authority and by the Behavioral Health Services Oversight and Accountability Commission or BHSOAC (previously known as the MHSOAC). CCBHS anticipates the PIVOT Innovation Project to last until June 30, 2030, to better assist in transition under the Behavioral Health Transformation requirements. This proposed Innovation project aims to augment existing infrastructure support for CCBHS and successfully plan, implement, and coordinate evaluation efforts needed for the Behavioral Health Transformation. The project will focus on: 1 ) Streamlining capacity for specialty mental health services with focus on supporting services to diverse communities and implementing Community Defined Evidence Practices (CDEPs), 2) Supporting a reboot of FSP programs, 3) Implementing structural processes needed for Housing Interventions and CCBHS regulatory needs, 4) Integration of BH-CONNECT and required Evidence Based Practices (EBPs), 5) Evaluation and support for Workforce Education and Training programming, 6) Enhancement of technological needs and coordination of care, and 7) Evaluation, initiative alignment and expansion of services and requirements necessary under BHSA. 43 Please note, the Annual Innovation Report with further details can be found in the Appendix section. Only reporting for projects which have been implemented for at least a full year will be included. The PIVOT Project is a new proposal and has yet to be implemented. No data is yet available. Innovation (INN) FY 2025-26 Program Budget Summary Project County/ Contract Region Served Number to be Served Yearly MHSA Funds Allocated for FY 2025-26 / Cost per Person Psychiatric Advanced Directives (PADs) Concepts Forward Consulting Countywide NA 500,000 Supporting Equity Through Grants for Community Defined Practices County Operated Countywide 850 2,500,000 / 2,941 Program Improvements for Valued Outpatient Treatment (PIVOT) Innovation Project County Operated Countywide TBD 984,000 Administrative Support/Contract Providers County Countywide Innovation Support 548,000 Total 850 $4,532,000 44 WORKFORCE EDUCATION AND TRAINING (WET) Workforce Education and Training (WET) is the component of the Three -Year Plan that provides education and training, workforce activities, to include career pathway development, and financial incentive programs for current and prospective CCBHS employees, contractor agency staff, and clients/consumer/peers and family members who are paid or volunteer their time to support the public behavioral health effort. The purpose of this component is to develop and maintain a diverse behavioral health workforce capable of providing client/consumer/peer and family-driven services that are compassionate, culturally and linguistically responsive, and promote wellness, recovery and resilience across healthcare systems and community-based settings. CCBHS’s WET Plan was developed and first approved in May 2009, with subsequent yearly updates. The following represents funds and activities allocated in the categories of 1) Workforce Staffing Support, 2) Training and Technical Assistance, 3) Mental Health Career Pathway Programs, 4) Residency and Internship Programs, and 5) Financial Incentive Programs. Workforce Staffing Support 1) Workforce Education and Training Coordination . County staff are designated to develop and coordinate all aspects of this component. This includes conducting a workforce needs assessment, coordinating education and training activities, acting as an educational and training resource by participating in the WET Greater Bay Area Regional Partnership and state level workforce activities, providing staff support to County sponsored ongoing and ad-hoc workforce workgroups, developing and managing the budget for this component, applying for and maintaining the County’s mental health professional shortage designations, applying for workforce grants and requests for proposals, coordination for intern placements throughout the County, managing contracts with various training providers and community based organizations who implement the various workforce education and training activities, and lastly coordinating training efforts. 2) Supporting Family Members. A cadre of volunteers are recruited, trained and supervised for the purpose of supporting family members of persons experiencing mental health challenges. Critical to successful treatment is the need for service providers to partner with family members and loved ones of individuals experiencing mental health and wellness challenges. Family members of clients/consumers/peers should be provided with assistance to enable them to become powerful natural supports in the recovery of their loved ones. Stakeholders have voiced the need to provide families and loved ones with education and training, emotional support, and assistance with navigating the behavioral health system. CCBHS contracts with the NAMI Contra Costa to recruit, train and develop family members and loved ones with lived experience to act as subject matter experts in a volunteer capacity to educate and support other family members in understanding, navigating and participating in the system of care. 3) Senior Peer Counseling Program. The Senior Peer Counseling Program within the CCBHS Older Adult Program recruits, trains and supports volunteer senior peer counselors to reach out to older adults at risk of developing mental health challenges by providing home visits and group support. Two clinical specialists support the efforts aimed at reaching Latina/o and Asian American seniors. The volunteers receive extensive training and consultation support. 45 The MHSA funding for Workforce Staffing Support is summarized in the following: Program/ Plan Element County/ Contract Region Served MHSA Funds Allocated for FY 2025-26 WET Coordination County Operated Countywide 278,027 Supporting Families NAMI CC Countywide 744,592 Senior Peer Counseling County Operated Countywide 159,324 Total $1,181,944 Training and Technical Assistance 1) Staff Training and Technical Assistance. Various individual and group staff trainings will be funded that support the values of the MHSA. As a part of the MHSA community program planning process, CCBHS workforce surveys, CCBHS’s Training Advisory Workgroup and Reducing Health Disparities Workgroup, stakeholders identified training needs prioritized for MHSA funding in the Three-Year Plan. Training is offered by various vendors primarily to CCBHS staff, CCBHS CBO staff, and when possible other Contra Costa Health staff and community partners. Training topics may include, but are not limited to: Mental Health First Aid (MHFA), Crisis Intervention, (CIT), Culturally and Linguistically Appropriate Services (CLAS), Suicide Assessment, Law and Ethics, Health Insurance Portability and Accountability Act (HIPAA), Trans and Gender Expansive Communities, 5150 Involuntary Holds, Taking Action, Peer Provider Support, Cognitive Behavioral Therapy, Dialectical Behavioral Therapy, Family Based Therapy, Trauma Informed Care, Clinical Supervision, Integrated Substance Abuse Treatment, Cultural Humility, Diversity, Equity and Inclusion, and other training topics. Other expanded training efforts are directly related to California Advancing and Innovating Medi-Cal (CalAIM) implementation to support training for both CCBHS and CBO staff. 2) CCBHS is participating in the California Mental Health Services Authority (CalMHSA) Behavioral Health Master Workforce Program aimed at addressing workforce staffing shortages, workforce retention strategies and training needs. CCBHS is participating in the following; 1) Temporary Clinical Staffing/Permanent Staff Recruitment Program to support temporary and permanent in -person staffing for behavioral health needs, specifically for hard -to-fill/retain positions; 2) Remote Supervision for clinicians working towards licensure as a Clinical Psychologist (PhD, PsyD), Licensed Marriage and Family Therapist (LMFT), Licensed Clinical Social Worker (LCSW), and Licensed Professional Clinical Counselor. 3) Training and Certification Courses related to law and ethics focused on 5150 involuntary holds, care coordination; and 4) Medi-Cal Peer Support Specialist Certification Offerings to provide support for peer providers wishing to become Medi -Cal Certified Peer Support Specialist and allow for the CCBHS SPIRIT program to become a designated and official training provider for Medi -Cal Certified Peer Support Specialists. 3) NAMI Basics/ Faith Net/ Family to Family (De Familia a Familia)/ Conversations with Local Law Enforcement. NAMI CC will offer these evidence-based NAMI educational training programs on a countywide basis to family members, care givers of individuals experiencing mental health challenges, faith leaders/ communities, and local law enforcement. These training programs and classes are designed to support and increase knowledge of mental health issues, navigation of systems, coping skills, and connectivity with community resources that are responsive and understanding of the challenges and impact of mental illness. NAMI CC shall offer NAMI Basics and Family to Family/ De Familia a Familia in Spanish and Chinese languages. NAMI CC shall also offer Conversations with Local 46 Law Enforcement. This shall allow for conversations between local law enforcement and consumers/families through CCBHS’s Crisis Intervention Training (CIT) as well as other conversations in partnership with local law enforcement agencies throughout the County to enhance learning and dialogue between all groups in response to community concerns and mental health supports. The desired goal is to enhance information sharing and relationships between law enforcement and those affected by mental health. The MHSA funding allocation for Training and Technical Support is summarized below: Program/ Plan Element County/ Contract Region Served MHSA Funds Allocated for FY 2025-26 Staff Training Various vendors Countywide 1,162,000 NAMI Basics/ Family to Family/ De Familia a Familia/ Faith Net/ Conversations with Local Law Enforcement NAMI Contra Costa Countywide 85,056 Total $1,247,056 Mental Health Career Pathway Program 1) Service Provider Individualized Recovery Intensive Training (SPIRIT). SPIRIT is a college accredited recovery oriented, peer led classroom and experiential-based program for individuals with lived behavioral health experience as a client/consumer or a family member of a client/consumer. This classroom and internship experience leads to a certification for individuals who successfully complete the program and is accepted as the minimum qualifications necessary for employment within CCBHS in the classification of Community Support Worker. Participants learn peer provider skills, group facilitation, recovery planning development, wellness self-management strategies and other skills needed to gain employment in peer provider and family partner positions in both County operated and community-based organizations. The Office for Peer and Family Empowerment (OPFE) offers this training annually and supplements the class with a monthly peer support group for those individuals who are employed by the County in various peer and family partner roles. The SPIRIT Program also provides support and assistance with placement and advancement for SPIRIT graduates consistent with their career aspirations. The MHSA funding allocation for the Mental Health Career Pathway Program is summarized in the following: Program / Plan Element County/ Contract Region Served Number to be Trained Yearly MHSA Funds Allocated for FY 2025-26 SPIRIT Contra Costa College Countywide 50 25,000 Total 50 $25,000 Residency and Internship Programs 1) Internships. CCBHS supports internship programs which place graduate level students in various County operated and community-based organizations. Emphasis is put on the recruitment of individuals who can meet the linguistical and cultural need of clients/consumers and/or the family member experience, and individuals who can reduce the disparity of race/ethnicity identification of staff with that of the population served. CCBHS provides funding to enable approximately 50 graduate level students to participate in paid internships in both County -operated and contracted community- 47 based agencies that lead to licensure as a Marriage and Family Therapist (MFT), Clinical Social Worker (LCSW), Professional Clinical Counselor and Clinical Psychologist. The MHSA funding allocation for Internship Programs is summarized below: Program / Plan Element County/ Contract Region Served Number to be Trained MHSA Funds Allocated for FY 2025-26 Graduate Level Internships County Operated Countywide Update 250,000 Graduate Level Internships Contract Agencies Countywide 400,000 Total TBD $650,000 Financial Incentive Programs 1) Loan Repayment Program. For FY 2025-26, CCBHS will continue its County funded Loan Repayment Program supported through contracting with CalMHSA to deliver payment. This program assists in addressing diversity equity and inclusion and critical staff shortages, such as language need, and hard - to-fill, hard-to-retain positions with a primary focus on filling psychiatric and nurse practitioner shortages within CCBHS. Additionally, CCBHS has partnered with CalMHSA to administer the Workforce Education and Training Greater Bay Area Regional Partnership Loan Repayment Program. This partnership is between the Bay Area counties, the California Department of Health Care Information Access (HCAI), formerly known as the Office of Statewide Health Planning and Development (OSHPD), and CalMHSA. No additional funds were allocated this fiscal year, as CCBHS provided the necessary 33% matching funds in 2022 to CalMHSA, as part of the contingency from HCAI, which provided the remaining 67% of funding. This loan repayment program is patterned after state level loan repayment programs but differing in providing flexibility in the amount awarded to each individual, and the County selecting the awardees based upon workforce needs. This program focuses but is not limited to providers such as; Registered Nurses, Psychologists, LCSWs, LMFTs, LPCCs, and peer providers, and other behavioral health professionals prioritizing providers with language and cultural capacity to fill needs both within CCBHS and contracted CBO partners. The MHSA funding allocation for Financial Incentive program is summarized below: Program / Plan Element County/ Contract Region Served Number to be Awarded MHSA Funds Allocated for FY 2025-26 Loan Repayment Awards County Operated Countywide 60 0 Total $0 Workforce Education and Training (WET) FY 2025-26 Program Budget Summary Workforce Staffing Support 1,181,944 Training and Technical Assistance 1,247,056 Mental Health Career Pathways 25,000 Residency and Internship Program 650,000 Financial Incentive Programs 0 (already funded) Total $3,104,000 48 CAPITAL FACILITIES/INFORMATION TECHNOLOGY (CF/TN) The Capital Facilities/Information Technology component of the Mental Health Services Act enables counties to utilize MHSA funds on a one-time basis for major infrastructure costs necessary to i) implement MHSA services and supports, and ii) generally improve support to the County’s community mental health service system. For the Three-Year Plan, Contra Costa has one Information Technology Project. Information Technology 1) Electronic Mental Health Record System – Data Management. In 2017, Contra Costa adopted an electronic behavioral health record system (EHR) called Epic (ccLink). This allowed clinical documentation to become centralized and made accessible to all members of a consumer’s treatment team, with shared decision-making functionality. The EHR system allows doctors to submit their pharmacy orders electronically, permits sharing between psychiatrists and primary care physicians to allow knowledge of existing health conditions and drug inter-operability and allows consumers to access part of their medical record, make appointments, and electronically communicate with their treatment providers. The EHR also has data management capability by means of ongoing and ad hoc reports, which improve planning, analysis, communication and decision making to improve the overall quality of services provided. For the upcoming three-year period, CCBHS will set aside MHSA CFTN funds to support major new initiatives as required by California Advancing and Innovating Medi-Cal (CalAIM) healthcare reform. One major milestone beginning July 1, 2023, involved two significant changes: a. Sunsetting the current billing system (ShareCare) and using ccLink for claims to DHCS. A major part of this change involves using healthcare standard CPT/HCPCS codes for claiming/reimbursement purposes rather than local codes currently in use. b. ccLink will now be used for both clinical documentation and billing in a unified system. This integration will significantly improve efficiencies and reporting capacity. After going live with the new billing functionality there will be a period of auditing in ccLink to ensure the correct coding is taking place, the claim cycle is tested and validated, and required reporting is submitted correctly. Another part of the process is optimization of current and new workflows and the user experience with the system. BHS is currently engaged in prioritizing projects for the next year and beyond. For 2023 Q3/Q4 there are a number of IT projects, including plans to expand use of MyChart – the ccLink Patient Portal; redesigning ccLink for CalAIM initiatives such as Enhanced Care Management (ECM), and optimizing the appointment scheduling for BHS. Capital Facilities Funds have been set aside to support Capital Facilities projects that may arise in the upcoming cycle. Pending the outcome of grant applications and the availability of potential other funding, MHSA funds may be used as one of the funding sources to support these efforts. Proposed capital facilities project ideas have been developed with stakeholder participation and include building and construction of: • Two 16-bed social rehabilitation facilities on the border between Central and East County • A recovery center campus that would include various programs comprising a full continuum of mental health and housing services in one location. The proposed site would be located in West 49 County. Capital Facilities/ Information Technology (CFTN) Budget Authorization for FY 2025-26: Electronic Mental Health Data Management System and Capital Facilities Projects $2,500,000 Total $2,500,000 50 The Budget Previous chapters provide detailed projected budgets for individual MHSA plan elements, projects, programs, categories and components for FY 2025-26. The following table summarizes a budget estimate of total MHSA spending authority by component. CSS PEI INN WET CF/TN TOTAL FY 2025-26 58,191,000 16,174,000 4,532,000 3,104,000 2,500,000 84,501,000 Appendix E, entitled Funding Summaries, provides a FY 2023-26 through FY 2025-26 Three Year Mental Health Services Act Expenditure Plan. This funding summary matches budget authority with projected revenues and shows sufficient MHSA funds are available to fully fund all programs, projects and plan elements for the duration of the three-year period. The following fund ledger depicts projected available funding versus total budget authority for FY 2025-26: A. Estimated FY 2025-26 Available Funding CSS PEI INN WET CF/TN Prudent Reserve TOTAL 1.Estimated unspent funds from prior fiscal years 57,914,606 24,284,314 16,047,197 3,139,163 2,629,937 12,633,781 116,648,998 2. Estimated new FY 2025-26 funding 54,405,957 13,601,489 3,579,339 71,586,786 3. Transfers in FY 25-26 (13,000,000) 3,000,000 10,0000,000 4. MH FFP Transfer to MHSA FY 24-25 3,183,153 355,146 37,484 203,656 3,779,439 4.Estimated available funding for FY 2025-26 102,503,717 38,220,949 19,664,020 6,342,819 12,629,937 12,633,781 191,995,222 B. Budget Authority for FY 2025-26 58,191,000 16,174,000 4,532,000 3,104,000 2,500,000 84,501,000 C. Estimated FY 25- 26 Unspent Fund Balance 44,312,717 22,046,949 11,674,123 3,238,819 15,129,937 12,633,781 109,036,325 Estimated Prudent Reserve for FY 2025-26 12,633,781 51 Notes. 1. The Mental Health Services Act requires that 20% of the total of new funds received by the County from the State MHSA Trust Fund be allocated for the PEI component. The balance of new funding is for the CSS component. The exception to this funding percentage mandate is for instances in which a County has Innovation (INN) projects; in which 5% combined PEI & CSS funding will be utilized to fund INN. CCBHS has existing INN projects and therefore the funding percentages are divided as follows; 76% CSS, 19% PEI, and 5% INN. The estimated new funding for each fiscal year includes this distribution. 2. Estimated new funding year includes the sum of the distribution from the State MHSA Trust Fund and interest earned from the County’s MHSA fund. 3. The County may set aside up to 20% annually of the average amount of funds allocated to the County for the previous five years for the Workforce, Education and Training (WET) component, Capital Facilities, Information Technology (CF/TN) component, and a prudent reserve. For this period, the County has allocated an $12,633,781 transfer in FY 2025-26. 4. The MHSA requires that counties set aside sufficient funds, entitled a Prudent Reserve, to ensure that services do not have to be significantly reduced in years in which revenues are below the average of previous years. The County’s prudent reserve balance through June 30, 202 5 is $12,633,781, and includes interest earned. This amount is less than the estimated maximum allowed of $14,288,911 as per formula stipulated in Department of Health Care Services Information Notice No. 19 -037 5. It is projected that the requested total budget authority for the Three -Year Plan period enables the County to fully fund all proposed programs and plan elements while maintaining sufficient funding reserves (prudent reserve plus unspent funds from previous years) to offset any reduction in state MHSA Trust Fund distribution. 52 Evaluating the Plan Contra Costa Behavioral Health Services is committed to evaluating the effective use of funds provided by the Mental Health Services Act. Toward this end a comprehensive program and fiscal review process has been implemented to a) improve the services and supports provided, b) more efficiently support the County’s MHSA Three Year Program and Expenditure Plan, and c) ensure compliance with statute, regulations and policies. During COVID 19, the process has been put on hold for safety reasons but has gradually resumed beginning in September 2022. Typically, during each three-year period, the MHSA funded contract and county operated programs undergo a program and fiscal review which entails the following: site visit, interviews and surveys of individuals both delivering and receiving services, review of data, case files, program and financial records, and performance history. Key areas of inquiry include: • Delivering services according to the values of the Mental Health Services Act. • Serving those who need the service. • Providing services for which funding was allocated. • Meeting the needs of the community and/or population. • Serving the number of individuals that have been agreed upon. • Achieving the outcomes that have been agreed upon. • Assuring quality of care. • Protecting confidential information. • Providing sufficient and appropriate staff for the program. • Having sufficient resources to deliver the services. • Following generally accepted accounting principles. • Maintaining documentation that supports agreed upon expenditures. • Charging reasonable administrative costs. • Maintaining required insurance policies. • Communicating effectively with community partners. Each program receives a written report that addresses each of the above areas. Promising practices, opportunities for improvement, and/or areas of concern will be noted for sharing or follow-up activity, as appropriate. The emphasis will be to establish a culture of continuous improvement of service delivery, and quality feedback for future planning efforts. In addition, a MHSA Financial Report is generated that depicts funds budgeted versus spent funds for each program and plan element included in this plan. This enables ongoing fiscal accountability, as well as provides information with which to engage in sound planning. 53 Acknowledgements We acknowledge that this document is not a description of how Contra Costa Behavioral Health Services has delivered on the promise provided by the Mental Health Services Act. It is, however, a plan for how the County can continually improve upon delivering on the promise. We have had the honor of meeting many people who have overcome tremendous obstacles on their journey to recovery. They were quite open that the care they received literally saved their life. We also met people who were quite open and honest regarding where we need to improve. For these individuals, we thank you for sharing. We would also like to acknowledge those Contra Costa stakeholders, both volunteer and professional, who have devoted their time and energy over the years to actively and positively improve the quality and quantity of care that has made such a difference in people’s lives. They often have come from a place of frustration and anger with how they and their loved ones were not afforded the care that could have avoided unnecessary pain and suffering. They have instead chosen to model the kindness and care needed, while continually working as a team member to seek and implement better and more effective treatment programs and practices. For these individuals, we thank you and feel privileged to be a part of your team. Central County Adult Mental Health Services Population Served: Adults, Older Adults & TAY Services: Mental Health Services Case Management Crisis Intervention Medication Support Benefits Assistance Housing Services Augmented Board and Care Homes Care for One (Concord) Concord Royale (Concord) Crestwood Hope Center (Vallejo) Crestwood Our House (Vallejo) Crestwood The Bridge (Pleasant Hill) Gine’s Residential Care Home II (Alamo) JVTCM- Camino Ramon Home for Seniors (Danville) JVTCM- Harmony House (Walnut Creek) JVTCM-Ramona Care Home (Pleasant Hill) Pleasant Hill Oasis (Pleasant Hill) Psynergy (5 sites – out-of-county) Williams Board and Care Home (Vallejo) Woodhaven (Concord) * All Board and Care Programs are available for all beneficiaries Contracted Hospitals John Muir BH; BHC Sierra Vista; BHC Heritage Oaks; BHC Fremont Hospital; San Jose BH Central County Adult Mental Health Services Prevention & Early Intervention Programs Child Abuse Prevention Council (Concord) Contra Costa Crisis Center (Walnut Creek) Center for Human Development (Pleasant Hill) C.O.P.E. Family Support Center (Concord) Hope Solutions (Walnut Creek) Jewish Family & Children’s Svcs (Walnut Creek) La Clinica de la Raza (Concord) Rainbow Community Center (Concord) STAND! (Concord) Long-term Care Providers (IMD/MHRC/STF/STP): Idylwood, Telecare (4 sites), Canyon Manor, Crestwood (11 sites), CPT All out of county facilities Residential Services/Social Rehabilitation The Pathway (Adult Residential) Hope House (Crisis Residential) Countywide Services Private Practitioners System of Care Community Based Organizations Long-term Care Providers Prevention & Early Intervention Programs Individual and Group Private Practitioners The provider network is comprised of individual & group providers consisting of MDs, NPs, LMFTs, LCSWs, & LPCCs. Contracted Hospitals Augmented Board & Care Homes Forensic Services Transition Services Vocational Services Conservatorship/Guardianship Older Adult Services BHS Service Maps 05-17-24 Housing Support Services Peer Operated Services Connections House Community Based Organizations •Portia Bell Hume Behavioral Health and Training Center •Rainbow Community Center •Telecare Corporation Don Brown Shelter (Antioch) Available to all County Adult Behavioral Health Clients Community Defined Practice Contractors •Early Childhood MH Program •La Concordia •La Clinica •International Rescue Committee •NAMI CC MHSA Housing Master leased and scattered sites (184 Units) Appendix A – Mental Health Service Maps Appendix A: Central County Children’s Mental Health Services Child and Family Services •Intensive Care Coordination •Consultation & Assessment Team –Social Services •CHS –Mental Health Liaisons •Continuum of Care Reform Liaison Continuum of Care contracts /ICC-IHBS Seneca, A Better Way, Mountain Valley, Youth Homes, Lincoln, We Care Mental Health and Probation Services •Juvenile Detention Mental Health •Regional Probation Liaisons •Community Pathways Seneca •Mobile Response Team MRT •START FSP •Therapeutic Outpatient Program Lincoln: •Multi Dimensional Family Therapy •In Home Behavioral Services Embrace •Multi-Systemic Therapy •Functional Family Therapy Youth Homes •TAY FSP •Community Outpatient Services TBS Provider •Seneca •Fred Finch •Youth Homes •La Cheim •Mountain Valley •Center for Psychotherapy Community Based Organizations •We Care (0 –5) •YWCA •Hope Solutions •EMBRACE •MDUSD •Fred Finch Youth Center •Seneca •Youth Homes •Alternative Family Services (Out-of- County) •A Better Way (Out-of-County)) Individual and Group Private Practitioners The provider network is comprised of individual & group providers consisting of MDs, NPs, LMFTs, LCSWs, & LPCCs. Prevention & Early Intervention Programs •Child Abuse Prevention Council •Contra Costa Crisis Center •Hope Solutions •Center for Human Development •C.O.P.E •Jewish Family and Children’s Services. •La Clinica de la Raza •Vicente(Martinez) •Rainbow Community Center •STAND! School Based Mental Health Services •Fred Finch Bel Air Elementary •Fred Finch Shore Acres Elementary •Fred Finch Ygnacio Valley Elementary •Fred Finch El Dorado •Fred Finch at Mt. Diablo •Fred Finch Meadow Homes Elementary •Fred Finch Ygnacio Valley High School •Fred Finch Concord High •Fred Finch Wren Elementary •Fred Finch Oak Grove •MDUSD Wraparound & Counseling Center •MDUSD ACSEL •MDUSD Alliance •MDUSD Bases •MDUSD Olivera •MDUSD Sunrise •MDUSD PHMS CEP •MDUSD Sun Terrace •MDUSD Meadow Homes •Seneca Alhambra High Contracted Hospitals John Muir Behavioral Health, Herrick Hospital, BHC Sierra Vista, CHB Vallejo, BHC Heritage Oaks First Hope Early Intervention in Psychosis Short Terms Residential Treatment Programs (STRTP) Youth Homes, La Cheim, Paradise Adolescent Homes, Bay Area Alliance Countywide Services System of Care Community Based Organizations (CBO) School Based Programs Prevention & Early Intervention Programs Contracted Psych. Hospitals Augmented Board & Care Homes Hospital & Residential Services County-wide Assessment Team •Emergency Foster Care •Hosp. & PES Liaison •Therapeutic Behavioral Services (TBS) coordination Central County Children’s Mental Health Services Population Served: Children, Adolescents, & TAY Services: Mental Health Services Case Management Crisis Intervention Medication Support Parent Partner Svcs Wraparound Services Evidence-Based Practices Community Services and Support BHS BH Services 10-24-2023 Private Practitioners Room for Overcoming, Achievement and Recovery (ROAR) Mental Health and Substance Use Treatment for Adolescents A3 Anyone, Anywhere, Anytime Mobile Crisis Response BHS Service Maps 5-17-2024 Community Defined Practice Contractors •Being Well CA •Early Childhood MH Program •One Day At a Time Appendix A – Mental Health Service Maps West County Adult Mental Health Services Population Served: Adults, Older Adults & TAY Services: Mental Health Services Case Management Crisis Intervention Medication Support Benefits Assistance Housing Services Augmented Board and Care Homes A&A Health Services (San Pablo) Divine’s Home (San Pablo) Ducre’s Residential Care (Richmond) Family Courtyard (Richmond) God’s Grace (Hayward) Psynergy (5 sites – out-of-county) Williams Board and Care Home II (Richmond) Yvonne’s Home Care Services (Richmond) * All Board and Care Programs are available for all beneficiaries Contracted Hospitals John Muir BH; BHC Sierra Vista; BHC Heritage Oaks; BHC Fremont Hospital; San Jose BH West County Adult Mental Health Services Prevention & Early Intervention Programs Countywide Services System of Care Community Based Organizations Long-term Care Providers Prevention & Early Intervention Programs Individual and Group Private Practitioners The provider network is comprised of individual & group providers consisting of MDs, NPs, LMFTs, LCSWs, & LPCCs. Contracted Hospitals Augmented Board & Care Homes Forensic Services Transition Services Vocational Services Conservatorship/Guardianship Older Adult Services BHS Service Maps 05-17-24 Housing Support Services Community Based Organizations •Familias Unidas •Fred Finch-TAY •Hume Center Adult FSP Long-term Care Providers (IMD/MHRC/STF/STP): Idylwood, Telecare (4 sites), Canyon Manor, Crestwood (11 sites), CPT All out of county facilities Asian Family Resource Center (Richmond) Fierce Advocates (Richmond) The James Morehouse Project (El Cerrito) Lao Family Community Development (San Pablo) The Latina Center (Richmond) Lifelong Medical Center (Richmond) RYSE (Richmond) STAND! (Richmond) Peer Operated Services Connections House Residential Services/Social Rehabilitation The Pathway (Adult Residential) Hope House (Crisis Residential) Private Practitioners Don Brown Shelter (Antioch) Available to all County Adult Behavioral Health Clients Community Defined Practice Contractors •CoCo API Coalition •Richmond Community Foundation •Early Childhood MH Program •International Rescue Committee •PEERS •NAMI CC •One Accord Project MHSA Housing Master leased and scattered sites (184 Units) Appendix A – Mental Health Service Maps West County Children’s Mental Health Services West County Children’s Mental Health Services Population Served: Children, Adolescents, & TAY Services: Mental Health Services Case Management Crisis Intervention Medication Support Parent Partner Svcs Wraparound Services Evidence-Based Practices Seneca •Mobile Response Team MRT •START FSP •Therapeutic Outpatient Program Lincoln: •Multi Dimensional Family Therapy •In Home Behavioral Services Embrace Mental Health •Multi-Systemic Therapy •Functional Family Therapy Fred Finch •TAY FSP Community Based Organizations •Early Childhood Mental Health Program •Child Therapy Institute •Community Health for Asian Americans •Contra Costa Youth Service Bureau •Familias Unidas •La Cheim •Seneca Family of Agencies •WCCUSD •Bay Area Community Resources •Alternative Family Services (Out-of- County) •A Better Way (Out-of-County) •Berkeley Youth Alternatives (Out-of- County) Individual and Group Private Practitioners The provider network is comprised of individual & group providers consisting of MDs, NPs, LMFTs, LCSWs, & LPCCs. Prevention & Early Intervention Programs •RYSE •Latina Center •Child Abuse Prevention Council •Contra Costa Crisis Center •C.O.P.E •Rainbow Community Center •STAND! •Lao Family Community Development •James Morehouse Project School Based Mental Health Services •Bay Area Community Resources (Chavez Elementary, DeJean Middle, Dover Elementary, Helms Middle, Carquinez Middle, John Swett High, Kennedy High, Downer Elementary, King Elementary, Lincoln Elementary, Nystrom Elementary, Peres Elementary, Richmond High. Rodeo Hills Elementary, Stege Elementary, Washington Elementary, Willow Continuation) •La Cheim Richmond/El Sobrante School •Seneca Family of Agencies (Caliber Beta Academy, All-In Verde, All-In Ford Elementary, All-In Grant Elementary, Catalyst Academy, All-In Montalvin Manor Elementary) •West Contra Costa Unified School District Contracted Hospitals John Muir Behavioral Health, Herrick Hospital, BHC Sierra Vista, CHB Vallejo, BHC Heritage Oaks Countywide Services System of Care Community Based Organizations (CBO) School Based Programs Prevention & Early Intervention Programs Contracted Psych. Hospitals Augmented Board & Care Homes Community Services and Support BHS BH Services 10-24-2023 Child and Family Services •Intensive Care Coordination •Consultation & Assessment Team –Social Services •CHS –Mental Health Liaisons •Continuum of Care Reform Liaison Continuum of Care contracts /ICC-IHBS Seneca, A Better Way, Mountain Valley, Youth Homes, Lincoln First Hope Early Intervention in Psychosis Hospital & Residential Services County-wide Assessment Team •Emergency Foster Care •Hosp. & PES Liaison •Therapeutic Behavioral Services (TBS) coordination Mental Health and Probation Services •Juvenile Detention Mental Health •Regional Probation Liaisons •Community Pathways TBS Provider •Seneca •Fred Finch •Youth Homes •La Cheim •Mountain Valley •Center for Psychotherapy Room for Overcoming, Achievement and Recovery (ROAR) Mental Health and Substance Use Treatment for Adolescents Private Practitioners A3 Anyone, Anywhere, Anytime Mobile Crisis Response Short Terms Residential Treatment Programs (STRTP) Youth Homes, La Cheim, Paradise, Bay Area Alliance BHS Service Maps 5-17-2024 Community Defined Practice Contractors •Early Childhood MH Program •East Bay Center for Performing Arts •James Morehouse Project (JMP) Appendix A – Mental Health Service Maps East County Adult Mental Health Services Augmented Board and Care Homes AFU’S One Voice (Bay Point) Baltic Sea Manor II (Pittsburg) Blessed Care Home (Pittsburg) Menona Drive Care Home (Antioch) Menona Drive Care Home II (Antioch) Modesto Residential Living Center (Modesto) Oak Hills Residential Facility (Pittsburg) Paraiso Homes (Oakley) Psynergy (5 sites – out-of-county) Springhill Home (Pittsburg) Everwell Health Systems (7 sites) * All Board and Care Programs are available for all beneficiaries Contracted Hospitals John Muir BH; BHC Sierra Vista; BHC Heritage Oaks; BHC Fremont Hospital; San Jose BH East County Adult Mental Health Services Prevention & Early Intervention Programs Hope Solutions (Pittsburg) La Clinica de la Raza (Pittsburg) People Who Care (Pitsburg) STAND! Hume Center Countywide Services System of Care Community Based Organizations Long-term Care Providers Prevention & Early Intervention Programs Contracted Hospitals Augmented Board & Care Homes Forensic Services Transition Services Vocational Services Conservatorship/Guardianship Older Adult Services BHS Service Maps 05-17-24 Housing Support Services Don Brown Shelter (Antioch) Community Based Organizations •La Clinica Oakley •Community Health for Asian Americans •Portia Bell Hume Behavioral Health and Training Center Long-term Care Providers (IMD/MHRC/STF/STP): Idylwood, Telecare (4 sites), Canyon Manor, Crestwood (11 sites), CPT All out of county facilities Private Practitioners Individual and Group Private Practitioners The provider network is comprised of individual & group providers consisting of MDs, NPs, LMFTs, LCSWs, & LPCCs. Population Served: Adults, Older Adults & TAY Services: Mental Health Services Case Management Crisis Intervention Medication Support Benefits Assistance Housing Services Residential Services/Social Rehabilitation The Pathway (Adult Residential) Hope House (Crisis Residential) Peer Operated Services Connections House Community Defined Practice Contractors •Village Community Resource Center •La Clinica •La Concordia •Richmond Community Foundation •Early Childhood MH Program •CoCo Family Justice Alliance •PEERS •NAMI CC MHSA Housing Master leased and scattered sites (184 Units) Appendix A – Mental Health Service Maps East County Children’s Mental Health Services Seneca •Mobile Response Team MRT •START FSP •Therapeutic Outpatient Program Lincoln: •Multi Dimensional Family Therapy •In Home Behavioral Services Embrace Mental Health •Multi-Systemic Therapy •Functional Family Therapy Youth Homes •TAY FSP •Community Outpatient Services Community Based Organizations •Aspiranet •Center for Psychotherapy •Community Health for Asian Americans •Child Therapy Institute •Fred Finch •Lincoln •Lynn Center (0 -5) •La Clinica •Contra Costa Youth Services Bureau •Youth Homes •YWCA •Alternative Family Services (Out-of- County) •A Better Way (Out-of-County) Prevention & Early Intervention Programs •Child Abuse Prevention Council •Contra Costa Crisis Center •Hope Solutions •Center for Human Development •C.O.P.E •Jewish Family and Children’s Services •La Clinica de la Raza •Rainbow Community Center •STAND! •People Who Care School Based Mental Health Services •Lincoln Hope CC Black Diamond High •Lincoln Hope CC Foothill Elementary •Lincoln Hope CC Heights Elementary •Lincoln Hope CC Highlands •Lincoln Hope CC Hillview Jr High •Lincoln Hope CC Los Medanos •Lincoln Hope CC Marina Vista Elementary •Lincoln Hope CC MLK Jr. High •Lincoln Hope CC Park Middle •Lincoln Hope CC Parkside Elementary •Lincoln Hope CC Pittsburg High •Lincoln Hope CC Rancho Medanos Jr High •Lincoln Hope CC Stoneman Elementary School •Lincoln Hope CC Willow Cove Elementary •Lincoln Hope CC Antioch Middle •Lincoln Hope CC Dallas Ranch Middle •MDUSD Pacifica Contracted Hospitals: John Muir Behavioral Health, Herrick Hospital, BHC Sierra Vista, CHB Vallejo, BHC Heritage Oaks Short Terms Residential Treatment Programs (STRTP) Youth Homes, La Cheim, Paradise, Bay Area Alliance Countywide Services System of Care Community Based Organizations (CBO) School Based Programs Prevention & Early Intervention Programs Contracted Psych. Hospitals Augmented Board & Care Homes Community Services and Support East County Children’s Mental Health Services Population Served: Children, Adolescents, & TAY Services: Mental Health Services Case Management Crisis Intervention Medication Support Parent Partner Svcs Wraparound Services Evidence-Based Practices BHS BH Services 10-24-2023 Private Practitioners Individual and Group Private Practitioners The provider network is comprised of individual & group providers consisting of MDs, NPs, LMFTs, LCSWs, & LPCCs. Child and Family Services •Intensive Care Coordination •Consultation & Assessment Team –Social Services •CHS –Mental Health Liaisons •Continuum of Care Reform Liaison Continuum of Care contracts /ICC-IHBS Seneca, A Better Way, Mountain Valley, Youth Homes, Lincoln First Hope Early Intervention in Psychosis Hospital & Residential Services County-wide Assessment Team •Emergency Foster Care •Hosp. & PES Liaison •Therapeutic Behavioral Services (TBS) coordination Mental Health and Probation Services •Juvenile Detention Mental Health •Regional Probation Liaisons •Community Pathways TBS Provider •Seneca •Fred Finch •Youth Homes •La Cheim •Mountain Valley •Center for Psychotherapy Room for Overcoming, Achievement and Recovery (ROAR) Mental Health and Substance Use Treatment for Adolescents A3 Anyone, Anywhere, Anytime Mobile Crisis Response BHS Service Maps 05-17-2024 Community Defined Practice Contractors •One Day at a Time •Center for Human Development •Genesis Church •Being Well CA •Early Childhood MH Program Appendix A – Mental Health Service Maps B-1 APPENDIX B – PROGRAM PROFILES COMMUNITY SERVICES AND SUPPORTS (CSS) Central County Adult Mental Health Clinic (Contra Costa Health) ..................................................................B-4 Central County Children’s Mental Health Clinic (Contra Costa Health) ............................................................B-5 Crestwood Behavioral Health, Inc. ....................................................................................................................B-6 Divine’s Home ....................................................................................................................................................B-7 East County Adult Mental Health Clinic (Contra Costa Health) .........................................................................B-8 East County Children’s Mental Health Clinic (Contra Costa Health) .................................................................B-9 Everwell Health Systems, LLC ............................................................................................................................B-10 Familias Unidas (formerly Desarrollo Familiar, Inc.) ..........................................................................................B-11 Forensic Mental Health (Contra Costa Health) .................................................................................................B-13 Fred Finch Youth Center ....................................................................................................................................B-15 Lincoln.................................................................................................................................................................B-17 PH Senior Care, LLC (Pleasant Hill Manor) .........................................................................................................B-19 MHSA Housing Services (Contra Costa Health, Housing, And Homeless Services – H3) .................................B-20 Modesto Residential Living Center, LLC.............................................................................................................B-21 Oak Hills Residential Facility .............................................................................................................................B-22 Older Adult Mental Health (Contra Costa Behavioral Health Services) ...........................................................B-23 Portia Bell Hume Behavioral Health And Training Center (Hume Center) .......................................................B-24 Primary Care Clinic Behavioral Health Support (Contra Costa Health) ............................................................B-27 Psynergy Programs, Inc. ....................................................................................................................................B-28 Seneca Family Of Agencies ...............................................................................................................................B-29 Shelter, Inc. ………………………………………………………………………………..……………………………………………………………..B-30 Telecare Corporation .........................................................................................................................................B-32 B-2 United Family Care, LLC (Family Courtyard) ......................................................................................................B-34 West County Adult Mental Health Clinic (Contra Costa Health) .......................................................................B-35 West County Children’s Mental Health Clinic (Contra Costa Behavioral Health Services) ..............................B-36 Williams Board And Care ....................................................................................................................................B-37 Woodhaven.........................................................................................................................................................B-38 Youth Homes, Inc. ...............................................................................................................................................................B-39 PREVENTION AND EARLY INTERVENTION (PEI) Asian Family Resource Center (AFRC).................................................................................................................B-41 Center for Human Development (CHD) ..............................................................................................................B-43 Child Abuse Prevention Council (CAPC) ...............................................................................................................B-45 Contra Costa Crisis Center ....................................................................................................................................B-46 Counseling Options Parent Education (COPE) Family Support Center .................................................................B-48 Fierce Advocates (formerly BBK) ……………………………………………………………………………………………………………….……B-50 First Five Contra Costa ..........................................................................................................................................B-51 First Hope (Contra Costa Health) ……………… .......................................................................................................B-52 Hope Solutions (Formerly Contra Costa Interfaith Housing) ...............................................................................B-54 James Morehouse Project (JMP) (fiscal sponsor West Contra Costa Public Education Fund) .................................B-55 Jewish Family and Community Services of the East Bay (JFCS) ..............................................................................B-56 Juvenile Justice System – Supporting Youth (Contra Costa Health) .....................................................................B-57 La Clinica De La Raza .............................................................................................................................................B-58 Lao Family Community Development (LFCD) .......................................................................................................B-59 The Latina Center....................................................................................................................................................B-60 Lifelong Medical Care………………………………………………………………………………………………………………….………………….B-61 B-3 Mental Health Connections (formerly Putnam Clubhouse)…………..………………………………………………………………...B-62 Office for Peer and Family Empowerment (OPFE) (Contra Costa Health) ............................................................B-65 People Who Care (PWC) Children Association ......................................................................................................B-67 Rainbow Community Center...................................................................................................................................B-68 RYSE Center .............................................................................................................................................................B-69 Stand! For Families Free of Violence......................................................................................................................B-71 Vicente Martinez High School - Martinez Unified School District .........................................................................B-72 We Care Services For Children................................................................................................................................B-74 WORKFORCE EDUCATION AND TRAINING (WET) Familias Unidas (formerly Desarrollo Familiar, Inc.) ………….................................................................................B-78 Hope Solutions (formerly Contra Costa Interfaith Housing) ................................................................................B-79 James Morehouse Project (JMP) (fiscal sponsor West Contra Costa Public Education Fund) ……………………............B-80 Lincoln....................................................................................................................................................................B-81 National Alliance On Mental Illness Contra Costa (NAMI CC) ..............................................................................B-82 Office for Peer and Family Empowerment (OPFE) (Contra Costa Behavioral Health Services) .............................B-85 Older Adult Mental Health (Contra Costa Behavioral Health Services) ...............................................................B-86 Seneca Family of Agencies ....................................................................................................................................B-87 B-4 COMMUNITY SERVICES AND SUPPORTS (CSS ) CENTRAL COUNTY ADULT MENTAL HEALTH CLINIC (CONTRA COSTA HEALTH) 1420 Willow Pass Road, Suite 200, Concord, CA 94520, https://cchealth.org/mentalhealth/#simpleContained4 Point of Contact: Terry Ahad, Mental Health Program Manager, (925) 646-5480, Terry.Ahad@CCHealth.org GENERAL DESCRIPTION OF THE ORGANIZATION The Behavioral Health Services Division of Contra Costa Health Services combines Mental Health, Alcohol & Other Drugs and Homeless Program into a single system of care. The Central Adult Mental Health Clinic operates within Contra Costa Mental Health’s Adult System of Care, and provides assessments, case management, therapy, groups, psychiatric services, crisis intervention, peer support, housing services, and benefits assistance. Within the Adult Mental Health Clinic are the following MHSA funded programs and plan elements: PLAN ELEMENT: ADULT FULL -SERVICE PARTNERSHIP SUPPORT - CSS Contra Costa Mental Health has dedicated clinical staff at each of the three adult mental health clinics to provide support, coordination and rapid access for full-service partners to health and mental health clinic services as needed and appropriate. Rapid Access Clinicians offer drop-in screening and intake appointments to clients who have been discharged from the County Hospital or Psychiatric Emergency Services but who are not open to the county mental health system of care. Rapid Access Clinicians will then refer clients to appropriate services and, when possible, follow-up with clients to ensure a linkage to services was made. If a client meets eligibility criteria for Full-Service Partnership services, the Rapid Access Clinician will seek approval to refer the client to Full-Service Partnership services. Clinic management acts as the gatekeepers for the Full- Service Partnership programs, authorizing referrals and discharges as well as providing clinical oversight to the regional Full- Service Partnership programs. Full-Service Partnership Liaisons provide support to the Full-Service Partnership programs by assisting the programs with referrals and discharges, offering clinical expertise, and helping the programs to navigate the County systems of care. PLAN ELEMENT: CLINIC SUPPORT - CSS General Systems Development strategies are programs or strategies that improve the larger mental health system of care. These programs and strategies expand and enhance the existing service structure to 1) assist consumers in obtaining benefits they are entitled to, educate consumers on how to maximize use of those benefits and manage resources, and 2) provide transportation support for consumers and families. a. Clinic Target Population: Adults aged 18 years and older, who live in Central County, are diagnosed with a serious mental illness and are uninsured or receive Medi-Cal benefits. b. Number Served FY 22-23: Approximately 2,330 Individuals. FY 23-24 data not available due to transfer of data reporting system. B-5 CENTRAL COUNTY CHILDREN’S MENTAL HEALTH CLINIC (CONTRA COSTA HEALTH) 2425 Bisso Lane, Suite 200, Concord, CA 94520, https://cchealth.org/mentalhealth/#simpleContained4 Point of Contact: Betsy Hanna, PsyD, Mental Health Program Manager, (925) 521-5767, Betsy.Hanna@CCHealth.org GENERAL DESCRIPTION OF THE ORGANIZATION The Behavioral Health Services Division of Contra Costa Health Services combines Mental Health and Alcohol & Other Drugs into a single system of care. The Central Children’s Mental Health Clinic operates within Contra Costa Behavioral Health’s Children’s System of Care, and provides psychiatric and outpatient services, family partners, and Wraparound services. Within the Children’s Mental Health Clinic are the following MHSA funded plan elements: PLAN ELEMENT: CLINIC SUPPORT - CSS General Systems Development strategies are programs or strategies that improve the larger mental health system of care. These programs and strategies expand and enhance the existing service structure to assist consumers in the following areas: • Family Partners and Wraparound Facilitation. The family partners assist families with advocacy, transportation assistance, navigation of the service system, and offer support in the home, community, and county service sites. Family partners support families with children of all ages who are receiving services in the children. Family partners are located in each of the regional clinics for children and adult services, and often participate on wraparound teams following the evidence-based model. • A Clinical Specialist in each regional clinic who provides technical assistance and oversight of evidence-based practices in the clinic. • Support for full-service partners. a. Target Population: Children aged 17 years and younger, who live in Central County, are diagnosed with a serious emotional disturbance or serious mental illness and are uninsured or receive Medi-Cal benefits. b. Number Served FY 22-23: Approximately 942 Individuals. FY 23-24 data not available due to transfer of data reporting system. B-6 CRESTWOOD BEHAVIORAL HEALTH, INC. Contact Information: 550 Patterson Boulevard, Pleasant Hill, CA 94523, https://crestwoodbehavioralhealth.com/ Point of Contact: Travis Curran, Campus Administrator for Pleasant Hill Campus, (925) 938-8050, tcurran@cbhi.net GENERAL DESCRIPTION OF THE ORGANIZATION The mission at Crestwood Healing Center is to partner with Contra Costa County clients, employees, families, business associates, and the broader community in serving individuals affected by mental health issues. Together, they enhance quality of life, social interaction, community involvement and empowerment of mental health clients toward the goal of creating a fulfilling life. Clients are assisted and encouraged to develop life skills, participate in community-based activities, repair or enhance primary relationships, and enjoy leisure activities. A supportive, compassionate, and inclusive program increases motivation and commitment. PROGRAM: THE PATHWAY PROGRAM (MENTAL HEALTH HOUSING SERVICES – CSS The Pathway Program provides psychosocial rehabilitation for 16 clients who have had little, if any, previous mental health treatment. The program provides intensive skills training to promote independent living. Many clients complete their high school requirements, enroll in college or are participating in competitive employment by the end of treatment. a. Scope of Services: • Case management • Mental health services • Medication management • Crisis intervention • Adult residential b. Target Population: Adults aged 18 years and older, who live in Central County, are diagnosed with a serious mental illness and are uninsured or receive Medi-Cal benefits. c. Payment Limit: FY 25-26 $1,147,028 d. Number served: For FY 23-24: Capacity of 64 beds at The Bridge in Pleasant Hill. Capacity of 30 beds at Our House in Vallejo. B-7 DIVINE’S HOME 2430 Bancroft Lane, San Pablo, CA 94806 Point of Contact: Maria Riformo, (510) 222-4109, HHailey194@aol.com GENERAL DESCRIPTION OF THE ORGANIZATION The County contracts with Divine’s Home, a licensed board and care operator, to provide additional staff care to enable those with serious mental illness to avoid institutionalization and enable them to live in the community. PROGRAM: AUGMENTED BOARD AND CARES – MHSA HOUSING SERVICES - CSS a. Scope of Services: Augmented residential services, including but not limited to: • Medication management • Nutritional meal planning • Assistance with laundry • Transportation to psychiatric and medical appointments • Improving socialization • Assist with activities of daily living (i.e., grooming, hygiene, etc.) • Encouraging meaningful activity • Other services as needed for individual residents b. Target Population: Adults aged 60 years and older, who live in Western Contra Costa County, are diagnosed with a serious mental illness and are uninsured or receive Medi-Cal benefits. c. Number served: For FY 23-24: Capacity of 6 beds. B-8 EAST COUNTY ADULT MENTAL HEALTH CLINIC (CONTRA COSTA HEALTH) 2311 Loveridge Road, Pittsburg, CA 94565, https://cchealth.org/mentalhealth/#simpleContained4 Point of Contact: Beverly Fuhrman, Program Manager, (925) 431-2621, Beverly.Fuhrman@CCHealth.org GENERAL DESCRIPTION OF THE ORGANIZATION East County Adult Mental Health Services operates within Contra Costa Mental Health’s Adult System of Care. Services are provided within a Care Team model. Each Care Team is comprised of a core team of psychiatrists, therapists, and community support workers. Additional services may be provided by nurses, family support worker, and a substance abuse counselor. The initial assessment, Co-Visit, is provided jointly by a psychiatrist and a therapist where both mental health and medication needs are addressed at this initial visit. Other services include crisis intervention, individual/group therapy, case management, housing services, benefits assistance, vocational services, and linkage to community -based programs and agencies. PLAN ELEMENT: ADULT FULL -SERVICE PARTNERSHIP SUPPORT - CSS Contra Costa Mental Health has dedicated clinicians at each of the three adult mental health clinics to provide support, coordination and rapid access for full-service partners to health and mental health clinic services as needed and appropriate. Rapid Access Clinicians offer drop-in screening and intake appointments to clients who have been discharged from the County Hospital or Psychiatric Emergency Services but who are not open to the county mental health system of care. Rapid Access Clinicians will then refer clients to appropriate services and, when possible, follow-up with clients to ensure a linkage to services was made. If a client meets eligibility criteria for Full -Service Partnership services, the Rapid Access Clinician will seek approval to refer the client to Full-Service Partnership services. Clinic management act as the gatekeepers for the Full-Service Partnership programs, authorizing referrals and discharges as well as providing clinical oversight to the regional Full-Service Partnership programs. Full-Service Partnership Liaisons provide support to the Full- Service Partnership programs by assisting the programs with referrals and discharges, offering clinical expertise, and helping the programs to navigate the County systems of care. PLAN ELEMENT: CLINIC SUPPORT - CSS General Systems Development strategies are programs or strategies that improve the larger mental health system of care. These programs and strategies expand and enhance the existing service structure to assist consumers in 1) obtaining benefits they are entitled to, educate consumers on how to maximize use of those benefits and manage resources, and 2) provide transportation support for consumers and families. a. Clinic Target Population: Adults aged 18 years and older, who live in East County, are diagnosed with a serious mental illness and are uninsured or receive Medi-Cal benefits. b. Number Served: For FY 22-23 Approximately 2,418 Individuals. FY 23-24 data not available due to transfer of data reporting system. B-9 EAST COUNTY CHILDREN’S MENTAL HEALTH CLINIC (CONTRA COSTA HEALTH) 2335 Country Hills Drive, Antioch, CA 94509, https://cchealth.org/mentalhealth/#simpleContained4 Point of Contact: Christine Madruga, Program Manager, (925) 608-8736, Christine.Madruga@CCHealth.org GENERAL DESCRIPTION OF THE ORGANIZATION The Behavioral Health Services Division of Contra Costa Health Services combines Mental Health, Alcohol & Other Drugs and Homeless Program into a single system of care. The East Children’s Mental Health Clinic operates within Contra Costa Behavioral Health’s Children’s System of Care, and provides psychiatric and outpatient services, family partners, and wraparound services. Within the Children’s Behavioral Health Clinic are the following MHSA funded plan elements: PLAN ELEMENT: CLINIC SUPPORT - CSS General Systems Development strategies are programs or strategies that improve the larger mental health system of care. These programs and strategies expand and enhance the existing service structure to assist consumers in the following areas: • Family Partners and Wraparound Facilitation. The family partners assist families with advocacy, transportation assistance, navigation of the service system, and offer support in the home, community, and county service sites. Family partners support families with children of all ages who are receiving services in the clinic. Family partners are located in each of the regional clinics for children and adult services and often participate on wraparound teams following the evidence-based model. • A Clinical Specialist/EBP Team Leader in each regional clinic who provides technical assistance, clinical consultation, and oversight of evidence-based practices in the clinic. • Support for full-service partnership programs. a. Target Population: Children and youth aged 5 through 22 years, who live in East County, are diagnosed with a serious emotional disturbance or serious mental illness and are uninsured or receive Medi-Cal benefits. b. Number Served in FY 22-23: Approximately 2,507 Individuals. FY 23-24 data not available due to transfer of data reporting system. B-10 EVERWELL HEALTH SYSTEMS, LLC Contact Information: Administrative Offices 310 James Way, Ste. 280, Pismo Beach, CA 93449 Point of Contact: Dr. Chris Zubiate, czubiate@everwellhealth.org GENERAL DESCRIPTION OF THE ORGANIZATION Everwell operates modern therapeutic treatment communities that bring lasting recovery in a changing healthcare environment. Their residential behavioral health services provide care to adults diagnosed with serious mental illness (SMI) who are stepping down from acute and sub-acute care settings and transitioning back to the community. Services are provided in an adult residential facility (ARF) or residential care facility for the elderly (RCFE), as Everwell operates multiple locations that utilize the Healing Enclave Model. There are varying phases of on-site supportive services, depending on the client’s level of need. Services are provided on-site by a multi-disciplinary team and may include: • Behavioral health treatment services • Medication management • Crisis intervention • Care management • Individual and group treatment • Independent living skill development a. Target Population: CCBHS clients who are diagnosed with an SMI and stepping down from an acute treatment facility to a community setting b. FY 25-26 MHSA Budget: $1,307,175 (increased to 18 beds in 23-24) c. Number served in 22-23: 6 FY 23-24 data not available due to transfer of data reporting system. d. Successful Outcomes: • Participants demonstrate improved health and functioning and progress to the least restrictive level of care possible • Health condition(s) are well-controlled with medications and/or lifestyle supports • Participants discharge to supported or independent living B-11 FAMILIAS UNIDAS (FORMERLY DESARROLLO FAMILIAR, INC.) 205 39th Street, Richmond, CA 94805, http://www.familias-unidas.org/ Point of Contact: Lorena Huerta, Executive Director, (510) 412–5930, LHuerta@Familias-Unidas.org. GENERAL DESCRIPTION OF THE ORGANIZATION Familias Unidas exists to improve wellness and self-sufficiency in Latino and other communities. The agency accomplishes this by delivering quality mental health counseling, service advocacy, and information/referral services. Familias Unidas programs include mental health, education and prevention, and information/referrals. PROGRAM: FAMILIAS UNIDAS – FULL -SERVICE PARTNERSHIP - CSS Familias Unidas provides a comprehensive range of services and supports in Contra Costa County to adults with serious emotional disturbance/serious mental illness who are homeless or at serious risk of homelessness. Services are based in West Contra Costa County. a. Scope of Services: • Services are provided using an integrated team approach, based on a modified Assertive Community Treatment (ACT) model of care. Services include: • Outreach and engagement • Case management • Outpatient Mental Health Services, including services for individuals with co-occurring mental health & alcohol and other drug problems • Crisis Intervention • Collateral services • Medication support (may be provided by County Physician) • Housing support • Flexible funds • Contractor must be available to the consumer on a 24/7 basis b. Target Population: Adults in West County, who are diagnosed with a serious mental illness, are homeless or at imminent risk of homelessness, are at or below 300% of the federally defined poverty level and are uninsured or receive Medi-Cal benefits. c. Payment Limit: FY 25-26 $209,030 (cost-based portion) d. Number served: For FY 22-23: 178 Individuals FY 23-24 data not available due to transfer of data reporting system. e. Outcomes: For FY 22-23: • Program participants will experience a net reduction in their Psychiatric Emergency Services utilization rate of at least 40% when the annual utilization rate for the clients’ most recent 12 months of service, or total number of months the client has been enrolled for less than 12 months, is compared to the pre-enrollment rate. * • Program participants will experience a net reduction in their inpatient utilization rate of at least 60% when the annual utilization rate for the clients’ most recent 12 months of service, or total number of months if a client has been enrolled for less than 12 months, is compared to the pre-enrollment rate. * • 75% of FSP participants placed into housing will receive housing support to maintain housing stability or be progressively placed into more independent living environments, as appropriate. • 75% of FSP participants will rank Familias Unidas FSP services with a score of 4 or higher in the Client Satisfaction Questionnaire (CSQ-8), twice annually, or upon client discharge from the program. • Less than 25% of active Familias Unidas FSPs will be arrested, or incarcerated post-enrollment measured at the end of the fiscal year. B-12 • Collect baseline data utilizing an engagement in meaningful activity/quality of life assessment tool (tool to be determined). • Reduction in incidence of psychiatric crisis • Reduction of the incidence of restriction Table 1. Pre-and post-enrollment utilization rates for 20 Familias Unidas (Desarrollo Familiar, Inc.) FSP Participants enrolled in the FSP program during FY 23-24 No. pre- No. post- Rate pre- Rate post- % change Enrollment enrollment enrollment enrollment PES episodes 22 0 0.094 0.000 -100.0% Inpatient episodes 6 0 0.026 0.000 -100.0% Inpatient days 41 0 0.175 0.000 -100.0% DET 7 4 0.030 0.018 -39.2% B-13 FORENSIC MENTAL HEALTH (CONTRA COSTA HEALTH) 1430 Willow Pass Road, Suite 100, Concord CA 94520 Point of Contact: Natalie Dimidjian, Program Manager, (925) 313-9554, Natalie.Dimidjian@CCHealth.org GENERAL DESCRIPTION OF THE ORGANIZATION The Behavioral Health Services Division of Contra Costa Health Services combines Mental Health, Alcohol & Other Drugs and Homeless Program into a single system of care. The Forensic Services team operates within Contra Costa Mental Health’s Adult System of Care, and works closely with Adult Probation, the courts, and local police departments. PROGRAM: FORENSIC SERVICES - CSS The Forensics Services team is a multidisciplinary team comprised of mental health clinical specialists, registered nurses and community support workers. The purpose of the team is to engage and offer voluntary services to participants who are seriously and persistently mentally ill and are involved in the criminal justice system. Forensic Services hosts office hours at the three regional probation offices to enhance the opportunity for screening and service participation. The co - located model allows for increased collaboration among the participants, service providers, and Deputy Probation Officers. The Forensic MHCS, CSWs, and nurses coordinate to offer Case Management services, individual therapy, and evidence- based group therapies (CBSST, Seeking Safety and WRAP). WRAP services are also provided on an individual basis. In addition, monthly Case Coordination meetings are held for each probation department (east, west, and central) with the Probation Officers, Forensic MH staff, and other community providers. These meetings are used to discuss and coordinate services for individual probationers that are facing challenges in engaging and utilizing services. The forensic staff participates in continuation of care by initiating contacts with probationers while in custody. These contacts are both pre-release and during probation violations. In addition, the Forensic CSW and clinicians provides WRAP & CBSST groups in MDF. The Forensic MHCS located at east county probation has begun coordination of, and providing, services for the TAY population in conjunction with re-entry services. AOT: The Forensic Mental Health Team (FMHT) manages and provides an Assistant Outpatient Treatment Program, aka Laura Law AB 1421. The FMHT works in conjunction with Mental Health Systems (MHS) to provide contracted services. All requests for potential AOT services come through the FMHT. The FMHT is responsible to determine if the requestors meet the requirements as stated in the Welfare and Institution code and if the person for whom the request is being made meets the 9 criteria for eligible AOT services. The FMHT also provides linkage to other services for individuals that do not meet all the criteria for AOT. The Forensic Team expanded its mobile crisis response capacity from fielding a mobile Mental Health Evaluation Team (MHET) to fielding a full Mobile Crisis Response Team to respond to adult consumers experiencing mental health crises in the community. Mental health clinicians and community support workers will work closely with the County’s Psychiatric Emergency Services and law enforcement, if necessary, to respond to residents in crises who would be better served in their respective communities. MHSA funds will be utilized to supplement funding that enables this team to respond seven days a week with expanded hours of operation and the addition of two positions. a. Scope of Services: Authorized in Fiscal Year 2011-12 four clinical specialists were funded by MHSA to join Forensics Services Team. This team works very closely with the criminal justice system to assess referrals for serious mental illness, provide rapid access to a treatment plan, and work as a team to provide the appropriate mental health, substance abuse and housing services needed. b. Target Population: Individuals who are seriously and persistently mentally ill who are on probation and at risk of re- offending and incarceration. B-14 c. MHSA-Funded Staff: 4.0 Full-time equivalent D. Number Served for FY 22-23: 312 FY 23-24 data not available due to transfer of data reporting system. B-15 FRED FINCH YOUTH CENTER 2523 El Portal Drive, Suite 201, San Pablo, CA 94806, https://www.fredfinch.org/ Point of Contact: Julie Kinloch, Program Director, (510) 439–3130 Ext. 6107, juliekinloch@fredfinch.org GENERAL DESCRIPTION OF THE ORGANIZATION Fred Finch seeks to provide innovative, effective, caring mental health and social services to children, young adults, and their families that allow them to build on their strengths, overcome challenges, and live healthy and productive lives. Fred Finch serves children, adolescents, young adults, and families facing complex life challenges. Many have experienced trauma and abuse; live at or below the poverty line; have been institutionalized or incarcerated; have a family member that has been involved in the criminal justice system; have a history of substance abuse; or have experienced discrimination or stigma. PROGRAM: CONTRA COSTA TRANSITION AGE YOUTH FULL -SERVICE PARTNERSHIP - CSS Fred Finch is the lead agency that collaborates with the Contra Costa Youth Continuum of Services, The Latina Center and Contra Costa Mental Health to provide a Full-Service Partnership program for Transition Age Youth in West and Central Contra Costa County. a. Scope of Services: Services will be provided using an integrated team approach, based on a modified Assertive Community Treatment (ACT) model of care and the Individual Placement and Support (IPS) model designed to support our TAY with gaining and maintaining competitive employment. The team includes a Personal Service Coordinator working in concert with a multi-disciplinary team of staff, including a Peer Mentor and Family Partner, an Employment Specialist, a Psychiatric Nurse Practitioner, staff with various clinical specialties, including co-occurring substance disorder and bi-lingual capacity. Services include: • Outreach and engagement • Case management • Outpatient Mental Health Services, including services for individuals with co-occurring mental health & alcohol and other drug problems • Crisis Intervention • Collateral • Medication support (may be provided by County Physician) • Housing support • Flexible funds • Referrals to Money Management services as needed • Supported Employment Services • Available to consumer on 24/7 basis b. Target Population: Young adults with serious mental illness or serious emotional disturbance. These young adults exhibit key risk factors of homelessness, limited English proficiency, co -occurring substance abuse, exposure to trauma, repeated school failure, multiple foster-care or family-caregiver placements, and experience with the juvenile justice system and/or Psychiatric Emergency Services. Fred Finch serves Central and West County. c. Payment Limit: FY 25-26 $383,517 (cost-based portion) d. Number served: For FY 22-23: 30 FY 23-24 data not available due to transfer of data reporting system. e. Outcomes: For FY 23-24: • Reduction in incidence of psychiatric hospitalizations • Reduction in detention bookings B-16 Table 1. Pre- and post-enrollment utilization rates for 33 Fred Finch FSP participants enrolled in the FSP program during FY 23-24 No. pre- No. post- Rate pre- Rate post- % change enrollment enrollment enrollment enrollment PES episodes 27 11 0.082 0.030 -63.4% Inpatient episodes 13 7 0.039 0.019 -51.3% Inpatient days 126 154 0.382 0.418 +9.42% DET Bookings 2 2 0.006 0.005 -16.7% B-17 LINCOLN 1266 14th Street, Oakland CA 94607, http://lincolnfamilies.org/ Point of Contact: Allison Staulcup Becwar, LCSW President & CEO, (510) 867-0944, allisonbecwar@lincolnfamilies.org GENERAL DESCRIPTION OF THE ORGANIZATION Lincoln was founded in 1883 as the region's first volunteer-run, non-sectarian, and fully integrated orphanage. As times and community needs evolved, Lincoln's commitment to vulnerable children remained strong. In 1951, Lincoln began serving abused, neglected and emotionally challenged children. Today, as a highly respected provider of youth and family services, Lincoln has a continuum of programs to serve children and families impacted by poverty and trauma throughout Alameda and Contra Costa Counties. Their therapeutic school and community-based services include early intervention to intensive programming and focus on family strengthening, educational achievement and youth positive outlook. PROGRAM: MULTI -DIMENSIONAL FAMILY THERAPY (MDFT) – FSP - CSS Multidimensional Family Therapy (MDFT), an evidence-based practice, is a comprehensive and multi-systemic family- based outpatient program for adolescents with co-occurring substance use and mental health issues who may be at high risk for continued substance abuse and other challenging behaviors, such as emotional dysregulation, defiance and delinquency. Working with the youth and their families, MDFT helps youth develop more effective coping and problem- solving skills for better decision making, and helps the family improve interpersonal functioning as a protective factor against substance abuse and related problems. Services are delivered over 5 to 7 months, with weekly or twice -weekly, face-to-face contact, either in the home, the community or in the clinic. a. Scope of Services: • Services include but are not limited to: • Outreach and engagement • Case management • Outpatient Mental Health Services • Crisis Intervention • Collateral Services • Group Rehab • Flexible funds • Contractor must be available to consumer on 24/7 basis b. Target Population: Children in West, Central and East County experiencing co-occurring serious mental health and substance abuse challenges. Youth and their families can be served by this program. c. Payment Limit: FY 25-26 $649,136 (cost-based portion) d. Number Served: For FY 22-23: 21 FY 23-24 data not available due to transfer of data reporting system. e. Outcomes: For FY 22-23: • Reduction in delinquency or maintained positive functioning in community involvement • Increase in detention bookings B-18 Table 1. Pre- and post-enrollment utilization rates for 39 Lincoln Child Center participants enrolled in the FSP program during FY 23-24 No. pre- No. post- Rate pre- Rate post- %change enrollment enrollment enrollment enrollment PES episodes 3 0 0.009 0.010 -100.0% Inpatient episodes 0 0 0.000 0.000 -0% Inpatient days 0 0 0.000 0.000 -0% JACS Bookings 10 12 0.031 0.047 +51.6% B-19 PH SENIOR CARE, LLC (PLEASANT HILL MANOR) 40 Boyd Road, Pleasant Hill CA, 94523 Point of Contact: Evelyn Mendez-Choy, (925) 937-5348, emendez@northstarsl.com GENERAL DESCRIPTION OF THE ORGANIZATION The County contracts with Pleasant Hill Manor, a licensed board and care operator, to provide additional staff care to enable those with serious mental illness to avoid institutionalization and enable them to live in the community. PROGRAM: AUGMENTED BOARD AND CARES – MHSA HOUSING SERVICES - CSS a. Scope of Services: Augmented residential services, including but not limited to: • Medication management • Nutritional meal planning • Assistance with laundry • Transportation to psychiatric and medical appointments • Improving socialization • Assist with activities of daily living (i.e., grooming, hygiene, etc.) • Encouraging meaningful activity • Other services as needed for individual residents b. Target Population: Adults aged 60 years and older, who live in Western, Central, and Eastern Contra Costa County, are diagnosed with a serious mental illness and are uninsured or receive Medi-Cal benefits. c. Number served: For FY 23-24: Capacity of 37 beds. B-20 M HSA HOUSING SERVICES (CONTRA COSTA HEALTH, HOUSING, AND HOMELESS SERVICES – H3) 2400 Bisso Lane, Suite D2, Concord, CA 94520, https://cchealth.org/h3/ GENERAL DESCRIPTION OF THE ORGANIZATION The Behavioral Health Services Division partners with the Health, Housing and Homeless Division to provide permanent and temporary housing with supports for person experiencing a serious mental illness and who are homeless or at risk of being homeless. PROGRAM: HOMELESS PROGRAMS - TEMPORARY SHELTER BEDS - CSS The County’s Health Housing and Homeless Services Division operate a number of temporary bed facilities in West and Central County for transitional age youth and adults. CCBHS, maintains a Memorandum of Understanding with the Health Housing and Homeless Services Division that provides additional funding to enable up to 64 individuals with a serious mental illness per year to receive temporary emergency housing for up to four months. a. Target Population: Individuals who are severely and persistently mentally ill or seriously emotionally disturbed; and are homeless. b. Total MHSA Portion of Budget FY 25-26: $2,942,055 c. Number Served FY 23-24: 75 beds fully utilized for 365 days in the year. PROGRAM: PERMANENT HOUSING - CSS Having participated in a specially legislated MHSA Housing Program through the California Housing Finance Agency the County, in collaboration with many community partners, the County completed a number of one-time capitalization projects to create 50 permanent housing units for individuals with serious mental illness. These individuals receive their mental health support from Contra Costa Behavioral Health contract and county service providers. The sites include Villa Vasconcellos in Walnut Creek, Lillie Mae Jones Plaza in North Richmond, The Virginia Street Apartments in Richmond, Robin Lane apartments in Concord, Ohlone Garden apartments in El Cerrito, Third Avenue Apartments in Walnut Creek, Garden Park apartments in Concord, and scattered units throughout the County operated by Hope Solutions (formerly Contra Costa Interfaith Housing). a. Target Population: Individuals who are severely and persistently mentally ill or seriously emotionally disturbed and are homeless or at risk of homelessness. b. Total MHSA Portion of Budget FY 25-26: One Time Funding Allocated. c. Number Served: FY 23-24: 50 units. PROGRAM: COORDINATION TEAM - CSS The CCBHS Health Housing and Homeless Services Coordinator and staff work closely with County’s Homeless Services Division staff to coordinate referrals and placements, facilitate linkages with other Contra Costa mental health programs and services, and provide contract monitoring and quality control of 26 augmented board and care providers to provide permanent supportive housing for chronically homeless disabled individuals. a. Target Population: Individuals who are severely and persistently mentally ill or seriously emotionally disturbed and are homeless or at risk of homelessness. b. Total FTE: 9.0 FTE c. Total MHSA Portion of Budget FY 25-26: $2,739,564 D. Number Served FY 23-24: Approximately 700 individuals per year receive permanent or temporary supportive housing by means of MHSA funded housing services. B-21 MODESTO RESIDENTIAL LIVING CENTER, LLC. 1932 Evergreen Avenue, Modesto CA, 95350 Point of Contact: Dennis Monterosso, (209) 530-9300, info@modestoRLC.com GENERAL DESCRIPTION OF THE ORGANIZATION The County contracts with Modesto Residential, a licensed board and care operator, to provide additional staff care to enable those with serious mental illness to avoid institutionalization and enable them to live in the community. PROGRAM: AUGMENTED BOARD AND CARES – MHSA HOUSING SERVICES - CSS The County contracts with Modesto Residential Living Center, a licensed board and care provider, to provide additional staff care to enable those with serious mental illness to avoid institutionalization and enable them to live in the community. a. Scope of Services: Augmented residential services, including but not limited to: • Medication management • Nutritional meal planning • Assistance with laundry • Transportation to psychiatric and medical appointments • Improving socialization • Assist with activities of daily living (i.e., grooming, hygiene, etc.) • Encouraging meaningful activity • Other services as needed for individual residents b. Target Population: Adults aged 18 years to 59 years who lived in Contra Costa County, are diagnosed with a serious mental illness and are uninsured or receive Medi-Cal benefits and accepted augmented board and care at Modesto Residential Living Center. c. Number served: For FY 23-24: Capacity of 12 beds. B-22 OAK HILLS RESIDENTIAL FACILITY 141 Green Meadow Circle, Pittsburg, CA 94565 Point of Contact: Rebecca Lapasa, (925) 709-8853, Rlapasa@yahoo.com GENERAL DESCRIPTION OF THE ORGANIZATION: The County contracts with Oak Hills, a licensed board and care operator, to provide additional staff care to enable those with serious mental illness to avoid institutionalization and enable them to live in the community. PROGRAM: AUGMENTED BOARD AND CARES – MHSA HOUSING SERVICES - CSS a. Scope of Services: Augmented residential services, including but not limited to: • Medication management • Nutritional meal planning • Assistance with laundry • Transportation to psychiatric and medical appointments • Improving socialization • Assist with activities of daily living (i.e., grooming, hygiene, etc.) • Encouraging meaningful activity • Other services as needed for individual residents b. Target Population: Adults aged 18 years to 59 years who live in Western, Central, and Eastern Contra Costa County, are diagnosed with a serious mental illness and are uninsured or receive Medi-Cal benefits. c. Number Served: Capacity of 6 beds. B-23 OLDER ADULT MENTAL HEALTH (CONTRA COSTA BEHAVIORAL HEALTH SERVICES) 2425 Bisso Lane, Suite 100, Concord, CA 94520, https://cchealth.org/mentalhealth/#simpleContained4 Point of Contact: Heather Sweeten-Healy, (925)-521-5620, Heather.Sweeten-Healy@cchealth.org or Ellie Shirgul, (925)-521-5620, Ellen.Shirgul@cchealth.org GENERAL DESCRIPTION OF THE ORGANIZATION The Older Adult Mental Health Clinic is in the Adult System of Care and provides mental health services to Contra Costa’s senior citizens, including preventive care, linkage and outreach to under-served at risk communities, problem solving short-term therapy, and intensive care management for severely mentally ill individuals. PROGRAM: INTENSIVE CARE MANAGEMENT - CSS The Intensive Care Management Teams (ICMT) provide mental health services to older adults in their homes, in the community and within a clinical setting. Services are provided to Contra Costa County residents with serious psychiatric impairments who are 60 years of age or older. The program provides services to those who are insured through Medi- Cal, dually covered under Medi-Cal and MediCare, or uninsured. The primary goal of these teams is to support aging in place as well as to improve consumers’ mental health, physical health, prevent psychiatric hospitalization and placement in a higher level of care, and provide linkage to primary care appointments, community resources and events, and public transportation in an effort to maintain independence in the community. Additionally, the teams provide services to those who are homeless, living in shelters, or in residential care facilities. There are three multi-disciplinary Intensive Care Management Teams, one for each region of the county that increases access to resources throughout the county. PROGRAM: IMPROVING MOOD PROVIDING ACCESS TO COLLABORATIVE TREATMENT (IMPACT) - CSS IMPACT is an evidence-based practice which provides depression treatment to individuals aged 55 and over in a primary care setting. The IMPACT model prescribes short-term (8 to 12 visits) Problem Solving Therapy and medication consultation with up to one year of follow-up as necessary. Services are provided by a treatment team consisting of licensed clinicians, psychiatrists, and primary care physicians in a primary care setting. The target population for the IMPACT Program is adults aged 55 years and older who are receiving health care services at a federally qualified health center. The program focuses on treating older adults with late-life depression and co-occurring physical health impairments, such as cardio-vascular disease, diabetes, or chronic pain. The primary goals of the Impact Program are to prevent more severe psychiatric symptoms, assist clients in accessing community resources as needed, reducing stigma related to accessing mental health treatment and providing access to therapy to this underserved population. a. Target Population: Depending on program, Older Adults aged 55 or 60 years and older experiencing serious mental illness or at risk for developing a serious mental illness. b. Total Budget 25-26: Intensive Care Management - $4,539,290; IMPACT - $477,973 c. Staff: 22 Full time equivalent multi-disciplinary staff. d. Number served: For FY 22-23: Impact: 164; Intensive Care Management: 225 FY 23-24 data not available due to transfer of data reporting system. e. Outcomes: For IMPACT and ICM: Changes in Level of Care Utilization System (LOCUS) scores, reductions in Psychiatric Emergency Service visits, reductions in hospitalizations, decreased Patient Health Questionnaire (PHQ-9) scores, and reduced isolation, which is assessed by the PEARLS (ICM only). B-24 PORTIA BELL HUME BEHAVIORAL HEALTH AND TRAINING CENTER (HUME CENTER) 555 School Street, Pittsburg, CA 94565, https://www.humecenter.org/ Point of Contact: Reynold Fujikawa, Community Support Program East, (925) 384-7727, rfujikawa@humecenter.org 3095 Richmond Parkway #201, Richmond, CA 94806, https://www.humecenter.org/ Point of Contact: Margaret Schiltz, Community Support Program West, (510) 944-3781, mschiltz@humecenter.org GENERAL DESCRIPTION OF THE ORGANIZATION The Hume Center is a Community Mental Health Center that provides high quality, culturally sensitive and comprehensive behavioral health care services and training. The Hume Center strives to promote mental health, reduce disparities, psychological suffering, and strengthen communities and systems in collaboration with the people most involved in the lives of those served. They are committed to training behavioral health professionals to the highest standards of practice, while working within a culture of support and mutual respect. They provide a continuity of care in Contra Costa that includes prevention and early intervention, behavioral consultation services, outpatient psychotherapy and psychiatry, case management, partial hospitalization services, and Full-Service Partnership (FSP) Programs. Their FSPs are located in East and West County. PROGRAM: ADULT FULL -SERVICE PARTNERSHIP - CSS The Adult FSP is a collaborative program between The Hume Center and Contra Costa County Behavioral Health Services. a. Goal of the Program: • Prevent repeat hospitalizations • Transition from institutional settings • Attain and/or maintain medication compliance • Improve community tenure and quality of life • Attain and/or maintain housing stability • Attain self-sufficiency through vocational and educational support • Strengthen support networks, including family and community supports • Limit the personal impact of substance abuse on mental health recovery b. Referral, Admission Criteria, and Authorization: i. Referral: To inquire about yourself or someone else receiving our Full-Service Partnership Services in our Community Support Program (CSP) East program, please call our Pittsburg office at (925) 432 -4118. For services in our CSP West program, please contact our Richmond office at (510) 778-2816. ii. Admission Criteria: This program serves adult aged 26 and older who are diagnosed with severe mental illness and are: • Frequent users of emergency services and/or psychiatric emergency services • Homeless or at risk of homelessness • Involved in the justice system or at risk of this • Have Medi-Cal insurance or are uninsured iii. Authorization: Referrals are approved by Contra Costa Behavioral Health Division. c. Scope of Services: Services will be provided using an integrated team approach called Community Support Program. Our services include: • Community outreach, engagement, and education to encourage participation in the recovery process and our program • Case management and resource navigation for the purposes of gaining stability and increasing self-sufficiency • Outpatient Mental Health Services, including services for individuals with co-occurring mental health & alcohol and other drug problems • Crisis Intervention, which is an immediate response to support a consumer to manage an unplanned event and ensure safety for all involved, which can include involving additional community resources B-25 • Collateral services, which includes family psychotherapy and consultation. These services help significant persons to understand and accept the consumer’s condition and involve them in service planning and delivery. • Medication support, including medication assessment and ongoing management (may also be provided by County Physician) • Housing support, including assisting consumers to acquire and maintain appropriate housing and providing skill building to support successful housing. When appropriate, assist consumers to attain and maintain MHSA subsidized housing. • Flexible funds are used to support consumer’s treatment goals. The most common use of flexible funds is to support housing placements through direct payment of deposit, first/last month’s rent, or unexpected expenses in order to maintain housing. • Vocational and Educational Preparation, which includes supportive services and psychoeducation to prepare consumers to return to school or work settings. This aims to return a sense of hope and trust in themselves to be able to achieve the goal while building the necessary skills, support networks, and structures/habits. • Recreational and Social Activities aim to assist consumers to decrease isolation while increasing self-efficacy and community involvement. The goal is to assist consumers to see themselves as members of the larger community and not marginalized by society or themselves. • Money Management, which is provided by sub-contractors, aims to increase stability for consumers who have struggled to manage their income. Services aim to increase money management skills to reduce the need for this service. • 24/7 Afterhours/Crisis Line is answered during non-office hours so that consumers in crisis can reach a staff member at any time. Direct services are provided on weekends and holidays as well. d. Target Population: Adults diagnosed with severe mental illness in East, Central and West County who are diagnosed with a serious mental illness, are at or below 300% of the federally defined poverty level and are uninsured or receive Medi-Cal benefits. e. Payment Limit: For FY 25-26 (East and West): $3,176,961 (cost-based portion only) f. Number served FY 22-23: 53 individuals (East); and 37 individuals (West) FY 23-24 data not available due to transfer of data reporting system. g. Outcomes for FY 22-23 (East): • Reduction in incidence of psychiatric crisis • Reduction of the incidence of restriction • For FY (West): 1. Reduction in incidence of psychiatric crisis 2. Reduction of the incidence of restriction Table 1. Pre- and post-enrollment utilization rates for 47 Hume West FSP participants enrolled in the FSP program during FY 23-24 No. pre- No. post- Rate pre- Rate post- %change enrollment enrollment enrollment enrollment PES episodes 96 64 0.180 0.113 -37.2% Inpatient episodes 14 2 0.026 0.004 -84.6% Inpatient days 145 30 0.272 0.053 -80.5% DET Bookings 13 2 0.024 0.004 -83.3% B-26 Table 1. Pre- and post-enrollment utilization rates for 67 Hume East FSP participants enrolled in the FSP program during FY 23-24 No. pre- No. post- Rate pre- Rate post- %change enrollment enrollment enrollment enrollment PES episodes 302 72 0.378 0.091 -75.9% Inpatient episodes 44 16 0.055 0.020 -63.6% Inpatient days 381 176 0.477 0.223 -53.2% DET Bookings 22 12 0.028 0.015 -46.4% B-27 PRIMARY CARE CLINIC BEHAVIORAL HEALTH SUPPORT (CONTRA COSTA HEALTH) 3052 Willow Pass Road, Concord, CA 94519, https://cchealth.org/mentalhealth/#simpleContained4 Point of Contact: Kelley Taylor, Ambulatory Care Clinic Supervisor, (925) 681-4100, Kelley.Taylor@CCHealth.org GENERAL DESCRIPTION OF THE ORGANIZATION Behavioral health clinicians staff the county Primary Care Health Centers in Concord. The goal is to integrate primary and behavioral health care. Two mental health clinicians are part of a multi-disciplinary team with the intent to provide timely and integrated response to those at risk, and/or to prevent the onset of serious mental health functioning among adults visiting the clinic for medical reasons. PLAN ELEMENT: CLINIC SUPPORT - CSS a. Scope of Services: Perform brief mental health assessment and intervention with adults, children, and their families. Provide short term case management, mental health services, individual and family support, crisis intervention, triage, coordination of care between primary care and Behavioral Health Services. Tasks also include linkage to schools, probation, social services and community services and lead groups at County Primary Care Center. b. Target Population: Adults in central county, who present at the clinic for medical reasons c. Number Served: For FY 22-23: 200+. FY 23-24 data not available due to transfer of data reporting system. d. Outcomes: Improve overall health for individuals through decrease medical visit and increase coping with life situations. B-28 PSYNERGY PROGRAMS, INC Contact Information: 18225 Hale Ave., Morgan Hill, CA 95037 Point of Contact: Arturo Uribe, LCSW, President/CEO, amuribe@psynergy.org GENERAL DESCRIPTION OF THE ORGANIZATION Psynergy Programs offers Adult Residential Facilities (ARF), Residential Care Facilities for the Elderly (RCFE) and specialty mental health outpatient clinics in close proximity to the client home. Providing reliable adult residential home care in combination with intensive outpatient mental health services can help individuals with mental illness avoid the unnecessary expense and emotional trauma often associated with incarceration and hospitalization. The program utilizes tenets of the Wellness and Recovery, Integrated Dual Diagnosis Treatment and Modified Therapeutic Community (MTC) treatment models. Psynergy programs are an alternative to locked settings such as a State Hospital, Psychiatric Hospital, an Institute for Mental Disease (IMD), Psychiatric Health Facility (PHF) and Jail. The intent and goal of Psynergy services is to improve individual’s quality of life, to help gain the skills and ability necessary to stay out of locked hospital settings and to move into a less restrictive living arrangement in the community. Psynergy Programs provide innovative treatment programs for individuals living with a serious mental illness to assist them in successfully graduating from locked settings to community living. Services may include: • Mental health services • Medication management • Crisis intervention • Care management • Individual and group treatment • Independent living skill development • Nutrition and Wellness including three well-balanced meals per day • Clean and comfortable lodging and accommodations • Comprehensive daily activities program • Holistic health • Physical fitness • Peer and family support • Linkage to community resources a. Target Population: CCBHS clients who are diagnosed with an SMI and stepping down from an acute treatment facility to a community setting b. Payment Limit: FY 25-26 MHSA portion of total contract: $103,659 c. Number served FY 22-23: 14 FY 23-24 data not available due to transfer of data reporting system. d. Outcomes: Clients will transition to independent living or the least restrictive environment in their community . They will be linked to the appropriate community resources to maintain stable community living B-29 SENECA FAMILY OF AGENCIES 3200 Clayton Road, Concord, CA, 94519, http://www.senecafoa.org/ Point of Contact: Jennifer Blanza, Program Director (415) 238-9945, jennifer_blanza@senecacenter.org GENERAL DESCRIPTION OF THE ORGANIZATION Seneca Family of Agencies is a leading innovator in the field of community-based and family-based service options for emotionally troubled children and their families. With a continuum of care ranging from intensive crisis intervention to in-home wraparound services, to public school-based services, Seneca is one of the premier children’s mental health agencies in Northern California. PROGRAM: SHORT TERM ASSESSMENT OF RESOURCES AND TREATMENT (START) - FSP - CSS Seneca Family of Agencies (SFA) provides an integrated, coordinated service to youth who frequently utilize crisis services, and may be involved in the child welfare and/or juvenile justice system. START provides three to six months of short - term intensive services to stabilize the youth in their community, and to connect them and their families with sustainable resources and supports. The goals of the program are to 1) reduce the need to utilize crisis services, and the necessity for out-of-home and emergency care for youth enrolled in the program, 2) maintain and stabilize the youth in the community by assessing the needs of the family system, identifying appropriate community resources and supports, and ensuring their connection with sustainable resources and supports, and 3) successfully link youth and family with formal services and informal supports in their neighborhood, school and community. Payment Limit FY 23-24: $773,964 Number Served FY 22-23: 48 FY 23-24 data not available due to transfer of data reporting system. B-30 SHELTER, INC. PO Box 5368, Concord, CA 94524, https://shelterinc.org/ Point of Contact: John Eckstrom, Chief Executive Office, (925) 957-7595, john.eckstrom@shelterinc.org GENERAL DESCRIPTION OF THE ORGANIZATION The mission of SHELTER, Inc. is to prevent and end homelessness for low-income, homeless, and disadvantaged families and individuals by providing housing, services, support, and resources that lead to self-sufficiency. SHELTER, Inc. was founded in 1986 to alleviate Contra Costa County's homeless crisis, and its work encompasses three main elements: 1) prevent the onset of homelessness, including rental assistance, case management, and housing counseling services, 2) ending the cycle of homelessness by providing housing plus services including employment, education, counseling and household budgeting to help regain self-sufficiency and 3) providing permanent affordable housing for over 200 low- income households, including such special needs groups as transition-age youth, people with HIV/AIDS, and those with mental health disabilities. PROGRAM: SUPPORTIVE HOUSING - CSS SHELTER, Inc. provides a master leasing program, in which adults or children and their families are provided tenancy in apartments and houses throughout the County. Through a combination of self-owned units and agreements with landlords SHELTER, Inc. acts as the lessee to the owners and provides staff to support individuals and their families move in and maintain their homes independently. Housing and rental subsidy services are provided to residents of the County who are homeless and that have been certified by Contra Costa Behavioral Health as eligible. This project is committed to providing housing opportunities that provide low barriers to obtaining housing that is affordable, safe and promotes independence to MHSA consumers. a. Scope of Services. • Provide services in accordance with the State of California Mental Health Service Act (MHSA) Housing Program, the Contra Costa County Behavioral Health Mental Health Division’s Work Plan, all State, Federal and Local Fair Housing Laws and Regulations, and the State of California’s Landlord and Tenants Laws. • Provide consultation and technical support to Contra Costa Behavioral Health with regard to services provided under the housing services and rental subsidy program. • Utilize existing housing units already on the market to provide immediate housing to consumers through master leasing and tenant-based services. • Acquire and maintain not less than 100 master-leased housing units throughout Contra Costa County. • Negotiate lease terms and ensure timely payment of rent to landlords. • Leverage housing resources through working relationships with owners of affordable housing within the community. • Integrate innovative practices to attract and retain landlords and advocate on behalf of consumers. • Leverage other rental subsidy programs including, but not limited to, Shelter Plus Care and HUD Housing Choice Voucher (Section 8). • Reserve or set aside units of owned property dedicated for MHSA consumers. • Ensure condition of leased units meet habitability standards by having Housing Quality Standard (HQS) trained staff conduct unit inspections prior to a unit being leased and annually as needed. • Establish maximum rent level to be subsidized with MHSA funding to be Fair Market Rent (FMR) as published by US Department of Housing and Urban Development (HUD) for Contra Costa County in the year that the unit is initially rented or meeting rent reasonableness utilizing the guidelines established by HUD and for each year thereafter. • Provide quality property management services to consumers living in master leased and owned properties. B-31 • Maintain property management systems to track leases, occupancy, and maintenance records. • Maintain an accounting system to track rent and security deposit charges and payments. • Conduct annual income re-certifications to ensure consumer rent does not exceed 30% of income minus utility allowance. The utility allowance used shall be in accordance with the utility allowances established by the prevailing Housing Authority for the jurisdiction that the housing unit is located in. • Provide and/or coordinate with outside contractors and SHELTER, Inc. maintenance staff for routine maintenance and repair services and provide after-hours emergency maintenance services to consumers. • Ensure that landlords adhere to habitability standards and complete major maintenance and repairs. • Process and oversee evictions for non-payment of rent, criminal activities, harmful acts upon others, and severe and repeated lease violations. • Work collaboratively with full-service partnerships and/or County Mental Health Staff around housing issues and provide referrals to alternative housing options. • Attend collaborative meetings, mediations and crisis interventions to support consumer housing retention. • Provide tenant education to consumers to support housing retention. b. Target Population: Consumers eligible for MHSA services. The priority is given to those who are homeless or imminently homeless and otherwise eligible for the full-service partnership programs, including carrying an SMI diagnosis. c. Annual Payment Limit 25-26: $3,163,135 d. Number served FY 22-23: Shelter, Inc. served 110 consumers. FY 23-24 data not available due to transfer of data reporting system. e. Outcomes: Quality of life: housing stability. • Goal: 70% of MHSA Consumers residing in master leased housing shall remain stably housed for 18 months or longer. • Goal: 70% of MHSA Consumers residing in SHELTER, Inc. owned property shall remain stably housed for 12 months or longer. • Capacity of 110 Units. B-32 TELECARE CORPORATION 300 Ilene Street, Martinez, CA 94553, https://www.telecarecorp.com/ Point of Contact: Bjay Jones, Program Administrator, (925) 266-6521, bjjones@telecarecorp.com or Caitlin Young, Clinical Director, chyoung@telecarecorp.com GENERAL DESCRIPTION OF THE ORGANIZATION Telecare Corporation was established in 1965 in the belief that persons with mental illness are best able to achieve recovery through individualized services provided in the least restrictive setting possible. Today, they operate over 145 programs staffed by more than 5,000 employees in California, Oregon, Washington, Arizona, Nebraska, North Carolina, Texas, New Mexico and Pennsylvania and provide a broad continuum of services and supports, including Inpatient Acute Care, Inpatient Non-Acute/Sub-Acute Care, Crisis Services, Residential Services, Assertive Community Treatment (ACT) services, Case Management and Prevention services. PROGRAM: HOPE HOUSE CRISIS RESIDENTIAL FACILITY - CSS Telecare Corporation operates Hope House, a voluntary, highly structured 16-bed Short-Term Crisis Residential Facility (CRF) for adults between the ages of 18 and 59. Hope House is serves individuals who require crisis support to avoid hospitalization or are discharging from the hospital or long-term locked facilities and need step-down care to transition back to community living. The focus is client-centered and recovery-focused and underscores the concept of personal responsibility for the resident's illness and independence. The program supports a social rehabilitation model, which is designed to enhance an individual's social connection with family and community so that they can move back into the community and prevent a hospitalization. Services are recovery based and tailored to the unique strengths of each individual resident. The program offers an environment where residents have the power to make decisions and are supported as they look at their own life experiences, set their own paths toward recovery, and work towards the fulfillment of their hopes and dreams. Telecare’s program is designed to enhance client motivation to actively participate in treatment, provide clients with intensive assistance in accessing community resources, and assist clients develop strategies to maintain independent living in the community and improve their overall quality of life. The program’s service design draws on evidence-based practices such as Wellness Action and Recovery Planning (WRAP), motivational interviewing, and integrated treatment for co-occurring disorders. a. Scope of Services: • Individualized assessments, including, but not limited to, psychosocial skills, reported medical needs/health status, social supports, and current functional limitations within 72 hours of admission. • Psychiatric assessment within 72 hours of admission. • Treatment plan development with 72 hours of admission. • Therapeutic individual and group counseling sessions on a daily basis to assist clients in developing skills that enable them to progress towards self-sufficiency and to reside in less intensive levels of care. • Crisis intervention and management services designed to enable the client to cope with the crisis at hand, maintaining functioning status in the community, and prevent further decompensation or hospitalization. • Medication support services, including provision of medications, as clinically appropriate, to all clients regardless of funding; individual and group education for consumers on the role of medication in their recovery plans, medication choices, risks, benefits, alternatives, side effects and how these can be managed; supervised self- administration of medication based on physician’s order by licensed staff; medication follow-up visit by a psychiatrist at a frequency necessary to manage the acute symptoms to allow the client to safely stay at the Crisis Residential Program, and to prepare the client to transition to outpatient level of care upon discharge. • Co-occurring capable interventions, using the Telecare Co-Occurring Education Group materials for substance use following a harm reduction modality as well as availability of weekly AA and NA meetings in the community. • Weekly life skills groups offered to develop and enhance skills needed to manage supported independent and independent living in the community. B-33 • A comprehensive weekly calendar of activities, including physical, recreational, social, artistic, therapeutic, spiritual, dual recovery, skills development and outings. • Peer support services/groups offered weekly. • Engagement of family in treatment, as appropriate. • Assessments for involuntary hospitalization, when necessary. • Discharge planning and assisting clients with successful linkage to community resources, such as outpatient mental health clinics, substance abuse treatment programs, housing, full-service partnerships, physical health care, and benefits programs. • Follow-up with client and their mental health service provider following discharge to ensure that appropriate linkage has been successful. • Daily provision of healthy meals and snacks for residents. • Transportation to services and activities provided in the community, as well as medical and court appointments, if the resident’s case manager or county worker is unavailable, as needed. b. Target Population: Adults ages 18 to 59 who require crisis support to avoid psychiatric hospitalization or are discharging from the hospital or long-term locked facilities and need step-down care to transition back to community living. c. Payment Limit: FY 25-26 $2,755,810 d. Number served: FY 22-23 Unduplicated client count of 214 FY 23-24 data not available due to transfer of data reporting system. e. Outcomes: • Reduction in severity of psychiatric symptoms: Discharge at least 90% of clients to a lower level of care. • Consumer Satisfaction: Maintain an overall client satisfaction score of at least 4.0 out of 5.0. B-34 UNITED FAMILY CARE, LLC (FAMILY COURTYARD) 2840 Salesian Avenue, Richmond, CA 94804 Point of Contact: Juliana Taburaza, (510) 235-8284, JuTaburaza@gmail.com GENERAL DESCRIPTION OF THE ORGANIZATION The County contracts with United Family Care, LLC (Family Courtyard), a licensed board and care provider, to provide additional staff care to enable those with serious mental illness to avoid institutionalization and enable them to live in the community. PROGRAM: AUGMENTED BOARD AND CARE HOUSING SERVICES - CSS a. Scope of Services: Augmented residential services, including but not limited to: • Medication management • Nutritional meal planning • Assistance with laundry • Transportation to psychiatric and medical appointments • Improving socialization • Assist with activities of daily living (i.e., grooming, hygiene, etc.) • Encouraging meaningful activity • Other services as needed for individual residents b. Target Population: Adults aged 60 years and older who live in Western, Central, and Eastern Contra Costa County, are diagnosed with a serious mental illness and are uninsured or receive Medi-Cal benefits. c. Number served: Capacity of 40 beds. B-35 WEST COUNTY ADULT MENTAL HEALTH CLINIC (CONTRA COSTA HEALTH) 13585 San Pablo Avenue, 2nd Floor, San Pablo CA 94806, https://cchealth.org/mentalhealth/#simpleContained4 Point of Contact: Robin O’Neill, Mental Health Program Manager, (510) 215-3700, Robin.ONeill@CCHealth.org GENERAL DESCRIPTION OF THE ORGANIZATION The Behavioral Health Services Division of Contra Costa Health Services combines Mental Health, Alcohol & Other Drugs and Homeless Program into a single system of care. The East Adult Mental Health Clinic operates within Contra Costa Mental Health’s Adult System of Care, and provides assessments, case management, psychiatric services, crisis intervention, housing services, and benefits assistance. Within the Adult Mental Health Clinic are the following MHSA funded programs and plan elements: PLAN ELEMENT: ADULT FULL -SERVICE PARTNERSHIP SUPPORT - CSS Contra Costa Mental Health has dedicated clinicians at each of the three adult mental health clinics to provide support, coordination and rapid access for full-service partners to health and mental health clinic services as needed and appropriate. Rapid Access Clinicians offer drop-in screening and intake appointments to clients who have been discharged from the County Hospital or Psychiatric Emergency Services but who are not open to the county mental health system of care. Rapid Access Clinicians will then refer clients to appropriate services and, when possible, follow-up with clients to ensure a linkage to services was made. If a client meets eligibility criteria for Full -Service Partnership services, the Rapid Access Clinician will seek approval to refer the client to Full-Service Partnership services. Clinic management acts as the gatekeepers for the Full-Service Partnership programs, authorizing referrals and discharges as well as providing clinical oversight to the regional Full-Service Partnership programs. Full-Service Partnership Liaisons provide support to the Full- Service Partnership programs by assisting the programs with referrals and discharges, offering clinical expertise, and helping the programs to navigate the County systems of care. PLAN ELEMENT: CLINIC SUPPORT - CSS General Systems Development strategies are programs or strategies that improve the larger mental health system of care. These programs and strategies expand and enhance the existing service structure to 1) assist consumers in obtaining benefits they entitled to, educate consumers on how to maximize use of those benefits and manage resources, and 2) provide transportation support for consumers and families. a. Clinic Target Population: Adults aged 18 years and older who live in West County, are diagnosed with a serious mental illness and are uninsured or receive Medi-Cal benefits. b. Total Number Served: For FY 22-23: Approximately 2,139 Individuals. FY 23-24 data not available due to transfer of data reporting system. B-36 WEST COUNTY CHILDREN’S MENTAL HEALTH CLINIC (CONTRA COSTA BEHAVIORAL HEALTH SERVICES) 13585 San Pablo Avenue, 1st Floor, San Pablo CA 94806, https://cchealth.org/mentalhealth/#simpleContained4 Point of Contact: Marilyn Franklin, (510) 374-7208, marilyn.franklin@CCHealth.org GENERAL DESCRIPTION OF THE ORGANIZATION The Behavioral Health Services Division of Contra Costa Health Services combines Mental Health, Alcohol & Other Drugs and Homeless Program into a single system of care. The West Children’s Mental Health Clinic operates within Contra Costa Mental Health’s Children’s System of Care, and provides psychiatric and outpatient services, family partners, and wraparound services. Within the Children’s Mental Health Clinic are the following MHSA funded plan elements: PLAN ELEMENT: CLINIC SUPPORT - CSS General Systems Development strategies are programs or strategies that improve the larger mental health system of care. These programs and strategies expand and enhance the existing service structure to assist consumers in the following areas: Family Partners and Wraparound Facilitation. The family partners assist families with advocacy, transportation assistance, navigation of the service system, and offer support in the home, community, and county service sites. Family partners support families with children of all ages who are receiving services in the children. Family partners are located in each of the regional clinics for children and adult services, and often participate on wraparound teams following the evidence-based model. A Clinical Specialist in each regional clinic who provides technical assistance and oversight of evidence-based practices in the clinic. Support for full-service partners. a. Target Population: Children aged 17 years and younger, who live in West County, are diagnosed with a serious emotional disturbance or serious mental illness, and are uninsured or receive Medi-Cal benefits b. Number Served: For FY 23-24: Approximately 676 Individuals. FY 23-24 data not available due to transfer of data reporting system. B-37 WILLIAMS BOARD AND CARE 430 Fordham Drive, Vallejo CA, 94589 Point of Contact: Frederick Williams, (707) 731-2326, Fred_Williams@b-f.com or Katrina Williams, (707) 731-2326 GENERAL DESCRIPTION OF THE ORGANIZATION The County contracts with Williams Board and Care, a licensed board and care operator, to provide additional staff care to enable those with serious mental illness to avoid institutionalization and enable them to live in the community. PROGRAM: AUGMENTED BOARD AND CARE - HOUSING SERVICES - CSS a. Scope of Services: Augmented residential services, including but not limited to: • Medication management • Nutritional meal planning • Assistance with laundry • Transportation to psychiatric and medical appointments • Improving socialization • Assist with activities of daily living (i.e., grooming, hygiene, etc.) • Encouraging meaningful activity • Other services as needed for individual residents b. Target Population: Adults aged 18 years to 59 years who live in Western, Central, and Eastern Contra Costa County, are diagnosed with a serious mental illness and are uninsured or receive Medi-Cal benefits. c. Number served: Capacity of 12 beds. B-38 WOODHAVEN 3319 Woodhaven Lane, Concord, CA 94519 Point of Contact: Milagros Quezon, (925) 349-4225, Rcasuperprint635@comcast.net GENERAL DESCRIPTION OF THE ORGANIZATION The County contracts with Woodhaven, a licensed board and care operator, to provide additional staff care to enable those with serious mental illness to avoid institutionalization and enable them to live in the community. PROGRAM: AUGMENTED BOARD AND CARE - HOUSING SERVICES - CSS a. Scope of Services: Augmented residential services, including but not limited to: • Medication management • Nutritional meal planning • Assistance with laundry • Transportation to psychiatric and medical appointments • Improving socialization • Assist with activities of daily living (i.e., grooming, hygiene, etc.) • Encouraging meaningful activity • Other services as needed for individual residents b. Target Population: Adults aged 18 years to 59 years who live in Western, Central, and Eastern Contra Costa County, are diagnosed with a serious mental illness and are uninsured or receive Medi-Cal benefits. c. Number served: Capacity of 6 beds. B-39 YOUTH HOMES, INC. 3480 Buskirk Avenue #210, Pleasant Hill, CA 94523, https://www.youthhomes.org/ Point of Contact: Chief Executive Officer or Byron Iacuaniello, Clinical Director, (925) 324-6114, byroni@youthhomes.org GENERAL DESCRIPTION OF THE ORGANIZATION Youth Homes, Inc. is committed to serving the needs of abused and neglected children and adolescents in California's San Francisco Bay Area. Youth Homes provides intensive residential treatment programs and community-based counseling services that promote the healing process for seriously emotionally abused and traumatized children and adolescents. PROGRAM: TRANSITION AGE YOUTH FULL -SERVICE PARTNERSHIP – CSS Youth Homes implements a full-service partnership program using a combination of aspects of the Integrated Treatment for Co-Occurring Disorders model (also known as Integrated Dual Disorders Treatment – IDDT) and aspects of the Assertive Community Treatment (ACT) model. These models are recognized evidence-based practices for which the Substance Abuse and Mental Health Services Administration (SAMHSA) has created a tool kit to support implementation. The Assertive Community Treatment (ACT) model continues to be the strongest model of services to keep those with serious mental illnesses out of institutional care (hospital or criminal justice system) through intensive, coordinated multidisciplinary treatment. Integrated Treatment for Co-Occurring Disorders is an evidence-based practice for treating clients diagnosed with both mental health and substance abuse disorders. Youth Homes is committed to advancing training and integration of the ACT and IDDT models into daily practice. Participants in the Youth Homes FSP program are assigned a team of providers, so consumers do not get lost in the health care system, excluded from treatment, or confused by going back and forth between separate mental health and substance abuse programs. Each client will have a primary clinician/case manager to facilitate treatment. The team may also include a life skills coach, substance abuse specialist, youth advocate, psychiatrist, nurse, or family clinician depending on the need of the client. Employment, education and life skills workshops and individual coaching occur weekly through Youth Homes’ Steppingstones program, which is an integral part of Youth Homes’ TAY Services. It is not expected that all full-service partners will be experiencing a substance use issue; however, for those who have co-occurring issues, both disorders can be addressed by one team of providers. Although the program has office space in Antioch and in Pleasant Hill, the bulk of all meetings and support services occur in the community, in homes, parks, and other community locations which are part of the young adult consumer’s natural environments. a. Scope of Services (FSP): • Outreach and engagement • Case management • Outpatient Mental Health Services, including services for individuals with co-occurring mental health & alcohol and other drug problems • Crisis Intervention • Collateral • Medication support (may be provided by County Physician) • Housing support • Flexible funds • Money Management • Vocational Services • Contractor must be available to consumer on 24/7 basis b. Target Population: Young adults ages 16 to 25 years with serious emotional disturbance/serious mental illness, and who are likely to exhibit co-occurring disorders with severe life stressors and are from an underserved population. Services are based in East Contra Costa County as well as Central Contra Costa County. c. Annual MHSA Payment Limit (FSP) 25-26: $117,857 (cost-based portion only) d. Number served FY 22-23: 23 individuals B-40 FY 23-24 data not available due to transfer of data reporting system. e. Outcomes FSP for FY 22-23: • Reduction in incidence of psychiatric crisis • Reduction of the incidence of restriction Table 1. Pre- and post-enrollment utilization rates for 33 Youth Homes FSP Participants enrolled in the FSP program during FY 23-24 No. pre- No. post- Rate pre- Rate post- %change enrollment enrollment enrollment enrollment PES episodes 131 42 0.358 0.119 -66.5% Inpatient episodes 36 13 0.098 0.037 -62.6% Inpatient days 441 181 1.205 0.513 -57.4% DET Bookings 12 7 0.033 0.020 -39.4% B-41 PREVENTION AND EARLY INTERVENTION (PEI ) ASIAN FAMILY RESOURCE CENTER (AFRC) Sun Karnsouvong, Skarnsouvong@arcofcc.org Asian Family Resource Center (AFRC), 12240 San Pablo Ave, Richmond, CA GENERAL DESCRIPTION OF THE ORGANIZATION AFRC provides multicultural and multilingual services, empowering the most vulnerable members of our community to lead healthy, productive, and contributing lives. PROGRAM: BUILDING CONNECTIONS (ASIAN FAMILY RESOURCE CENTER) a. Scope of Services: Asian Family Resource Center (AFRC), under the fiscal sponsorship of Contra Costa ARC, will provide comprehensive and culturally sensitive education and access to mental health services for Asian and Asian Pacific Islander (API) immigrant and refugee communities, especially the Southeast Asian and Chinese population of Contra Costa County. AFRC will employ multilingual and multidisciplinary staff from the communities which they serve. Staff will provide the following scope of services: b. Outreach and Engagement Services: Individual and/or community outreach and engagement to promote mental health awareness, educate community members on signs and symptoms of mental illness, provide mental health workshops, and promote mental health wellness through community events. Engage community members in various activities to screen and assess for mental illness and/or assist in navigating them into the service systems for appropriate interventions: community integration skills to reduce MH stressors, older adult care giving skills, basic financial management, survival English communication skills, basic life skills, health and safety education and computer education, structured group activities (on topics such as, coping with adolescents, housing issues, aid cut- off, domestic violence, criminal justice issues, health care and disability services), mental health education and awareness, and health/mental health system navigation. AFRC, in collaboration with community-based organizations, will participate in 3-5 mental health and wellness events to provide wellness and mental health outreach, engagement, and education to immigrants and refugees in the Contra Costa County. c. Individual Mental Health Consultation: This service will also be provided to those who are exhibiting early signs of mental illness, to assess needs, identify signs/symptoms of mental health crisis/trauma, provide linkages/referrals, or assist in navigation into the mental health system, provide wellness support groups, access essential community resources, and linkage/referral to mental health services. Peer Navigators will be utilized to support participants in accessing services in a culturally sensitive manner. These services will generally be provided for a period of less than one year. AFRC will serve a minimum of 50 high risk and underserved Southeast Asian community members within a 12-month period, 25 of which will reside in East County with the balance in West and Central County. d. Translation and Case Management: AFRC staff will provide translation and case management services to identified mono-lingual consumers in the West County Adult Behavioral Health Clinic in San Pablo, CA. Services will include attending medical appointments, assisting with applications and forms, advocacy, and system navigation. e. Target Population: Asian and Pacific Islander immigrant and refugee communities (especially Chinese and Southeast Asian population) in Contra Costa County B-42 f. Payment Limit: FY 25-26: $181,217 g. Number served: FY 20-21: 584; FY 21-22: 624; FY 23-24: 706 h. Outcomes FY 23-24: • Expanded our goal to serve multilingual and multicultural communities, including those of Vietnamese, Lao, Khmu, Mien, Thai, and Chinese backgrounds. • Successfully managed over 90 cases in multiple languages, assisting clients with resources, translation services, medication education, counseling, and transportation services. • Distributed over 350 program brochures in Vietnamese, Lao, Mien, and Chinese to 19 locations throughout the Bay Area, enhancing outreach and engagement. • Hosted 24 psychoeducation workshops on mental health awareness, self-care, and human wellness, with an average of 25 attendees per workshop, demonstrating strong community interest and participation. • Conducted weekly group sessions for 10 – 17 people on essential life skills such as financial literacy, nutrition, housing, and safety awareness, addressing a broad range of community needs. • Emphasized support for vulnerable populations, including the elderly and homeless, and raised awareness on safety and prevention strategies amid rising anti-Asian hate crimes, reflecting our commitment to these communities. • Increased outreach efforts post-pandemic, focusing on interpersonal community engagement and leveraging family-to-family resources and word of mouth to reach more individuals. • Utilized various strategies to provide access to mental health treatment and support, including direct referrals for Medi-Cal recipients and offering individual/family consultation and wellness support groups in multiple Asian languages under the PEI program. • Received updated training for our staff to better serve and understand the needs of underserved populations, ensuring services are tailored and supportive. • Implemented the Demographics Form for evaluating program outcomes and measuring impact, with modifications for cultural competency and confidentiality maintained for all participants. B-43 CENTER FOR HUMAN DEVELOPMENT (CHD) David Carrillo, david@chd-prevention.org 901 Sun Valley Blvd., Suite 220, Concord, CA 94520 (925) 349-7333, http://chd-prevention.org/ GENERAL DESCRIPTION OF THE ORGANIZATION Center for Human Development (CHD) is a community-based organization that offers a spectrum of Prevention and Wellness services for at-risk youth, individuals, families, and communities in the Bay Area. Since 1972 CHD has provided wellness programs and support aimed at empowering people and promoting growth. Volunteers work side-by-side with staff to deliver quality programs in schools, clinics, and community sites throughout Contra Costa as well as nearby counties. CHD is known for innovative programs and is committed to improving the quality of life in the communities it serves. PROGRAM: AFRICAN AMERICAN WELLNESS PROGRAM & YOUTH EMPOWERMENT PROGRAM a. Scope of Services: The African American Wellness Program (formerly African American Health Conductor Program) serves Bay Point, Pittsburg, and surrounding communities. The purpose is to increase emotional wellness; reduce stress and isolation; and link African American participants, who are underserved due to poor identification of needs and lack of outreach and engagement, to appropriate mental health services. Key activities include outreach through community events; culturally appropriate education on mental health topics through Mind, Body, and Soul support groups; conduct community health education workshops in accessible and non-stigmatizing settings; and navigation assistance for culturally appropriate mental health referrals. The Youth Empowerment Program provides LGBTQ youth and their allies in Antioch, Pittsburg, and surrounding East County communities with strength-based educational support services that build on youths’ assets, raise awareness of mental health needs identification, and foster resiliency. Key activities include a) Three weekly educational support groups that promote emotional health and well-being, increase positive identity and self-esteem, and reduce isolation through development of concrete life skills; b) one leadership group that meets a minimum of twice a month to foster community involvement; and c) linkage and referral to culturally appropriate mental health service providers in East County. b. Target Population: Wellness Program: African American residents in East County at risk of developing serious mental illness. Youth Empowerment Program: LGBTQ youth in East County c. Payment Limit: FY 25-26: $194,756 d. Number served: FY 20-21: 198; FY 21-22: 262; FY 23-24: 227 e. Outcomes: • FY 23-24 African American Wellness Program: o The program successfully served 150 unduplicated participants in East Contra Costa County. o Facilitated 72 Mind, Body, & Soul Support Groups across three locations: Pittsburg Health Center, Pittsburg Senior Center, and Ambrose Community Center. o Disseminated 1,147 monthly newsletters in person at group meetings or through email and USPS to all participants. o Conducted 281 one-on-one consultations to discuss holistic wellness resource needs with participants. o Outreach efforts at four community events reached approximately 189 people in East County, providing information and referrals for health, mental health, and other community resources. o Achieved the annual goal of reaching 150 unduplicated participants, offering navigational support to increase emotional well-being and access to culturally appropriate mental health services. o Returned to full operations for support groups post-COVID-19 restrictions, adhering to CDC guidelines to B-44 ensure participant health and safety. o Engaged participants through the “Get Walking” program, promoting mental and physical health improvement, with an increase in participation during the spring walk. o Hosted the Second Health Awareness Fair to connect participants and the community to accessible and affordable health care, including mental health resources. o Maintained continuous engagement with participants through various modes of communication, ensuring that services were accessible and met the needs of the community in a post-pandemic environment. • FY 23-24 Youth Empowerment Program: o Served 74 unduplicated LGBTQ+ identified youth in East Contra Costa County. o Held 84 educational group sessions across four locations, including schools and CHD’s East County Office. o Conducted 761 individual check-ins, assessments, and one-on-one support sessions. o Referred 10 LGBTQ+ youth for mental health services, with 8 accessing those services. o Achieved an average of 2 weeks from referral to accessing services. o 88% of surveyed youth reported having someone to turn to in a crisis since attending support groups. o 92% of surveyed youth felt better informed about LGBTQ+ resources and services in their community. o 76% of surveyed youth felt more comfortable accessing LGBTQ+ services and resources. o 92% of surveyed youth started working with a therapist since attending the program. B-45 CHILD ABUSE PREVENTION COUNCIL (CAPC) Carol Carrillo, ccarrillo@capc-coco.org 2120 Diamond Blvd #120, Concord, CA 94520, www.capc-coco.org GENERAL DESCRIPTION OF THE ORGANIZATION The Child Abuse Prevention Council has worked for many years to prevent the maltreatment of children. Through providing education programs and support services, linking families to community resources, mentoring, and steering county-wide collaborative initiatives, CAPC has led Contra Costa County’s efforts to protect children. It continually evaluates its programs to provide the best possible support to the families of Contra Costa County. PROGRAM: THE NURTURING PARENTING PROGRAM a. Scope of Services: The Child Abuse Prevention Council of Contra Costa provides an evidence-based curriculum of culturally, linguistically, and developmentally appropriate, Spanish speaking families in East County, and Central County’s Monument Corridor. The 20- week curriculum immerses parents in ongoing training, free of charge, designed to build new skills and alter old behavioral patterns intended to strengthen families and support the healthy development of their children in their own neighborhoods. Developmental assessments and referral services are provided to each family served in the program using strategies that are non-stigmatizing and non-discriminatory. Families are provided with linkages to mental health and other services as appropriate. Providing the Nurturing Parenting Program (NPP) in the Monument Corridor of Concord and East County allows underserved parents and children access to mental health support in their own communities and in their primary language. b. Target Population: Latino children and their families in Central and East County. c. Payment Limit: FY 25-26: $212,041 d. Number served: FY 20-21: 159; FY 21-22: 213; FY 23-24: 116 e. Outcomes FY 23-24: • Implemented two 18-week sessions of The Nurturing Parenting Program (NPP) targeting the Latino community in Central and East County, with sessions beginning in July 2022 and concluding in June 2023. • Enrolled a total of 63 Latino parents and 53 children, emphasizing the importance of parenting skills, mental health awareness, and the reduction of stigma around accessing mental health services. • Adapted program delivery to a hybrid approach in response to feedback from parents about preferences for in- person vs. online participation, addressing challenges related to returning to the workforce and managing school demands. • Collaborated with local community agencies and school districts to promote the program and recruit families, ensuring a culturally sensitive approach. • Provided hands-on, collaborative group sessions for parents and children, enhancing skills in key areas such as empathy, discipline, and understanding developmental milestones. • Engaged Dr. Hector Rivera-Lopez to offer sessions on identifying behavioral/mental health needs, furthering the program’s goal of normalizing mental health discussions within the community. • Distributed the Surviving Parenthood Resource Guide and facilitated access to a wide range of community services, supporting families in navigating various support systems. • Administered the Inventory AAPI "A" and "B" as evaluation tools at the beginning and end of the program, demonstrating improvements in parenting practices and reductions in risk factors associated with child abuse and neglect. B-46 CONTRA COSTA CRISIS CENTER Elaine Cortez Schroth, elainecs@crisis-center.org P.O. Box 3364 Walnut Creek, CA 94598 925 939-1916, x107, www.crisis-center.org GENERAL DESCRIPTION OF THE ORGANIZATION The mission of the Contra Costa Crisis Center is to keep people alive and safe, help them through crises, and connect them with culturally relevant resources in the community. PROGRAM: SUICIDE PREVENTION CRISIS LINE a. Scope of Services: • Contra Costa Crisis Center will provide services to prevent suicides throughout Contra Costa County by operating a nationally certified 24-hour suicide prevention hotline. The hotline lowers the risk of suicide by assuring 24-hour access to real time services rendered by a trained crisis counselor who not only assesses suicide and self -harm lethality and provides intervention, but links callers to numerous mental health treatment options. This linkage occurs via referral to culturally relevant mental health services as well as provides real time warm transfer to those services when appropriate. because the hotline operates continuously regardless of time or day, all callers receive timely intervention and access to service when they need it and immediately upon their request. The Crisis Center’s programs are implemented (including agency program and hiring policies, bylaws, etc.) In a welcoming and intentionally non-discriminatory manner. Much of our outreach activities and staff/volunteer training activities center around increased awareness of myriad mental health issues, as well as mental health services, consumer stigma reduction to increase community comfort at accessing services and in referring those in need. • Key activities include: answering local calls to toll-free suicide hotlines, including a Spanish-language hotline; the Crisis Center will maintain an abandonment rate at or below national standard; assisting callers whose primary language other than English or Spanish through use of a tele-interpreter service; conducting a lethality assessment on each crisis call consistent with national standards; making follow-up calls to persons (with their consent) who are at medium to high risk of suicide with the goal of 99% one- month follow up survival rate; and training all crisis line staff and volunteers in a consistent and appropriate model consistent with AAS (American Association of Suicidology) certification. As a result of these service activities, >99% of people who call the crisis line and are assessed to be at medium to high risk of suicide will be survivors one month later; the Crisis Center will continuously recruit and train crisis line volunteers to a minimum pool of 25 multi-lingual/culturally competent individuals within the contract year, Spanish-speaking counselors will be provided 80 hours per week. • The Crisis Center will provide community outreach and education about how to access crisis services. Priority and vigorous outreach efforts are directed to underserved and hard to reach populations such as youth, elderly, isolated, persons with limited English, LGBQT, etc. and focus changes as community needs emerge and are identified. • The Crisis Center will offer grief support groups and postvention services to the community • The Crisis Center will liaison with the County Coroner to provide referrals for grieving survivors (and mitigating contagion). • In Partnership with County Behavioral Health, the Contra Costa Crisis Center will co- chair the Countywide Suicide Prevention Committee. b. Target Population: Contra Costa County residents in crisis. c. Payment Limit: FY 25-26: $456,092 d. Number served: FY 20-21: 20,082; FY 21-22: 21,971; FY 23-24: 27,226 B-47 e. Outcomes FY 23-24: • Exceeded target goals for the operation of 24-hour Crisis & Suicide Hotlines, providing immediate counseling, active listening, emotional support, and referrals to community resources via phone and text. • Successfully recruited and trained a diverse volunteer pool, exceeding the target goal for the number of active call center volunteers with multilingual skills. • Exceeded target goals for Community Outreach & Education by providing 9 free trainings on Suicide Risk Assessment & Intervention to partner service providers and mental health clinicians countywide. • Met target goals for co-chairing Suicide Prevention Coalition monthly meetings, enhancing collaborative efforts for suicide prevention. • Met target goals for processing County Coroner referrals and analyzing suicide data to inform prevention strategies. • Responded to four Postvention/Mobile Grief Response Requests, offering critical support following sudden deaths in schools, businesses, or agencies. • Met target goals for providing Grief Support Groups, enrolling 85 grief clients in services between 07/01/22 - 06/30/23. • Successfully promoted and implemented the Psychiatric Emergency Follow-Up Program, receiving 73 total referrals and providing follow-up to consenting patients discharged from PES. B-48 COUNSELING OPTIONS PARENT EDUCATION (C.O.P.E.) FAMILY SUPPORT CENTER Natasha Paddock, n.paddock@copefamilysupport.org 3000 Citrus Circle, Ste. 220, Walnut Creek, CA 94598 (925) 689-5811, http://copefamilysupport.org/ GENERAL DESCRIPTION OF THE ORGANIZATION C.O.P.E.’s mission is to prevent child abuse by providing comprehensive support services to strengthen family relationships and bonds, empower parents, encourage healthy relationships, and cultivate nurturing family units to encourage an optimal environment for the healthy growth and development of parents and children through parent education. PROGRAM: POSITIVE PARENTING PROGRAM (TRIPLE P) EDUCATION AND SUPPORT a. Scope of Services: In partnership with First 5 Contra Costa Children and Families Commission and Contra Costa County Behavioral Health Services, C.O.P.E. is funded to deliver Positive Parenting Program classes to parents of children ages 0–17. The C.O.P.E Family Support Center will provide approximately 21 services using the evidence-based Triple P — Positive Parenting Program Level 2 Seminar, Level 3 Primary Care, Level 4 Group, Level 5 Pathways, Level 5 Enhanced, Level 5 Transitions, Level 5 Lifestyle multi-family support groups, at low or no cost to parents of children two to seventeen years of age. The program utilizes an evidence based self-regulatory model that focuses on strengthening the positive attachment between parents and children by building a parent’s capacity for the following five aspects: i. Self-sufficiency - having the ability to use one’s own resources to independently solve problems and decrease reliance on others. ii. Self-efficacy - having the confidence in performing daily parenting tasks. iii. Self-management - having the tools and skills needed to enable change. iv. Personal agency - attributing the changes made in the family to own effort or the effort of one’s child. v. Problem-solving - having the ability to apply principles and strategies, including creating parenting plans to manage current or future problems. All classes are available in Spanish, Arabic, Farsi and/or English. To outreach to the community about the curriculum and benefits of Triple P Parenting, C.O.P.E. provides management briefings, orientation, and community awareness meetings to partner agencies. C.O.P.E. supports and organizes annual trainings for other partnering agencies, including pre-accreditation trainings, fidelity oversight and clinical and peer support to build and maintain a pool of Triple P practitioners. b. Target Population: Contra Costa County parents of children and youth with identified special needs. Our targeted population includes caregivers residing in underserved communities throughout Contra Costa County. c. Payment Limit: FY 25-26: $305,111 d. Number served: FY 20-21: 200; FY 21-22: 217; FY 23-24: 269 e. Outcomes FY 23-24: • Successfully completed all contract provisions, ensuring program activities were delivered by accredited Triple P practitioners. • Offered twenty-two Triple P Positive Parenting Group classes and seminars across West, Central, and Eastern Contra Costa County. • Enrolled 269 individuals in these classes and seminars, exceeding the annual goal. • Trained and accredited 14 new facilitators across various Triple P levels, enhancing the program's capacity to serve families with children from birth to age 18. B-49 • Provided extensive case management services, including supportive check-ins and resource referrals, to every enrolled family. • Delivered 21 classes and one seminar throughout the county, utilizing Zoom videoconferencing and in-person meetings to reach English and Spanish speaking communities. • Achieved significant outcomes through pre and post assessments, showing reductions in dysfunctional discipline practices, parental perceptions of disruptive child behavior, and symptoms of depression, anxiety, and stress among parents. • Engaged in a variety of outreach efforts, collaborating with partner agencies and attending meetings to recruit families at risk, and faced challenges such as high demand for classes which required over-enrollment to meet community needs. B-50 FIERCE ADVOCATES (FORMALLY BUILDING BLOCKS FOR KIDS - BBK) Sheryl Lane, slane@fierceadvocates.org 310 9th Street, Richmond, CA 94804, (510) 232-5812, https://www.fierceadvocates.org/ GENERAL DESCRIPTION OF THE ORGANIZATION Fierce Advocates amplifies the voices of parents/caregivers of color and partners with them to advance equitable access and opportunities for all youth to have a quality education and all families to achieve emotional and physical well-being. We realize our goals through healing centered care, leadership development, and parent-led advocacy. Fierce Advocates serves parents and primary caregivers living in West Contra Costa County that primarily represent low-income African American, Latinx and immigrant populations. PROGRAM: NOT ABOUT ME WITHOUT ME a. Scope of Services: Fierce Advocates, a project of Tides Center, will provide diverse West County households with improved access to mental health education, and mental health support. The Not About Me Without Me prevention and early intervention work addresses MHSA’s PEI goal of providing Prevention services to increase recognition of early signs of mental illness and intervening early in the onset of a mental illness. Accordingly, the goals are three-fold: (1) working with families to ensure that they are knowledgeable about and have access to a network of supportive and effective mental health information and services; (2) reduce risk for negative outcomes related to untreated mental illness for parents/primary caregivers and children whose risk of developing a serious mental illness is significantly higher than average including cumulative skills-based training opportunities on effective parenting approaches; and, (3) train and support families to self-advocate and directly engage the services they need. This work represents an evolution in our Not About Me Without Me approach to service provision by working toward a coordinated, comprehensive system that will support families in not just addressing mental illness and recovering from traumatic experiences but will fortify them to create community change. This system will continue to put resident interests and concerns at the fore and additionally be characterized by a model that enables organizations to work more effectively and responsively with underserved residents in the Richmond and West Contra Costa community; improve outcomes; reduce barriers to success; increase provider accountability and create a truly collaborative and healing environment using strategies that are non-stigmatizing and non-discriminatory. b. Target Population: Parents and caregivers and their families living in West Contra Costa County c. Payment Limit: FY 25-26: $270,609 d. Number served: FY 19-20: 336; FY 20-21: 466; FY 21-22: 300, FY 23-24: 539 e. Outcomes FY 23-24: • Coordinated monthly wellness and community engagement activities with community-based organizations, including nature hikes and park clean-ups, to decrease isolation and support community connection. • Expanded the life coaching program to include Latinx women who speak Spanish, providing them with mental wellness support and referrals to culturally competent mental health resources. • Fully re-launched in-person family wellness activities, connecting families to the importance of physical and mental health through cooking classes, exercise, dance classes, and team-building activities. • Continued offering three sanctuaries for emotional well-being support tailored to men of color, Latinx women, and Black women, providing access to mental health tools, knowledge about well-being resources, and community connections. B-51 FIRST FIVE CONTRA COSTA Liliana Gonzalez, lgonzalez@first5coco.org 1486 Civic Ct, Concord CA 94520. (925) 771-7328, http://www.first5coco.org/ GENERAL DESCRIPTION OF THE ORGANIZATION The mission of First 5 Contra Costa is to foster the optimal development of children, prenatal to five years of age. In partnership with parents, caregivers, communities, public and private organizations, advocates, and county government, First Five supports a comprehensive, integrated set of sustainable programs, services, and activities designed to improve the health and well-being of young children, advance their potential to succeed in school, and strengthen the ability of their families and caregivers to provide for their physical, mental, and emotional growth. PROGRAMS: TRIPLE P POSITIVE PARENTING PROGRAM a. Scope of Services: First Five Contra Costa and Contra Costa Behavioral Health jointly fund the Triple P Positive Parenting Program that is provided to parents of age 0 - 5 children. The intent is to reduce the maltreatment of children by increasing a family’s ability to manage their children’s behavior and to normalize the need for support to develop positive parenting skills. The Triple P program provides timely access to service by placing the classes throughout county and offering classes year-round. The Program has been proven effective across various cultures, and ethnic groups. Triple P is an evidence-based practice that provides preventive and intervention support. First 5 Contra Costa provides over-site of the subcontractor, works closely with the subcontractor on program implementation, identifying, recruiting, and on-boarding new Triple P Practitioners, management of the database, review of outcome measurements, and quality improvement efforts. The partnership is intended to provide outreach for increasing recognition of early signs of mental illness. b. Target Population: Contra Costa County parents of at risk 0–5 children. c. Payment Limit: FY 25-26: $99,523 d. Number Served: FY 20-21: 189; FY 21-22: 193; FY 23-24: 172 e. Outcomes FY 23-24: • Conducted fifteen Group Triple P classes specifically designed for parents of children ages 0-5, addressing early childhood behavior and development. (Through partnership with C.O.P.E.) • Held both in-person and Zoom classes across the county to enhance accessibility for all families, acknowledging and addressing transportation barriers. • Successfully enrolled 194 parents in Triple P classes, aiming to strengthen parenting skills and family relationships. • Achieved a program completion rate of 89%, with 172 participants graduating from the Triple P Parenting classes. • Conducted outreach efforts that reached 431 parents/caregivers, significantly increasing awareness and enrollment in the program. • Provided additional case management services to 47 families, offering personalized support and resource connections. • Held 13 presentations and briefings for early childhood organizations as part of an outreach strategy to educate about Triple P class offerings. • Added four new Triple P facilitators to the team, expanding the program's capacity to serve more parents of young children. • Implemented strategies to improve service access for underserved populations, including offering classes in English and Spanish and addressing specific community preferences for in-person engagement. • Overcame challenges in reaching Spanish-speaking and Black/African American communities by adapting outreach strategies and utilizing culturally relevant approaches. B-52 FIRST HOPE (C ONTRA C OSTA H EALTH ) Jude Leung, yatmingjude.leung@cchealth.org 391 Taylor Boulevard, Suite 100, Pleasant Hill, CA 94523 925-608-6550, http://www.firsthopeccc.org/ GENERAL DESCRIPTION OF THE ORGANIZATION The First Hope program operates within Contra Costa Behavioral Health’s Children’s System of Care but is a hybrid program serving both children and young adults. PROGRAM: FIRST HOPE: EARLY IDENTIFICATION AND INTERVENTION IN PSYCHOSIS a. Scope of Service: The mission of the First Hope program is to reduce the incidence of psychosis and the secondary disability of those developing a psychotic disorder in Contra Costa County through: • Early Identification of young people between ages 12 and 30 who are showing very early signs of psychosis and are determined to be at risk for developing a serious mental illness. • Engaging and providing immediate treatment to those identified as “at risk”, while maintaining progress in school, work, and social relationships. • Providing an integrated, multidisciplinary team approach including psychoeducation, multi-family groups, individual and family therapy, case management, occupational therapy, supported education and vocation, family partnering, and psychiatric services within a single service model. • Outreach and community education with the following goals: 1) identifying all young people in Contra Costa County who are at risk for developing a psychotic disorder and would benefit from early intervention services; and 2) reducing stigma and barriers that prevent or delay seeking treatment through educational presentations. • In FY 18-19, the program expanded to offer Coordinated Specialty Care (CSC) services to First Episode Psychosis (FEP) young people ages 16-30, and their families, who are within 18 months of their first episode b. Target Population: 12–30-year-old young people and their families c. Total Budget: FY 25-26: $4,094,719 d. Staff: 27 FTE full time equivalent multi-disciplinary staff e. Number served: FY 20-21: 987; FY 21-22: 876; FY 23-24: 983 f. Outcomes FY 23-24: • Delivered 19 community outreach presentations and trainings on early psychosis intervention, reaching 146 attendees from various health and community organizations. • Enhanced the program's cultural and linguistic accessibility by hiring a Spanish bilingual Psychiatric Nurse Practitioner, catering specifically to the Latinx community's needs. • Significantly expanded therapy and rehabilitation group offerings to combat social isolation, providing a wide array of support groups including Nature Walk Group, Cognitive Behavioral Social Skills Treatment (CBSST), Dungeons & Dragons, and more. • Reduced the conversion rate to psychosis from 33% to 2%, demonstrating the program's effectiveness in early psychosis intervention. • Incorporated a former First Hope program client as a peer specialist/mentor, leveraging lived experience to enhance program delivery and relatability. • Long Term Public Health Outcomes: o Reduce conversion rate from Clinical High-Risk symptoms to schizophrenia. B-53 o Reduce incidence of psychotic illnesses in Contra Costa County. o Increase community awareness and acceptance of the value and advantages of seeking mental health care early. B-54 HOPE SOLUTIONS (FORMERLY CONTRA COSTA INTERFAITH HOUSING) Beth Limberg, blimberg@hopesolutions.org 399 Taylor Blvd. Ste. 115, Pleasant Hill, CA 94530 (925) 944-2244, https://www.hopesolutions.org/ GENERAL DESCRIPTION OF THE ORGANIZATION Hope Solutions provides permanent, affordable housing and vital, on-site support services to homeless and at-risk families and individuals in Contra Costa County. By providing services on-site at the housing programs where individuals and families live, we maximize timeliness and access to services. This model also minimizes the discriminatory barriers to support, due to lack of transportation or other resources. PROGRAM: STRENGTHENING VULNERABLE FAMILIES a. Scope of Services: • The Strengthening Vulnerable Families program provides support services at 5 locations. All these locations house vulnerable adults and/or families with histories of homelessness, mental health challenges and/or substance abuse problems. Case management was provided on-site and in-home for all residents requesting this support. Youth enrichment/afterschool programming was provided at all family housing sites. The total number of households offered services under this contract was 286, including the following sites: o Garden Park Apartments (Pleasant Hill) – 27 units permanent supportive housing for formerly homeless families with disabilities o Lakeside Apartments (Concord) – 124 units of affordable housing for low-income families and individuals (including 12 units of permanent supportive housing for formerly homeless residents with disabilities). o Bella Monte Apartments (Bay Point) – 52 units of affordable housing for low- income families and individuals o Los Medanos Village (Pittsburg) – 71 units of affordable housing for low-income families and individuals o MHSA funded housing (Concord, Pittsburg) - 12 residents in 3 houses. • In addition to case management, Hope Solutions also provides property management and maintenance for the 12 units of MHSA housing. • Hope Solutions also agreed to participate with helping to host a community forum on permanent supportive housing during the year. b. Target Population: Formerly homeless/at-risk families and youth. c. Payment Limit: FY 25-26: $464,438 d. Number served: FY 20-21: 367; FY 21-22: 429; FY 23-24: 700 e. Outcomes FY 23-24: • Implemented strategies to eliminate barriers to accessing services by providing on-site support in affordable housing settings, ensuring full-time availability of case managers and youth enrichment coordinators. • Reduced stigma around mental health needs by integrating culturally aware case management and youth enrichment services, facilitating easier access to a multitude of community services, including mental health treatment. • Achieved an improvement in social functioning among school-aged youth in enrichment programs, with at least 75% expected to show improvement in self-esteem and confidence. • Demonstrated improved family functioning in the realm of self-sufficiency, with at least 75% of families served showing improvement in at least one area of self-sufficiency. • Ensured stability of housing for program participants, aiming for 95% of households to retain safe, permanent housing. B-55 JAMES MOREHOUSE PROJECT (JMP) (FISCAL SPONSOR OF WEST CONTRA COSTA PUBLIC EDUCATION FUND) Jenn Rader, jenn@jmhop.org 540 Ashbury Ave, El Cerrito, CA 94530, (510) 231-1437, http://www.jamesmorehouseproject.org/ GENERAL DESCRIPTION OF THE ORGANIZATION The James Morehouse Project (JMP) works to create positive change within El Cerrito High School through health services, counseling, youth leadership projects and campus-wide school climate initiatives. Founded in 1999, the JMP assumes youth have the skills, values, and commitments to create change in their own lives and the life of the school community. The JMP partners with community and government agencies, local providers, and universities. PROGRAM: JAMES MOREHOUSE PROJECT (JMP) a. Scope of Services: The James Morehouse Project (JMP), a school health center at El Cerrito High School (fiscal sponsor: BACR), offers access to care and wellness through a wide range of innovative youth development programs for 300 multicultural youth in West Contra Costa County. Through strategic partnerships with community -based agencies, local universities, and county programs, JMP offers three main program areas that include: Counseling & Youth Development, Restorative School-Wide Activities, and Medical & Dental Services. Key activities designed to improve students’ well-being and success in school include: AOD Prevention; Migrations/Journeys (immigration/acculturation); Bereavement Groups (loss of a loved one); Culture Keepers (youth of color leadership); Discovering the Realities of Our Communities (DROC – environmental and societal factors that contribute to substance abuse); Peer Conflict Mediation; and Dynamic Mindfulness. As an on-campus student health center, the JMP is uniquely situated to maximize access and linkage to mental health services for young people from underserved communities. The JMP connects directly with young people at school and provides timely, ongoing, and consistent services to youth on-site. Because the JMP also offers a wide range of youth development programs and activities, JMP space has the energy and safety of a youth center. For that reason, students do not experience stigma around coming into the health center or accessing services. b. Target Population: At-risk students at El Cerrito High School c. Payment Limit: FY 25-26: $127,698 d. Numbers Served: FY 20-21: 328; FY 21-22: 399; FY 23-24: 364 e. Outcomes FY 23-24: • The James Morehouse Project provided essential mental health and wellness services, demonstrating a robust engagement with 1,064 unique individuals accessing the JMP, which accounted for a significant portion of the school population. • A notable 95% of students engaged in JMP activities reported improvements in various resiliency indicators, reflecting the program's impact on enhancing coping skills and well-being. • Spanish-speaking parents and guardians found a supportive community in Rincón Latino, with 54 participants attending groups, emphasizing the program's inclusive and culturally responsive approach. • The program successfully conducted 19 community outreach presentations/trainings, enriching the educational community's understanding of early intervention and support for mental health issues. • The addition of a Spanish bilingual Psychiatric Nurse Practitioner expanded access to psychiatric services for the Latinx community, addressing linguistic and cultural barriers to care. • By hiring a former client as a peer specialist/mentor, JMP enriched its service model with lived experience, strengthening its client-centered approach. • The program faced challenges in maintaining a stable and supportive school environment due to significant staff turnover, highlighting the importance of continuity and community in fostering a nurturing educational setting. B-56 JEWISH FAMILY & COMMUNITY SERVICES EAST BAY (JFCS) Fouzia Azizi, fazizi@jfcs-eastbay.org 1855 Olympic Blvd. #200, Walnut Creek, CA 94596 (925) 927-2000, https://jfcs-eastbay.org/ GENERAL DESCRIPTION OF THE ORGANIZATION Rooted in Jewish values and historical experiences, and inspired by the diverse communities the agency serves, JFCS East Bay promotes the well-being of individuals and families by providing essential mental health and social services to people of all ages, races, and religions. Established in 1877, JFCS East Bay’s long tradition of caring directly impacts the lives of approximately 6,000 Alameda and Contra Costa residents each year. The agency provides services in three main program areas: Refugees & Immigrants, Children & Parents, and Adults & Seniors. Woven throughout these services is a comprehensive volunteer program. PROGRAM: COMMUNITY BRIDGES a. Scope of Services: During the term of this contract, Jewish Family & Community Services East Bay will assist Contra Costa Behavioral Health to implement the Mental Health Services Act (MHSA), Prevention and Early Intervention Program “Reducing Risk of Developing Mental Illness” by providing Outreach and Engagement to Underserved Communities with the Community Bridges Program, providing culturally grounded, community-directed mental health education and navigation services to 200 to 300 refugees and immigrants of all ages and sexual orientations in the Afghan, Syrian, Iranian, Iraqi, African, and Russian communities of central Contra Costa County. Prevention and early intervention-oriented program components include culturally and linguistically accessible mental health education; early assessment and intervention for individuals and families; and health and mental health system navigation assistance. Services will be provided in the context of group settings and community cultural events, as well as with individuals and families, using a variety of convenient non-office settings such as schools, senior centers, and client homes. In addition, the program will include mental health training for frontline staff from JFCS East Bay and other community agencies working with diverse cultural populations, especially those who are refugees and immigrants. b. Target Population: Immigrant and refugee families of Contra Costa County at risk for developing a serious mental illness. c. Payment Limit: FY 25-26: $210,226 d. Number served: FY 20-21: 225; FY 21-22: 461; FY 23-24: 203 e. Outcomes FY 23-24: • Implemented 2 online trainings on cross-cultural mental health concepts for a wide range of service providers, enhancing their understanding and skills in working with culturally diverse clients. • Hosted 4 online interactive workshops on public health topics for Afghan parents, tailored to address their specific interests and challenges, with efforts to collect feedback and ensure satisfaction. • Facilitated two community-building events, aiming to reduce social isolation among Afghan newcomer families and foster community connections. • Provided individual mental health education sessions via phone to Russian-speaking seniors, adapting the delivery method to their comfort level and ensuring personalized support. B-57 JUVENILE JUSTICE SYSTEM – SUPPORTING YOUTH (C ONTRA C OSTA H EALTH ) Steve Blum, steven.blum@cchealth.org 202 Glacier Drive, Martinez, CA 94553 (925) 957-2739 GENERAL DESCRIPTION OF THE ORGANIZATION The Behavioral Health Services Division of Contra Costa Health Services combines Mental Health, Alcohol & Other Drugs and Homeless Program into a single system of care. The staff working to support youth in the juvenile justice system operate within Contra Costa Behavioral Health’s Children’s System of Care. PROGRAM: MENTAL HEALTH PROBATION LIAISON SERVICES (MHPLS) County behavioral health clinicians strive to help youth experiencing the juvenile justice system become emotionally mature and law-abiding members of their communities. Services include screening and assessment, consultation, therapy, and case management for inmates of the Juvenile Detention Facility and juveniles on probation, who are at risk of developing or struggle with mental illness or severe emotional disturbance. a. Scope of Services: Mental Health Probation Liaison Services (MHPLS) has a team of three mental health probation liaisons stationed at each of the three field probation offices (in East, Central, and West Contra Costa County). The mental health probation liaisons are responsible for assisting youth and families as they transition out of detention settings and return to their communities. Services include providing mental health and social service referrals, short term case management, short term individual therapy, short term family therapy. Additionally, the mental health probation liaisons are responsible for conducting court- ordered mental health assessments for youth within the county detention system. b. Target Population: Youth in the juvenile justice system in need of mental health support c. Payment Limit: FY 25-26: $477,973 d. Staff: Mental Health Clinical Specialists: 3 probation liaisons e. Number Served: FYs 23-24: 300+ f. Outcomes FY 23-24: • Help youth address mental health and substance abuse issues that may underlie problems with delinquency. • Increased access to mental health services and other community resources for at risk youth. • Provide referrals, short-term therapy, and short-term case management to help decrease symptoms of mental health disturbance. • Increase family and youth help-seeking behavior; decrease stigma associated with mental illness. • Work with Probation, families, and youth to decrease out-of-home placements and rates of recidivism. • Help youth and families increase problem-solving skills. B-58 LA CLINICA DE LA RAZA Khushboo Asija, kasija@laclinica.org PO Box 22210, Oakland, CA, 94623, (510) 535 2911, https://www.laclinica.org/ GENERAL DESCRIPTION OF THE ORGANIZATION With 35 sites spread across Alameda, Contra Costa, and Solano Counties, La Clínica delivers culturally and linguistically appropriate health care services to address the needs of the diverse populations it serves. La Clínica is one of the largest community health centers in California. PROGRAM: VÍAS DE SALUD AND FAMILIAS FUERTES a. Scope of Services: La Clínica de La Raza, Inc. (La Clínica) will implement Vías de Salud (Pathways to Health) to target Latinos residing in Central and East Contra Costa County with a goal of: a) 3,000 depression screenings; b) 250 assessment and early intervention services provided by a Behavioral Health Specialist to identify risk of mental illness or emotional distress, or other risk factors such as social isolation; and c) 1,250 follow-up support/brief treatment services to adults covering a variety of topics such as depression, anxiety, isolation, stress, communication and cultural adjustment. La Clínica’s PEI program category is Improving Timely Access to Services for Underserved Populations. Contractor will also implement Familias Fuertes (Strong Families), to educate and support Latino parents and caregivers living in Central and East Contra Costa County so that they can support the strong development of their children and youth. The project activities will include: 1) Screening for risk factors in youth ages 0-18 (750 screenings); 2) 75 Assessments (includes child functioning and parent education/support) with the Behavioral Health Specialist will be provided to parents/caretakers of children ages 0-18; 3) Three hundred (300) follow up visits with children/families to provide psychoeducation/brief treatment regarding behavioral health issues including parent education, psycho-social stressors/risk factors and behavioral health issues. The goal is to be designed and implemented to help create access and linkage to mental health treatment, be designed, implemented, and promoted in ways that improve timely access to mental health treatment services for persons and/or families from underserved populations, and be designed, implemented, and promoted using strategies that are non-stigmatizing and non-discriminatory. b. Target Population: Contra Costa County Latino residents at risk for developing a serious mental illness. c. Payment Limit: FY 25-26: $348,170 d. Number served: FY 20-21: 845; FY 21-22: 799; FY 23-24: 896 e. Outcomes FY 23-24: Vías de Salud: • Vías de Salud exceeded its targets by conducting 9,164 depression and anxiety screenings, providing a clear indication of the high demand and necessity for such services within the community. • The program further excelled by delivering 1,496 assessments and early intervention services, addressing the critical need for early identification of mental health issues. • With 6,025 follow-up support/brief treatment services, Vías de Salud ensured ongoing care and support for adults facing mental health challenges. f. Outcomes FY 23-24: Familias Fuertes: • Familias Fuertes, focused on youth and families, surpassed expectations by providing 1,126 screenings for risk factors in youth, demonstrating a proactive approach to identifying potential issues early on. • Through 777 assessments for parents and caregivers, Familias Fuertes equipped families with the tools and knowledge needed to support their children's mental and emotional well-being. • The program also made significant strides in offering comprehensive support by conducting 1,131 follow-up visits with children and families, providing valuable psychoeducation and brief treatment services. B-59 LAO FAMILY COMMUNITY DEVELOPMENT (LFCD) Kathy Rothberg, krothberg@lfcd.org 1865 Rumrill Blvd. Suite #B, San Pablo, CA 94806, (510) 215-1220, https://lfcd.org/ GENERAL DESCRIPTION OF THE ORGANIZATION Founded in 1980, Lao Family Community Development, Inc. (LFCD) annually assists more than 15,000 diverse refugee, immigrant, limited English, and low-income U.S. born community members in achieving long-term financial and social self- sufficiency. LFCD operates in 3 Northern California counties delivering timely, linguistically, and culturally appropriate services using an integrated service model that addresses the needs of the entire family unit, with the goal of achieving self-sufficiency in one generation. PROGRAM: HEALTH AND WELL -BEING FOR ASIAN FAMILIES a. Scope of Services: Lao Family Community Development, Inc. provides a comprehensive and culturally sensitive Prevention and Early Intervention Program that combines an integrated service system approach for serving underserved Asian and Southeast Asian adults throughout Contra Costa County. The program activities designed and implemented include comprehensive case management; evidence based educational workshops using the Strengthening Families Curriculum; and peer support groups. Strategies used reflect non-discriminatory and non- stigmatizing values. We will provide outreach, education, and support to a diverse underserved population to facilitate increased development of problem-solving skills, increase protective factors to ensure families emotional well-being, stability, and resilience. We will provide timely access, referral, and linkage to increase client’s access to mental health treatment and health care providers in the community based, public, and private system. LFCD provides in language outreach, education, and support to develop problem solving skills, and increase families’ emotional well-being and stability, and help reduce the stigmas and discriminations associated with experiencing mental health. The staff provides a client centered, family focused, strength-based case management and planning process, to include home visits, brief counseling, parenting classes, advocacy, and referral to other in-house services such as employment services, financial education, and housing services. These services are provided in clients’ homes, other community- based settings, and the offices of LFCD in San Pablo. b. Target Population: South Asian and Southeast Asian Families at risk for developing serious mental illness. c. Payment Limit: FY 25-26: $236,303 d. Number served: FY 20-21: 126; FY 21-22: 127; FY 23-24: 127 e. Outcomes FY 23-24: • Completed 127 Pre LSNS assessments and Post LSNS assessments, showing an average progression that strongly correlated with the level of participation in monthly social peer support groups' activities and workshops. • Achieved a high satisfaction rate among participants, with 94% satisfied and 6% somewhat satisfied with the program services. • Conducted 13 workshops, engaging 183 participants, and 13 peer support groups with 163 participants participating, illustrating the program's capacity to foster community and individual resilience. • Organized 4 social gatherings, with a total of 255 participants, and 19 community outreach events, reaching 853 clients, highlighting the program's expansive reach and ability to engage the community effectively. • Ensured timely access to a wide range of services, including mental health care, legal assistance, and health insurance navigation, by escorting high-barrier clients to essential appointments and facilitating warm handoffs to service providers. • Utilized a variety of evaluation tools, including activity evaluation forms and a general program evaluation form, to continuously assess and improve program services based on participant feedback. B-60 THE LATINA CENTER Miriam Wong, mwong@thelatinacenter.org 3701 Barrett Ave #12, Richmond, CA 94805, (510) 233-8595, https://thelatinacenter.org/ GENERAL DESCRIPTION OF THE ORGANIZATION The Latina Center is an organization of and for Latinas that strive to develop emerging leaders in the San Francisco Bay Area through innovative training, support groups and leadership programs. The mission of The Latina Center is to improve the quality of life and health of the Latino Community by providing leadership and personal development opportunities for Latina women. PROGRAM: OUR CHILDREN FIRST/PRIMERO NUESTROS NIÑOS a. Scope of Services: The Latina Center (TLC) provides culturally and linguistically specific parenting education and support to at least 300 Latino parents and caregivers in West Contra Costa County that 1) supports healthy emotional, social, and educational development of children and youth ages 0-15, and 2) reduces verbal, physical and emotional abuse. The Latina Center enrolls primarily low- income, immigrant, monolingual/bilingual Latino parents and grandparent caregivers of high-risk families in a 12-week parenting class using the Systematic Training for Effective Parenting (STEP) curriculum or PECES in Spanish (Padres Eficaces con Entrenamiento Eficaz). Parent Advocates are trained to conduct parenting education classes, and Parent Partners are trained to offer mentoring, support, and systems navigation. TLC provides family activity nights, creative learning circles, cultural celebrations, and community forums on parenting topics. b. Target Population: Latino Families and their children in West County at risk for developing serious mental illness. c. Payment Limit: FY 25-26: $151,253 d. Number served: FY 20-21: 309; FY 21-22: 291; FY 23-24: 293 e. Outcomes FY 23-24: • Made over 3,200 outreach calls, resulting in 387 registrations for parenting classes. Out of these, 189 participants took part in the classes, and 54 parents completed all sessions and graduated. • Formed 21 parent groups for the classes, with 18 conducted on Zoom and 3 in person, demonstrating adaptability to participant needs and preferences. • Hosted 5 workshops on various mental health topics, reaching 82 participants through Zoom and Facebook live broadcasts, evidencing an effective use of digital platforms to engage the community. • Offered a stress management program to 3 groups, totaling 22 participants, covering anxiety and stress control, emotional awareness, and self-care strategies. • Provided referrals to a Mental Health Coach for clients needing specialized mental health support, highlighting a tailored approach to individual needs. • Addressed several challenges, including participation rates and logistical issues with class venues, through diligent follow-up and community collaboration. B-61 LIFELONG MEDICAL CARE Brenda Goldstein, bgoldstein@lifelongmedical.org 2344 6th Street, Berkeley, CA 94710 (510) 981-4156, https://www.lifelongmedical.org/ GENERAL DESCRIPTION OF THE ORGANIZATION Founded in 1976, LifeLong Medical Care (LifeLong) is a multi-site safety-net provider of comprehensive medical, dental, behavioral health and social services to low-income individuals and families in West Contra Costa and Northern Alameda counties. In 2017, LifeLong provided approximately 300,000 health care visits to 61,000 people of all ages and cultural backgrounds. PROGRAM: SENIOR NETWORK AND ACTIVITY PROGRAM (SNAP) a. Scope of Services: LifeLong’s PEI program, SNAP, brings therapeutic drama, art, music, and wellness programs to isolated and underserved primarily African American older adults living in Richmond. SNAP encourages lifelong learning and creativity, reduces feelings of depression and social isolation, and connects consumers with mental health and social services as needed. All services are designed with consumer input to promote feelings of wellness and sel f- efficacy, reduce the effects of stigma and discrimination, build community connections, and provide timely access to underserved populations who are reluctant or unable to access other mental health and social services. SNAP provides services on-site at three low-income housing locations in West County, including weekly group activities, one-on-one check-ins, and case management. Activities vary based on consumer interests, but may include choir, theater, art, board games, word games, special events, and holiday celebrations. Services also include quarterly outings, screening for depression and isolation, information and referral services, and outreach to invite participation in group activities and develop a rapport with residents. Services are designed to improve timely access to mental health treatment services for persons and/or families from underserved populations, utilizing strategies that are non- stigmatizing and non-discriminatory. The expected impact of these services includes reducing isolation and promoting feelings of wellness and self-efficacy; increasing trust and reducing reluctance to revealing unmet needs or accepting support services; decreasing stigma and discrimination among underserved populations; and improving quality of life by reducing loneliness and promoting friendships and connections with others. b. Target Population: Seniors in low-income housing projects at risk for developing serious mental illness. c. Payment Limit: FY 25-26: $162,303 d. Number served: FY 20-21: 106; FY 21-22: 137; FY 23-24: 175 e. Outcomes FY 23-24: • Initiated a new service at St. John Apartments, expanding their reach and providing social services to a broader older adult population. • Established a resident council at Harbour to improve communication and advocacy for quality-of-life enhancements. • Organized Health & Wellness events across Nevin, Harbour, and Friendship locations to promote physical, mental, and spiritual health. • Aided a Nevin Plaza resident with healthcare navigation for cardiac surgery, demonstrating their commitment to individual health needs. • Adapted to the logistical challenges of building renovations and management changes at Nevin Plaza by providing group education and increasing one-on-one visits. B-62 MENTAL HEALTH CONNECTIONS HOUSE (FORMERLY PUTNAM CLUBHOUSE) Jane Fischberg, jane@mentalhealthconnectionsca.org 3024 Willow Pass Rd #230, Concord CA 94519 (925) 691-4276, (510) 926-0474, https://mentalhealthconnectionsca.org/ GENERAL DESCRIPTION OF THE ORGANIZATION Mental Health Connections provides a safe, welcoming place, where participants (called members), recovering from mental illness, build on personal strengths instead of focusing on illness. Members work as colleagues with peers and a small staff to maintain recovery and prevent relapse through work and work-mediated relationships. Members learn vocational and social skills while doing everything involved in running The Clubhouse. PROGRAM: PREVENTING RELAPSE OF INDIVIDUALS IN RECOVERY a. Scope of Services: i. Project Area A: Mental Health Connections’ peer-based programming helps adults recovering from psychiatric disorders access support networks, social opportunities, wellness tools, employment, housing, and health services. The work-ordered day program helps members gain prevocational, social, and healthy living skills as well as access vocational options within Contra Costa. The Clubhouse teaches skills needed for navigating/accessing the system of care, helps members set goals (including educational, vocational, and wellness), provides opportunities to become involved in stigma reduction and advocacy. Ongoing community outreach is provided throughout the County via presentations and by distributing materials, including a brochure in both English and Spanish. The Young Adult Initiative provides weekly activities and programming planned by younger adult members to attract and retain younger adult members in the under-30 age group. Mental Health Connections helps increase family wellness and reduces stress related to caregiving by providing respite through Clubhouse programming and by helping Clubhouse members improve their independence. ii. Project Area B: Mental Health Connections assists the Office for Consumer Empowerment (OPFE) by providing career support through hosting Career Corner, an online career resource for mental health consumers in Contra Costa County and holding countywide career workshops. iii. Project Area C: Mental Health Connections assists Contra Costa County Behavioral Health in several other projects, including organizing community events and by assisting with administering consumer perception surveys. iv. Project Area D: Mental Health Connections assists Contra Costa County Behavioral Health in implementing the Portland Identification and Early Referral (PIER) program for individuals at risk of psychosis, First Hope, by providing logistical and operational support. b. Target Population: Contra Costa County residents with identified mental illness and their families. c. Payment Limit: FY 25-26: $932,305 d. Number served: FY 20-21: 505; FY 21-22: 326; FY 23-24: 328 e. Outcomes FY 23-24: • Achieved an increase in membership activity, serving 328 unduplicated members, surpassing the target of 300 and contributing to a total of 42,425 hours of engagement in Clubhouse programming. • Exceeded enrollment targets for new Clubhouse members, with 72 new members participating in Clubhouse activities, notably including 53 young adults aged 18 to 25 years. • Hosted a significant number of activities specifically tailored for young adults, with 53 activities conducted, demonstrating a strong focus on this demographic. • Provided 10,996 meals to members at the Clubhouse, ensuring nutritional support and social engagement. • Offered comprehensive transportation support with 671 rides provided to members for various essential purposes. B-63 • Executed 283 in-home outreach visits, adapting service delivery to meet member needs outside the traditional Clubhouse setting. • Published 42 blog postings on the Career Corner Blog and conducted 39 career workshops, greatly exceeding the target and supporting members' vocational aspirations. • Celebrated member achievements and community connections through significant events, including the SPIRIT graduation and community partners picnics and holiday parties, enhancing social cohesion and recognition of member successes. • Conducted targeted outreach efforts, achieving remarkable engagement and recruitment results, including the successful recruitment of 248 parents for Parent Groups, and the delivery of Home-Based Support to 57 families. • Demonstrated high levels of satisfaction and positive outcomes among members and caregivers, with significant improvements in independence, well-being, peer interactions, and access to mental health resources. PROGRAM: P EER CONNECTION CENTERS Peer Connection Centers provide self-help/peer support groups, social/recreational activities, educational supports, and linkages to community resources in the East, Central and West regions of Contra Costa County. Peer Connection Centers refer any peer members seeking employment and/or school enrollment to Mental Health Connections Clubhouse for vocational supports. They provide transportation, when possible, by Supporting Transportation and Rides (STAR), for individuals participating in the Peer Connection Center programs. Assist CCBHS in supporting Service Provider Individualized Recovery Intensive Training (SPIRIT) offered in partnership with Contra Costa Community College and CCBHS’s Office for Consumer Empowerment (OPFE). Provide SPIRIT students interested in working within the local mental health service delivery system with learning opportunities in partnership with OPFE. Administer stipends to SPIRIT students in accordance with documentation provided by OPFE and Contra Costa Community College. Encourage Peer Connection Center participants to learn about SPIRIT and if possible, apply to participate in SPIRIT as part of their recovery journey. Recovery is embodied in the vision and mission of The Contra Costa Clubhouses, Inc. which provides a safe and welcoming place where participants (called members, not patients or clients or consumers) build on personal strengths instead of focusing on illness. a. Scope of Services: • Peer and family support • Personal recovery planning using the Peer Connection Coaching model • Quarterly one-on-one coaching and meaningful outcome tracking • Recovery-focused curriculum including Wellness Recovery Action Plan (WRAP), evidence-based Illness Management Recovery (IMR) groups, and wellness education focused on topics such as relationships, boundaries, structure, mindfulness, nutrition, spirituality, physical health, and financial soundness. • Community outreach and collaboration • Care coordination - supporting citizens in obtaining/receiving medical, dental, mental health, addiction medicine and other health/wellness services. • Supportive employment program is done in partnership with the Clubhouses School and Work Supports (SAWS) Unit including, but not limited to support filling out applications, writing resumes/cover letters, preparing for interviews • Healthy snacks and lunch during operating hours • Transportation to/from the Peer Connection Centers and community activities relating to programming; when possible, to/from medical appointments, interviews, and school/work. • Access to computers/phones for studying, seeking employment, working and engaging in virtual appointments. b. Target Population: Adult mental health participants in Contra Costa County. The Clubhouse services will be delivered within each region of the county through Peer Connection Centers located in Antioch, Concord and San Pablo. B-64 c. Annual MHSA Payment Limit: FY 25-26 $1,982,229 d. Number served FY 23-24: 326 (Antioch 151, San Pablo 125, Concord 50) FY 23-24 data not available due to transfer of data reporting system. e. Outcomes FY 23-24: • Participation was increased by at least 20% at the Antioch and San Pablo sites. • 100% of participants were welcomed/greeted with Putnam Peer Connection Center information. • Number of new members (San Pablo 48, Concord 26, Antioch 62, Total 136) • Number of visits – unduplicated (San Pablo 356, Concord 294, Antioch 500, Total 1,150) • Number of visits – duplicated (San Pablo 4,224, Concord 1,408, Antioch 5,103, Total 10,735) • Average daily attendance (San Pablo 22, Concord 9, Antioch 34) • Average hours attended per day (San Pablo 6, Concord 4, Antioch 7) • Total hours attending PCCs (San Pablo 17,834, Concord 5,632, Antioch 34,170) • Total number of Peer Connection Wellness Plans created ( San Pablo 6, Concord 4, Antioch 8, Total 18) • While at PCC's did you… o See a PCP, psychiatrist, therapist or other behavioral health service provider (Yes 80%, No 15%, Don’t Know 5%) o Volunteered in the community (Yes 32%, No 63%, Don’t Know 5%) o Attended school - GED, College, vocational, other (Yes 27%, No 68%, Don’t Know 5%) o In the last year, did you earn any certificates or awards-GED, associate’s degree, bachelor’s degree, etc. through school or other means? (Yes 17%, No 83%, Don’t Know 0%) o Applied for jobs/employment (Yes 13%, No 87%, Don’t Know 0%) o Work full or part time in paid employment (Yes 8%, No 87%, Don’t Know 5%) o Attend SPIRIT (Yes 7%, No 90%, Don’t Know 2%) • In the last year, while at PCC's, did you…. o Receive any meals (Yes 90%) o Spend time at a PCC (Yes 90%) o Attend a workshop or wellness group (Yes 63%) o Attend a social or community event (Yes 59%) o Receive any help with transportation (Yes 51%) o Participated in any other recreational or community service activities while at PCC's? (Yes 40%) o Obtain linkage connection (Yes 24%) o Participate in a coach partnership (Yes 20%) o Receive any vocational supports and referral to Connections House (Yes 17%) • I feel that… o PCC is a place that makes me feel hopeful about my recovery (Agree/Strongly Agree 100%) o PCC's provides the support that I need to recover (Agree/Strongly Agree 93%) o I get the support I need at PCC (Agree/Strongly Agree 93%) o The core groups that I attend are helpful for my recovery (Agree/Strongly Agree 93%) o I have learned how to take responsibility for myself and my recovery at PCC's (Agree/Strongly Agree 93%) o I feel that I am engaged and involved at PCC's (Agree/Strongly Agree 90%) B-65 OFFICE FOR PEER AND FAMILY EMPOWERMENT (OPFE ) (C ONTRA C OSTA H EALTH ) Jennifer Tuipulotu, Jennifer.Tuipulotu@cchealth.org 1340 Arnold Drive, Suite 200, Martinez, CA 94553, (925) 957-5206 GENERAL DESCRIPTION OF THE ORGANIZATION The Office for Consumer Empowerment is a County operated program that supports the entire Behavioral Health System and offers a range of trainings and supports by and for individuals who have experience receiving behavioral health services. The goals are to increase access to wellness and empowerment knowledge for participants of the Behavioral Health System. PROGRAM: REDUCING STIGMA AND DISCRIMINATION a. Scope of Services • The OPFE facilitates Taking Action for Whole Health and Wellbeing (formerly providing Wellness Recovery Action Plan or WRAP) groups by providing certified leaders and conducting classes throughout the County. Staff employ the evidence-based system in enhancing the efforts of consumers to promote and advocate for their own wellness • The Committee for Social Inclusion is an ongoing alliance of committee members that work together to promote social inclusion of persons who receive behavioral health services. The Committee is project based, and projects are designed to increase participation of consumers and family members in the planning, implementation, and delivery of services. Current efforts are supporting the integration of mental health and alcohol and other drug services within the Behavioral Health Services Division. In addition, OPFE staff assist and support consumers and family members in participating in the various planning committees and sub-committees, Mental Health Commission meetings, community forums, and other opportunities to participate in planning processes. • The Overcoming Transportation Barrier (OTB) Flex Fund provides funding to cover a one-time cost specific to transportation needs and help provide support to clients who need to get to their appointments. Some examples of what these funds cover include: the cost of a new tire, or a loaded Clipper card to provide fare to and from appointments or groups. This programming is a continuation of a former Innovation Project that sunset in September 2021. • The OPFE supports SB803 Implementation in Contra Costa County which enables Contra Costa, along with all California counties, to expand the behavioral health workforce by allowing certification of Peer Support Specialists. This bill makes it easier for people with lived mental health experiences to be trained and hired while providing supportive services to others in the behavioral health system. • Staff provides outreach and support to peers and family members to enable them to actively participate in various committees and sub-committees throughout the system. These include the Mental Health Commission, the MHSA Advisory Council (formerly CPAW) and sub-committees, and Behavioral Health Integration planning efforts. Staff provides mentoring and instruction to consumers who wish to learn how to participate in community planning processes or to give public comments to advisory bodies. b. Target Population: Participants of public mental health services, their families, and the public. c. Total MHSA Funding for FY 25-26: $260,985 d. Staff: 3.0 FTE e. Number Served: FY 20-21: 1336; FY 21-22: 485; FY 23-24: 738 f. Outcomes FY 23-24: • Social Inclusion: B-66 o Facilitated 11 monthly committee meetings and 11 monthly planning sessions including participation from 58 community members (duplicated). o Committee members, in addition to OPFE support staff, engaged in tabling and outreach at 11 community events, interacting with 585 members of the public while sharing mental health resources and information on reducing stigma • WRAP: o County-employed Advanced Level Facilitators, in coordination with OPFE, facilitated 3 WRAP Seminar II trainings with 37 participants representing staff from county-operated programs and community-based organizations. Participants obtained training on facilitating WRAP in group settings. o County-employed WRAP Facilitators, in coordination with OPFE, facilitated 9 WRAP Seminar I trainings with a total of 77 participants, including SPIRIT 2023 students and clients from East and Central County Adult Behavioral Health, as well as Forensic Mental Health. Participants learned how to complete their own personal Wellness Recovery Action Plan. o 1 on 1 WRAP facilitation with 8 clients at East County Adult Behavioral Health, in coordination with OPFE. • Overcoming Transportation Barriers (OTB) Flex Funds: o Processed 10 requests on behalf of clients and/or caregivers for one-time financial assistance for transportation-related needs to help sustain appointment attendance with county-operated behavioral health programs. B-67 PEOPLE WHO CARE (PWC) CHILDREN ASSOCIATION Constance Russell, Russell@pwccassociation.org 2231 Railroad Ave, Pittsburg, 94565 (925) 427-5037, http://www.peoplewhocarechildrenassociation.org/ GENERAL DESCRIPTION OF THE ORGANIZATION People Who Care Children Association has provided educational, vocational and employment training programs to young people ages 12 through 21 years old, since 2001. Many are at risk of dropping out of school and involved with, or highly at risk of entering, the criminal juvenile justice system. The mission of the organization is to empower youth to become productive citizens by promoting educational and vocational opportunities, and by providing training, support and other tools needed to overcome challenging circumstances. PROGRAM: PWC AFTERSCHOOL PROGRAM a. Scope of Services: Through its After School Program, People Who Care (PWC) will provide Prevention services through providing work experience for 200+ multicultural at-risk youth residing in the Pittsburg/Bay Point and surrounding East Contra Costa County communities, as well as programs aimed at increasing educational success among those who are either at- risk of dropping out of school or committing a repeat offense. Key activities include job training and job readiness training, mental health support and linkage to mental health counseling, as well as civic and community service activities. b. Target Population: At risk youth with special needs in East Contra Costa County. c. Payment Limit: FY 25-26: $425,379 d. Number served: FY 20-21: 140; FY 21-22: 130; FY 23-24: 220 e. Outcomes FY 23-24: • Successfully provided green jobs, financial literacy, and vocational training to 150-200 students in the Clinical Success After-school Program. • Offered incentives for student participation in green jobs/financial literacy programs, enhancing engagement and learning outcomes. • Conducted classes and projects both at the program site and in community locations, expanding the reach and impact of services. • Employed a part-time mental health clinician intern and a full-time Licensed Therapist to provide comprehensive clinical services to clients and their families. • Established a Memorandum of Understanding with Pittsburg Unified School District to extend clinical services to students in need on and off school sites. • Served 220 unduplicated at-risk clients, offering programs to build self-esteem, cope with trauma, and prevent further psychological issues or criminal activities. • Facilitated mental health preventative services for 53 clients and families, addressing depression and anxiety through clinical support. • Incentivized 22 clients in the Entrepreneurial Training Program, covering key business skills over a four-week period. • Engaged clients in the Green Jobs Training Program in partnership with the East Bay Regional Park District, focusing on environmental justice and sustainability. • Supported 106 clients to complete 3,036 hours of volunteering at community events, enhancing their civic engagement and community service experience. B-68 RAINBOW COMMUNITY CENTER Nicole Lapointe, nicole@rainbowcc.org 2118 Willow Pass Rd, Concord, CA 94520. (925) 692-0090, https://www.rainbowcc.org/ GENERAL DESCRIPTION OF THE ORGANIZATION The Rainbow Community Center of Contra Costa County builds community and promotes well-being among Lesbian, Gay, Bisexual, Transgender, Queer, and Questioning (LGBTQ) people and our allies. Services are provided in our main office in Concord, our satellite location in West County, and in East County by arrangements with partner organizations. PROGRAMS: OUTPATIENT BEHAVIORAL HEALTH AND TRAINING, AND COMMUNITY -BASED PREVENTION AND EARLY INTERVENTION a. Scope of Services: i. Outpatient Services: Rainbow works with LGBTQ mental health consumers to develop a healthy and un-conflicted self-concept by providing individual, group, couples, and family counseling, as well as case management and linkage/brokerage services. Services are available in English, Spanish, and Portuguese. ii. Pride and Joy: Three-tiered prevention and early intervention model. Tier One: outreach to hidden groups, isolation reduction and awareness building. Tier Two: Support groups and services for clients with identified mild to moderate mental health needs. Tier Three: Identification and linkage of clients with high levels of need and who require system navigation support. Services are aimed at underserved segments of the LGBTQ community (seniors, people living with HIV, and community members with unrecognized health and mental health disorders). iii. Youth Development: Three tiered services (see above) aimed at LGBTQ youth as a particularly vulnerable population. Programming focuses on building resiliency against rejection and bullying, promoting healthy LBGTQ identity, and identifying and referring youth in need of higher levels of care. Services are provided on-site and at local schools. iv. Inclusive Schools: Community outreach and training involving school leaders, staff, parents, CBO partners, faith leaders and students to build acceptance of LGBTQ youth in Contra Costa County schools, families, and faith communities. b. Target Population: LGBTQ community of Contra Costa County who are at risk of developing serious mental illness. c. Payment Limit: FY 25-26: $940,692 d. Number served: FY 20-21: 677; FY 21-22: 547; FY 23-24: 508 e. Outcomes FY 23-24: • Expanded mental health care access and linkage for the BIPOC LGBTQIA+ community, focusing on early intervention and prevention services. • Witnessed an increase in trans and nonbinary youth accessing programs, enhancing their support and resources. • Improved mental health care linkage, reducing wait times for clients seeking services. • Implemented harm reduction strategies, catering to clients' diverse needs and promoting safer practices. • Re-engaged clients with social and support groups, fostering community connections and reducing isolation. • Broadened internship opportunities, increasing clinical service provision and supporting professional development. • Adopted non-stigmatizing and non-discriminatory strategies, ensuring services are accessible and respectful to all. • Seemed there was an increase in substance use among clients, prompting a focus on relevant support and intervention services. B-69 RYSE CENTER Kanwarpal Dhaliwal, Kanwarpal@rysecenter.org 205 41st Street, Richmond. CA 94805 (925) 374-3401, https://rysecenter.org/ GENERAL DESCRIPTION OF THE ORGANIZATION RYSE is a youth center in Richmond that offers a wide range of activities, programs, and classes for young people including media arts, health education, career and educational support, and youth leadership and advocacy. RYSE operates within a community behavioral health model and employs trauma informed and healing centered approaches in all areas of engagement, including one-on-one, group and larger community efforts. RYSE focuses on the conditions, impact, and strategies to name and address community distress, stigma, and mental health inequities linked to historical trauma and racism, as well as complex, chronic trauma. This focus enables RYSE to provide culturally relevant, empathetic, and timely community mental health and wellness services, resources, and supports across all program areas and levels of engagement. PROGRAM: SUPPORTING YOUTH a. Scope of Services: i. Trauma Response and Resilience System (TRRS): Develop and implement Trauma and Healing Learning Series for key system partners, facilitate development of a coordinated community response to violence and trauma, evaluate impact of trauma informed practice, provide critical response and crisis relief for young people experiencing acute incidents of violence (individual, group, and community-wide). ii. Health and Wellness: Support young people (ages 13 to 21) from the diverse communities of West County to become better informed (health services) consumers and active agents of their own health and wellness, support young people in expressing and addressing the impact of stigma, discrimination, and community distress; and foster healthy peer and youth-adult relationships. Activities include mental health counseling and referrals, outreach to schools, workshops and ‘edutainment’ activities that promote inclusion, healing, and justice, youth assessment and implementation of partnership plans (Chat it Up Plans). iii. Inclusive Schools: Facilitate collaborative work with West Contra Costa schools and organizations working with and in schools aimed at making WCCUSD an environment free of stigma, discrimination, and isolation for LGBTQ students. Activities include assistance in provision of LGBT specific services, conducting organizational assessments, training for adults and students, engaging students in leadership activities, and providing support groups at target schools, etc. b. Target Population: West County Youth at risk for developing serious mental illness. c. Payment Limit: FY 25-26: $606,057 d. Number served: FY 20-21: 255; FY 21-22: 340; FY 23-24: 701 e. Outcomes FY 23-24: • Enhanced mental health and wellness support at RYSE, with 96% of youth feeling safe, and established strong linkages with local schools to extend youth-centered resources. • Maintained high levels of youth engagement and satisfaction, with positive feedback on belonging, peer relationships, and emotional well-being across diverse groups. • Addressed interpersonal and systemic crises impacting youth, coordinating comprehensive care and identifying restorative solutions. • Transitioned to a new campus designed by and for youth, significantly increasing youth engagement in programming, services, and community events. • Implemented COVID-19 safety protocols aligned with racial and disability justice, supporting impacted youth with B-70 measures that prioritize their health and safety. • Launched peer-led workshops and community events, fostering a supportive environment for creative expression, leadership development, and community building. • Provided individual counseling and case management, offering tailored support for mental health, education, career, and legal needs, ensuring accessible and culturally competent care. • Engaged in impactful community collaborations, including initiatives to address youth homelessness and support legal needs, enhancing community care and support. B-71 STAND! FOR FAMILIES FREE OF VIOLENCE Rhonda James, rhondaj@standffov.org 1410 Danzig Plaza #220, Concord, CA 94520, (925) 676-2845, http://www.standffov.org/ GENERAL DESCRIPTION OF THE ORGANIZATION STAND! For Families Free of Violence is a provider of comprehensive domestic violence and child abuse services in Contra Costa County, offering prevention, intervention, and treatment programs. STAND! builds safe and strong families through early detection, enhanced support services, community prevention and education, and empowerment to help individuals rebuild their lives. STAND! enlists the efforts of residents, organizations, and institutions, all of whom are partners in ending family violence. STAND! is a founding member of the "Zero Tolerance for Domestic Violence Initiative", a cross- sector organization working for fifteen years to help end domestic violence, sexual assault, and childhood exposure to violence. PROGRAM: “EXPECT RESPECT” AND “YOU NEVER WIN WITH VIOLENCE” a. Scope of Services: STAND! provides services to address the effects of teen dating violence/domestic violence and helps maintain healthy relationships for at-risk youth throughout Contra Costa County. STAND! uses two evidence-based, best-practice programs: “Expect Respect” and “You Never Win with Violence” to directly impact youth behavior by preventing future violence and enhancing positive mental health outcomes for students already experiencing teen dating violence. Primary prevention activities include educating middle and high school youth about teen dating through the ‘You Never Win with Violence’ curriculum, and providing school personnel, service providers and parents with knowledge and awareness of the scope and causes of dating violence. The program strives to increase knowledge and awareness around the tenets of a healthy adolescent dating relationship. Secondary prevention activities include supporting youth experiencing, or at- risk for teen dating violence by conducting 20 gender-based, 15-week support groups. Each school site has a system for referring youth to the support groups. As a result of these service activities, youth experiencing or at-risk for teen dating violence will demonstrate an increased knowledge of: 1) the difference between healthy and unhealthy teen dating relationships, 2) an increased sense of belonging to positive peer groups, 3) an enhanced understanding that violence does not have to be “normal”, and 4) an increased knowledge of their rights and responsibilities in a dating relationship. b. Target Population: Middle and high school students at risk of dating violence. c. Payment Limit: FY 25-26: $166,430 d. Number served: FY 20-21: 743; FY 21-22: 649; FY 23-24: 1132 e. Outcomes FY 23-24: • Educated 750 youth on teen dating violence through primary prevention activities. • Trained 60 school personnel and community members on the nuances of dating violence and healthy relationships. • Conducted 16 gender-based support groups, reaching 200 at-risk youth. • Provided linkage to mental health services, addressing the heightened need for support. • Adapted to challenges in school resource availability, ensuring continued engagement with students. • Implemented a new data management system to enhance outcome tracking and reporting. • Strengthened community ties and referral networks through active participation in local events and schools. • Offered a comprehensive support ecosystem, including counseling and crisis intervention services. B-72 VICENTE MARTINEZ HIGH SCHOOL - MARTINEZ UNIFIED SCHOOL DISTRICT Patty O'Malley, pomalley@martinez.k12.ca.us 925 Susana Street, Martinez, CA 94553 (925) 335-5880, http://vmhs-martinez-ca.schoolloop.com/ GENERAL DESCRIPTION OF THE ORGANIZATION The PEI program at Vicente Martinez High School and Briones School (co-located on the same campus) offers an integrated mental health focused experience for 10th-12th grade at- risk students of all cultural backgrounds. Students are provided a variety of experiential and leadership opportunities that support social, emotional, and behavioral health, career exposure and academic growth while also encouraging, linking, and increasing student access to direct mental health services. PROGRAM: VICENTE MARTINEZ HIGH SCHOOL & BRIONES SCHOOL a. Scope of Services: Vicente Martinez High School and Briones School provide students of all cultural backgrounds an integrated, mental health focused, learning experience. Key services include student activities that support: • individualized learning plans • mindfulness and stress management interventions • team and community building • character, leadership, and asset development • place-based learning, service projects that promote hands-on learning and intergenerational relationships • career-focused exploration, preparation, and internships • direct mental health counseling • timely access and linkage to direct mental health counseling Services support achievement of a high school diploma, transferable career skills, college readiness, post-secondary training and enrollment, democratic participation, social and emotional literacy, and mental/behavioral health. All students also have access to a licensed Mental Health Counselor for individual and group counseling. Students enrolled in Vicente and Briones have access to the variety of programs/services that meet their individual learning goals. Classes have a maximum of 23 students and are led by teachers and staff who have training in working with at-risk students and using restorative justice techniques. Students regularly monitor their own progress through a comprehensive advisory program designed to assist them in becoming more self-confident through various academic, leadership, communication, career, and holistic health activities. b. Target Population: At-risk high school students in Central County c. Payment Limit: FY 25-26: $223,811 d. Number served: FY 20-21: 125; FY 21-22: 125; FY 23-24: 49 e. Outcomes FY 23-24: • Conducted prevention activities, educating 750 middle and high school students on teen dating violence. • Trained 60 school personnel, service providers, and parents on dating violence and healthy relationships. • Offered secondary prevention to 200 youth at risk for teen dating violence through 16 gender-based support groups. • Engaged students and staff at five high schools in West Contra Costa County, focusing on teen dating violence and healthy relationships. • Utilized tabling events and direct outreach to compensate for limited classroom presentations due to school staffing challenges. • Transitioned to a robust data management system for improved tracking of program outcomes and participant demographics. B-73 • Maintained strong connections with school staff for referrals and supported community incidents with individual support. • Provided mental health counseling referrals within STAND! and to external community programs for comprehensive support. • Actively participated in community events for Teen Dating Violence Awareness Month, advocating for prevention funding and raising awareness. B-74 WE CARE SERVICES FOR CHILDREN Pete Caldwell, pcaldwell@wecarechildren.org 2191 Kirker Pass Road, Concord, CA 94521 (925) 671-0777, https://www.wecarechildren.org/ GENERAL DESCRIPTION OF THE ORGANIZATION We Care Services for Children was founded 62 years ago in Contra Costa County, California, by parents of children with developmental and cognitive disabilities in response to a lack of appropriate services in their community. These parents understood the unique and complex needs of at-risk children and forged an agency that has since evolved to address a wide range of developmental and mental health concerns – all while keeping focus on each family and its specific strengths. Today, We Care supports the unique mental health, developmental, and educational needs of disadvantaged children up to age 5 through an array of effective, research-based therapies. Embedded in We Care’s programs are developmentally, linguistically, and culturally appropriate activities helping provide each child with the best possible start to his or her life. PROGRAM: EVERYDAY MOMENTS/LOS MOMENTOS COTIDIANOS a. Scope of Services: The Everyday Moments/Los Momentos Cotidianos programming for families with children ages 0-5 includes three components: 1) Family Engagement and Outreach; 2) Early Childhood Mental Health Home -Based Support; and 3) Parent Education and Empowerment, as described below: Component 1: Family Engagement and Outreach. First 5 Contra Costa will develop family engagement and outreach to promote the Los Momentos Cotidianos/Everyday Moments programming, and to recruit families to Everyday Moments opportunities (as described below in Components 2 and 3) by tapping the power of word-of-mouth and trusted community supports. The First 5 communications team will develop marketing assets, including a flyer, a texting template, and other materials as needed, with messaging that emphasizes the importance and empowering the role parents play in their children’s social-emotional development, and that reaching out and collaborating with service providers are strengths rather than weaknesses. This messaging will help reduce stigma and foster understanding that early childhood mental health can be about healthy child development in the context of everyday relationships with trusted caregivers. First 5 will share these assets with its community contacts and networks, and ECPIC members and partners will reach out to their community contacts as well. ECPIC members will conduct collaboration with community providers such as pediatricians and public health nurses and reach out to families through community “hubs” such as the First 5 Centers and primary care clinics as well as through Family Partners and Peer Supports, faith-based organization, and other trusted community supports. Component 2: Early Childhood Mental Health Home-Based Support. This component, Everyday Moments/Los Momentos Cotidianos Home-Based Support, will provide trauma-informed care and education to support families, guardians and caregivers in their home or community environments. Home-Based Support will provide a means for caregivers to learn about Early Childhood Mental Health and the social-emotional development of babies and young children, discuss intergenerational trauma as pertinent, and to try out community defined, culturally sensitive practices in support of their babies and young children. This component will focus on working with a lens of empathy and understanding, allowing for shared space with the parent/caregiver in support of healthy brain and mental health development for children ages 0-5. Services will be provided in multiple languages, using culturally relevant supports wherever feasible. Applicable requirements and procedures established by the Health Insurance Portability and Accountability Act (HIPAA) will be carefully observed. Services in this Component will be provided by ECMHP in West, We Care in Central, and Lynn Center B-75 in East County. “Meeting the child and family where they are,” in home and community settings and/or at home via telehealth during the covid crisis, Home-Based Support will provide non-didactic developmental guidance and encouragement to caregivers as they are engaging with their child in their home environment during “everyday moments” of interaction. Caregivers will be supported to use these sessions to share about their emotional experiences associated with caregiving, think about how to support their young child’s healthy development, and practice new skills and approaches with their little ones with the guidance of a trauma-informed Early Childhood Mental Health provider. This approach will enable an individualized, trauma-informed, and culturally sensitive delivery of caregiver support services and reinforcement of protective factors to support early childhood social-emotional development and resilience. Families who participate in Los Momentos Cotidianos/Everyday Moments Home-Based Support will each receive a Welcome Bag with activities for parents and children to participate in, related to the programming (provided to families at the first session), and a graduation certificate and gift card (provided to families who attend all 10 sessions). If more than 99 families request to participate in the program, the three agencies will provide all families above that number with a packet of psychoeducational materials about how caregivers can support their children’s social-emotional development and mental health in everyday moments of interaction, in either English or Spanish, and offer referral to the suite of early childhood mental health services offered by each agency. Component 3: Parenthood Education and Empowerment Component. This component, the Everyday Moments/Los Momentos Cotidianos Parent Groups/Grupos de Padres will provide non-pathologizing opportunities for parents/caregivers to gather (or via video during the covid crisis) around topical subjects related to parenting babies and young children. The groups will provide trauma-informed education and peer support opportunities to support families, guardians and caregivers to learn about Early Childhood Mental Health and social-emotional development, to be empowered in their caregiving role alongside their parent peers in the community, and to learn about protective factors that will strengthen their children’s resilience. This component will provide services in multiple languages and use culturally relevant supports wherever feasible. Recognizing that caregivers have very full plates, a core piece of Component 3 will be acknowledging the time and energy it takes to participate in the Parent Groups/Grupos de Padres, so we will be providing meal vouchers to all parents who attend as an incentive and thank you. The groups will be limited to 10 attendees per group to facilitate group interaction and will be conducted in person at the C.O.P.E. Family Support Center, or via online video during the Covid-19 crisis. The Parent Groups/Grupos de Padres component will be based on one of the group intervention models (Discussion Groups) within the Triple P - Positive Parenting Program System which helps parents learn strategies to promote social competence and self-regulation in children as well as decrease problem behavior. Parents set personal goals, develop their own parenting plans, and learn to use positive parenting strategies to encourage children to learn the skills and competencies they need. The Parent Groups/Grupos de Padres sessions cover commonly encountered problems such as disobedience, fighting and aggression, and managing situations such as shopping with children and bedtime. Parents are actively involved throughout the 1.5 - 2-hour small group format discussions and are encouraged to independently implement parenting plans generated during each session and apply new parenting skills to other problems that may arise. b. Target Population: Families with children ages 0-5 c. Payment Limit: FY 25-26: $146,218 d. Number served: FY 21-22: 234; FY 23-24: 333 e. Outcomes FY 23-24: • We Care, C.O.P.E., First 5, Early Childhood, and Lynn Center completed all provisions of the 2023-24 contract, and B-76 worked together well as part of an Early Childhood Mental Health collaborative. • Program activities were provided by staff who were trained and accredited in various levels of Triple P (Parent Groups) and dyadic intervention (Home-Based Support), with careful attention to quality of service. • Family Engagement & Outreach Goal: Recruit minimum number of 299 parents o Actual: 420 parents were recruited; 4400 were contacted. • Family Engagement & Outreach Goal: Recruit 200 parents for Parent Groups o Actual: 388 parents were recruited; 190 participated • Family Engagement & Outreach Goal: Recruit 99 parents for Home-Based Services o Actual: 32 parents were recruited; 22 participated • Parent Groups Goal: Contractor will provide evidence-based Triple P Positive Parenting Program seminar classes 2 X per month with a maximum attendance of 10 parents per group (maximum 200 participants) o Actual: 388 parents were recruited; 190 participated in Parent Groups held by zoom 2 X per month. Groups were provided in English and Spanish in East, West, and Central regions of the County. • Parent Groups Goal: The Parent Groups will have a positive effect on participating caregivers’ self-report of positive parenting practices. 80% of participating parents will report an improvement in positive parenting practices. o Actual: 95.5% Intend to use or follow the parenting advice received; 90% learned what to do to help their child gain new skills and improved behavior; 86% Obtained information about questions they had about parenting. • Home-Based Support Goal: Contractor will provide Home-Based Support services for up to 10 sessions per family (maximum 99 participants) o Actual: 32 parents were recruited; 22 participated in Home-Based Services offered in English and Spanish in East, West, and Central regions of the County, with an average number of 4.95 sessions requested by parents. 15% of parents requested the full 10 sessions of services. A total of 109 Home-Based Support sessions were provided to caregiver-child dyads during the reporting period. • Home-Based Support Goal: The Home-Based Support will have a positive effect on participating caregivers’ parenting self-efficacy beliefs and perceptions of their child’s behaviors. 80% of participating parents will report improvements in parenting self-efficacy beliefs and perception of child’s behaviors. o Actual: For 97% of participants, caregivers’ parenting self-efficacy beliefs improved (more confident), and for 89% of participants, perception of their child’s behaviors improved (behavior perceived as more positive and less negative). • Collaborated effectively as part of an Early Childhood Mental Health collaborative, completing all provisions of the contract. • Provided program activities through staff trained in Triple P Parent Groups and Home-Based Support, emphasizing quality service. • Exceeded goals in Family Engagement & Outreach, recruiting 322 parents and contacting thousands, surpassing the recruitment target of 299 parents. • Conducted 25 Community Groups in English and Spanish, with 219 parents participating, learning strategies to aid their child’s development and behavior improvement. • Achieved high engagement in Parent Groups, with 248 parents recruited and 219 participating, significantly exceeding the goal of 200 parents for Parent Groups. • Parent Groups reported positive impacts, with 89% of participating parents intending to use or follow the advice received and noting improved positive parenting practices. • Delivered Home-Based Support to 57 families, offering services in English and Spanish across the county, with 99% of parents reporting increased confidence in their parenting. • Maintained a focus on cultural competency, with diverse staff and training in cultural awareness, diversity, equity, inclusion, and belonging. B-77 • Ensured integrity and confidentiality of data and records in compliance with HIPAA and county behavioral health guidelines. • Overall, the program reflected MHSA values by providing integrated, community-based, culturally responsive services to promote wellness, recovery, and resiliency among traditionally underserved populations. B-78 WORKFORCE EDUCATION AND TRAINING (WET ) FAMILIAS UNIDAS (FORMERLY DESARROLLO FAMILIAR, INC.) 205 39th Street, Richmond, CA 94805, http://www.familias-unidas.org/ Point of Contact: Lorena Huerta, Executive Director, (510) 412–5930, LHuerta@Familias-Unidas.org. GENERAL DESCRIPTION OF THE ORGANIZATION Familias Unidas exists to improve wellness and self-sufficiency in Latino and other communities. The agency accomplishes this by delivering quality mental health counseling, service advocacy, and information/referral services. Familias Unidas programs include mental health, education and prevention, and information/referrals. PROGRAM: FAMILIAS UNIDAS – CBO INTERNSHIP PROGRAM a. Scope of Services: Develop, recruit, train, and supervise intern(s) which reflect the various communities, cultures and language capacity of clients served by the agency. Internships should be directed towards graduate-level interns pursuing a degree in a behavioral health related field. b. Target Population: Graduate level interns pursuing a degree in a behavioral health related field. c. Payment Limit FY 25-26: $63,450 d. Outcomes For FY 23-24: • Supported training, education and supervision of individuals preparing to enter the public behavioral health workforce • Supported six interns averaging 19.5 internship hours per week. • All six interns had language capacity to support the program in Spanish. • Interns supported agency and families through play therapy, building social skills, group interventions, parenting and relationship skills, and self-care. B-79 HOPE SOLUTIONS (FORMERLY CONTRA COSTA INTERFAITH HOUSING) Contact Information: 399 Taylor Blvd. Ste. 115, Pleasant Hill, CA, 94530, https://www.hopesolutions.org Point of Contact: Sara Marsh, (925) 944-2244, smarsh@hopesolutions.org GENERAL DESCRIPTION OF THE ORGANIZATION Hope Solutions provides permanent, affordable housing and vital, on-site support services to homeless and at-risk families and individuals in Contra Costa County. By providing services on-site at the housing programs where individuals and families live, we maximize timeliness and access to services. This model also minimizes the discriminatory barriers to support, due to lack of transportation or other resources. PROGRAM: HOPE SOLUTIONS – CBO INTERNSHIP PROGRAM a. Scope of Services: Develop, recruit, train, and supervise intern(s) which reflect the various communities, cultures and language capacity of clients served by the agency. Internships should be directed towards graduate-level interns pursuing a degree in a behavioral health related field. b. Target Population: Graduate level interns pursuing a degree in a behavioral health related field. c. Payment Limit FY 25-26: $75,000 d. Outcomes For FY 23-24: • Supported training, education and supervision of individuals preparing to enter the public behavioral health workforce • Supported three interns averaging between 20 internship hours per week. • Interns supported agency and families through art, movement and play therapies, building social skills, group interventions, conflict resolution skills, parenting and relationship skills, and self-care. B-80 JAMES MOREHOUSE PROJECT (FISCAL SPONSOR OF WEST CONTRA COSTA PUBLIC EDUCATION FUND ) 540 Ashbury Avenue, El Cerrito, CA 94530, http://www.jamesmorehouseproject.org/ Point of Contact: Jenn Rader, (510) 231-1437, jenn@jmhop.org GENERAL DESCRIPTION OF THE ORGANIZATION The James Morehouse Project (JMP) works to create positive change within El Cerrito High School through health services, counseling, youth leadership projects and campus-wide school climate initiatives. Founded in 1999, the JMP assumes youth have the skills, values, and commitments to create change in their own lives and the life of the school community. The JMP partners with community and government agencies, local providers, and universities. PROGRAM: JAMES MOREHOUSE PROJECT (JMP) – CBO INTERNSHIP PROGRAM a. Scope of Services: Develop, recruit, train, and supervise intern(s) which reflect the various communities, cultures and language capacity of clients served by the agency. Internships should be directed towards graduate-level interns pursuing a degree in a behavioral health related field. b. Target Population: Graduate level interns pursuing a degree in a behavioral health related field. c. Payment Limit FY 25-26: $75,000 d. Outcomes For FY 23-24: • Supported training, education and supervision of individuals preparing to enter the public behavioral health workforce • Supported ten interns averaging 21 internship hours per week. • Five interns had language capacity to support the program in Spanish • Two interns had language capacity to support the program in Mandarin. • One intern had language capacity to support the program in Portuguese. • Interns supported agency and youth, and parent/guardians through individual and group counseling. B-81 LINCOLN 1266 14th Street, Oakland CA 94607, http://lincolnfamilies.org/ Point of Contact: Allison Staulcup Becwar, LCSW, President & CEO, (510) 867-0944, allisonbecwar@lincolnfamilies.org GENERAL DESCRIPTION OF THE ORGANIZATION Lincoln was founded in 1883 as the region's first volunteer-run, non-sectarian, and fully integrated orphanage. As times and community needs evolved, Lincoln's commitment to vulnerable children remained strong. In 1951, Lincoln began serving abused, neglected and emotionally challenged children. Today, as a highly respected provider of youth and family services, Lincoln has a continuum of programs to serve children and families impacted by poverty and trauma throughout Alameda and Contra Costa Counties. Their therapeutic school and community-based services include early intervention to intensive programming and focus on family strengthening, educational achievement and youth positive outlook. PROGRAM: LINCOLN – CBO INTERNSHIP PROGRAM a. Scope of Services: Develop, recruit, train, and supervise intern(s) which reflect the various communities, cultures and language capacity of clients served by the agency. Internships should be directed towards graduate-level interns pursuing a degree in a behavioral health related field. b. Target Population: Graduate level interns pursuing a degree in a behavioral health related field. c. Payment Limit FY 25-26: $60,340 d. Outcomes For FY 23-24: • Supported training, education and supervision of individuals preparing to enter the public behavioral health workforce • Supported four interns averaging 20 internship hours per week. • Interns supported agency, children youth, and parent/guardians. B-82 NATIONAL ALLIANCE ON MENTAL ILLNESS CONTRA COSTA (NAMI CC) 2151 Salvio Street, Suite V, Concord, CA 94520, http://www.namicontracosta.org/ Point of Contact: Gigi Crowder, (925) 942-0767, Gigi@namicontracosta.org GENERAL DESCRIPTION OF THE ORGANIZATION NAMI CC has been assisting people affected by mental illness for over 30 years now. Services provide support, outreach, education, and advocacy to those affected by mental illness. NAMI’s office is located in central Contra Costa County and the program has partnerships with other community and faith-based organizations throughout the county that allow them to utilize their space and meet with people in their communities. PROGRAM: FAMILY VOLUNTEER SUPPORT NETWORK (FVSN) NAMI CC will recruit, train and manage a network of volunteers with lived experience to support families and loved ones of people experiencing mental health issues. These volunteers will be an extended support network of resources, while assisting families in navigating the behavioral health system. This group of subject matter experts will help families gain a basic understanding of various mental health and substance abuse issues, learn to advocate for themselves or their loves one’s needs and become a network to other families experiencing similar situations. a. Scope of Services: Operate a main site in the Central region of the county and utilize satellite sites to extend outreach to other regions for the purpose of conducting volunteer training, support groups, and other educational activities that will build and maintain a cadre of volunteers. • Continuously recruit volunteers from all county regions, communities, economic levels, age groups, cultures, race/ethnicities and sexual preferences • Partner with organizations who specifically prepare individuals for volunteer service in community, such as CCBHS’s SPIRIT program. • Develop and maintain training curriculum as defined in Service Work Plan that prepares volunteers for their role in supporting family members and loved ones of persons experiencing mental health issues. • Establish partnerships with CCBHS and community and faith-based organizations; as well as ethnic and culturally specific agencies to coordinate family support efforts, assist CCBHS’s connectivity with families of consumers, stay abreast and adapt to current and future needs. Key CCBHS partnerships include the Family Partner (Children’s System of Care), Family Support Worker (Adult System of Care) Programs, and the Office for Consumer Empowerment. b. Target Population: Family members and care givers of individuals with lived mental health issues. c. Payment Limit FY 25-26: $744,592 d. Outcomes FY 23-24: • FVSN Goal: 200 volunteers to be recruited through the FVSN. Actual: 91 volunteers completed FVSN training. • FVSN Goal: Facilitate a total of six volunteer training modules (apart from English, at least one is Spanish, and one in a Chinese language). Actual: Three in English, One in Spanish, and Two in Mandarin provided. • FVSN module topics include; 1) Volunteer Orientation and history of NAMI CC, 2) Mental Health 101, 3) Crash Course - Navigating the Behavioral Health Care System in Contra Costa, 4) Better understanding of conservatorship and other legislation and Criminal Justice issues, and 5) Cultural Responsiveness, Ethics and Self-Care • Provide culturally specific outreach and support to the community PROGRAM: FAMILY PSYCHO -EDUCATION PROGRAM (FAMILY TO FAMILY: SPANISH AND MANDARIN/ CANTONESE, FAITHNET, NAMI BASICS, AND CONVERSATIONS WITH LOCAL LAW ENFORCEMENT) a. Scope of Services: Family to Family is an evidence-based NAMI educational training program offered throughout the county in Spanish, Mandarin and Cantonese languages to family members and caregivers of individuals experiencing mental health challenges. This training is designed to support and increase a family member’s/care giver’s knowledge of mental health, its impact on the family, navigation of systems, connections to community resources, and coping B-83 mechanisms. NAMI FaithNet is an interfaith resource network of NAMI members, friends, clergy and congregations of all faith traditions who wish to encourage faith communities to be welcoming and supportive of persons and families living with mental illness. NAMI Basics is aimed to give an overview about mental health, how best to support a loved one at home, at school and when in getting medical care. The course is taught by a trained team of individuals and loved ones with lived experience. Conversations with Local Law Enforcement will serve to support the dialogue between local law enforcement and consumers/families through CCBH’s Crisis Intervention Training (CIT). NAMI CC will also host six other conversations in partnership with local law enforcement agencies throughout the County to enhance learning and dialogue between all groups in response to community concerns and mental health supports. The desired goal is to enhance information sharing and relationships between law enforcement and those affected by mental health. • For De Familia-a-Familia (Spanish) and Family-to-Family (Mandarin/Cantonese) provide training program to help address the unique needs of the specified population, helping to serve Spanish, Mandarin and Cantonese speaking communities to help families develop coping skills to address challenges posed by mental health issues in the family, and develop skills to support the recovery of loved ones. Goal is to deliver six Family-to-Family (at least one in Spanish and Mandarin/Cantonese) trainings during fiscal year. • For NAMI Basics, provide instruction related to the mental health concepts, wellness and recovery principles, symptoms of mental health issues; as well as education on how mental illness and medications affect loved ones. Goal is to deliver four NAMI Basics (6) session trainings during fiscal year, with at least one in Spanish. • For the FaithNet program, implement a mental health spirituality curriculum targeting faith leaders and the faith- based communities in the County, who have congregants or loved ones with severe and persistent mental illness. The goals are to implement training to equip faith leaders to have a better understanding of mental health issues and their roles as first responders at times and replace misinformation about mental health diagnoses, treatment, medication, etc. with accurate information. Goal is to deliver Hold 4 FaithNet events during fiscal year. • Through Conversations with Local Law Enforcement dialogue between local law enforcement and consumers/families through CCBH’s Crisis Intervention Training (CIT) will be supported throughout the County to enhance learning and dialogue between all groups in response to community concerns and mental health supports. The goal is to enhance information sharing and relationships between law enforcement and those affected by mental health. Create partnerships with CCBHS, local law enforcement agencies, community/faith- based organizations as well as ethnic and culturally specific agencies in order to coordinate family support efforts, ensure CCBHS connectivity with families of consumers, and stay abreast and be adaptive to current and future needs. Goal is to deliver six Conversations with Local Law Enforcement in partnership with local law enforcement agencies and individuals or families affected by mental health issues throughout the County to enhance learning and dialogue between all groups in response to community concerns and mental health supports. • All training will be augmented by utilizing sites, such as faith centers, community-based organizations, and community locations throughout the county on an as needed basis in order to enable access to diverse communities with the goal of reaching the broadest audiences. • All trainings will educate individuals on how to manage crises, solve problems, communicate effectively, learn the importance of self-care, and assist in developing confidence and stamina to provide support with compassion, and learn about the impact of mental illness on the family. • Feedback will inform decision making. Member participation surveys will be created, administered and collected on a regular basis. Information collected will be analyzed to adjust methods to better meet the needs of all involved. Surveys will gauge participant knowledge, and level of confidence and understanding of mental health, advocacy and the public mental health system. b. Target Population: Family members, care givers and loved ones of individuals with mental health challenges, as well as faith communities, local law enforcement, and the overall community who would like to learn more about supporting those with mental health challenges. c. Payment Limit FY 25-26: $85,056 B-84 d. Number served FY 23-24: It is estimated that about 200 individuals participated in training, workshops, and events through the FPEP program. e. Outcomes FY 23-24: • Family-to-Family (English) Course: conducted five sessions of 8 weekly classes and graduated 64 individuals • De Familia-a-Familia (Spanish) Course: conducted three sessions of 8 weekly classes and graduated 37 individuals • Family-to-Family (Mandarin) Course: conducted one session of 8 weekly classes and graduated 25 individuals • NAMI Basics (English) Course: conducted two courses of 6 weekly classes and graduated 20 individuals. • NAMI Basics (Spanish) Course: conducted two courses of 6 weekly classes and graduated 17 individuals. • NAMI Basics (Mandarin) Course: conducted one course of 6 weekly classes and graduated 18 individuals. • FaithNet: Conducted seven events in fiscal year including 1) Statewide Mental Health and Spirituality Initiative’s monthly Zoom Meetings, 2) Mental Health Awareness: Mental Health 101 Training, 3) Celebration of Asian Pacific Islander Heritage Month, 4) National Hispanic Heritage Month, 5) African American Black History Month, 6) Innovation Launch Event and, 7) the Annual Suicide Prevention Event titled “Knowing the Signs.” • Conversation with Local Law Enforcement: Conducted eight events in fiscal year including two Crisis Intervention Trainings, one event with Bay Area Rapid Transit (BART), ongoing events with San Ramon Valley Fire Protection District (SRVFPD), and a community dialogue event with former Chief of Police for the City of Antioch. B-85 OFFICE FOR PEER AND FAMILY EMPOWERMENT (OPFE ) (CONTRA COSTA BEHAVIORAL HEALTH SERVICES) 1340 Arnold Drive, Suite 200, Martinez, CA 94553 Point of Contact: Jennifer Tuipulotu, (925) 957-5206, Jennifer.Tuipulotu@cchealth.org GENERAL DESCRIPTION OF THE ORGANIZATION The Office for Peer and Family Empowerment is a County operated program that supports the entire Behavioral Health System and offers a range of trainings and supports by and for individuals who have experience receiving behavioral health services. The goals are to increase access to wellness and empowerment knowledge for participants of the Behavioral Health System. PROGRAM: MENTAL HEALTH CAREER PATHWAY PROGRAM a. Scope of Services: The Service Provider Individualized Recovery Intensive Training (SPIRIT) Program is a recovery- oriented peer led classroom and experientially based college accredited program that prepares individuals to become providers of service. Certification from this program is a requirement for many Community Support Worker positions in Contra Costa Behavioral Health. Staff provide instruction and administrative support and provide ongoing support to graduates. b. Target Population: Participants of public mental health services, their families and the general public. c. Total MHSA Funding for FY 25-26: $520,336 d. Staff: Five full-time equivalent staff positions. e. Outcomes FY 23-24: • Approximate number of students enrolled in 2024: 60 • Number of students graduated 2024: 45 • Number of students which completed SPIRIT in 2024: 45 • All graduates received a certificate of completion that is accepted as the minimum qualifications necessary for employment within CCBHS in the classification of Community Support Worker. • Graduates learned peer provider skills, group facilitation, Wellness Recovery Action Plan (WRAP) development, wellness self-management strategies and other skills needed to gain employment in peer provider and family partner positions in both County operated and community-based organizations. • Monthly peer support groups were offered virtually and continue to be made available for peers employed by the County in various peer and family partner roles. • SPIRIT students are provided an internship in a behavioral health program, either through CCBHS, or through a contracted community-based agency, as part of the course. • All SPIRIT graduates are provided support and assistance with placement and advancement consistent with their career aspirations. B-86 OLDER ADULT MENTAL HEALTH (CONTRA COSTA BEHAVIORAL HEALTH SERVICES) 2425 Bisso Lane, Suite 100, Concord, CA 94520, https://cchealth.org/mentalhealth/#simpleContained4 Point of Contact: Heather Sweeten-Healy, (925)-521-5620, Heather.Sweeten-Healy@cchealth.org or Ellie Shirgul, (925)-521-5620, Ellen.Shirgul@cchealth.org GENERAL DESCRIPTION OF THE ORGANIZATION The Older Adult Mental Health Clinic is in the Adult System of Care and provides mental health services to Contra Costa’s senior citizens, including preventive care, linkage and outreach to under-served at risk communities, problem solving short-term therapy, and intensive care management for severely mentally ill individuals. PROGRAM: SENIOR PEER COUNSELING This program reaches out to isolated and mildly depressed older adults in their home environments and links them to appropriate community resources in a culturally competent manner. Services are provided by Senior Peer Volunteers, who are trained and supervised by the Senior Peer Counseling Coordinators. The Latino Senior Peer Counseling Program is recognized as a resource for this underserved population. This program serves older adults age s 60 and older who are experiencing aging issues such as grief and loss, multiple health problems, loneliness, depression and isolation. Primary goals of this program are to prevent more severe psychiatric symptoms and loss of independence, reduce stigma related to seeking mental health services, and increase access to counseling services to this underserved population. a. Target Population: Older Adults ages 60 years and older experiencing serious mental illness or at risk for developing a serious mental illness. b. Total MHSA Funding for FY 25-26: $159,324 c. Staff: One Full time equivalent staff person oversees the program. d. Number served FY 23-24: Senior Peer Counseling (SPC) program trained and supported 23 volunteers (17 English speaking volunteers, and 6 Spanish speaking volunteers) and served 108 clients which included 83 English speaking clients and 25 Spanish speaking clients at various sites in the community. Additionally, 23 clients were served via Friendship Circles. e. Outcomes FY 23-24: • Train and support senior peer volunteers. • Administer the Depression Anxiety Stress Scales (DASS) at intake, and at the end of counseling to assess levels of anxiety and depression. • Provide Friendship Circles offered at Antioch Senior Center and Plaza Tower Retirement Community in Concord. B-87 SENECA FAMILY OF AGENCIES 3200 Clayton Road, Concord, CA, 94519, http://www.senecafoa.org/ Point of Contact: Jennifer Blanza, Program Director (415) 238-9945, jennifer_blanza@senecacenter.org GENERAL DESCRIPTION OF THE ORGANIZATION Seneca Family of Agencies is a leading innovator in the field of community-based and family-based service options for emotionally troubled children and their families. With a continuum of care ranging from intensive crisis intervention to in- home wraparound services, to public school-based services, Seneca is one of the premier children’s mental health agencies in Northern California. PROGRAM: SENECA – CBO INTERNSHIP PROGRAM a. Scope of Services: Develop, recruit, train, and supervise intern(s) which reflect the various communities, cultures and language capacity of clients served by the agency. Internships should be directed towards graduate-level interns pursuing a degree in a behavioral health related field. b. Target Population: Graduate level interns pursuing a degree in a behavioral health related field. c. Payment Limit FY 25-26: $75,000 d. Outcomes For FY 23-24: • Supported training, education and supervision of individuals preparing to enter the public behavioral health workforce • Supported six interns averaging 20 internship hours per week. • Interns supported agency, children and parent/guardians through individual and family therapy, facilitating groups, linkage and advocacy. C-1 Appendix C - Glossary AB 1421 or Laura’s Law - Assembly Bill 1421. Enacted in 2002, to create an assisted outpatient treatment program for any person who is suffering from a mental disorder and meets certain criteria. The program operates in counties that choose to provide the services. Adoption of this law enables a court, upon a verified petition to the court, to order a person to obtain and participate in assisted outpatient treatment. The bill provides that if the person who is the subject of the petition fails to comply with outpatient treatment, despite efforts to solicit compliance, a licensed mental health treatment provider may request that the person be placed under a 72 - hour hold, based on an involuntary commitment. The law would be operative in those counties in which the county board of supervisors, by resolution, authorized its application and made a finding that no voluntary mental health program serving adults, and no children’s mental health program, would be reduced as a result of the implementation of the law. ACT - Assertive Community Treatment. An intensive and highly integrated approach for community mental health service delivery. It is an outpatient treatment for individuals whose symptoms of mental illness result in serious functioning difficulties in several major areas of life, often including work, social relationships, residential independence, money management, and physical health and wellness. Its mission to promote the participants' independence, rehabilitation, and recovery, and in so doing to prevent homelessness, unnecessary hospitalization, and other negative outcomes. It emphasizes out of the office interventions, a low participant to staff ratio, a coordinated team approach, and typically involves a psychiatrist, mental health clinician, nurse, peer provider, and other rehabilitation prof essionals. ADA - Americans with Disabilities Act. Prohibits discrimination against people with disabilities in several areas, including employment, transportation, public accommodations, communications and access to state and local government programs and services. AOD – Alcohol and Other Drugs. It is an office like Mental Health that is part of the division of Behavioral Health Services. Behavioral Health Services is under the Health Services Department. AOT - Assisted Outpatient Treatment. A civil court ordered mental health treatment for people demonstrating resistance to participating in services. Treatment is modeled after assertive community treatment, which is the delivery of mobile, community-based care by multidisciplinary teams of highly trained mental health professionals with staff-to-client ratios of not more than one to ten, and additional services, as specified, for adults with the most persistent and severe mental illness. AOT involves a service and delivery process that has a clearly designated personal services coordinator who is responsible for providing or assuring needed services. These include complete assessment of the client’s needs, development with the client of a personal services plan, outreach and consultation with the family and other significant persons, linkage with all appropriate community services, monitoring of the quality and follow through of services, and necessary advocacy to ensure each client receives those services which are agreed to in the personal services plan. AOT is cited under AB 1421 or Laura’s Law. APA - American Psychological Association. The mission of the APA is to promote the advancement, communication, and application of psychological science and knowledge to benefit society and improve lives. C-2 BHB - Behavioral Health Board. A group of individuals, often with lived experience as a consumer and/or family member of a consumer, who are appointed as representatives of the County’s Board of Supervisors to provide 1) oversight and monitoring of the County’s behavioral health system, 2) advocacy for persons with serious mental illness and/or substance use issues, and 3) advise the Board of Supervisors. BHS - Behavioral Health Services. A division under Contra Costa Health Services, which provides Mental Health and Alcohol and Other Drug Services (AODS). BHSA – Behavioral Health Services Act. Act that was passed in 2024 and will transform what was formerly known as the Mental Health Services Act into the BHSA. BHSOAC – Behavioral Health Services Oversight and Accountability Commission (formerly MHSOAC - Mental Health Services Oversight and Accountability Commission). Established to provide state oversight of BHSA (previously MHSA) programs and expenditures. Responsible for reviewing and approving each count y’s Innovation programs, expenditures and evaluation. Board and Care - Augmented. A facility licensed by the State that contracts with Contra Costa Behavioral Health Services (CCBHS) to provide a therapeutic home-like environment where residents can gain independence and skills through various wellness activities. Persons who experience severe and persistent mental illness are eligible. BOS - Board of Supervisors. Elected body that is responsible for; 1) appointing most County department heads (except elected officials), and appointment of all other County employees, 2) providing for the compensation of all County officials and employees, 3) creating officers, boards and commissions as needed, appointing members and establishing the terms of office, 4) awarding all contracts except those that are within the authority delegated to the County Purchasing Agent, 5) adopting an annual budget, 6) sponsoring an annual audit made of all County accounts, books, and records, 7) supervising the operations of departments and exercising executive and administrative authority through the County government and County Administrator 8) serving as the appellate body for Planning and Zoning issues, 9) serving as the County Board of Equalization (the Board has created an Assessment Appeals Board to perform this function Brown Act. Established in 1953; ensures the public's right to attend and participate in meetings of local legislative bodies. It declares that the California public commissions, boards and councils and the other public agencies in this state exist to aid in the conduc t of the people's business. Actions should be taken openly, and their deliberations be conducted openly. The people should remain informed so that they may retain control over the instruments they have created. The Brown Act has been interpreted to apply to email communication as well. CalMHSA - California Mental Health Services Authority. The mission of CalMHSA is to provide member counties a flexible, efficient, and effective administrative/fiscal structure focused on collaborative partnerships and pooling efforts in1) development and implementation of common strategies and programs, 2) fiscal integrity, protections, and management of collective risk, 3) accountability at state, regional, and local levels. C-3 CAO - County Administrator’s Officer. The County Administrator's Office is responsible for; 1) staffing the Board of Supervisors and Board committees, 2) overseeing implementation of Board directives, 3) planning, monitoring, and overseeing County operations, 4) ensuring that Board policies are carried out in the most efficient, cost -effective, and service oriented manner, 5) supervising appointed Department Heads and performing general administrative duties, 6) preparing the annual budget, 7) administering the County's labor management relations program, including managing the collective bargaining process, grievance investigations, providing training and counseling to managers and employees, as well as problem resolution Case Management. Refers to a service in which a mental health clinician develops and implements a treatment plan with a consumer. This treatment plan contains a diagnosis, level of severity, agreed upon goals, and actions by the consumer, the case manager, and other servic e providers to reach those goals. The mental health clinician provides therapy and additionally takes responsibility for the delivery and/or coordination of both mental and rehabilitation services that assist the consumer reach his/her goals. CBHDA – California Behavioral Health Director’s Association. A non-profit advocacy association representing the behavioral health directors from each of California’s 58 counties, as well as two cities (Berkeley and Tri-City). Through advocacy, lobbying and education efforts, CBHDA promotes the reduction of individual and community problems related to unaddressed behavioral health issues. CBHDA regularly brings together behavioral health professionals to discuss ways to inform public policy and improve the delivery of behavioral health services. CBO - Community Based Organization. An agency or organization based in the community that is often a non-profit. CCBHS - Contra Costa Behavioral Health Services. One of 58 counties, the City of Berkeley, and the Tri-Cities area East of Los Angeles are legislatively empowered to engage in a contract, or Mental Health Plan, with the state to perform public mental health services. This enables Contra Costa County to utilize federal, state, county and private funding for these mental health services. The Mental Health Services Act is one source of state funding. CCSHS is divided into a Children’s System of Care and an Adult and Older Adult System of Care. CFO - Chief Financial Officer. Abbreviation used to describe term. CF/TN - Capital Facilities/Information Technology. One of five components of the MHSA. This component enables a county to utilize MHSA funds for one -time construction projects and/or installation or upgrading of electronic health record systems. CHHS – California Health and Human Services Agency. The agency which oversees twelve departments, and five offices provides a range of health care services, social services, mental health services, alcohol and drug services, income assistance, and public health services to Californians. More than 33,000 people work for departments in CHHS at state headquarters in Sacramento, regional offices throughout the state, state institutions and residential facilities serving the mentally ill and people with developmental disabilities. CIBHS - California Institute for Behavioral Health Solutions. A non-profit agency that helps health professionals, agencies and funders improve the lives of people with mental health and C-4 substance use challenges through policy, training, evaluation, technical assistance, and research. Clinical Specialist. In the context of this document, refers to a licensed or registered intern in the specialties of social work, marriage and family therapy, psychology, psychiatric nurse practitioner, licensed professional clinical counselor, or psychiatrist. A Clinical Spe cialist is capable of signing a mental health consumer’s treatment plan that can enable the County to bill Medi-Cal for part of the cost to deliver the service. Clubhouse Model. A comprehensive program of support and opportunities for people with severe and persistent mental illness. In contrast to traditional day-treatment and other day program models, Clubhouse participants are called "members" (as opposed to consumers, patients, or clients) and restorative activities focus on their strengths and abilities, not their illness. The Clubhouse is unique in that it is not a clinical program, meaning there are no therapists or psychiatrists on staff. All participation in a clubhouse is strictly on a voluntary basis. Members and staff work side-by-side as partners to manage all the operations of the Clubhouse, providing an opportunity for members to contribute in significant and meaningful wa ys. A Clubhouse is a place where people can belong as contributing adults, rather than passing their time as patients who need to be treated. The Clubhouse Model seeks to demonstrate that people with mental illness can successfully live productive lives and work in the community, regardless of the nature or severity of their mental illness. COLA - Cost of Living Adjustment. Abbreviation used to describe the term. Community Forum. In this context a community forum is a planned group activity where consumers, family members, service providers, and representatives of community, cultural groups or other entities are invited to provide input on a topic or set of issues relevant to plann ing, implementing or evaluating public services. Conservatorship. A court proceeding where a judge appoints a responsible person (called a conservator) to care for another adult who cannot care for him/herself or his/her finances. Consumer. In this context consumers refer to individuals and their families who receive behavioral health services from the County, contract partners, or private providers. Consumers are also referred to as clients, patients, participants or members. Co-Occurring Disorders or Dual Diagnosis. Refers to more than one behavioral and/or medical health disorder that an individual can experience and present for care and treatment. Common examples are an individual with a substance abuse disorder coupled with a mental health diagnosis, or a developmental disability, such as autism, coupled with a thought disorder. CPPP - Community Program Planning Process. Term used in regulations pertaining to the Mental Health Services Act. It means the process to be used by the County to develop Three - Year Expenditure Plans, and updates in partnership with stakeholders to 1) identify community issues related to mental illness resulting from lack of community services and supports, including any issues identified during the implementation of the Mental Health Services Act, 2) Analyze the mental health needs in the community, and 3) identify and re -evaluate priorities and strategies to meet those mental health needs. C-5 CSS - Community Services and Supports. Largest of the five components funded by the MHSA. It refers to behavioral health service delivery systems for children and youth, transition age youth, adults, and older adults. Within this category are full-service partnerships, general system development, outreach and engagement, and housing programs. CSW – Community Support Worker. Peer Provider in Contra Costa County public behavioral health system. CTYA – Children’s, Teens, and Young Adults. Abbreviation used to describe term. Cultural Humility. A process of self-reflection and discovery in order to build honest and trustworthy relationships. In this context, refers to a process that can address health disparities and social inequities among racial/ethnic, cultural, and linguistic populations or communities. DHCS - Department of Health Care Services. The mission of DHCS is to provide Californians with access to affordable, integrated, high -quality health care, including medical, dental, mental health, substance use treatment services and long-term care. Our vision is to preserve and improve the overall health and well-being of all Californians. DSM IV - Diagnostic and Statistical Manual of Mental Disorders Fifth Edition. The handbook is used by health care professionals to diagnosis mental disorders. DSM contains descriptions, symptoms, and other criteria for diagnosing mental disorders . Dual Diagnosis. See Co-Occurring Disorders. Employment or Vocational Services. A continuum of services and supports designed to enable individuals to get and keep a job. It includes 1) pre-vocational services, such as removing barriers to employment, 2) employment preparation, to include career counseling and education, training and volunteer activity support, 3) job placement, to include job seeking, placement assistance and on-the-job training, and 4) job retention, to include supported employment. EPIC System. A nationwide computer software company that offers an integrated suite of health care software centered on a database. Their applications support functions related to patient care, including registration and scheduling; clinical systems for doctors, nurses, emergency personnel, and other care providers; systems for lab technicians, pharmacists, and radiologists; and billing systems for insurers. EPSDT - Early and Periodic Screening, Diagnosis and Treatment. A federally mandated specialty mental health program that provides comprehensive and preventative services to low- income children and adolescents that are also involved with Children and Family Services. Evidence Based Practices. This term refers to treatment practices that follow a prescribed method that has been shown to be effective by the best available evidence. This evidence is comprised of research findings derived from the systematic collection of data through observation and experiment, and the formulation of questions and testing of hypotheses. Family Partners. Also referred to as Parent Partners, this professional brings lived experience as a family member of an individual with a serious mental illness to their provision of services. C-6 They often participate as a member of a multi -disciplinary team providing mental health treatment, and assist families understand, acquire and navigate the various services and resources needed. In Contra Costa County, Family or Parent Partners have a job classification of Community Support Worker. Federal Poverty Level. This is a total household income amount that the federal government provides an annual guideline that defines whether individuals are living above or below the poverty level. 5150. Refers to the Welfare and Institutions Code of California for the temporary, involuntary psychiatric commitment of individuals who present a danger to themselves or others due to signs of mental illness. FY- Fiscal Year. A fiscal year is a specified 12-month period used for accounting and reporting purposes. In Contra Costa County, the fiscal year runs from July 1 st of one year to June 30th of the next year. Focus Groups. In this context, refers to a small group (usually 8 -15) of individuals to provide input, advice and counsel on practices, policies or proposed rulemaking on matters that affect them. Often these individuals are grouped by similar demographics or character istics in order to provide clarity on a particular perspective. Forensics. In this context, refers to the term used for individuals involved in the legal court system with mental health issues. 4C. Term used to refer to Psychiatric Ward of Contra Costa County Regional Medical Center. FSP - Full-Service Partnership. A term created by the MHSA as a means to require funding from the Act to be used in a certain manner for individuals with serious mental illness. Required features of full-service partnerships are that there be a written agreement, or individual services and supports plan, entered into with the client, and when appropriate, the client’s family. This plan may include the full spectrum of community services necessary to attain mutually agreed upon goals. The full spectrum of community services consists of, but is not limited to, mental health treatment, peer support, supportive services to assist t he client, and when appropriate the client’s family, in obtaining and maintaining employment, housing, and/or education, wellness centers, culturally specific treatment approaches, crisis intervention/stabilization services, and family education services. Also included are non-mental health services and supports, to include food, clothing, housing, cost of health care and co-occurring disorder treatment, respite care, and wrap-around services to children. The County shall designate a personal service coordinator or case manager for each client to be the single point of responsibility for services and supports and provide a qualified individual to be available to respond to the client/family 24 hours a day, seven days a week. The Full-Service Partnership category is part of the Community Services and Supports (CSS) component of the MHSA. At least 50% of the funding for CSS is to go toward supporting the County’s full-service partnership category. C-7 General System Development. A term created by the MHSA and referred to a category of services funded in the Community Services and Supports component, and are similar to those services provided by community public mental health programs authorized in the Welfare and Institutions Code. MHSA funded services contained in the general system development category are designed to improve and supplement the county behavioral health service delivery system for all clients and their families. Greater Bay Area Regional Partnership. Regional partnership means a group of County approved individuals and/or organizations within geographic proximity that acts as an employment and education resource for the public mental health system. These individuals and/or organizations may be county s taff, behavioral health service providers, clients, clients’ family members, and any individuals and/or organizations that have an interest in developing and supporting the workforce of the public mental health system. The Greater Bay Area Regional Partnership refers to an ongoing effort of individuals and/or organizations from the twelve county greater California bay area regions. Health Care Access and Information (HCAI) (formerly Office of Statewide Health Planning and Development (OSHPD). A state department that assists California improves the structure and function of its healthcare delivery systems and promotes healthcare accessibility. HCAI is the state entity responsible for the implementation of various MHSA state level funded workforce education and training programs, such as the mental health loan assumption program, psychiatric residency programs, and several graduate stipend and intern ship programs. H3 – Health, Housing and Homeless Services Division. The Division under Health Services that partners with Behavioral Health Services and focuses on the integration of housing and homeless services across this County’s health system. It coordinates health and homeless services across county and in the community; and works with key partners to develop strategies to address the community’s health and social needs. HIPAA - Health Information Portability and Accountability Act. Enacted into law in 1996 and provides the following: 1) the ability to transfer and continue health insurance coverage for millions of American workers and their families when they change or lose their jobs, 2) reduce health care fraud and abuse, 3) mandates industry -wide standards for health care information on electronic billing and other processes, and 4) requires the protection and confidential handling of protected health information HPSA - Health Professional Shortage Area. A geographic area, population, or facility with a shortage of primary care, dental, or mental health providers and services. The Health Resources and Services Administration (HRSA) and State Primary Care Offices (PCOs) work together using public, private, and state-provided data to determine when such a shortage qualifies for designation as a HPSA. HSD - Health Services Department. The largest department of County government. The mission of HSD is to care for and improve the health of all people in Contra Costa County with special attention to those who are most vulnerable to health problems. Behavioral Health Services is one of the nine divisions under HSD. IMD – Institution for Mental Disease. Facility established and maintained primarily for the care C-8 and treatment of individuals with serious mental illness. General criteria include: 1) licensed or accredited as a psychiatric facility; 2) under the jurisdiction of the state’s mental health authority; 3) specializes in providing psychiatric care and treatment. IMPACT - Improving Mood Providing Access to Collaborative Treatment. Evidence based mental health treatment for depression utilized specifically for older adults and provided in a primary care setting where older adults are concurrently receiving medical care for physical health problems. Up to twelve sessions of problem-solving therapy with a year follow up is provided by a licensed clinical therapist, with supervision and support from a psychiatrist who specializes in older adults. The psychiatrist assesses for, and monitors medications as needed, and both the clinician and psychiatrist work in collaboration with the primary care physician. INN - Innovation. A component of the MHSA that funds new or different patterns of service that contribute to informing the behavioral health system of care as to best or promising practices that may be subsequently added or incorporated into the system. These innovative programs accomplish one or more of the following objectives; 1) increase access to underserved groups, 2) increase the quality of services, to include better outcomes, 3) promote interagency collaboration, and 4) increase access to services. All new Innovati on programs shall be reviewed and approved by the Mental Health Services Oversight and Accountability Commission. The Act states that five per cent of a County’s revenues shall go for Innovation. Laura’s Law. See AB 1421. LCSW - Licensed Clinical Social Worker. Abbreviation used to describe term. See Clinical Specialist. LGBTQI - Lesbian, Gay, Bi-sexual, Transgender, Queer, Intersex. Abbreviation used to describe this community. Licensed Clinical Specialist. In this context, refers to the term a County civil service classification that denotes a person meeting minimum mental health provider qualifications, to include possessing a license to practice mental health treatment by the California Board of Behavioral Sciences (BBS). An intern registered by BBS also qualifies. A licensed clinical specialist or registered intern can sign mental health treatment plans that qualify for federal financial participation through the Medi-Cal program. LMFT - Licensed Marriage Family Therapist. Abbreviation used to describe term. See Clinical Specialist. LPS – Lanterman Petris Short Act. Established in 1967, codified California Welfare and Institutions Code 5000, the act was named for its co-authors — Assembly member Frank Lanterman and Senators Nicholas C. Petris and Alan Short. The intent of the LPS Act is to end inappropriate lifetime commitment of people with mental illness and firmly establish the right to due process in the commitment process while significantly reducing state institutional expense. LRP - Loan Repayment Program. Abbreviation used to describe term. MDFT - Multi-Dimensional Family Therapy. An evidence based comprehensive and multi- C-9 systemic family-based outpatient or partial hospitalization program for adolescents with co - occurring substance use and mental disorders, and those at high risk for continued substance abuse. Treatment is delivered in a series of 12 to 16 weekly or twice w eekly 60-to-90-minute sessions. Treatment focuses on the social interaction areas of parents and peers, the parents’ parenting practices, parent-adolescent interactions in therapy, and communications between family members and key social systems, such as school and child welfare. Medi-Cal. California’s version of the federal Medi-Caid program, in which health and behavioral health care can be provided by public health entities to individuals who do not have the ability to pay the full cost of care, and who meet medical necessity requirements. The federal Medi -Caid program reimburses states approximately half of the cost, with the remainder of the cost provided by a variety of state and local funding streams, to include the MHSA. Mental Health Career Pathway Program. Programs designed to educate, train, recruit prepare, and counsel individuals for entry into and advancement in jobs in the public mental health system. These programs are a category listed as part of the Workforce Education and Training (WET) component of the MHSA. MHP - Mental Health Plan. An agreement each county has with the state detailing the services that are to be provided. Mental Health Professional Shortage Designations. Term used by the federal Human Resource Services Administration (HRSA) to determine areas of the country where there is a verified shortage of mental health professionals. These geographical areas are then eligible to apply for a number of federal programs where financial incentives in recruiting and retention are applied to address the workforce shortage. MH – Mental Health. Abbreviation used for term. MHLAP - Mental Health Loan Assumption Program. A program that makes payments to an educational lending institution on behalf of an employee who has incurred debt while obtaining an education, provided the individual agrees to work in the public behavioral health system for a specified period of time and in a capacity that meets the employer’s workforce needs. The MHLAP is funded by the MHSA in the Workforce Education and Training component. MHSA - Mental Health Services Act or Proposition 63. Was voted into law by Californians in November 2004. This Act combines prevention services with a full range of integrated services to treat the whole person and promote wellness and recovery. The MHSA has five components; community services and supports, prevention and early intervention, innovation, workforce education and training, and capital facilities and technology. An additional one percent of state income tax is collected on incomes exceeding one million dollars and deposited into a Mental Health Services Fund. These funds are provided to the County based upon an agreed upon fair share formula. MHSA AC – Mental Health Services Act Advisory Council (formerly CPAW - Consolidated Planning Advisory Workgroup). An ongoing advisory body appointed by the Contra Costa Mental Health Director that provides advice and counsel in the planning and evaluation of services funded by MHSA. It is also comprised of several sub -committees that focus on specific C-10 areas. It is comprised of individuals with consumer and family member experience, service providers from the County and community-based organizations, and individuals representing allied public services, such as education and social services. MHSA Three Year Plan - Mental Health Services Act Three Year Program and Expenditure Plan. Each County prepares and submits a three-year plan, which shall be updated at least annually; known as the Plan or Annual Update and approved by the County’s Board of Supervisors. The plan is developed with local stakeholders by means of a community program planning process, and includes programs and funding planned for each component, as well as providing for a prudent reserve. Each plan or update indicate s the number of children, adults and seniors to be served, as well as reports on the achievement of performance outcomes for services provided. MHSIP - Mental Health Statistics Improvement Program. Is a survey used in Contra Costa as required by DHCS. QI staff elicit feedback from survey sites regarding barriers to acceptable response rates, and based on this, implemented a variety of strategies including training a substantial volunteer workforce to assist with participant recruitment and survey completion. Money Management. Term that refers to services that can encompass all aspects of assisting an individual plan and manage financial benefits and resources. It can include counseling on the interplay of work and other sources of income on Medi-Cal, Medicare, Social Security Disability Income (SSDI), and Supplemental Security Income (SSI). It can include becoming a conservator of funds for an individual who has been deemed unable to manage their own funds. MST - Multi-Systemic Therapy. An evidence based mental health service that is a community- based, family driven treatment for antisocial/delinquent behavior in youth. The focus is on empowering parents and caregivers to solve current and future problems and actively involves the entire ecology of the youth; family, peers, school and the neighborhood. Needs Assessment. Refers to a process where the behavioral health services and supports needs of the community are identified and assessed. This includes identifying populations, age groups and communities that remain unserved, underserved or inappropriately served. NOFA – Notice of Funding Availability. Abbreviation used to describe term. NPLH – No Place Like Home or Proposition 2. Allows the state to approve the use of the MHSA Funds to build and rehabilitate housing for those with mental illness who are homeless or at-risk of becoming homeless. OPFE – Office for Peer and Family Empowerment. A Contra Costa County operated program under the Behavioral Health Services division that offers a range of trainings and supports by and for individuals who have experience receiving mental health services. The goal is to increase access to wellness and empowerment for consumers; and to engage in their own individual recovery and become active in the community. This office leads the SPIRIT, WREACH, and Taking Action for Whole Health and Wellbeing programs. Outreach and Engagement. In this context, is a MHSA term that is a community services and support category, and a category in which prevention and early intervention services can be C-11 provided. Services are designed to reach out and engage individuals in mental health care which have a serious mental illness or are at risk of developing a serious mental illness. These are individuals who have not sought services in a traditional manner , possibly due to cultural or linguistic barriers. Peer Provider. Term that refers to a professional who brings lived experience as a behavioral health consumer to their provision of services. They often participate as a member of a multi - disciplinary team providing mental health treatment, and assist consumers and their families understand, acquire and navigate the various services and resource s needed. In Contra Costa County, Peer Providers often have a job classification of Community Support Worker. PEI - Prevention and Early Intervention. Refers to a component of MHSA funding in which services are designed to prevent mental illnesses from becoming severe and disabling. This means providing outreach and engagement to increase recognition of early signs of mental illness and intervening early in the onset of a mental illness. Twenty percent of funds received by the MHSA are to be spent for prevention and early intervention services. PES - Psychiatric Emergency Services. A unit of the Contra Costa County Regional Medical Center located next door to the Emergency Room in the county hospital in Martinez. It operated 24 hours a day, seven days a week, and consists of psychiatrists, nurses and mental health clinicians who are on call and available to respond to individuals who are brought in due to a psychiatric emergency. People who are seen are either treated and released or admitted to the in-patient psychiatric hospital ward. PhotoVoice Empowerment Program. The County sponsors classes designed to enable individuals to create artwork consisting of a photograph and a personally written story that speak to or represent the challenges of prejudice, discrimination and ignorance that people with behavioral health challenges face. These artworks are then displayed in the community to educate, raise awareness and reduce stigma. PIER Model - Portland Identification and Early Referral Model. This is an evidence-based treatment developed by the PIERS Institute of Portland, Maine. It is an early intervention program for youth, ages 12-25 which are at risk for developing psychosis. It is a multi-disciplinary team approach consisting of a structured interview to assess risk for psychosis, multi-family group therapy, psychiatric care, family psychoeducation, supported education and employment, and occupational therapy. PSC - Personal Service Coordinators. Refers to a mental health clinician or case manager who develops and implements an individual services and support plan with an individual diagnosed with a serious mental illness, and who is part of a full-service partner program under the MHSA. This plan contains a diagnosis, level of severity, agreed upon goals, and actions by the consumer, the personal services coordinator, and other service providers to reach those goals. The personal service coordinator provides therapy, and additionally takes responsibility for the delivery and/or coordination of both mental health and rehabilitation services that assist the consumer reach his/her goals. PTSD - Post-Traumatic Stress Disorder. An emotional illness that that is classified as an anxiety disorder, and usually develops as a result of a terribly frightening, life -threatening, or C-12 otherwise highly unsafe experience. PTSD sufferers re-experience the traumatic event or events in some way, tend to avoid places, people, or other things that remind them of the event (avoidance), and are exquisitely sensitive to normal life experiences (h yper arousal). Public Health Services. A division under Health Services whose mission is to promote and protect the health and well-being of individuals, families and community in Contra Costa County. Public Mental Health System. This term is used to describe the public system that is in place to provide mental health services. There are 58 counties and 2 cities that receive MHSA funds to support their public mental health system. Each county’s system is uniquely structured where services are provided by county staff or through contractors , such as community-based organizations and other agencies. Pre-Vocational Employment Services. These are services that enable a person to actively engage in finding and keeping a job. Often the services remove barriers to employment services, such as counseling on how working affects benefits, stabilizing medications, obtaining a driver’s license or general education diploma, and resolving immigration or other legal issues. Prudent Reserve. Regarding MHSA, the term refers to a County setting aside sufficient MHSA revenues in order to ensure that services do not have to be significantly reduced in years in which revenues are below the average of previous years. Psychiatric Residency. Physicians who specialize in psychiatry complete a four-year residency program at one of several schools of psychiatry, such as that located at the University of California at San Francisco. This is essentially a paid work study arrangement, where they practice under close supervision and concurrently take coursework. At the final residency year, the psychiatrist can elect to work in a medical setting, teach, do research, or work in a community mental health setting. QA/QI - Quality Assurance and Quality Improvement. Entities in Contra Costa County responsible for monitoring the Mental Health Plan’s effectiveness by providing oversight and review of clinics, organizations, and clinicians providing services to consumers. The goals are to perform program development and coordination work to implement and maintain a quality management program that effectively measures, assesses, and continuously improves the access to, and quality of care and services provided to the County's mental health consumers. The Quality Management Coordinator is responsible for Chairing and facilitating the Quality Improvement Committee (QIC) and ensuring members receive timely and relevant information. RFA - Request for Application. Abbreviation used to describe term. RFI - Request for Information. Abbreviation used to describe term. RFP - Request for Proposal. Abbreviation used to describe term. RFQ - Request for Qualifications. Abbreviation used to describe term. RHD - Reducing Health Disparities. Abbreviation used to describe term. C-13 SAMHSA - Substance Abuse and Mental Health Services Administration. The agency within the U.S. Department of Health and Human Services that leads public health efforts to advance the behavioral health of the nation. SAMHSA's mission is to reduce the impact of substance abuse and mental illness on America's communities. SB - Senate Bill. Abbreviation used to describe term. SNHP – Special Needs Housing Program. Allowed local governments to use MHSA and other local funds to provide financing for the development of permanent supportive rental housing that includes units dedicated for individuals with serious mental illness, and their families, who are homeless or at risk of homelessness. SNF - Skilled Nursing Facility. A special facility or part of a hospital that provides medically necessary services from nurses, physical and occupational therapists, speech pathologists and audiologist. A SNF aims to prevent hospitalizations, optimize antipsychotic medication use, and serve as an intermediate step into the community. STRTP – Short Term Residential Treatment Program. A residential treatment model that serves youth who have high-level mental health needs or are seriously emotionally disturbed. The goal of STRTPs is to focus on stabilizing high -needs youth to allow an expedient and successful transition to a home setting. SED - Seriously Emotionally Disturbed. Children from birth up to age eighteen with serious emotional disturbance are people who currently or at any time during the past year have had a diagnosable mental, behavioral, or emotional disorder of sufficient duration to meet diagnostic criteria specified within the Diagnostic and Statistical Manual and results in functional impairme nt which substantially interferes with or limits the child's role or functioning in family, school, or community activities. SMI - Serious Mental Illness. Adults with a serious mental illness are persons eighteen years and older who, at any time during a given year, have a diagnosable mental, behavioral, or emotional disorder that meet the criteria of the Diagnostic and Statistical Manual, and the disorder has resulted in functional impairment which substantially interferes with or limits one or more major life activities. SOC – System of Care. Term used to refer to this county’s public behavioral health system. SPIRIT - Service Provider Individualized Recovery Intensive Training. A recovery oriented, peer led classroom and experiential-based, college accredited educational program for individuals with lived experience as a consumer of mental health services. It is sponsored by Contra Costa Behavioral Health and Contra Costa Community College, and successful completion satisfies the minimum qualifications to be considered for employment by the County as a Community Support Worker. Stakeholders. Stakeholders is a term defined in the California Code of Regulations to mean individuals or entities with an interest in mental health services, including but not limited to individuals with serious mental illness and/or serious emotional disturbance and/o r their families, providers of mental health and/or related services such as physical health care and/or social C-14 services, educators and/or representatives of education, representatives of law enforcement, and any organization that represents the interests of individuals with serious mental illness and/or serious emotional disturbance and/or their families. Stigma and Discrimination. In this context, refers to the negative thoughts and/or behaviors that form an inaccurate generalization or judgment, and adversely affects the recovery, wellness and resiliency of persons with mental health issues. SUD - Substance Use Disorder. When recurrent use of alcohol and/or other drugs causes clinical and functional impairment that may include health issues, failure to meet major responsibilities at work, school or home, legal problems or problems with interpersonal relationships. STEP - Systematic Training for Effective Parenting. A parent education program published as a series of books developed and published by the psychologists Don Dinkmeyer Sr., Gary D. McKay and Don Dinkmeyer Jr. STEP has reached more than four million parents and has been translated into several languages. It provides skills training for parents dealing with frequently encountered challenges with their children that often result from autocratic parenting styles. STEP is rooted in Adlerian psychology and promotes a more participatory family structure by fostering responsibility, independence, and competence in children; improving communication between parents and children; and helping children learn from the natural and logical consequences of their own choices. Supported Employment. A federal vocational rehabilitation term that means competitive work for individuals with significant disabilities that occurs in integrated work settings, or settings in which individuals are working toward competitive work. Such work is consistent with the strengths, resources, priorities, concerns, abilities, capabilities, interests, and informed choice of the individuals. Supported employment usually means that a professional support person, or job coach, assists the individual in a competitive work setting until assistance is no longer needed. Supportive Housing. A combination of housing and services intended as a cost -effective way to help people live more stable, productive lives. Supportive housing is widely believed to work well for those who face the most complex challenges—individuals and families confronted with homelessness and who also have very low incomes and/or serious, persistent issues that may include substance abuse, mental illness, or other serious challenges. Supportive housing can be coupled with such social services as job training, life skills training, alcohol and drug abuse programs, community support services, such as child care and educational programs, and case management to populations in need of assistance. Supportive housing is intended to be a pragmatic solution that helps people have better lives while reducing, to the extent feasible, the overall cost of care. TAY - Transition Age Youth. Individuals between the age of 16 and 25 years of age. Specific mental health programs that address this age group are in the adult system of care and were designed to assist in the transition of services from the children’s system of care, where individuals stop receiving services at 18. Triple P - Positive Parenting Program. An evidence-based practice designed to increase C-15 parents’ sense of competence in their parenting abilities. It is a multi -level system of family intervention that aims to prevent severe emotional and behavioral disturbances in children by promoting positive and nurturing relationships between parent and child. Improved family communication and reduced conflict reduces the risk that children will develop a variety of behavioral and emotional problems. WET - Workforce Education and Training. Refers to the component of the MHSA that funds programs and services that assist in the recruitment and retention of a skilled and culturally competent behavioral health workforce. WIC - Welfare and Institutions Code. Regulations set that address services relating to welfare, dependent children, mental health, handicapped, elderly, delinquency, foster care, Medi -Cal, food stamps, rehabilitation, and long-term care, to name a few. WRAP - Wellness Recovery Action Plan. An evidence-based practice that is used by people who are dealing with mental health and other kinds of health challenges, and by people who want to attain the highest possible level of wellness. It was developed by a group of people who have a lived experience with mental health difficulties and who were searching for ways to resolve issues that had been troubling them for a long time. WRAP involves listing one’s personal resources and wellness tools, and then using those resources to develop action plans to use in specific situations. Wraparound Services. An intensive, individualized care management process for children with serious emotional disturbances. During the wraparound process, a team of individuals who are relevant to the well-being of the child or youth, such as family members, other natural supports, service providers, and agency representatives collaboratively develop an individualized plan of care, implement this plan, and evaluate success over time. The wraparound plan typically includes formal services and interventions, together with community services and interpersonal support and assistance provided by friends and other people drawn from the family’s social networks. The team convenes frequently to measure the plan’s components against relevant indicators of success. Plan components and strategies are revised when outcomes are not achieved. WREACH - Wellness Recovery Education for Acceptance, Choice and Hope. The WREACH Speaker’s Bureau is designed to reduce the stigma that consumers and family members often face in the workplace, behavioral and physical health care systems, and in their communities. The WREACH program forms connections between people in the c ommunity and people with lived mental health and co-occurring disorders experiences by providing opportunities for sharing stories of recovery and resiliency and sharing current information on health treatment and support. Workshops are held to teach people and their families how to write and present their recovery and resilience stories. These individuals are then connected with audiences that include behavioral health providers, high school and college staff and students, law enforcement, physical health providers and the general community. Appendix D - Certifications Date:County: Contra Costa FEDCBA Community Services and Supports Prevention and Early Intervention Innovation Workforce Education and Training Capital Facilities and Technological Needs Prudent Reserve Total A. Actual FY2023/24 Funding 7,579,24801,697,91710,844,32812,290,91252,908,9951. Unspent Funds from Prior Fiscal Years 85,321,400 103,845,4515,192,27319,730,63678,922,5432. Actual FY2023/24 Funding 885,9838,453,9932,000,000(11,339,976)3. Transfer in FY2023/24 - 189,166,8518,465,2318,453,9933,697,91716,036,60132,021,548120,491,5624. Available Funding for FY2023/24 B. Actual FY23/24 Expenditures -8,453,9932,171,4101,818,23211,242,88863,449,652 87,136,175 (3) C. Estimated FY2024/25 Funding 8,465,23101,526,50714,218,36920,778,66057,041,9101. Estimated Unspent Funds from Prior Fiscal Years 102,030,676 96,386,8824,819,34418,313,50873,254,0302. Estimated New FY2024/25 Funding (1) (13,298,487)3. Transfer in FY2024/25 4,168,5505,129,9374,000,000 - 3,183,1534. MH FFP Transfer to MHSA FY2023/24 3,759,439203,65637,484335,146 202,176,99812,633,7815,129,9375,730,16319,075,19739,427,314120,180,6065. Estimated Available Funding for FY2024/25 D. Budgeted FY2024/25 Expenditures -2,500,0002,591,0003,028,00015,143,00062,266,000 85,528,000 (2) E. Estimated FY2025/26 Funding 2,629,9373,139,16316,047,19724,284,31457,914,6061. Estimated Unspent Funds from Prior Fiscal Years 12,633,781 116,648,998 71,586,7863,579,33913,601,48954,405,9572. Estimated New FY2025/26 Funding (1) (13,000,000)3. Transfer in FY2025/26 10,000,0003,000,000 - 3,183,1534. MH FFP Transfer to MHSA FY2024/25 3,759,439203,65637,484335,146 191,995,22312,633,78112,629,9376,342,81819,664,02038,220,949102,503,7175. Estimated Available Funding for FY2025/26 F. Budgeted FY2025/26 Expenditures 2,500,0003,104,0004,532,00016,174,00058,191,000 - 84,501,000 (2) G. Estimated FY2025/26 Unspent Fund Balance 10,129,9373,238,81815,132,02022,046,94944,312,717 12,633,781 107,494,223 Notes: (1) Revenue estimates are based on M.Geiss 2/13/25 updated provided by CBHDA + $3,998,839 in actual interest earned in FY 22/23. (2) This Appendix reflects FY 24/25 Plan Update which includes program shifts out of CSS into PEI to reduce the anticipated deficit in FY 25/26 CSS component in prior version. (3) Capital Facilities and Technological Needs component includes $5M IT charge, $1,008 other charges and the purchase of El Portal $3,452,985. H. Estimated Local Prudent Reserve Balance 1. Estimated Local Prudent Reserve Balance on June 30, 2026 12,633,781 I. Beginning Balance for FY 2024/25 93,565,4451. Unspent Funds from Fiscal Year 2023/24 8,465,2312. Local Prudent Reserve Balance on June 30, 2023 102,030,6763. Total Beginning Balance Mental Health Services Act FY 2023-24 Through FY 25-26 Three-Year Mental Health Services Act Expenditure Plan Funding Summary 5/29/2025 MHSA Funding E-1 Appendix E: Funding Summaries May 30, 2025Date:County: Contra Costa FEDCBA Total Mental Health Expenditures 1991 RealignmentMedi-Cal FFPCSS Funding Behavioral Health Subaccount Other Funding FSP Programs 22,301,10222,301,1021. Children 3,582,2733,582,2732. Transition Age Youth 12,287,85312,287,8533. Adults 3,082,7023,082,7024. Assisted Outpatient Treatment 1,100,0391,100,0395. Recovery Center 2,408,4282,408,4286. Crisis Residential Center 21,907,59921,907,5997. MHSA Housing Services 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. Non-FSP Programs 4,397,8224,397,8221. Older Adult Mental Health Program 1,973,4761,973,4762. Children's Wraparound Support/EPSDT Support 1,916,1571,916,1573. Clinic Support 660,904660,9044. Forensic Team 918,923918,9235. Concord Health Center 165,692165,6926. Liaison Staffs 1,457,0301,457,0307. Quality Assurance 08. 09. 010. 011. 012. 013. 014. 015. 016. 017. CSS Administration 3,745,0003,745,000 CSS MHSA Housing Program Assigned Funds 0 Total CSS Program Estimated Expenditures 000081,905,00081,905,000 FSP Programs as Percent of Total 81.4% FY 2023-26 Through FY 2023-26 Three-Year Mental Health Services Act Expenditure Plan Community Services and Supports (CSS) Component Worksheet Fiscal Year 2023/24 E-2 Date: May 30, 2025County: Contra Costa FY 2023-26 Through FY 2023-26 Three-Year Mental Health Services Act Expenditure Plan Community Services and Supports (CSS) Component Worksheet FEDCBA Estimated Total Mental Health Expenditures Estimated CSS Funding Estimated Medi-Cal FFP Estimated 1991 Realignment Estimated Behavioral Health Subaccount Estimated Other Funding FSP Programs 3,136,5393,136,5391. Children 501,499501,4992. Transition Age Youth 7,305,5267,305,5263. Adults 3,346,9453,346,9454. Assisted Outpatient Treatment 2,755,8102,755,8105. Crisis Residential Center 29,240,70729,240,7076. MHSA Housing Services 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. Non-FSP Programs 4,809,1624,809,1621. Older Adult Mental Health Program 2,072,1502,072,1502. Children's Wraparound Support/EPSDT Support 1,322,6771,322,6773. Clinic Support 455,213455,2134. Forensic Team 964,869964,8695. Concord Health Center 173,976173,9766. Liaison Staff 1,468,0481,468,0487. Quality Assurance 8. 9. 10. 11. 12. 13. 14. 15. 16. CSS Administration 4,712,8794,712,879 CSS MHSA Housing Program Assigned Funds Total CSS Program Estimated Expenditures 00062,266,00062,266,000 FSP Programs as Percent of Total 74.3% Fiscal Year 2024/25 E-3 Date: May 30, 2025County: Contra Costa FY 2023-26 Through FY 2023-26 Three-Year Mental Health Services Act Expenditure Plan Community Services and Supports (CSS) Component Worksheet FEDCBA Estimated Total Mental Health Expenditures Estimated CSS Funding Estimated Medi-Cal FFP Estimated 1991 Realignment Estimated Behavioral Health Subaccount Estimated Other Funding FSP Programs 3,235,9663,235,9661. Children 525,374525,3742. Transition Age Youth 7,676,7257,676,7253. Adults 3,578,8823,578,8824. Assisted Outpatient Treatment 05. Crisis Residential Center 26,515,89726,515,8976. MHSA Housing Services 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. Non-FSP Programs 5,017,2635,017,2631. Older Adult Mental Health Program 2,175,7572,175,7572. Children's Wraparound Support/EPSDT Expansion 1,311,2861,311,2863. Clinic Support 477,973477,9734. Forensic Team 1,013,1131,013,1135. Concord Health Center 182,675182,6756. Liaison Staff 1,541,4501,541,4507. Quality Assurance 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. CSS Administration 4,938,6394,938,639 CSS MHSA Housing Program Assigned Funds Total CSS Program Estimated Expenditures 000058,191,00058,191,000 FSP Programs as Percent of Total 71.4% Fiscal Year 2025/26 E-4 May 30, 2025Date:County: Contra Costa FEDCBA Estimated Total Mental Health Expenditures Estimated PEI Funding Estimated Medi-Cal FFP Estimated 1991 Realignment Estimated Behavioral Health Subaccount Estimated Other Funding PEI Programs - Prevention 1.Outreach for Increasing Recognition of Early Signs of Mental Illness 1,688,224 1,688,224 2,210,5622,210,5622. Prevention 700,295700,2953. Access and Linkage to Treatment 4.Improving Timely Access to Mental Health Services for Underserved Population 1,899,393 1,899,393 326,577326,5775. Stigma and Discrimination Reduction 813,652813,6526. Suicide Prevention 7. 8. 9. 10. PEI Programs - Early Intervention 3,550,7893,550,78911. First Hope 12. 13. 14. 15. 16. 17. 18. 19. 20. PEI Administration 578,508578,508 PEI Assigned Funds 0 Total PEI Program Estimated Expenditures 000011,768,00011,768,000 FY 2023-26 Through FY 2023-26 Three-Year Mental Health Services Act Expenditure Plan Prevention and Early Intervention (PEI) Component Worksheet Fiscal Year 2023/24 E-5 Date: May 30, 2025County: Contra Costa FY 2023-26 Through FY 2023-26 Three-Year Mental Health Services Act Expenditure Plan Prevention and Early Intervention (PEI) Component Worksheet FEDCBA Estimated Total Mental Health Expenditures Estimated PEI Funding Estimated Medi-Cal FFP Estimated 1991 Realignment Estimated Behavioral Health Subaccount Estimated Other Funding PEI Programs - Prevention 1,471,3641,471,3641. Outreach for Increasing Recognition of Early Signs of Mental Illness 4,008,4754,008,4752. Prevention 1,567,4391,567,4393. Access and Linkage to Treatment 1,975,3691,975,3694. Improving Timely Access to Mental Health Services for Underserved Population 1,185,3411,185,3415. Stigma and Discrimination Reduction 434,375434,3756. Suicide Prevention 7. 8. 9. 10. PEI Programs - Early Intervention 3,893,3653,893,36511. First Hope 12. 13. 14. 15. 16. 17. 18. 19. 20. PEI Administration 607,272607,272 PEI Assigned Funds Total PEI Program Estimated Expenditures 000015,143,00015,143,000 Fiscal Year 2024/25 E-6 Date: May 30, 2025County: Contra Costa FY 2023-26 Through FY 2023-26 Three-Year Mental Health Services Act Expenditure Plan Prevention and Early Intervention (PEI) Component Worksheet FEDCBA Estimated Total Mental Health Expenditures Estimated PEI Funding Estimated Medi-Cal FFP Estimated 1991 Realignment Estimated Behavioral Health Subaccount Estimated Other Funding PEI Programs - Prevention 1,557,9861,557,9861. Outreach for Increasing Recognition of Early Signs of Mental Illness 4,440,3904,440,3902. Prevention 1,648,6381,648,6383. Access and Linkage to Treatment 2,094,2652,094,2654. Improving Timely Access to Mental Health Services for Underserved Population 1,240,7081,240,7085. Stigma and Discrimination Reduction 456,092456,0926. Suicide Prevention 7. 8. 9. 10. PEI Programs - Early Intervention 4,094,7194,094,71911. First Hope 12. 13. 14. 15. 16. 17. 18. 19. 20. PEI Administration 641,202641,202 PEI Assigned Funds Total PEI Program Estimated Expenditures 000016,174,00016,174,000 Fiscal Year 2025/26 E-7 May 30, 2025Date:County: Contra Costa FEDCBA Estimated Total Mental Health Expenditures Estimated INN Funding Estimated Medi-Cal FFP Estimated 1991 Realignment Estimated Behavioral Health Subaccount Estimated Other Funding INN Programs 658,412658,4121. ROAR Project 454,716454,7162. CBSST Project 1,907,7501,907,7503. Micro Grants 494,646494,6464. PADS 78,78278,7825. Contract Projects 6. 7. INN Administration 423,694423,694 Total INN Program Estimated Expenditures 00004,018,0004,018,000 FEDCBA Estimated Total Mental Health Expenditures Estimated INN Funding Estimated Medi-Cal FFP Estimated 1991 Realignment Estimated Behavioral Health Subaccount Estimated Other Funding INN Programs 01. ROAR Project 02. CBSST Project 2,003,1392,003,1393. Micro Grants 499,732499,7324. PADS 78,43878,4385. Contract Projects 6. 7. INN Administration 446,691446,691 Total INN Program Estimated Expenditures 00003,028,0003,028,000 FEDCBA Estimated Total Mental Health Expenditures Estimated INN Funding Estimated Medi-Cal FFP Estimated 1991 Realignment Estimated Behavioral Health Subaccount Estimated Other Funding INN Programs 01. ROAR Project 02. CBSST Project 2,500,0002,500,0003. Micro Grants 78,97478,9744. Contract Projects 500,000500,0005. PADS 984,000984,0006. Program Improvements for Valued Outpatient Treatment 7. INN Administration 469,026469,026 Total INN Program Estimated Expenditures 00004,532,0004,532,000 Fiscal Year 2025/26 FY 2023-26 Through FY 2023-26 Three-Year Mental Health Services Act Expenditure Plan Innovations (INN) Component Worksheet Fiscal Year 23/24 Fiscal Year 2024/25 E-8 May 30, 2025Date:County: Contra Costa FEDCBA Estimated Total Mental Health Expenditures Estimated WET Funding Estimated Medi- Cal FFP Estimated 1991 Realignment Estimated Behavioral Health Subaccount Estimated Other Funding WET Programs 1,069,9691,069,9691. Workforce Staffing Support 692,345692,3452. Training and Technical Support 545,336545,3363. Mental Health Career Pathway Program 737,350737,3504. Internship Programs 5. 6. WET Administration Total WET Program Estimated Expenditures 00003,045,0003,045,000 FEDCBA Estimated Total Mental Health Expenditures Estimated WET Funding Estimated Medi- Cal FFP Estimated 1991 Realignment Estimated Behavioral Health Subaccount Estimated Other Funding WET Programs 1,118,9911,118,9911. Workforce Staffing Support 694,659694,6592. Training and Technical Support 25,00025,0003. Mental Health Career Pathway Program 752,350752,3504. Internship Programs 5. 6. WET Administration Total WET Program Estimated Expenditures 00002,591,0002,591,000 FEDCBA Estimated Total Mental Health Expenditures Estimated WET Funding Estimated Medi- Cal FFP Estimated 1991 Realignment Estimated Behavioral Health Subaccount Estimated Other Funding WET Programs 1,181,9441,181,9441. Workforce Staffing Support 1,247,0561,247,0562. Training and Technical Support 25,00025,0003. Mental Health Career Pathway Program 650,000650,0004. Internship Programs 5. 6. WET Administration Total WET Program Estimated Expenditures 00003,104,0003,104,000 Fiscal Year 2025/26 FY 2023-26 Through FY 2023-26 Three-Year Mental Health Services Act Expenditure Plan Workforce Education and Training (WET) Component Worksheet Fiscal Year 23/24 Fiscal Year 2024/25 E-9 County:Contra Costa Date:May 30, 2025 A B C D E F Estimated Total Mental Health Expenditures Estimated CFTN Funding Estimated Medi-Cal FFP Estimated 1991 Realignment Estimated Behavioral Health Subaccount Estimated Other Funding CFTN Programs - Capital Facilities Projects 5,000,0005,000,0001. Capital Facilities Projects 2. 3. 4. 5. 6. 7. 8. 9. 10. CFTN Programs - Technological Needs Projects 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. CFTN Administration Total CFTN Program Estimated Expenditures 00005,000,0005,000,000 A B C D E F Estimated Total Mental Health Expenditures Estimated CFTN Funding Estimated Medi-Cal FFP Estimated 1991 Realignment Estimated Behavioral Health Subaccount Estimated Other Funding CFTN Programs - Capital Facilities Projects 2,500,0002,500,0001. Capital Facilities Projects 2. 3. 4. 5. 6. 7. 8. 9. 10. CFTN Programs - Technological Needs Projects 011. 12. 13. 14. 15. 16. 17. 18. 19. 20. CFTN Administration Total CFTN Program Estimated Expenditures 00002,500,0002,500,000 A B C D E F Estimated Total Mental Health Expenditures Estimated CFTN Funding Estimated Medi-Cal FFP Estimated 1991 Realignment Estimated Behavioral Health Subaccount Estimated Other Funding CFTN Programs - Capital Facilities Projects 2,500,0002,500,0001. Capital Facilities Projects 2. 3. 4. 5. 6. 7. 8. 9. 10. CFTN Programs - Technological Needs Projects 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. CFTN Administration Total CFTN Program Estimated Expenditures 00002,500,0002,500,000 Fiscal Year 2025/26 FY 2023-26 Through FY 2023-26 Three-Year Mental Health Services Act Expenditure Plan Capital Facilities/Technological Needs (CFTN) Component Worksheet Fiscal Year 2023/24 Fiscal Year 2024/25 E-10 2023-2024 PEI ANNUAL UPDATE MENTAL HEALTH SERVICES ACT F-2 Table of Contents Executive Summary .................................................................................................................................................... 3 PEI Aggregate Data ..................................................................................................................................................... 7 PEI Programs by Category......................................................................................................................................... 11 Attachment A – Program Profiles ........................................................................................................................... A-1 Attachment B – Annual Reports ............................................................................................................................. B-1 F-3 EXECUTIVE SUMMARY Prevention and Early Intervention (PEI) is the component of the Three -Year Plan that refers to services designed to prevent mental illnesses from becoming severe and disabling. This means providing outreach and engagement to increase recognition of early signs of mental illness and intervening early in the onset of a mental illness. First approved in 2009, with an initial State appropriation of $5.5 million, Contra Costa’s Prevention and Early Intervention budget has grown incrementally to over $11 million in commitments to programs and services. The construction and direction of how and where to provide funding for this component began with an extensive and comprehensive community program planning process that was like that conducted in 2005-2006 for the Community Services and Support component. Underserved and at-risk populations were researched, stakeholders actively participated in identifying and prioritizing mental health needs, and strategies were developed to meet these needs. Plan and Service Requirements: The PEI Community Planning Process requires local stakeholders to recognize the following parameters for this funding stream: • All ages must be served and at least 51% of the funds must serve children and youth ages 0-25 years. • Disparities in access to services for underserved ethnic communities must be addressed. • All regions of the county must have access to services. • Early intervention should be low-intensity and short duration. • Early intervention may be higher in intensity and longer in duration for individuals experiencing first onset of psychosis associated with serious mental illness. • Individuals at risk of or indicating early signs of mental illness or emotional disturbance and links them to treatment and other resources. PEI Strategies: PEI Priorities: • Prevention • Early intervention • Outreach • Stigma and discrimination reduction • Access and linkage to treatment • Improving timely access to treatment • Suicide prevention • Childhood trauma • Early psychosis • Youth outreach and engagement • Culture and language • Older Adults • Early identification The figure on the next page represents both the PEI strategies documented in the California Code of Regulations (CCR) and the priorities enshrined through SB 1004 that all counties must adhere to. F-4 Prevention and Early Intervention STRATEGIES and PRIORITIES F-5 PEI Strategies & Priorities Crosswalk Prevention Early Intervention Outreach Stigma & Discrimination Reduction Access and Linkage to Treatment Improving Timely Access Suicide Prevention Childhood Trauma BBK COPE First Five We Care CAPC Early Psychosis & Mood Disorders First Hope JMP RCC CCCC Youth Outreach and Engagement BBK Vicente PWC Putnam RYSE COPE First Five Hope Solutions We Care OPFE JMP STAND! Juvenile Justice CHD RCC CCCC Culture & Language AFRC JFCS NAHC Latina Center CHD CAPC La Clinica LFCD RCC CCCC Older Adults Putnam AFRC Hope Solutions JFCS NAHC OPFE CHD La Clinica Lifelong LFCD RCC CCCC Early Identification BBK Hope Solutions Latina Center COPE We Care CAPC All programs contained in the PEI component help create access and linkage to mental health treatment, with an emphasis on utilizing non-stigmatizing and non-discriminatory strategies, as well as outreach and engagement to those populations who have been identified as traditionally underserved. Outcome Indicators. PEI regulations (established October 2015) have data reporting requirements that programs started tracking in FY 2016-2017. In FYs 23-24, 35,675 consumers of all ages were served per year by PEI programs in Contra Costa County. This report includes updates from each program and is organized by PEI program category. The information gathered enables CCH to report on the following outcome indicators: • Outreach to Underserved Populations. Demographic data, such as age group, race/ethnicity, primary language, and sexual orientation, enable an assessment of the impact of outreach and engagement efforts over time. • Linkage to Mental Health Care. Number of people connected to care, and average duration of reported untreated mental illness enable an assessment over time of impact of programs on connecting people to mental health care. F-6 EVALUATION COMPONENT Contra Costa Behavioral Health Services is committed to evaluating the effective use of funds provided by the Mental Health Services Act. Toward this end, a comprehensive program and fiscal review process has been implemented to: a) improve the services and supports provided; b) more efficiently support the County’s MHSA Three Year Program and Expenditure Plan; c) ensure compliance with stature, regulations, and policies. Each of the MHSA funded contract and county operated programs undergoes a triennial program and fiscal review. This entails interviews and surveys of individuals both delivering and receiving the services, review of data, case files, program and financial records, and performance history. Key areas of inquiry include: • Delivering services according to the values of MHSA • Serving those who need the service • Providing services for which funding was allocated • Meeting the needs of the community and/or population • Serving the number of individuals that have been agreed upon • Achieving outcomes that have been agreed upon • Assuring quality of care • Protecting confidential information • Providing sufficient and appropriate staff for the program • Having sufficient resources to deliver the services • Following generally accepted accounting principles • Maintaining documentation that supports agreed upon expenditures • Charging reasonable administrative costs • Maintaining required insurance policies • Communicating effectively with community partners Each program receives a written report that addresses the above areas. Promising practices, opportunities for improvement, and/or areas of concern are noted for sharing or follow-up activity, as appropriate. The emphasis is to establish a culture of continuous improvement of service delivery, and quality feedback for future planning efforts. Completed reports are made available to members of the Mental Health Services Act Advisory Council (MHSA AC) and distributed at the monthly stakeholder meeting, or to the public upon request. During FY 23-24, the completed PEI Program and Fiscal Review report completed for the program Vicente MDUSD was distributed at the following MHSA AC meeting: April 4, 2024. F-7 PEI AGGREGATE DATA FY 21 -22 Contra Costa is a geographically and culturally diverse county with approximately 1.1 million residents. One of nine counties in the Greater San Francisco Bay Area, we are located in the East Bay region. According to the United States Census Bureau and the 2020 Decennial Census results, it’s estimated that 7.2% of people in Contra Costa County are living in poverty, down from an estimated 9% in 2018. Children, adolescents & young adults (ages 0-25) continue to make up approximately 30% of the population and roughly 25% of residents are foreign born. The most common languages spoken after English include: Spanish, Chinese languages, and Tagalog. MHSA funded Prevention and Early Intervention (PEI) programs in Contra Costa County served over 103,000 individuals per year during the previous three-year period, FYs 21-24. For a complete listing of PEI programs, please see Appendix A. PEI Providers gather quarterly for a Roundtable Meeting facilitated by MHSA staff and are actively involved in MHSA stakeholder groups including Mental Health Services Act Advisory Council (MHSA AC) and various sub-committees. In addition, PEI programs engage in the Community Program Planning Process (CPPP) by participating in three annual community forums located in various regions of the county. The below tables outline PEI Aggregate Data collected during the during the previous three-year period, FYs 21-24. Please note that the below figures are not a full reflection of the demographics served, as data collection continues to be impacted by changes in collection processes because of the COVID-19 pandemic. A notable amount of data was not captured from participants for two primary reasons: a significant number of participants declined to respond to demographic information, and, due to COVID-19, conducting surveys and self-reporting on behalf of clients served by PEI programs decreased. Additionally, different interpretations of the requested information by the respondents created challenges. 40.8% 26.8% 19.3% 9.5% 5.8% 1.1%0.6% CONTRA COSTA RACIAL / ETHNIC POPULATIONS: 2020 Caucasian / White Latino / Hispanic Asian African American / Black Multi-Ethnic American Indian/ Alaskan Native Native Hawaiian / Pacific Islander F-8 Total Served: FY 21-22: 30,442; FYs 22-23: 37,336; FYs 23-24: 35,675 TABLE 1. AGE GROUP FY 20-21 # SERVED FY 21-22 # SERVED FY 22-23 # SERVED FY 23-24 # SERVED Child (0-15) 831 1,211 1,880 1,876 Transition Age Youth (16-25) 2,944 2,376 3,329 3,042 Adult (26-59) 7,204 10,029 12,458 11,450 Older Adult (60+) 3,185 5,029 5,260 6,205 Decline to State / Data Not Captured 14,941 11,798 14,409 13,102 TABLE 2. PRIMARY LANGUAGE FY 20-21 # SERVED FY 21-22 # SERVED FY 22-23 # SERVED FY 23-24 # SERVED English 22,766 24,169 29,352 27,532 Spanish 1,522 2,060 2,367 2,1117 Other 891 1,392 1,194 1,846 Decline to State / Data Not Captured 3,926 2,852 4,422 4,180 TABLE 3. RACE FY 20-21 # SERVED FY 21-22 # SERVED FY 22-23 # SERVED FY 23-24 # SERVED More than one Race 318 488 1,210 916 American Indian/Alaska Native 136 162 91 61 Asian 1,512 2,134 2,700 2,574 Black or African American 2,251 4,040 4,027 3,515 White or Caucasian 8,270 8,737 10,881 11,305 Hispanic or Latino/a 2,812 3,510 4,653 3,197 Native Hawaiian or Other Pacific Islander 55 192 139 155 Other 142 508 277 547 Decline to State / Data Not Captured 13,842 10,709 13,476 13,303 TABLE 4. ETHNICITY (IF NON-HISPANIC OR LATINO/A) FY 20-21 # SERVED FY 21-22 # SERVED FY 22-23 # SERVED FY 23-24 # SERVED African 309 231 88 307 Asian Indian/South Asian 754 794 23 27 Cambodian 2 1 1 0 Chinese 37 51 46 62 Eastern European 27 9 5 176 European 128 142 2 29 Filipino 30 39 24 25 Japanese 5 2 3 2 Korean 6 1 6 7 Middle Eastern 14 478 216 32 Vietnamese 185 217 228 534 More than one Ethnicity 109 78 116 101 Other 110 368 945 1,090 Decline to State / Data Not Captured 26,650 27,395 34,884 32,175 F-9 TABLE 5. ETHNICITY (IF HISPANIC OR LATINO/A) FY 20-21 # SERVED FY 21-22 # SERVED FY 22-23 # SERVED FY 23-24 # SERVED Caribbean 3 3 9 4 Central American 100 174 252 259 Mexican/Mexican American / Chicano 713 694 384 459 Puerto Rican 14 12 13 5 South American 23 17 3 19 Other 95 326 269 362 TABLE 6. SEXUAL ORIENTATION FY 20-21 # SERVED FY 21-22 # SERVED FY 22-23 # SERVED FY 23-24 # SERVED Heterosexual or Straight 16,400 20,926 3,842 4,396 Gay or Lesbian 198 214 240 224 Bisexual 132 141 189 198 Queer 21 71 57 63 Questioning or Unsure of Sexual Orientation 52 36 72 84 Another Sexual Orientation 111 68 105 81 Decline to State / Data Not Captured 12,193 8,990 32,842 30,629 TABLE 7. GENDER ASSIGNED AT BIRTH FY 20-21 # SERVED FY 21-22 # SERVED FY 22-23 # SERVED FY 23-24 # SERVED Male 7,031 7,930 9,443 8,886 Female 10,822 14,682 16,526 14,858 Decline to State / Data Not Captured 11,252 7,830 11,367 11,931 TABLE 8. CURRENT GENDER IDENTITY FY 20-21 # SERVED FY 21-22 # SERVED FY 22-23 # SERVED FY 23-24 # SERVED Man 6,846 8,008 9,248 8,946 Woman 10,696 14,319 15,742 14,598 Transgender 91 96 154 142 Genderqueer 14 24 200 126 Questioning or Unsure of Gender Identity 15 10 29 36 Another Gender Identity 68 58 73 32 Decline to State / Data Not Captured 11,377 7,927 11,890 11,795 TABLE 9. ACTIVE MILITARY STATUS FY 20-21 # SERVED FY 21-22 # SERVED FY 22-23 # SERVED FY 23-24 # SERVED Yes 81 105 1 6 No 2,894 2,983 1,141 3,152 Decline to State / Data Not Captured 27,471 27,354 34,745 32,517 TABLE 10. VETERAN STATUS FY 20-21 # SERVED FY 21-22 # SERVED FY 22-23 # SERVED FY 23-24 # SERVED Yes 178 124 34 145 No 3,173 3,863 3,615 5,706 Decline to State / Data Not Captured 25,756 26,455 33,324 29,824 F-10 TABLE 11. DISABILITY STATUS FY 20-21 # SERVED FY 21-22 # SERVED FY 22-23 # SERVED FY 23-24 # SERVED Yes 965 557 1,172 1,062 No 1,410 1,588 1,939 2,069 Decline to State / Data Not Captured 26,730 28,297 34,225 32,544 TABLE 12. DESCRIPTION OF DISABILITY STATUS FY 20-21 # SERVED FY 21-22 # SERVED FY 22-23 # SERVED FY 23-24 # SERVED Difficulty Seeing 101 65 113 140 Difficulty Hearing or Have Speech Understood 66 46 75 40 Physical/Mobility 252 228 336 330 Chronic Health Condition 225 297 293 406 Other 62 575 382 152 Decline to State / Data Not Captured 28,399 6,737 32,924 34,512 TABLE 13. COGNITIVE DISABILITY FY 20-21 # SERVED FY 21-22 # SERVED FY 22-23 # SERVED FY 23-24 # SERVED Yes 115 141 203 181 No 1,983 2,461 2,067 2,212 Decline to State / Data Not Captured 27,007 27,840 34,916 33,282 TABLE 14. REFERRALS TO SERVICES FY 20-21 # SERVED FY 21-22 # SERVED FY 22-23 # SERVED FY 23-24 # SERVED Clients Referred to Mental Health Services 964 1,141 1,028 1,251 Clients who Participated/ Engaged at Least Once in Referred Service 794 1,093 789 1,081 TABLE 15. EXTERNAL MENTAL HEALTH REFERRALS FY 20-21 # SERVED FY 21-22 # SERVED FY 22-23 # SERVED FY 23-24 # SERVED Clients Referred to Mental Health Services 20,397 22,675 27,550 25,926 Clients who Participated/ Engaged at Least Once in Referred Service 214 544 349 256 TABLE 16. AVERAGE DURATION WITHOUT MENTAL HEALTH SERVICES FY 20-21 # SERVED FY 21-22 # SERVED FY 22-23 # SERVED FY 23-24 # SERVED Average Duration for all Clients of Untreated Mental Health Issues (In weeks) 67.5 51.6 153.45 47.05 TABLE 17. AVERAGE LENGTH OF TIME UNTIL MENTAL HEALTH SERVICES FY 20-21 # SERVED FY 21-22 # SERVED FY 22-23 # SERVED FY 23-24 # SERVED Average Length for all Clients between Mental Health Referral and Services (In weeks) 5 4.8 8.25 16 F-11 PEI PROGRAMS BY C ATEGORY PEI programs are listed within the seven strategy categories delineated in the PEI regulations. OUTREACH FOR INCREASING RECOGNITION OF EARLY SIGNS OF MENTAL ILLNESS Programs in this category provide outreach to individuals with signs and symptoms of mental illness so they can recognize and respond to their own symptoms. Outreach is engaging, educating, and learning from potential primary responders. Primary responders include, but are not limited to, families, employers, law enforcement, school, community service providers, primary health care, social services, and faith-based organizations. Seven programs are included in this category: 1) Asian Family Resource Center (Fiscal sponsor Contra Costa ARC) provides culturally sensitive education and access to mental health services for immigrant Asian communities, especially the Southeast Asian and Chinese population of Contra Costa County. Staff provide outreach, medication compliance education, community integration skills, and mental health system navigation. Early intervention services are provided to those exhibiting symptoms of mental illness, and participants are assisted in actively managi ng their own recovery process. 2) The Counseling Options Parenting Education (COPE) Family Support Center utilizes the evidence-based practices of the Positive Parenting Program (Triple P) to help parents develop effective skills to address common child and youth behavioral issues that can lead to serious emotional disturbances. Targeting families residing in underserved communities this program delivers in English and Spanish several seminars, training classes and groups throughout the year. 3) First Five of Contra Costa, in partnership with the COPE Family Support Center, takes the lead in training families who have children up to the age of five. First Five also partners with the COPE Family Support Center to provide training in the Positive Parenting Program method to mental health practitioners who serve this at-risk population. 4) Hope Solutions (formerly Contra Costa Interfaith Housing) provides on-site services to formerly homeless families, all with special needs, at the Garden Park Apartments in Pleasant Hill, the Bella Monte Apartments in Bay Point, Los Medanos Village in Pittsburg, and supportive housing sites throughout the County. Services include coordination and assistance with accessing needed community resources, pre-school, and afterschool programs, such as teen and family support groups, assistance with school preparation, and homework clubs. These services are designed to prevent serious mental illness by addressing domestic violence, substance addiction and inadequate life and parenting skills. 5) Jewish Family Community Services of the East Bay (JFCS) provides culturally grounded, community-directed mental health education and navigation services to refugees and immigrants of all ages in the Latino, Afghan, Bosnian, Iranian and Russian communities of Central and East County. Outreach and engagement ser vices are provided in the context of group settings and community cultural events that utilize a variety of non-office settings convenient to individuals and families. 6) The Native American Health Center (NAHC) provides a variety of culturally specific methods of outreach and engagement to educate Native Americans throughout the County regarding mental illness, identify those at risk for developing a serious mental illness, and help them access and navigate the human service systems in the County. Methods include an elder support group, a youth wellness group, a traditional arts group, talking circles, Positive Indian Parenting sessions, and Gatherings of Native Americans. Please note, NAHC’s contract was not renewed for FY 23-24 due to changes in the organization and their closing of their Contra Costa County location. F-12 7) The Latina Center serves Latino parents and caregivers in West Contra Costa County by providing culturally and linguistically specific twelve-week parent education classes to high-risk families utilizing the evidence-based curriculum of Systematic Training for Effective Parenting (STEP). In addition, the Latina Center trains parents with lived experience to both conduct parenting education classes and to become Parent Partners who can offer mentoring, emotional support, and assistance in navigating social service and mental health systems. 8) We Care Services for Children (in collaboration with The Early Childhood Prevention and Intervention Coalition - ECPIC) was awarded the Early Childhood Mental Health 0-5 Outreach RFP. We Care Services for Children supports families and children from birth to six years old with a wide range of early childhood education and mental health programs. Through targeted, compassionate, and effective early intervention services, We Care helps young children and their families reach their full potential, regardless of their abilities or circumstances. The collaborative program awarded the RFP, called The Everyday Moments/Los Momentos Cotidianos, provides programming for families with children ages 0-5 and includes three components: 1) Family Engagement and Outreach; 2) Early Childhood Mental Health Home-Based Support; and 3) Parent Education and Empowerment. The allocation for the Outreach for Increasing Recognition of Early Signs of Mental Illness category is summarized below: Program Region Served Number to be Served Yearly MHSA Funds Allocated for FY 25-26 Asian Family Resource Center Countywide 50 $181,217 COPE Countywide 210 $305,111 First Five Countywide (Numbers included in COPE) $99,523 Hope Solutions Central and East County 200 $464,438 Jewish Family Community Services Central and East County 350 $210,226 The Latina Center West County 300 $151,253 We Care Services for Children (0-5 Children Outreach RFP) Countywide 99 families $146,218 TOTAL ........................ 1,359+ .............................. $1 ,5 57 ,986 F-13 PREVENTION Programs in this category provide activities intended to reduce risk factors for developing a potentially serious mental illness, and to increase protective factors. Risk factors may include, but are not limited to, poverty, ongoing stress, trauma, racism, social inequality, substance abuse, domestic violence, previous mental illness, prolonged isolation, and may include relapse prevention for those in recovery from a serious mental illness. Five programs are included in this category: 1) Fierce Advocates located in the Iron Triangle of Richmond, train family partners from the community with lived mental health experience to reach out and engage at -risk families in activities that address family mental health challenges. Individual and group wellness activities assist participants make and implement plans of action, access community services, and integrate them into higher levels of mental health treatment as needed. 2) Vicente Alternative High School in the Martinez Unified School District provides career academies for at -risk youth that include individualized learning plans, learning projects, internships, and mental health education and counseling support. Students, school staff, parents and communi ty partners work together on projects designed to develop leadership skills, a healthy lifestyle and pursuit of career goals. 3) People Who Care is an afterschool program serving the communities of Pittsburg and Bay Point that is designed to accept referrals of at-risk youth from schools, juvenile justice systems and behavioral health treatment programs. Various vocational projects are conducted b oth on and off the program’s premises, with selected participants receiving stipends to encourage leadership development. A clinical specialist provides emotional, social, and behavioral treatment through individual and group therapy. 4) Mental Health Connections provides peer-based programming for adults throughout Contra Costa County who are in recovery from a serious mental illness. Following the internationally recognized clubhouse model this structured, work focused programming helps individuals develop support networks, career development skills, and the self-confidence needed to sustain stable, productive, and more independent lives. Features of the program provide respite support to family members, peer-to-peer outreach, and special programming for transition age youth and young adults. 5) Peer Connections Centers (PCCs) are community-based peer-supported wellness communities that offer programming to reduce social isolation, enhance recovery, and promote independent living for adults facing behavioral health challenges. The Centers provide a welcoming and inclusive space where members develop social, vocational, and wellness skills in a peer-supported environment. Services are provided across three locations in Contra Costa County: San Pablo, Concord, and Antioch. 6) The RYSE Center provides a constellation of age-appropriate activities that enable at-risk youth in Richmond to effectively cope with the continuous presence of violence and trauma in the community and at home. These trauma informed programs and services include drop-in, recreational and structured activities across areas of health and wellness, media, arts and culture, education and career, technology, and developing youth leadership and organizing capacity. The RYSE Center facilitates several city and system -wide training and technical assistance events to educate the community on mental health interventions that can prevent serious mental illness as a result of trauma and violence. F-14 The allocation for the Prevention category is summarized below: Program Region Served Number to be Served Yearly MHSA Funds Allocated for FY 25-26 Fierce Advocates West County 400 $270,609 Vicente Central County 80 $223,811 People Who Care East County 200 $425,379 Mental Health Connections Countywide 300 $932,305 Peer Connection Centers Countywide 300 $1,982,229 RYSE West County 2,000 $606,057 TOTAL ...................... 2,980 ................................. $4 ,440 ,390 F-15 EARLY INTERVENTION Early intervention provides mental health treatment for persons with a serious emotional disturbance or mental illness early in its emergence. One program is included in this category: 1) The County operated First Hope Program serves youth who show early signs of psychosis or have recently experienced a first psychotic episode. Referrals are accepted from all parts of the County, and through a comprehensive assessment process young people, ages 12-25, and their families are helped to determine whether First Hope is the best treatment to address the psychotic illness and associated disability. A multi - disciplinary team provides intensive care to the individual and their family, and consists of psychiatrists, mental health clinicians, occupational therapists, and employment/education specialists. These services are based on the Portland Identification and Early Referral (PIER) Model, and consists of multi -family group therapy, psychiatric care, family psychoeducation, education and employment support, and occu pational therapy. The allocation for the Early Intervention category is summarized below: Program Region Served Number to be Served Yearly MHSA Funds Allocated for FY 25-26 First Hope Countywide 200 $4,094,719 TOTAL 200 ................................ $4 ,094,719 F-16 ACCESS AND LINKAGE TO TREATMENT Programs in this category have a primary focus on screening, assessment, and connecting children and adults as early as practicable to necessary mental health care and treatment. Three programs are included in this category: 1) The James Morehouse Project (fiscal sponsor Bay Area Community Resources -BACR) at El Cerrito High School, a student health center that partners with community-based organizations, government agencies and local universities, provides a range of youth development groups designed to increase access to mental health services for at-risk high school students. These on-campus groups address mindfulness (anger/stress management), violence and bereavement, environmental and societal factors leading to substance abuse, peer conflict mediation and immigration/acculturation. 2) STAND! Against Domestic Violence utilizes established curricula to assist youth successfully address the debilitating effects of violence occurring both at home and in teen relationships. Fifteen -week support groups are held for teens throughout the County, and teachers and other school personnel are assisted with education and awareness with which to identify and address unhealthy relationships amongst teens that lead to serious mental health issues. 3) Experiencing the Juvenile Justice System. Within the County operated Children’s Services five mental health clinicians support families who are experiencing the juvenile justice system due to their adolescent children’s involvement with the law. Three clinicians are out stationed at juvenile probation offices. The clinicians provide direct short-term therapy and coordinate appropriate linkages to services and supports as youth transition back into their communities. 4) Transitions Team Expansion. Transitions is a County-operated program that provides linkage to care for adults who are living with a behavioral health condition, at risk of homelessness and not connected to routine care or services. Clients are typically referred to the program following hospital or PES discharge. Intensive out-patient services are provided by a multi-disciplinary team. New positions have been added to support the following: a. Library Initiative – a mental health clinician and community support worker (peer) work as a team to support countywide libraries that have been identified as having a high number of patrons who are at risk due homelessness and behavioral health issues. The team offers support to library staff and provides identified patrons with community resources and referrals to housing programs, health and behavioral health services. Warm hand-offs are provided as well as follow up to encourage engagement in care. b. Street Psychiatry – a multidisciplinary team (including nurse practitioner, substance use counselor, peer support worker and mental health clinician) provides outreach and support to unhoused people, including those living in encampments. Services include linkages to psychiatric care, medication management, care management, health services and housing resources for those who are not linked to care and not able to come to a clinic. Services are provided in the field. The team collaborates with community partners including Healthcare for the Homeless, to provide warm hand-offs and follow up to encourage on-going engagement in care. The allocation for the Access and Linkage to Treatment category is summarized below: Program Region Served Number to be Served Yearly MHSA Funds Allocated for FY 25-26 James Morehouse Project West County 300 $127,698 STAND! Against Domestic Violence Countywide 750 $166,430 Experiencing Juvenile Justice Countywide 300 $477,973 Transition Team Expansion Countywide 800 $876,537 TOTAL 1,350 $1,648 ,638 F-17 IMPROVING TIMELY ACCESS TO MENTAL HEALTH SERVICES FOR UNDERSERVED POPULATIONS Programs in this category provide mental health services as early as possible for individuals and their families from an underserved population. Underserved means not having access due to challenges in the identification of mental health needs, limited language access, or lack of culturally appropriate mental healt h services. Programs in this category feature cultural and language appropriate services in convenient, accessible settings. Six programs are included in this category: 1) The Center for Human Development fields two programs under this category. The first is an African American wellness group that serves the Bay Point community in East Contra Costa County. Services consist of culturally appropriate education on mental health issues through support groups and workshops. Participants at risk for developing a serious mental illness receive assistance with referral and access to County mental health services. The second program provides mental health education and supports for LGBTQ youth and their supports in East County to work toward more inclusion and acceptance within schools and in the community. 2) The Child Abuse Prevention Council of Contra Costa provides a 23-week curriculum designed to build new parenting skills and alter old behavioral patterns and is intended to strengthen families and support the healthy development of their children. The program is designed to meet the needs of Spanish speaking families in East and Central Counties. 3) La Clínica de la Raza reaches out to at-risk LatinX in Central and East County to provide behavioral health assessments and culturally appropriate early intervention services to address symptoms of mental illness brought about by trauma, domestic violence, and substance abuse. Clinical staff also provide psycho- educational groups that address the stress factors that lead to serious mental illness. 4) Lao Family Community Development provides a comprehensive and culturally sensitive integrated system of care for Asian and Southeast Asian adults and families in West Contra Costa County. Staff provide comprehensive case management services, to include home visits, counseling, parenting classes, and assistance accessing employment, financial management, housing, and other service both within and outside the agency. 5) Lifelong Medical Care provides isolated older adults in West County opportunities for social engagement and access to mental health and social services. A variety of group and one -on-one approaches are employed in three housing developments to engage frail, older adults in social activities, provide screening for depressio n and other mental and medical health issues, and linking them to appropriate services. 6) Rainbow Community Center provides a community based social support program designed to decrease isolation, depression and suicidal ideation among members who identify as lesbian, gay, bisexual, transgender, or who question their sexual identity. Key activities include reaching out to the community to engage those individuals who are at risk, providing mental health support groups that address isolation and stigma and promote wellness and resiliency, and providing clinical mental health treatment and interve ntion for those individuals who are identified as seriously mentally ill. F-18 The allocation for the Improving Timely Access to Mental Health Services for Underserved Populations category is summarized below: Program Region Served Number to be Served Yearly MHSA Funds Allocated for FY 25-26 Child Abuse Prevention Council Central and East County 120 $212,041 Center for Human Development East County 230 $194,756 La Clínica de la Raza Central and East County 3,750 $348,170 Lao Family Community Development West County 120 $236,303 Lifelong Medical Care West County 115 $162,303 Rainbow Community Center Countywide 1,125 $940,692 TOTAL ............................. 5,460 ........................... $2 ,0 9 4,265 F-19 STIGMA AND DISCRIMINATION REDUCTION Activities in this category are designed to 1) reduce negative feelings, attitudes, beliefs, perceptions, stereotypes and/or discrimination related to having a mental illness, 2) increase acceptance, dignity, inclusion, and equity for individuals with mental illness and their families, and 3) advocate for services that are culturally congruent with the values of the population for whom changes, attitudes, knowledge and behavior are intended. The County operated Office for Peer and Family Empowerment (OPFE) provides leadership and staff support to several initiatives designed to reduce stigma and discrimination, develop leadership and advocacy skills among consumers of behavioral health services, support the role of peers as providers, and encourage consumers to actively participate in the planning and evaluation of MHSA funded services. Staff from the OPFE support the following activities designed to educate the community to raise awareness of the stigma that can accompany mental illness. 1) The OPFE facilitates Wellness Recovery Action Plan (WRAP) groups by providing certified leaders and conducting classes throughout the County. Staff employ the evidence -based WRAP system in enhancing the efforts of consumers to promote and advocate for their own wellness. 2) The Committee for Social Inclusion is an ongoing alliance of committee members that work together to promote social inclusion of persons who receive behavioral health services. The Committee is project based, and projects are designed to increase participation of consumers and family members in the planning, implementation, and delivery of services. Current efforts are supporting the integration of mental health and alcohol and other er drug services within the Behavioral Health Services Division. In addition, OPFE staff assist and support consumers and family members in participating in the various planning committees and sub - committees, Mental Health Commission meetings, community forums, and other opportunities to participate in planning processes. 3) The Overcoming Transportation Barrier (OTB) Flex Fund provides funding to cover a one-time cost specific to transportation needs and help provide support to clients who need to get to their appointments. Some examples of what these funds cover include: the cost of a new tire, or a loaded Clipper card to prov ide fare to and from appointments or groups. This programming is a continuation of a former Innovation Project that sunset in September 2021. 4) The OPFE supports SB803 Implementation in Contra Costa County which enables Contra Costa, along with all California counties, to expand the behavioral health workforce by allowing certification of Peer Support Specialists. This bill makes it easier for people with lived mental health experiences to be trained and hired while providing supportive services to others in the behavioral health system. 5) Through the Take Action for Mental Health and Know the Signs initiatives California Mental Health Services Authority (CalMHSA) provides technical assistance to encourage the County’s integration of available statewide resources on stigma and discrimination reduction and suicide prevention. CCH contracts with CalMHSA to link county level stigma and discrimination reduction efforts with statewide social marketing programs. This linkage expands the County’s capacity via language specific materials, social media, and subject matter consultation with regional and state experts to reach diverse underserved communities. The allocation for the Stigma and Discrimination Reduction category is below: Program County/Contract Region Served MHSA Funds Allocated for FY 25-26 OPFE County Operated Countywide $847,708 CalMHSA MOU Countywide $78,000 TOTA L ............. $925,708 F-20 SUICIDE PREVENTION There are three plan elements that support the County’s efforts to reduce the number of suicides in Contra Costa County: 1) augmenting the Contra Costa Crisis Center, and 2) supporting a suicide prevention committee. Additional funds are allocated to dedicate staff trained in suicide prevention to provide countywide trainings, education, and consultation for a host of entities such as schools, social service providers, criminal justice and first responder community-based organizations to know the signs of persons at risk of suicide, assess lethality and respond appropriately. 1) The Contra Costa Crisis Center provides services to prevent suicides by operating a certified 24-hour suicide prevention hotline. The hotline connects with people when they are most vulnerable and at risk for suicide, enhances safety, and builds a bridge to community resources. Staff conduct a lethality assessment on each call, provide support and intervention for the person in crisis, and make follow-up calls (with the caller’s consent) to persons who are at medium to high risk of suicide. MHSA funds enable additional paid and voluntee r staff capacity, most particularly in the hotline’s trained multi -lingual, multi-cultural response. 2) The Contra Costa Crisis Center also operates a PES Follow Up Program, designed to target patients with suicidal ideation/recent attempts who are being released from PES. The program aims to increase linkages and reduce service gaps by offering immediate 24/7 support from counselors who are specially trained in providing c risis and suicide intervention and assessment. The Crisis Center is accredited by the American Associate of Suicidology (AAS) and provides local response for the National Suicide Prevention Lifeline (NSPL) as well as the 211 Information and Referral hotline. 3) A multi-disciplinary, multi-agency Suicide Prevention Coalition has been established, and has published a draft countywide Suicide Prevention Strategic Plan located here. A final draft of the plan has been postponed due to the passing of Prop 1 and all Suicide Prevention activities being moved to the state level. In preparation for this transition of the Coalition will be moving to quarterly meetings in the 2025 calendar year. The allocation for the Suicide Prevention category is summarized below : Plan Element Region Served Number to be Served Yearly MHSA Funds Allocated for FY 25-26 Contra Costa Crisis Center Countywide 25,000 $456,092 County Supported Countywide N/A Included in PEI administrative cost TOTAL ..................... 25,0 0 0 ................................. $456 ,092 F-21 PEI ADMINISTRATIVE SUPPORT Staff time has been allocated by the County to provide administrative support and evaluation of programs and plan elements that are funded by MHSA. The allocation for PEI Administration is summarized below: Plan Element Region Served Yearly Funds Allocated Administrative and Evaluation Support Countywide $641,202 TOTAL ........................................ $641,202 PREVENTION AND EARLY INTERVENTION (PEI) SUMMARY FOR FY 202 5 -2 6 Outreach for Increasing Recognition of Early Signs of Mental Illness $1,557,986 Prevention $4,440,390 Early Intervention $4,094,719 Access and Linkage to Treatment $1,648,638 Improving Timely Access to Mental Health Services for Underserved Populations $2,094,265 Stigma and Discrimination Reduction $1,240,708 Suicide Prevention $456,092 Administrative, Evaluation Support, Transition Positions $641,202 Total ........................................ $16,174,000 A-1 A TTACHME NT A - PROGRAM PROFILES Asian Family Resource Center (AFRC) ..................................................................................................... A-2 Center for Human Development (CHD) .................................................................................................. A-4 Child Abuse Prevention Council (CAPC) .................................................................................................. A-7 Contra Costa Crisis Center ...................................................................................................................... A-9 Counseling Options Parent Education (C.O.P.E.) Family Support Center ............................................. A-12 Fierce Advocates (Formally Building Blocks for Kids - BBK) .................................................................. A-14 First Five Contra Costa .......................................................................................................................... A-16 First Hope (Contra Costa Health) .......................................................................................................... A-18 Hope Solutions (Formerly Contra Costa Interfaith Housing) ................................................................ A-20 James Morehouse Project (JMP) (Fiscal sponsor Bay Area Community Resources) .......................... A-222 Jewish Family & Community Services East Bay (JFCS) ........................................................................ A-244 Juvenile Justice System – Supporting Youth (Contra Costa Health) ..................................................... A-26 La Clinica De La Raza Inc. ...................................................................................................................... A-27 Lao Family Community Development (LFCD) ....................................................................................... A-29 The Latina Center .................................................................................................................................. A-31 Lifelong Medical Care ........................................................................................................................... A-33 Mental Health Connections .................................................................................................................. A-35 Peer Connection Centers…………………………………………………………………………………...…A-38 Office for Peer and Family Empowerment (OPFE) (Contra Costa Health) ............................................ A-40 People Who Care (PWC) Children Association ..................................................................................... A-43 Rainbow Community Center (RCC) ..................................................................................................... A-455 RYSE Center ......................................................................................................................................... A-477 Stand! For Families Free of Violence .................................................................................................... A-49 Vicente Martinez High School - Martinez Unified School District ........................................................ A-51 We Care Services for Children…………………………………………………………………………………………………………. A-53 A-2 ASIAN FAMILY RESOURCE CENTER (AFRC) Sun Karnsouvong, Skarnsouvong@arcofcc.org Asian Family Resource Center (AFRC), 12240 San Pablo Ave, Richmond, CA GENERAL DESCRIPTION OF THE ORGANIZATION AFRC provides multicultural and multilingual services, empowering the most vulnerable members of our community to lead healthy, productive, and contributing lives. PROGRAM: BUILDING CONNECTIONS (ASIAN FAMILY RESOURCE CENTER) a. Scope of Services: Asian Family Resource Center (AFRC), under the fiscal sponsorship of Contra Costa ARC, will provide comprehensive and culturally sensitive education and access to mental health services for Asian and Asian Pacific Islander (API) immigrant and refugee communities, especially the Southeast Asian and Chinese population of Contra Costa County. AFRC will employ multilingual and multidisciplinary staff from the communities which they serve. Staff will provide the following scope of services: b. Outreach and Engagement Services: Individual and/or community outreach and engagement to promote mental health awareness, educate community members on signs and symptoms of mental illness, provide mental health workshops, and promote mental health wellness through community events. Engage community members in various activities to screen and assess for mental illness and/or assist in navigating them into the service systems for appropriate interventions: community integration skills to reduce MH stressors, older adult care giving skills, basic financial management, survival English communication skills, basic life skills, health and safety education and computer education, structured group activities (on topics such as, coping with adolescents, housing issues, aid cut-off, domestic violence, criminal justice issues, health care and disability services), mental health education and awareness, and health/mental health system navigation. AFRC, in collaboration with community-based organizations, will participate in 3-5 mental health and wellness events to provide wellness and mental health outreach, engagement, and education to immigrants and refugees in the Contra Costa County. c. Individual Mental Health Consultation: This service will also be provided to those who are exhibiting early signs of mental illness, to assess needs, identify signs/symptoms of mental health crisis/trauma, provide linkages/referrals, or assist in navigation into the mental health system, provide wellness support groups, access essential community resources, and linkage/referral to mental health services. Peer Navigators will be utilized to support participants in accessing services in a culturally sensitive manner. These services will generally be provided for a period of less than one year. AFRC will serve a minimum of 50 high risk and underserved Southeast Asian community members within a 12-month period, 25 of which will reside in East County with the balance in West and Central County. d. Translation and Case Management: AFRC staff will provide translation and case management services to identified mono-lingual consumers in the West County Adult Behavioral Health Clinic in San Pablo, CA. Services will include attending medical appointments, assisting with applications and forms, advocacy, and system navigation. e. Target Population: Asian and Pacific Islander immigrant and refugee communities (especially Chinese and Southeast Asian population) in Contra Costa County f. Payment Limit: FY 25-26: $179,475 g. Number served: FY 21-22: 624; FY 22-23: 706; FY 23-24: 1061 h. Outcomes: • FY 21-22 o After the height of the COVID-19 pandemic, responders reached primarily consisted of multilingual and A-3 multicultural individuals and families (specifically of Vietnamese, Laos, Khmu, Mien, and Chinese backgrounds) currently living in Contra Costa County (with the majority residing in the western region of the county) o Due to the ongoing consequences of the COVID-19 pandemic, AFRC emphasized offering support to vulnerable populations like the elderly and the homeless. o The primary method of outreach and engagement were program brochures printed in several languages (e.g., Vietnamese, Laos, Mien, and Chinese) and began to increase outreach compared to during the height of the pandemic. o Held psychoeducation workshops (some virtual some in-person small groups of 10-12 people) for community members on prevention and early intervention, self-care and human wellness, cultural and family/parenting issues, early signs of mental health issues, resources, etc. to increase knowledge about mental health, reduce stigma, and lessen barriers to accessing treatment. o All program participants received system navigation support for mental health treatment, Medi-Cal benefits, connecting with local community leaders such as pastors and community associations, and other essential benefits. • FY 22-23 o Expanded our goal to serve multilingual and multicultural communities, including those of Vietnamese, Lao, Khmu, Mien, Thai, and Chinese backgrounds. o Successfully managed over 90 cases in multiple languages, assisting clients with resources, translation services, medication education, counseling, and transportation services. o Distributed over 350 program brochures in Vietnamese, Lao, Mien, and Chinese to 19 locations throughout the Bay Area, enhancing outreach and engagement. o Hosted 24 psychoeducation workshops on mental health awareness, self-care, and human wellness, with an average of 25 attendees per workshop, demonstrating strong community interest and participation. o Conducted weekly group sessions for 10 – 17 people on essential life skills such as financial literacy, nutrition, housing, and safety awareness, addressing a broad range of community needs. o Emphasized support for vulnerable populations, including the elderly and homeless, and raised awareness on safety and prevention strategies amid rising anti-Asian hate crimes, reflecting our commitment to these communities. o Increased outreach efforts post-pandemic, focusing on interpersonal community engagement and leveraging family-to-family resources and word of mouth to reach more individuals. o Utilized various strategies to provide access to mental health treatment and support, including direct referrals for Medi-Cal recipients and offering individual/family consultation and wellness support groups in multiple Asian languages under the PEI program. o Received updated training for our staff to better serve and understand the needs of underserved populations, ensuring services are tailored and supportive. • FY 23-24: o Over the past year, managed over 119 cases to in several languages, helping clients in connecting to resources, translation services, medication education, counseling, and transportation education services. o Distributed over 372 program brochures to 27 locations throughout the Bay Area in 4 languages, including Vietnamese, Lao, Mien, and Chinese. o Hosted 36 psychoeducation workshops over the past fiscal year on topics such as mental health awareness, self-care, and human wellness with an average of 25 attendees per workshop. o Hosted weekly group sessions of about 10 – 17 people on financial literacy, nutrition, housing, safety awareness, and other life skills. A-4 CENTER FOR HUMAN DEVELOPMENT (CHD) David Carrillo, david@chd-prevention.org 901 Sun Valley Blvd., Suite 220, Concord, CA 94520 (925) 349-7333, http://chd-prevention.org/ GENERAL DESCRIPTION OF THE ORGANIZATION Center for Human Development (CHD) is a community-based organization that offers a spectrum of Prevention and Wellness services for at-risk youth, individuals, families, and communities in the Bay Area. Since 1972 CHD has provided wellness programs and support aimed at empowering people and promoting growth. Volunteers work side-by-side with staff to deliver quality programs in schools, clinics, and community sites throughout Contra Costa as well as nearby counties. CHD is known for innovative programs and is committed to improving the quality of life in the communities it serves. PROGRAM: AFRICAN AMERICAN WELLNESS PROGRAM & YOUTH EMPOWERMENT PROGRAM a. Scope of Services: The African American Wellness Program (formerly African American Health Conductor Program) serves Bay Point, Pittsburg, and surrounding communities. The purpose is to increase emotional wellness; reduce stress and isolation; and link African American participants, who are underserved due to poor identification of needs and lack of outreach and engagement, to appropriate mental health services. Key activities include: outreach through community events; culturally appropriate education on mental health topics through Mind, Body, and Soul support groups; conduct community health education workshops in accessible and non-stigmatizing settings; and navigation assistance for culturally appropriate mental health referrals. The Youth Empowerment Program provides LGBTQ youth and their allies in Antioch, Pittsburg, and surrounding East County communities with strength-based educational support services that build on youths’ assets, raise awareness of mental health needs identification, and foster resiliency. Key activities include: a) Three weekly educational support groups that promote emotional health and well-being, increase positive identity and self-esteem, and reduce isolation through development of concrete life skills; b) one leadership group that meets a minimum of twice a month to foster community involvement; and c) linkage and referral to culturally appropriate mental health service providers in East County. b. Target Population: Wellness Program: African American residents in East County at risk of developing serious mental illness. Youth Empowerment Program: LGBTQ youth in East County c. Payment Limit: FY 25-26: $192,883 d. Number served: FY 21-22: 262; FY 22-23: 227; FY 23-24: 237 e. Outcomes: • FY 21-22 African American Wellness Program: o The African American Wellness Program serves adults 18 and older, living in East Contra Costa County. African American Wellness Program supports participants by empowering them to recognize and achieve inner strengths and coping strategies to maintain emotional wellness. o Provided support groups for 155 unduplicated attendees. o 755 newsletters were distributed o Outreached to 120 people at community events. o Participants who attended Mind, Body & Soul support groups received tools & techniques to identity barriers. Participants were individually provided services to help them address their current issues. A-5 Participants were referred to Contra Costa crisis center 211, mental health access line. o C.H.A. Michelle Moorehead & R.L. Lisa Gordon assist participants with system navigation. o The Community Health Advocate called the mental health access line with participants to support making appointments. They also attended doctor’s appointment, provided follow up. • FY 21-22 Youth Empowerment Program: o Staff facilitated 116 educational group sessions and 1137 individual check-ins, assessments and support sessions. This is more than double the number of group sessions and more than 300 more individual check-ins and one-on-one meetings from last year. o Information on mental health topics and services comes up “naturally” during the weekly support groups so this is not seen as a “stand alone” component by staff. However, regular check-ins and one- on-one meetings and assessments were provided allowing staff to identify possible “red flags”, such as symptoms of anxiety, depression, and suicidal ideation, or youth are distressed. o During check-ins and one-on-one meetings, staff always inquires as to youth’s experiences with school, family and peers, interest, wellness, and willingness to participate in mental health services, outside and in addition to Empowerment’s programming. o Telephone communications, email and secure video conferencing, via Zoom, are the main forms of delivering telehealth support to participants, in addition to in person meetings, since COVID-19. o As indicators warrant, staff makes referrals to appropriate, culturally responsive services. o Staff has ongoing relationships with Care and Cost Teams at Hillview Junior High, in Pittsburg; Pittsburg High, in Pittsburg; and Deer Valley High, in Antioch which include mental health providers allowing expeditious entry into treatment, as youth became willing to do so (except in emergency circumstances). o Staff also had a functioning knowledge of the processes for referral to access services through Contra Costa Health Services and private providers and actively support participants and their guardians navigate these systems. o The average length of time between referral and access to treatment for this year is just four (4) weeks. The average duration of symptoms related to mental illness prior to referral is also four (4) weeks. • FY 22-23 African American Wellness Program: o The program successfully served 150 unduplicated participants in East Contra Costa County. o Facilitated 72 Mind, Body, & Soul Support Groups across three locations: Pittsburg Health Center, Pittsburg Senior Center, and Ambrose Community Center. o Disseminated 1,147 monthly newsletters in person at group meetings or through email and USPS to all participants. o Conducted 281 one-on-one consultations to discuss holistic wellness resource needs with participants. o Outreach efforts at four community events reached approximately 189 people in East County, providing information and referrals for health, mental health, and other community resources. o Achieved the annual goal of reaching 150 unduplicated participants, offering navigational support to increase emotional well-being and access to culturally appropriate mental health services. o Returned to full operations for support groups post-COVID-19 restrictions, adhering to CDC guidelines to ensure participant health and safety. o Engaged participants through the “Get Walking” program, promoting mental and physical health improvement, with an increase in participation during the spring walk. o Hosted the Second Health Awareness Fair to connect participants and the community to accessible and affordable health care, including mental health resources. o Maintained continuous engagement with participants through various modes of communication, ensuring that services were accessible and met the needs of the community in a post-pandemic environment. A-6 • FY 22-23 Youth Empowerment Program: o Served 74 unduplicated LGBTQ+ identified youth in East Contra Costa County. o Held 84 educational group sessions across four locations, including schools and CHD’s East County Office. o Conducted 761 individual check-ins, assessments, and one-on-one support sessions. o Referred 10 LGBTQ+ youth for mental health services, with 8 accessing those services. o Achieved an average of 2 weeks from referral to accessing services. o 88% of surveyed youth reported having someone to turn to in a crisis since attending support groups. o 92% of surveyed youth felt better informed about LGBTQ+ resources and services in their community. o 76% of surveyed youth felt more comfortable accessing LGBTQ+ services and resources. o 92% of surveyed youth started working with a therapist since attending the program. • FY 23-24 African American Wellness Program: o The African American Wellness Program (AAWP) provided services to 168 unduplicated participants in East Contra Costa County. o AAWP facilitated 65 Mind, Body & Soul Support Groups at three (3) locations (Pittsburg Health Center, Pittsburg Senior Center and Ambrose Community Center. o 283 Quarterly newsletters were distributed to all participants in person at group meetings or sent by email or via USPS. o AAWP provided 280 One-on- One consultations to discuss their holistic wellness resource needs with participants. o Outreach for all program services was conducted at three (3) community events to reach approximately 203 people in East Contra Costa County. o AAWP provided 180 referrals to participants in East County for Mental Health, Physical Health and other community resources. • FY 23-24 Youth Empowerment Program: o The African American Wellness Program (AAWP) provided services to 168 unduplicated participants in East Contra Costa County. o AAWP facilitated 65 Mind, Body & Soul Support Groups at three (3) locations (Pittsburg Health Center, Pittsburg Senior Center and Ambrose Community Center. o 283 Quarterly newsletters were distributed to all participants in person at group meetings or sent by email or via USPS. o AAWP provided 280 One-on- One consultations to discuss their holistic wellness resource needs with participants. o Outreach for all program services was conducted at three (3) community events to reach approximately 203 people in East Contra Costa County. o AAWP provided 180 referrals to participants in East County for Mental Health, Physical Health and other community resources. A-7 CHILD ABUSE PREVENTION COUNCIL (CAPC) Carol Carrillo, ccarrillo@capc-coco.org 2120 Diamond Blvd #120, Concord, CA 94520, www.capc-coco.org GENERAL DESCRIPTION OF THE ORGANIZATION The Child Abuse Prevention Council has worked for many years to prevent the maltreatment of children. Through providing education programs and support services, linking families to community resources, mentoring, and steering county-wide collaborative initiatives, CAPC has led Contra Costa County’s efforts to protect children. It continually evaluates its programs to provide the best possible support to the families of Contra Costa County. PROGRAM: THE NURTURING PARENTING PROGRAM a. Scope of Services: The Child Abuse Prevention Council of Contra Costa provides an evidence-based curriculum of culturally, linguistically, and developmentally appropriate, Spanish speaking families in East County, and Central County’s Monument Corridor. The 20- week curriculum immerses parents in ongoing training, free of charge, designed to build new skills and alter old behavioral patterns intended to strengthen families and support the healthy development of their children in their own neighborhoods. Developmental assessments and referral services are provided to each family served in the program using strategies that are non- stigmatizing and non-discriminatory. Families are provided with linkages to mental health and other services as appropriate. Providing the Nurturing Parenting Program (NPP) in the Monument Corridor of Concord and East County allows underserved parents and children access to mental health support in their own communities and in their primary language. b. Target Population: Latino children and their families in Central and East County. c. Payment Limit: FY 25-26: $210,004 d. Number served: FY 21-22: 213; FY 22-23: 116; FY 23-24: 121 e. Outcomes: • FY 21-22: o Four 18-week classes in Central and East County serving parents and their children. o Enrolled a total of 91 Latino parents and 122 children during the fiscal year. o The first semester Central County served 26 parents, 18 participated and 13 successfully graduated the program. East County served 32 parents, 19 participated in sessions and 16 successfully graduated. o The second semester Central County served 18 parents all 18 participated and 15 graduated, East County served 15 parents and graduated 11. o Parents who dropped out of the program were contacted by NPP staff to offer additional support and linkage if need be. Staff gathered feedback from parents dropping out; parents’ reports provided the following findings: parents financial demand increased, return to the work force, and/or work additional job. o In addition to the curriculum information, psychoeducation was provided to help raise self-awareness, identify mental health/behavioral challenges that may need professional support. o NPP also offered three sessions with the collaboration of Dr. Hector Rivera-Lopez. Dr. Rivera who has experience working with the Latino community in Contra Costa County offers participants an opportunity to identify possible behavioral/mental health needs that in the past were perceived as “normal” parenting practices. • FY 22-23: o Implemented two 18-week sessions of The Nurturing Parenting Program (NPP) targeting the Latino A-8 community in Central and East County, with sessions beginning in July 2022 and concluding in June 2023. o Enrolled a total of 63 Latino parents and 53 children, emphasizing the importance of parenting skills, mental health awareness, and the reduction of stigma around accessing mental health services. o Adapted program delivery to a hybrid approach in response to feedback from parents about preferences for in-person vs. online participation, addressing challenges related to returning to the workforce and managing school demands. o Collaborated with local community agencies and school districts to promote the program and recruit families, ensuring a culturally sensitive approach. o Provided hands-on, collaborative group sessions for parents and children, enhancing skills in key areas such as empathy, discipline, and understanding developmental milestones. o Engaged Dr. Hector Rivera-Lopez to offer sessions on identifying behavioral/mental health needs, furthering the program’s goal of normalizing mental health discussions within the community. o Distributed the Surviving Parenthood Resource Guide and facilitated access to a wide range of community services, supporting families in navigating various support systems. o Administered the Inventory AAPI "A" and "B" as evaluation tools at the beginning and end of the program, demonstrating improvements in parenting practices and reductions in risk factors associated with child abuse and neglect. • FY 23-24: o Implemented four 18-week sessions of the Nurturing Parenting Program (NPP) in Central and East County, with sessions running from July 2023 to June 2024. o Enrolled a total of 68 Latino parents and 63 children, providing structured parenting education to strengthen family relationships and break cycles of unhealthy parenting practices. o Successfully graduated 62 parents and 63 children from the program, with only a small number of parents unable to complete due to scheduling conflicts. Parents who dropped out were invited to re- enroll in future sessions. o Expanded accessibility by offering in-person sessions at multiple community locations, including Delta First 5, Vintage Parkway Elementary School, and Concord First 5 Center, increasing reach within underserved communities. o Collaborated with school districts, First 5 Centers, Head Start, WIC, and other local agencies to promote the program and ensure culturally responsive outreach. o Utilized the AAPI assessment tool to measure parenting skills before and after program completion, demonstrating measurable improvements in key areas such as empathy, discipline strategies, and appropriate expectations of children. o Identified challenges in the Values Power-Independence construct and invited parents scoring low in this area to participate in future sessions to further develop their skills. o Provided mental health psychoeducation and linkage to services, reducing stigma around seeking mental health support for both parents and children. o Engaged Dr. Hector Rivera-Lopez to provide targeted mental health sessions, reinforcing emotional self- care and promoting positive parenting practices within the Latino community. o Strengthened social support networks by fostering peer connections among parents, reducing isolation, and promoting resilience. A-9 CONTRA COSTA CRISIS CENTER Elaine Cortez Schroth, elainecs@crisis-center.org P.O. Box 3364 Walnut Creek, CA 94598 925 939-1916, x107, www.crisis-center.org GENERAL DESCRIPTION OF THE ORGANIZATION The mission of the Contra Costa Crisis Center is to keep people alive and safe, help them through crises, and connect them with culturally relevant resources in the community. PROGRAM: SUICIDE PREVENTION CRISIS LINE a. Scope of Services: • Contra Costa Crisis Center will provide services to prevent suicides throughout Contra Costa County by operating a nationally certified 24-hour suicide prevention hotline. The hotline lowers the risk of suicide by assuring 24-hour access to real time services rendered by a trained crisis counselor who not only assesses suicide and self-harm lethality and provides intervention, but links callers to numerous mental health treatment options. This linkage occurs via referral to culturally relevant mental health services as well as provides real time warm transfer to those services when appropriate. because the hotline operates continuously regardless of time or day, all callers receive timely intervention and access to service when they need it and Immediately upon their request. The Crisis Center’s programs are implemented (including agency program and hiring policies, bylaws, etc.) In a welcoming and intentionally non-discriminatory manner. Much of our outreach activities and staff/volunteer training activities center around increased awareness of myriad mental health issues, as well as mental health services, consumer stigma reduction to increase community comfort at accessing services and in referring those in need. • Key activities include: answering local calls to toll-free suicide hotlines, including a Spanish-language hotline; the Crisis Center will maintain an abandonment rate at or below national standard; assisting callers whose primary language other than English or Spanish through use of a tele-interpreter service; conducting a lethality assessment on each crisis call consistent with national standards; making follow-up calls to persons (with their consent) who are at medium to high risk of suicide with the goal of 99% one- month follow up survival rate; and training all crisis line staff and volunteers in a consistent and appropriate model consistent with AAS (American Association of Suicidology) certification. As a result of these service activities, >99% of people who call the crisis line and are assessed to be at medium to high risk of suicide will be survivors one month later; the Crisis Center will continuously recruit and train crisis line volunteers to a minimum pool of 25 multi-lingual/culturally competent individuals within the contract year, Spanish- speaking counselors will be provided 80 hours per week. • The Crisis Center will provide community outreach and education about how to access crisis services. Priority and vigorous outreach efforts are directed to underserved and hard to reach populations such as youth, elderly, isolated, persons with limited English, LGBQT, etc. and focus changes as community needs emerge and are identified. • The Crisis Center will offer grief support groups and postvention services to the community • The Crisis Center will liaison with the County Coroner to provide referrals for grieving survivors (and mitigating contagion). • In Partnership with County Behavioral Health, the Contra Costa Crisis Center will co- chair the Countywide Suicide Prevention Committee. b. Target Population: Contra Costa County residents in crisis. c. Payment Limit: FY 25-26: $451,750 A-10 d. Number served: FY 21-22: 21,971; FY 22-23: 27,226; FY 23-24: 25,522 e. Outcomes: • FY 21-22: o Provided immediate counseling, active listening, emotional support, and referrals to community resources via a 24-hour Crisis & Suicide hotline via phone and text. Calls and texts were answered by live Call Specialists in English and Spanish, as well as access to the 24/7 Language Line interpreter services for over 240 languages. o Provided callers linkage to mental health services through community resources as appropriate. 100% of callers were assessed for suicide risk level, and all callers with a risk level of medium or high were offered a follow-up call. o Provided debriefing, supervision, silent monitoring, and consultation for staff and volunteers. Staff and volunteers reflect County demographics in diversity of country of origin, languages spoken, culture, gender, religion, sexual orientation and socio-economic class. o Exceeded target goals for total mental health/crisis/suicide calls, call response time, and call abandonment rate during this reporting period. o Exceeded target goal for number of active call center volunteers including several with multilingual skills during this reporting period. o Provided 54+ hours of classroom and one-on-one mentoring training curriculum for two new volunteer training cohorts (August 2021 and May 2022). o Exceeded target goals for Suicide Assessment and Intervention Trainings by providing free virtual trainings offered to all partner agency providers countywide with optional CE credits available: • Three- 6-hour Trainings (two virtual, one in-person) • Three- 1-hour Virtual Trainings (one conducted in Spanish) • Two- 4-hour Virtual Trainings o Continued to provide virtual outreach and education presentations regarding Crisis Center Agency Services and Suicide Prevention. o Continued to co-chair the Suicide Prevention Coalition monthly meetings. o Responded to ten Postventions/Mobile Grief Response Requests after the sudden death of a student or colleague at a school, business, or agency. o Conducted several planning and coordination meetings with the PES team for the follow-up program for consenting patients discharged from PES. Follow-Up program promotion to patients began August 1, 2022. • FY 22-23: o Exceeded target goals for the operation of 24-hour Crisis & Suicide Hotlines, providing immediate counseling, active listening, emotional support, and referrals to community resources via phone and text. o Successfully recruited and trained a diverse volunteer pool, exceeding the target goal for the number of active call center volunteers with multilingual skills. o Exceeded target goals for Community Outreach & Education by providing 9 free trainings on Suicide Risk Assessment & Intervention to partner service providers and mental health clinicians countywide. o Met target goals for co-chairing Suicide Prevention Coalition monthly meetings, enhancing collaborative efforts for suicide prevention. o Met target goals for processing County Coroner referrals and analyzing suicide data to inform prevention strategies. A-11 o Responded to four Postvention/Mobile Grief Response Requests, offering critical support following sudden deaths in schools, businesses, or agencies. o Met target goals for providing Grief Support Groups, enrolling 85 grief clients in services between 07/01/22-06/30/23. o Successfully promoted and implemented the Psychiatric Emergency Follow-Up Program, receiving 73 total referrals and providing follow-up to consenting patients discharged from PES. • FY 23-24: o Exceeded target goals for the 24-hour Crisis & Suicide Hotlines, providing immediate emotional support, active listening, and referrals via phone and text. o Successfully recruited and trained a diverse volunteer pool, maintaining an active team of 31 call center volunteers (Goal: 25), including multilingual volunteers fluent in Spanish, Hindi, Hebrew, Punjabi, Urdu, and Russian. o Provided 60+ hours of training for two new volunteer cohorts (September 2023, March 2024), meeting accreditation and training standards. o Exceeded target goals for Suicide Risk Assessment & Intervention Trainings, delivering eight free trainings to service providers and clinicians, including seven virtual and one in-person session. o Met target goals for co-chairing monthly Suicide Prevention Coalition meetings in partnership with Contra Costa Health. o Processed County Coroner referrals and continued collaboration with the Family, Maternal, and Child Health Program to connect grieving survivors to bereavement support groups. o Responded to five Postvention/Mobile Grief Response Requests, providing critical support following sudden deaths in schools, businesses, and agencies. o Provided grief counseling services, enrolling 89 clients in Survivors After Suicide Loss, Parents Who Have Lost a Child, Partner & Spouse Loss, and Family & Friend Loss support groups. o Expanded the Psychiatric Emergency Follow-Up Program, receiving 231 referrals from PES between August 2023 and June 2024, with 32 patients opting in via text and 199 providing consent through faxed forms. o Maintained an average crisis call response time of 14.8 seconds (Goal: <30 sec) and achieved a crisis line abandonment rate of 10.5%, a 1% decrease from the previous year. o Ensured 100% suicide risk assessment for crisis calls, with follow-ups provided to 100% of medium-to- high risk callers who consented. o Maintained 80+ hours per week of Spanish-language crisis line coverage (2.0 FTE), ensuring accessibility for Spanish-speaking callers. o Conducted 12 in-person professional development trainings for staff and volunteers to enhance cultural humility and knowledge of community resources. A-12 COUNSELING OPTIONS PARENT EDUCATION (C.O.P.E.) FAMILY SUPPORT CENTER Natasha Paddock, n.paddock@copefamilysupport.org 3000 Citrus Circle, Ste. 220, Walnut Creek, CA 94598 (925) 689-5811, http://copefamilysupport.org/ GENERAL DESCRIPTION OF THE ORGANIZATION C.O.P.E.’s mission is to prevent child abuse by providing comprehensive support services to strengthen family relationships and bonds, empower parents, encourage healthy relationships, and cultivate nurturing family units to encourage an optimal environment for the healthy growth and development of parents and children through parent education. PROGRAM: POSITIVE PARENTING PROGRAM (TRIPLE P) EDUCATION AND SUPPORT a. Scope of Services: In partnership with First 5 Contra Costa Children and Families Commission and Contra Costa County Behavioral Health Services, C.O.P.E. is funded to deliver Positive Parenting Program classes to parents of children ages 0–17. The C.O.P.E Family Support Center will provide approximately 21 services using the evidence- based Triple P — Positive Parenting Program Level 2 Seminar, Level 3 Primary Care, Level 4 Group, Level 5 Pathways, Level 5 Enhanced, Level 5 Transitions, Level 5 Lifestyle multi-family support groups, at low or no cost to parents of children two to seventeen years of age. The program utilizes an evidence based self-regulatory model that focuses on strengthening the positive attachment between parents and children by building a parent’s capacity for the following five aspects: i. Self-sufficiency - having the ability to use one’s own resources to independently solve problems and decrease reliance on others. ii. Self-efficacy - having the confidence in performing daily parenting tasks. iii. Self-management - having the tools and skills needed to enable change. iv. Personal agency - attributing the changes made in the family to own effort or the effort of one’s child. v. Problem-solving - having the ability to apply principles and strategies, including creating parenting plans to manage current or future problems. All classes are available in Spanish, Arabic, Farsi and/or English. To outreach to the community about the curriculum and benefits of Triple P Parenting, C.O.P.E. provides management briefings, orientation, and community awareness meetings to partner agencies. C.O.P.E. supports and organizes annual trainings for other partnering agencies, including pre-accreditation trainings, fidelity oversight and clinical and peer support to build and maintain a pool of Triple P practitioners. b. Target Population: Contra Costa County parents of children and youth with identified special needs. Our targeted population includes caregivers residing in underserved communities throughout Contra Costa County. c. Payment Limit: FY 25-26: 302,178 d. Number served: FY 21-22: 217; FY 22-23: 269; FY 23-24: 192 e. Outcomes: • FY 21-22: o Provided twenty-one (21) Triple P Positive Parenting Group classes and seminars to residents in West, A-13 Central and Eastern Contra Costa County. o Enrolled 217 family members in Triple P Positive Parenting classes. o Provided case management services for families in need of additional resources. o Clinical and Master level social work interns were provided pre-accreditation training through assisting accredited Triple P practitioners in their classes. An additional two practitioners were accredited in Level 4 Stepping Stones through a training offered by a Triple P provider agency in Mendocino County. • FY 22-23: o Successfully completed all contract provisions, ensuring program activities were delivered by accredited Triple P practitioners. o Offered twenty-two Triple P Positive Parenting Group classes and seminars across West, Central, and Eastern Contra Costa County. o Enrolled 269 individuals in these classes and seminars, exceeding the annual goal. o Trained and accredited 14 new facilitators across various Triple P levels, enhancing the program's capacity to serve families with children from birth to age 18. o Provided extensive case management services, including supportive check-ins and resource referrals, to every enrolled family. o Delivered 21 classes and one seminar throughout the county, utilizing Zoom video-conferencing and in- person meetings to reach English and Spanish speaking communities. o Achieved significant outcomes through pre and post assessments, showing reductions in dysfunctional discipline practices, parental perceptions of disruptive child behavior, and symptoms of depression, anxiety, and stress among parents. o Engaged in a variety of outreach efforts, collaborating with partner agencies and attending meetings to recruit families at risk, and faced challenges such as high demand for classes which required over- enrollment to meet community needs. • FY 23-24: o C.O.P.E. conducted seventeen (17) Group Triple P classes with parents of children ages 0-12. o C.O.P.E. conducted six (6) Family Transitions classes for families experiencing separation and divorce, actively engaged in co-parenting. o C.O.P.E. enrolled 192 out of the target goal of 210 Participants in Triple P classes. o Of the 192 enrolled, 181 Participants graduated from Triple P Parenting classes during the fiscal year. o C.O.P.E. attained a 94.5% rate of program completion from enrolled Participants. o Of the graduated participants, 95% reported improvement in parenting skill development and a decrease in stress, anxiety, and depression. o C.O.P.E. conducted outreach to 359 parents/caregivers during the fiscal year. o C.O.P.E. provided case management services to over 60 families referred for additional support/resources. o Sessions were held both in-person and online via Zoom to increase accessibility for all families across East, Central, and West Contra Costa County. A-14 FIERCE ADVOCATES (FORMALLY BUILDING BLOCKS FOR KIDS - BBK) Sheryl Lane, slane@fierceadvocates.org 310 9th Street, Richmond, CA 94804, (510) 232-5812, https://www.fierceadvocates.org/ GENERAL DESCRIPTION OF THE ORGANIZATION Fierce Advocates amplifies the voices of parents/caregivers of color and partners with them to advance equitable access and opportunities for all youth to have a quality education and all families to achieve emotional and physical well-being. We realize our goals through healing centered care, leadership development, and parent-led advocacy. Fierce Advocates serves parents and primary caregivers living in West Contra Costa County that primarily represent low-income African- American, Latinx and immigrant populations. PROGRAM: NOT ABOUT ME WITHOUT ME a. Scope of Services: Fierce Advocates, a project of Tides Center, will provide diverse West County households with improved access to mental health education, and mental health support. The Not About Me Without Me prevention and early intervention work addresses MHSA’s PEI goal of providing Prevention services to increase recognition of early signs of mental illness and intervening early in the onset of a mental illness. Accordingly, the goals are three-fold: (1) working with families to ensure that they are knowledgeable about and have access to a network of supportive and effective mental health information and services; (2) reduce risk for negative outcomes related to untreated mental illness for parents/primary caregivers and children whose risk of developing a serious mental illness is significantly higher than average including cumulative skills- based training opportunities on effective parenting approaches; and, (3) train and support families to self- advocate and directly engage the services they need. This work represents an evolution in our Not About Me Without Me approach to service provision by working toward a coordinated, comprehensive system that will support families in not just addressing mental illness and recovering from traumatic experiences but will fortify them to create community change. This system will continue to put resident interests and concerns at the fore and additionally be characterized by a model that enables organizations to: work more effectively and responsively with underserved residents in the Richmond and West Contra Costa community; improve outcomes; reduce barriers to success; increase provider accountability and create a truly collaborative and healing environment using strategies that are non- stigmatizing and non-discriminatory. b. Target Population: Parents and caregivers and their families living in West Contra Costa County c. Payment Limit: FY 25-26: $268,008 d. Number served: FY 20-21: 466; FY 21-22: 300; FY 23-24: 539 e. Outcomes • FY 21-22: o Linkages with East Bay service providers: Participants connected to 21 health and wellness professionals that provide no and low-cost individual, family, and group support and prevention services. Their services include mindfulness, counseling, nutrition, parenting classes, and fitness classes. o Family Engagement: 169 people participated in 75 weekly Family Engagement Virtual Events. BBK staff hosted these activities periodically in collaboration with community partners including the Mindfulness A-15 Life Project, LifeLong Medical Health Promoters program, Tandem, Partners in Early Learning, and other local artists and wellness practitioners. Activities included family bonding arts & crafts, dancing, boxing, storytelling, yoga, and mindfulness activities. o Social Support and Referral: Reduce risk for negative outcomes related to untreated mental illness for parents/primary caregivers whose risk of developing a serious mental illness is significantly higher than average including cumulative skills-based training opportunities on effective parenting approaches. o Sanctuary Peer Support Groups: Hosted 33 peer support meetings. 113 women participated in the meetings and learned about self-care, self-love, financial health, and personal growth and development. Through Holding Space, the men’s peer support group, BBK served 31 participants. Through these meetings, men have continued building relationships with other men in their community and had conversations about How to Support our Youth, Forgiveness, Financial Health, Love, and Goal Setting. o Self-and-Collective Advocacy: Trained and supported families to self-advocate, build collective advocacy and directly engage the services they need. o Life-Coaching: 13 African-American women received six free one-hour sessions with a certified life coach. Participants set short-term goals, midterm, and long-term goals, and used a strength-based approach to create a plan to achieve their goals. The sessions focused on identifying strengths, support systems, and worked on shifting mindset. • FY 22-23: o Coordinated monthly wellness and community engagement activities with community-based organizations, including nature hikes and park clean-ups, to decrease isolation and support community connection. o Expanded the life coaching program to include Latinx women who speak Spanish, providing them with mental wellness support and referrals to culturally competent mental health resources. o Fully re-launched in-person family wellness activities, connecting families to the importance of physical and mental health through cooking classes, exercise, dance classes, and team-building activities. o Continued offering three sanctuaries for emotional well-being support tailored to men of color, Latinx women, and Black women, providing access to mental health tools, knowledge about well-being resources, and community connections. • FY 23-24: o FIERCE implemented necessary programs rooted in the community, such as the launch of life coaching for Latinx women and the continuation of coaching for Black women. A total of 47 women received accessible, no -cost, culturally competent 1-1 life coaching from well-trained mentors and certified coaches from the local community, and more than 85% indicated that they felt empowered to make changes in their lives and had adopted a positive way of thinking. o FIERCE Advocates hosted peer support groups—Latino Sanctuary for Women, Black Woman’s Sanctuary, and Holding Space for Men—for 291 parents, caregivers, and other adults living in Contra Costa County. 96% of participants strongly agreed that they had improved access to mental health education and mental health support services, 100% strongly agreed that the peer support group had taught them at least one new strategy to cope with stress, and 89% strongly agreed that Sanctuary had helped them feel confident in their strengths. o FIERCE Advocates cultivated impactful community partnerships to host family wellness workshops and activities that enable individual, and family wellness based on the identified needs of Contra Costa County residents. These activities included a Books and Breakfast event, a parent and caregiver focus group to understand what youth in our community need to thrive, a Mental Health workshop about EFT tapping, and healthy eating demos. o FIERCE Advocates launched a pilot project called Black Family Sanctuary to create spaces for Black families to practice effective family communication and bonding between generations. Eleven youths between the ages of 4 and 14 participated in this program with their parents and caregivers. Family participation included those throughout the County, as far east as Oakley. A-16 FIRST FIVE CONTRA COSTA Liliana Gonzalez, lgonzalez@first5coco.org 1486 Civic Ct, Concord CA 94520. (925) 771-7328, http://www.first5coco.org/ GENERAL DESCRIPTION OF THE ORGANIZATION The mission of First 5 Contra Costa is to foster the optimal development of children, prenatal to five years of age. In partnership with parents, caregivers, communities, public and private organizations, advocates, and county government, First Five supports a comprehensive, integrated set of sustainable programs, services, and activities designed to improve the health and well-being of young children, advance their potential to succeed in school, and strengthen the ability of their families and caregivers to provide for their physical, mental, and emotional growth. PROGRAMS: TRIPLE P POSITIVE PARENTING PROGRAM a. Scope of Services: First Five Contra Costa and Contra Costa Behavioral Health jointly fund the Triple P Positive Parenting Program that is provided to parents of age 0 - 5 children. The intent is to reduce the maltreatment of children by increasing a family’s ability to manage their children’s behavior and to normalize the need for support to develop positive parenting skills. The Triple P program provides timely access to service by placing the classes throughout county and offering classes year-round. The Program has been proven effective across various cultures, and ethnic groups. Triple P is an evidence-based practice that provides preventive and intervention support. First 5 Contra Costa provides over-site of the subcontractor, works closely with the subcontractor on program implementation, identifying, recruiting, and on-boarding new Triple P Practitioners, management of the database, review of outcome measurements, and quality improvement efforts. The partnership is intended to provide outreach for increasing recognition of early signs of mental illness. b. Target Population: Contra Costa County parents of at risk 0–5 children. c. Payment Limit: FY 25-26: $100,489 d. Number Served: FY 21-22: 193; FY 22-23: 172; FY 23-24: 121 e. Outcomes: • FY 20-21: o Delivered 15 classes throughout the county at various times and convenient locations to accommodate transportation barriers. (Through partnership with C.O.P.E.) o Held 14 presentations and briefings to early childhood organizations as an engagement and recruitment tool o Offered case management support to 45 families who asked for additional resources. o Trained and accredited 7 practitioners who supported classes for parents with children ages 0-5. • FY 21-22: o Conducted fifteen Group Triple P classes specifically designed for parents of children ages 0-5, addressing early childhood behavior and development. (Through partnership with C.O.P.E.) o Held both in-person and Zoom classes across the county to enhance accessibility for all families, acknowledging and addressing transportation barriers. o Successfully enrolled 194 parents in Triple P classes, aiming to strengthen parenting skills and family relationships. o Achieved a program completion rate of 89%, with 172 participants graduating from the Triple P Parenting classes. o Conducted outreach efforts that reached 431 parents/caregivers, significantly increasing awareness and enrollment in the program. o Provided additional case management services to 47 families, offering personalized support and A-17 resource connections. o Held 13 presentations and briefings for early childhood organizations as part of an outreach strategy to educate about Triple P class offerings. o Added four new Triple P facilitators to the team, expanding the program's capacity to serve more parents of young children. o Implemented strategies to improve service access for underserved populations, including offering classes in English and Spanish and addressing specific community preferences for in-person engagement. o Overcame challenges in reaching Spanish-speaking and Black/African American communities by adapting outreach strategies and utilizing culturally relevant approaches. • FY 23-24: o C.O.P.E. conducted seventeen (13) Group Triple P classes with parents of children ages 0-5. o C.O.P.E. conducted ten (10) Triple P seminars with parents of children ages 0-5. o C.O.P.E. enrolled 193 Participants in Triple P classes. o Of the target goal 156, 121 Participants graduated from Triple P Parenting classes during the fiscal year. o Of the graduated participants, 95% reported improvement in parenting skill development and a decrease in stress, anxiety, and depression. o C.O.P.E. conducted outreach to 536 parents/caregivers during the fiscal year. o Conducted 12 outreach briefings meetings, reaching our target goal for the fiscal year. o C.O.P.E. exceeded the target enrollment goal for African American families (18) by 41%. o C.O.P.E. met the target case management goal of 45 families referred for additional support/resources. o Sessions were held both in-person and online via Zoom to increase accessibility for all families across East, Central, and West Contra Costa County. A-18 FIRST HOPE (C ONTRA C OSTA H EALTH ) Jude Leung, yatmingjude.leung@cchealth.org 391 Taylor Boulevard, Suite 100, Pleasant Hill, CA 94523 925-608-6550, http://www.firsthopeccc.org/ GENERAL DESCRIPTION OF THE ORGANIZATION Contra Costa Behavioral Health Services combines Mental Health, Alcohol & Other Drugs and Homeless Program into a single system of care. The First Hope program operates within Contra Costa Behavioral Health’s Children’s System of Care but is a hybrid program serving both children and young adults. PROGRAM: FIRST HOPE: EARLY IDENTIFICATION AND INTERVENTION IN PSYCHOSIS a. Scope of Service: The mission of the First Hope program is to reduce the incidence of psychosis and the secondary disability of those developing a psychotic disorder in Contra Costa County through: • Early Identification of young people between ages 12 and 30 who are showing very early signs of psychosis and are determined to be at risk for developing a serious mental illness. • Engaging and providing immediate treatment to those identified as “at risk”, while maintaining progress in school, work, and social relationships. • Providing an integrated, multidisciplinary team approach including psychoeducation, multi-family groups, individual and family therapy, case management, occupational therapy, supported education and vocation, family partnering, and psychiatric services within a single service model. • Outreach and community education with the following goals: 1) identifying all young people in Contra Costa County who are at risk for developing a psychotic disorder and would benefit from early intervention services; and 2) reducing stigma and barriers that prevent or delay seeking treatment through educational presentations. • In FY 18-19, the program expanded to offer Coordinated Specialty Care (CSC) services to First Episode Psychosis (FEP) young people ages 16-30, and their families, who are within 18 months of their first episode b. Target Population: 12–30-year-old young people and their families c. Total Budget: FY 25-26: $4,094,719 d. Staff: 27 FTE full time equivalent multi-disciplinary staff e. Number served: FY 21-22: 876; FY 22-23: 983; FY 23-24: 1098 f. Outcomes: • FY 21-22: o Helped clients manage Clinical High-Risk symptoms and maintain progress in school, work, and relationships. o Zero conversions from clinical high risk to psychosis. o 80% of First Hope clients had zero PES visits or hospitalizations. o Zero completed suicides in FY 21-22. o Trained 218 clinicians that included staff from county and community-based mental health agencies such as the Contra Costa Behavioral Health West Childrens Clinic and Seneca, as well as family medicine residents, psychology interns, and students from the SPIRIT program, which trains individuals with lived experience of mental health and/or substance use disorders to become peer providers. A-19 o Reduced the stigma associated with symptoms. • FY 22-23: o Delivered 19 community outreach presentations and trainings on early psychosis intervention, reaching 146 attendees from various health and community organizations. o Enhanced the program's cultural and linguistic accessibility by hiring a Spanish bilingual Psychiatric Nurse Practitioner, catering specifically to the Latinx community's needs. o Significantly expanded therapy and rehabilitation group offerings to combat social isolation, providing a wide array of support groups including Nature Walk Group, Cognitive Behavioral Social Skills Treatment (CBSST), Dungeons & Dragons, and more. o Reduced the conversion rate to psychosis from 33% to 2%, demonstrating the program's effectiveness in early psychosis intervention. o Incorporated a former First Hope program client as a peer specialist/mentor, leveraging lived experience to enhance program delivery and relatability.. o Long Term Public Health Outcomes: ▪ Reduce conversion rate from Clinical High-Risk symptoms to schizophrenia. ▪ Reduce incidence of psychotic illnesses in Contra Costa County. ▪ Increase community awareness and acceptance of the value and advantages of seeking mental health care early. • FY 23-24: o Achieved full program staffing for the first time in 4 years. During fiscal year 2023/2024, internally promoted 1 staff and hired 8 new staff members, including a Certified Medi-Cal Peer Support Specialist to enhance the voices of lived-experience within our team, and 2 Spanish bilingual clinicians to continue to strengthen cultural and linguistic accessibility to mental health services for our Latinx community o Developed and implemented a fully Spanish-language psychoeducation workshop in January 2024 for families entering the First Hope program. Presented a second Spanish-language workshop in May 2024 o Conducted 20 community outreach presentations/trainings on the importance of early intervention in psychosis, how to recognize early warning signs of psychosis, and how to make a referral to our First Hope program o Supported 3 staff to become Certified Medi-Cal Peer Support Specialists o Supported 4 staff to become certified in IPS (Individualized Placement and Support), an evidence- based practice for supported employment and education for individuals living with serious mental illnesses o 0 client conversions from clinical high-risk status to full psychosis A-20 HOPE SOLUTIONS (FORMERLY CONTRA COSTA INTERFAITH HOUSING) Beth Limberg, blimberg@hopesolutions.org 399 Taylor Blvd. Ste. 115, Pleasant Hill, CA 94530 (925) 944-2244, https://www.hopesolutions.org/ GENERAL DESCRIPTION OF THE ORGANIZATION Hope Solutions provides permanent, affordable housing and vital, on-site support services to homeless and at-risk families and individuals in Contra Costa County. By providing services on-site at the housing programs where individuals and families live, we maximize timeliness and access to services. This model also minimizes the discriminatory barriers to support, due to lack of transportation or other resources. PROGRAM: STRENGTHENING VULNERABLE FAMILIES a. Scope of Services: • The Strengthening Vulnerable Families program provides support services at 5 locations. All these locations house vulnerable adults and/or families with histories of homelessness, mental health challenges and/or substance abuse problems. Case management was provided on-site and in-home for all residents requesting this support. Youth enrichment/afterschool programming was provided at all family housing sites. The total number of households offered services under this contract was 286, including the following sites: o Garden Park Apartments (Pleasant Hill) – 27 units permanent supportive housing for formerly homeless families with disabilities o Lakeside Apartments (Concord) – 124 units of affordable housing for low-income families and individuals (including 12 units of permanent supportive housing for formerly homeless residents with disabilities). o Bella Monte Apartments (Bay Point) – 52 units of affordable housing for low- income families and individuals o Los Medanos Village (Pittsburg) – 71 units of affordable housing for low-income families and individuals o MHSA funded housing (Concord, Pittsburg) - 12 residents in 3 houses. • In addition to case management, Hope Solutions also provides property management and maintenance for the 12 units of MHSA housing. • Hope Solutions also agreed to participate with helping to host a community forum on permanent supportive housing during the year. b. Target Population: Formerly homeless/at-risk families and youth. c. Payment Limit: FY 25-26: $459,973 d. Number served: FY 21-22: 429; FY 22-23: 70; FY 23-24: 766 e. Outcomes: • FY 21-22: o Provided on-site case managers and youth enrichment coordinators at 7 housing sites. One of these sites houses 27 formerly homeless families. Three of these housing sites are affordable housing for 247 households that have incomes at 50% or lower than the Average Median Income of the community. The last 3 housing sites house 4 individuals at each of 3 houses. o 83% (34/41) of youth maintained or showed improvement in self-esteem and confidence as measured by the Piers-Harris Self-Concept Scale. o 91% (21/23) families with children at GPA showed improvement in at least one area of self-sufficiency and had an average score of stable (3) or better on this assessment. A-21 • FY 22-23: o Implemented strategies to eliminate barriers to accessing services by providing on-site support in affordable housing settings, ensuring full-time availability of case managers and youth enrichment coordinators. o Reduced stigma around mental health needs by integrating culturally aware case management and youth enrichment services, facilitating easier access to a multitude of community services, including mental health treatment. o Achieved an improvement in social functioning among school-aged youth in enrichment programs, with at least 75% expected to show improvement in self-esteem and confidence. o Demonstrated improved family functioning in the realm of self-sufficiency, with at least 75% of families served showing improvement in at least one area of self-sufficiency. o Ensured stability of housing for program participants, aiming for 95% of households to retain safe, permanent housing. • FY 23-24: o Provided on-site case management and youth enrichment services at four family housing sites and three MHSA houses, serving formerly homeless families and individuals with severe mental illness. o Eliminated barriers to accessing services by offering on-site and in-home mental health support for children and youth (birth-20) and expanding mental health services for adults in May 2024. o 69% of youth in enrichment programs demonstrated increased self-esteem and social competence on the Piers-Harris Self-Concept Scale, though youth continue to struggle post-pandemic. o 91% of families receiving case management at Garden Park Apartments showed improvement in at least one area of self-sufficiency, exceeding the program goal of 75%. o Ensured 100% housing stability for residents in MHSA housing, exceeding the goal of 95% retention. o Integrated culturally responsive services to reduce stigma and increase access to mental health resources, supporting families in navigating systems and advocating for their needs. o Expanded afterschool and summer enrichment programming to reinforce academic skills and provide social-emotional support for school-aged children. o Increased mental health awareness and linkage to services, offering peer support, wellness groups, and home-based counseling for youth and adults. o Strengthened partnerships with property managers to address housing stability challenges, including neighbor conflicts, substance use issues, and family conflicts. o Engaged in community advocacy efforts, participating in the Council on Homelessness, Healthcare for the Homeless, and MHSA Advisory Council, ensuring the needs of vulnerable families are represented. A-22 JAMES MOREHOUSE PROJECT (JMP) (FISCAL SPONSOR BAY AREA COMMUNITY RESOURCES) Jenn Rader, jenn@jmhop.org 540 Ashbury Ave, El Cerrito, CA 94530, (510) 231-1437, http://www.jamesmorehouseproject.org/ GENERAL DESCRIPTION OF THE ORGANIZATION The James Morehouse Project (JMP) works to create positive change within El Cerrito High School through health services, counseling, youth leadership projects and campus-wide school climate initiatives. Founded in 1999, the JMP assumes youth have the skills, values, and commitments to create change in their own lives and the life of the school community. The JMP partners with community and government agencies, local providers, and universities. PROGRAM: JAMES MOREHOUSE PROJECT (JMP) a. Scope of Services: The James Morehouse Project (JMP), a school health center at El Cerrito High School (fiscal sponsor: BACR), offers access to care and wellness through a wide range of innovative youth development programs for 300 multicultural youth in West Contra Costa County. Through strategic partnerships with community-based agencies, local universities, and county programs, JMP offers three main program areas that include: Counseling & Youth Development, Restorative School-Wide Activities, and Medical & Dental Services. Key activities designed to improve students’ well-being and success in school include: AOD Prevention; Migrations/Journeys (immigration/acculturation); Bereavement Groups (loss of a loved one); Culture Keepers (youth of color leadership); Discovering the Realities of Our Communities (DROC – environmental and societal factors that contribute to substance abuse); Peer Conflict Mediation; and Dynamic Mindfulness. As an on-campus student health center, the JMP is uniquely situated to maximize access and linkage to mental health services for young people from underserved communities. The JMP connects directly with young people at school and provides timely, ongoing, and consistent services to youth on-site. Because the JMP also offers a wide range of youth development programs and activities, JMP space has the energy and safety of a youth center. For that reason, students do not experience stigma around coming into the health center or accessing services. b. Target Population: At-risk students at El Cerrito High School c. Payment Limit: FY 25-26: $126,470 d. Numbers Served: FY 21-22: 399; FY 22-23: 364; FY 23-24: 354 e. Outcomes: • FY 21-22: o Stronger connection to caring adults/peers (build relationships with caring adult(s), peers) for participating youth. From student evaluations: 94% of participating youth reported feeling like, “there is an adult at school I could turn to if I need help.” o Increased in well-being (diminished perceptions of stress/anxiety, improvement in family/loved-one relationships, increased self-confidence, etc.) for participating youth. From student evaluations: 91% of participating youth reported, “I deal with stress and anxiety better” after program participation. o Strengthened connection to school (more positive assessment of teacher/staff relationships, positive peer connections, ties with caring adults) for participating youth. From student evaluation: 77% of participating students reported they “skip less school/cut fewer classes after program participation. o Strengthened culture of safety, connectedness and inclusion schoolwide. The WCCUSD implemented The California Healthy Kids Survey at the end of May 2022. Results are not yet available at this time. • FY 22-23: o The James Morehouse Project provided essential mental health and wellness services, demonstrating a robust engagement with 1,064 unique individuals accessing the JMP, which accounted for a significant A-23 portion of the school population. o A notable 95% of students engaged in JMP activities reported improvements in various resiliency indicators, reflecting the program's impact on enhancing coping skills and well-being. o Spanish-speaking parents and guardians found a supportive community in Rincón Latino, with 54 participants attending groups, emphasizing the program's inclusive and culturally responsive approach. o The program successfully conducted 19 community outreach presentations/trainings, enriching the educational community's understanding of early intervention and support for mental health issues. o The addition of a Spanish bilingual Psychiatric Nurse Practitioner expanded access to psychiatric services for the Latinx community, addressing linguistic and cultural barriers to care. o By hiring a former client as a peer specialist/mentor, JMP enriched its service model with lived experience, strengthening its client-centered approach. o The program faced challenges in maintaining a stable and supportive school environment due to significant staff turnover, highlighting the importance of continuity and community in fostering a nurturing educational setting. • FY 23-24: o 93% of participating students showed an improvement post-JMP participation across a range of resiliency indicators through self-report on a qualitative evaluation tool across the academic year 2023-2024. o 95% of participating students reported an increase in well-being (i.e., “I deal with stress and anxiety better”) post-JMP participation through self-report on a qualitative evaluation tool across the academic year 2023-2024. o 96% of youth reported feeling, “there is an adult at school I could turn to if I need help,” post-JMP participation across the academic year 2023-2024. o 973 unique individuals (out of a school population of 1,587) signed in to the JMP in the 2023-2024 school year demonstrating that “stigma” is not a barrier for young people accessing services at the JMP. A-24 JEWISH FAMILY & COMMUNITY SERVICES EAST BAY (JFCS ) Fouzia Azizi, fazizi@jfcs-eastbay.org 1855 Olympic Blvd. #200, Walnut Creek, CA 94596 (925) 927-2000, https://jfcs-eastbay.org/ GENERAL DESCRIPTION OF THE ORGANIZATION Rooted in Jewish values and historical experiences, and inspired by the diverse communities the agency serves, JFCS East Bay promotes the well-being of individuals and families by providing essential mental health and social services to people of all ages, races, and religions. Established in 1877, JFCS East Bay’s long tradition of caring directly impacts the lives of approximately 6,000 Alameda and Contra Costa residents each year. The agency provides services in three main program areas: Refugees & Immigrants, Children & Parents, and Adults & Seniors. Woven throughout these services is a comprehensive volunteer program. PROGRAM: COMMUNITY BRIDGES a. Scope of Services: During the term of this contract, Jewish Family & Community Services East Bay will assist Contra Costa Behavioral Health to implement the Mental Health Services Act (MHSA), Prevention and Early Intervention Program “Reducing Risk of Developing Mental Illness” by providing Outreach and Engagement to Underserved Communities with the Community Bridges Program, providing culturally grounded, community- directed mental health education and navigation services to 200 to 300 refugees and immigrants of all ages and sexual orientations in the Afghan, Syrian, Iranian, Iraqi, African, and Russian communities of central Contra Costa County. Prevention and early intervention-oriented program components include culturally and linguistically accessible mental health education; early assessment and intervention for individuals and families; and health and mental health system navigation assistance. Services will be provided in the context of group settings and community cultural events, as well as with individuals and families, using a variety of convenient non-office settings such as schools, senior centers, and client homes. In addition, the program will include mental health training for frontline staff from JFCS East Bay and other community agencies working with diverse cultural populations, especially those who are refugees and immigrants. b. Target Population: Immigrant and refugee families of Contra Costa County at risk for developing a serious mental illness. c. Payment Limit: FY 25-26: $208,205 d. Number served: FY 21-22: 461; FY 22-23: 203; FY 23-24: 485 e. Outcomes: • FY 21-22: o Served 461 people. Clients include 185 children (ages 0-15); 98 transition-aged youth (ages 16-25); 166 adults (ages 26-59); and 12 older adults (ages 60+). o Completed 208 pre-post assessments with adult case management clients (ages 18+). o Provided 10- week series family support with Sutter Health partnership serving 6 families. o Provided 208 clients with bilingual/bicultural case management: (ages 18 and older). o Health and Mental Health System Navigation (Case Management) • 96% of the adult case management clients reported upon exit that they were able to independently seek help for mental health services. At entry, 62 % of clients reported that they did not know how to do this. • 93% of the adult case management clients reported upon exit that they knew how to link to the appropriate persons within the county health care system or other community resources for resolution of health or mental health issues. At entry, 79% of clients reported that they did not A-25 know how to do this. • 100% of the adult case management clients reported upon exit that they had an increased understanding of health and mental health care systems in Contra Costa County. At entry, 91 % of clients reported that they did not understand care systems. o Women / Men Support / Educational Groups • 100% of participants reported to have an increased ability to recognize stress and risk factors in myself or family. • 100% of participants reported to have a better understanding of trauma and how it affects the mind and body. • 100% of participants reported to have a better understanding of the concepts discussed in group. • 100% of participants reported to have learned helpful techniques to deal with their own stress and emotions. • 93% of participants reported to have better understanding of when and how to seek help if I need it. • 100% of participants reported to feeling more supported after attending the group. • 100% of participants reported to have learned helpful parenting skills that they will use with their own children. • 100% of participants reported to apply what they learned from the group in their own life. • FY 22-23: o Implemented 2 online trainings on cross-cultural mental health concepts for a wide range of service providers, enhancing their understanding and skills in working with culturally diverse clients. o Hosted 4 online interactive workshops on public health topics for Afghan parents, tailored to address their specific interests and challenges, with efforts to collect feedback and ensure satisfaction. o Facilitated two community-building events, aiming to reduce social isolation among Afghan newcomer families and foster community connections. o Provided individual mental health education sessions via phone to Russian-speaking seniors, adapting the delivery method to their comfort level and ensuring personalized support. • FY 23-24: o Conducted pre- and post-assessments of 247 case management clients, exceeding targets. o Provided bilingual/bicultural case management/systems navigation for 247 clients, exceeding targets. o Provided 12 Russian seniors with 1-hour individual Telehealth mental health education sessions to help combat isolation, anxiety, and grief and promote wellness through learning relaxation techniques, meeting targets. o Provided therapy services for 23 at-risk refugees, asylees, Special Immigration Visa (SIV) holders from various countries, and/or newcomers enrolled in the Afghan Placement and Assistance Program, exceeding targets. o Provided 2 two-hour training sessions on cross-cultural mental health concepts, reaching 40 frontline staff of JFCS East Bay and other community service agencies in the first training and 57 in the second, exceeding targets. The training prepared clients to serve a diverse community of clients, learn about mental health issues such as experiences of trauma and the long-term impact of that on clients’ lives, and identify and respond to the needs of domestic violence survivors as well as suicide prevention. o Provided 4 two-hour workshops on public health topics for 80, 77, 36, and 40 Afghan parents exceeding targets. Workshops covered mental health education, parenting, parents’ self-care, etc. o Provided 2 community-based events (two-plus hours each) for 107 and 166 newcomer Afghans to combat mental health problems secondary to social isolation, far exceeding targets. A-26 JUVENILE JUSTICE SYSTEM – SUPPORTING YOUTH (C ONTRA C OSTA H EALTH ) Steve Blum, steven.blum@cchealth.org 202 Glacier Drive, Martinez, CA 94553 (925) 957-2739 GENERAL DESCRIPTION OF THE ORGANIZATION The Behavioral Health Services Division of Contra Costa Health Services combines Mental Health, Alcohol & Other Drugs and Homeless Program into a single system of care. The staff working to support youth in the juvenile justice system operate within Contra Costa Behavioral Health’s Children’s System of Care. PROGRAM: ORIN ALLEN YOUTH REHABILITATION FACILITY (OAYRF) / MENTAL HEALTH PROBATION LIAISON SERVICES (MHPLS) County behavioral health clinicians strive to help youth experiencing the juvenile justice system become emotionally mature and law-abiding members of their communities. Services include: screening and assessment, consultation, therapy, and case management for inmates of the Juvenile Detention Facility and juveniles on probation, who are at risk of developing or struggle with mental illness or severe emotional disturbance. a. Scope of Services: Orin Allen Youth Rehabilitation Facility (OAYRF) provides 100 beds for seriously delinquent boys ages 13-21, who have been committed by the Juvenile Court. OAYRF provides year-round schooling, drug education and treatment, Aggression Replacement Training, and extracurricular activities (gardening, softball). Additionally, the following mental health services are provided at OAYRF: psychological screening and assessment, crisis assessment and intervention, risk assessment, individual therapy and consultation, family therapy, psychiatric, case management and transition planning. b. Mental Health Probation Liaison Services (MHPLS) has a team of three mental health probation liaisons stationed at each of the three field probation offices (in East, Central, and West Contra Costa County). The mental health probation liaisons are responsible for assisting youth and families as they transition out of detention settings and return to their communities. Services include: providing mental health and social service referrals, short term case management, short term individual therapy, short term family therapy. Additionally, the mental health probation liaisons are responsible for conducting court- ordered mental health assessments for youth within the county detention system. c. Target Population: Youth in the juvenile justice system in need of mental health support d. Payment Limit: FY 25-26: $477,973 e. Staff: 5 Mental Health Clinical Specialists: 3 probation liaisons, 2 clinicians at the Ranch f. Number Served: FYs 21-22, 22-23 and 23-24: 300+ g. Outcomes: • FYs 21-22, 22-23, and 23-24: o Help youth address mental health and substance abuse issues that may underlie problems with delinquency. o Increased access to mental health services and other community resources for at risk youth. o Provide referrals, short-term therapy, and short-term case management to help decrease symptoms of mental health disturbance. o Increase family and youth help-seeking behavior; decrease stigma associated with mental illness. o Work with Probation, families, and youth to decrease out-of-home placements and rates of recidivism. o Help youth and families increase problem-solving skills. A-27 LA CLINICA DE LA RAZA Khushboo Asija, kasija@laclinica.org PO Box 22210, Oakland, CA, 94623, (510) 535 2911, https://www.laclinica.org/ GENERAL DESCRIPTION OF THE ORGANIZATION With 35 sites spread across Alameda, Contra Costa, and Solano Counties, La Clínica delivers culturally and linguistically appropriate health care services to address the needs of the diverse populations it serves. La Clínica is one of the largest community health centers in California. PROGRAM: VÍAS DE SALUD AND FAMILIAS FUERTES a. Scope of Services: La Clínica de La Raza, Inc. (La Clínica) will implement Vías de Salud (Pathways to Health) to target Latinos residing in Central and East Contra Costa County with a goal of: a) 3,000 depression screenings; b) 250 assessment and early intervention services provided by a Behavioral Health Specialist to identify risk of mental illness or emotional distress, or other risk factors such as social isolation; and c) 1,250 follow-up support/brief treatment services to adults covering a variety of topics such as depression, anxiety, isolation, stress, communication and cultural adjustment. La Clínica’s PEI program category is Improving Timely Access to Services for Underserved Populations. Contractor will also implement Familias Fuertes (Strong Families), to educate and support Latino parents and caregivers living in Central and East Contra Costa County so that they can support the strong development of their children and youth. The project activities will include: 1) Screening for risk factors in youth ages 0-18 (750 screenings); 2) 75 Assessments (includes child functioning and parent education/support) with the Behavioral Health Specialist will be provided to parents/caretakers of children ages 0-18; 3) Three hundred (300) follow up visits with children/families to provide psychoeducation/brief treatment regarding behavioral health issues including parent education, psycho-social stressors/risk factors and behavioral health issues. The goal is to be designed and implemented to help create access and linkage to mental health treatment, be designed, implemented, and promoted in ways that improve timely access to mental health treatment services for persons and/or families from underserved populations, and be designed, implemented, and promoted using strategies that are non-stigmatizing and non-discriminatory. b. Target Population: Contra Costa County Latino residents at risk for developing a serious mental illness. c. Payment Limit: FY 25-26: $344,822 d. Number served: FY 21-22: 799; FY 22-23: 896; FY 23-24: 1034 e. Outcomes: • FY 21-22 Vías de Salud: o 9,393 depression and anxiety screenings (313.10% of yearly target). o 1,972 assessments and early intervention services provided by a Behavioral Health Specialists to identify risk of mental illness or emotional distress, or other risk factors such as social isolation (789% of yearly target). o 4,242 follow up support/brief treatment services to adults covering a variety of topics such as depression, anxiety, isolation, stress, communication and cultural adjustment (339.36% of yearly target). • FY 22-23 Vías de Salud: o Vías de Salud exceeded its targets by conducting 9,164 depression and anxiety screenings, providing a clear indication of the high demand and necessity for such services within the community. o The program further excelled by delivering 1,496 assessments and early intervention services, addressing the critical need for early identification of mental health issues. A-28 o With 6,025 follow-up support/brief treatment services, Vías de Salud ensured ongoing care and support for adults facing mental health challenges. • FY 23-24 Vías de Salud: o Provided 1,972 depression and anxiety screenings to Latinos residing in Central and East Contra Costa County. o Provided 1,144 assessments and early intervention services to identify risk of mental illness or emotional distress, or other risk factors such as social isolation. o Conducted 4,818 follow up support/brief treatment services to adults. • FY 21-22 Familias Fuertes: o 934 screens for risk factors in youth ages 0-17 (124.53% of yearly target). o 469 Assessments (includes child functioning and parent education/support) with a Behavioral Health Specialist were provided to parents/caretakers of children ages 0-17 (625.33% of yearly target). o 683 follow up visits occurred with children/families to provide psychoeducation/brief treatment regarding behavioral health issues including parent education, psycho-social stressors/risk factors and behavioral health issues (227.67% of yearly target). • FY 22-23 Familias Fuertes: o Familias Fuertes, focused on youth and families, surpassed expectations by providing 1,126 screenings for risk factors in youth, demonstrating a proactive approach to identifying potential issues early on. o Through 777 assessments for parents and caregivers, Familias Fuertes equipped families with the tools and knowledge needed to support their children's mental and emotional well-being. o The program also made significant strides in offering comprehensive support by conducting 1,131 follow-up visits with children and families, providing valuable psycho-education and brief treatment services. . • FY 23-24 Familias Fuertes: o Provided 846 screenings for risk factors in youth ages 0-17. o Provided 235 Assessments to parents/caretakers of children ages 0-17. o Conducted 989 follow up visits with children/families to provide psycho-education/brief treatment regarding behavioral health issues. A-29 LAO FAMILY COMMUNITY DEVELOPMENT (LFCD) Kathy Rothberg, krothberg@lfcd.org 1865 Rumrill Blvd. Suite #B, San Pablo, CA 94806, (510) 215-1220, https://lfcd.org/ GENERAL DESCRIPTION OF THE ORGANIZATION Founded in 1980, Lao Family Community Development, Inc. (LFCD) annually assists more than 15,000 diverse refugee, immigrant, limited English, and low-income U.S. born community members in achieving long-term financial and social self-sufficiency. LFCD operates in 3 Northern California counties delivering timely, linguistically, and culturally appropriate services using an integrated service model that addresses the needs of the entire family unit, with the goal of achieving self-sufficiency in one generation. PROGRAM: HEALTH AND WELL -BEING FOR ASIAN FAMILIES a. Scope of Services: Lao Family Community Development, Inc. provides a comprehensive and culturally sensitive Prevention and Early Intervention Program that combines an integrated service system approach for serving underserved Asian and Southeast Asian adults throughout Contra Costa County. The program activities designed and implemented include: comprehensive case management; evidence based educational workshops using the Strengthening Families Curriculum; and peer support groups. Strategies used reflect non- discriminatory and non-stigmatizing values. We will provide outreach, education, and support to a diverse underserved population to facilitate increased development of problem-solving skills, increase protective factors to ensure families emotional well-being, stability, and resilience. We will provide timely access, referral, and linkage to increase client’s access to mental health treatment and health care providers in the community based, public, and private system. LFCD provides in language outreach, education, and support to develop problem solving skills, and increase families’ emotional well-being and stability, and help reduce the stigmas and discriminations associated with experiencing mental health. The staff provides a client centered, family focused, strength-based case management and planning process, to include home visits, brief counseling, parenting classes, advocacy, and referral to other in-house services such as employment services, financial education, and housing services. These services are provided in clients’ homes, other community- based settings, and the offices of LFCD in San Pablo. b. Target Population: South Asian and Southeast Asian Families at risk for developing serious mental illness. c. Payment Limit: FY 25-26: $234,032 d. Number served: FY 21-22: 127; FY 22-23: 127; FY 23-24: 123 e. Outcomes: • FY 21-22: o Served 127 participants from both communities representing a diverse group (Nepali, Tibetan, Lao, and Mien). o Provided navigation and timely access to internal and external services including linkages to mental health and other service providers. o A total of 127 clients completed the Pre LSNS assessment and 127 clients completed the Post LSNS assessments. The average progression was 5 with a high correlation between the participant’s progression and level of participation in monthly social peer support groups’ activities and workshops. o 94% (120 of 127 respondents) of the participants were satisfied with the program services, and 5% (6 of 127 respondents) were somewhat satisfied with the program services. • FY 22-23: o Completed 127 Pre LSNS assessments and Post LSNS assessments, showing an average progression that strongly correlated with the level of participation in monthly social peer support groups' activities and workshops. A-30 o Achieved a high satisfaction rate among participants, with 94% satisfied and 6% somewhat satisfied with the program services. o Conducted 13 workshops, engaging 183 participants, and 13 peer support groups with 163 participants participating, illustrating the program's capacity to foster community and individual resilience. o Organized 4 social gatherings, with a total of 255 participants, and 19 community outreach events, reaching 853 clients, highlighting the program's expansive reach and ability to engage the community effectively. o Ensured timely access to a wide range of services, including mental health care, legal assistance, and health insurance navigation, by escorting high-barrier clients to essential appointments and facilitating warm handoffs to service providers. o Utilized a variety of evaluation tools, including activity evaluation forms and a general program evaluation form, to continuously assess and improve program services based on participant feedback. • FY 23-24: o Served 123 participants from diverse communities, including Nepali, Tibetan, Burmese, Bhutanese, Thai, Lao, and Hispanic clients, providing culturally responsive services. o Facilitated timely access to healthcare, mental health services, and social support, linking clients to providers such as Contra Costa Regional Hospital, Kaiser, Rota Care, Lifelong Medical Center, and county mental health services. o Escorted high-barrier clients (seniors, individuals with disabilities, and monolingual speakers) to critical medical, mental health, legal, and social service appointments, ensuring they received needed care. o Conducted 10 workshops with 262 participants and 10 peer support groups with 260 participants, fostering community engagement and reducing social isolation. o Organized four social gatherings with a total of 284 participants and conducted 12 community outreach events, reaching 940 individuals with education and linkage services. o Increased economic stability for participants by assisting them with SSI benefits, tax filing, credit score improvement, and financial literacy workshops, leading to many clients purchasing homes. o 95% of participants (117 of 123) reported satisfaction with program services, while 5% were somewhat satisfied, reflecting high program engagement and impact. o Improved social connectedness as measured by the LSNS assessment, with an average progression score of 10, indicating reduced social isolation and increased community support. o Provided mental health referrals and support, linking clients experiencing PTSD, anxiety, and depression to county mental health services and private providers, though access challenges remain due to insurance limitations and long wait times. o Assisted participants with legal and immigration services, including citizenship applications, SSI restoration, and linkage to pro bono legal support, helping stabilize families in the U.S. A-31 THE LATINA CENTER Miriam Wong, mwong@thelatinacenter.org 3701 Barrett Ave #12, Richmond, CA 94805, (510) 233-8595, https://thelatinacenter.org/ GENERAL DESCRIPTION OF THE ORGANIZATION The Latina Center is an organization of and for Latinas that strive to develop emerging leaders in the San Francisco Bay Area through innovative training, support groups and leadership programs. The mission of The Latina Center is to improve the quality of life and health of the Latino Community by providing leadership and personal development opportunities for Latina women. PROGRAM: OUR CHILDREN FIRST/PRIMERO NUESTROS NIÑOS a. Scope of Services: The Latina Center (TLC) provides culturally and linguistically specific parenting education and support to at least 300 Latino parents and caregivers in West Contra Costa County that 1) supports healthy emotional, social, and educational development of children and youth ages 0-15, and 2) reduces verbal, physical and emotional abuse. The Latina Center enrolls primarily low- income, immigrant, monolingual/bilingual Latino parents and grandparent caregivers of high-risk families in a 12-week parenting class using the Systematic Training for Effective Parenting (STEP) curriculum or PECES in Spanish (Padres Eficaces con Entrenamiento Eficaz). Parent Advocates are trained to conduct parenting education classes, and Parent Partners are trained to offer mentoring, support, and systems navigation. TLC provides family activity nights, creative learning circles, cultural celebrations, and community forums on parenting topics. b. Target Population: Latino Families and their children in West County at risk for developing serious mental illness. c. Payment Limit: FY 25-26: $149,799 d. Number served: FY 21-22: 291; FY 22-23: 293; FY 23-24: 304 e. Outcomes: • FY 21-22: o Served 261 participants in Parenting classes. o 30 participants in our 4 Mental health workshops. o 28 participants Psycho-educational sessions. • FY 22-23: o Made over 3,200 outreach calls, resulting in 387 registrations for parenting classes. Out of these, 189 participants took part in the classes, and 54 parents completed all sessions and graduated. o Formed 21 parent groups for the classes, with 18 conducted on Zoom and 3 in person, demonstrating adaptability to participant needs and preferences. o Hosted 5 workshops on various mental health topics, reaching 82 participants through Zoom and Facebook live broadcasts, evidencing an effective use of digital platforms to engage the community. o Offered a stress management program to 3 groups, totaling 22 participants, covering anxiety and stress control, emotional awareness, and self-care strategies. o Provided referrals to a Mental Health Coach for clients needing specialized mental health support, highlighting a tailored approach to individual needs. o Addressed several challenges, including participation rates and logistical issues with class venues, through diligent follow-up and community collaboration. • FY 23-24: o Primero Nuestros Niños (Our Children First), an 8-10 week program, is linguistically adapted to Spanish speaking Latino community. Staff were able to reach almost 3,000 persons by calling and inviting them to participate in Parenting Classes. A-32 o As a result of these calls, a total of 332 people registered, 232 participants were able to take at least some of the classes - 66 participants completed and graduated from the course. o 6 groups in new schools, and 14 groups on zoom. Classes were held in both the morning and the afternoon. o Trained 20 new leaders and had the support of 3 parent educators, who made calls and conducted outreach for our classes. o Conducted outreach in public parks, events at new schools such as back to school night, interviews with community program coordinators in these new schools, and some events at The Latina Center. o Increased communication with social workers who referred 15 participants from CFS, services and the Courts in San Francisco and Richmond. o Expert Mental Health and Family Life Coach Karen Flores saw 55 clients in one-on-one coaching sessions and led 3 mental health workshops with a total of 42 participants between the 3 groups. o 10 participants attended health relaxation exercises. o Alejandra Escobedo Suchet, a graduate of our Mujer, Salud y Liderazgo leadership program and coordinator of Family Services of Mental Health System for Adults at West Contra Conta County Clinic, led one support group for parents and a Family to Family Nami session with a total of 18 participants. A-33 LIFELONG MEDICAL CARE Brenda Goldstein, bgoldstein@lifelongmedical.org 2344 6th Street, Berkeley, CA 94710 (510) 981-4156, https://www.lifelongmedical.org/ GENERAL DESCRIPTION OF THE ORGANIZATION Founded in 1976, LifeLong Medical Care (LifeLong) is a multi-site safety-net provider of comprehensive medical, dental, behavioral health and social services to low-income individuals and families in West Contra Costa and Northern Alameda counties. In 2017, LifeLong provided approximately 300,000 health care visits to 61,000 people of all ages and cultural backgrounds. PROGRAM: SENIOR NETWORK AND ACTIVITY PROGRAM (SNAP) a. Scope of Services: LifeLong’s PEI program, SNAP, brings therapeutic drama, art, music, and wellness programs to isolated and underserved primarily African American older adults living in Richmond. SNAP encourages lifelong learning and creativity, reduces feelings of depression and social isolation, and connects consumers with mental health and social services as needed. All services are designed with consumer input to promote feelings of wellness and self-efficacy, reduce the effects of stigma and discrimination, build community connections, and provide timely access to underserved populations who are reluctant or unable to access other mental health and social services. SNAP provides services on-site at three low-income housing locations in West County, including weekly group activities, one-on-one check-ins, and case management. Activities vary based on consumer interests, but may include choir, theater, art, board games, word games, special events, and holiday celebrations. Services also include quarterly outings, screening for depression and isolation, information and referral services, and outreach to invite participation in group activities and develop a rapport with residents. Services are designed to improve timely access to mental health treatment services for persons and/or families from underserved populations, utilizing strategies that are non- stigmatizing and non-discriminatory. The expected impact of these services includes: reducing isolation and promoting feelings of wellness and self- efficacy; increasing trust and reducing reluctance to revealing unmet needs or accepting support services; decreasing stigma and discrimination among underserved populations; and improving quality of life by reducing loneliness and promoting friendships and connections with others. b. Target Population: Seniors in low-income housing projects at risk for developing serious mental illness. c. Payment Limit: FY 25-26: $160,744 d. Number served: FY 21-22: 137; FY 22-23: 175; FY 23-24: 191 e. Outcomes: • FY 21-22: o Provided services on-site at three housing developments: Nevin Plaza, Friendship Manor, and Harbour View Senior Apartments. o Conducted in person wellness checks and social calls, hosted senior resource health fairs, provided individualized social service support, and conducted home visit assessments. o Provided monthly community resource in-services, distributed meals and groceries monthly, hosted community resource holiday celebrations and free flea markets. o 84% of participants agreed that participation in SNAP helped them feel less isolated. o 96% of participants expressed satisfaction with SNAP. o 72% of participants expressed SNAP helped improve their mood. • FY 22-23: A-34 o Initiated a new service at St. John Apartments, expanding their reach and providing social services to a broader older adult population. o Established a resident council at Harbour to improve communication and advocacy for quality-of- life enhancements. o Organized Health & Wellness events across Nevin, Harbour, and Friendship locations to promote physical, mental, and spiritual health. o Aided a Nevin Plaza resident with healthcare navigation for cardiac surgery, demonstrating their commitment to individual health needs. o Adapted to the logistical challenges of building renovations and management changes at Nevin Plaza by providing group education and increasing one-on-one visits. • FY 23-24: o Continued a partnership with senior residential facility to implement social services for their older adult client population. (St. John Apts.) o Facilitated collaboration among clients to create a resident council to increase communication with administrators and staff, learn the needs of the residents, and advocate for better quality of life and care. (Harbour) o Conducted Health & Wellness events to encourage community comradery and foster physical, spiritual and mental well-being (Nevin, Harbour & Friendship). o Supported Nevin residents, in collaboration with EAH housing, to prepare for building ownership change and temporary relocation during renovation including multiple group education events, written communications and individual meetings. A-35 MENTAL HEALTH CONNECTIONS (FORMERLY PUTNAM CLUBHOUSE) Jane Fischberg, jane@mentalhealthconnectionsca.org 3024 Willow Pass Rd #230, Concord CA 94519 (925) 691-4276, (510) 926-0474, https://mentalhealthconnectionsca.org/ GENERAL DESCRIPTION OF THE ORGANIZATION Mental Health Connections provides a safe, welcoming place, where participants (called members), recovering from mental illness, build on personal strengths instead of focusing on illness. Members work as colleagues with peers and a small staff to maintain recovery and prevent relapse through work and work-mediated relationships. Members learn vocational and social skills while doing everything involved in running The Clubhouse. PROGRAM: PREVENTING RELAPSE OF INDIVIDUALS IN RECOVERY a. Scope of Services: • Project Area A: Mental Health Connections’ peer-based programming helps adults recovering from psychiatric disorders access support networks, social opportunities, wellness tools, employment, housing, and health services. The work-ordered day program helps members gain prevocational, social, and healthy living skills as well as access vocational options within Contra Costa. The Clubhouse teaches skills needed for navigating/accessing the system of care, helps members set goals (including educational, vocational, and wellness), provides opportunities to become involved in stigma reduction and advocacy. Ongoing community outreach is provided throughout the County via presentations and by distributing materials, including a brochure in both English and Spanish. The Young Adult Initiative provides weekly activities and programming planned by younger adult members to attract and retain younger adult members in the under-30 age group. Mental Health Connections helps increase family wellness and reduces stress related to caregiving by providing respite through Clubhouse programming and by helping Clubhouse members improve their independence. • Project Area B: Mental Health Connections assists the Office for Peer and Family Empowerment (OPFE) (OPFE) by providing career support through hosting Career Corner, an online career resource for mental health consumers in Contra Costa County and holding countywide career workshops. • Project Area C: Mental Health Connections assists Contra Costa County Behavioral Health in several other projects, including organizing community events and by assisting with administering consumer perception surveys. • Project Area D: Mental Health Connections assists Contra Costa County Behavioral Health in implementing the Portland Identification and Early Referral (PIER) program for individuals at risk of psychosis, First Hope, by providing logistical and operational support. b. Target Population: Contra Costa County residents with identified mental illness and their families. c. Payment Limit: FY 25-26: $896,075 d. Number served: FY 21-22: 326; FY 22-23: 328; FY 23-24: 400 e. Outcomes: • FY 21-22: o Served 326 unduplicated members. o 40 new members enrolled and participated in at least one activity. 10 of these new members were young adults aged 18 to 25 years. At least 49 activities were held specifically for the young adult age group. o Held 17 career workshops. o Prepared 9,681 meals for members. o Provided 39,637 hours of Clubhouse programming to members. o Provided 432 rides to and from Clubhouse activities. A-36 o Provided 427 In-home outreach visits. o Made 127 blog postings. o Caregivers reported the Clubhouse activities provided them with respite care, stated they were highly satisfied with programming, and reported the Clubhouse increased member independence. o Members reported the Clubhouse activities supported them in self-advocacy, communication, increased knowledge on health and wellness, and increased access to healthcare resources, increased peer interactions, and increased sense of belonging. o Members and caregivers reported the Clubhouse activities increased their mental and physical health and overall wellbeing. • FY 22-23: o Achieved an increase in membership activity, serving 328 unduplicated members, surpassing the target of 300 and contributing to a total of 42,425 hours of engagement in Clubhouse programming. o Exceeded enrollment targets for new Clubhouse members, with 72 new members participating in Clubhouse activities, notably including 53 young adults aged 18 to 25 years. o Hosted a significant number of activities specifically tailored for young adults, with 53 activities conducted, demonstrating a strong focus on this demographic. o Provided 10,996 meals to members at the Clubhouse, ensuring nutritional support and social engagement. o Offered comprehensive transportation support with 671 rides provided to members for various essential purposes. o Executed 283 in-home outreach visits, adapting service delivery to meet member needs outside the traditional Clubhouse setting. o Published 42 blog postings on the Career Corner Blog and conducted 39 career workshops, greatly exceeding the target and supporting members' vocational aspirations. o Celebrated member achievements and community connections through significant events, including the SPIRIT graduation and community partners picnics and holiday parties, enhancing social cohesion and recognition of member successes. o Conducted targeted outreach efforts, achieving remarkable engagement and recruitment results, including the successful recruitment of 248 parents for Parent Groups, and the delivery of Home-Based Support to 57 families. o Demonstrated high levels of satisfaction and positive outcomes among members and caregivers, with significant improvements in independence, well-being, peer interactions, and access to mental health resources. • FY 23-24: o Membership Growth & Engagement: Served 400 unduplicated members (target: 300), with 41,050 hours of engagement in Connections House programming (target: 40,000 hours), demonstrating high member participation and community engagement. o New Member Enrollment & Young Adult Participation: Enrolled 61 new members (target: 70) and engaged 32 young adults aged 18-25 in at least one activity (target: 12), expanding access to transitional-age youth. o Enhanced Services & Community Support: Provided 12,000 meals (target: 9,000), 675 rides, and 3,460 outreach visits (including in-home, mobile, and phone calls), significantly increasing outreach efforts. o Career Development & Employment Support: Produced 48 Career Corner Podcast episodes (target: 54), hosted 25 career workshops (target: 4), and helped 38 members gain paid employment, supporting professional growth. o Increased Member Independence & Advocacy: 82% of members reported increased ability to advocate for themselves and communicate with healthcare providers, and 87% reported increased A-37 knowledge of health and wellness. o Caregiver Respite & Support: 94% of caregivers reported Connections House provided respite care, and 95% saw increased independence in their loved one, exceeding the goal of 75%. o Positive Impact on Mental & Physical Well-being: 88% of members and 94% of caregivers reported improved emotional, physical, and mental well-being due to participation in the program. o Social Inclusion & Community Connection: 91% of members reported having people to do enjoyable things with, and 82% felt a strong sense of belonging within the community. o Hospitalization Prevention & Crisis Reduction: 94% of hospitalized members stated that Connections House helped prevent future hospitalizations, demonstrating its role in relapse prevention. o High Program Satisfaction: 91% of members and caregivers reported high satisfaction with Connections House programs, with the Work-Ordered Day, Meals, and Career Development Unit ranking as top priorities. A-38 PEER CONNECTIONS CENTERS (PCCS) Jane Fischberg, jane@mentalhealthconnectionsca.org 3024 Willow Pass Rd #230, Concord CA 94519 (925) 691-4276, (510) 926-0474, https://mentalhealthconnectionsca.org/ GENERAL DESCRIPTION OF THE ORGANIZATION Peer Connections Centers (PCCs) are community-based peer-supported wellness communities that offer programming to reduce social isolation, enhance recovery, and promote independent living for adults facing behavioral health challenges. The Centers provide a welcoming and inclusive space where members develop social, vocational, and wellness skills in a peer-supported environment. Services are provided across three locations in Contra Costa County: San Pablo, Concord, and Antioch. PROGRAM: PREVENTING RELAPSE OF INDIVIDUALS IN RECOVERY f. Scope of Services: • PCCs provide structured peer-based programming focused on recovery, social engagement, and wellness. Services include core classes, wellness groups, and evidence-based practices such as WRAP (Wellness Recovery Action Planning) and Illness Management Recovery (IMR). Members are encouraged to develop personal wellness plans and participate in activities promoting mental, emotional, and physical well-being • PCCs conduct extensive community outreach, providing presentations to external agencies and organizations to inform them about PCC services and encourage participation. • PCCs offer specialized groups and programming tailored to underserved populations, including veterans, LGBTQIA+ individuals, young adults, older adults, and those facing housing and food insecurities. Bi-weekly community meetings facilitate leadership opportunities and provide forums for feedback. • PCCs provide linkages to additional resources such as behavioral health services, vocational programs, and housing assistance. Peer Connection Coaches assist members in developing life skills that support greater independence and self-sufficiency. g. Target Population: Contra Costa County residents with identified mental illness and their families. h. Payment Limit: FY 25-26: $1,794,966 i. Number served: FY 21-22: 326; FY 22-23: 328; FY 23-24: 400 j. Outcomes: • FY 23-24: o Service Utilization • Served 326 unduplicated members across three PCC locations (San Pablo, Concord, Antioch), reaching 82% of the annual goal. • Provided 57,636 hours of peer-supported programming. • Conducted 396 core classes, 36 evidence-based groups, and 75 wellness classes. • Held bi-weekly community meetings at each PCC site. o Engagement and Participation • Served 326 unduplicated members across three PCC locations (San Pablo, Concord, Antioch), reaching 82% of the annual goal. • Provided 57,636 hours of peer-supported programming. • Conducted 396 core classes, 36 evidence-based groups, and 75 wellness classes. • Held bi-weekly community meetings at each PCC site. o Impact on Recovery and Well-being • Served 326 unduplicated members across three PCC locations (San Pablo, Concord, Antioch), reaching 82% of the annual goal. • Provided 57,636 hours of peer-supported programming. • Conducted 396 core classes, 36 evidence-based groups, and 75 wellness classes. A-39 • Held bi-weekly community meetings at each PCC site. o Behavioral and Health Outcomes • Served 326 unduplicated members across three PCC locations (San Pablo, Concord, Antioch), reaching 82% of the annual goal. • Provided 57,636 hours of peer-supported programming. • Conducted 396 core classes, 36 evidence-based groups, and 75 wellness classes. • Held bi-weekly community meetings at each PCC site. o Satisfaction with PCC Activities • Served 326 unduplicated members across three PCC locations (San Pablo, Concord, Antioch), reaching 82% of the annual goal. • Provided 57,636 hours of peer-supported programming. • Conducted 396 core classes, 36 evidence-based groups, and 75 wellness classes. • Held bi-weekly community meetings at each PCC site. A-40 OFFICE FOR PEER AND FAMILY EMPOWERMENT (OPFE) (C ONTRA C OSTA H EALTH ) Jennifer Tuipulotu, Jennifer.Tuipulotu@cchealth.org 1340 Arnold Drive, Suite 200, Martinez, CA 94553, (925) 957-5206 GENERAL DESCRIPTION OF THE ORGANIZATION The Office for Peer and Family Empowerment (OPFE) is a County operated program that supports the entire Behavioral Health System and offers a range of trainings and supports by and for individuals who have experience receiving behavioral health services. The goals are to increase access to wellness and empowerment knowledge for participants of the Behavioral Health System. PROGRAM: REDUCING STIGMA AND DISCRIMINATIO N a. Scope of Services • The OPFE facilitates Wellness Recovery Action Plan (WRAP) groups by providing certified leaders and conducting classes throughout the County. Staff employ the evidence-based WRAP system in enhancing the efforts of consumers to promote and advocate for their own wellness • The Committee for Social Inclusion is an ongoing alliance of committee members that work together to promote social inclusion of persons who receive behavioral health services. The Committee is project based, and projects are designed to increase participation of consumers and family members in the planning, implementation, and delivery of services. Current efforts are supporting the integration of mental health and alcohol and other drug services within the Behavioral Health Services Division. In addition, OPFE staff assist and support consumers and family members in participating in the various planning committees and sub-committees, Mental Health Commission meetings, community forums, and other opportunities to participate in planning processes. • The Overcoming Transportation Barrier (OTB) Flex Fund provides funding to cover a one-time cost specific to transportation needs and help provide support to clients who need to get to their appointments. Some examples of what these funds cover include: the cost of a new tire, or a loaded Clipper card to provide fare to and from appointments or groups. This programming is a continuation of a former Innovation Project that sunset in September 2021. • The OPFE supports SB803 Implementation in Contra Costa County which enables Contra Costa, along with all California counties, to expand the behavioral health workforce by allowing certification of Peer Support Specialists. This bill makes it easier for people with lived mental health experiences to be trained and hired while providing supportive services to others in the behavioral health system. • Staff provides outreach and support to peers and family members to enable them to actively participate in various committees and sub-committees throughout the system. These include the Mental Health Commission, the Consolidated Planning and Advisory Workgroup and sub-committees, and Behavioral Health Integration planning efforts. Staff provides mentoring and instruction to consumers who wish to learn how to participate in community planning processes or to give public comments to advisory bodies. b. Target Population: Participants of public mental health services, their families, and the public. c. Total MHSA Funding for FY 25-26: $847,708 d. Staff: Three e. Number Served: FY 21-22: 485; FY 22-23:738; FY 23-24: 1,310 f. Outcomes: • FY 21-22: o Social Inclusion: Facilitated 11 monthly committee meetings with 112 participants (duplicated count) A-41 and 65 participants (unduplicated count) in attendance. Additionally, OPFE staff tabled at six community events and interacted with 274 members of the public, sharing mental health resources and information on reducing stigma. o WRAP: County peer staff facilitated 26 WRAP groups and the development of 16 individual WRAP plans at Martinez Detention Facility, serving a total of 146 participants. Four Community Support Workers (CSWs), including one from OPFE staff, successfully completed WRAP Seminar III to become Advanced Level Facilitators, allowing them to train fellow CSWs to facilitate WRAP in group settings across the county. There were also two WRAP facilitator subcommittee meetings facilitated by OPFE staff. There was ongoing collaboration and consultation with the Copeland Center for Wellness and Recovery to advance the countywide WRAP program. o OPFE shelved the PhotoVoice Empowerment Project and the WREACH Speakers’ Bureau in FY 2021- 22 with no additional outcomes to report. • FY 22-23: o Social Inclusion: • Facilitated 11 monthly committee meetings and 11 monthly planning sessions including participation from 58 community members (duplicated). • Committee members, in addition to OPFE support staff, engaged in tabling and outreach at 11 community events, interacting with 585 members of the public while sharing mental health resources and information on reducing stigma o WRAP: • County-employed Advanced Level Facilitators, in coordination with OPFE, facilitated 3 WRAP Seminar II trainings with 37 participants representing staff from county-operated programs and community-based organizations. Participants obtained training on facilitating WRAP in group settings. • County-employed WRAP Facilitators, in coordination with OPFE, facilitated 9 WRAP Seminar I trainings with a total of 77 participants, including SPIRIT 2023 students and clients from East and Central County Adult Behavioral Health, as well as Forensic Mental Health. Participants learned how to complete their own personal Wellness Recovery Action Plan. • 1 on 1 WRAP facilitation with 8 clients at East County Adult Behavioral Health, in coordination with OPFE. o Overcoming Transportation Barriers (OTB) Flex Funds: o Processed 10 requests on behalf of clients and/or caregivers for one-time financial assistance for transportation-related needs to help sustain appointment attendance with county-operated behavioral health programs. . • FY 23-24: o The Committee for Social Inclusion, a stigma and discrimination reduction initiative supported by OPFE staff, facilitated 12 monthly committee meetings including participation from 380 community members (duplicated count) and 12 monthly planning sessions including participation from 92 community members (duplicated count). o Social Inclusion committee members, in addition to OPFE support staff, engaged in tabling and outreach at 12 community events, interacting with 628 members of the public while sharing mental health resources and information on reducing stigma. o The Social Inclusion committee distributed 103 advocacy campaign t-shirts to community members. o As part of OPFE’s coordination of the countywide evidence-based Wellness Recovery Action Plan (WRAP) program, county-employed WRAP Facilitators facilitated 3 WRAP Seminar I trainings with a total of 58 participants who learned how to complete their own personal WRAP. A-42 o County-employed WRAP facilitators, in coordination with OPFE, provided 1-on-1 WRAP facilitation with a total of 9 participants who learned how to complete their own personal WRAP. o Overcoming Transportation Barriers (OTB) Flex Funds processed 40 requests on behalf of clients and/or caregivers for one-time financial assistance for transportation-related needs to help sustain appointment attendance with county-operated behavioral health programs. A-43 PEOPLE WHO CARE (PWC) CHILDREN ASSOCIATION Constance Russell, Russell@pwccassociation.org 2231 Railroad Ave, Pittsburg, 94565 (925) 427-5037, http://www.peoplewhocarechildrenassociation.org/ GENERAL DESCRIPTION OF THE ORGANIZATION People Who Care Children Association has provided educational, vocational and employment training programs to young people ages 12 through 21 years old, since 2001. Many are at risk of dropping out of school and involved with, or highly at risk of entering, the criminal juvenile justice system. The mission of the organization is to empower youth to become productive citizens by promoting educational and vocational opportunities, and by providing training, support and other tools needed to overcome challenging circumstances. PROGRAM: PWC AFTERSCHOOL PROGRAM a. Scope of Services: Through its After School Program, People Who Care (PWC) will provide Prevention services through providing work experience for 200+ multicultural at-risk youth residing in the Pittsburg/Bay Point and surrounding East Contra Costa County communities, as well as programs aimed at increasing educational success among those who are either at- risk of dropping out of school or committing a repeat offense. Key activities include job training and job readiness training, mental health support and linkage to mental health counseling, as well as civic and community service activities. b. Target Population: At risk youth with special needs in East Contra Costa County. c. Payment Limit: FY 25-26: $427,960 d. Number served: FY 21-22: 130; FY 22-23: 220; FY 23-24: 239 e. Outcomes: • FY 21-22: o Offered weekly online and Telehealth mental health support, and weekly in-person mental health counseling to students in Pittsburg and surrounding areas. o Conducted community service at various community events and worked with Pittsburg City and Cal Works Employees at the Pittsburg Senior Center by performing landscaping, clean-up, and other activities weekly. o Conducted two training classes at the Senior Center and simultaneously conducted community service social distancing activities working in the community with the city of Pittsburg and Cal Works Employees and at the Pittsburg Senior Center by performing landscaping, clean-up, and other activities weekly. o Conducted two training courses at Black Diamond Continuation High School, in Pittsburg for students in our distance learning Green Jobs Training Program - Financial Health. o Conducted a Coding pilot program facilitated by Galaxy Kids LLC DBA Galaxy Kids Code Club. • FY 22-23: o Successfully provided green jobs, financial literacy, and vocational training to 150-200 students in the Clinical Success After-school Program. o Offered incentives for student participation in green jobs/financial literacy programs, enhancing engagement and learning outcomes. o Conducted classes and projects both at the program site and in community locations, expanding the reach and impact of services. o Employed a part-time mental health clinician intern and a full-time Licensed Therapist to provide comprehensive clinical services to clients and their families. o Established a Memorandum of Understanding with Pittsburg Unified School District to extend clinical A-44 services to students in need on and off school sites. o Served 220 unduplicated at-risk clients, offering programs to build self-esteem, cope with trauma, and prevent further psychological issues or criminal activities. o Facilitated mental health preventative services for 53 clients and families, addressing depression and anxiety through clinical support. o Incentivized 22 clients in the Entrepreneurial Training Program, covering key business skills over a four-week period. o Engaged clients in the Green Jobs Training Program in partnership with the East Bay Regional Park District, focusing on environmental justice and sustainability. o Supported 106 clients to complete 3,036 hours of volunteering at community events, enhancing their civic engagement and community service experience. • FY 23-24: o Expanded clinical services by hiring a full-time Clinical Therapist to provide social, emotional, and behavioral treatment to youth at no cost, increasing access to mental health care. o Strengthened partnerships by negotiating an MOU with Pittsburg Unified School District to offer on- site and off-site clinical services for students in need. o Enhanced mental health support through a collaboration with Hume Counseling Center Pittsburg, bringing in two part-time clinicians to support clients and families. o Served 239 unduplicated at-risk youth (exceeding the target of 200) in its Clinical Success After- School Program, providing mental health, educational, and vocational training to clients in marginalized communities. o Delivered clinical services to 61 clients, with 43 actively engaging in at least one therapy session during the year. o Expanded the Therapeutic Summer Program, incorporating mindfulness practices, guided reflections, and therapeutic interventions, positively impacting 15 clients. o Engaged youth in workforce development through the Green Jobs Training Program, in partnership with East Bay Regional Park District (EBRPD), providing 16 clients hands-on environmental training and financial literacy education. o Awarded $500 stipends to 10 clients who participated in the Thurgood Marshall Regional Park: Home of the Port Chicago 50 job training program, fostering social justice awareness. o Facilitated 3,405 hours of community service, supporting 110 at-risk youth through court, probation, and school referrals, engaging them in city and cultural events (e.g., Pittsburg Car Shows, Seafood Festival, MLK & Cesar Chavez events). o Increased school engagement: • 92% improvement in school attendance among youth participants. • 100% reduction in school tardiness for program participants. • 86% of youth reported having a caring relationship with an adult in the community. • 84% of participants showed improved resiliency (self-esteem, relationships, engagement). • 100% of program participants did not re-offend during their participation. A-45 RAINBOW COMMUNITY CENTER Nicole Lapointe, nicole@rainbowcc.org 2118 Willow Pass Rd, Concord, CA 94520. (925) 692-0090, https://www.rainbowcc.org/ GENERAL DESCRIPTION OF THE ORGANIZATION The Rainbow Community Center of Contra Costa County builds community and promotes well-being among Lesbian, Gay, Bisexual, Transgender, Queer, and Questioning (LGBTQ) people and our allies. Services are provided in our main office in Concord, our satellite location in West County, and in East County by arrangements with partner organizations. PROGRAMS: OUTPATIENT BEHAVIORAL HEALTH AND TRAINING, AND COMMUNITY -BASED PREVENTION AND EARLY INTERVENTION a. Scope of Services: i. Outpatient Services: Rainbow works with LGBTQ mental health consumers to develop a healthy and un- conflicted self-concept by providing individual, group, couples, and family counseling, as well as case management and linkage/brokerage services. Services are available in English, Spanish, and ii. Pride and Joy: Three-tiered prevention and early intervention model. Tier One: outreach to hidden groups, isolation reduction and awareness building. Tier Two: Support groups and services for clients with identified mild to moderate mental health needs. Tier Three: Identification and linkage of clients with high levels of need and who require system navigation support. Services are aimed at underserved segments of the LGBTQ community (seniors, people living with HIV, and community members with unrecognized health and mental health disorders). iii. Youth Development: Three tiered services (see above) aimed at LGBTQ youth as a particularly vulnerable population. Programming focuses on building resiliency against rejection and bullying, promoting healthy LBGTQ identity, and identifying and referring youth in need of higher levels of care. Services are provided on-site and at local schools. iv. Inclusive Schools: Community outreach and training involving school leaders, staff, parents, CBO partners, faith leaders and students to build acceptance of LGBTQ youth in Contra Costa County schools, families, and faith communities. b. Target Population: LGBTQ community of Contra Costa County who are at risk of developing serious mental illness. c. Payment Limit: FY 25-26: $931,652 d. Number served: FY 21-22: 547; FY 22-23: 508; FY 23-24: 487 e. Outcomes: • FY 21-22: o Rainbow served a total of 547 unduplicated clients. o Tier 1 and Tier 2 reached 410 unduplicated clients. Tier 3 served a total of 137 clients. o Tier 3 provides one-on-one clinical services such as school-based counseling, clinical counseling, and case management. o 1,765.75 hours of services were provided to clients with Tier 3 alone o Increase targeted HIV Prevention outreach via multiple social media platforms such as Facebook, Instagram, LinkedIn and Meetup, as well as targeted email blasts to educate and inform all community members about RCC HIV Prevention and Education services in Spanish and English. Portuguese. A-46 o Delivered 172 meals and food resources to 27 unduplicated and 54 duplicated LGBTQIA+ Seniors (55+), and HIV positive community members throughout Contra Costa County. o Organized volunteers to outreach to 150+ senior clients to encourage engagement. • FY 22-23: o Expanded mental health care access and linkage for the BIPOC LGBTQIA+ community, focusing on early intervention and prevention services. o Witnessed an increase in trans and nonbinary youth accessing programs, enhancing their support and resources. o Improved mental health care linkage, reducing wait times for clients seeking services. o Implemented harm reduction strategies, catering to clients' diverse needs and promoting safer practices. o Re-engaged clients with social and support groups, fostering community connections and reducing isolation. o Broadened internship opportunities, increasing clinical service provision and supporting professional development. o Adopted non-stigmatizing and non-discriminatory strategies, ensuring services are accessible and respectful to all. o Noticed an increase in substance use among clients, prompting a focus on relevant support and intervention services. • FY 23-24: o Provided access and linkage to mental health care for the LGBTQIA+ community, with a focus on serving BIPOC LGBTQIA+ individuals. o Increased trans and nonbinary youth participation in RCC programs, enhancing support and community engagement. o Expanded prevention and early intervention services to underserved LGBTQIA+ communities. o Improved linkage to mental health care, significantly reducing client wait times for services. o Implemented harm reduction strategies, addressing substance use and mental health needs in the LGBTQIA+ community. o Enhanced engagement in social and support groups, reducing isolation and fostering community connections. o Expanded internship opportunities, increasing clinical service availability, support groups, and community outreach. o Adopted non-stigmatizing and non-discriminatory strategies, ensuring accessibility and cultural responsiveness. o Increased services for individuals who use substances, offering targeted interventions and support. o Strengthened training and education efforts, providing over 50 trainings to 1,350+ people, including teachers, school district leaders, mental health professionals, and parents, to enhance LGBTQIA+ awareness and support. o Grew HIV prevention outreach, reaching 78 HIV+ LGBTQIA+ individuals through testing, support groups, and community events. o Expanded support for older LGBTQIA+ adults, providing senior lunches, social gatherings, and exercise groups, serving 256+ seniors. o Successfully operated the Kind Hearts Food Pantry, delivering meals to LGBTQIA+ seniors and individuals living with HIV until October 2023. o Youth programming served 165 duplicated youth through social support, mentorship, leadership programs, and Camp FIERCE, fostering resilience and community among LGBTQIA+ youth. o Training program successfully provided SOGIE education to schools, community organizations, and agencies, reducing discrimination and promoting LGBTQIA+ inclusion. A-47 RYSE CENTER Kanwarpal Dhaliwal, Kanwarpal@rysecenter.org 205 41st Street, Richmond. CA 94805 (925) 374-3401, https://rysecenter.org/ GENERAL DESCRIPTION OF THE ORGANIZATION RYSE is a youth center in Richmond that offers a wide range of activities, programs, and classes for young people including media arts, health education, career and educational support, and youth leadership and advocacy. RYSE operates within a community behavioral health model and employs trauma informed and healing centered approaches in all areas of engagement, including one-on-one, group and larger community efforts. In these areas, RYSE focuses on the conditions, impact, and strategies to name and address community distress, stigma, and mental health inequities linked to historical trauma and racism, as well as complex, chronic trauma. This focus enables RYSE to provide culturally relevant, empathetic, and timely community mental health and wellness services, resources, and supports across all our program areas and levels of engagement. PROGRAM: SUPPORTING YOUTH a. Scope of Services: i. Trauma Response and Resilience System (TRRS): Develop and implement Trauma and Healing Learning Series for key system partners, facilitate development of a coordinated community response to violence and trauma, evaluate impact of trauma informed practice, provide critical response and crisis relief for young people experiencing acute incidents of violence (individual, group, and community-wide). ii. Health and Wellness: Support young people (ages 13 to 21) from the diverse communities of West County to become better informed (health services) consumers and active agents of their own health and wellness, support young people in expressing and addressing the impact of stigma, discrimination, and community distress; and foster healthy peer and youth-adult relationships. Activities include mental health counseling and referrals, outreach to schools, workshops and ‘edutainment’ activities that promote inclusion, healing, and justice, youth assessment and implementation of partnership plans (Chat it Up Plans). iii. Inclusive Schools: Facilitate collaborative work with West Contra Costa schools and organizations working with and in schools aimed at making WCCUSD an environment free of stigma, discrimination, and isolation for LGBTQ students. Activities include assistance in provision of LGBT specific services, conducting organizational assessments, training for adults and students, engaging students in leadership activities, and providing support groups at target schools, etc. b. Target Population: West County Youth at risk for developing serious mental illness. c. Payment Limit: FY 25-26: $600,230 d. Number served: FY 21-22: 340; FY 22-23: 701; FY 23-24: 682 e. Outcomes: • FY 21-22: o 95% of members agreed or strongly agreed that they are paying more attention to their and others’ emotions and feelings and that mental health supports are okay and positive. o 80% of clinical and case management participants agreed or strongly agreed that counseling or case management is a space of safety, mutual trust, and helping with emotional and navigation goals. o 88% of RYSE members agreed or strongly agreed that they are interacting more with people of different races or cultures, speaking up more about concerns, and believe they can make a positive difference in their school or community. A-48 o Using RYSE’s case management database to track SMART goals, as well as case notes, at least 70% of members with a defined plan demonstrated progress toward a desired skill or goal. o 95% of members agreed or strongly agreed that they have a better understanding of themselves and of self in relationship to other people, cultures, identities. o 92% of participants either agreed or strongly agreed that they increased their knowledge on culturally responsive, healing-based arts curriculum. o 95% of participants either agreed or strongly agreed that they learned something they can incorporate in their classroom curriculum immediately. o 92% of participants either agreed or strongly agreed that the pacing of RYSE’s workshop facilitation fit them well. • FY 22-23: o Enhanced mental health and wellness support at RYSE, with 96% of youth feeling safe, and established strong linkages with local schools to extend youth-centered resources. o Maintained high levels of youth engagement and satisfaction, with positive feedback on belonging, peer relationships, and emotional well-being across diverse groups. o Addressed interpersonal and systemic crises impacting youth, coordinating comprehensive care and identifying restorative solutions. o Transitioned to a new campus designed by and for youth, significantly increasing youth engagement in programming, services, and community events. o Implemented COVID-19 safety protocols aligned with racial and disability justice, supporting impacted youth with measures that prioritize their health and safety. o Launched peer-led workshops and community events, fostering a supportive environment for creative expression, leadership development, and community building. o Provided individual counseling and case management, offering tailored support for mental health, education, career, and legal needs, ensuring accessible and culturally competent care. o Engaged in impactful community collaborations, including initiatives to address youth homelessness and support legal needs, enhancing community care and support. • FY 23-24: o 93% of youth feel as safe or safer at RYSE compared to other places they spend time; 65% feel safer at RYSE o 96% of youth reported feeling like they matter at RYSE. o 100% of youth said the staff’s ability to help them when needed influenced why they continue to come to RYSE. o 97% of youth reported that they feel like they can talk to staff about things that are bothering them; 98% reported feeling like staff really care about them. o 98% of youth receiving clinical or case management services expressed that the service is a safe space for them to express their needs, concerns and fears; and to express their goals and aspirations. o Over 88% of youth receiving clinical or case management services report stronger connections with family, friends, and community. o Over 95% of members report an understanding and capacity to build community with races, cultures and sexual orientations and genders different from their own. o In the past year, RYSE provided over 300 direct emergency support cash payments to youth, and paid for weeks-long hotel stays for dozens of youth and families. A-49 STAND! FOR FAMILIES FREE OF VIOLENCE Rhonda James, rhondaj@standffov.org 1410 Danzig Plaza #220, Concord, CA 94520, (925) 676-2845, http://www.standffov.org/ GENERAL DESCRIPTION OF THE ORGANIZATION STAND! For Families Free of Violence is a provider of comprehensive domestic violence and child abuse services in Contra Costa County, offering prevention, intervention, and treatment programs. STAND! builds safe and strong families through early detection, enhanced support services, community prevention and education, and empowerment to help individuals rebuild their lives. STAND! enlists the efforts of residents, organizations, and institutions, all of whom are partners in ending family violence. STAND! is a founding member of the "Zero Tolerance for Domestic Violence Initiative", a cross-sector organization working for fifteen years to help end domestic violence, sexual assault, and childhood exposure to violence. PROGRAM: “EXPECT RESPECT” AND “YOU NEVER WIN WITH VIOLENCE” a. Scope of Services: STAND! provides services to address the effects of teen dating violence/domestic violence and helps maintain healthy relationships for at-risk youth throughout Contra Costa County. STAND! uses two evidence-based, best-practice programs: “Expect Respect” and “You Never Win with Violence” to directly impact youth behavior by preventing future violence and enhancing positive mental health outcomes for students already experiencing teen dating violence. Primary prevention activities include educating middle and high school youth about teen dating through the ‘You Never Win with Violence’ curriculum, and providing school personnel, service providers and parents with knowledge and awareness of the scope and causes of dating violence. The program strives to increase knowledge and awareness around the tenets of a healthy adolescent dating relationship. Secondary prevention activities include supporting youth experiencing, or at- risk for teen dating violence by conducting 20 gender-based, 15-week support groups. Each school site has a system for referring youth to the support groups. As a result of these service activities, youth experiencing or at-risk for teen dating violence will demonstrate an increased knowledge of: 1) the difference between healthy and unhealthy teen dating relationships, 2) an increased sense of belonging to positive peer groups, 3) an enhanced understanding that violence does not have to be “normal”, and 4) an increased knowledge of their rights and responsibilities in a dating relationship. b. Target Population: Middle and high school students at risk of dating violence. c. Payment Limit: FY 25-26: $164,831 d. Number served: FY 21-22: 649; FY 22-23: 1132; FY 23-24: 821 e. Outcomes: • FY 21-22: o Served 649 participants overall. o Served 432 participants in 18 presentations of “You Never Win with Violence”. o Conducted 21 Expect Respect and Promoting Gender Respect gender-based support groups. o Reached Adult Allies: 30 teachers through 18 presentations, and 20 other school/community personnel trained. Additionally, 60 adults were reached through a presentation in June 2022 for the Church Women United foundation. • FY 22-23: o Educated 750 youth on teen dating violence through primary prevention activities. o Trained 60 school personnel and community members on the nuances of dating violence and healthy relationships. o Conducted 16 gender-based support groups, reaching 200 at-risk youth. o Provided linkage to mental health services, addressing the heightened need for support. A-50 o Adapted to challenges in school resource availability, ensuring continued engagement with students. o Implemented a new data management system to enhance outcome tracking and reporting. o Strengthened community ties and referral networks through active participation in local events and schools. o Offered a comprehensive support ecosystem, including counseling and crisis intervention services. • FY 23-24: o Provided primary prevention activities to educate (750) middle and high school youth about teen dating violence o Provided up to (60) school personnel, service providers and parents, with knowledge and awareness of the scope and causes of dating violence, including bulling and sexual harassment, to increase knowledge and awareness of the tenets of a healthy dating relationship. o Provided secondary prevention activities to (200) youth experiencing or at risk for teen dating violence. o Conducted (16) gender-based support groups that are each (10) weeks long. o Created access and linkage to mental health services. A-51 VICENTE MARTINEZ HIGH SCHOOL - MARTINEZ UNIFIED SCHOOL DISTRICT Patty O'Malley, pomalley@martinez.k12.ca.us 925 Susana Street, Martinez, CA 94553 (925) 335-5880, http://vmhs-martinez-ca.schoolloop.com/ GENERAL DESCRIPTION OF THE ORGANIZATION The PEI program at Vicente Martinez High School and Briones School (co-located on the same campus) offers an integrated mental health focused experience for 10th-12th grade at- risk students of all cultural backgrounds. Students are provided a variety of experiential and leadership opportunities that support social, emotional, and behavioral health, career exposure and academic growth while also encouraging, linking, and increasing student access to direct mental health services. PROGRAM: VICENTE MARTINEZ HIGH SCHOOL & BRIONES SCHOOL a. Scope of Services: Vicente Martinez High School and Briones School provide students of all cultural backgrounds an integrated, mental health focused, learning experience. Key services include student activities that support: o individualized learning plans o mindfulness and stress management interventions o team and community building o character, leadership, and asset development o place-based learning, service projects that promote hands-on learning and intergenerational relationships o career-focused exploration, preparation, and internships o direct mental health counseling o timely access and linkage to direct mental health counseling Services support achievement of a high school diploma, transferable career skills, college readiness, post- secondary training and enrollment, democratic participation, social and emotional literacy, and mental/behavioral health. All students also have access to a licensed Mental Health Counselor for individual and group counseling. Students enrolled in Vicente and Briones have access to the variety of programs/services that meet their individual learning goals. Classes have a maximum of 23 students and are led by teachers and staff who have training in working with at-risk students and using restorative justice techniques. Students regularly monitor their own progress through a comprehensive advisory program designed to assist them in becoming more self- confident through various academic, leadership, communication, career, and holistic health activities. b. Target Population: At-risk high school students in Central County c. Payment Limit: FY 25-26: $221,660 d. Number served: FY 21-22: 125; FY 22-23: 49; FY 23-24: 48 e. Outcomes: • FY 21-22: o All students enrolled in Vicente and Briones had access to a variety of PEI intervention services through in-school choices that met their individual learning goals. o 97% of enrolled students received: • An orientation on program offerings • A self-identified needs assessment targeting risk factors that may include, but are not limited to, poverty, ongoing stress, trauma, racism, social inequity, substance abuse, domestic violence, previous mental illness, prolonged isolation. A-52 o The average number of PEI activities of those who participated was seven. o At least 90% of students identified as facing risk factors were referred to supportive services and/or referred to mental health treatment and participated at least once in referred support service or mental health treatment during the school year. o At least 70% of students who participated in four or more services and who had chronic absenteeism increased their attendance rate by 5% as measured at the end of the school year. o At least 70% of students who participated in four or more services and who regularly participated in mental health counseling earned 100% of the expected grade level credits as measured at the end of the school year. • FY 22-23: o Conducted prevention activities, educating 750 middle and high school students on teen dating violence. o Trained 60 school personnel, service providers, and parents on dating violence and healthy relationships. o Offered secondary prevention to 200 youth at risk for teen dating violence through 16 gender-based support groups. o Engaged students and staff at five high schools in West Contra Costa County, focusing on teen dating violence and healthy relationships. o Utilized tabling events and direct outreach to compensate for limited classroom presentations due to school staffing challenges. o Transitioned to a robust data management system for improved tracking of program outcomes and participant demographics. o Maintained strong connections with school staff for referrals and supported community incidents with individual support. o Provided mental health counseling referrals within STAND! and to external community programs for comprehensive support. o Actively participated in community events for Teen Dating Violence Awareness Month, advocating for prevention funding and raising awareness. • FY 23-24: o 100% of enrolled students received: • An orientation on program offerings • A self-identified needs assessment targeting risk factors such as poverty, ongoing stress, trauma, racism, social inequity, substance abuse, domestic violence, previous mental illness, and prolonged isolation. o All identified students participated in at least two services per quarter that supported their individualized learning plans. o 90% of students identified as facing risk factors were referred to supportive and/or mental health services and participated at least once in referred services or treatment during the school year. o 70% of students with chronic absenteeism who participated in four or more services increased their attendance rate by at least 5% by the end of the school year. o 70% of students who participated in four or more services and regularly attended mental health counseling earned 100% of the expected grade-level credits by the end of the school year. o Experiential learning opportunities supported students in developing a strong sense of identity, leadership skills, and connection to the community. o Mental health services were fully integrated into the school day, with individual and group counseling available to all students. o Leadership and community engagement programs grew, with students planning and participating in school-wide events such as spirit days and field days. o Increased enrollment from students and families seeking mental health services, demonstrating reduced stigma and increased awareness of available support at Vicente Martinez High School. A-53 WE CARE SERVICES FOR CHILDREN Pete Caldwell, pcaldwell@wecarechildren.org 2191 Kirker Pass Road, Concord, CA 94521 (925) 671-0777, https://www.wecarechildren.org/ GENERAL DESCRIPTION OF THE ORGANIZATION We Care Services for Children was founded 62 years ago in Contra Costa County, California, by parents of children with developmental and cognitive disabilities in response to a lack of appropriate services in their community. These parents understood the unique and complex needs of at-risk children and forged an agency that has since evolved to address a wide range of developmental and mental health concerns – all while keeping focus on each family and its specific strengths. Today, We Care supports the unique mental health, developmental, and educational needs of disadvantaged children up to age 5 through an array of effective, research-based therapies. Embedded in We Care’s programs are developmentally, linguistically, and culturally appropriate activities helping provide each child with the best possible start to his or her life. PROGRAM: EVERYDAY MOMENTS/LOS MOMENTOS COTIDIANOS f. Scope of Services: The Everyday Moments/Los Momentos Cotidianos programming for families with children ages 0-5 includes three components: 1) Family Engagement and Outreach; 2) Early Childhood Mental Health Home-Based Support; and 3) Parent Education and Empowerment, as described below: Component 1: Family Engagement and Outreach. First 5 Contra Costa will develop family engagement and outreach to promote the Los Momentos Cotidianos/Everyday Moments programming, and to recruit families to Everyday Moments opportunities (as described below in Components 2 and 3) by tapping the power of word-of-mouth and trusted community supports. The First 5 communications team will develop marketing assets, including a flyer, a texting template, and other materials as needed, with messaging that emphasizes the importance and empowering the role parents play in their children’s social-emotional development, and that reaching out and collaborating with service providers are strengths rather than weaknesses. This messaging will help reduce stigma and foster understanding that early childhood mental health can be about healthy child development in the context of everyday relationships with trusted caregivers. First 5 will share these assets with its community contacts and networks, and ECPIC members and partners will reach out to their community contacts as well. ECPIC members will conduct collaboration with community providers such as pediatricians and public health nurses and reach out to families through community “hubs” such as the First 5 Centers and primary care clinics as well as through Family Partners and Peer Supports, faith-based organization, and other trusted community supports. Component 2: Early Childhood Mental Health Home-Based Support. This component, Everyday Moments/Los Momentos Cotidianos Home-Based Support, will provide trauma-informed care and education to support families, guardians and caregivers in their home or community environments. Home-Based Support will provide a means for caregivers to learn about Early Childhood Mental Health and the social-emotional development of babies and young children, discuss intergenerational trauma as pertinent, and to try out community defined, culturally sensitive practices in support of their babies and young children. This component will focus on working with a lens of empathy and understanding, allowing for shared space with the parent/caregiver in support of healthy brain and mental health development for children ages 0-5. Services will be provided in multiple languages, using culturally relevant supports wherever feasible. Applicable requirements and procedures established by the Health Insurance Portability and Accountability Act (HIPAA) will be carefully observed. Services in this Component will be provided by ECMHP in West, We Care in Central, and Lynn Center in East County. A-54 “Meeting the child and family where they are,” in home and community settings and/or at home via telehealth during the covid crisis, Home-Based Support will provide non-didactic developmental guidance and encouragement to caregivers as they are engaging with their child in their home environment during “everyday moments” of interaction. Caregivers will be supported to use these sessions to share about their emotional experiences associated with caregiving, think about how to support their young child’s healthy development, and practice new skills and approaches with their little ones with the guidance of a trauma- informed Early Childhood Mental Health provider. This approach will enable an individualized, trauma- informed, and culturally sensitive delivery of caregiver support services and reinforcement of protective factors to support early childhood social-emotional development and resilience. Families who participate in Los Momentos Cotidianos/Everyday Moments Home-Based Support will each receive a Welcome Bag with activities for parents and children to participate in, related to the programming (provided to families at the first session), and a graduation certificate and gift card (provided to families who attend all 10 sessions). If more than 99 families request to participate in the program, the three agencies will provide all families above that number with a packet of psychoeducational materials about how caregivers can support their children’s social-emotional development and mental health in everyday moments of interaction, in either English or Spanish, and offer referral to the suite of early childhood mental health services offered by each agency. Component 3: Parenthood Education and Empowerment Component. This component, the Everyday Moments/Los Momentos Cotidianos Parent Groups/Grupos de Padres will provide non-pathologizing opportunities for parents/caregivers to gather (or via video during the covid crisis) around topical subjects related to parenting babies and young children. The groups will provide trauma-informed education and peer support opportunities to support families, guardians and caregivers to learn about Early Childhood Mental Health and social-emotional development, to be empowered in their caregiving role alongside their parent peers in the community, and to learn about protective factors that will strengthen their children’s resilience. This component will provide services in multiple languages and use culturally relevant supports wherever feasible. Recognizing that caregivers have very full plates, a core piece of Component 3 will be acknowledging the time and energy it takes to participate in the Parent Groups/Grupos de Padres, so we will be providing meal vouchers to all parents who attend as an incentive and thank you. The groups will be limited to 10 attendees per group to facilitate group interaction and will be conducted in person at the C.O.P.E. Family Support Center, or via online video during the Covid-19 crisis. The Parent Groups/Grupos de Padres component will be based on one of the group intervention models (Discussion Groups) within the Triple P - Positive Parenting Program System which helps parents learn strategies to promote social competence and self-regulation in children as well as decrease problem behavior. Parents set personal goals, develop their own parenting plans, and learn to use positive parenting strategies to encourage children to learn the skills and competencies they need. The Parent Groups/Grupos de Padres sessions cover commonly encountered problems such as disobedience, fighting and aggression, and managing situations such as shopping with children and bedtime. Parents are actively involved throughout the 1.5 - 2 hour small group format discussions and are encouraged to independently implement parenting plans generated during each session and apply new parenting skills to other problems that may arise. g. Target Population: Families with children ages 0-5 h. Payment Limit: FY 25-26: $144,813 i. Number served: FY 22-23: 333; FY 23-24: 252 j. Outcomes: • FY 21-22: A-55 o We Care, C.O.P.E., First 5, Early Childhood, and Lynn Center completed all provisions of the 2021-22 contract, and worked together well as part of an Early Childhood Mental Health collaborative. o Program activities were provided by staff who were trained and accredited in various levels of Triple P (Parent Groups) and dyadic intervention (Home-Based Support), with careful attention to quality of service. o Family Engagement & Outreach: • Goal: Recruit minimum number of 299 parents • Actual: 420 parents were recruited; 4400 were contacted. • Goal: Recruit 200 parents for Parent Groups • Actual: 388 parents were recruited; 190 participated • Goal: Recruit 99 parents for Home-Based Services • Actual: 32 parents were recruited; 22 participated o Parent Groups: • Goal: Contractor will provide evidence-based Triple P Positive Parenting Program seminar classes 2 X per month with a maximum attendance of 10 parents per group (maximum 200 participants) • Actual: 388 parents were recruited; 190 participated in Parent Groups held by zoom 2 X per month. Groups were provided in English and Spanish in East, West, and Central regions of the County. • Goal: The Parent Groups will have a positive effect on participating caregivers’ self-report of positive parenting practices. 80% of participating parents will report an improvement in positive parenting practices. • Actual: 95.5% Intend to use or follow the parenting advice received; 90% learned what to do to help their child gain new skills and improved behavior; 86% Obtained information about questions they had about parenting. o Home-Based Support: • Goal: Contractor will provide Home-Based Support services for up to 10 sessions per family (maximum 99 participants) • Actual: 32 parents were recruited; 22 participated in Home-Based Services offered in English and Spanish in East, West, and Central regions of the County, with an average number of 4.95 sessions requested by parents. 15% of parents requested the full 10 sessions of services. A total of 109 Home-Based Support sessions were provided to caregiver-child dyads during the reporting period. • Goal: The Home-Based Support will have a positive effect on participating caregivers’ parenting self-efficacy beliefs and perceptions of their child’s behaviors. 80% of participating parents will report improvements in parenting self-efficacy beliefs and perception of child’s behaviors. • Actual: For 97% of participants, caregivers’ parenting self-efficacy beliefs improved (more confident), and for 89% of participants, perception of their child’s behaviors improved (behavior perceived as more positive and less negative). • FY 22-23: o Collaborated effectively as part of an Early Childhood Mental Health collaborative, completing all provisions of the contract. o Provided program activities through staff trained in Triple P Parent Groups and Home-Based Support, emphasizing quality service. o Exceeded goals in Family Engagement & Outreach, recruiting 322 parents and contacting thousands, surpassing the recruitment target of 299 parents. o Conducted 25 Community Groups in English and Spanish, with 219 parents participating, learning strategies to aid their child’s development and behavior improvement. o Achieved high engagement in Parent Groups, with 248 parents recruited and 219 participating, significantly exceeding the goal of 200 parents for Parent Groups. o Parent Groups reported positive impacts, with 89% of participating parents intending to use or follow the advice received and noting improved positive parenting practices. A-56 o Delivered Home-Based Support to 57 families, offering services in English and Spanish across the county, with 99% of parents reporting increased confidence in their parenting. o Maintained a focus on cultural competency, with diverse staff and training in cultural awareness, diversity, equity, inclusion, and belonging. o Ensured integrity and confidentiality of data and records in compliance with HIPAA and county behavioral health guidelines. o Overall, the program reflected MHSA values by providing integrated, community-based, culturally responsive services to promote wellness, recovery, and resiliency among traditionally underserved populations. • FY 23-24: o Information about the Everyday Moments program (and how parents can support the social- emotional development of their children birth to six) was distributed to hundreds of thousands of Contra Costa county residents, using the following channels: • Distribution/posting of flyers at 521 community partner sites and organizations such as libraries, pediatrician offices, daycares and preschools • Social media postings to over 75,000 specifically targeted individuals and groups in Contra Costa County with interest in early childhood • Email outreach with repeated follow-ups to 310 community partners • In-person outreach/presentations at 60 opportunities, including meetings with community partners, parent group presentations, and presence at local events. o 20 Community Groups were conducted in English or Spanish for parents with children ages 0-5 within Contra Costa County, and 111 parents participated in these groups. o 86% of the parents attending the groups reported that they learned what to do to help their child gain new skills and improve behavior. o 91% of parents in the groups reported that they Intend to use or follow the parenting advice received. o 82% of parents in the groups reported that they had obtained information about questions they had about parenting. o A total of 70 parents and 71 children across the county received one-on-one Home-Based Support in either English or Spanish to help with developmental challenges during “everyday moments” of interaction. o 96% of the parents receiving Home Based Support reported that the time they spent with the Everyday Moments specialist helped them feel more confident about their parenting. o 88% of parents receiving Home Based Support felt that their child’s behavior improved during the time they were working with the Everyday Moments specialist. o 94% of parents receiving Home Based Support reported that they felt better able to support their child’s development after the time they spent with the Everyday Moments specialist. B-1 A TTACHMENT B - PROGRAM REPORTS Asian Family Resource Center (AFRC) .......................................................................................... B-2 Center for Human Development (CHD) ....................................................................................... B-9 Child Abuse Prevention Council (CAPC) ..................................................................................... B-28 Contra Costa Crisis Center .......................................................................................................... B-37 Counseling Options Parent Education (C.O.P.E.) Family Support Center .................................. B-46 Fierce Advocates (Formally Building Blocks for Kids - BBK) ....................................................... B-55 First Five Contra Costa ................................................................................................................ B-64 First Hope (Contra Costa Health) ............................................................................................... B-73 Hope Solutions (Formerly Contra Costa Interfaith Housing) ..................................................... B-83 James Morehouse Project (JMP) (Fiscal sponsor Bay Area Community Resources) ................. B-92 Jewish Family & Community Services East Bay (JFCS) ............................................................. B-100 La Clinica De La Raza Inc. .......................................................................................................... B-111 Lao Family Community Development (LFCD) ........................................................................... B-120 Lifelong Medical Care ............................................................................................................... B-131 Mental Health Connections ...................................................................................................... B-139 Peer Connections Centers ........................................................................................................ B-160 Office for Consumer Empowerment (OCE) (Contra Costa Health) .......................................... B-178 People Who Care (PWC) Children Association ......................................................................... B-185 Rainbow Community Center (RCC) .......................................................................................... B-196 RYSE Center .............................................................................................................................. B-211 Stand! For Families Free of Violence ........................................................................................ B-227 The Latina Center ..................................................................................................................... B-235 Vicente Martinez High School - Martinez Unified School District............................................ B-268 We Care Services for Children……..…..…………………….…………………………………………………………. B-277 B-2 ASIAN FAMILY RESOURCE CENTER (AFRC)- PEI ANNUAL REPORTING FORM FISCAL YEAR: 2023 – 2024 PEI STRATEGIES (CHECK ALL THAT APPLY): X PREVENTION X EARLY INTERVENTION X OUTREACH X STIGMA AND DISCRIMINATION REDUCTION X ACCESS AND LINKAGE TO TREATMENT X IMPROVING TIMELY ACCESS TO TREATMENT X SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): CHILDHOOD TRAUMA X EARLY PSYCHOSIS YOUTH OUTREACH AND ENGAGEMENT X CULTURE AND LANGUAGE X OLDER ADULTS X EARLY IDENTIFICATION NARRATIVE REPORT Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) • Our goal is to serve multilingual and multicultural communities. Specifically of Vietnamese, Laos, Khmu, Mien, Thai, and Chinese background. • Over the past year, we managed over 119 cases in several languages, helping clients in connecting to resources, translation services, medication education, counseling, and transportation education services. • We distributed over 372 program brochures to 27 locations throughout the Bay Area in 4 languages, including Vietnamese, Lao, Mien, and Chinese. • We hosted 36 psychoeducation workshops over the past fiscal year on topics such as mental health awareness, self-care, and human wellness with an average of 25 attendees per workshop. • We hosted weekly group sessions of about 10 – 17 people on financial literacy, nutrition, housing, safety awareness, and other life skills. Briefly report on the services provided by the program during the past reporting period. Please include (as applicable): target population(s), program setting(s), types of services, strategies/activities utilized (including any evidence-based or promising practices), needs addressed and follow up. Please note any differences from prior years or any challenges with implementation of the program, if applicable. B-3 The potential responders we have reached primarily consist of multilingual and multicultural individuals and families (specifically of Vietnamese, Laos, Khmu, Mien, and Chinese backgrounds) currently living in Contra Costa County (with the majority residing in the western region of the county) within the past reporting period. Since the previous reporting period, we have expanded more of our outreach, stationing staff in areas of central and eastern Contra Costa County as well. In addition, we emphasized on offering support to vulnerable populations like the elderly and the homeless. These groups and individuals are frequently underserved as a result of language barriers and cultural differences. We also supported these vulnerable populations through spreading awareness and safety and preventions on strategies during the rise in anti-Asian hate crimes. Our primary method of outreach and engagement with potential responders were program brochures. These brochures were printed in several languages, such as Vietnamese, Laos, Mien, and Chinese to reach a wider range of potential responders. These brochures consisted of our mission statement, the types of services we offer through our programs, the language services we have available, and our contact information. We have begun to increase our outreach once again after pandemic and continue to focus heavily on more interpersonal community outreach, sharing our resources from family–to-family and via word of mouth. Furthermore, we hold psychoeducation workshop for community members in regard to the importance of prevention and early intervention relative to mental health, as well as self-care and human wellness. These workshops also touch on cultural and family/parenting issues. These workshops raise the attendees’ awareness and understanding or the early signs of mental health issues, increase their knowledge about mental health, and reduce the stigma that surrounds the topic of mental health. Additionally, we provide information about where and how to ger help if needed, particularly for those who may feel limited due to language barriers. Several strategies are utilized to provide access and linkage to treatment. For instance, if there is a potential case that needs mental health assessment and treatment, the case would be transferred to another program we offer in the instance of Medi-Cal recipients. For individuals who are not qualified for this treatment program, this leads them to be in immediate risk, meaning they would have more difficulty accessing or receiving services due to language and cultural barriers. They would then be encouraged to receive individual/family consultation for up to one year under the PEI program or participate in wellness support groups in a variety of Asian languages (this program is also under the PEI program.) We were able to host small workshops for groups of about ten to seventeen people, but we mainly were able to help individuals access services by connecting with local community leaders such as pastors and community associations. We received updated training to better serve our communities. This way we, as providers, can develop a better understanding of the needs of services for underserved populations and provide better catered and more supportive services. Briefly report on the outcomes of the program’s efforts during the past reporting period. Please include (as applicable): Quantitative and qualitative data, data collection methodology (including measures for cultural responsiveness and confidentiality), evaluation, and use of information gathered. Please note how these outcomes compare to your measures of success at the outset of the past reporting period. We utilize the Demographics Form to conduct evaluation and measure outcomes. Some questions in the form have been modified to better reflect cultural competency. Some of the qualitative data we collect include primary language spoken, race, ethnicity, gender, sexual orientation. Our quantitative data includes the number or individuals that attend group, their ages, and the number of hours attended. The Demographics Form does not include the client’s name so their information will always be confidential. We use 1 form per 1 individual per 1 contact. The data is compiled at the end of the month and analyzed. B-4 Describe how the program reflects MHSA values of integrated, community-based, culturally responsive services that are guided and driven by those with lived-experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserved; provides access and linkage to mental health care, improves timely access to services, and use strategies that are non-stigmatizing and non-discriminatory. Give specific examples as applicable. Our program reflects the values of wellness, recovery, and resilience. We base our work on our agency’s mission statement, which emphasize the need to provide and advocate for multilingual and multicultural family services that empower people in Contra Costa County to lead healthy, contributing and self-sufficient lives. The services we provide always aim to assist, educate, and eliminate the stigmas of mental health-related issues. Our doors are always open to anyone that seeks assistances, regardless of race, color, ethnicity, religion, sexual orientation and with the assistance of our bilingual staff; we are able to provide language-based care is something that we value deeply and believe that it truly provides a safe place for those who are English as a Second Language and need of services. Include examples of notable community impact or feedback from the community if applicable. Regarding feedback on behalf of the community, we feel strongly that services, especially mental health services, should be expanded for under-resourced populations. Based on the populations we work with this includes the homeless, refugee communities, and non-English speaking populations. B-5 AGGREGATE REPORT Include the following demographic data, as available, for all individuals served during the prior fiscal year: (NOTE: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL SERVED FOR FY 23-24: AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH - TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 12 3 339 707 0 1061 LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 0 0 1061 0 1061 IF OTHER, PLEASE SPECIFY: Vietnamese, Chinese, Laos, Mien, Khmu, and Thai. RACE: ETHNICITY (NON-HISPANIC/LATINX) MORE THAN ONE RACE 22 AFRICAN 0 AMERICAN INDIAN/ ALASKA NATIVE 0 ASIAN INDIAN/ SOUTH ASIAN 0 ASIAN 1061 CAMBODIAN 0 BLACK/ AFRICAN AMERICAN 0 CHINESE 50 WHITE/ CAUCASIAN 0 EUROPEAN 0 HISPANIC/ LATINO 0 EASTERN EUROPEAN 0 NATIVE HAWAAIAN/ PACIFIC ISLANDER 0 FILIPINO 1 OTHER 0 JAPANESE 0 DECLINE TO STATE/ DATA NOT CAPTURED 0 KOREAN 1 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 1061 MIDDLE EASTERN 0 VIETNAMESE 522 B-6 MORE THAN ONE ETHNICTY 22 OTHER 465 ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN 0 DECLINE TO STATE/ DATA NOT CAPTURED 0 CENTRAL AMERICAN 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 1061 MEXICAN AMERICAN 0 PUERTO RICAN 0 SOUTH AMERICAN 0 OTHER 0 SEXUAL ORIENTATION: HETEROSEXUAL 1061 QUESTIONING / UNSURE 0 GAY / LESBIAN 0 ANOTHER SEXUAL ORIENTATION 0 BISEXUAL 0 DECLINE TO STATE/ DATA NOT CAPTURED 0 QUEER 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 0 SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE 360 MAN 360 FEMALE 701 WOMAN 701 DECLINE TO STATE/ DATA NOT CAPTURED 0 TRANSGENDER 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 1061 GENDERQUEER / NON-BINARY 0 QUESTIONING 0 ANOTHER GENDER IDENTIY 0 B-7 DECLINE TO STATE/ DATA NOT CAPTURED 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 1061 ACTIVE MILITARY STATUS: VETERAN STATUS: YES 0 YES 32 NO 1059 NO 1029 DECLINE TO STATE/ DATA NOT CAPTURED 2 DECLINE TO STATE/ DATA NOT CAPTURED 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 1061 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 1061 DISABILITY STATUS: DISABILITY TYPE: YES 302 DIFFICULTY SEEING 50 NO 0 DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD 17 DECLINE TO STATE/ DATA NOT CAPTURED 0 PHYSICAL MOBILITY 211 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 1061 CHRONIC HEALTH CONDITION 215 OTHER 8 DECLINE TO STATE/ DATA NOT CAPTURED 610 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 1061 COGNITIVE DISABILITY: YES 16 DECLINE TO STATE/ DATA NOT CAPTURED 0 NO 1045 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 1061 PROVIDED IN-HOUSE MH SERVICES: NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES 0 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 0 B-8 REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES 36 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 26 AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: 2 weeks AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES 1 week B-9 CHD AFRICAN AMERICAN WELLNESS PROGRAM - PEI ANNUAL REPORTING FORM FISCAL YEAR: 2023 – 2024 PEI STRATEGIES (CHECK ALL THAT APPLY): PREVENTION EARLY INTERVENTION OUTREACH STIGMA AND DISCRIMINATION REDUCTION ACCESS AND LINKAGE TO TREATMENT X IMPROVING TIMELY ACCESS TO TREATMENT SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): CHILDHOOD TRAUMA EARLY PSYCHOSIS YOUTH OUTREACH AND ENGAGEMENT CULTURE AND LANGUAGE X OLDER ADULTS EARLY IDENTIFICATION NARRATIVE REPORT Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) • The African American Wellness Program (AAWP) provided services to 168 unduplicated participants in East Contra Costa County. • AAWP facilitated 65 Mind, Body & Soul Support Groups at three (3) locations (Pittsburg Health Center, Pittsburg Senior Center and Ambrose Community Center. • 283 Quarterly newsletters were distributed to all participants in person at group meetings or sent by email or via USPS. • AAWP provided 280 One-on- One consultations to discuss their holistic wellness resource needs with participants. • Outreach for all program services was conducted at three (3) community events to reach approximately 203 people in East Contra Costa County. • AAWP provided 180 referrals to participants in East County for Mental Health, Physical Health and other community resources. Briefly report on the services provided by the program during the past reporting period. Please include (as B-10 applicable): target population(s), program setting(s), types of services, strategies/activities utilized (including any evidence-based or promising practices), needs addressed and follow up. Please note any differences from prior years or any challenges with implementation of the program, if applicable. African American Wellness Program provides Prevention and Early Intervention services that empowers participants to establish pathways to improve their mental health. Our target population are those in need of a trusted community, ally and group support. Most participants are low income and underserved due to lack of resources and knowledge of community resources available to them. During the period of July 1,2023- June 30th, 2024, the annual goal was to reach 150 unduplicated participants. During this time our program provided the following services: • Navigational support to increase emotional well-being • On going group support to decrease personal stress and isolation • Increased access to culturally appropriate Mental health services for African Americans living in East Contra Costa County. Michelle Moorehead, Community Health Advocate (CHA) and Lisa Gordon, Residential Leader (RL), coordinated a range of services for the African American Wellness Program at the Bay Point Spark Point Center, Pittsburg Health Center, and Pittsburg Senior Center. Key activities included the delivery of culturally specific health education curriculum on various Mental Health topics for participants in six (6) Mind, Body & Soul support groups per month. Throughout the year, a quarterly newsletter, outreach at community health events, and navigation assistance helped to promote Mental Health services. The location and collaboration with Spark Point Multi-Service Center helped to facilitate referrals for local community members into the program. The program activities during the 12- month period included facilitating six (6) Mind, Body & Soul support groups, per month, at 3 locations in East Contra Costa County: Pittsburg Health Center, Pittsburg Every 1st and 3rd Tuesday of each month. Pittsburg Senior Center, Pittsburg Every 2nd and 4th Wednesday of each month. Ambrose Community Center, Bay Point Every 1st and 3rd Wednesday of each month. With restrictions lifted from Covid 19 our support groups have been in full operation. Following CCC guidelines to ensure the health and safety of our participants. Masks requirements were optional during meetings and activities. For participants choosing to wear a mask one is provided to them. Hand sanitizer was also provided to Participants, when requested. During July 1,2023-June 30, 2024, fiscal year, AAWP conducted outreach at 3 community events: 1) Pittsburg Senior Center health & resource fair, 2) Juneteenth celebration, and 3) Unity in the community. The health fair at the Senior Center event was hosted by Recreation Supervisor, Joy Walker, for the Pittsburg Senior Center. AAWP provided information regarding mental health services, invitations to our bi-monthly support group meetings and a copy of our newsletter. We were able to outreach to 48 participants with information about our program. AAWP attended a Juneteenth celebration in collaboration with Greg Osorio of Souljah’s. The event was held at John Buckley Square, in downtown Pittsburg. Durning this event AAWP provided information regarding mental health services, our support group meetings, additional community resources and a copy of our newsletter. We were able to outreach to 40 participants with information about our program. AAWP attended Unity in the Community event. In collaboration with Bay Point Community All in One, Delano Johnson CEO. Our program provided information regarding mental health services, support group meetings, additional community resources and a copy of our newsletter. We were able to outreach to 25 participants at this event. B-11 Some participants haven’t returned to our support group meetings since the Covid 19 restrictions were lifted. We still maintain contact through phone calls, emails, texts, Facetime and our quarterly newsletter distribution. These are several ways to connect non-attending support group participants with mental health referrals, navigation services, and additional community resources. We believe meeting a participant “where they are” and “how they wish to receive services” is very important for establishing trust with the African American population. Making our services available in a post-pandemic environment has helped to ensure that all participants’ needs were met. African American Wellness Program continued our “Get Walking program beginning in the fall (Sept 8-Oct 27, 2023), and again in the spring (Apr 5, - June 2024). This walking program which is endorsed by the American Heart and Lung Associations, is offered twice a year in collaboration with Joy Walker, Recreation Supervisor for the Pittsburg Senior Center. Our participants meet once a week at Small World Park, in Pittsburg for health education talks on various topics by medical professionals and a vigorous walk inside the park. All safety measures were applied at the time. Participants documented their progress. Water and healthy snacks (granola bars & fruit) were provided. During the fall walk, in the month of September, there was a total of 137 participants, with an average of 35 participant each week. In October, the total number of participants was 163, with an average of 40 participants each week. During the spring walk, in the month of April, the total number of participants was 173, with an average of 43 participants each week. During the month of May, the number of total participants was 117, with an average of 39 participants each week. During the month of June, the total number of participants was 110, with an average of 36 participants each week. AAWP collaborated with Girl Trek, a nationwide women’s walking group. Many of the Girl Trek participants live in East County and participated in our weekly walks. AAWP shared mental health information, as well as information regarding our Mind, Body & Soul support groups by distributing our newsletter to Girl Trek email lists and posting it on their social media page. AAWP gained new participants in our support group because of this collaboration. The “Get Walking” program allowed participants to reconnect with nature and to become healthier mentally & physically. Walking decreased stress, depression, anxiety and isolation. Participants shared feeling better during and after weekly walks. On Jan 10, 2024, AAWP hosted its third annual health awareness fair. The purpose of the event is to gather participants to celebrate Dr. Martin Luther King’s Birthday as a community. It is Dr. King who said, “He who has health has hope and he who has hope has everything”. The City of Pittsburg, John Muir Health and Contra Costa Behavioral Health Services helped to sponsor the health awareness fair. The fair connected AAWP participants and general community members to accessible and affordable health care services and community resources, including mental health resources, AAWP newsletters, and support group invitations. 90 people attended this event. The inspiring keynote speech was given by Pastor Wade Harper, regarding community and life choices, and a health talk was delivered by Dennisha Williams, Nurse Manager at John Muir Hospital Walnut Creek. Elizabeth McElroy from Center for Human Development recited quotes from Dr. King. Music and lunch were provided at the end of the event. AAWP was invited to attend and outreach to the community at Los Medanos Mental Health resource fair, Oct 10,2023. The event was held at Los Medanos Community College. This was AAWP’s first time at a college campus. We provided information regarding mental health resources, community resources, 211 crisis center hotline information, information about our support groups, and our newsletters. We outreach to 18 students. AAWP participated in the First A.M.E. Church Breast Cancer Event, Oct 21,2023. AAWP outreached to 29 women during this event. Providing resources for mental health services, community resources, Mind, Body & Soul support group invites, and our newsletter. During this event the attendees were provided with information about self-breast exams, pamphlets regarding breast cancer and the symptoms, what to be aware of, and researching family history. Keynote speakers were Surgical Oncologist, Dr. Patience Odele from Kaiser Permanente of San Rafael, Community Engagement Director & Client support Clinician, Dolores Moorehead from Women’s Cancer Resource Center, and Executive Director of Village Keepers, Dr. Carrie Frazier (Mental Health Therapist). All three speakers shared their knowledge, wisdom, and resources to all women present during the event. B-12 Briefly report on the outcomes of the program’s efforts during the past reporting period. Please include (as applicable): Quantitative and qualitative data, data collection methodology (including measures for cultural responsiveness and confidentiality), evaluation, and use of information gathered. Please note how these outcomes compare to your measures of success at the outset of the past reporting period. The roster for African American Wellness Program, July 1, 2023-June 2024, shows a total of 168 unduplicated participants. 123 Mind, Body & Soul support group participants and 45 participants non- group attended who received services, resource referrals, and one-on-one consultations. AAWP services are for adults 18 and older, living in East Contra Costa County. The program supports participants by empowering them to recognize and achieve inner strengths and coping strategies to maintain self-care and emotional wellness. 283 quarterly newsletters were distributed via USPS, email, and in-person. 203 people were engaged by outreach at community events. Participants who attended the Mind, Body & Soul support groups received tools and techniques to identify barriers wellness. One-on-one consultations were provided to help participants address their current issues. Participants were referred to Contra Costa Crisis Center (211) or the Mental Health Access line for intake. AAWP staff assisted participants to navigate the systems and receive the care they needed, ensuring they received an appointment. Warm hand-off referrals included attending medical appointments to advocate for the participants’ care. Typically, appointments are scheduled during the initial consultation, although appointments for treatment by other providers were scheduled out 6-8 weeks. Participants were provided resources and referrals to help increase self-care and emotional wellness, reducing stress, depression, anxiety and isolation in their lives. The program creates a welcoming, safe environment to all participants. The Mind, Body & Soul group helps give a participant hope while facing life challenges. Helping participants address and overcome barriers wellness such as homelessness, lack of income, lack of medical coverage, transportation and poor nutrition. AAWP links participants with a range of community resources to holistically meet their needs. Many participants enter the program through word of mouth, referrals provided by 211, or are sent by Contra Costa Mental Health Services. Mind, Body & Soul support group is designed as a supportive system to address different the types of trauma participants encounter in life and begin to the healing process. We strive to teach techniques and tools that will help defuse a hectic situation by using self-care practices such as mindfulness, leveraging protective factors, taking a brief walk, meditation and journaling. Describe how the program reflects MHSA values of integrated, community-based, culturally responsive services that are guided and driven by those with lived-experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserved; provides access and linkage to mental health care, improves timely access to services, and use strategies that are non-stigmatizing and non-discriminatory. Give specific examples as applicable. African American Wellness Program is active in the community. Our program collaborates and conducts outreach with other agencies. Michelle Moorehead (CHA) attends East County Network meeting weekly via zoom with other non- profits agencies to better serve the community. Michelle also attends East County Community Partnership meetings, at 4549 Delta Fair Blvd, Antioch. These meetings are held once a month, hosted by Contra Costa County Children & Family Services. Together these meetings provide AAWP with resources for food, clothing, rental assistance and other community resources that are needed. AAWP provides Mental Health information and invitation to attend our Mind, Body & Soul support groups, also community resources and referrals are provided. Other collaborative partners: Hope Solutions assists with housing referrals, rental assistance and after care services; Spark Point assist with financial coaching, credit coaching and career coaching; EHSD assist with Cal Fresh & Medi-Cal applications at the Ambrose Community Center. Include examples of notable community impact or feedback from the community if applicable. B-13 A.M. is a participant, age 26-59 years old. She has attended Mind, Body and Soul support group meetings for 1.5 years. She was referred to our program from our collaborative partner Spark Point CCC services. A.M. is a breast cancer survivor and a single mother of two daughters. A.M. was experiencing depression, anxiety and isolation due to her breast cancer diagnosis. Her Spark Point coach suggested for her to attend a support group. A.M. began attending Mind, Body & Soul support group meetings. While attending support group meetings A.M. was able to open up and share her feelings and thoughts regarding her depression, anxiety and isolation with other participants. A.M learned tools & techniques to address these feelings, and to overcome them. Mind Body and Soul support groups practice mindfulness, meditation, and positive affirmations to help participants. A.M. has improved over time with her attending and receiving support that she needs. A.M. has developed new friendships while attending Mind, Body & Soul support group. A.M. has been given referrals for other community resources for cancer support in East County. A.M. continues to attend our support groups to maintain her emotional and physical health. S.W. is a participant, age 26-59 years old. She has also attended Mind, Body & Soul support group meetings for 1.5 years. She was referred to our program by another participant. S.W. is on disability due to a work-related injury. S.W. was experiencing depression and anxiety due her injury. S.W. has attended several doctor appointments regarding her injury without diagnosis. S.W. shared to other participants that she felt alone, and no one understood her situation. Other participants shared their experiences with medical professionals that do not always listen and understand their patients’ needs. This made S.W. feel hopeful that others understood her feelings. S.W. learned tools and techniques to address her feelings while attending Mind, Body & Soul support group. S.W. was given a referral for a specialist to help with her work-related injury by our Community Health Advocate, Michelle Moorehead. Our CHA will continue to help S.W. to advocate for her injury with medical staff. S.W. has made new friendships while attending Mind, Body & Soul support group. S.W. continues to attend to maintain her emotional wellness and physical health. G.R. is a participant, age 60+ years old. She has attended Mind, Body & Soul support group meetings for 2 years. She was referred to our program by another participant. G.R. was experiencing extreme anxiety due to a stroke and car accident injury. G.R. is on disability due to her current health related issues. G.R. attended Mind, Body, & Soul support group meetings and shared with group participants how she walks to try and relieve her anxiety. Some participants shared their feelings regarding anxiety. G.R. received some additional tools & techniques to relieve her anxiety, including meditation, journal writing and positive affirmations. G.R. has more hope since attending Mind, Body & Soul support groups. G.R.’s health has slowly improved, and her anxiety is getting better. G.R. also does breathing exercises when she feels her anxiety starting. G.R.’s mood had improved, and she continues to attend our support groups and has maintained her emotional wellness and physical health. Quotes from participants of Mind, Body & Soul support group: “I feel comfortable to share in the meetings and not feel judged” H.H. “Michelle & Lisa make sure we have a nice lunch after our meeting” V.F. “I enjoy the fellowship with others during the meeting” A.B. “We can ask questions when we don’t understand a topic” C.M. “I receive so much valuable information during our meetings.” B.O. “Michelle & Lisa help us with other community resources” G.R. “We have guest speakers with great health topics” L.S. “I have new friends now since attending MBS grp meetings” B.B. B-14 AGGREGATE REPORT Include the following demographic data, as available, for all individuals served during the prior fiscal year: (NOTE: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL SERVED FOR FY 23-24: 168 AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH - TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 0 3 77 88 0 168 LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 157 8 3 0 168 IF OTHER, PLEASE SPECIFY: RACE: ETHNICITY (NON-HISPANIC/LATINX) MORE THAN ONE RACE 1 AFRICAN 1 AMERICAN INDIAN/ ALASKA NATIVE 0 ASIAN INDIAN/ SOUTH ASIAN 0 ASIAN 2 CAMBODIAN 0 BLACK/ AFRICAN AMERICAN 139 CHINESE 0 WHITE/ CAUCASIAN 11 EUROPEAN 11 HISPANIC/ LATINO 12 EASTERN EUROPEAN 0 NATIVE HAWAAIAN/ PACIFIC ISLANDER 1 FILIPINO 3 OTHER 0 JAPANESE 0 DECLINE TO STATE/ DATA NOT CAPTURED 2 KOREAN 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 168 MIDDLE EASTERN 0 VIETNAMESE 0 B-15 MORE THAN ONE ETHNICTY 0 OTHER 0 ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN 0 DECLINE TO STATE/ DATA NOT CAPTURED 141 CENTRAL AMERICAN 1 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 168 MEXICAN AMERICAN 9 PUERTO RICAN 1 SOUTH AMERICAN 0 OTHER 1 SEXUAL ORIENTATION: HETEROSEXUAL 168 QUESTIONING / UNSURE 0 GAY / LESBIAN 0 ANOTHER SEXUAL ORIENTATION 0 BISEXUAL 0 DECLINE TO STATE/ DATA NOT CAPTURED 0 QUEER 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 168 SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE 48 MAN 48 FEMALE 120 WOMAN 120 DECLINE TO STATE/ DATA NOT CAPTURED 0 TRANSGENDER 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 168 GENDERQUEER / NON-BINARY 0 QUESTIONING 0 ANOTHER GENDER IDENTIY 0 B-16 DECLINE TO STATE/ DATA NOT CAPTURED 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 168 ACTIVE MILITARY STATUS: VETERAN STATUS: YES 0 YES 5 NO 0 NO 0 DECLINE TO STATE/ DATA NOT CAPTURED 168 DECLINE TO STATE/ DATA NOT CAPTURED 163 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 168 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 168 DISABILITY STATUS: DISABILITY TYPE: YES 17 DIFFICULTY SEEING 10 NO 0 DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD 3 DECLINE TO STATE/ DATA NOT CAPTURED 151 PHYSICAL MOBILITY 14 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 168 CHRONIC HEALTH CONDITION 29 OTHER 0 DECLINE TO STATE/ DATA NOT CAPTURED 138 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 168 COGNITIVE DISABILITY: YES 4 DECLINE TO STATE/ DATA NOT CAPTURED 164 NO 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 168 PROVIDED IN-HOUSE MH SERVICES: NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES 0 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 0 B-17 REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES 45 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 45 AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: 6 weeks AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES 8 weeks B-18 CHD EMPOWERMENT PROGRAM - PEI ANNUAL REPORTING FORM FISCAL YEAR: 2023 – 2024 PEI STRATEGIES (CHECK ALL THAT APPLY): PREVENTION EARLY INTERVENTION OUTREACH STIGMA AND DISCRIMINATION REDUCTION ACCESS AND LINKAGE TO TREATMENT x IMPROVING TIMELY ACCESS TO TREATMENT SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): CHILDHOOD TRAUMA EARLY PSYCHOSIS x YOUTH OUTREACH AND ENGAGEMENT x CULTURE AND LANGUAGE OLDER ADULTS x EARLY IDENTIFICATION NARRATIVE REPORT Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) • Provided services to 69 unduplicated LGBTQIA2S+ identified youth in East Contra Costa County. • Facilitated 91 educational group sessions at four (4) locations (Brentwood Community United Methodist Church, Hillview Junior High School, Pittsburg High School, and Deer Valley High School). • Facilitated 1,277 individual check-ins, assessments, and one-on-one support sessions. • 21 LGBTQIA+ youth were referred for support services, 3 youth accessed services. • Average time between referral for services and accessing services for confirmed youth is 1-2 weeks. • 89% of youth surveyed stated that since they started attending Empowerment support groups, they have someone they can turn to in a crisis. • 94% of youth surveyed stated that since they started attending Empowerment support groups, they are a little or a lot better informed about LGBTQIA2S+ resources and services in their community. • 82% of youth surveyed stated since they started attending Empowerment support groups, they a little or a lot more comfortable accessing LGBTQIA2S+ services and resources. • 65% of youth surveyed stated they have started working with a therapist since they first started attending Empowerment support groups. B-19 Briefly report on the services provided by the program during the past reporting period. Please include (as applicable): target population(s), program setting(s), types of services, strategies/activities utilized (including any evidence-based or promising practices), needs addressed and follow up. Please note any differences from prior years or any challenges with implementation of the program, if applicable. Center for Human Development’s Empowerment Program provides weekly support groups, Leadership group, and mental health resources and referrals for lesbian, gay, bisexual, transgender, queer, questioning (LGBTQIA2S+) youth and their heterosexual allies, ages 12 – 20, in East Contra Costa County. The annual goal is to reach 68 unduplicated youth from July 1, 2023, through June 30, 2024. During the course of the contract, staff will provide the following services: Component 1: Facilitate three (3) weekly on-campus educational support groups, providing approximately 20 sessions per group. Component 2: Facilitate one (1) weekly educational support group at the agency’s East County office, providing approximately 20 ongoing sessions. Component 3: Facilitate twice-monthly youth leadership groups for at least sixteen 16 sessions. Component 4: Refer youth to culturally appropriate mental health services on an as-needed basis, referral support to a minimum of 15 participants. Component 5: Contractor shall provide these services to not less than 68 unduplicated youth, ages twelve to twenty in East Contra Costa County. Caitlin Gulseth, Empowerment Program Coordinator, was new to this role this year. She facilitated the following services from July 1, 2023, through June 30, 2024. Ms. Gulseth is a full-time employee, working 40 hours per week on the project. During this reporting period, Empowerment has worked with 69 unduplicated youth, which exceeds our goal of 68 unduplicated youth. This number is less than the previous year due to youth not being able to attend for a community-wide group because of issues such as transportation, and lack of safety at home. If youth do not feel their LGBTQIA2S+ identity is safe at home, they are not able to ask their parents to access a resource such as an LGBTQIA2S+ support group. Staff utilized a variety of methods to establish and maintain outreach with local schools, including: phone calls, texting, email, Zoom, and collaborations. Component 1: Facilitate three (3) weekly on-campus educational support groups, providing approximately 20 sessions per group. Providing services at these location helps to increase access in several ways: it eliminates the need for additional transportation, as students are already at school; there is a network of supportive school staff and service providers working at these school sites (Hillview Junior High, in Pittsburg; Pittsburg High, in Pittsburg; and Deer Valley High, in Antioch), allowing for expedient linkage to additional support services as needed; and youth are more inclined to engage in support services, including Empowerment, when they can do so with, or supported by their peers and with reduced anxiety of being “outed” to their parents, or guardians. At Hillview Junior High School Staff facilitated: B-20 • Individual check-ins, assessments, support sessions: 102 • Group sessions: 19 • Unduplicated participants: 12 At Pittsburg High School staff facilitated: • Individual check-ins, assessments, support sessions: 761 • Group sessions: 46 • Unduplicated participants: 34 At Deer Valley High School Staff facilitated: • Individual check-ins, assessments, support sessions: 401 • Group sessions: 22 • Unduplicated participants: 20 From July 1, 2023, through June 30, 2024, Caitlin facilitated 90 group sessions specifically for youth from these three school sites. This number is slightly greater than last year. Staff believes this could be due to the increased perception of safety by LGBTQIA2S+ youth to access support services in the school environment and difficulties students experienced related to not feeling safe or comfortable accessing support in their home environments. Staff continued to conduct frequent individual check-ins, assessments and one-on-one support sessions in addition to group sessions. Staff conducted 1,264 individual check-ins, assessments and one-on-one support sessions with students from Hillview Junior High School, Pittsburg High School and Deer Valley High School during this year. Due to the high number of youths seeking support service at Pittsburg High School, staff formed multiple groups at this site and formed a waiting list toward the end of the year for new youth desiring group support. Throughout the year, CHD staff continued to receive new referrals from school staff and service providers on campus during weekly Care Team meetings and from peer participants. The number of unduplicated participants was 66. Staff has also continued to work closely with school staff and other service providers on campus to confidential space for groups for the upcoming school year, as providing in- person services at school sites fills a need for youth who have difficulty with transportation to our new East County office, in Pittsburg, and/or are not “out” in some aspect of their life (i.e. peers, family, or community). Topics discussed with participants at school sites included: Initial Assessment, Establishing Norms, Group Development, LGBTQIA2S+ History Month, Asexuality Awareness week, Trans Awareness week, Stress management, End of Fall semester celebration, awareness of self, self-identifying labels, Black History month, boundary setting, self-love, consent, self-esteem, self-care, LGBTQIA2S+ representation in media, passive/assertive/aggressive communication, resilience in LGBTQIA2S+ art, future planning, AAPI Heritage Month, self-awareness, LGBTQIA2S+ Pride Month, Pre- and Post-Surveys, Anticipating the End of the School Year, Giving and Receiving Appreciations, and Closure. Component 2: Facilitate one (1) weekly educational support group at the agency’s East County office, providing approximately 20 ongoing sessions to promote emotional health, positive identity, and reduce isolation through life skill development. On first and third Tuesdays, staff facilitated groups at Brentwood Community United Methodist Church in Brentwood, CA. On Second and Fourth Tuesdays, staff facilitated group sessions at out East County Branch office in Pittsburg, CA. Providing services at CHD’s East County Office has challenges which were exacerbated by the need to relocate this group and the agency’s East County office from Antioch to Pittsburg. During this reporting period, staff extended the Empowerment Program into Brentwood, CA to aid in accessibility and issues with transportation. This is the only year- round, drop-in support program for LGBTQ+ youth in East Contra Costa County, providing access to youth from Bay Point, Pittsburg, Antioch, Oakley, and Brentwood. At agency’s East County office Staff facilitated: B-21 • Individual check-ins, assessments, support sessions: 13 • Group sessions: 1 • Unduplicated participants: 3 From July 1, 2023, through June 30, 2024, Caitlin Gulseth facilitated 1 virtual and in-person youth support group sessions for youth ages 12-20 from throughout East Contra Costa County. The group met at Brentwood Community United Methodist Church, in Brentwood, where Caitlin had extended the program. The number of meetings is less than our goal of 20 sessions for the year and group attendance numbers were down significantly. This is due to obstacles such as transportation, lack of safety at home, and not wanting to be the only one in attendance. This group had an average attendance of 1 youth per session for this reporting period, creating an increase in individual support sessions. The number of unduplicated participants was 3. Staff predicts these numbers to increase in the next year, as outreach and promotion of an East County Empowerment Group for ages 12-16, and an East County Empowerment Group for ages 17-20 permeate the community. CHD staff conducted 13 individual check-ins, assessments and support sessions during this year with youth not associated with one of our school sites. Topics for the East County group included: Group Development, Establishing Group Agreements, Queer History, Self- Love, LGBTQIA2S+ Pride Month, LGBTQIA2S+ representation in Animation, and Youth Resilience. Component 3: Facilitate twice-monthly youth leadership groups for at least sixteen 16 sessions. Staff facilitated: • Group sessions: 0 • Unduplicated participants: 0 Due to the overwhelming need for youth participation, staff focused on the previously noted groups and conducting outreach. However, staff believes leadership development to be an important component of Empowerment’s programing and intends to reengage this component in the upcoming fiscal year, as staff believes youth participants are better able to take on additional responsibilities after this year of transition. Component 4: Refer youth to culturally appropriate mental health services on an as-needed basis, referral support to a minimum of 15 participants. Staff made specific referrals for additional support services for 21 youth throughout the year. 3 referred participants confirmed accessing referred supports, a significant decrease from the previous year. The average length of time from referral to accessing services for students recorded is 1-2 weeks. The number of referrals exceeds of our target of 15 annual referrals, likely due to tragic student deaths in the school community, lack of safety for LGBTQIA2S+ identity at home and in school, and inability to access mental health services due to having to go through parental insurance. Referrals were made to Contra Costa Crisis Center, Contra Costa Family Justice Center, MoPride Center, and Deer Valley High School’s Wellness Center. However, all participants were given Safety Phone Lists and repeatedly encouraged to reach out to the Contra Costa County Crisis Center as well as any current clinical support during times of stress, anxiety and crisis. Safety Phone Lists contain contact information for the Contra Costa Crisis Center, The Trevor Project, GLBT Youth Talk-line, Rainbow Community Center (RCC), Planned Parenthood, Homeless Hotline, Run Away Hotline, Community Violence Solutions, and STAND for Families Against Violence. It is important to acknowledge that many of Empowerment’s participants, as in previous years, were referred to CHD’s Empowerment program for additional social-emotional support from other mental health providers. Thus, these participants were already connected and engaged in culturally appropriate mental health services, rendering additional referrals unnecessary. Additionally, multiple students with insurance expressed a desire to start therapy services, B-22 however, were fearful of speaking with their parents about mental health and/or LGBTQIA2S+ identity in order to receive permission to access services. Component 5: Contractor shall provide these services to not less than 68 unduplicated youth, ages twelve to twenty in East Contra Costa County. Staff provided services to a total of 69 unduplicated youth, in East Contra Costa County, exceeding our goal without an ongoing non-school based group or active Leadership program. This underscores the crucial role schools play in youth being able to access needed mental health support services in our East County communities. Briefly report on the outcomes of the program’s efforts during the past reporting period. Please include (as applicable): Quantitative and qualitative data, data collection methodology (including measures for cultural responsiveness and confidentiality), evaluation, and use of information gathered. Please note how these outcomes compare to your measures of success at the outset of the past reporting period. In post-surveys, participants were asked a series of questions asking them to state how, or if they note changes in particular areas, including determinants of health, since participating in Empowerment support programming. Twenty- five post-survey responses were received. Responses show: • 83% of respondents note communicating a little or a lot better with their families. • 68% of respondents noted that they have come out to a little or a lot of their friends. • 89% of respondents stated they have someone they can turn to in a crisis. • 94% of respondents noted that they are a little or a lot better informed about LGBTQIA2S+ resources and services in their community. • 82% of respondents noted being a little or a lot more comfortable accessing LGBTQIA2S+ services and resources. • 75% of respondents state they have become a little or a lot better leader. • 82% of respondents noted they are a little or a lot better advocate for themselves and others. • 64% of respondents noted being a little or a lot more involved in their community. • 64% of respondents noted they are doing a little or a lot better in school. • 65% of respondents noted starting to work with a therapist. Also, 56% of respondents stated they can see themselves as a happy adult all or most of the time in post-surveys, as opposed to only 47% of pre-survey respondents. Describe how the program reflects MHSA values of integrated, community-based, culturally responsive services that are guided and driven by those with lived-experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserved; provides access and linkage to mental health care, improves timely access to services, and use strategies that are non-stigmatizing and non-discriminatory. Give specific examples as applicable. Empowerment is a social-emotional and educational support program for LGBTQIA2S+ youth, ages 12 to 20, in East Contra Costa County, which is a highly diverse community in regard to ethnic makeup and socio-economic status, with large percentages of Latinx, Black, and low-income families. Youth enter the program through referrals from self, peers, family, school staff, and other service providers. Staff works diligently to create safe, welcoming, empathetic, confidential spaces for all who attend Empowerment. This is facilitated by the development of group norms, which all attendees agree to adhere to. During groups and during individual check-ins, assessments and support sessions youth work to identify and process challenges and struggles they face, then identify and develop internal strengths, coping mechanisms and tools for building resiliency to work through challenges, with the support and encouragement of Empowerment staff and peers. Through this process, when youth are identified to need or would benefit from support B-23 services outside the capacities of Empowerment Program, referrals and linkages are made to other culturally appropriate service providers. All youth participating in Empowerment are treated with respect as individuals, and staff makes a concerted effort to do so without bias or judgment. As noted in monthly program notes, staff also take part in multiple trainings, workshops, coalitions and other forums, including clinical supervision, throughout the year to stay up to date on issues, research, terminology, laws, possible bias, diverse perspectives, etc. relevant to the highly diverse LGBTQIA2S+ youth community in East Contra Costa County, incorporating what they learn into the support and education provided to youth throughout the Empowerment Program. All LGBTQIA2S+ youth, ages 12-20, and their heterosexual friends are welcome to join Empowerment’s groups, and their level of participation is completely voluntary. We believe that the diversity of our participants, as noted in our demographic form, is an indication of our success in this endeavor, however, we are always striving to do better. In Empowerment, LGBTQIA2S+ youth are engaged in discussions of topics, workshops and activities that are common to the broader LGBTQIA2S+ community, such as: identity development, the process of coming out, rejection and fear of rejection, isolation, harassment, bullying, discrimination, anxiety, depression, suicidality, healthy relationships, relationship violence, drug and alcohol use and abuse, community development and engagement, leadership and activism, physical, mental and sexual health and safety. And as noted in previous sections, when staff identifies potential concerns for any participant, they respond immediately to offer information and referrals for additional support services. Include examples of notable community impact or feedback from the community if applicable. It is not an uncommon experience for staff to hear from participants and parents/guardians that Empowerment Program is the only source of positive support participants are able to identify; especially during times of mental, or emotional struggle related to their identity. Staff also frequently hears from community partners how important the Empowerment Program is, and how needed the work Empowerment does to support LGBTQIA2S+ youth is in our communities. Staff asked participants to share their personal experiences with the Empowerment Program. Here are a few of their responses: "Empowerment will help you be the best you can be!" ~AM "A very safe place, welcome to all." ~ZC "You can be comfortable and express yourself freely!" ~RK "It's a fun, safe place." ~SL "You learn a lot of new things about the LGBTQ+ community in a safe space." ~CB B-24 AGGREGATE REPORT Include the following demographic data, as available, for all individuals served during the prior fiscal year: (NOTE: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL SERVED FOR FY 23-24: 69 AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH - TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 37 32 69 LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 69 69 IF OTHER, PLEASE SPECIFY: RACE: ETHNICITY (NON-HISPANIC/LATINX) MORE THAN ONE RACE 13 AFRICAN 19 AMERICAN INDIAN/ ALASKA NATIVE ASIAN INDIAN/ SOUTH ASIAN 1 ASIAN 6 CAMBODIAN BLACK/ AFRICAN AMERICAN 20 CHINESE WHITE/ CAUCASIAN 10 EUROPEAN 9 HISPANIC/ LATINO 20 EASTERN EUROPEAN NATIVE HAWAAIAN/ PACIFIC ISLANDER FILIPINO 2 OTHER JAPANESE DECLINE TO STATE/ DATA NOT CAPTURED KOREAN TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 69 MIDDLE EASTERN 1 VIETNAMESE 1 B-25 MORE THAN ONE ETHNICTY 15 OTHER ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN DECLINE TO STATE/ DATA NOT CAPTURED 0 CENTRAL AMERICAN 3 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 69 MEXICAN AMERICAN 17 PUERTO RICAN 1 SOUTH AMERICAN OTHER SEXUAL ORIENTATION: HETEROSEXUAL 8 QUESTIONING / UNSURE 6 GAY / LESBIAN 17 ANOTHER SEXUAL ORIENTATION 6 BISEXUAL 29 DECLINE TO STATE/ DATA NOT CAPTURED 0 QUEER 3 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 69 SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE 15 MAN 6 FEMALE 54 WOMAN 28 DECLINE TO STATE/ DATA NOT CAPTURED 0 TRANSGENDER 21 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 69 GENDERQUEER / NON-BINARY 9 QUESTIONING 2 ANOTHER GENDER IDENTIY 2 B-26 DECLINE TO STATE/ DATA NOT CAPTURED 1 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 69 ACTIVE MILITARY STATUS: VETERAN STATUS: YES YES NO 69 NO 69 DECLINE TO STATE/ DATA NOT CAPTURED DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 69 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 69 DISABILITY STATUS: DISABILITY TYPE: YES 13 DIFFICULTY SEEING 3 NO 50 DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD 2 DECLINE TO STATE/ DATA NOT CAPTURED 6 PHYSICAL MOBILITY TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 69 CHRONIC HEALTH CONDITION 5 OTHER DECLINE TO STATE/ DATA NOT CAPTURED 59 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 69 COGNITIVE DISABILITY: YES 4 DECLINE TO STATE/ DATA NOT CAPTURED 6 NO 59 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 69 B-27 PROVIDED IN-HOUSE MH SERVICES: NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES 21 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 3 AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: 1 week AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES 1-2 weeks It is important to note that multiple students with insurance expressed a desire to start therapy services, however, were unable to access mental health services due to fear of discussing mental health and/or LGBTQIA2S+ Identity with their parents. B-28 CHILD ABUSE PREVENTION COUNCIL - PEI ANNUAL REPORTING FORM FISCAL YEAR: 2023 – 2024 PEI STRATEGIES (CHECK ALL THAT APPLY): PREVENTION X EARLY INTERVENTION OUTREACH STIGMA AND DISCRIMINATION REDUCTION ACCESS AND LINKAGE TO TREATMENT X IMPROVING TIMELY ACCESS TO TREATMENT SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): CHILDHOOD TRAUMA EARLY PSYCHOSIS YOUTH OUTREACH AND ENGAGEMENT X CULTURE AND LANGUAGE OLDER ADULTS X EARLY IDENTIFICATION NARRATIVE REPORT Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) • Prevention and Early intervention - increased awareness of child abuse and neglect • Reduction in physical punishment • Appropriate expectations of children • Reducing role reversal • Increase in empathy -educate families to increase healthy relationships • strengthen families and increase understanding of appropriate developments power and independence. • build new skills and alter old behavioral patterns, beliefs • Increase mental health awareness to help identify untreated mental health needs • Linkage to community resources Briefly report on the services provided by the program during the past reporting period. Please include (as applicable): target population(s), program setting(s), types of services, strategies/activities utilized (including any evidence-based or promising practices), needs addressed and follow up. Please note any differences from prior years or any challenges with implementation of the program, if applicable. B-29 CAPC offered four 18-week Nurturing Parenting evidence-based curriculum to groups of 12-15 Latino parents, immersing them in ongoing training, building new parenting skills and breaking cycles of old beliefs and behavioral patterns. CAPC immerses parents in ongoing training, free of charge, designed to build new skills and alter old behavioral patterns intended to strengthen families and support the healthy development of their children in their own neighborhoods. CAPC collaborates with agencies and schools to help identify those families in need of support and those with limited or no access due to transportation or other challenges. During the first semester of The Nurturing Parenting Program a total of 36 parents and 25 children enrolled in the program in East and Central County. A total of 30 parents and 25 children completed and graduated from the NPP successfully. 5 parents attended a few of sessions and dropped out due to scheduling challenges, parents were invited to return when time allows. The first session of the Nurturing Parenting Program operated as planned and parents expressed gratitude for this type of program, which offered 18 in person sessions and followed curriculum as projected at the beginning of the Fiscal Year. During the second semester of The Nurturing Parenting Program (NPP) a total of 32 parents and 38 children enrolled in both regions (Central and East County). During the second session all parents completed and graduated from the program. The Child Abuse Prevention Council (CAPC) reached out to the Latino community in Central and East County offering The Nurturing Parenting Program (NPP) first session of the fiscal year starting July 2023 ending December 2023, second session started January 2024 ended June 2024. Parents and their children enrolled to participate in the 18-week parenting education program offered in the evening at three locations to reach and increase accessibility to family: East County at Delta First 5 and Vintage Parkway Elementary School, and at the Concord First 5 Center in Central County. NPP collaborated with community-based agencies and school districts such as First 5 Center, Head Start, WIC, Antioch Unified and Oakley Elementary School District to promote this program. Parents enrolled in the NPP reported that hearing other parents’ opinion and comments about this program motivated them to enroll. CAPC staff planned for 18 consecutive weeks following the fidelity of the NPP evidence-based curriculum to increase parenting skills, decrease isolation within this population, decrease stigma related to accessing mental health services for self and/or child. The NPP and the Five Protective Factors align to build strong families and break cycles of abuse and neglect, decreasing higher level of care. Briefly report on the outcomes of the program’s efforts during the past reporting period. Please include (as applicable): Quantitative and qualitative data, data collection methodology (including measures for cultural responsiveness and confidentiality), evaluation, and use of information gathered. Please note how these outcomes compare to your measures of success at the outset of the past reporting period. The Nurturing Parenting Program offered four 18-week classes starting in July 2023 and ending in June 2024. Parents were administered the evaluation tool AAPI -A at the beginning and the AAPI-B at completion of the program. Results of the AAPI forms are entered in a password protected database (Assessing Parenting) which analyzes the results and provides a chart reflecting variation of participants starting and ending the program. Upon completion of the program, staff reviews the results which reflect areas of improvement and measures the "risk" of child abuse and neglect for participants. If in the event, parents score as “high risk”, an invitation is offered to the family to participate in the program one more time as well as offered additional resources to address their needs. All data entered in the Assessing Parenting site is password protected, and only authorized personnel has access to these records. The Nurturing Parenting Program focuses and encourages participants in developing skills along five domains of parenting: age-appropriate expectations; empathy, bonding/attachment; non-violent discipline; self-awareness and self- worth and empowerment, autonomy, and independence. Responses to the AAPI provide an index of risk in five parenting constructs: A - Appropriate Expectations of Children. Understands growth and development. Children are allowed to exhibit normal developmental behaviors. Self-concept as a caregiver and provider is positive. Tends to be supportive of children. B-30 B – High Level of Empathy. Understands and values children’s needs. Children are allowed to display normal developmental behaviors. Nurture children and encourage positive growth. Communicates with children. Recognizes feelings of children. C – Discipline/ VALUES ALTERNATIVES TO CORPORAL PUNISHMENT Understands alternatives to physical force. Utilizes alternatives to corporal punishment. Tends to be democratic in rule making. Rules for family, not just for children. Tends to have respect for children and their needs. Values mutual parent-child relationship. D - APPROPRIATE FAMILY ROLES tends to have needs met appropriately. Finds comfort, support, companionship from peers. Children are allowed to express developmental needs. Takes ownership of behavior. Tends to feel worthwhile as a person, good awareness of self. E - VALUES POWER-INDEPENDENCE Places high-value on children’s ability to problem solve. Encourages children to express views but expects cooperation. Empowers children to make good choices. These five parenting constructs enhance the Five Protective Factors that replace risk of abusive behavior with positive parenting skills. The Five Protective Factors are the foundation of the Strengthen Families Approach: Parental resilience, social connections, concrete support in times of need, knowledge of parenting and child development, and social and emotional competence of children. Inventory A and B are given to parents at the beginning of the session and at the end. Result per group. Central & East County AAPI Results Session 1& 2 East County Construct A B C D E Form A 8.60 7.90 6.90 8.70 7.40 Form B 8.71 8.86 8.00 9.14 4.43 Construct A B C D E Form A 7.69 8.00 6.23 9.08 7.15 Form B 8.00 8.50 7.83 7.83 6.50 AAPI Results Session 1 & 2 Central County Construct A B C D E Form A 7.78 6.78 5.56 8.78 5.56 Form B 8.00 7.89 7.22 8.56 5.44 Construct A B C D E Form A 8.22 7.78 6.11 8.89 6.78 B-31 Form B 7.36 7.82 7.91 8.27 6.36 • Scale 1 – 10 (Higher the score, lower the risk). CAPC monitors outcomes and has observed parents have difficulty with on construct in particular: Construct E - VALUES POWER-INDEPENDENCE. Staff is working collectively to identify participants that score low and has invited them to participate again in the NPP program during Fiscal Year 24-25 at any of our sites. Parents have demonstrated challenges balancing children’s needs and independence. CAPC staff participated in a refresher training of the Nurturing Parenting Program to evaluate current practices and develop new strategies to continue implementing this evidence-based program to fidelity. Describe how the program reflects MHSA values of integrated, community-based, culturally responsive services that are guided and driven by those with lived-experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserved; provides access and linkage to mental health care, improves timely access to services, and use strategies that are non-stigmatizing and non-discriminatory. Give specific examples as applicable. CAPC Director and The Nurturing Parenting Program Supervisor continue meeting regularly to discuss program outcomes, challenges and to ensure staff offering direct services receive support and guidance throughout the course of the session. CAPC is committed to provide support to a high standard and meeting family’s needs by meeting them where they are at, in their own community, with cultural responsiveness and offering a program implemented by para-professionals, staff who have valuable lived- experience in a diverse range of life domains, staff with children with special needs (behavioral and physical needs), others have experience navigating systems and having succeeded in their own journey. Staff with lived experience have also continued preparing themselves by attending trainings, completing certification in this program and other areas in which enhance their ability to provide support to the community. Staff work closely with executive director, supervisor and mental health consultant to offer guidance and ensure families are educated, coached, and guided in the most appropriate manner. The NPP lessons are developed and tailored to meet each group’s needs and community challenges. CAPC-NPP staff monitors participants during the lesson, engaging parents in activities to self-report outcomes of strategies introduced each class. The Child Abuse Prevention Council staff continues finding resources for the Latino community who has reported challenges accessing mental health services that are culturally appropriate in most areas and agencies throughout the Contra Costa County. Parents reported facing challenges accessing support by providers who are truly bilingual and bicultural. To support this need staff has worked with parents by linking to Access Line and coaching them to advocate for services for children and adults. CAPC evaluates each participant’s need with the support of supervisor and Mental health consultant and when appropriate parents are linked to support groups in their area creating opportunity for families to connect with families in their own neighborhood. CAPC strongly believes in building community connections to increase children’s safety. Dr. Hector Rivera-Lopez offers Mental Health presentations to enhance the program and promote self-care to increase emotional availability for parents caring for their children and decrease the risk of child abuse. The NPP supervisor not only oversees sessions, but she also offers direct services to help parents feel more comfortable and confident when accessing resources. NPP engages with each family to offer linkage to the appropriate resources and staff follows up to gather information about how outcome of services and monitor progress per parent self-report. Include examples of notable community impact or feedback from the community if applicable. B-32 CAPC would like to share one participant’s story, keeping her name confidential as her family is not comfortable sharing identifying information as they are in the process of healing from traumatic experiences. B and her husband immigrated from Mexico seeking asylum as they were victims of community violence, B’s 3 children and herself are already receiving mental health services to address their trauma. B came to Nurturing Parenting Program invited b other parents in her children’s school. At the end of the program B asked the group: “Would it be ok for me to share my thoughts with you all?” B stood in front to the group and with tears in her eyes and a broken soft tone of voice she read a letter she had written to give testimony of how much this program meant to her as a person and as a mother. Throughout this course staff observed B how much attention she pays to each topic, from time to time B would share her thoughts and fears. At the end of the program as a surprise to all, she was able to stand before all and shared part of her journey. B reported feeling appreciative to this program for helping her think about her own experience growing up and learning that parenting doesn’t give the right to yell and abuse children, now she reports she believes parenting is nurturing and children are like plants; in order to see them grow healthy one is to give them attention and if you neglect it, it will grow crooked and if a child is neglected its life won’t be ok, B shared. “I grew up neglected and now I have a family that I immensely love and want to give the best of me. Nurturing parenting gave me lot of knowledge, gave me information I didn’t have. I am happier now thanks to all of you”. B reported. B-33 AGGREGATE REPORT Include the following demographic data, as available, for all individuals served during the prior fiscal year: (NOTE: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL SERVED FOR FY 23-24: AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH - TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 53 68 LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 121 IF OTHER, PLEASE SPECIFY: RACE: ETHNICITY (NON-HISPANIC/LATINX) MORE THAN ONE RACE AFRICAN AMERICAN INDIAN/ ALASKA NATIVE ASIAN INDIAN/ SOUTH ASIAN ASIAN CAMBODIAN BLACK/ AFRICAN AMERICAN CHINESE WHITE/ CAUCASIAN EUROPEAN HISPANIC/ LATINO 121 EASTERN EUROPEAN NATIVE HAWAAIAN/ PACIFIC ISLANDER FILIPINO OTHER JAPANESE DECLINE TO STATE/ DATA NOT CAPTURED KOREAN TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) MIDDLE EASTERN VIETNAMESE B-34 MORE THAN ONE ETHNICTY OTHER ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN DECLINE TO STATE/ DATA NOT CAPTURED CENTRAL AMERICAN 32 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) MEXICAN AMERICAN 89 PUERTO RICAN SOUTH AMERICAN OTHER SEXUAL ORIENTATION: HETEROSEXUAL 121 QUESTIONING / UNSURE GAY / LESBIAN ANOTHER SEXUAL ORIENTATION BISEXUAL DECLINE TO STATE/ DATA NOT CAPTURED QUEER TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE 55 MAN 55 FEMALE 66 WOMAN 66 DECLINE TO STATE/ DATA NOT CAPTURED TRANSGENDER TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) GENDERQUEER / NON-BINARY QUESTIONING ANOTHER GENDER IDENTIY B-35 DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) ACTIVE MILITARY STATUS: VETERAN STATUS: YES YES NO 121 NO 121 DECLINE TO STATE/ DATA NOT CAPTURED DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) DISABILITY STATUS: DISABILITY TYPE: YES DIFFICULTY SEEING NO 121 DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD DECLINE TO STATE/ DATA NOT CAPTURED PHYSICAL MOBILITY TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) CHRONIC HEALTH CONDITION OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) COGNITIVE DISABILITY: YES DECLINE TO STATE/ DATA NOT CAPTURED NO 121 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 121 B-36 PROVIDED IN-HOUSE MH SERVICES: NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES 0 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 0 REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES 10 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 2 AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES 12 B-37 CONTRA COSTA CRISIS CENTER - PEI ANNUAL REPORTING FORM FISCAL YEAR: 2023 – 2024 PEI STRATEGIES (CHECK ALL THAT APPLY): x PREVENTION x EARLY INTERVENTION x OUTREACH x STIGMA AND DISCRIMINATION REDUCTION x ACCESS AND LINKAGE TO TREATMENT x IMPROVING TIMELY ACCESS TO TREATMENT x SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): CHILDHOOD TRAUMA EARLY PSYCHOSIS YOUTH OUTREACH AND ENGAGEMENT CULTURE AND LANGUAGE OLDER ADULTS x EARLY IDENTIFICATION NARRATIVE REPORT Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) • 24-hour Crisis & Suicide Hotlines: Exceeded target goals • Recruit & Train Diverse Volunteer Pool: Exceeded target goals • Community Outreach & Education: Exceeded target goals • Co-Chair Suicide Prevention Coalition Monthly Meeting: Met target goals • County Coroner Referrals and Suicide Data: Met target goals • Postvention/Mobile Grief Response: Met target goals • Grief Support Groups: Met target goals • Psychiatric Emergency Follow-Up Program: Met target goals Briefly report on the services provided by the program during the past reporting period. Please include (as applicable): target population(s), program setting(s), types of services, strategies/activities utilized (including any evidence-based or promising practices), needs addressed and follow up. Please note any differences from prior years or any challenges with implementation of the program, if applicable. B-38 Scope of Services: 24-hour Crisis & Suicide Hotlines 1) Provided immediate counseling, active listening, emotional support, and referrals to community resources on our 24-hour Crisis & Suicide hotlines via phone and text for all Contra Costa County residents. Calls and texts are answered by live Call Specialists in English and Spanish, and we continued to have access to the 24/7 Language Line interpreter services for over 240 languages. 2) Provided callers linkage to mental health services through community resources as appropriate for each call. 100% of callers were assessed for suicide risk level, and all callers with a risk level of medium or high were offered a follow-up call. 3) Provided debriefing, supervision, silent monitoring, and consultation for all staff and volunteers in a manner that meets national industry standards, American Association of Suicidology (AAS), and International Council of Helplines (ICH) accreditation standards. Our agency maintains both AAS accreditation and International Council of Helplines (ICH) five-year accreditation. Our staff and volunteers reflect Contra Costa County demographics in our diversity of country of origin, languages spoken, culture, gender, religion, sexual orientation, socio-economic class, and lived experiences. Recruit and Train Diverse Volunteer Pool 1) Continued to recruit and train a diverse group of volunteers representing communities countywide with current bi-lingual fluency in Spanish, Hindi, Hebrew, Punjabi, Urdu and Russian. 2) Exceeded target goal for number of active call center volunteers including several with multilingual skills during this reporting period, maintaining an active pool of 31 volunteers in the Call Center this reporting period (Goal: 25 volunteers). 3) Provided 60+ hours of classroom and one-on-one mentoring training curriculum for two new volunteer training cohorts (September 2023, March 2024). Met target goal (Goal: 2 trainings). Community Outreach & Education 1) Exceeded target deliverables for Suicide Risk Assessment & Intervention Trainings (minimum: 4) by providing 8 free trainings to partner service providers and mental health clinicians countywide with optional CE credits available: a. 7: Virtual Trainings b. 1: In-Person Training 2) Continued to provide virtual outreach and education presentations regarding Crisis Center Agency Services and Suicide Prevention. Co-chair Suicide Prevention Coalition Monthly Meeting 1) Continued to co-chair the Suicide Prevention Coalition monthly meetings virtually in partnership with Contra Costa Health. County Coroner Referrals and Suicide Data B-39 1) Continued to receive monthly Coroner data and maintain collaboration for referrals from the Coroner’s Office and Family, Maternal, and Child Health Program to our Grief Counseling Support Group services for grieving survivors. Postvention/Mobile Grief Response 1) Responded to five Postventions/Mobile Grief Response Requests after the sudden death of a student or colleague at a school, business, or agency this reporting period. Grief Support Groups 1) Provided on-going grief support group services for Survivors After Suicide Loss, Parents Who Have Lost A Child, Partner & Spouse Loss, and Family & Friend Loss. 89 grief clients enrolled in bereavement support group services between 07/01/23-06/30/24. Psychiatric Emergency Services Follow Up 1) Provided several outreach meetings with the PES staff team promoting the optional follow-up program for consenting patients discharged from PES. Follow-Up program promotion to patients began 08/01/22. We received 231 total referrals between 08/01/23-06/30/24. 32 patients opted in to the follow-up program via text, and 199 patients provided consent via a faxed consent form. Briefly report on the outcomes of the program’s efforts during the past reporting period. Please include (as applicable): Quantitative and qualitative data, data collection methodology (including measures for cultural responsiveness and confidentiality), evaluation, and use of information gathered. Please note how these outcomes compare to your measures of success at the outset of the past reporting period. I. Outcome Statements A. Continue to operate 24-hour crisis and suicide hotlines, providing immediate counseling, emotional support, and resource information around the clock to callers in distress. B. 100% lethality assessment of crisis calls and 100% follow-up with med-high lethality callers upon consent of caller. C. Maintain Spanish-language counselor availability to serve Spanish-speaking calls 80 hours per week (minimum 2.0 FTE). D. Maintain average call response time under 30 seconds in answering 24 -hour crisis line calls, and to have an overall abandonment rate on crisis lines under 15% percent. E. Continuously recruit and train crisis line volunteers to a minimum pool of 25 culturally competent individuals, several with multilingual skills, within the contract year. F. Provide outreach, education, and suicide risk assessment & intervention trainings to the community (minimum 4). G. Co-Chair the monthly Suicide Prevention Committee. H. Provide follow-up to consenting individuals upon referral and discharge from PES. I. Provide Postvention/Mobile Grief Response Services and Grief Support Groups. II. Measures of Success A. Answered 25,522 mental health/crisis/suicide calls on the 24-hour hotlines, a decrease from last fiscal year by 1,702 calls. We exceeded the target goal of answering 12,000 mental health/crisis/suicide calls. B. Provided 100% follow-up with med-high assessed lethality callers upon caller’s consent. 99% or more of callers assessed to be at medium to high risk of suicide were still alive 30 days later based on the Coroner’s monthly suicide data reports. B-40 C. Maintained 80 hours per week (minimum 2.0 FTE) or more of Spanish-language coverage on 24-hour crisis lines. D. Exceeded both target goals of answering all crisis calls within an average of 14.8 seconds (Goal: Less than 30 seconds) and have an abandonment rate on crisis lines of 10.5 % (Goal: Less than 15%). Our Crisis Line abandonment rate decreased by an additional 1% compared to last fiscal year. E. Met target goal of providing two volunteer trainings per year (Goal: 2), consistent with AAS accreditation for training, to a minimum pool of 25 culturally competent individuals, several with multilingual skills, within the contract year. Maintained 31 active volunteers in the Call Center this fiscal year. F. Provided 8 suicide risk assessment & intervention trainings to service providers and clinicians; Exceeded target goal of providing a minimum of 4. G. Provided follow-up attempts to 100% of consenting patients who have been referred to the Crisis Center upon discharge from PES via text or phone. H. Provided grief counseling services which included Postvention/Mobile Grief Response Services and Grief Support Groups this reporting period. This fiscal year we hosted 12 in-person professional development training opportunities to all staff and volunteers to promote knowledge of community resources and continuous cultural humility in working with and supporting a diverse population over the crisis hotlines such as youth, families with young children, seniors, people who are homeless, people who have mental illness, and people who experienced trauma. We are active participants in meetings that strive to improve cultural sensitivity, awareness, and education to better serve our community such as Suicide Prevention Coalition, 988 Lifeline, Striving for Zero, Community Care Coalition, Help Me Grow Café, 988 CA Crisis Centers, Bay Area Suicide & Crisis Intervention Alliance (BASCIA), Child Death Review Team, 211 CA, Homeless Providers, and Office of Emergency Services and countywide Chamber of Commerce. We maintain a feedback box in our front lobby for staff, volunteer, and clients, as well as gather feedback and evaluation surveys at the conclusion of every training and grief support group we provide, for continuous improvements and program development. Our policies (HIPAA and clinical license standards informed) ensure confidentiality – including use of technology, storage of records, destruction of records, subpoena response, record keeping, report writing, and (non)use of identifying client information on server. Our core values of compassion, integrity, inclusion, accessibility, and collaboration along with continuous cultural humility development is written, spoken and practiced. Our policies, protocols, and office environment support these values. Describe how the program reflects MHSA values of integrated, community-based, culturally responsive services that are guided and driven by those with lived-experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserved; provides access and linkage to mental health care, improves timely access to services, and use strategies that are non-stigmatizing and non-discriminatory. Give specific examples as applicable. Our services are designed on the belief that emotional support can make a significant difference in a caller’s ability to self-manage and minimize psychiatric hospitalization visits when the support is available any time it is needed 24/7/365. We believe every person has a basic right to assistance in life-threatening or other crisis situations. Our mission is to keep people alive and safe, help them through crises, and provide or connect them with culturally relevant resources in the community. Our vision is that people of all cultures and ethnicities in Contra Costa County are in a safe place B-41 emotionally and physically. Every resource in our 211 Resource Database is vetted, maintained, and up-to-date and is accessible for agencies partners and members of the community to use throughout the county free of charge. The Contra Costa Crisis Center holds the following core values: 1. Compassion: We are driven by a desire to alleviate the emotional pain, distress, and needs of our clients. 2. Integrity: We respect and honor our colleagues and clients through trustworthy actions. 3. Inclusion: We affirm the value of differing perspectives and are committed to representation from, and service to, all members of our diverse community. 4. Accessibility: We believe that people in need should be able to get help 24/7/365. 5. Collaboration: We are committed to developing strong, lasting partnerships with community members to achieve common goals. Include examples of notable community impact or feedback from the community if applicable. PES Follow-Up Client A 26 year old male agreed to follow-up with a Care Coordinator upon PES discharge. When the Care Coordinator first connected, he was dealing with anger issues, being a perpetrator of Domestic Violence, and was emotionally stuck in the past. After some time of continuous check-ins, he is now attending anger management treatment, focusing on taking care of his children, and has a job lined up. He states that he is more focused on staying present and recognizing what is in his control and what isn’t. He agreed to call 988 for continued emotional support after the conclusion of his last follow-up call. Crisis Caller S has called on the crisis lines 19 times over the last 8 months. She is a mother of two, going through a divorce, has an elderly mom living with her, and her teenage son has been recently hospitalized for suicidal thoughts. Our Crisis Counselors have provided her with active listening and emotional support on every call. She left positive feedback regarding our Crisis Counselors, stating that she has been, “battling issues for months, falling at the end of the fight, thank you. People like your Crisis Counselors give people hope and keep them prayerful.” B-42 AGGREGATE REPORT Include the following demographic data, as available, for all individuals served during the prior fiscal year: (NOTE: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL SERVED FOR FY 23-24: 25,522 AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH – TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 220 1262 8455 4756 10,829 25,522 LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 24,139 498 13 872 25,522 IF OTHER, PLEASE SPECIFY: Farsi, Mandarin, Vietnamese RACE: ETHNICITY (NON-HISPANIC/LATINX) MORE THAN ONE RACE 304 AFRICAN AMERICAN INDIAN/ ALASKA NATIVE 22 ASIAN INDIAN/ SOUTH ASIAN ASIAN 1252 CAMBODIAN BLACK/ AFRICAN AMERICAN 2033 CHINESE WHITE/ CAUCASIAN 10,150 EUROPEAN HISPANIC/ LATINO 746 EASTERN EUROPEAN NATIVE HAWAAIAN/ PACIFIC ISLANDER 112 FILIPINO OTHER 0 JAPANESE DECLINE TO STATE/ DATA NOT CAPTURED 10,903 KOREAN TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 25,522 MIDDLE EASTERN VIETNAMESE B-43 MORE THAN ONE ETHNICTY OTHER ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN DECLINE TO STATE/ DATA NOT CAPTURED CENTRAL AMERICAN TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) MEXICAN AMERICAN PUERTO RICAN SOUTH AMERICAN OTHER SEXUAL ORIENTATION: HETEROSEXUAL QUESTIONING / UNSURE GAY / LESBIAN ANOTHER SEXUAL ORIENTATION BISEXUAL DECLINE TO STATE/ DATA NOT CAPTURED QUEER TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE 6,493 MAN 6,493 FEMALE 11,179 WOMAN 11,179 DECLINE TO STATE/ DATA NOT CAPTURED 7,850 TRANSGENDER 48 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 25,522 GENDERQUEER / NON-BINARY 24 QUESTIONING 19 ANOTHER GENDER IDENTIY 0 B-44 DECLINE TO STATE/ DATA NOT CAPTURED 7,759 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 25,522 ACTIVE MILITARY STATUS: VETERAN STATUS: YES YES 71 NO NO 809 DECLINE TO STATE/ DATA NOT CAPTURED DECLINE TO STATE/ DATA NOT CAPTURED 24,642 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 25,522 DISABILITY STATUS: DISABILITY TYPE: YES DIFFICULTY SEEING NO DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD DECLINE TO STATE/ DATA NOT CAPTURED PHYSICAL MOBILITY TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) CHRONIC HEALTH CONDITION OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) COGNITIVE DISABILITY: YES DECLINE TO STATE/ DATA NOT CAPTURED NO TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) B-45 PROVIDED IN-HOUSE MH SERVICES: NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES 25,522 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES B-46 C.O.P.E. FAMILY SUPPORT CENTER, INC. – PEI ANNUAL REPORTING FORM FISCAL YEAR: 2023 – 2024 PEI STRATEGIES (CHECK ALL THAT APPLY): PREVENTION EARLY INTERVENTION X OUTREACH STIGMA AND DISCRIMINATION REDUCTION ACCESS AND LINKAGE TO TREATMENT IMPROVING TIMELY ACCESS TO TREATMENT SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): CHILDHOOD TRAUMA EARLY PSYCHOSIS YOUTH OUTREACH AND ENGAGEMENT CULTURE AND LANGUAGE OLDER ADULTS X EARLY IDENTIFICATION NARRATIVE REPORT Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) • C.O.P.E. conducted seventeen (17) Group Triple P classes with parents of children ages 0-12. • C.O.P.E. conducted six (6) Family Transitions classes for families experiencing separation and divorce, actively engaged in co-parenting. • C.O.P.E. enrolled 192 out of the target goal of 210 Participants in Triple P classes. • Of the 192 enrolled, 181 Participants graduated from Triple P Parenting classes during the fiscal year. • C.O.P.E. attained a 94.5% rate of program completion from enrolled Participants. • Of the graduated participants, 95% reported improvement in parenting skill development and a decrease in stress, anxiety, and depression. • C.O.P.E. conducted outreach to 359 parents/caregivers during the fiscal year. • C.O.P.E. provided case management services to over 60 families referred for additional support/resources. • Sessions were held both in-person and online via Zoom to increase accessibility for all families across East, Central, and West Contra Costa County. Briefly report on the services provided by the program during the past reporting period. Please include (as applicable): target population(s), program setting(s), types of services, strategies/activities utilized (including any B-47 evidence-based or promising practices), needs addressed and follow up. Please note any differences from prior years or any challenges with implementation of the program, if applicable. Triple P is a multi-level, prevention-based program aimed at providing family intervention for parents of children who are at risk of developing problem behavior(s). The model promotes healthy parent-child relationships through positive communication, intentional strategies for managing problem behaviors, and parental self-regulation of emotions. C.O.P.E.’s work in expanding Triple P education in Contra Costa County has increased positive community impact through the continuation of outreach to parents in an educationally transformative way that inspires change in parenting development and self-regulation, and through community partnerships and networks. Consistently, feedback about parenting education reveals that it is not just for parents who are struggling or having severe problems with their children’s behavior, rather it is an opportunity for parents to build confidence in their parenting abilities, problem solve common challenges and prevent larger behavioral issues from developing. Services provided to Target Population C.O.P.E. conducted seventeen (17) Group Triple P classes with parents of children ages 0-12 within Contra Costa County. C.O.P.E. ensured that program activities were provided by accredited Triple P qualified practitioners and focused on parents and/or guardians of children from birth through age 18, expectant parents of children, and/or early childhood educators of children from birth through age 5. C.O.P.E. engaged in outreach activities/presentations and briefings to fourteen groups/entities including early childhood organizations that serve families with children 0-12 in East, Central and West Contra Costa County. Class flyers and enrollment links were provided to families who inquired through the C.O.P.E website or who were referred through a partner organization. Additionally, a Triple P informational table was available at community and school-based events across the county to provide additional information and on-site class registration. C.O.P.E. provided case management services for families in need of additional resources. If a Participant’s assessment indicated a concern, C.O.P.E. case managers contacted them to determine if additional community support was needed. Where appropriate, referrals were made for additional mental health services. C.O.P.E. provided case management services to 60 families during the fiscal year utilizing master’s level social work interns, associate clinicians, and licensed clinicians when necessary, referring families for additional support/resources around mental health assessment, class readiness support, and referrals for anger management services. Strategies utilized to improve access to services for underserved populations. A total of eight C.O.P.E. Practitioners were trained in Triple P curriculum that were added to the growing list of qualified Practitioners during the fiscal year, educated to support parents of children and youth with evidenced-based strategies to enhance parenting through skill development. Practitioner skill development was enhanced through training in the following Triple P levels: • Level 3 Primary Care 0-12 (2 people) • Level 4 Fearless (5 people) • Level 5 Transitions (1 person) C.O.P.E. launched a marketing campaign in Q3 to attract families from diverse backgrounds by placing bus ads in East, Central, and West County, along with digital marketing impressions that focus on families with children from target populations served under this contract. C.O.P.E.’s Executive Director was featured on KTVU news’ Giving Day segment in which she amplified the Triple P programming broadcasting the significance of parenting education to millions of viewers. C.O.P.E.’s work was also featured at the Lesher Center for The Arts in front of a broad audience of community leaders, members, and neighbors B-48 that support families’ efforts to strengthen their bonds through counseling options and parent education programs. Additionally, C.O.P.E. has undergone a branding refresh to build awareness of our programs, services, and community impact utilizing diverse representations of families on marketing and advertising materials. Additionally, in acclimating new staff, elevated outreach was conducted in Q3 with partners to share C.O.P.E. parenting education services, establish new community contacts, and disclose support to various agencies serving families with children. A key difference from prior year’s is that C.O.P.E. is taking steps to increase program visibility, outreaching and marketing programs and services in vast ways to reach a greater audience and enhance chances of reaching hard to reach/serve populations most in need. These communities include Black/African American and Asian communities. Briefly report on the outcomes of the program’s efforts during the past reporting period. Please include (as applicable): Quantitative and qualitative data, data collection methodology (including measures for cultural responsiveness and confidentiality), evaluation, and use of information gathered. Please note how these outcom es compare to your measures of success at the outset of the past reporting period. Data collection methodology Parent demographics and pre and post assessments are collected for every class conducted under the Triple P model. Assessments are administered at the beginning and end of the course. Reports are generated showing the variance in outcomes. These reports are reviewed by the practitioner and shared with the individual participants. Assessments are administered via google forms accessible by email or text as well as printed if required by the parent. A total of three (3) measurements are administered and evaluated: 1. The Parenting Scale measures dysfunctional discipline practices that parents engage in. The scale assesses for parents of children of different ages and C.O.P.E. employs a separate Parenting Scale for parents of older children with different questions/measures. FY23-24 Outcomes: ● 100 % of the parents showed a reduction in Laxness (tendency to behave permissively and inconsistently when parenting children). ● 100 % of the parents showed reduction in Over-Reactivity (parenting intense emotional reaction to a child’s misbehavior). ● 100 % of the parents showed reduction in Hostility (Resentment that arises from prolonged frustration). 2. The Depression Anxiety Stress Scale (DASS) measures symptoms of depression, anxiety, and stress in adults. This measure is used across the board for parents of children regardless of age. FY23-24 Outcomes: ● 100% of the parents showed a reduction in depression. ● 100% of the parents showed a reduction in anxiety. ● 100% of the parents showed a reduction in Stress. 3. The Eyeberg Child Behavior Inventory (ECBI) measures parental perceptions of disruptive child behaviors (parent-child interactions). What we are assessing is both the frequency of the behavior and the parent’s interpretation of the behavior. This is measured using an intensity scale and a problem scale. The questions on this scale are specific to parents with children ages 2-12 and identify behaviors at home and in school settings. B-49 FY23-24 Outcomes: ● 86% of the parents showed a reduction in the Intensity Scale that measures the frequency of each problem behavior. ● 86% of the parents showed a reduction in the Problem Scale that reflects the parent’s tolerance of the behaviors, and the distress caused. Pre-assessments were administered at the first class and post-assessments were administered during the last class. The reports demonstrate measured changes in the scores. The reports are reviewed with each Participant individually to process the change in the parents’ self-management, self- efficacy, personal agency, problem solving, self- sufficiency and minimal sufficient intervention. Describe how the program reflects MHSA values of integrated, community-based, culturally responsive services that are guided and driven by those with lived-experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserved; provides access and linkage to mental health care, improves timely access to services, and use strategies that are non-stigmatizing and non-discriminatory. Give specific examples as applicable. The Triple P curriculum provides a self-regulatory model to choose strategies that support each family’s dynamics. Participants define their own goals, work on strategies, and receive support from practitioners. Overall, positive parenting has a powerful impact on a child’s emotional wellbeing and strengthens the parent-child relationship. Services supported parents in increasing parenting skills in meeting their children’s social and developmental needs. Parents learned that the quality of the parent-child relationship is the major factor associated with the well-being of young children. The parent- child relationship nurtures emotional and social development, resilience and teaches the child how to self-regulate their emotions. Having a strong parent-child relationship supports Kindergarten readiness. Cultural responsiveness and confidentiality: C.O.P.E. Family Support Center fosters a holistic approach to family wellness and recovery by providing evidence-based parenting classes along with other complementary services. Parents that express need for further intervention are identified through their participation in Triple P parenting courses and are linked to supplementary case management services provided by C.O.P.E. ● Triple P Practitioners are culturally and linguistically diverse. Classes are taught in English and Spanish. Arabic services available upon request. ● C.O.P.E. cultivates an inclusive, non-judgmental environment for participants seeking services and is trained in areas such as ACES, trauma-informed care, self-regulation techniques, conflict resolution, and other methods for participant communication. ● All participants are met with respect, treated with dignity, and offered services regardless of race, gender, sexual orientation, or religion. ● Practitioners are trained to understand cultural differences in parenting practices that nurture the uniqueness of each family. ● Participants signed a confidentiality agreement and release of information to protect every participant’s integrity and individual confidentiality. ● Participants are not asked about immigration status. ● Families are asked to take a survey after each class to promote inclusive feedback from the community, assess service delivery, and to report on whether the goals of the program met their needs. Include examples of notable community impact or feedback from the community if applicable. C.O.P.E.’s community impact continues to reach parents in an educationally transformative way that inspires change in B-50 parenting development and self-regulation. Consistently, feedback about parenting education reveals that it is not just for parents who are struggling or having severe problems with their children’s behavior, rather it is an opportunity for parents to build confidence in their parenting abilities, problem solve common challenges and prevent larger behavioral issues from developing. A single parent actively engaged in a custody dispute participated in a group Triple P class and reported the following: “C.O.P.E.’s parenting classes have really helped me evaluate how I parent. I now manage my anxiety better and implement healthier ways to communicate and validate my son. I have already recommended this [Triple P] to many people.” -L4 Group Parent of an 11-year-old. Co-parents reported after completing the classes that they were better equipped to communicate with one another and were able to create a structure for parenting together. They expressed that they learned how to stop and take a moment before reacting to a situation. “Dr. Sabrina was always very good at facilitating the course and great at de-escalating moments in the class that were very emotional and stressful. Overall, I had learned a lot of skills and have been provided the tools to practice being a great parent and cooperative co-parent.” - L5 Transitions Co-parents of a 2-year-old. B-51 AGGREGATE REPORT Include the following demographic data, as available, for all individuals served during the prior fiscal year: (NOTE: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL SERVED FOR FY 23-24: AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH – TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 8 162 2 20 192 LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 149 40 2 1 192 IF OTHER, PLEASE SPECIFY: RACE: ETHNICITY (NON-HISPANIC/LATINX) MORE THAN ONE RACE 10 AFRICAN N/A AMERICAN INDIAN/ ALASKA NATIVE 1 ASIAN INDIAN/ SOUTH ASIAN N/A ASIAN 19 CAMBODIAN N/A BLACK/ AFRICAN AMERICAN 29 CHINESE N/A WHITE/ CAUCASIAN 56 EUROPEAN N/A HISPANIC/ LATINO 52 EASTERN EUROPEAN N/A NATIVE HAWAAIAN/ PACIFIC ISLANDER 2 FILIPINO N/A OTHER 14 JAPANESE N/A DECLINE TO STATE/ DATA NOT CAPTURED 9 KOREAN N/A TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 192 MIDDLE EASTERN N/A VIETNAMESE N/A B-52 MORE THAN ONE ETHNICTY N/A OTHER N/A ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN N/A DECLINE TO STATE/ DATA NOT CAPTURED N/A CENTRAL AMERICAN N/A TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) N/A MEXICAN AMERICAN N/A PUERTO RICAN N/A SOUTH AMERICAN N/A OTHER N/A SEXUAL ORIENTATION: HETEROSEXUAL 153 QUESTIONING / UNSURE N/A GAY / LESBIAN 6 ANOTHER SEXUAL ORIENTATION N/A BISEXUAL 9 DECLINE TO STATE/ DATA NOT CAPTURED 24 QUEER N/A TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 192 SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE 76 MAN N/A FEMALE 101 WOMAN N/A DECLINE TO STATE/ DATA NOT CAPTURED 15 TRANSGENDER N/A TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 192 GENDERQUEER / NON-BINARY N/A QUESTIONING N/A ANOTHER GENDER IDENTIY N/A B-53 DECLINE TO STATE/ DATA NOT CAPTURED N/A TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) ACTIVE MILITARY STATUS: VETERAN STATUS: YES N/A YES 8 NO N/A NO 171 DECLINE TO STATE/ DATA NOT CAPTURED N/A DECLINE TO STATE/ DATA NOT CAPTURED 13 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) N/A TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 192 DISABILITY STATUS: DISABILITY TYPE: YES 4 DIFFICULTY SEEING 0 NO 101 DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD 0 DECLINE TO STATE/ DATA NOT CAPTURED 87 PHYSICAL MOBILITY 1 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 192 CHRONIC HEALTH CONDITION 3 OTHER 0 DECLINE TO STATE/ DATA NOT CAPTURED 188 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 192 COGNITIVE DISABILITY: YES N/A DECLINE TO STATE/ DATA NOT CAPTURED N/A NO N/A TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) N/A B-54 PROVIDED IN-HOUSE MH SERVICES: NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES 37 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 23 REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES 3 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 2 AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: N/A AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES 48 hours (internal only) B-55 FIERCE ADVOCATES – PEI ANNUAL REPORTING FORM FISCAL YEAR: 2023 – 2024 PEI STRATEGIES (CHECK ALL THAT APPLY): X PREVENTION X EARLY INTERVENTION OUTREACH X STIGMA AND DISCRIMINATION REDUCTION ACCESS AND LINKAGE TO TREATMENT IMPROVING TIMELY ACCESS TO TREATMENT SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): CHILDHOOD TRAUMA EARLY PSYCHOSIS YOUTH OUTREACH AND ENGAGEMENT X CULTURE AND LANGUAGE X OLDER ADULTS X EARLY IDENTIFICATION NARRATIVE REPORT Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) ● FIERCE implemented necessary programs rooted in the community, such as the launch of life coaching for Latinx women and the continuation of coaching for Black women. A total of 47 women received accessible, no-cost, culturally competent 1-1 life coaching from well-trained mentors and certified coaches from the local community, and more than 85% indicated that they felt empowered to make changes in their lives and had adopted a positive way of thinking. ● FIERCE Advocates hosted peer support groups—Latino Sanctuary for Women, Black Woman’s Sanctuary, and Holding Space for Men—for 291 parents, caregivers, and other adults living in Contra Costa County. 96% of participants strongly agreed that they had improved access to mental health education and mental health support services, 100% strongly agreed that the peer support group had taught them at least one new strategy to cope with stress, and 89% strongly agreed that Sanctuary had helped them feel confident in their strengths. ● FIERCE Advocates cultivated impactful community partnerships to host family wellness workshops and activities that enable individual, and family wellness based on the identified needs of Contra Costa County residents. These activities included a Books and Breakfast event, a parent and caregiver focus group to understand what youth in our community need to thrive, a Mental Health workshop about EFT tapping, and healthy eating demos. FIERCE B-56 Advocates launched a pilot project called Black Family Sanctuary to create spaces for Black families to practice effective family communication and bonding between generations. Eleven youths between the ages of 4 and 14 participated in this program with their parents and caregivers. Family participation included those throughout the County, as far east as Oakley. Briefly report on the services provided by the program during the past reporting period. Please include (as applicable): target population(s), program setting(s), types of services, strategies/activities utilized (including any evidence-based or promising practices), needs addressed and follow up. Please note any differences from prior years or any challenges with implementation of the program, if applicable. One of our goals for wellness-centered communities is to cultivate community and family engagement. To do this, we ensure Contra Costa County families are knowledgeable about and have access to a network of supportive and critical health and mental health information and services. Each month, FIERCE Advocates hosted family wellness activities that prioritize emotional and physical well-being so that families can build connections with each other and other families in a safe, welcoming, and fun environment. We collaborated with Fresh Approach, The City of Richmond, Urban Tilth, and Moving Forward to support our primary constituent base of Black and Latinx parents and caregivers and their children. We collaborated with Urban Tilth and Moving Forward to conduct community cleanups and monthly hikes. We hosted a healthy plate demo led by Fresh Approach to teach families about the importance and components of eating healthy, well-balanced meals. Lastly, we partnered with the City of Richmond to host a focus group for parents and caregivers to amplify the needs and concerns of Richmond youth to guide resource allocation for youth programming in the city. Additionally, FIERCE Advocates joined the Richmond Taskforce to end Gender-Based Violence (GBV) to create recommendations on policy and actions to end GBV. Through these partnerships, we can connect participants to resources that support mental and physical wellness and nutrition. Another primary goal of our healing-centered care strategy is to connect with East Bay service providers that provide mental health and support services, especially those prioritizing cultural competency, humility, affordability, and language access for Spanish-speaking clients. Through our programs, participants have connected to three health and wellness professionals for no-and-low-cost individual, family, and group clinical support and prevention services. Their services include mindfulness, counseling, nutrition, parenting, and fitness classes. For example, we have hosted Latinx clinicians in our monthly Latina Sanctuary sessions who subsequently provide discounted mental health services to referred FIERCE Advocates participants. Our Sanctuaries continue to be spaces for Black and Latinx women and men of color to have safe spaces that support their emotional well-being. In the 2023-2024 fiscal year, FIERCE Advocates hosted 33 peer wellness support meetings. Monthly Sanctuary sessions created robust relationships among participants and access to information about mental health, financial wellness, and other enriching resources. This fiscal period was the first time since 2020, during the COVID-19 pandemic shutdown, that all three of our sanctuaries are back to meeting in-person and hosting virtual meetings to accommodate residents who live throughout the region. For example, Holding Space for Men launched during the pandemic shutdown, so over the years, it continued to meet online as it was the men’s preference. However, it is now meeting in person at the CoBiz space in Richmond, creating a vibrant and dynamic space for men to learn, grow, share, and connect about their emotional well-being and other topics. Latina Sanctuary hosted sessions with guest speakers about a range of topics: The invisible wounds of childhood, grief, first aid for anxiety attacks, domestic violence, love, self-esteem, value, and creating community. These topics helped participants learn and share about their emotional and physical impacts on mind and body. Black Women’s Sanctuary focused on two themes for 2023: “How to build a lasting legacy that effectuates change in the community,” and in 2024 B-57 “Perfectly Imperfect: the strength of imperfection.” Guest speakers and meeting topics included Learning about Raising Daughters, Loving Sons,? My Emotions: should I react or respond? How do we create a legacy in our young queens? The strength of a woman: What being strong really means. Black Women’s Sanctuary participants engaged in wellness walks, community service projects, and a book signing event. One of the most significant accomplishments of Black Woman’s Sanctuary was creating an anthology book and Amazon bestseller titled Unleashing the Power of Her: From Overcoming Stuck to Creating Legacy. In prior years, Black Woman’s Sanctuary hosted authors who shared their process for writing their books, which inspired the Black Woman’s Sanctuary participants to work together to share their individual stories. This book is an exciting moment for our organization because it is the culmination of a collaboration with 22 participants who shared their stories with raw honesty and moving testimony, discussing their journeys of perseverance and learning to believe in themselves. We are proud that the Holding Space for Men group has continued since its launch in 2021 during the pandemic. The men continue to design topics that resonate with them and support their need for community, emotional well-being support, and leadership development. They discussed financial peace, how to establish trust among different generations, and changes in the community from the past compared to what is happening now. We are proud to continue our life coaching program, which provides free 1-on-1 support for our community’s parents, caregivers, and other adults. 47 women and two men received accessible, free, culturally competent 1-on-1 life coaching. Life coaching is an extension of our peer-support services that allow clients to lead in their personal development through self-discovery and guidance to reach their full potential and address challenges that professional and certified life coaches can support them with. We learned that we couldn’t model how we reach and promote our life coaching program with Black and Latinx women to men, primarily Black men. We learned that men don’t as easily identify how life coaching can provide them with guidance toward their life goals and a resource for emotional well-being support. Additionally, men found it hard to consistently attend sessions when they had busy work schedules or when unexpected things happened in their lives. We learned from the two men who participated that they found the sessions very useful. As a result of these lessons, we have recently hired a new life coach who will develop outreach strategies that specifically target what men seek to achieve positive well-being and how best to destigmatize men seeking life coaching resources. Additionally, moving forward, we seek to better connect life coaching to programming where men participate, such as our Holding Space peer support sessions, where our new life coach can consistently attend to better understand the needs and interests of men. Briefly report on the outcomes of the program’s efforts during the past reporting period. Please include (as applicable): Quantitative and qualitative data, data collection methodology (including measures for cultural responsiveness and confidentiality), evaluation, and use of information gathered. Please note how these outcomes compare to your measures of success at the outset of the past reporting period. Community and Family Engagement: Ensure West Contra Costa families have access to no-cost events and activities that build community and connect adults and youth to health and well-being activities that alleviate stress, anxiety, and isolation. (1) Family Engagement: In the 2023-2024 fiscal year, 273 people participated in 13 Family Engagement in-person events. Through these activities, participants had access to fun, hands-on activities that helped families spend time together and have time to relieve stressors in their lives. Activities included family bonding arts & crafts, dancing, boxing, story-telling, yoga, and mindfulness. (2) Social Support and Referral: Reduce risk for negative outcomes related to untreated mental illness for B-58 parents/primary caregivers whose risk of developing a serious mental illness is significantly higher than average, including cumulative skills-based training opportunities on effective parenting approaches Sanctuary Peer Support Groups: In the 2023-2024 fiscal year, FIERCE Advocates hosted 36 peer support meetings. A total of 208 Black and Latinx women participated in the meetings and learned about self-care, self-value, stress & anxiety management, how to heal childhood wounds, domestic & verbal violence, growing up with toxic parents, and how to navigate their emotions. Holding Space, our men’s peer support group served 83 participants. Through these meetings, men have continued building relationships with other men in their community, connected with youth and young men in their space, and actively focused on improving their emotional intelligence and interpersonal communication skills. Black Family Sanctuary Pilot: In the spring of 2023, FIERCE Advocates launched a pilot project called Black Family Sanctuary to create an unapologetically Black space for families to build community connections that focus on Black unity, cultural awareness, affirmation, learning, and practicing effective family communication, and bonding between ages and generations. FIERCE Advocates hosted eight sessions, including families with youth ages 11-14. Members continued participating because of the information they shared and gained and their connection with other Black families. Families enjoyed doing community activities with their children and exposing them to other children/families that looked like theirs. (3) Self-and-Collective Advocacy: Train and support families to self-advocate, build collective advocacy and directly engage the services they need. Life-Coaching: During this fiscal year, 24 African-American women, 16 Latinx women, and 2 African-American men received six–eight free one-hour sessions with a certified life coach. Participants set short-term, midterm, and long-term goals and used a strength-based approach to create a plan to achieve them. As a result of participating in these sessions, clients identified strengths and support systems and worked on shifting mindsets. Describe how the program reflects MHSA values of integrated, community-based, culturally responsive services that are guided and driven by those with lived-experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserved; provides access and linkage to mental health care, improves timely access to services, and use strategies that are non-stigmatizing and non-discriminatory. Give specific examples as applicable. Our participants guide FIERCE Advocates programs based on their needs, what resonates with them, and their input, which is gathered in multiple ways, including surveys, interviews, observations, and attendance at activities. Additionally, all of our staff identify as Black and Latinx, and many are of and continue to live in the communities we serve in West Contra Costa County. A demonstration of community-based and culturally responsive programs is dedicated and safe spaces for Black women through Black Woman’s Sanctuary, Latino Sanctuary for Women for Latinas, and Holding Space for Black and Latinx men to have an authentic space for kinship. Our coaching program has been successful because it’s offered in Spanish, so those who are not bilingual or prefer to converse in Spanish can do so with a life coach who speaks Spanish. Holding Space for men offers an authentic space for Black men, some of whom are formerly incarcerated, to feel safe and comfortable sharing their ideas, vision, and feelings with others who may have shared similar experiences and others haven’t an opportunity to listen, learn, and offer allyship and solidarity. The guest speakers for our Sanctuary are mostly Black and Latinx individuals with similar backgrounds and understanding of participants’ experiences. The Black Women Sanctuary organized a panel discussion to promote the legacy among Black girls. The panel consisted of 4-5 black women guest panelist speakers with experience working with community youth, caregivers, and parents. The conversation was very thought-provoking as it delved into the causes that hinder youth from excelling or desiring to achieve higher. Guest speakers emphasized the importance of supporting B-59 school systems and higher education as a community focus and that true legacy begins with having a plan and working towards the desired outcome. Guest speakers also expressed that the community can support youth by sharing their experiences and lessons learned to pave the way for future generations. The Latina Sanctuary hosted several sessions with guest speakers covering interesting topics. One that stood out was about healing fears, frustrations, and traumas. The presenter discussed how someone’s character and personality develop and how negative reactions and temperament affect our goals. The guest speaker Rosio Cervantes, life coach, led activities to help recall participants’ childhood, which for some was challenging because of many things that are stored subconsciously for years. Nonetheless, Rosio used techniques for participants to work on that process and assigned homework for participants to continue their personal growth. This topic was impactful, as the journey is not easy, but the Sanctuary will continue to support women in making positive changes that will greatly impact them and their families. Include examples of notable community impact or feedback from the community if applicable. We are proud to have launched our life coaching program for Spanish-speaking women, which provides them with an invaluable resource for well-being and wellness. One life coaching client shared a profound impact, highlighting the challenges faced as a Mexican mother with two daughters, one of whom is autistic. The program provided invaluable support during difficult times, especially when dealing with the complexities of autism, including a suicide attempt. The client emphasized the importance of finding organizations that speak the same language and provide resources tailored to individual needs. In her own words, she stated the following: “Thanks to FIERCE, I now feel empowered to better support my children. I have the confidence to handle crises and know exactly where to turn for help.” Another client, a Black woman, shared the following testimonial: “I recently went through a divorce after 29 years of marriage. I felt as though I had no hope, and my anxiety was high. I was a middle-aged woman walking around with no direction and wondering where I belonged. I spent many days just trying to figure out what my next move was.” “ Coach Paula always greeted me and made me feel at ease with our conversations. She allowed me to share with her the things that I was facing that seemed impossible.” “I will continue to build on the strategies that I learned. I have enjoyed Coach Paula and the wisdom she shares, and the encouragement she gives. Thank you for allowing me this opportunity to get some help to better myself.” B-60 AGGREGATE REPORT Include the following demographic data, as available, for all individuals served during the prior fiscal year: (NOTE: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL SERVED FOR FY 23-24: 539 AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH – TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 7 0 13 0 519 539 LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 219 153 0 167 539 IF OTHER, PLEASE SPECIFY: RACE: ETHNICITY (NON-HISPANIC/LATINX) MORE THAN ONE RACE 0 AFRICAN 0 AMERICAN INDIAN/ ALASKA NATIVE 0 ASIAN INDIAN/ SOUTH ASIAN 0 ASIAN 0 CAMBODIAN 0 BLACK/ AFRICAN AMERICAN 208 CHINESE 0 WHITE/ CAUCASIAN 1 EUROPEAN 0 HISPANIC/ LATINO 170 EASTERN EUROPEAN 0 NATIVE HAWAAIAN/ PACIFIC ISLANDER 0 FILIPINO 0 OTHER 0 JAPANESE 0 DECLINE TO STATE/ DATA NOT CAPTURED 160 KOREAN 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 539 MIDDLE EASTERN 0 VIETNAMESE 0 B-61 MORE THAN ONE ETHNICITY 0 OTHER 0 ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN 0 DECLINE TO STATE/ DATA NOT CAPTURED 0 CENTRAL AMERICAN 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 0 MEXICAN AMERICAN 0 PUERTO RICAN 0 SOUTH AMERICAN 0 OTHER 0 SEXUAL ORIENTATION: HETEROSEXUAL 0 QUESTIONING / UNSURE 0 GAY / LESBIAN 0 ANOTHER SEXUAL ORIENTATION 0 BISEXUAL 0 DECLINE TO STATE/ DATA NOT CAPTURED 0 QUEER 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 0 SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE 148 MAN 0 FEMALE 325 WOMAN 0 DECLINE TO STATE/ DATA NOT CAPTURED 66 TRANSGENDER 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 539 GENDERQUEER / NON-BINARY 0 QUESTIONING 0 ANOTHER GENDER IDENTIY 0 B-62 DECLINE TO STATE/ DATA NOT CAPTURED 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 0 ACTIVE MILITARY STATUS: VETERAN STATUS: YES 0 YES 0 NO 0 NO 0 DECLINE TO STATE/ DATA NOT CAPTURED 0 DECLINE TO STATE/ DATA NOT CAPTURED 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 0 DISABILITY STATUS: DISABILITY TYPE: YES 0 DIFFICULTY SEEING 0 NO 0 DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD 0 DECLINE TO STATE/ DATA NOT CAPTURED 0 PHYSICAL MOBILITY 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 0 CHRONIC HEALTH CONDITION 0 OTHER 0 DECLINE TO STATE/ DATA NOT CAPTURED 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 0 COGNITIVE DISABILITY: YES 0 DECLINE TO STATE/ DATA NOT CAPTURED 0 NO 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 0 B-63 PROVIDED IN-HOUSE MH SERVICES: NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: 260WKS AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES 260WKS B-64 FIRST 5 CONTRA COSTA – PEI ANNUAL REPORTING FORM FISCAL YEAR: 2023 – 2024 PEI STRATEGIES (CHECK ALL THAT APPLY): PREVENTION EARLY INTERVENTION X OUTREACH STIGMA AND DISCRIMINATION REDUCTION ACCESS AND LINKAGE TO TREATMENT IMPROVING TIMELY ACCESS TO TREATMENT SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): CHILDHOOD TRAUMA EARLY PSYCHOSIS YOUTH OUTREACH AND ENGAGEMENT CULTURE AND LANGUAGE OLDER ADULTS X EARLY IDENTIFICATION NARRATIVE REPORT Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) ● C.O.P.E. conducted seventeen (13) Group Triple P classes with parents of children ages 0-5. ● C.O.P.E. conducted ten (10) Triple P seminars with parents of children ages 0-5. ● C.O.P.E. enrolled 193 Participants in Triple P classes. ● Of the target goal 156, 121 Participants graduated from Triple P Parenting classes during the fiscal year. ● Of the graduated participants, 95% reported improvement in parenting skill development and a decrease in stress, anxiety, and depression. ● C.O.P.E. conducted outreach to 536 parents/caregivers during the fiscal year. ● Conducted 12 outreach briefings meetings, reaching our target goal for the fiscal year. ● C.O.P.E. exceeded the target enrollment goal for African American families (18) by 41%. ● C.O.P.E. met the target case management goal of 45 families referred for additional support/resources. ● Sessions were held both in-person and online via Zoom to increase accessibility for all families across East, Central, and West Contra Costa County. B-65 Briefly report on the services provided by the program during the past reporting period. Please include (as applicable): target population(s), program setting(s), types of services, strategies/activities utilized (including any evidence-based or promising practices), needs addressed and follow up. Please note any differences from prior years or any challenges with implementation of the program, if applicable. Triple P is a multi-level, prevention-based program aimed at providing family intervention for parents of children who are at risk of developing problem behavior(s). The model promotes healthy parent-child relationships through positive communication, intentional strategies for managing problem behaviors, and parental self-regulation of emotions. C.O.P.E.'s work in expanding Triple P education in Contra Costa County has increased positive community impact through the continuation of outreach to parents in an educationally transformative way that inspires change in parenting development and self-regulation, and through community partnerships and networks. Consistently, feedback about parenting education reveals that it is not just for parents who are struggling or having severe problems with their children’s behavior, rather it is an opportunity for parents to build confidence in their parenting abilities, problem solve common challenges and prevent larger behavioral issues from developing. Services provided to Target Population C.O.P.E. conducted thirteen (13) Group Triple P classes with parents of children ages 0-5 and 10 Triple P seminars. within Contra Costa County. A total of four Community Resource Specialists were trained in Triple P curriculum in addition to six new C.O.P.E. Practitioners that were added during the fiscal year to support parents of young children with evidenced-based strategies to enhance parenting through skill development. C.O.P.E. engaged in outreach activities/presentations and briefings to fourteen groups/entities including early childhood organizations that serve families with children 0-5 in East, Central and West Contra Costa County. Class flyers and enrollment links were provided to families who inquired through the C.O.P.E website or who were referred through a partner organization. Additionally, a Triple P informational table was available at community and school- based events across the county to provide additional information and on-site class registration. Additionally, C.O.P.E. met the target case management goal of 45 families referred for additional support/resources, recognizing the need for additional support around mental health assessment, class readiness support, and referrals for anger management services. Strategies utilized to improve access to services for underserved populations. C.O.P.E. launched a marketing campaign in Q3 to attract families from diverse backgrounds by placing bus ads in East, Central, and West County, along with digital marketing impressions that focus on families with children from target populations served under this contract. C.O.P.E. 's Executive Director was featured on KTVU news’ Giving Day segment in which she amplified the Triple P programming broadcasting the significance of parenting education to millions of viewers. C.O.P.E. 's work was also featured at the Lesher Center for The Arts in front of a broad audience of community leaders, members, and neighbors that support families’ efforts to strengthen their bonds through counseling options and parent education programs. Additionally, C.O.P.E. has undergone a branding refresh to build awareness of our programs, services, and community impact utilizing diverse representations of families on marketing and advertising materials. Additionally, in acclimating new staff, elevated outreach was conducted in Q3 with partners to share C.O.P.E. parenting education services, establish new community contacts, and disclose support to various agencies serving families with children. Challenges and needs addressed A challenge that persists is outreach to Asian/Pacific Islander families. Currently, C.O.P.E. is at 36% of the contracted goal (9 out of 25) Asian families enrolled in Triple P classes. To date, outreach has proven to be challenging as C.O.P.E. lacked B-66 representation for these families, making it difficult to navigate effective ways to promote parental education to this target population. C.O.P.E. has continued marketing campaigns launched in Q3, including bus ads in East, Central, and West County, increasing agency visibility in communities of diverse backgrounds. Notable success C.O.P.E. can report in this effort that the agency has hired its first Asian American Practitioner accredited in Triple P in addition to the first Asian/Pacific Islander female leader in the agency. C.O.P.E. continues to analyze diversity in staffing and ensure that recruitment efforts are representative of the community population that the agency serves. In general, C.O.P.E. faced an overall challenge of managing a 20% dropout rate on average, by quarter, for the fiscal year. C.O.P.E. served 123 out of 156 required individuals but enrolled a total of 193. This is likely due to a combination of the overall dropout rate experienced with enrollment of families this fiscal year. This total equates to an over 20% rate of families who did not complete a class after enrollment. The dropout rate was elevated during a site visit discussion with First 5 partners around strategies to increase participation that included asserting registration fees, identifying incentive options, and increasing the potential for more in-person classes. All strategies were aimed at increasing participation for families and improving peer-to-peer community connections often attained in-person rather than virtually. Briefly report on the outcomes of the program’s efforts during the past reporting period. Please include (as applicable): Quantitative and qualitative data, data collection methodology (including measures for cultural responsiveness and confidentiality), evaluation, and use of information gathered. Please note how these outcomes compare to your measures of success at the outset of the past reporting period. Data collection methodology Parent demographics and pre and post assessments are entered into ETO (Efforts to Outcomes Database). Assessments are administered at the beginning and end of the course. Reports are generated showing the variance in outcomes. These reports are reviewed by the practitioner and shared with the individual participants. Assessments are administered via google forms accessible by email or text as well as printed if required by the parent. A total of three (3) measurements are administered and evaluated: 1. The Parenting Scale measures dysfunctional discipline practices that parents engage in. FY23-24 Outcomes: ● 100 % of the parents showed a reduction in Laxness (tendency to behave permissively and inconsistently when parenting children). ● 100 % of the parents showed reduction in Over-Reactivity (parenting intense emotional reaction to a child's misbehavior). ● 100 % of the parents showed reduction in Hostility (Resentment that arises from prolonged frustration). 2. The Depression Anxiety Stress Scale (DASS) measures symptoms of depression, anxiety, and stress in adults. Yes, this measure is used across the board for parents of children regardless of age. FY23-24 Outcomes: ● 100% of the parents showed a reduction in depression. ● 100% of the parents showed a reduction in anxiety. ● 100% of the parents showed a reduction in Stress. 3. The Eyeberg Child Behavior Inventory (ECBI) measures parental perceptions of disruptive child behaviors (parent-child interactions). What we are assessing is both the frequency of the behavior and the parent's B-67 interpretation of the behavior. This is measured using an intensity scale and a problem scale. The questions on this scale are specific to parents with children ages 2-12 and identify behaviors at home and in school settings. FY23-24 Outcomes: ● 86% of the parents showed a reduction in the Intensity Scale that measures the frequency of each problem behavior. ● 86% of the parents showed a reduction in the Problem Scale that reflects the parent’s tolerance of the behaviors, and the distress caused. Describe how the program reflects MHSA values of integrated, community -based, culturally responsive services that are guided and driven by those with lived-experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserved; provides access and linkage to mental health care, improves timely access to services, and use strategies that are non-stigmatizing and non-discriminatory. Give specific examples as applicable. The Triple P curriculum provides a self-regulatory model to choose strategies that support each family’s dynamics. Participants define their own goals, work on strategies, and receive support from practitioners. Overall, positive parenting has a powerful impact on a child’s emotional wellbeing and strengthens the parent-child relationship. Services supported parents in increasing parenting skills in meeting their children’s social and developmental needs. Parents learned that the quality of the parent-child relationship is the major factor associated with the well-being of young children. The parent-child relationship nurtures emotional and social development, resilience and teaches the child how to self-regulate their emotions. Having a strong parent-child relationship supports Kindergarten readiness. Cultural responsiveness and confidentiality: ● Triple P Practitioners are culturally and linguistically diverse. Classes are taught in English and Spanish. Arabic services available upon request. ● C.O.P.E. cultivates an inclusive, non-judgmental environment for participants seeking services and are trained in areas such as ACES, trauma-informed care, self-regulation techniques, conflict resolution, and other methods for participant communication. ● All participants are met with respect, treated with dignity, and offered services regardless of race, gender, sexual orientation, or religion. ● Practitioners are trained to understand cultural differences in parenting practices that nurture the uniqueness of each family. ● Participants signed a confidentiality agreement and release of information to protect every participant's integrity and individual confidentiality. ● Participants are not asked about immigration status. ● Families are asked to take a survey after each class to promote inclusive feedback from the community, assess service delivery, and to report on whether the goals of the program met their needs. Include examples of notable community impact or feedback from the community if applicable. Parent Quotes “I have suggested this program to one of the people I work with. I think it’s very beneficial program which has given me B-68 more tools on how to cope.” “Dr. Sabrina was always very good at facilitating the course and great at de-escalating moments in the class that were very emotional and stressful. Overall, I had learned a lot of skills and have been provided with tools to practice being a great parent and cooperative co-parent.” “Martin was made for being an instructor for PPP. He’s such a good dude and is able to verbalize extremely to the whole class on a myriad of issues/topics.” “I have to be honest; I took triple p on my own 5 years ago. I have attended many parenting classes, classes on how to co parent with a narcissist, and read many parenting books. This class would have been amazing many yrs ago. I think the problem is great. I think that Sabrina is amazing and does a great job. I think the body keeps the score is great book. My suggestion is … if a parent does the mandatory mediation and nothing is resolve and then go to court many times in a short period that this class is mandatory. When I did Triple P I did online modules and a book on my own, this class would have been more enjoyable. Great job, especially when people were venting about their ex’s you were able to redirect very well.” “Thank you for the program and the information it provided me personally. It will help me with the upbringing of my baby who is 4 months old, and I believe that with all of the information I have been provided I have good strategies for the upbringing of my baby. Thank you so much (Translated from Spanish)” B-69 AGGREGATE REPORT Include the following demographic data, as available, for all individuals served during the prior fiscal year: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL SERVED FOR FY 23-24: 121 AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH - TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 14 107 0 0 121 LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 61 53 7 121 IF OTHER, PLEASE SPECIFY: RACE: ETHNICITY (NON-HISPANIC/LATINX) MORE THAN ONE RACE 5 AFRICAN N/A AMERICAN INDIAN/ ALASKA NATIVE 1 ASIAN INDIAN/ SOUTH ASIAN N/A ASIAN 9 CAMBODIAN N/A BLACK/ AFRICAN AMERICAN 27 CHINESE N/A WHITE/ CAUCASIAN 15 EUROPEAN N/A HISPANIC/ LATINO 60 EASTERN EUROPEAN N/A NATIVE HAWAAIAN/ PACIFIC ISLANDER 0 FILIPINO N/A OTHER 3 JAPANESE N/A DECLINE TO STATE/ DATA NOT CAPTURED 1 KOREAN N/A TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 121 MIDDLE EASTERN N/A B-70 VIETNAMESE N/A MORE THAN ONE ETHNICITY N/A OTHER N/A ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN N/A DECLINE TO STATE/ DATA NOT CAPTURED N/A CENTRAL AMERICAN N/A TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) N/A MEXICAN AMERICAN N/A PUERTO RICAN N/A SOUTH AMERICAN N/A OTHER N/A SEXUAL ORIENTATION: HETEROSEXUAL 121 QUESTIONING / UNSURE N/A GAY / LESBIAN N/A ANOTHER SEXUAL ORIENTATION N/A BISEXUAL N/A DECLINE TO STATE/ DATA NOT CAPTURED N/A QUEER N/A TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 121 SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE 32 MAN N/A B-71 FEMALE 86 WOMAN N/A DECLINE TO STATE/ DATA NOT CAPTURED 3 TRANSGENDER N/A TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 121 GENDERQUEER / NON-BINARY N/A QUESTIONING N/A ANOTHER GENDER IDENTIY N/A DECLINE TO STATE/ DATA NOT CAPTURED N/A TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) N/A ACTIVE MILITARY STATUS: VETERAN STATUS: YES 0 YES 0 NO 121 NO 121 DECLINE TO STATE/ DATA NOT CAPTURED 0 DECLINE TO STATE/ DATA NOT CAPTURED 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 121 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 121 DISABILITY STATUS: DISABILITY TYPE: YES 0 DIFFICULTY SEEING 0 NO 121 DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD 0 DECLINE TO STATE/ DATA NOT CAPTURED 0 PHYSICAL MOBILITY 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 121 CHRONIC HEALTH CONDITION 0 B-72 OTHER 0 DECLINE TO STATE/ DATA NOT CAPTURED 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 121 COGNITIVE DISABILITY: YES 0 DECLINE TO STATE/ DATA NOT CAPTURED NO 121 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 121 PROVIDED IN-HOUSE MH SERVICES: NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES 7 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 5 REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES 1 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 1 AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: Unknown AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES One Week B-73 FIRST HOPE - PEI ANNUAL REPORTING FORM FISCAL YEAR: 2023 – 2024 PEI STRATEGIES (CHECK ALL THAT APPLY): X PREVENTION X EARLY INTERVENTION X OUTREACH X STIGMA AND DISCRIMINATION REDUCTION X ACCESS AND LINKAGE TO TREATMENT X IMPROVING TIMELY ACCESS TO TREATMENT X SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): CHILDHOOD TRAUMA X EARLY PSYCHOSIS X YOUTH OUTREACH AND ENGAGEMENT X CULTURE AND LANGUAGE OLDER ADULTS X EARLY IDENTIFICATION NARRATIVE REPORT Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) • Achieved full program staffing for the first time in 4 years. During fiscal year 2023/2024, internally promoted 1 staff and hired 8 new staff members, including a Certified Medi-Cal Peer Support Specialist to enhance the voices of lived-experience within our team, and 2 Spanish bilingual clinicians to continue to strengthen cultural and linguistic accessibility to mental health services for our Latinx community • Developed and implemented a fully Spanish-language psychoeducation workshop in January 2024 for families entering the First Hope program. Presented a second Spanish-language workshop in May 2024 • Conducted 20 community outreach presentations/trainings on the importance of early intervention in psychosis, how to recognize early warning signs of psychosis, and how to make a referral to our First Hope program • Supported 3 staff to become Certified Medi-Cal Peer Support Specialists • Supported 4 staff to become certified in IPS (Individualized Placement and Support), an evidence-based practice for supported employment and education for individuals living with serious mental illnesses • 0 client conversions from clinical high risk status to full psychosis Briefly report on the services provided by the program during the past reporting period. Please include (as B-74 applicable): target population(s), program setting(s), types of services, strategies/activities utilized (including any evidence-based or promising practices), needs addressed and follow up. Please note any differences from prior years or any challenges with implementation of the program, if applicable. First Hope provides early identification, assessment, and intensive treatment services to youth aged 12-30 years, who show signs indicating they are at Clinical High Risk (CHR) for psychosis or who have experienced their First Episode of Psychosis (FEP) within the past 12 months. Target diagnoses include Other Specified Schizophrenia Spectrum and Other Psychotic Disorder, Schizophreniform Disorder, Schizophrenia, Schizoaffective Disorder, and Affective Psychoses. Key components of our program include 1) community outreach and education, 2) rapid and easy access to screening and assessment, and 3) intensive, family-centered treatment services. 1) Community outreach and psychoeducation – First Hope conducts outreach presentations/trainings in early intervention in psychosis to organizations throughout our community who can assist us in identifying youth who are experiencing early warning signs of an emerging psychosis. Our outreach presentations focus on the importance of early intervention, how to recognize the early warning signs of psychosis, and how to make a referral to the First Hope program. This past fiscal year 2023/2024 we provided 20 presentations/trainings in early intervention in psychosis. We reached 658 attendees that included staff from county and community- based mental health agencies such as the Contra Costa Behavioral Health Forensics Team and the Contra Costa Crisis Center, as well as staff from other community organizations such as Mount Diablo Unified School District, La Cheim STRTP, Contra Costa County Health Clinic Behaviorists, City of Pittsburg Twilight Hoops program, and Bay Area Community Resources. We also trained students and interns in a variety of mental health-related fields including social work, marriage and family therapy, psychology, and peer support, as well as community members at NAMI and Connections House meetings and fairs and at university-sponsored conferences. 2) Screening and assessment – In order to provide a high level of responsiveness and access to immediate help, First Hope has an Intake Clinician of the Day who takes screening calls as well as a Clinician of the Day (COD) who takes any urgent calls when the primary clinician is not available. The telephone screen helps to determine whether a more extensive Structured Interview for Psychosis-risk Syndromes (SIPS) assessment is indicated whether an individual is eligible for our FEP services (based on a combination of the potential client’s self-report, a medical records review, and collateral information), or whether the caller is referred to more appropriate services. Our Urgent Response Team (URT) also has some capacity to provide an urgent response to those in crisis in inpatient psychiatry or crisis residential treatment, to facilitate discharge and the start of outpatient services. 3) Intensive, family-centered treatment services – First Hope uses the evidence-based Portland Identification and Early Referral (PIER) and Coordinated Specialty Care (CSC) treatment models, which have been shown to be effective in preventing conversion to psychosis, decreasing psychotic symptoms, ameliorating disability associated with psychotic disorder, and promoting functional recovery. Both models provide comprehensive and needs-driven services utilizing the combined skills of a multidisciplinary team. Our First Hope treatment team includes mental health clinicians, occupational therapists, educational and employment specialists, a family partner, peer specialists, a rehab counselor, an RN, and psychiatric providers. B-75 Services include immediate access for evaluation, family psychoeducation and multifamily groups, individual and family psychotherapy, care coordination, crisis intervention, supported education and employment, occupational therapy, psychiatric evaluation and medication management, peer support and mentoring, substance use counseling, nursing medication support, and health promotion services. Our clinicians are trained and certified to provide Structured Interview for Psychosis risk Syndrome (SIPS) assessments, Cognitive-Behavioral Therapy for psychosis (CBTp), and MultiFamily Group Treatment (MFGT), evidence-based practices for assessing and treating CHR and FEP. They participate in ongoing consultation and supervision meetings in order to maintain fidelity to these treatment models. Clinicians meet regularly with Dr. Barbara Walsh of Yale University, one of the co-authors of the SIPS, with Drs. Kate Hardy and Nichole Olsen of Stanford University, eminent trainers of CBTp, and with Dr. Jude Leung, the First Hope program manager and a faculty member of the PIER Training Institute. Assessment and treatment services in Spanish are provided by our Spanish-speaking clinicians, while services in languages other than English and Spanish are offered using interpreter services. Our First Hope program offers services both via telehealth to those who desire it, and in-person sessions as clinically indicated or as preferred by the client or family. We continue to offer a robust schedule of therapy and rehabilitation groups to address the significant social isolation that often results from living with serious mental health challenges. Our groups are designed to enhance coping skills, interpersonal communications, problem-solving, self-care, independent living skills, whole-person health, and identity development, and have included Latin Dance, Garden Club, Therapy Dog Visits, Sports Group, Dungeons & Dragons, Nature Walk, Cognitive Behavioral Social Skills Treatment (CBSST), Young Women’s Group, LGBTQIA+, Caregiver Support Group, and many others. Services are provided up to two years for our CHR clients and up to five years for our FEP clients. Upon discharge from First Hope, all clients are offered a referral to the appropriate level of care, or if they are declining ongoing mental health care, they are provided with the phone number for the county Mental Health ACCESS line in case their needs change in the future. Briefly report on the outcomes of the program’s efforts during the past reporting period. Please include (as applicable): Quantitative and qualitative data, data collection methodology (including measures for cultural responsiveness and confidentiality), evaluation, and use of information gathered. Please note how these outcomes compare to your measures of success at the outset of the past reporting period. We maintain a database to track critical events such as psychiatric emergency room visits, hospitalizations, and suicide attempts. The county Behavioral Health Division’s Utilization Review/Quality Improvement Committee also provides ongoing analysis of the qualitative aspects of our program each month. When issues are identified, the First Hope Program Manager identifies and implements a corrective plan of action. In Fiscal Year 2023-2024, we continued to provide excellent clinical care for our clients, as evidenced by the following: The primary desired outcome for our CHR clients is to prevent conversion to psychosis in a population estimated to carry B-76 a 33% chance of conversion within two years. We had 0 conversions from CHR to psychosis from July 2023 through June 2024. Desired functional outcomes for both our CHR and FEP clients include reduction in crises and hospitalization, incarceration, and suicide attempts or completions, and improved functioning at school and work. From July 2023 through June 2024, 78% of First Hope clients had 0 psychiatric emergency room visits or inpatient psychiatric hospitalizations. This comprised of 88 individuals who could manage well enough the entire year without requiring emergency or inpatient level of care. The vast majority of these individuals had previously required inpatient hospitalization before enrolling in First Hope. The other 25 First Hope clients had a combined total of 47 visits to the psychiatric emergency room, 79% of which resulted in an inpatient hospital stay (37 out of 47 visits). Six First Hope clients represented 53% of the PES visits (25/47). For several of these clients, there was a clear trend of decreasing PES and hospital visits over time as they were further engaged in First Hope services. Two long-term clients each visited PES 3 times during the first half of the year, and 0 times during the second half. Another individual who was admitted to First Hope services in September 2023 visited PES 6 times during his first six months of receiving treatment with First Hope, and 0 times during his second six months. Regarding incarcerations, three of our clients were arrested during the time period of July 2023 through June 2024, two for charges related to substance use and one for domestic violence. Each stayed overnight in jail and was bailed out the next day. One is continuing to fulfill the terms of her court-mandated alcohol and drug education and counseling program. Suicide risk is a major concern with psychosis, with a lifetime risk of about 5% for suicide completion. Furthermore, this risk is elevated during the FEP period and particularly within the first year of treatment when the risk is 60% higher than in later years. From July 2023 through June 2024, we had 1 known suicide attempt and 0 completed suicides. However, we did sadly experience a client death in December 2023. His death was determined to be due to an accidental overdose of fentanyl contained within counterfeit painkiller medication. Improvement in age-appropriate functioning is also a critical measure of a successful intervention. Our qualitative observations indicate that at the beginning of treatment, the vast majority of First Hope clients were failing in school, while at discharge they were stable in school. Many who were work-eligible are now working at least part-time. In Spring 2024, we had 8 First Hope clients graduate from high school. Many of these youth had not been attending school regularly or had been struggling academically when they first began First Hope services. We have also taken significant steps towards being able to provide quantitative data to support our qualitative observations. Since November 2022, we have been administering the Role Functioning Scale, which measures an individual’s educational and occupational functioning at the start of supported education and employment services, annually, and at discharge from services. We have worked with our county’s Informatics team to build this assessment into our county electronic health record (go-live February 2023), and we are continuing to work with this team to create analytic reports that can support our efforts to quantify our educational and vocational outcomes. Describe how the program reflects MHSA values of integrated, community-based, culturally responsive services that are guided and driven by those with lived-experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserved; provides access and linkage to mental health care, improves timely access to services, and use strategies that are non-stigmatizing and non-discriminatory. Give specific examples as applicable. B-77 First Hope practices a collaborative, strengths-based, and recovery-oriented approach that emphasizes shared decision- making as a means for addressing the unique needs, preferences, and goals of the individuals and families with whom we work. We define family broadly, that is, whoever forms the support team for the client, which may include friends, siblings, extended family, foster parents, significant others, and clergy. We also coordinate closely with other mental health and primary medical care service providers, to support our clients’ overall mental and physical health. Much care is taken to provide a welcoming and respectful stance and environment, from the very first contact by phone, to the individual and family’s first visit to First Hope, to each and every interaction thereafter. We use person-first language, e.g., an individual living with schizophrenia. Whenever possible, we have transitioned to using the terms “care coordination” instead of “case management”, and “client roster” instead of “caseload” to honor the “I am NOT a case, and I don’t need to be managed” movement pioneered by the peer leader Jay Mahler. We are also committed to asking about and using correct pronouns. Our ability to be guided by the voices of those with lived experience has been strengthened by having seven First Hope staff members who identify as peer providers, with personal experience of navigating the behavioral health care system for themselves or for a loved one. Four of these providers have achieved the qualification of Certified Medi-Cal Peer Support Specialists. We have a Clinician of the Day (COD) available Mon-Fri 9am-5pm to provide timely access to a First Hope staff member for any individual who may seek our help. We also over-screen so as not to miss anybody in need of service. Any individual who is determined not to be eligible for our program is provided with a referral to more appropriate services. For any individual/family who is found to be eligible for First Hope and accepts our services, our goal is to begin treatment immediately with engagement sessions with their assigned clinician. We work closely with our families to identify and problem-solve barriers to accessing care, including childcare, transportation difficulties, and challenges with accessing technology. We have been highly successful in reaching the Latinx community who represent 27% of our county’s population but are typically underrepresented within mental health services. One-third of our clinical staff speak Spanish, making services especially inviting to families with monolingual members. Having access to a Spanish-speaking psychiatric provider on our team has been particularly welcomed by our Latinx clients and families. Furthermore, for the first time in the history of our program, we have developed a family psychoeducation workshop delivered entirely by Spanish- speaking providers, rather than via interpretation services. This advancement was enthusiastically received by our Latinx clients and families. Our program brochure and psychoeducational materials are also offered in Spanish, and our MultiFamily groups have consistently included at least one (currently three) Spanish-language groups. Include examples of notable community impact or feedback from the community if applicable. Many of the individuals and families who have graduated from First Hope keep in touch with us, and several of them returned on 8/12/23, 1/27/24, and 5/4/24 as volunteers to speak with our newer clients and families about their experiences with First Hope. Below is some other feedback we have received from our clients and families: “First Hope has been my saving grace, and I would do anything (almost) to show my appreciation to the staff and B-78 facilitators.” “Everything has been great. I really enjoyed the sports and outdoor walks this facility provided.” “Bueno mi hija todavía no tiene 6 meses, pero a mejorodo un poquito en la comunicación con migo que soy su mamá y con su papá.” “Everyone has been really helpful.” “I’d like to thank you again for supporting my son through those though years. He is thriving! He is doing well in school with a clear path for his future. He has a wonderful job that appreciates his talents. He has a lovely girlfriend that supports him and likes him as he is. He is no longer afraid of having any health breakdowns and is confident in who he is. It’s amazing to watch him navigate life with a big smile on his face. Thank you, thank you.” B-79 AGGREGATE REPORT Include the following demographic data, as available, for all individuals served during the prior fiscal year: (NOTE: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL SERVED FOR FY 23-24: 1098 (includes all outreach participants and treatment clients – demographics info below does not include outreach participants) AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH - TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 19 39 2 60 LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 45 13 1 1 60 IF OTHER, PLEASE SPECIFY: Russian RACE: ETHNICITY (NON-HISPANIC/LATINX) MORE THAN ONE RACE 7 AFRICAN 4 AMERICAN INDIAN/ ALASKA NATIVE ASIAN INDIAN/ SOUTH ASIAN ASIAN 1 CAMBODIAN BLACK/ AFRICAN AMERICAN 14 CHINESE WHITE/ CAUCASIAN 7 EUROPEAN 1 HISPANIC/ LATINO 30 EASTERN EUROPEAN NATIVE HAWAIIAN/ PACIFIC ISLANDER FILIPINO OTHER (Korean) 1 JAPANESE DECLINE TO STATE/ DATA NOT CAPTURED KOREAN 1 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 60 MIDDLE EASTERN VIETNAMESE 1 B-80 MORE THAN ONE ETHNICTY 8 OTHER 2 ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN DECLINE TO STATE/ DATA NOT CAPTURED 14 CENTRAL AMERICAN 3 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 60 MEXICAN AMERICAN 22 PUERTO RICAN SOUTH AMERICAN OTHER (Salvadorian) – 3 (Ispano Americano) – 1 4 SEXUAL ORIENTATION: HETEROSEXUAL 36 QUESTIONING / UNSURE 4 GAY / LESBIAN ANOTHER SEXUAL ORIENTATION 1 BISEXUAL 7 DECLINE TO STATE/ DATA NOT CAPTURED 11 QUEER 1 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 60 SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE 23 MAN 17 FEMALE 37 WOMAN 22 DECLINE TO STATE/ DATA NOT CAPTURED TRANSGENDER TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 60 GENDERQUEER / NON-BINARY 2 QUESTIONING 1 B-81 ANOTHER GENDER IDENTIY 1 DECLINE TO STATE/ DATA NOT CAPTURED 17 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 60 ACTIVE MILITARY STATUS: VETERAN STATUS: YES YES NO 50 NO 46 DECLINE TO STATE/ DATA NOT CAPTURED 10 DECLINE TO STATE/ DATA NOT CAPTURED 14 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 60 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 60 DISABILITY STATUS: DISABILITY TYPE: YES 6 DIFFICULTY SEEING 1 NO 40 DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD DECLINE TO STATE/ DATA NOT CAPTURED 14 PHYSICAL MOBILITY TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 60 CHRONIC HEALTH CONDITION OTHER (Autism) – 3 (mental problems) - 1 4 DECLINE TO STATE/ DATA NOT CAPTURED 55 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 60 COGNITIVE DISABILITY: YES 1 DECLINE TO STATE/ DATA NOT CAPTURED 59 NO TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 60 B-82 PROVIDED IN-HOUSE MH SERVICES: NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES 69 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 57 REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES 39 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 31 AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: 55 AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES 10 B-83 HOPE SOLUTIONS - PEI ANNUAL REPORTING FORM FISCAL YEAR: 2023 – 2024 PEI STRATEGIES (CHECK ALL THAT APPLY): x PREVENTION x EARLY INTERVENTION OUTREACH x STIGMA AND DISCRIMINATION REDUCTION x ACCESS AND LINKAGE TO TREATMENT x IMPROVING TIMELY ACCESS TO TREATMENT x SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): x CHILDHOOD TRAUMA EARLY PSYCHOSIS x YOUTH OUTREACH AND ENGAGEMENT x CULTURE AND LANGUAGE x OLDER ADULTS x EARLY IDENTIFICATION NARRATIVE REPORT Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) Hope Solutions will provide on-site, on-demand, culturally responsive and client-centered approaches to children and adults at 4 family sites and at our MHSA houses. These programs serve formerly homeless families, families at risk for homelessness, and individuals who have entered the homelessness system because of severe mental illness • Goal: Eliminate barriers to timely access to services. o Strategy: Hope Solutions will provide services on-site in affordable housing settings. Case managers and youth enrichment coordinators are available full-time to residents. Onsite and in-home mental health services are available for all children and youth (birth-20). Onsite and in-home mental health services for adults became available in May 2024. • Goal: Reduce stigma and discrimination related to mental health needs and services. Strengthen access and linkage to treatment. o Strategy: Culturally responsive youth enrichment and case management providers assist youth and families to access many community services, including mental health treatment. By incorporating these services into general support provision, individuals seeking mental health support are not singled out and potential stigma related to mental health referrals is avoided. • Objective: School-aged youth in youth enrichment programs will demonstrate improved social functioning. B-84 o Metric: At least 75% of the youth engaged in programming will show improvement in self-esteem and confidence as measured by the Piers-Harris Self-Concept Scale during the school year ending in June 2024. • Objective: Families receiving case management will demonstrate improved family functioning in the realm of self-sufficiency. o Metric: At least 75% of the families with children, in residence at Garden Park Apartments, will show improvement in at least one area of self-sufficiency as measured annually on the 20 area, self-sufficiency matrix within FY23-24. • Objective: Residents in the MHSA houses receiving case management will demonstrate stability of housing. o Metric: 95% of residents in MHSA housing will remain stably housed in FY23-24. Briefly report on the services provided by the program during the past reporting period. Please include (as applicable): target population(s), program setting(s), types of services, strategies/activities utilized (including any evidence-based or promising practices), needs addressed and follow up. Please note any differences from prior years or any challenges with implementation of the program, if applicable. Last year, Hope Solutions provided support services to 4 family housing sites and 3 MHSA houses. On-site case managers and youth enrichment coordinators support the 4 family sites. One of these sites, Garden Park Apartments in Pleasant Hill, provides permanent supportive housing to 27 formerly homeless families. The parents in these families have experienced chronic homelessness and poverty, and a chronic disability. Most of the disabilities, primary or secondary, are related to mental health and substance abuse challenges. The other three family sites provide affordable housing for 247 households that have incomes at 50% or lower than the Average Median Income of the community (Lakeside Apartments in Concord, Los Medanos Village/LMV in Pittsburg and Bella Monte Apartments/BMA in Bay Point). These households are challenged due to limited income and frequently have other challenges due to lack of resources, surviving systemic racism, experience with family and community violence, and cultural challenges. The last 3 housing sites house 4 individuals at each of 3 houses (MHSA housing). These 12 residents are referred by CCC behavioral health with serious mental health histories and are funded as MHSA housing residents under this grant. All of the residents in these sites are offered on-site support services in their housing setting. Because staff are on-site and available to provide case management support (access to food and transportation, medical referrals and access, social and emotional support, rental assistance/eviction prevention), residents learn to trust and utilize these services and reach out for them when needed. When families or individuals have problems with mental health challenges, they already have a trusting relationship with the case managers and are able to reach out for mental health resources. Staff are trained in trauma-informed and culturally responsive care and several of the staff are licensed mental health professionals. Concerns about emerging mental health problems are addressed in a timely manner. Monthly team meetings and weekly staff supervision allow for the provision of mental health support quickly and sensitively as concerns come up. Youth enrichment staff at the family sites work directly with the youth (preK-12) in afterschool and summer enrichment programs. Youth are able to form trusting relationships with those staff, also, as they receive a nourishing snack, help with homework, and access to fun activities. The staff also work directly with parents and with school personnel to support the youth and to increase parent confidence in advocating for their children’s needs. Youth enrichment staff collaborate with families, schools and community mental health providers when mental health issues arise. Referrals to mental health resources are made as needed (whether onsite, at school, or in the community) in the context of these ongoing relationships. B-85 Briefly report on the outcomes of the program’s efforts during the past reporting period. Please include (as applicable): Quantitative and qualitative data, data collection methodology (including measures for cultural responsiveness and confidentiality), evaluation, and use of information gathered. Please note how these outcomes compare to your measures of success at the outset of the past reporting period. We monitor our outcomes year-round using an internal client information system (Apricot data-base), in which we enter daily client services and from which we report out on monthly outcomes. Our data demonstrates that our services help residents maintain safe and stable housing. (For this metric, we specifically measured MHSA housing. Agency wide, our data demonstrate >95% housing retention across all programs). Our success in maintaining stable housing is in part due to our relationship with both residents and property management, allowing us all to work together towards a common goal. In addition to housing retention, we see families stabilizing and growing, as indicated by growth on the self- sufficiency matrix (here measure specifically for Garden Park Apartment residents, our families with the highest needs. Finally, our youth data demonstrates that students are still struggling with mental health issues and lower self-esteem. We have increased mental health supports, enrichment activities, and social/family events to reform communities that became isolated during COVID. We also have focused more afterschool efforts to catching up and reinforcing important academic skills. • Objective: School-aged youth in youth enrichment programs will demonstrate improved social functioning. o Metric: At least 75% of the youth engaged in programming will show improvement in self-esteem and confidence as measured by the Piers-Harris Self-Concept Scale during the school year ending in June 2024. o Outcome: 69% of children and youth demonstrated an increased sense of competency and mastery of social skills on the Piers Harris Self-Concept Scale (18/26) We continue to see a decline in this area, which is in line with national trends. Even with the pandemic several years in the past, our youth continue to struggle in the aftermath of this largely ignored trauma. • Objective: Families receiving case management will demonstrate improved family functioning in the realm of self-sufficiency. o Metric: At least 75% of the families with children, in residence at Garden Park Apartments, will show improvement in at least one area of self-sufficiency as measured annually on the 20 area, self-sufficiency matrix within FY23-24. o Outcome: 91% of the families with children in residence at Garden Park Apartments (21/23) showed improvement in one or more area of self-sufficiency matrix in FY23-24. • Objective: Residents in the MHSA houses receiving case management will demonstrate stability of housing. o Metric: 95% of residents in MHSA housing will remain stably housed in FY23-24. o Outcome: 100% of residents in MHSA housing (11/11) remained stably housed in FY23-24. Describe how the program reflects MHSA values of integrated, community-based, culturally responsive services that are guided and driven by those with lived-experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserved; provides access and linkage to mental health care, improves timely access to services, and use strategies that are non-stigmatizing and non-discriminatory. Give specific examples as applicable. Hope Solutions staff are trained and supported in relationally based, culturally responsive, and trauma informed approaches to care. Many of our staff (>50%) have lived experience with homelessness, mental health conditions, and substance use disorder. Our goals are designed around strengthening the community, the family, and the individual. By working on-site, we become a part of the community in support of our vulnerable residents. Staff Community events, such as the annual Holiday Celebration at Lakeside Apartments, bring the community together to celebrate their shared interests. Family events, such as the Family Photo Day at Los Medanos, engage families in sharing time and excitement with their neighbors, as well as experiencing pride in their family through professional photo shoots. Individual goal B-86 setting at the MHSA houses encourages residents to look ahead on their wellness path to set reasonable for the coming year (we also do family goal setting in the family sites). At each level, our staff strive to build community, support recovery, and strengthen wellness. Case managers, youth enrichment coordinators, mental health clinicians (and soon peer support specialists) collaborate to provide support groups at all sites in addition to the services described above. These groups are offered to all residents, who can select what fits their needs. Groups focus on parenting, harm reduction, wellness, etc., and are offered to all residents to support growth in a non-stigmatizing way. The residents of the housing sites where services are provided often have limited familiarity with mental health resources. Some residents also have concerns about the stigma that could be attached to using this type of service. By forming ongoing relationships with residents and offering education about how mental health support works, staff are well situated to address questions and fears about mental health problems and mental health resources. By providing a variety of programs and support in the setting of people’s housing, we are also able to receive referrals from property managers when behavioral issues arise that threaten someone’s housing stability. Neighbor conflicts, problems with substance use, and family conflicts are some of the types of referrals the on-site case managers receive from property managers. Experiences of systemic racism have led many residents to mistrust of community resources including mental health support. Staff in these programs have training in culturally responsive services, and most live in the same communities. Their life experiences and training help them to address this mistrust with through more positive relationships. If a resident requests a mental health referral, registered mental health associates are able to provide home-based counseling to the youth in the programs. Case managers also assist adult residents with crisis intervention and with finding appropriate counselors through the county ACCESS line. Case managers encourage residents to ask for what they want in a counselor, including specifics of race, gender and experience/specialty. By offering basic education about how mental health counseling works (time, costs, modality options) people who have little knowledge of mental health resources are able to engage with these services. Since May 2024, case managers have also been able to refer adult residents to Hope Solutions Wellness Team which includes both peers support and clinical mental health support. Include examples of notable community impact or feedback from the community if applicable. The community impact of Hope Solutions can be seen by the more than 3800 people served in Contra Costa County last year. It can be seen in our community partnerships and engagement as we participate in the Council on Homelessness, Healthcare for the Homeless, MHSA Advisory Council, and more. But our greatest community impact may come from the individual families that we serve. One mother who we serve moved in with her very young daughter. She is an attentive and loving mother who struggles with recovery from her substance use disorder, but she hasn’t given up. Because youth services are available onsite, her daughter received pre-K literacy building supports and now participates in afterschool programming. Because she saw mental health clinicians “playing” with kids in a playful, non-stigmatizing way, she agreed to therapy for her daughter, and she herself has engaged in parenting support from her daughter’s therapist. This mother continues to engage the case manager about successful recovery strategies and community supports. She’s still working on it all, but she works on it with a community of support and safe and stable housing. Another mother has chronic health conditions, including blindness, that affect her daily functioning. In addition, she had a history of childhood trauma, community violence, and homelessness. A mother of 3 children, she worked hard to assure their safety and wellbeing. She engaged mental health services for all of her children, participated in wellness and parenting groups, and put each child, as they got old enough, into afterschool programming. As time went on, her youngest son was diagnosed with autistic spectrum disorder. Because of her poor sight and poor literacy skills, this mother was afraid that she would not be able to help her son get services. She trusted the Hope Solutions’ staff, B-87 however, and turned to them to help. In return, she had the opportunity to learn the advocacy skills she needed to support her son. Now she is a fierce advocate for all of their children. B-88 AGGREGATE REPORT Include the following demographic data, as available, for all individuals served during the prior fiscal year: (NOTE: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL SERVED FOR FY 23-24: 766 AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH - TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 290 116 297 63 0 766 LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 170 20 43 533 766 IF OTHER, PLEASE SPECIFY: 2 Punjabi; 43 bilingual Spanish/English RACE: ETHNICITY (NON-HISPANIC/LATINX) MORE THAN ONE RACE 264 AFRICAN 243 AMERICAN INDIAN/ ALASKA NATIVE 2 ASIAN INDIAN/ SOUTH ASIAN 13 ASIAN 13 CAMBODIAN BLACK/ AFRICAN AMERICAN 238 CHINESE WHITE/ CAUCASIAN 78 EUROPEAN HISPANIC/ LATINO 64 EASTERN EUROPEAN NATIVE HAWAAIAN/ PACIFIC ISLANDER 9 FILIPINO OTHER 1 JAPANESE DECLINE TO STATE/ DATA NOT CAPTURED 97 KOREAN TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 766 MIDDLE EASTERN 1 VIETNAMESE B-89 MORE THAN ONE ETHNICTY OTHER 89 ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN DECLINE TO STATE/ DATA NOT CAPTURED 97 CENTRAL AMERICAN TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 766 MEXICAN AMERICAN PUERTO RICAN SOUTH AMERICAN OTHER 323 SEXUAL ORIENTATION: HETEROSEXUAL 128 QUESTIONING / UNSURE GAY / LESBIAN 3 ANOTHER SEXUAL ORIENTATION BISEXUAL 2 DECLINE TO STATE/ DATA NOT CAPTURED 633 QUEER TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 766 SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE MAN 302 FEMALE WOMAN 429 DECLINE TO STATE/ DATA NOT CAPTURED 766 TRANSGENDER TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 766 GENDERQUEER / NON-BINARY QUESTIONING B-90 ANOTHER GENDER IDENTIY DECLINE TO STATE/ DATA NOT CAPTURED 35 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 766 ACTIVE MILITARY STATUS: VETERAN STATUS: YES YES NO NO 415 DECLINE TO STATE/ DATA NOT CAPTURED 766 DECLINE TO STATE/ DATA NOT CAPTURED 351 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 766 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 766 DISABILITY STATUS: DISABILITY TYPE: YES 55 DIFFICULTY SEEING 4 NO 144 DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD DECLINE TO STATE/ DATA NOT CAPTURED 567 PHYSICAL MOBILITY 7 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 766 CHRONIC HEALTH CONDITION 10 OTHER 34 DECLINE TO STATE/ DATA NOT CAPTURED 711 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 766 COGNITIVE DISABILITY: YES DECLINE TO STATE/ DATA NOT CAPTURED 766 NO TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 766 B-91 PROVIDED IN-HOUSE MH SERVICES: NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES 50 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 47 REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES 32 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 16 AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: 260 AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES 1wk internal 3mo external B-92 JAMES MOREHOUSE PROJECT (JMP) - PEI ANNUAL REPORTING FORM FISCAL YEAR: 2023 – 2024 PEI STRATEGIES (CHECK ALL THAT APPLY): X PREVENTION X EARLY INTERVENTION X OUTREACH X STIGMA AND DISCRIMINATION REDUCTION X ACCESS AND LINKAGE TO TREATMENT X IMPROVING TIMELY ACCESS TO TREATMENT X SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): X CHILDHOOD TRAUMA X EARLY PSYCHOSIS X YOUTH OUTREACH AND ENGAGEMENT X CULTURE AND LANGUAGE OLDER ADULTS X EARLY IDENTIFICATION NARRATIVE REPORT Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) • 93% of participating students showed an improvement post-JMP participation across a range of resiliency indicators through self-report on a qualitative evaluation tool across the academic year 2023-2024. • 95% of participating students reported an increase in well-being (i.e., “I deal with stress and anxiety better”) post- JMP participation through self-report on a qualitative evaluation tool across the academic year 2023-2024. • 96% of youth reported feeling, “there is an adult at school I could turn to if I need help,” post-JMP participation across the academic year 2023-2024. • 973 unique individuals (out of a school population of 1,587) signed in to the JMP in the 2023-2024 school year demonstrating that “stigma” is not a barrier for young people accessing services at the JMP. Briefly report on the services provided by the program during the past reporting period. Please include (as applicable): target population(s), program setting(s), types of services, strategies/activities utilized (including any evidence-based or promising practices), needs addressed and follow up. Please note any differences from prior B-93 years or any challenges with implementation of the program, if applicable. The James Morehouse Project (JMP) is the school based wellness center at El Cerrito High School, a public high school in the West Contra Costa USD. The JMP targets for services young people exposed to trauma and at risk for school failure; this includes specific outreach to English Language Learners and their families. The JMP provides individual/group counseling, crisis intervention and support, youth leadership/advocacy and youth development programs. JMP groups engaged a wide range of young people facing mental health and equity challenges. In 2023-2024, 354 unduplicated young people participated in 17 different groups and/or individual counseling. Because the JMP is an on-site school based program, JMP staff/interns are able to follow up with students to ensure that they have successfully engaged with services. If there is a crisis or urgent referral, students are connected with services immediately. When immigrant students enroll at ECHS, the registrar alerts the JMP so that Rincóncito (immigrant/bi-cultural student group) students can embrace new arrivals and offer them community and solidarity to support their transition to the U.S. and El Cerrito High School. In its second full year, Rincón Latino, a Spanish speaking program for parent/guardians, graduated its second cohort of 59 parents in May 2024. Participating parents shared that the group was a therapeutic space; often, the group would go well past the scheduled end time as parents/guardians shared, offered and received support. In 2023-2024, the program maintained a recruitment focus on families of incoming 9th grade students to ensure that participants have the skills, information and relationships to support their students over their four years of high school. For both young people and adult participants, relationships, safety, and the opportunity to learn meaningful skills are healing and empowering. In 2023-2024, El Cerrito HS welcomed a new principal, two new guidance counselors and a number of new teachers. The JMP worked hard to grow strong relationships with new school staff. The JMP continued to play a leadership role on our school Climate Team and to support racial justice work with faculty. In response to student feedback, the JMP offered a group for students who wanted to explore gender identity/gender expression. The group was a vibrant success and the JMP is hoping to continue that work in 2024-2025. The JMP secured new funding through MHSA Community Defined Practices to support our work with Spanish speaking young people and families and multi-year funding from existing foundation partners that allows us to enter 2024-2025 with a stable financial foundation. In June 2024, the JMP transitioned to a new fiscal sponsor. We are grateful to BACR for partnering with us for the last five years and excited to begin a new partnership with the West Contra Costa Public Education Fund (The Ed Fund) going forward. The JMP continues to lean into its commitment to nourish and sustain a trauma sensitive, racially just school community. Briefly report on the outcomes of the program’s efforts during the past reporting period. Please include (as applicable): Quantitative and qualitative data, data collection methodology (including measures for cultural responsiveness and confidentiality), evaluation, and use of information gathered. Please note how these outcomes compare to your measures of success at the outset of the past reporting period. To assess the impact of youth participation in JMP programs and services, the JMP measures a range of post-participation indicators (see Work Plan for 2023-2024 and below). The JMP engages in ongoing formative assessments throughout the school year that includes participation by JMP staff/interns, school staff and youth participants. The JMP tracks referrals and program participation through a customized Salesforce database. Youth participant evaluation is based on the "Resiliency and Youth Development Module,” California Healthy Kids Survey. Outcome Statements (from JMP Workplan for 2023-2024) A) Stronger connection to caring adults/peers (build relationships with caring adult(s), peers) for participating youth. From student evaluations: 94% of participating youth reported feeling like, “there is an adult at school I could turn to if I need help.” B-94 B) Increase in well-being (diminished perceptions of stress/anxiety, improvement in family/loved-one relationships, increased self-confidence, etc.) for participating youth. From student evaluations: 95% of participating youth reported, “I deal with stress and anxiety better” after program participation. C) Strengthened connection to school (more positive assessment of teacher/staff relationships, positive peer connections, ties with caring adults) for participating youth. From student evaluations: 76% of participating students reported they “skip less school/cut fewer classes” after program participation. JMP staff and interns discuss confidentiality and mandated reporting (i.e. when confidentiality must be broken) and check for understanding prior to any clinical conversation with young people. The JMP is committed to offering young people the information they need to be able to discern when/if they want to share reportable information, and what would happen should the JMP need to share reportable information with CFS. The JMP always informs young people should they need to report to CFS and, as much as possible, include young peoples’ voices and concerns in any reporting process. In 2023-2024, the JMP staff/interns were able to provide services in English, Spanish and Amharic. Describe how the program reflects MHSA values of integrated, community-based, culturally responsive services that are guided and driven by those with lived-experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserved; provides access and linkage to mental health care, improves timely access to services, and use strategies that are non-stigmatizing and non-discriminatory. Give specific examples as applicable. The JMP integrates an activist youth centered program with more traditional mental health and health services; we prioritize community change along with positive health outcomes for individual youth participants. The JMP clinical program and youth centered initiatives challenge the dominant narrative that sees youth as “at risk” or as problems to be fixed. JMP staff/interns’ partner with young people to build their capacity and connect them with opportunities for meaningful participation in the school community. Students in counseling or a therapeutic group have direct access to wider opportunities for participation in JMP programs. Every aspect of JMP work supports “doing dignity” with young people and their families. This includes adults (JMP staff/interns and community partners) and young people who all partner together to create and sustain a space where young people and adults alike feel known and valued. Many participating students have trauma histories and their experience at school has often been marked by disconnection—from peers, adults and classroom instruction. In this context, “healing” interventions include and go beyond traditional mental health interventions (i.e. therapeutic counseling) to foster a sense of community, agency and belonging. In addition to clinical services, the JMP also offers a wide range of youth development programs and activities, so the JMP space has the energy and safety of a youth center. Students are able to be in relationship with caring adults and peers in their home languages, in a cultural context that feels welcoming and familiar. For that reason, students do not experience stigma coming into the health center or accessing JMP services. One young man, who is undocumented and was a recent arrival from Central America, shared, in response to the question, “why do you come to the JMP?” “Porque aquí somos libres.” Young people come to the JMP for a counseling appointment, to offer peer support through a youth leadership program, to participate in the ELD youth program (Rincóncito) Culture Keepers, Skittles (a group for queer identified youth of color) or a myriad other possibilities. The JMP is a vibrant sanctuary on campus for youth of color and young people from low-income families in a school building where social identity threat is often pervasive in other spaces. At a population level, the JMP works with faculty and school staff to build a trauma sensitive school culture. This includes broad outreach, training and support to teachers and other school staff to strengthen adult capacity to work skillfully and compassionately with a wide range of students up against significant life challenges and mental health needs. JMP staff work with English Language Development (ELD) teachers and other faculty to strengthen teachers' capacity to integrate trauma informed strategies into their instructional practices B-95 Beginning in the 2022-2023 school year, the JMP integrated its referral process with the school’s “Care Team.” The Care team includes JMP staff, school administrators, school psychologists and academic counselors who meet weekly to go over referrals, plan interventions and track follow up. Mental/behavioral health and other needs that align with JMP resources are separated out for the JMP. The Care team referral form is widely available on the school campus and online through the school and JMP websites. When the JMP receives a referral through the Care Team, a JMP staff/intern meets 1:1 with the young person to determine the appropriate level of support services. This can result in participation in on-site mental health services (i.e. individual counseling or therapeutic group support), a youth development/leadership/peer support program or a referral to a community based resource. Students are also able to drop-in for services and depending on staff/intern availability or if the student is in crisis, engage with services immediately. Include examples of notable community impact or feedback from the community if applicable. The following quotes are taken from student evaluations in May 2024 in response to the question: What differences has meeting with your counselor made - in your life? in your relationships with friends or family? in school? • I feel great just having someone to listen to my problems and help me through them. I feel happier. • Well I was able to move out of a toxic environment and truly work on myself which was big. Those changes have also helped me actually find the best relationship I’ve ever been in. • Helped find solutions to a lot of problems, made my emotions feel validated • I have been way happier than I was before I started. My grades were low, and I didn’t have anybody to talk to you about my family and I was very depressed. Now I feel more at ease with the situation and talk to friends about it and my grades a better-ish. • I have learned things with my counselor that I take with me on a day to day. She has taught me ways to help control my anger and how to not let others get to me. I have become more patient and understanding. • My counselor has helped me find ways to reconnect with my family and have healthy conversations. • I’ve gotten closer to my mom. I accepted my dad passed. I have real friends. I’m doing great and asking for help in class. • My energy was brought back. I opened up a lot more, and I feel more motivated. • I started telling people how I really feel about things and why they’re important to me. • SPANISH-It has helped me a lot to reflect and make better decisions. I can vent with someone in whom I feel trust and who can give me another point of view. • It's made me be more self-aware of my emotions. It has positively affected my relationships. I feel like talking about everything has made it easier for me to talk to my friends about different things going on in my life. • SPANISH-It has helped me become more confident and at the same time make more friends. • That I am very resilient and that I’m a good person. • I am strong person physically, and mentally. I can do anything without giving up. I forgave myself too. • I’ve learned a lot about myself, and I’d say I’ve learned what things really matter to me and what I’ve really wanted in life. • I have the skills to accomplish my goals. I just need to believe in myself and push myself to go for them. • The JMP was the safe space that I was looking for and has made so many positive impacts on my life. There’s nothing I'd really change other than a snack that’s not bars. B-96 AGGREGATE REPORT Include the following demographic data, as available, for all individuals served during the prior fiscal year: (NOTE: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL SERVED FOR FY 23-24: 354 AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH - TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 158 196 354 LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 271 78 5 354 IF OTHER, PLEASE SPECIFY: RACE: ETHNICITY (NON-HISPANIC/LATINX) MORE THAN ONE RACE AFRICAN AMERICAN INDIAN/ ALASKA NATIVE 2 ASIAN INDIAN/ SOUTH ASIAN ASIAN 50 CAMBODIAN BLACK/ AFRICAN AMERICAN 89 CHINESE WHITE/ CAUCASIAN 49 EUROPEAN HISPANIC/ LATINO 154 EASTERN EUROPEAN NATIVE HAWAAIAN/ PACIFIC ISLANDER 7 FILIPINO OTHER 3 JAPANESE DECLINE TO STATE/ DATA NOT CAPTURED KOREAN TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 354 MIDDLE EASTERN VIETNAMESE B-97 MORE THAN ONE ETHNICTY OTHER ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN DECLINE TO STATE/ DATA NOT CAPTURED 354 CENTRAL AMERICAN TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 354 MEXICAN AMERICAN PUERTO RICAN SOUTH AMERICAN OTHER SEXUAL ORIENTATION: HETEROSEXUAL QUESTIONING / UNSURE GAY / LESBIAN ANOTHER SEXUAL ORIENTATION BISEXUAL DECLINE TO STATE/ DATA NOT CAPTURED 354 QUEER TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 354 SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE 145 MAN FEMALE 202 WOMAN DECLINE TO STATE/ DATA NOT CAPTURED 7 TRANSGENDER TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 354 GENDERQUEER / NON-BINARY QUESTIONING ANOTHER GENDER IDENTIY B-98 DECLINE TO STATE/ DATA NOT CAPTURED 354 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 354 ACTIVE MILITARY STATUS: VETERAN STATUS: YES YES NO 354 NO 354 DECLINE TO STATE/ DATA NOT CAPTURED DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 354 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 354 DISABILITY STATUS: DISABILITY TYPE: YES DIFFICULTY SEEING NO DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD DECLINE TO STATE/ DATA NOT CAPTURED PHYSICAL MOBILITY TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) CHRONIC HEALTH CONDITION OTHER DECLINE TO STATE/ DATA NOT CAPTURED 354 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 354 COGNITIVE DISABILITY: YES DECLINE TO STATE/ DATA NOT CAPTURED 354 NO TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 354 B-99 PROVIDED IN-HOUSE MH SERVICES: NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES 379 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 354 REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES 17 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 13 AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: 12 AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES 1 B-100 JEWISH FAMILY & COMMUNITY SERVICES EAST BAY - PEI ANNUAL REPORTING FORM FISCAL YEAR: 2023 – 2024 PEI STRATEGIES (CHECK ALL THAT APPLY): X PREVENTION X EARLY INTERVENTION X OUTREACH X STIGMA AND DISCRIMINATION REDUCTION X ACCESS AND LINKAGE TO TREATMENT IMPROVING TIMELY ACCESS TO TREATMENT SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): X CHILDHOOD TRAUMA EARLY PSYCHOSIS X YOUTH OUTREACH AND ENGAGEMENT X CULTURE AND LANGUAGE X OLDER ADULTS X EARLY IDENTIFICATION NARRATIVE REPORT Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) The outcomes for clients during this reporting period were: ● Increased ability to recognize stress and risk factors and better understand mental health concepts. ● Reduced feelings of stigma surrounding seeking services for emotional, psychological, and family problems. ● Better understanding of when and how to seek help. ● Decreased feelings of isolation and increased support. ● Increased ability to navigate the mental health system. We are also: ● Identified and fostered clients’ individual strengths, enabling them to utilize their resources and resiliency as they adjust to life post-immigration. ● Harnessed the power of community, shared experiences, and mutual support to foster recovery and resiliency. B-101 Briefly report on the services provided by the program during the past reporting period. Please include (as applicable): target population(s), program setting(s), types of services, strategies/activities utiliz ed (including any evidence-based or promising practices), needs addressed and follow up. Please note any differences from prior years or any challenges with implementation of the program, if applicable. We provided the following services during this reporting period: ● Conducted pre- and post-assessments of 247 case management clients, exceeding our target of 150 to 200. ● Provided bilingual/bicultural case management/systems navigation for 247 clients, exceeding our target of 150 to 200. ● Provided 12 Russian seniors with 1-hour individual Telehealth mental health education sessions to help combat isolation, anxiety, and grief and promote wellness through learning relaxation techniques, meeting our target of 12 to 14. ● Provided therapy services for 23 at-risk refugees, asylees, Special Immigration Visa (SIV) holders from various countries, and/or newcomers enrolled in the Afghan Placement and Assistance Program, exceeding our target of 8 to 12. ● Provided 2 two-hour training sessions on cross-cultural mental health concepts, reaching 40 frontline staff of JFCS East Bay and other community service agencies in the first training and 57 in the second, exceeding our target of reaching 30 to 40 individuals per training. The training prepared clients to serve a diverse community of clients, learn about mental health issues such as experiences of trauma and the long-term impact of that on clients’ lives, and identify and respond to the needs of domestic violence survivors as well as suicide prevention. ● Provided 4 two-hour workshops on public health topics for 80, 77, 36, and 40 Afghan parents exceeding our target to reach 10 to 14 individuals per session. Workshops covered mental health education, parenting, parents’ self-care, and other topics. ● Provided 2 community-based events (two-plus hours each) for 107 and 166 newcomer Afghans to combat mental health problems secondary to social isolation, far exceeding our target to engaging 45 to 55 individuals. TRAINING SESSIONS AND EVENTS During the grant period, we facilitated several training sessions and events. Our tracker shows attendance for all events/training sessions from 97 social services providers working with Afghan communities in California, 506 Afghan clients, and 12 Russian-speaking clients. Following is additional information on these trainings and events. COMMUNITY PROVIDER TRAINING SESSIONS 10/4/23: Cultural Considerations in Serving Afghan Families (webinar) 40 participants Presenter: Dr. Sedique Popal, School of Education, University of San Francisco Participants learned about: • Afghanistan’s history. • Common cultural practices. • Different ethnic groups, religions, and languages spoken in Afghanistan. • The different ways Afghan migrants are making their way to the U.S. • Strategies for engaging Afghan clients to earn their trust and improve services to meet their needs. 3/7/24: Domestic Violence Prevention - Empowering Individuals to Lead Violence Free Lives (webinar) 57 participants Presenters: JFCS East Bay Prevention and Early Intervention Program, STAND! For Families Free of Violence Participants gained: • Understanding of terms and definitions. B-102 • Understanding of tactics of abuse and domestic violence dynamics. • Understanding of concepts of power and control. • Understanding of victims’ rights and resources. • Discussion of the nuances of working with immigrants and refugees who experience domestic violence. • An overview of STAND! and services provided. AFGHAN CLIENT TRAINING SESSIONS 10/26/23: Strengthening Resilience - An Afghan Community Presentation (in-person training) 80 participants Presenters: Dr. Sediq Hazatzai, a career public health professional and researcher with extensive experience in refugee and immigrant health, and Dr. Farid Younus, a well-known media personality and author. The training covered: • Spirituality and mental health; grief and loss. • Community support and resilience, family dynamics. • Strategies to build emotional resilience and practical coping strategies. 11/3/23: Empowering Immigrant Families - Understanding U.S. Family Law for Afghans (webinar training) 77 participants Presenter: Wahid Noorzad, Esq, attorney with expertise in family law, immigration law, and bankruptcy Participants learned about: • U.S. family law to help reduce stress, fear, and anxiety by feeling empowered. • The impact of getting involved with law enforcement, including domestic violence and child protective services, on their immigration status. • How to seek support during a crisis. This information helps reduce stress and enables families to better plan for potential outcomes and make informed decisions. Additionally, knowing how to seek support during a crisis reduces related emotional and psychological stress and gives individuals a sense of control and security. 5/24/24: Money Management for Couples (webinar training) 36 participants Presenter: JFCS East Bay Participants learned: • How to set spending/saving priorities together as a couple. • How to identify family values about money. • How to teach their children to adhere to the values set. 6/25/24: Living a Healthy Life (webinar) 40 participants Participants learned about living a healthy life by incorporating: • A balanced diet and regular physical activity. • Sleep hygiene. • Mental well-being, including breathing exercises and mindfulness techniques. • Regular health checkups. • Learning new skills or topics. • Engaging in enjoyable activities with family and community. B-103 IN-PERSON COMMUNITY EVENTS FOR AFGHAN CLIENTS 5/18/24: Mother’s Day (in-person community event) 107 participants from 23 families 6/23/24: Eid al-Adha Holiday (in-person community event) 166 participants Legal presentation, along with food, live performance, and celebration. RUSSIAN CLIENT TRAINING SESSIONS 2/13/24: Decreasing Level of Stress, Anxiety, Grief, Isolation, and Depression (webinar training) Presenter: Gennady Mikityansky, JFCS East Bay Bilingual Social Worker, Adult Services 12 participants This webinar: • Shared practical strategies for reducing stress, anxiety, grief, isolation, and depression among Holocaust survivors. • Provided compassionate support. • Shared coping mechanisms. • Fostered a sense of community and resilience while creating a safe space for healing and connection among participants. Briefly report on the outcomes of the program’s efforts during the past reporting period. Please include (as applicable): Quantitative and qualitative data, data collection methodology (including measures for cultural responsiveness and confidentiality), evaluation, and use of information gathered. Please note how these outcomes compare to your measures of success at the outset of the past reporting period During the reporting period, we achieved the following outcomes for individuals who participated in mental health education: • 93% demonstrated a better understanding of mental health concepts and an increased ability to recognize stress and risk factors in themselves or their family by the end of the year. This compares to 100% of individuals during the outset of our past reporting period, FY22-FY23. • 89% demonstrated a better understanding of when and how to seek help. This compares to 95% during the outset of our past reporting period, FY22-FY23. • 96% reported feeling less isolated and more supported than before coming to the group. This compares to 90% during the outset of our past reporting period, FY22-FY23. During this reporting period, we achieved the following outcomes for individuals who participated in our training series: • 100% demonstrated a better understanding of cross-cultural mental health concepts and an increased ability to recognize stress and risk factors by the end of the year. This compares to 100% during the outset of our past reporting period, FY22-FY23. • 96% demonstrated an increased understanding of when to refer clients for further clinical service by the end of the year. This compares to 100% during the outset of our past reporting period, FY22-FY23. Additionally, during this reporting period, 91% of clients receiving health and mental health systems navigation assistance achieved one or more of the following outcomes: • Clients showing early warning signs of mental illness were linked to appropriate services. • Clients were successfully linked to the appropriate person(s) within the county health care system or other B-104 community resources for health and/or mental health support. • Clients have a better understanding of consumer rights in relation to medical care, including the right to seek a second opinion. • Clients applied for and received health benefits for which they are eligible. • Clients have improved their ability to communicate with doctors and providers about medical and mental health issues. • Clients have an increased understanding of the health and mental health care systems in Contra Costa County. • Clients have improved their ability to bridge the gap between their culture of origin and contemporary U.S. culture in reference to health, mental health prevention, and early intervention. This compares to 95% during the outset of our past reporting period, FY22-FY23. DATA COLLECTION METHODOLOGY, EVALUATION & USE OF INFORMATION The program used the following tools to evaluate the efficiency of the program: • Mental health evaluation forms collected from participants after each mental health education session. • Anonymous evaluation forms collected from staff and community members after trainings. • Pre- and post-assessment case management, focusing on clients’ progress with health and mental health navigation assistance, collected once at intake and once when exiting the program. Our methodology was sensitive to cultural nuances and respectful of clients’ backgrounds. Cultural responsiveness involved having staff and culturally tailored materials to ensure programming was accessible and respectful of the diverse backgrounds of our participants, refugees, and immigrants. Confidentiality was guaranteed through informed consent processes, anonymous data collection when needed, and secure information storage. Describe how the program reflects MHSA values of integrated, community-based, culturally responsive services that are guided and driven by those with lived-experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserved; provides access and linkage to mental health care, improves timely access to services, and use strategies that are non-stigmatizing and non-discriminatory. Give specific examples as applicable. JFCS East Bay’s values of “Welcoming the Stranger” and serving vulnerable people are at the core of our mission. We employ a person-centered, trauma-informed (PCTI) approach. Clients receive wrap-around services, including case management, health and mental health navigation, mental health services, and parent education classes. JFCS East Bay is also deeply committed to using a strengths-based approach in everything we do. Given this, goals and services are regularly evaluated with the client/family to ensure they have the primary decision-making role. Staff also expand upon clients’ existing strengths and play to them when creating personalized case management plans and throughout the entirety of service delivery. In this way, JFCS East Bay helps to empower clients on their paths to self-sufficiency. As an agency, we also recognize that new arrivals come from countries in which there may not be programs in place for mental health and well-being or, if a program exists, it is only for those who are severely mentally ill. To combat any potential stigma, staff provide clients with education about programs that may not have been available abroad. Because JFCS East Bay is in frequent contact with clients during the early, stressful resettlement period, we are able to provide timely linkages to other needed services. Universally, clients agree that getting settled and learning all new systems brings a level of hope but also high anxiety. Link to care through our trusted case managers is offered as a bonus type of support, which many are eager to seize. Another way that we ensure our services are culturally responsive is by leveraging the lived experience of JFCS East Bay staff. Our Afghan case workers represent four distinct regions and cultures of Afghanistan. Staff members speak English, Dari, Pashto, Spanish, Arabic, Urdu, Ukrainian, Russian, Tigrinya, and some French and German. Most are also former refugees who entered under the federal government refugee resettlement program. All are fairly recent arrivals. This level B-105 of understanding of Afghan culture and the refugee experience allows staff to build a strong rapport with clients and to better understand and respond to client needs. In addition to language and cultural competency, staff attend frequent training sessions. JFCS-East Bay provides ongoing training to enhance staff knowledge and equip them with practical strategies to better support our clients. This year, staff received training on the destigmatization of mental health services from a culturally sensitive and social justice-oriented perspective. Given that refugee clients often come from cultures where mental health issues are stigmatized or misunderstood—and where discussing such matters is often taboo—our training focused on strategies to navigate these beliefs. Staff were taught how to connect clients to internal and external resources through warm handoffs. By equipping frontline staff with these skills, case managers are better able to identify early signs of mental health struggles, leading to timely intervention, improved management of mental health issues, and overall enhanced well-being, which is crucial for the successful integration and adaptation of our clients in their new environment. In addition to the general mental health training, staff participated in four hours of training on suicide risk assessment and prevention. JFCS East Bay recognizes that many of our refugee clients have experienced trauma or persecution, which can result in distrust of authority figures, including case managers. Training in suicide prevention enables our case managers to communicate with empathy and understanding, thereby building trust with their clients. This trust is essential for fostering open, ongoing discussions about mental health and ensuring clients feel supported throughout their post- immigration journey. The training also introduced local resources and services that staff can utilize during crises or refer clients for further support. Include examples of notable community impact or feedback from the community if applicable. CASE A: Hamed came to the Bay Area in April last year. Navigating a new country and culture can be overwhelming, but with resilience and determination, our client embarked on a journey toward a brighter future. Initially, Hamed stayed with his UST (U.S. Tie) for two weeks. Understanding the importance of stability, we prioritized finding permanent housing for Hamed. Within a short span, we secured a comfortable and safe home, allowing him to focus on rebuilding his life. Hamed’s background in IT and evident intelligence presented an opportunity to leverage his skills. We connected our client with various resources in the IT field, including job training programs and networking opportunities. Through these connections, he was able to demonstrate his expertise and dedication, making a lasting impression on potential employers. His hard work and our support were evident when he secured a contract with Comcast, where he works as an IT technician. This role not only utilizes his existing skills but also provides him with valuable experience and growth opportunities. Hamed’s journey from a new arrival to a successful IT technician is a testament to the power of perseverance and the impact of our resettlement support. CASE B: In February this year, Marwa, a single mom, and her daughter arrived in the Bay Area seeking safety and a fresh start. From the moment they arrived, JFCS East Bay has been dedicated to providing them with the support they need to build a stable and prosperous life. The first step was to secure permanent housing. We worked diligently to find a suitable place for them. Once settled into their new home, our focus shifted to the daughter's education. We assisted in enrolling her in school, ensuring she could continue her education without interruption. With housing and schooling taken care of, we turned our attention to helping Marwa find employment. She quickly secured a job at a local Mexican restaurant, where she has been thriving. Now, our client is doing very well, balancing her work and family responsibilities with grace and determination. CASE C: Nematullah arrived in the U.S. in Spring 2023 with his wife and two children. The couple was overwhelmed and confused about where to start after coming from a well-established life among friends and family to a new country with a different language and new cultures while facing numerous adjustments. Their son struggled in school and was being bullied, adding to the parents' stress. However, with the help of JFCS East Bay staff, Nematullah received both financial and mental health support. The family was oriented on multiple topics and guided on how to become self-sufficient and start a new life in a new community. The case manager provided guidance on ensuring their son wouldn't be bullied at B-106 school anymore and communicated with the appropriate personnel. The case manager also connected the family with the local community center so that they could receive help and advice within the Afghan community. JFCS East Bay enrolled Nematullah in a job training course where he received assistance with resume-building and employment. He fully participated and graduated with a perfect score. Nematullah then participated in multiple job fairs. His wife enrolled in ESL classes online and at the JFCS East Bay office. The couple diligently attended every class and program offered to them and took full advantage of our services. By October 2023, Nematullah's hard work and the agency’s support paid off; he was hired for his first job at one of the local airports—a well-paying position. The couple owns a vehicle, a significant milestone. Their son is thriving at school and has made many new friends. The family attended the Mother’s Day event held by JFCS East Bay at the local community park. They could not be happier with the help and support they received from JFCS East Bay. B-107 AGGREGATE REPORT Include the following demographic data, as available, for all individuals served during the prior fiscal year: (NOTE: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL SERVED FOR FY 23-24: 485 AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH - TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 162 42 233 16 32 485 LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 25 3 425 32 485 IF OTHER, PLEASE SPECIFY: Dari: 321 Pashto: 85 Arabic: 7 Russian: 12 RACE: ETHNICITY (NON-HISPANIC/LATINX) MORE THAN ONE RACE AFRICAN AMERICAN INDIAN/ ALASKA NATIVE ASIAN INDIAN/ SOUTH ASIAN ASIAN 2 CAMBODIAN BLACK/ AFRICAN AMERICAN CHINESE WHITE/ CAUCASIAN 20 EUROPEAN 3 HISPANIC/ LATINO 4 EASTERN EUROPEAN 15 NATIVE HAWAIIAN/ PACIFIC ISLANDER FILIPINO OTHER 427 JAPANESE DECLINE TO STATE/ DATA NOT CAPTURED 32 KOREAN 1 B-108 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 485 MIDDLE EASTERN 9 VIETNAMESE 1 MORE THAN ONE ETHNICITY 2 OTHER: AFGHANISTAN 418 ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN DECLINE TO STATE/ DATA NOT CAPTURED 32 CENTRAL AMERICAN 3 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 485 MEXICAN AMERICAN 1 PUERTO RICAN SOUTH AMERICAN OTHER SEXUAL ORIENTATION: HETEROSEXUAL QUESTIONING / UNSURE GAY / LESBIAN ANOTHER SEXUAL ORIENTATION BISEXUAL DECLINE TO STATE/ DATA NOT CAPTURED 485 QUEER TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 485 SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE 224 MAN 224 FEMALE 229 WOMAN 229 DECLINE TO STATE/ DATA NOT CAPTURED 32 TRANSGENDER TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 485 GENDERQUEER / NON-BINARY B-109 QUESTIONING ANOTHER GENDER IDENTITY DECLINE TO STATE/ DATA NOT CAPTURED 32 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 485 ACTIVE MILITARY STATUS: VETERAN STATUS: YES YES NO NO DECLINE TO STATE/ DATA NOT CAPTURED 485 DECLINE TO STATE/ DATA NOT CAPTURED 485 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 485 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 485 DISABILITY STATUS: DISABILITY TYPE: YES DIFFICULTY SEEING NO DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD DECLINE TO STATE/ DATA NOT CAPTURED 485 PHYSICAL MOBILITY TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 485 CHRONIC HEALTH CONDITION OTHER DECLINE TO STATE/ DATA NOT CAPTURED 485 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 485 COGNITIVE DISABILITY: YES DECLINE TO STATE/ DATA NOT CAPTURED 485 NO TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 485 B-110 PROVIDED IN-HOUSE MH SERVICES: NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES 23 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 23 REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES 45 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES 2 weeks B-111 LA CLINICA DE LA RAZA, INC. - PEI ANNUAL REPORTING FORM FISCAL YEAR: 2023 – 2024 PEI STRATEGIES (CHECK ALL THAT APPLY): X PREVENTION X EARLY INTERVENTION X OUTREACH X STIGMA AND DISCRIMINATION REDUCTION X ACCESS AND LINKAGE TO TREATMENT X IMPROVING TIMELY ACCESS TO TREATMENT X SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): X CHILDHOOD TRAUMA X EARLY PSYCHOSIS X YOUTH OUTREACH AND ENGAGEMENT X CULTURE AND LANGUAGE X OLDER ADULTS X EARLY IDENTIFICATION NARRATIVE REPORT Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) • Vías de Salud (Pathways to Health) program has provided 1,972 depression and anxiety screenings to Latinos residing in Central and East Contra Costa County. • Vías de Salud (Pathways to Health) program has provided 1,144 assessments and early intervention services to identify risk of mental illness or emotional distress, or other risk factors such as social isolation. • Vías de Salud (Pathways to Health) program has conducted 4,818 follow up support/brief treatment services to adults. • Familias Fuertes (Strong Families) program has provided 846 screenings for risk factors in youth ages 0-17. • Familias Fuertes (Strong Families) program has provided 235 Assessments to parents/caretakers of children ages 0-17. • Familias Fuertes (Strong Families) program has conducted 989 follow up visits with children/families to provide psycho-education/brief treatment regarding behavioral health issues. B-112 Briefly report on the services provided by the program during the past reporting period. Please include (as applicable): target population(s), program setting(s), types of services, strategies/activities utilized (including any evidence-based or promising practices), needs addressed and follow up. Please note any differences from prior years or any challenges with implementation of the program, if applicable. Vías de Salud (Pathways to Health) targets Latinos residing in Central and East Contra Costa County and has provided: a) 1,972 depression and anxiety screenings (66% of yearly target); b) 1,144 assessments and early intervention services provided by a Behavioral Health Specialists to identify risk of mental illness or emotional distress, or other risk factors such as social isolation (458% of yearly target); and c) 4,818 follow up support/brief treatment services to adults covering a variety of topics such as depression, anxiety, isolation, stress, communication and cultural adjustment (385% of yearly target). Familias Fuertes (Strong Families) educates and supports Latino parents and caregivers living in Central and East Contra Costa County so that they can support the strong development of their children and youth. This year, the program has provided: 1) 846 screens for risk factors in youth ages 0-17 (113% of yearly target) ; 2) 235 Assessments (includes child functioning and parent education/support) with the Behavioral Health Specialist were provided to parents/caretakers of children ages 0-17 (313% of yearly target); 989 follow up visits occurred with children/families to provide psycho- education/brief treatment regarding behavioral health issues including parent education, psycho-social stressors/risk factors and behavioral health issues (330% of yearly target). Services are provided at two primary care sites, La Clínica Monument and La Clínica Pittsburg. The service site enhances access to services by providing a non-stigmatizing environment. This creates a welcoming and comfortable atmosphere for patients when seeking care. Research has shown that linguistically and culturally appropriate programs have reduced barriers to healthcare and improved Latinos’ overall access (Oh, H., et al., 2020). By providing screening and services in primary care settings, clients are more likely to be identified who would not otherwise access services. Furthermore, up to 75% of primary care visits involve mental or behavioral health components (Schrager, S 2021). Having integrated behavioral health care allows for clients to receive a more comprehensive assessment and treatment, especially those that cannot attain specialty psychological or psychiatric care. La Clinica’s services have been adapted to maintain the safety and well-being of both patients and staff, while ensuring the continued provision of essential care. Medical and Behavioral Health teams continue to be mostly in-person; however, clinics also continue to offer telehealth and virtual visits based on patient preference and to provide greater access. As a result of more in-person appointments, behavioral health screening has reached the target (80%) for most measures in Contra Costa County. Clinics continue to utilize the integrated model through warm hand-offs both for behavioral health assessment and treatment, as well as case management services. Briefly report on the outcomes of the program’s efforts during the past reporting period. Please include (as applicable): Quantitative and qualitative data, data collection methodology (including measures for cultural responsiveness and confidentiality), evaluation, and use of information gathered. Please note how these outcomes compare to your measures of success at the outset of the past reporting period. Participants are referred to the Integrated Behavioral Health (IBH) team through either their primary medical provider or self-referral. Clients are given an annual behavioral health screen which includes screening for substance use, anxiety, and depression. If these screens yield a positive result, primary care providers discuss with the client and offer a referral to IBH. Additionally, primary care providers may identify behavioral health needs amongst their client population at any B-113 visit, discuss with the client and refer to IBH. Clients who self-refer to IBH contact the clinic themselves, or request referral during a primary care visit. La Clinica tracked the following data on an ongoing basis: A. 1,972 out of 3,000 Depression & Anxiety Screenings at La Clinica’s primary care sites. B. 1,144 out of 250 assessments and early intervention services were provided by a Behavioral Health Specialists within the FY 23-24 C. 4,818 out of 1,250 support/brief treatment services were provided by Behavioral Health Specialists within FY 23-24 La Clinica tracked the following data on an ongoing basis: A. 846 out of 750 Behavioral Screenings of clients aged 0 – 17 were completed during the 12- month period by parents (of children 0-12) and adolescents (age 12-17) B. A total of 235 out of 75 assessments or visits (including child functioning and parent education/support were provided for FY 23-24 C. 989 out of 300 follow-up individual/family visits with Integrated Behavioral Health Clinicians were provided with children/caretakers. This includes psycho-education/brief treatment regarding behavioral health issues including parent education, psycho-social stressors/risk factors and behavioral health issues. La Clínica exemplifies cultural competency in all stages of service delivery: assessments, treatment and evaluation of the program. La Clínica utilizes screening and assessment tools that are evidence-based and have been validated and adapted specific to the client population in our clinics. Linguistic competence, cultural competence and cultural humility, are integral requisites for hiring new team members, and are the core of La Clínica’s program design. All La Clinica staff, must also demonstrate these values. La Clinica honors participants’ traditions and culture as well as linguistic preferences. Throughout the initial and continuing training for all IBH staff, cultural and linguistic accessibility and competence is a core element to all topics. Culturally based methods including “dichos” (proverbs) and “Pláticas” or individual/family meetings are used to engage participants and employ culturally familiar stories and discussions with Latino clients. Furthermore, mental health terms are interchanged with language that is less stigmatizing and more comfortable. For example, with Latino clients, sadness (tristeza) is a topic used to engage community members, rather than approaching discussions with mental health language terms such as “depression”. At the same time, La Clínica strives to understand our unique client population and evaluate data while taking into consideration our unique client population. All of behavioral health providers are bilingual (English/Spanish) and most are bi-cultural. When appropriate, La Clínica utilizes translation services for all other languages. The Anti-Racism workgroup at La Clinica, continues to be active, meeting monthly to further address the issues of structural racism and how to improve cultural responsiveness to the communities we serve. The average length of time between report of symptom onset and entry into treatment is 70.4 months. To obtain this data, we did a chart review of 10 randomly selected patients that received treatment this fiscal year. Describe how the program reflects MHSA values of integrated, community-based, culturally responsive services that are guided and driven by those with lived-experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserved; provides access and linkage to mental health care, improves timely access to services, and use strategies that are non-stigmatizing and non-discriminatory. Give specific examples as applicable. La Clínica strives to offer quality, consistent behavioral health services to the client population. By locating behavioral B-114 health clinicians within primary care facilities, La Clínica provides direct, often same-day behavioral health care to those who need services. Often clients are identified as needing behavioral health support in an early stage, before they have developed severe symptoms. In these cases, services promote client wellness and provide coping skills that prevent the need of a higher level of behavioral health care. For clients with more severe symptoms, La Clínica is able to assess them in a timely manner and determine what course of treatment would be most appropriate. La Clínica clinicians work in a team-based approach along with our medical providers to offer holistic care that addresses the intersection between physical and mental health. This team approach is both effective and proves to have the best outcomes for La Clínica’s client population. Many of the clients who access behavioral health care at La Clínica would not otherwise have access to behavioral health for a variety of reasons including: transportation difficulties, stigma associated with behavioral health access, and inability to navigate the larger behavioral health system due to language barriers and system complexity. La Clínica makes every effort to provide services equally to all clients who are open to receiving care. Staff use non-stigmatizing language by interchanging the terminology of mental health with emotional well-being, allowing for a more receptive message to be communicated. La Clínica emphasizes the improvement in well-being, recognizing disequilibrium, and providing tools and resources for establishing emotional well-being, physical health, and supportive, healthy relationships in one’s life. La Clínica also helps normalize mental health issues by pointing out the prevalence of mental health challenges, the availability of a range of treatment services, and the efficacy of support and treatment to help reduce stigma. Participants are referred to behavioral health services through their primary care provider or self-referral. Participants are scheduled into our Integrated Behavioral Health Clinicians’ (IBHC) schedules directly from their medical appointment. For more urgent need, clients are scheduled for a same-day or ‘warm hand-off’ appointment with the IBHC. La Clínica encourages all medical providers to discuss the behavioral health referral before it is scheduled to ensure that participant is both interested and motivated to attend the appointment. If the client does not show to the IBHC appointment, the IBHC will call the client to attempt to reschedule the appointment, which may include clarification of purpose of appointment. If the behavioral health clinician assesses participant to need a higher level of care than our program model, La Clínica will work to link the participant to the appropriate services. La Clínica continues to meet with and support the participant until they are linked and follow up with the recommended service. The average length of time between referral and entry into treatment is 70.4 months. To obtain this data, we did a chart review of 10 randomly selected patients that received treatment this fiscal year. Include examples of notable community impact or feedback from the community if applicable. “A 16 y/o teen patient has been seen in IBH for multiple episodes since she was 8 years old. Patients' mental health history includes depression, anxiety and eating disorders. Patient's family have also received IBH services including mother and sister. For the past years, the family has experienced domestic violence, and they have received ongoing support of our IBH case manager as well for linkage to community resources. Patient has been linked to mental health resources in the community; however, they have stated they return to IBH due to the benefits of working closely with their medical providers and they see IBH as their first point of contact for MH support and linkage. Currently, pt is being supported in IBH while we connect her to higher level of care.” “A 26 y.o. Female initially referred for pregnancy/CPSP Psychosocial services at 12 wks gestation, was pregnant w/2 nd child, 1st child, son, had died 8 yrs ago when he was 20 months in his sleep in her country, did not receive therapy/mental health services in her country, thus, h/o of depression and anxiety, came to US and met her current partner who helped her understand/support her grieving process, with pregnancy emotional changes reported concerns w/persistent worry and sadness, concerns how (-) feelings could affect her wellbeing, the healthy pregnancy outcomes, and how it could affect her unborn child, IBH case manager provided support for symptom management and connection to community resources, such as First Five Center, 211, Monument Crisis Center, WIC. Once child was born, IBH case manager/IBCLC provided lactation support as patient was having difficulties breastfeeding due to latch difficulties, with B-115 ongoing lactation and newborn behavior info support patient was able to breastfeed 1 yr, IBH case manager was able to provide support with post-partum adjustment as well as parenting for 1 yr, the patient has expressed the benefits of IBH services which helped her mange her symptoms and connect to community parenting and educational programs which have enhanced her self-concept, parenting knowledge, and most recently her life goals, as she is attending ESL classes at the adult school, with hopes of getting her GED and acquiring stable employment.” “Pt is a 20 yo F who was a WHO by PCP in the context of symptoms of mild depression and anxiety, with passive SI frequently. Pt reported conflict of having an unstable relationship with her older sister. Through episode care, we were able reduced the frequency and severity of the SI. Pt has also learned healthy coping mechanisms to use when she is experiencing symptoms of anxiety and depression. Not only has the pt learned to rebuild a healthy relationship with her older sister, but also with her sister's stepsisters as well. As sessions progressed, pt also made it a goal of her to address her social anxiety. Pt has recently transitioned to university and is exploring new clubs on campus to join.” B-116 AGGREGATE REPORT Include the following demographic data, as available, for all individuals served during the prior fiscal year: (NOTE: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL SERVED FOR FY 23-24: 1,034 AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH - TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 196 162 548 128 0 1,034 LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 367 653 14 0 1,034 IF OTHER, PLEASE SPECIFY: American Sign Language, Arabic, Dari, Korean, Pashto/Pashtu, Portuguese, Russian, Tagalog RACE: ETHNICITY (NON-HISPANIC/LATINX) MORE THAN ONE RACE 0 AFRICAN AMERICAN INDIAN/ ALASKA NATIVE 0 ASIAN INDIAN/ SOUTH ASIAN ASIAN 16 CAMBODIAN BLACK/ AFRICAN AMERICAN 69 CHINESE WHITE/ CAUCASIAN 215 EUROPEAN HISPANIC/ LATINO 728 EASTERN EUROPEAN NATIVE HAWAAIAN/ PACIFIC ISLANDER 0 FILIPINO OTHER 0 JAPANESE DECLINE TO STATE/ DATA NOT CAPTURED 6 KOREAN TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 1,034 MIDDLE EASTERN VIETNAMESE B-117 MORE THAN ONE ETHNICTY OTHER ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN DECLINE TO STATE/ DATA NOT CAPTURED CENTRAL AMERICAN TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) MEXICAN AMERICAN PUERTO RICAN SOUTH AMERICAN OTHER SEXUAL ORIENTATION: HETEROSEXUAL 797 QUESTIONING / UNSURE 11 GAY / LESBIAN 0 ANOTHER SEXUAL ORIENTATION 3 BISEXUAL 8 DECLINE TO STATE/ DATA NOT CAPTURED 215 QUEER 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 1,034 SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE 322 MAN 239 FEMALE 712 WOMAN 618 DECLINE TO STATE/ DATA NOT CAPTURED 0 TRANSGENDER 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 1,034 GENDERQUEER / NON-BINARY 3 QUESTIONING 0 ANOTHER GENDER IDENTIY 1 B-118 DECLINE TO STATE/ DATA NOT CAPTURED 173 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 1,034 ACTIVE MILITARY STATUS: VETERAN STATUS: YES YES 2 NO NO 949 DECLINE TO STATE/ DATA NOT CAPTURED DECLINE TO STATE/ DATA NOT CAPTURED 83 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 1,034 DISABILITY STATUS: DISABILITY TYPE: YES 1 DIFFICULTY SEEING NO 8 DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD DECLINE TO STATE/ DATA NOT CAPTURED 1,025 PHYSICAL MOBILITY TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 1,034 CHRONIC HEALTH CONDITION OTHER DECLINE TO STATE/ DATA NOT CAPTURED 1,034 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) COGNITIVE DISABILITY: YES DECLINE TO STATE/ DATA NOT CAPTURED NO TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) B-119 PROVIDED IN-HOUSE MH SERVICES: NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES B-120 LAO FAMILY COMMUNITY DEVELOPMENT - PEI ANNUAL REPORTING FORM FISCAL YEAR: 2023 – 2024 PEI STRATEGIES (CHECK ALL THAT APPLY): X PREVENTION X EARLY INTERVENTION OUTREACH X STIGMA AND DISCRIMINATION REDUCTION ACCESS AND LINKAGE TO TREATMENT X IMPROVING TIMELY ACCESS TO TREATMENT SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): CHILDHOOD TRAUMA EARLY PSYCHOSIS YOUTH OUTREACH AND ENGAGEMENT X CULTURE AND LANGUAGE X OLDER ADULTS EARLY IDENTIFICATION NARRATIVE REPORT Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) • To access health and mental health services through Covered California • To access and obtain treatment for mental healthcare and evaluation for the severe mental health issues, such as Post Traumatic Stress Disorder( PTSD), etc. • To access SSI benefits for an eligible elderly participant with visual impairment and Other types of mental and physical disabilities. • To exchanges or other low-cost health insurance options including County Basic Care, Medical, Medicare, Kaiser health, Blue Cross of California and other free medical services from Rota Care, • ● To obtain/increase access to preventative health care, including annual physical examinations • ● To access permanent affordable housing (public housing, section 8, • foreclosure assistance, etc.) • ● To reduce anxiety and depression related to employment, PTSD, immigration status, B-121 unemployment, and underemployment. • To reduce stigma and stress caused by domestic violence, gender related violence. • To access mental health related issues by referring clients to the county’s mental health system. Briefly report on the services provided by the program during the past reporting period. Please include (as applicable): target population(s), program setting(s), types of services, strategies/activities utilized (including any evidence-based or promising practices), needs addressed and follow up. Please note any differences from prior years or any challenges with implementation of the program, if applicable. ▪ Lao Family Community Development’s (LFCD) Health and Well-Being Program for CCC Asian Families (HWB) continued to focus on delivering PEI services to 120 unique clients targeting South Asian and Southeast Asian immigrant/refugee/underserved residents living in Contra Costa County. This report covers services provided during the program year, July 1st 2023 to June 30, 2024. We served 123 participants from both communities representing a diverse group (Nepali, Tibetan, Burmese, Bhutanese , Thai , Lao, and Hispanic clients). ▪ We provided navigation and timely access to internal and external services including linkages to mental health and other service providers such as: a) Contra Costa Regional Hospital in Martinez, b) West County Health Center in San Pablo California , c) Contra Costa County Mental Health Services in San Pablo, d)California’s Employment Development Department, e)employment and Human Services in Hercules California, f)Kaiser hospital in Pinole and Richmond California, and g) Highland Hospital in Oakland, all public health facilities for physical health services and severe mental health access; c) Rota care in Richmond for free physical medical health service, lifelong medical center in San Pablo California d) Bay Area Legal Aid in Oakland and Richmond, e) immigrant hope in San Leandro California for immigration related services , family violence, restraining orders, and other civil legal assistance, f) linkages to access the American Bar Association for pro-bono and consultation in legal services (free or low cost consultation), and f) Jewish Family community Services – East Bay for naturalization and citizenship services to address our clients’ issues affecting their mental health and recovery needs. ▪ For timely access, we escorted high barrier clients such as seniors with visual and physical disabilities; monolingual language barriers, and those with few other options for transportation to 1) mental/physical health evaluations and appointments at to Contra Costa Regional Hospital in Martinez, Kaiser hospital in Richmond and Oakland California, West County Health Center in San Pablo, Contra Costa County Mental Health Services in San Pablo, Highland Hospital in Oakland, and Rota Care clinic in Richmond California and Lifelong Medical Center in San Pablo California; 2) the USCIS offices in San Francisco for immigration assistance and USCIS application support center in Oakland California; 3) Jewish Family and Community Services – East Bay for onsite legal assistance with naturalization and immigration services, Temporary Protected Status (TPS). 4) immigrant hope office in San Leandro California 5) Federal SSA offices in Richmond , Berkeley or Oakland for SSI benefits 6) We also assisted our clients to take them DMV offices in El Cerrito, Vallejo California for the driving licenses and senior citizen ID cards .These access and linkage services were provided for clients by providers located in both inside and outside CCC County in line with participants’ individual service plans. With rigorous follow-up, and redirection of these individual service plans we have been able to assist our clients in receiving mental health services in a timely manner. Briefly report on the outcomes of the program’s efforts during the past reporting period. Please include (as applicable): Quantitative and qualitative data, data collection methodology (including measures for cultural responsiveness and confidentiality), evaluation, and use of information gathered. Please note how these outcomes compare to your measures of success at the outset of the past reporting period. B-122 The average progression was 6 with a high correlation between the participant’s progression and level of participation in monthly social peer support groups’ activities and workshops. Please refer to the table for LSNS results: Pre-LSNS Post-LSNS Progression # of Completion: 123 123 Average Range: 12 22 10 (Min) Range: 10 19 9 (Max) Range: 15 27 12 In addition, case management provides a continuous contact and monitoring of clients to determine if any trauma or event has affected their mental health status. Referrals to link participants to more rigorous mental health assessments and treatment were provided on an as-needed basis. Internal evaluation of the program includes reviewing cases to ensure strategies for communication take into account the cultural competency of the counselors. Cases are reviewed to ensure participants in the program receive services that are linguistically and socially appropriate. Examples of these services include communicating in their native language (Mien, Lao, Thai, Nepalese, Tibetan etc.) and understanding the cultural norms in order to address health and well-being issues in an appropriate and effective manner. A thorough review of cases every 6 months ensure that the confidentiality and integrity of the participants’ information is protected. During the program period from July 2023 to June 2024 we have conducted 10 workshops, and 262 participants had participated in the workshops. • Similarly, we had conducted 10 peer support groups, and 260 participants had participated in the peer support groups. • We had conducted 4 social gatherings 09/17/2023, 12/17/2023, 03/24/2024 and 06/23/2024 with 284 total participants. • Similarly, we had total 12 community outreach events, and we were able to outreach 940 clients for our HWB program. A program activity evaluation form was completed per each activity conducted (e.g. ethnic peer support gatherings and SFP workshops). In each program activity, 5 random participants were asked to complete the activity evaluation form. This process allowed a program staff or volunteer to work one-on-one with the non-English monolingual participant to complete the form. Each set of completed evaluation forms are attached to an activity reflection form for documentation purposed. The evaluation forms are reviewed by the program staff and changes were implemented according to the participants’ evaluations. Comments in the evaluations included recommendations for cultural activities, outdoor events including using the recently re-constructed Community Garden at the San Pablo office. The last evaluation tool used was a general program evaluation form that was created by the program staff to measure the participants’ comfort level, participants’ engagement and the cultural competency of the program services. The tool was also used to measure the participants’ knowledge of accessing services that were related to their mental health and well-being. well-being and the impact of stigma on their will to seek services after receive program services. The evaluation was completed via phone by non-program staff that spoke the same languages as the participants. The results stated that the 95% (117 of 123 respondents) of the participants were satisfied with the program services, and 5% (6 of 123 respondents) were somewhat satisfied with the program services. Some of the resources the participants listed on the survey were West County Health Center in San Pablo, Contra Costa County Mental Health B-123 Services in San Pablo, Community Health for Asian Americans in Richmond, California EDD in Richmond, Department of Rehabilitation in Richmond, Center for Human Development, Contra Costa Regional Medical Center in Martinez, Kaiser hospital in Richmond, Pinole and Oakland , Highland Hospital in Oakland, Rota Care Free Clinic in Richmond, and East Bay Area Legal Aid in Oakland and Richmond, Law office of Laura A. Craig, law office of Yagya Prasad Nepal in San Leandro California, East bay Sanctuary Covenant in Berkeley California, Dr. Ricardo office in Berkeley California, Jewish Family Services – East Bay in Walnut Creek, and Immigrant Hope in San Leandro California etc. Unlikely last program year, many of our clients got medical, SSI and Calfresh benefits. Many of them got California driving licenses and got Tax filing helps . Many of our clients were able to increase their income level and credit scores. As a result, many of them were able to buy houses for their family. On the other sides, many clients got problem to move into the new apartments because apartment prices had increased more than 2022-2023. Similarly many clients could not enroll at Covered California because of their income barrier. Describe how the program reflects MHSA values of integrated, community-based, culturally responsive services that are guided and driven by those with lived-experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserved; provides access and linkage to mental health care, improves timely access to services, and use strategies that are non-stigmatizing and non-discriminatory. Give specific examples as applicable. At the end of the 12-month period from July 1st 2023 to June 30th 2024, we reflect on our work and partner linkages. Our evaluation is that our program values reflect MHSA values in these areas: ❖ We have a zero-tolerance policy for discrimination or prejudice on the basis of race, place of origin, gender, religion, disabilities, etc. and our practice gives participants confidence that they are not discriminated upon ❖ Our written program policies and agency commitment and practice of providing a safe, trusting, and confidential setting at LFCD and elsewhere engenders feelings that there is no stigma. We patiently listen to understand. Knowing that anything shared is safe and that no one other than who they authorized will know. ❖ Our practice and demonstration of our commitment to timely access for our clients. This results in the high level of satisfaction feedback we get from our clients with service provided in terms of case management, peer support, reduction of isolation, comfort in asking for helping and talking to others about mental health and increased knowledge of services in the community. Our services are provided daytime, nighttime, weekends, and escorted assistance. ❖ Our strategy to establish trust first through case management-leads to participants engaging at a higher level and higher graduation from the program and accomplishment of their goals. Our Case Managers are well-respected members of the communities that they serve which allows for an engaging relationship with participants. ❖ Providing participants with timely access and warm handoffs to linkages (specific person with the linguistic competency) to the mental health PEI services and providers helps participants to begin their recovery path sooner. ❖ Our clients received timely access to the linkage while they were active clients because we accompanied them to the employment and Human Services , social security office, USCIS application support center for biometric appointments , Department of Moter Vehicle(DMV), Contra Costa regional Hospital in Martinez, Richmond Kaiser Hospital, Oakland Kaiser hospitals in Richmond, Pinole and Oakland , Contra Costa health center , Rota Care, Life long Medical Center in San Pablo California etc. ❖ Those clients whom we had accompanied to the services were the underserved and underprivileged senior and ailing clients, students. They have no resources to pay for the uber, Lyft and other means of transportation. Due to their limited English language capacity, they cannot express their pain .In this situation our counsellors had accompanied them and helped them to communicate effectively with service providers . Therefore, these clients were able to accomplish their goals on time. ❖ Our thematic peer group activities; workshops, social gathering , community and ethnic outreach and individual connections to the counselors, linkage providers, and each other; cultural activities, food, music and indoor/outdoor B-124 physical activities selected based on participants’ wants and needs engenders resiliency and wellness. During the works their activities helped participants build their resiliency and their recovery from crisis. Our door to door services to the clients helped us to make strong working relationship with the clients and also we were able to build a trust in the community. Include examples of notable community impact or feedback from the community if applicable. During the program year from July 1st 2023 to June 30 2024, we have served 123 clients from West, central and East part of the Contra Costa County. Among those we were able to help one of our clients Mrs. S Sitaula Khanal and D Devi Bhujel for their critical treatment of breast and skin cancer. We referred them Contra Costa Medical center in the beginning of her treatment . After chemotherapy, and well managed treatment plan at the hospital, they were able to get rid of cancer and now she is out of danger. This is one of the great examples of positive community impact. Many senior citizens who were the patients of heart diseases , diabetes and high blood pressure came to meet their children here in Pittsburg, Concord, El Cerrito, Richmond, San Pablo Pinole, Hercules, El Sobrante and Martinez California. They received great help from our program to refill their prescriptions with the help of free services from Rota Care Richmond , Lifelong Medical Center , Contra Costa Regional Hospital, Highland Hospital in Oakland California. Our senior clients such as K Raya Chhetri , I Raya Chhetri, H Dhakal, R Kumari Lama, , P.Dhimal, B Maya Basnet. S.Khanal , U.Dhimal , K R Khadka were able to receive these services. They are always happy and blessing our organization and its counsellor. Many of our clients were able to buy new homes due to our financial workshops. We helped them how to increase the credit scores and how to manage the debts. Our CPAs gave them presentation about the Tax filing and how to get optimum refunds etc. Similarly, our loan officers and realtors also gave presentations about how to make an offer and how to close the loan without any hassle. During the time Mr. P Lama, S. Basnet, B.Ghimire, KB Karki. , T Lamsal , R Shah, S. Rai, G. Amatya , A.Giri were able to buy their dream home. It has always positive community impact. Kaiser permanent hospital in Richmond and Oakland had helped our clients to get mental health counseling and therapy session and prescribed them medications to reduce their mental stress and anxieties . R. Adhikari, S. Bajagai, N. Itani. RC Prajapati , A. Basnet , D. Shakya were among those who got help from Kaiser Hospital and now they all are feeling much better than they were before. Many of our SEA clients had passed the citizenship tests and were able to restore their SSI benefits . Many of them became permanent residence and were able to bring their other families to USA. They received such help from East Bay Sanctuary Covenant and Jewish Community in East Bay. They have been helping immigrant communities with their lawyers. Due to our help, many of our clients were able to get CA driving licenses and driving Uber, Lyfts , Uber Eats, Amazon delivery and Door Dash to make more money rather than to work for the store or WallMart . Many of these clients were able to save money to buy home or businesses when they get that opportunity. They are financially very stable now than before. Many of our past and current clients also bought Gas Station, Liquor stores, and Smoke Shops in the various parts of Northern California. Mr. R Shah, Mr. K P Dahal, Mr. P Karki, Mr. G Pudasaini, Ms. A. Pandey bought liquor and Smoke shops. Similarly, Mr. S. Khanal, Ms. D. Ghimire, G. Basnet, RK Shrestha , D . Tamang have bought Nepali/Indian restaurants . They are very happy and self-sufficient now. B-125 Due to our “door to door services to the clients many of the senior clients felt now not isolated and they are now connected with the community through religious program, chanting religious songs among the senior people in the community . Now, they are mentally much relied on than before. On the other side, our younger clients who are driving uber, Lyfts and deliver food and goods door to door are also happy with their jobs and they are able to buy houses and also saving money in 401K through Primerica Life Insurance company for the future of their children. They are happier and more relaxed now. Only one thing we are getting hard time to refer our clients to the Mental health issues to the Contra Costa behavioral health and Kaiser hospital due to insurance issues and longtime waiting process for the counselling and treatment. Some other private psychologists are charging more fees our clients cannot afford . However, we are trying our best to find more and more affordable services through CBOs and other facilities. Clients’ Success stories: • Living far away from family and friends can be difficult for anyone, especially the elderly. That's why it's so important to have support services in place to help them stay connected and thrive. Chith Chanhpaseuth is a 77-year-old gentleman (SEA community) with a physical disability. He lives in a senior community with his mentally disabled wife. Chith speaks a little English, which makes it difficult for him to live without help from his family. Chith first came to the LFCD San Pablo office with questions about his Medicare Part A application. The LFCD San Pablo office has become his go-to place for help with everything, including doctor appointments, EBT cards, document translation, PG&E bills, and more. Chith even volunteers his time to help out with the LFCD SP office garden, which provides fresh vegetables for the community. • Getting started with Medicare is complicated and can be overwhelming. Manoch Prempraamotaya is a 65- year-old gentleman from Thailand (SEA Community) who speaks very little English. He came to the LFCD office with a handful of letters from his healthcare providers. Manoch had Covered California for his health insurance but received a letter stating that his account would be discontinued because he will be turning 65 in the next 3 months and will be transferred to Medicare. Not only did he have to deal with the language barrier, but he also had to choose the right Medicare plans that were suitable and affordable, which is complicated for anyone. The case manager slowly walked the client through the process step-by-step until they found the perfect plans for him. The client is now happy with his new Medicare plans at an affordable price. • S.Khanal a 21 year UC Berkeley student ( SA Community) has suddenly started different behavior with her mother and sister at home after her father left them in January and went to his village in Nepal. Her mother is also survived of the breast cancer. She realized that she should be responsible for everything at home as an elder daughter of the house. She started too much thinking and could not sleep well and focus on her studies. Therefore, she falls on the grade .She thought that she is way behind than her colleagues and lost her every control .Case manager took her Contra Costa County regional hospital in Martinez as an emergency patient .The doctor referred her for the therapy session in every week at Life Long Medical Center at Berkeley. Now , she feels better and more focused now. We all gave her good counseling and hope for her future. After that point she is more comfortable to share anything with me and her close family. She is feeling better now. • One of my December 2023 clients Mr. S Adhikari (SA Community) has diagnosed prostate cancer and started to treat at the John Muir Hospital in Concord. Case manager helped him to get Medical for the treatment. After 3-4 months of therapy and other effective treatment Mr. S Adhikari is now out of danger. He was so happy when I saw him at his residence in Walnut Creek California. His health condition is better B-126 now . He thanked Lao Family and me for the support in his difficult time .He said that • In this way, we are able to make positive impact in the community , we help people to find jobs , help them to find rooms and apartment when they are new in the community. We take them to the DMV for the road test and senior citizen ID. We provide them in-home services at any time if needed. Therefore, they have an effective positive impact about our services in the local community. In this way, we are able to build the trust and support from the community people. B-127 AGGREGATE REPORT Include the following demographic data, as available, for all individuals served during the prior fiscal year: (NOTE: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL SERVED FOR FY 23-24: 123 AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH - TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 4 78 41 123 LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 3 120 123 IF OTHER, PLEASE SPECIFY: Nepali, Thai, Lao, Burmese , Tibetan and Bhutanese RACE: ETHNICITY (NON-HISPANIC/LATINX) MORE THAN ONE RACE AFRICAN AMERICAN INDIAN/ ALASKA NATIVE ASIAN INDIAN/ SOUTH ASIAN ASIAN 120 CAMBODIAN BLACK/ AFRICAN AMERICAN CHINESE WHITE/ CAUCASIAN EUROPEAN HISPANIC/ LATINO 3 EASTERN EUROPEAN NATIVE HAWAAIAN/ PACIFIC ISLANDER FILIPINO OTHER JAPANESE DECLINE TO STATE/ DATA NOT CAPTURED KOREAN TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) MIDDLE EASTERN VIETNAMESE B-128 MORE THAN ONE ETHNICTY OTHER ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN DECLINE TO STATE/ DATA NOT CAPTURED CENTRAL AMERICAN TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) MEXICAN AMERICAN PUERTO RICAN SOUTH AMERICAN OTHER SEXUAL ORIENTATION: HETEROSEXUAL 123 QUESTIONING / UNSURE GAY / LESBIAN ANOTHER SEXUAL ORIENTATION BISEXUAL DECLINE TO STATE/ DATA NOT CAPTURED QUEER TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 123 SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE 68 MAN 68 FEMALE 55 WOMAN 55 DECLINE TO STATE/ DATA NOT CAPTURED TRANSGENDER TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 123 GENDERQUEER / NON-BINARY QUESTIONING ANOTHER GENDER IDENTIY B-129 DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 123 ACTIVE MILITARY STATUS: VETERAN STATUS: YES YES NO 123 NO 123 DECLINE TO STATE/ DATA NOT CAPTURED DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 123 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 123 DISABILITY STATUS: DISABILITY TYPE: YES 19 DIFFICULTY SEEING 2 NO 104 DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD DECLINE TO STATE/ DATA NOT CAPTURED PHYSICAL MOBILITY 17 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 123 CHRONIC HEALTH CONDITION OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 19 COGNITIVE DISABILITY: YES 1 DECLINE TO STATE/ DATA NOT CAPTURED NO 122 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 123 B-130 PROVIDED IN-HOUSE MH SERVICES: NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES 0 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 0 REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES 12 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 6 AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: 4-6 week AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES 5 weeks B-131 LIFELONG MEDICAL CARE SNAP PROGRAM - PEI ANNUAL REPORTING FORM FISCAL YEAR: 2023 – 2024 PEI STRATEGIES (CHECK ALL THAT APPLY): PREVENTION EARLY INTERVENTION OUTREACH STIGMA AND DISCRIMINATION REDUCTION ACCESS AND LINKAGE TO TREATMENT X IMPROVING TIMELY ACCESS TO TREATMENT SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): CHILDHOOD TRAUMA EARLY PSYCHOSIS YOUTH OUTREACH AND ENGAGEMENT CULTURE AND LANGUAGE X OLDER ADULTS EARLY IDENTIFICATION • Continued a partnership with senior residential facility to implement social services for their older adult client population. (St. John Apts.) • Facilitated collaboration among clients to create a resident council to increase communication with administrators and staff, learn the needs of the residents, and advocate for better quality of life and care. (Harbour) • Conducted Health & Wellness events to encourage community comradery and foster physical, spiritual and mental well-being (Nevin, Harbour & Friendship). • Supported Nevin residents, in collaboration with EAH housing, to prepare for building ownership change and temporary relocation during renovation including multiple group education events, written communications and individual meetings. NARRATIVE REPORT Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) B-132 LifeLong Medical Care’s SNAP program provides seniors in Richmond with opportunities for social engagement, creative expression, lifelong learning, and case management support. Program goals include reducing isolation and promoting feelings of wellness and self-efficacy; increasing trust and openness to reveal unmet needs and accept support services; improving quality of life by reducing loneliness and promoting friendships and connections with others; and improving access to mental health and social services for underserved populations. LifeLong Medical Care provided services on-site at four housing developments: Nevin Plaza, Friendship Manor, Harbour View Senior Apartments, and St. John’s Apartments. Throughout this reporting period, LifeLong provided in person wellness checks, conducted social calls, hosted senior resource health fairs, provided individualized social service support, and conducted home visit assessments. LifeLong also provided monthly community resource in-services, distributed meals and groceries monthly, hosted community resource holiday celebrations and free flea markets. For social gatherings, LifeLong provided craft workshops, walking groups, ice cream socials, and outside productions with live entertainment. Notable developments this reporting period included the change in management and building renovations at Nevin, an increase in SNAP services at Friendship, discontented residents at Harbour, and continued supply distribution at St. John’s Apartments. To offset residents’ anxiety/frustration resulting from the building renovations and new management, staff provided the following updates to SNAP services : 1. Increase 1 to 1 visits and case management services 2. Implementation of specialized social service activities (examples: Men’s and Women’s luncheons with speakers 3. Increase site visits to address anxiety and provide emotional support 4. Increase stress reduction and mental health resources At Nevin, building renovations and a change in management created logistical challenges for staff to provide services. LifeLong and Nevin’s building management worked on accommodating the transition by providing in-service resources and relocating service deliveries (example: grocery distributions) to a more public area and catered to a broader client population. At Friendship, more in-person activities were provided including drawing-painting sessions, jewelry making, themed diorama activities, greenhouse events, and speaker presentations. The activities coordinator offered Harbour residents access to classes at the LifeLong Jenkins Health Center during the time that the Harbour community room was unavailable. The program continued to deliver groceries and other essentials at the newest site, St. John apartments, with positive reception from residents and management. Additional activities that engaged the target population • During the winter holiday season, staff decorated residents’ doors to bring festivity and cheer to those isolating due to COVID. • An art teacher developed projects to engage clients, especially those who do not think they have artistic skills. The teacher framed the project as a creative expression of wellness and a way to enliven living spaces and share with loved ones. Activities included puppets, dolls, portrait drawing, and magnets. This reframe brought in clients who never expressed themselves through art, and many described it as the first time they had a chance to experience leisure activities. • Tai Chi o Provided 1x/week at Jenkins Health Center o Provided 2x/week at Harbour Briefly report on the services provided by the program during the past reporting period. Please include (as applicable): target population(s), program setting(s), types of services, strategies/activities utilized (including any evidence-based or promising practices), needs addressed and follow up. Please note any differences from prior years or any challenges with implementation of the program, if applicable. B-133 o Staff explored evidenced-based Tai Chi for arthritis to include in future classes. • Live Entertainment o Staff provided snacks and raffles during the events o Clients were seen dancing and enjoying the music and entertainment SNAP promotes MHSA values to the fullest, as described below: 1. Integrated, Community Based, Culturally Responsive Services: SNAP staff are trained and guided by mental health principles of fully seeing and valuing clients for all aspects of their identity, background, and experience. Staff acknowledge the impact of culture of a person’s values, customs, and lifestyle. For example, SNAP staff do not make assumptions about clients and provide every detail of programming tailored to each client's unique needs and understanding. LifeLong is intentional in hiring employees from the communities that are served. SNAP’s participants are majority African American, and the staff includes an African American project coordinator, activity coordinator, and case manager. Staff highly value client input and the programming are based on consumer ideas and preferences gathered through informal focus groups. 2. Wellness, recovery, resilience: SNAP staff create inclusive, welcoming, and accepting environments where participants support and encourage each other. Art and music encourage participants to expand their skills and experience success with others. These activities lead to resilience and feelings of self-efficacy, all while community presence improves mood and supports personal recovery. 3. Access and linkage: SNAP offers highly accessible services in the buildings where the target population lives. Staff get to know and develop the trust of each resident, so that participants have a safe channel to disclose their needs. The SNAP case manager links participants to social services and facilitates referrals to mental health resources as needed. If the participant already sees a mental health provider, staff check in regularly to encourage them to participate with external care providers. 4. Timely access for underserved populations: Services are provided directly in the building or local neighborhood to promote accessibility for elderly residents; culturally sensitive services are provided for this low-income and primarily African American population. 5. Non-stigmatizing, Non-discriminatory: Residents are accepted into SNAP wherever they are in their personal journey and whoever they are in terms of identify. SNAP facilitators create group environments that promote and support diverse social thought processes, energy levels, and abilities, allowing each participant’s strength to surface and shine. Participants could come and go from groups as they needed to, and it is perfectly acceptable to take part or not. Participants tended to talk freely about their mental health issues because they were comfortable and knew they were not being judged. Seven clients who regularly engaged in services this year were surveyed on their experiences with the program. Of the Include examples of notable community impact or feedback from the community if applicable. Describe how the program reflects MHSA values of integrated, community-based, culturally responsive services that are guided and driven by those with lived-experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserved; provides access and linkage to mental health care, improves timely access to services, and use strategies that are non-stigmatizing and non- discriminatory. Give specific examples as applicable. B-134 clients who received social service support, they reported that mental health resources were very valuable, and they appreciated staff’s home visit support. Of the clients who participated in activities, the activities with the highest satisfaction ratings included Tai Chi and Arts and Crafts. Many clients commented that Tai Chi and other physical activities were appreciated to help with relaxation, mobility, and exercise, and the opportunity for social interaction throughout the week was positive. B-135 AGGREGATE REPORT AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH - TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 0 1 29 60 101 191 LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 64 9 1 117 191 IF OTHER, PLEASE SPECIFY: Bahasa RACE: ETHNICITY (NON-HISPANIC/LATINX) MORE THAN ONE RACE 4 AFRICAN 0 AMERICAN INDIAN/ ALASKA NATIVE 1 ASIAN INDIAN/ SOUTH ASIAN 0 ASIAN 2 CAMBODIAN 0 BLACK/ AFRICAN AMERICAN 58 CHINESE 0 WHITE/ CAUCASIAN 5 EUROPEAN 0 HISPANIC/ LATINO 13 EASTERN EUROPEAN 0 NATIVE HAWAAIAN/ PACIFIC ISLANDER 0 FILIPINO 0 OTHER 2 JAPANESE 0 DECLINE TO STATE/ DATA NOT CAPTURED 106 KOREAN 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 191 MIDDLE EASTERN 0 VIETNAMESE 0 MORE THAN ONE ETHNICTY 0 TOTAL SERVED FOR FY 23-24: 191 Include the following demographic data, as available, for all individuals served during the prior fiscal year: (NOTE: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY) B-136 OTHER 0 ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN 0 DECLINE TO STATE/ DATA NOT CAPTURED 191 CENTRAL AMERICAN 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 191 MEXICAN AMERICAN 0 PUERTO RICAN 0 SOUTH AMERICAN 0 OTHER 0 SEXUAL ORIENTATION: HETEROSEXUAL 63 QUESTIONING / UNSURE 1 GAY / LESBIAN 1 ANOTHER SEXUAL ORIENTATION 0 BISEXUAL 0 DECLINE TO STATE/ DATA NOT CAPTURED 126 QUEER 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 191 SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE 14 MAN 15 FEMALE 58 WOMAN 60 DECLINE TO STATE/ DATA NOT CAPTURED 119 TRANSGENDER 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 191 GENDERQUEER / NON-BINARY 0 QUESTIONING 0 ANOTHER GENDER IDENTIY 0 DECLINE TO STATE/ DATA NOT CAPTURED 116 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 191 B-137 ACTIVE MILITARY STATUS: VETERAN STATUS: YES 0 YES 0 NO 57 NO 4 DECLINE TO STATE/ DATA NOT CAPTURED 134 DECLINE TO STATE/ DATA NOT CAPTURED 187 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 191 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 191 DISABILITY STATUS: DISABILITY TYPE: YES 49 DIFFICULTY SEEING 0 NO 21 DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD 1 DECLINE TO STATE/ DATA NOT CAPTURED 121 PHYSICAL MOBILITY 12 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 191 CHRONIC HEALTH CONDITION 31 OTHER 5 DECLINE TO STATE/ DATA NOT CAPTURED 142 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 191 COGNITIVE DISABILITY: YES 3 DECLINE TO STATE/ DATA NOT CAPTURED 152 NO 36 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 191 B-138 PROVIDED IN-HOUSE MH SERVICES: NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES 6 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE N/A REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES 4 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE N/A AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: N/A AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES N/A B-139 MENTAL HEALTH CONNECTIONS - PEI ANNUAL REPORTING FORM FISCAL YEAR: 2023 – 2024 PEI STRATEGIES (CHECK ALL THAT APPLY): X PREVENTION x EARLY INTERVENTION X OUTREACH X STIGMA AND DISCRIMINATION REDUCTION X ACCESS AND LINKAGE TO TREATMENT X IMPROVING TIMELY ACCESS TO TREATMENT X SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): CHILDHOOD TRAUMA EARLY PSYCHOSIS X YOUTH OUTREACH AND ENGAGEMENT CULTURE AND LANGUAGE X OLDER ADULTS EARLY IDENTIFICATION NARRATIVE REPORT Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) ● Membership Activity ● Member Services ● Caregiver Respite ● Caregiver and Member Well-being ● Member Independence and Autonomy ● Member Connectedness and Belonging ● Hospitalizations ● Satisfaction and Importance of Connections House to Members and Caregivers Briefly report on the services provided by the program during the past reporting period. Please include (as applicable): target population(s), program setting(s), types of services, strategies/activities utilized (including any evidence-based or promising practices), needs addressed and follow up. Please note any differences from prior years or any challenges with implementation of the program, if applicable. B-140 During the contract year of this report (2023/2024), 400 unduplicated members (target: 300) spent 41,050 hours engaged in Connections House programming activities (target: 40,000 hours) (see table 1). Sixty-one (61) newly enrolled Connections House members (target: 70) participated in at least one Connections House activity; 32 of these new members were young adults aged 18 to 25 years (target: 12 young adults). In addition, at least 43 activities (target: 40) were held specifically for the young adult age group. For yet another year, Connections House exceeded the target goal of number of unduplicated members served (400, 133% of goal). Although there was a decrease in gains compared to last year’s data in all but one of these areas, the program far exceeded target goals for this contract year (2023/24) in all measures, apart from new member participation. Table 1: Connections House Membership Activity 2023-24 2022-23 Target Goal 2023-24 Actual 2023-24 % of Target 2023-24 Actual 2022-23 Increase or Decrease of actual from last year Number of unduplicated members served 300 400 133% 328 Number of Hours spent in Connections House programming 40,000 41,050 102% 42,425 Number of new members participating in at least one Connections House activity 70 61 87% 72 Number of young adults (age 18-25 yrs.) participating in at least one Connections House Activity 12 32 266% 53 Number of activities specifically for young adults (age 18-25 yrs.) 40 43 108% 47 Other services: Members helped prepare and eat 12,000 meals at the Connections House (target: 9,000) (see table 2). Although a target was not set for rides, 675 rides were provided to members to and from Connections House activities, job interviews, medical appointments, and more. During the 2023-24 contract year 3,460 outreach visits (in-home, mobile, phone calls) were provided (no target set). This substantial increase reflects the inclusion of additional forms of outreach (e.g., mobile, phone calls). All the services offered this year - meals, rides and outreach - exceeded actual numbers from last contract year (2022-23). For Project B, 48 podcasts were produced and posted on the Career Corner Blog (target=54). We held 25 career workshops and although that was slightly fewer than the 39 held last year, the number of workshops held this contract year was six times the targeted number (target=4), far exceeding the goal set. ______________________ PROJECT AREA B: In collaboration with Contra Costa County Health Services, The Office for Consumer Empowerment (OCE), Connections House produces and hosts Podcast, an online podcast that focuses on all aspects of vocational rehabilitation for mental health consumers in Contra Costa County, including stigma reduction with the goal of full inclusion through employment. As part of the work-ordered day, members and staff work together to select content for posting that will inform, motivate, and help reduce stigma related to employment and education. Podcast postings occur on a frequent basis (at least 48 postings during the contract year) and include a wide variety of video, audio, photographs, links to pertinent resources, and written entries. The Podcast will continue to be promoted widely throughout the County at County clinics and programs, at nonprofit programs, through social media and email blasts, through press releases, and with links on partner websites. Also, in collaboration with OCE, Connections House will B-141 develop, promote, and deliver four career workshops that will be open to all mental health consumers who are residents of Contra Costa County. The workshops will include information about overcoming stigma in the workplace and full inclusion. As well, these practical workshops will cover a wide range of career topics from skill building for getting a job (goal setting, resumes, interviews, etc.) to how to be successful on the job (getting along with others, workplace etiquette, staying healthy, etc.). _______________________ Table 2: Other services provided to Connections House Members 2023-24 2022-23 Target Goal 2023-24 Actual 2023-24 % of Target 2023-24 Actual 2022-23 Increase or Decrease of actual from last year Number of Meals prepared and eaten at Connections House 9,000 12,000 133% 10,996 Number of Rides to and from Connections House Activities No target set 675 n/a 671 In-home outreach visits *Increased efforts to reach out to members was a focus this last year No target set 3,460 n/a 283 Number of Podcast episodes 48 54 88% n/a n/a Number of Career Workshops 4 25 625% 39 The following events were hosted by Connections House on behalf of Contra Costa County during the 2023/24 program year: ● In June 2023, the Community Picnic was held at Pleasant Hill Park and was attended by 380 clients, staff, and families served in Contra Costa County. ● In July 2023, the Service Provider Individualized Recovery Intensive Training (SPIRIT) graduation was held at Pleasant Hill Recreation Center with 337 attendees. Facilitated by The Office for Peer and Family Empowerment in conjunction with Contra Costa College, the training helps people with lived experience of behavioral health challenges (peers) and family members who have navigated services in support of their loved ones to develop the necessary skills to become peer support specialists in the system of care. ● In December 2023 the Community Partners Holiday party was held at Pleasant Hill Community Center, and was attended by 293 clients, staff, and families served in Contra Costa County. ● Other events hosted by Connections House in the 2023/24 program year included: o The Sweep Away Stigma Resource Fair (attended by 398 community members). o A Softball Tournament at which 8 community-based organizations compete for the Hope Cup; the winner was the SPIRIT Class of 2024 and the Office For Peer and Family Empowerment. o A Bowling Tournament hosted by Connections House, at which 8 community-based organizations compete for another Hope Cup; the winner was NAMI Contra Costa. o Other miscellaneous social events (attended by 76 members). Briefly report on the outcomes of the program’s efforts during the past reporting period. Please include (as applicable): Quantitative and qualitative data, data collection methodology (including measures for cultural responsiveness and confidentiality), evaluation, and use of information gathered. Please note how these outcomes compare to your measures of success at the outset of the past reporting period. B-142 Project A data is collected upon initial membership in the Connections House and then daily through a combination of self-completed forms, surveys, sign-in logs, and phone calls. None of the program-level outcome data is confidential, and it is recorded in the program database. Any confidential information provided on individual intake forms is securely kept in the locked office of the Director of Connections House. Data from annual self-reported surveys is collected on Survey Monkey, an online survey platform, and is analyzed by HTA Consulting, an external evaluation firm. In June 2024, members and their family members (called caregivers in this report) were encouraged to complete the annual Connections House survey via Survey Monkey. The number of members and caregivers completing the survey was 104 (the target was 120), of whom 25 were caregivers and 79 members. Among the 79 members who completed the survey, the age ranged from 18-60 or older with 1% aged 18-21 years, 5% 22-25 years, 21% 26-35 years, 14% 36-45 years, 26% 46-59 years, and 33% 60 years or older. The age distribution is representative of the age range of Connections House members overall. Because not all respondents answered each item, all survey data reported below reflects the responses of those completing each individual survey item. Caregiver Respite The data in this report represents only those caregivers completing the survey who reside in Contra Costa County (N=23). Of the 23 Contra Costa County caregivers who responded to the survey, 70% were parents or guardians of a Connections House member, 22% were siblings, 4% were a husband/wife/spouse or partner, and 4% were friends. Caregivers who participated in this year’s survey reported high levels of satisfaction with 96% of respondents Agreeing/Strongly Agreeing that they were satisfied with the Connections House activities and programs that their family member attended, and 93% reporting satisfaction with the Connections House activities/programs that they themselves participated in. This level of satisfaction far exceeds the target of 75% in both areas. (see table 3a) The majority of caregivers (94%) also reported that Connections House activities and programs provided them with respite care. Such respite is intended to reduce caregiver stress and lead to more independence for the Connections House members. A large number of the members (82%) agreed or strongly agreed that in the last year their independence had increased, and the majority of caregivers (95%) who responded also perceived that their family member had become more independent in the last year. Findings for all these measures exceeded the goals of 75% and indicate how important Connections House is to both members and caregivers. (see table 3a). Table 3a: Caregiver Respite Measures of Success: N GOAL % ACTUAL 2023-24 % ACTUAL 2022-23 % Increase or Decrease of actual from last year % caregivers reporting Connections House activities provided them with respite care 17 75 94% 94% % caregivers reporting high level of satisfaction with Connections House activities and programs in which their family member participated 15 75 96% 100% % caregivers reporting high level of satisfaction with Connections House activities and programs in which they participated 15 75 93% 100% % caregivers reporting an increase in member’s independence 21 75 95% 100% B-143 % members reporting an increase in independence 76 75 82% 87% Below are some responses from the caregiver and member surveys about Connections House and the support and respite it provides to members and caregivers: I get to be with people like me. I can be somewhere I can feel I belong in. It gives me structure and purpose in life. (member) I love being able to socialize with other people like me and get support and help from volunteers and health professionals (member) I like that it helps me in various ways. It has made me more confident, stable, and feeling fulfilled. (member) the compassion from the staff and peers, and always knowing that I have a safe and supportive place to come to and so welcomed to just jump in and focus on the workday helping decrease any stressors in my mind (member) A life saver on many levels. Rescuing & caring for all, regardless of the difficulty they are in (caregiver) I cannot be happier with the opportunities you have given to my daughter. I am so grateful as I was at a loss how to help her before she began the work ordered day there. She loves everyone there and is so proud to be a part of it. It’s been truly life altering for her. I cannot thank you enough. (caregiver) It gives Brian a safe, positive environment to be with his peers. Other than family, Connections House is the only other place he socially interacts with others. (caregiver) Making it possible for my daughter to live on her own & be in a safe & understanding place to be everyday where she uses & learns skills participating in Connections work (caregiver) Support, positive reinforcement, hope and training of its members. CH is a godsend for the support it provides for both its members and the members' families. (caregiver) It's a place for Richard to go and get the support he needs. We can always rely on the Connections House (caregiver) Member Health Advocacy and Independence. Member surveys also included questions about their sense of their independence in terms of advocating for themselves, understanding about health and wellness, and the ability to access healthcare services and resources (see table 3b). Although no goals were set for these measures, 87% of members reported an increase in their knowledge about health and wellness, and 77% reported that Connections House supported them in areas such as advocating for themselves and communicating with healthcare providers. In addition, over two thirds of the members (70%) reported an increase in access to healthcare and/or resources, both areas showing an increase from the prior contract year. Table 3b: Member Independence and Autonomy Measures of Success: N GOAL % ACTUAL 2023-24 % ACTUAL 2022-23 % Increase or Decrease of actual B-144 from last year % members reporting Connections House supporting them in areas such as advocating for themselves and communicating with healthcare providers. 78 N/A 77% 78% % members reporting Connections House contributing to an increase in knowledge about health and wellness. 78 N/A 87% 86% % member reporting an increase in access to healthcare resources and/or services 77 N/A 70% 65% Member and Caregiver Well-Being Several survey items addressed improvements to the well-being of the members and caregivers in emotional, physical, and mental health (see table 4). When averaging responses to self-perceived improvement of their own mental, physical and emotional well-being, 87% of caregivers agreed or strongly agreed their own health (emotional, physical, mental well-being) had improved, a slight decrease from last year of 89%. When asked the same questions about the well-being of their family members, the majority of caregivers (94%) agreed or strongly agreed that their family members' overall health had improved. The member ratings for their own improvements in these categories averaged 88%, greater than the goal of 75% and a slight improvement on last year’s 84%. Additionally, 84% of the members reported that they had more interactions with their peers during the year (75% target), exceeding the target but less than last year. The combined family members rated improvement and the member's self-ratings for improvement in these areas averaged 88%, exceeding the goal of 75% for both Caregivers and Members well-being (mental, physical and emotional) and only slightly less than last year’s rate of 89%. Table 4: Member and Caregiver Well-Being Measures of Success: N GOAL % ACTUAL 2023-24 % ACTUAL 2022-23 % Increase or Decrease of actual from last year % caregivers reporting increase in their own health (mental, physical, emotional well-being) 16 75 87% 94% % caregivers reporting increase in their loved one’s health (mental, physical, emotional well-being) 22 n/a 94% 100% % members reporting increase in their own health (mental, physical, emotional well- being) 77 75 88% 84% % members & caregivers combined reporting increase in their health (mental, physical, emotional well-being) 93 75 88% 89% % members reporting an increase in peer 77 75 84% 92% B-145 interactions Two survey respondents, one caregiver and one member, emphasized the importance of Connections House and how it impacts the well-being of those struggling with their mental health and well-being: I think your programs are invaluable and so helpful for people like my sister who suffers from bipolar disorder. Especially when they come out of a hospitalization and their confidence is shaken. You provide structure and a path to empowerment, particularly with occupational and career training. I also like the fact that there appears to be no judgment or stigma attached to any of your services…., I think everyone struggling with mental health and the management of their working life and life in general should always be told about you as a valuable resource. I for one am very impressed with your various programs and how much you obviously advocate for the empowerment of the mentally ill. You are a safe place and a source of constructive achievement of goals. I’m very grateful for all that you do. Thank you. (caregiver) The Connections House program has been very helpful for my mental well-being, I like the structure and activities that it offers (member) Following last year’s survey, further questions were added to the survey to understand more deeply the well-being of members and caregivers in terms of connectiveness and belonging, areas that Connections House strives to nurture (see table 5). Although no goals were set for these areas, a relatively high proportion of the Connections House members felt that they belonged to a community (82%) where they were happy with their friendships (90%) and had people to do fun things with (91%). In addition, over two thirds of Caregivers (70%) felt that Connections House provided them with the opportunities to meet and connect with other caregivers/family members of people recovering from serious mental illness. Although the proportion of members reporting that they had other people with whom to do enjoyable things increased, there was a decrease in the percentages of other measures of connectiveness and belonging compared to 2022-23. Table 5: Member Connectiveness and Belonging Measures of Success: N GOA L % ACTUAL 2023-24 % ACTUAL 2022-23 % Increase or Decrease of actual from last year % of members who feel that they belong in their community 77 N/A 82% 86% % of members reporting that they have people with whom they can do enjoyable things 76 N/A 91% 87% % of members happy with the friendships they have 79 N/A 90% 91% % of caregivers provided with opportunities through Connections House to meet/interact with other caregivers/ family members of people recovering from serious mental illness. 20 N/A 70% 83% Members and caregivers further emphasized the importance of community at Connections House in the open B-146 comments section of the survey: Great place to meet and talk with others in the same situation. Daughter really likes the overall concept of dealing with other participants (caregiver) I like that I know he is somewhere where people understand him at the same time as providing things for him to do to feel useful and keep busy (caregiver) So many things about the Connections House have been invaluable to us. Perhaps most important are (1) the daily structure and meals you provide and (2) the sense of community and belonging that is the essence of the Connections House. There’s nothing else like this place :) (caregiver) Sense of community, opportunity to be a part of something, and socialize with others (member) The feeling when I get here and feeling comfortable and the way the staff members treat me and say thank you and appreciate my help. (member) I like the camaraderie, the meals, the karaoke, the work order day, the outings, etc.(member) I like being part of a community and the core values that are practiced here. (member) The time goes by fast, and I feel like I am part of a team (member) What I like best about Connections House is the members and staff. They are community for me, a place to go when I want to isolate or any other time. (member) Hospitalizations As with last year’s report, self-reported hospitalization was collected. Members were asked if they had been hospitalized in the past year. Sixteen members reported that they had been hospitalized, 4 (27%) for more than one hospitalization, and 7 (53%) for less than 7 days in total. When we asked these 16 members whether they had spent more, less or the same amount of time as last year, in the hospital: the majority (11, 69%) said less time, one said the same amount of time, and four (25%) said more time. When asked if they felt their participation in Connections House programming helped prevent them from being hospitalized for their mental health, the majority (94% or 15 of the 16 members who had been hospitalized) responded "yes". These figures show a huge improvement from last year (2022-23) when only 63% of the hospitalized members reported that Connections House programming had helped prevent them from being hospitalized. In addition, when asking all members (N=78) if their participation in Connections House programming helped prevent them from being hospitalized for their mental health, the majority (90%) responded “yes”. Career Development Unit During the 2023-24 contract year, career support services were available to all Connections House members including 38 members working in paid employment, 20 of whom had begun jobs during the contract year. Connections House members completed personal career plans and 34 indicated employment goals. All 34 (100%) of these members who indicated employment as a goal in their career plan, achieved their goal and were referred to employers, applied for jobs, and/or had a job interview within three months of indicating the goal (target 80%). Twelve (12) Connection House members attended school during the contract year, 10 of whom were new to school this contract year. Three of these members earned their Bachelor of Arts (BA), 1 member earned a Master of Arts (MA), and B-147 1 member earned an Associate of Arts degree (AA). Three members graduated from SPIRIT earning the nine-unit certificate in SPIRIT. Two thirds of the members who attended school in the last year earned some type of degree or certificate In addition, all 21 (100%) of the members who indicated education in their career plan as a goal (i.e., return to school/finish degree/enroll in a certificate program) successfully completed that goal and were referred to appropriate education resources within 14 days (target 80%). (see table 6) Of the members completing the member survey who used career services (n=56), 82% said they were satisfied or very satisfied with the services related to employment or education (target 75%). There was no change in the satisfaction level or number of referrals to employment or education resources compared to 2022-23. Table 6: Career/ Educational Development of Connections House Members Measures of Success: N GOAL % ACTUAL 2023-24 % ACTUAL 2022-23 % Increase or Decreas e of actual from last year % members satisfied/very satisfied with services related to employment/education (of those using Career Unit services) 56 75 82% 82% % members referred to appropriate education resources within 14 days (of those indicating education as goal) 21 80 100% 100% % members referred to appropriate employment resources, applied for a job, or had a job interview within three months (of those indicating employment as goal) 34 80 100% 100% *The SPIRIT program in Contra Costa County is a recovery-oriented peer support provider training that was originally designed in 1994 and is now known as the Service Provider Individualized Recovery Intensive Training. The program is a 9-unit certificate course taught to peers and family members by peers and family members and is a collaboration between Contra Costa Behavioral Health’s Office for Peer and Family Empowerment and Contra Costa Community College. Comments made on the surveys expressed appreciation for the Career Development element of the Connections House program: Also gives members a chance to find their purpose in the working and community environments. (member) I think my sister benefitted from the career counseling and work programs including the hospitality program and other clerical programs, It boosted her confidence. (caregiver) The Connections House has been a blessing in my life. I started working for a wage at Mental Health Connections this past year in the mornings. This has been a great opportunity. But I also appreciate volunteering in the afternoon during the work ordered day. The Connections House is also a low stress environment which I appreciate. (member) Ryan's opportunity to gain confidence through work tasks such as the media room and data entry. he does not like the data entry work, but it is helpful for confidence building. (caregiver) B-148 Preparation to return to school or work (caregiver) Importance of Connections House programs to Members and Caregivers Connections House Members and Caregivers were asked to indicate how satisfied they were with the different programs and activities provided by Connections House during the 2023-24 contract year. Table 7 shows the percentage of members and caregivers who were “satisfied” or “very satisfied” with the program. Respondents were asked only to report satisfaction with the programs/activities in which they were engaged. Overall, members were highly satisfied with the activities and programs they attended in the last year (91%). As can be seen from the responses in Table 7, members were satisfied or highly satisfied with Connections House programs, with a satisfaction rate of over 90% for most programs and activities, excluding Weekend activities (89%), evening programming (87%) and the Career Development Unit (82%). Caregivers demonstrated an equally high satisfaction rate of greater than 90% for most programs, except the Rides program (82%) and young adult activities (86%). Satisfaction for all activities remains high compared to last year’s programming, although for 2022-23, Evening programming, Weekend Activities and Holiday programs were the activities with the highest ratings for Members. Table 7: Member and Caregiver Satisfaction with Program Activities that Member or Caregiver's Member Participated in (% Satisfied/ Very Satisfied) % Very/Somewhat Satisfied (N) Connections House Programs/Activities Member Caregiver Healthy Silvers Activities 100% (N=43) 100% (N=7) Meals 99% (N=71) 95% (N=23) Rides Program (transportation to/from Connections House) 96% (N=45) 82% (N=11) Healthy Living Program 95% (N=43) 100% (N=7) Work-Ordered Day (Monday – Friday daytime activities 94% (N=68) 100% (N=17) Young Adult Activities 91% (N=33) 86% (N=7) Holiday programs 90% (N=52) 100% (N=16) Weekend Activities 89% (N=56) 100% (N=16) Evening Programming (e. Putnam Gamers, Music Appreciation, Time to Unwind, Writing/Reflecting) 87% (N=47) 100% (N=16) Career Development Unit (assistance with education and/or employment) 82% (N=56) 93% (N=14) Scale: strongly agree; agree; disagree; strongly disagree Finally, both members and caregivers were separately asked to rank 10 Connections House programs/activities in order of importance to them (see table 8). Programs/activities were ranked from 1-5 using a point system where #1 Rank carried 5 points and #5 Rank carried 1 point. Rankings were averaged for each activity with the highest meaning indicating the most important activity. For 2023-24, the top three ranked programs/activities for members were Meals, the Work-Ordered Day, and the Healthy Living Program. For caregivers the top ranked activities/programs were similar, with the Work Ordered Day and Meals ranking in the top two, and Career Development coming in third. These findings indicate that needs/priorities focusing on Meals and Work ordered day are very important to both Caregivers and Members and reflect findings from last year where Meals and Work-ordered Day were ranked in the top three for Members and Caregivers as well. Table 8: Ranking of Program Activities in terms of Importance by Caregiver and Member Mean (N) Connections House Programs/Activities Member Caregiver B-149 Meals 3.90 (55) 3.72 (18) Work-Ordered Day (Monday – Friday daytime activities 3.40 (49) 3.94 (16) Healthy Living Program 3.39 (23) 3.00 (3) Weekend Activities and Outings 3.05 (33) 2.73 (11) Career Development Unit (assistance with education and/or employment) 2.88 (33) 3.42 (12) Evening Programming 2.82 (22) 3.21 (14) Healthy Silvers Activities 2.80 (15) 1.83 (6) Holiday programs 2.78 (27) 2.09 (11) Rides Program (transportation to/from Connections House) 2.76 (34) 2.63 (11) Young Adult Activities 2.35 (20) 3.25 (4) *program/activities ranked for Members Ranking #1=5 points; #2=4 points; #3=3 points; #4=2 points and #5=1 point. When asked what they liked best about Connections House, a number of Members and Caregivers referred to Meals and the Work Ordered Day in their comments. Affordable meals and members were given rides to and from their house (caregiver) I Really like all the friendly members of the Connections House. Also like going out on most of all the outings I really love all the food that is prepared for all the members and Staff. (member) meals and how we have lunches together (member) Meals and work ordered day (member) The meals are delicious, and the people are so nice. (member) I like the work order days and the outings. (member) Members were asked if they participated in other Healthwatch activities at Connections House, such as Healthy Silvers, walking group, use of the gym, Healthy Living, Health Workshops, Healthy Meal Planning, Yoga, Fitness Outings. (see Table 9). Over two thirds (70%) of members claimed they had participated in one of these activities. When asked more specifically, a third (33%) had participated in a John Muir Health Workshop; 24% had participated in a young adult workshop (although 11% were not sure) and 38% had participated in a Healthy Silvers workshop (10% not sure). Table 9: Participation in other Activities. Connections House Programs/Activities N % yes % No % Not sure Did you participate in any Health Watch activities at Connections House such as Healthy Silvers, walking group, use of the gym, Healthy Living, Health Workshops, Healthy Meal Planning, Yoga, Fitness Outings? 79 70% 30% N/A Have you participated in John Muir Health Workshop 79 33% 67% N/A Young Adult 79 24% 62% 11% Healthy Silvers 79 38% 49% 10% On the survey members were asked to share feedback about these specific areas of programming. The feedback given on Healthy Silvers programming focused mostly on the outings: when where and how long they should be. A couple of B-150 members had some positive feedback to add, but most members did not have anything else to add. Good meetings, we discuss interesting topics, and the outings are fun. go to more youthful outings because older adults still feel young It's in a good place. Outings on Saturday for Healthy silvers would be nice. More time for outings. More selection on where we go. Not sure where are other places where we can go to` Try finding more outings to go out on!!! I like it fine. I love to join here whenever possible For the young adult activities, there were only a few comments made. A couple of respondents made requests for specific activities such as card games and computer repair classes and another request for outings, as keeping busy would help with addiction issues. More board and card games PC repair classes Help keep the community clean AA NA I stay sober with things I like to do outings Two members also emphasized the need for this programming for young adults, emphasizing their need to socialize and to practice social skills. Other than Manny, I don't interact with a lot of members that are under 30 yrs old. I wish that wasn't the case. I would like a club that we can get together and know each other. Practice our social skills. Open-ended Feedback: What would members and Caregivers like to change about Connections House? On this year’s surveys Members and Caregivers were asked to share feedback about what they would like to change about Connections House and/or how to improve the programming overall. A couple of members mentioned the need for members to have breaks from volunteering: Some members had some specific suggestions for activities and ways they could get more involved: Would like to set up a Bowling league between Community partners. (member) B-151 More downtime activities like crafts or art if possible (member) still would like a ping pong tournament (member) I want to get involved and run my own workshop! (member) Some suggestions were made regarding who to recruit as members and when to offer programming: Needs more young people of the age of 26 or under. Add more social programming during the week. (member) Get more Seniors. (member) More activities in the evening (caregiver) Stay open later (member) Have earlier outings. (member) Both caregivers and members requested that there be more opportunities for rides: It would be helpful to have more rides available (caregiver) More availability of rides for weekend and holiday activities... (caregiver) Easy use of rides from home and return to home. Attend 3 days out of the week (caregiver) … It would be wonderful if you could expand the transit program so it could help more members more often. Transportation continues to be a barrier to participation in Connections House activities, and for our family, ride services seem to have contracted rather than expanded over the last few years (perhaps because the system now needs to serve more people at more sites, so resources are spread more thinly?). Beefing up the ride program would be a high priority for our family. (caregiver) The hours are difficult for me especially when you close after an activity since I’m not off work until 7:15. I’m interest in the ride program even if I can get him a ride to Costco where I work at the end of the day. We live in Brentwood, but I was more comfortable with the concord location since it’s close to my work. Overall, very happy with the program (caregiver) More rides (member) more days for rides to and from home (member) A large proportion of the caregiver surveys were completed by parents of Connection House members (70%), and some of the open-ended responses reflected this by addressing a need for more communication with and involvement of caregivers. I’d love to see a greater emphasis on communications with families, which are such an important part of members’ support systems. Families could be more fully integrated into the Connections House, helping B-152 Connections House more effectively serve members, and that starts with simply keeping families better informed of Connections House activities, services, and needs. Could there be a weekly or monthly email update to families (apart from fundraising)? Better informed families could be beneficial all around — for members, for families, and for the Connections House itself. (caregiver) More volunteer opportunities. (caregiver) I only get what Devon shares, so I don’t have a full picture (caregiver) I would love to have been offered some sort of parent orientation so that I would have a better understanding of the program including an invitation to meet other parents and possibly volunteer to help in some way. (caregiver) Finally, a number of respondents, both caregivers and members, used the opportunity to show their appreciation for Connections House and for all that it does for the community. As always, our family is so grateful for all you do. Connections House has made a significant difference in the life of our loved one — and our family, too -- and we’d be lost without it. Thank you!!! Connections has been a community for my son and our family. (caregiver) Grateful to a very kind and talented staff. (caregiver) I'm truly grateful-I do not know what would have happened to Richard if he did not have Connections House (caregiver) The utmost respect to Tamara Hunter and staff for the way she/they treat my son. (caregiver) Thank you, I really appreciate what you guys do here. (member) I’m glad we have Connections House (member) Keep up the good work! (member) RICH KING, a member since 2008. Graduated July 25, 2024, with a certificate from Contra Costa College as a Peer Support Worker. Rich has been working in supported employment at one of Mental Health Connections program sites, the Peer Connection Center as a peer coach. “I can’t thank the Clubhouse enough for their support of Rich. He would not have made it through SPIRIT and working at the same time, without the support of the staff and Tamara who encouraged him, supported him, and believed in him, every step of the way. This is a momentous occasion, and we are thrilled as a family”. (Ginger and Barbara, mother and aunt of Rich) B-153 Describe how the program reflects MHSA values of integrated, community-based, culturally responsive services that are guided and driven by those with lived-experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserved; provides access and linkage to mental health care, improves timely access to services, and use strategies that are non-stigmatizing and non- discriminatory. The Mental Health Service Act is designed to expand and transform California's behavioral health system to better serve individuals with, and at risk of, serious mental health issues, and their families. MHSA addresses a broad continuum of prevention, early intervention, and service needs and the necessary infrastructure, technology, and training elements that effectively support the public behavioral health system. Connections House is an intentionally formed, non-clinical, working community of adults and young adults diagnosed with SMI. Connections House is designed to promote recovery and prevent relapse. Connections House operates under the belief that participants are partners in their own recovery—rather than passive recipients of treatment. That is why participants are called members rather than patients, clients, or consumers. These members work together as colleagues with peers and a small, trained staff to build on personal strengths, rather than focusing on illness. The term “member” reflects the voluntary, community-based nature of Connections House, making clear that members are significant contributors to both the program and to their own well-being. The term “member” is empowering rather than stigmatizing. Connections House membership is voluntary and without time limits. It is offered free of charge to participants. Being a member means that an individual is a valued part of the community and has both shared ownership and shared responsibility for the success of Connections House. All activities are strengths-based, emphasizing teamwork and encouraging peer leadership while providing opportunities for members to contribute to the day-to-day operation of Connections House through the work-ordered day. The work- ordered day involves members and staff working side-by-side as colleagues and parallels the typical business hours of the wider community. Work and work-mediated relationships have been proven to be restorative. Connections House participation reduces risk factors while increasing protective factors by enhancing social and vocational skill building as well as confidence. The program supports members in gaining access to mainstream employment, education, community-based housing, wellness and health promotion activities, and opportunities for building social relationships. Connections House operates under the belief that every member has individual strengths they can activate to recover from the effects of mental illness sufficiently to lead a personally satisfying life. Fundamental elements of the Connections House Model include the right to membership and meaningful relationships, the need to be needed, choice of when and how much to participate, choice in type of work activities at Connections House, choice in the staff to work with, and a lifetime right of reentry and access to all Connections House programming including employment. Additional components include evening, weekend, and holiday activities as well as active participation in program decision-making and governance. Peer support and leadership development are an integral part of Connections House. The programming also incorporates a variety of other supports including helping with benefits, housing and advocacy, promoting healthy lifestyles, and assistance in finding quality medical, psychological, pharmacological and substance abuse services in the wider community. Connections House experience has been proven to result in positive outcomes for many members, including: ● Employment, with longer on-the-job tenure for members engaging in Connections House Transitional Employment. ● Cost effective, compared to other mental healthcare approaches. The cost of Connections House is estimated to be one-third of the cost of the IPS (Individual Placement Support) model; about half the annual costs of Community Mental Health Centers; and substantially less than the ACT model. ● A significant decrease in hospitalizations as a result of membership in a Connections House program. ● Reduced incarcerations, with criminal justice system involvement substantially diminished during and after B-154 Connections House psychosocial program membership. ● Improved Well-Being compared with individuals receiving psychiatric services without Connections House membership. Connections House members were significantly more likely to report they had close friendships and someone they could rely on when they needed help. ● Better physical and mental health. A recent study suggests that service systems like Connections House that offer ongoing social support enhance mental and physical health by reducing isolation. Since 2011, Connections House has been accredited by Clubhouse International, the SAMHSA-endorsed, evidence-based recovery model for adults with serious mental illness. We most recently attained our three-year accreditation (the maximum available), in 2024. All Connections House programming meets the 37 standards of Connections House International. A rigorous accreditation process and maintaining fidelity to the model require Connections House to provide comprehensive program data to Connections House International annually, participate in ongoing external Clubhouse training, conduct structured self-reviews, and receive an onsite reaccreditation review every three years by Clubhouse House International faculty. Learning about, discussing, and adhering to the 37 standards of the model are built into the work- ordered day. All program staff and program participants of Connections House commit to following the standards during program activities. Program participants are included in all aspects of program evaluation and accreditation. Connections House, in collaboration with Fountain House, continues to implement social practice into our programs. Social Practice Pioneered by Fountain House in New York, the creator of the Clubhouse model over 75 years ago, and implemented in Clubhouses across the world, the social practice model is a unique blended community of mental health professionals and peers working together to foster a specific environment for recovery. This practice has successfully addressed symptoms associated with mental illness that are not directly managed through medication alone, such as social isolation, social withdrawal, apathy, the absence of self-confidence and self-worth. Social Practice is a specialized form of therapy that uses the setting of an intentional community to assist people in their mental health recovery. It focuses on a community-based approach of helping individuals learn new skills, hone their talents, build dignity, develop a sense of belonging, and make progress towards their goals. Recovery can be personal, that is — the process of regaining control over one’s life in a social environment or can be one of the common outcomes in Connections House programs - the reduction in hospitalizations, independent housing, and gainful employment. Intentional Communities are social environments designed to combat social isolation as persons living with mental illness are often faced with barriers to access community due to stigma and discrimination. The intentionality of the group offers a safe space and the opportunity to foster mutual support between mental health professionals and peers. The Five Elements of Social Practice People living with a history of mental illness or living with a serious mental illness may often experience challenges such as trust issues, social injustices and marginalization, lack of self-worth, low motivation, stigmatization, social isolation and alienation. The five elements of social practice are practical ways to understand and address these common experiences: 1. Transformational/Social Design 2. Engagement 3. Relationship development 4. Integrated feedback & Intervention 5. Transitional Environments B-155 Mental Health Connections continues its work with Fountain House as part of Fountain House United. Fountain House United (FHU) is a national network of clubhouses dedicated to strengthening the clubhouse community and advancing supports that promote the recovery and thriving of people with serious mental illnesses (SMI). We achieve this through technical assistance, research, innovation, and advocacy. FHU connects individual clubhouses into a cohesive entity that: • Gathers and shares data to demonstrate the model’s impact. • Raises awareness about clubhouse best practices. • Advocates for local, state, and federal policy changes that improve access to clubhouses. • Tests innovations that broaden our reach and impact. • Supports FHU partner efforts to apply for funding that can be difficult to obtain alone. Together, we are creating the community, innovations, and conditions necessary to ensure that people living with mental illness can recover through our evidence-based holistic model of psychosocial rehabilitation. Fountain House United is comprised of 11 clubhouses across 7 states: • Academy at Glengarry in Bradenton and Sarasota, Florida • Community 43 in Phoenix, Arizona • Fountain House in Bronx and Manhattan, New York • Fresh Start Clubhouse in Ypsilanti, Michigan • HERO House NW in Bellevue, Everett, and Seattle, Washington • Magnolia Clubhouse in Cleveland, Ohio • Mental Health Connections in Concord, California Include examples of notable community impact or feedback from the community if applicable. This last year, Connections House hosted four inter-agency workshops with community partners: ● Self-Care and Work life Balance ● Resource Fair, open house at PCC ● Employment Readiness ● SPIRIT Work Study Readiness Fair Quotes from the community are included throughout this report. B-156 AGGREGATE REPORT Include the following demographic data, as available, for all individuals served during the prior fiscal year: (NOTE: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL SERVED FOR FY 23-24: 400 AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH - TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 0 34 251 114 1 400 LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 362 4 24 10 400 IF OTHER, PLEASE SPECIFY: RACE: ETHNICITY (NON-HISPANIC/LATINX) MORE THAN ONE RACE 56 AFRICAN 28 AMERICAN INDIAN/ ALASKA NATIVE 2 ASIAN INDIAN/ SOUTH ASIAN 5 ASIAN 28 CAMBODIAN 0 BLACK/ AFRICAN AMERICAN 45 CHINESE 5 WHITE/ CAUCASIAN 209 EUROPEAN 108 HISPANIC/ LATINO 18 EASTERN EUROPEAN 9 NATIVE HAWAAIAN/ PACIFIC ISLANDER 4 FILIPINO 9 OTHER 15 JAPANESE 1 DECLINE TO STATE/ DATA NOT CAPTURED 23 KOREAN 1 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 400 MIDDLE EASTERN 8 VIETNAMESE 2 B-157 MORE THAN ONE ETHNICITY 37 OTHER 0 ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN 2 DECLINE TO STATE/ DATA NOT CAPTURED 134 CENTRAL AMERICAN 8 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 400 MEXICAN AMERICAN 21 PUERTO RICAN 1 SOUTH AMERICAN 3 OTHER 18 SEXUAL ORIENTATION: HETEROSEXUAL 274 QUESTIONING / UNSURE 8 GAY / LESBIAN 9 ANOTHER SEXUAL ORIENTATION 2 BISEXUAL 15 DECLINE TO STATE/ DATA NOT CAPTURED 86 QUEER 6 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 400 SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE 226 MAN 175 FEMALE 169 WOMAN 114 DECLINE TO STATE/ DATA NOT CAPTURED 5 TRANSGENDER 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 400 GENDERQUEER / NON-BINARY 1 QUESTIONING 4 ANOTHER GENDER IDENTITY 1 B-158 DECLINE TO STATE/ DATA NOT CAPTURED 105 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 400 ACTIVE MILITARY STATUS: VETERAN STATUS: YES 1 YES 8 NO 311 NO 313 DECLINE TO STATE/ DATA NOT CAPTURED 88 DECLINE TO STATE/ DATA NOT CAPTURED 79 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 400 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 400 DISABILITY STATUS: DISABILITY TYPE: YES 301 DIFFICULTY SEEING 13 NO 57 DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD 11 DECLINE TO STATE/ DATA NOT CAPTURED 42 PHYSICAL MOBILITY 14 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 400 CHRONIC HEALTH CONDITION 11 OTHER 8 DECLINE TO STATE/ DATA NOT CAPTURED 152 MENTAL DISABILITY 69 NONE 122 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 400 COGNITIVE DISABILITY: YES 9 DECLINE TO STATE/ DATA NOT CAPTURED 279 NO 112 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) PROVIDED IN-HOUSE MH SERVICES: B-159 NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES 85 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 61 REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES 47 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 47 AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: 6 AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES 3.4 B-160 PEER CONNECTION CENTER'S - ANNUAL REPORTING: FISCAL YEAR: 2023 – 2024 FISCAL YEAR: 2023 – 2024 PEI STRATEGIES (CHECK ALL THAT APPLY): X PREVENTION X EARLY INTERVENTION OUTREACH STIGMA AND DISCRIMINATION REDUCTION ACCESS AND LINKAGE TO TREATMENT IMPROVING TIMELY ACCESS TO TREATMENT SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): CHILDHOOD TRAUMA EARLY PSYCHOSIS YOUTH OUTREACH AND ENGAGEMENT CULTURE AND LANGUAGE X OLDER ADULTS EARLY IDENTIFICATION NARRATIVE REPORT Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) ● Membership program attendance ● Program community outreach ● Program core classes, wellness classes and Wellness & WRAP Plans ● Committees and program offerings ● PCC's Welcome and Orientation ● Membership activities outside of PCCs ● Membership activity and participation in programs ● PCC impact on Recovery and Behavior ● PCC impact on Health and Wellbeing ● PCC impact on Independence and Peer Interaction ● PCC member satisfaction with PCC activities B-161 Briefly report on the services provided by the program during the past reporting period. Please include (as applicable): target population(s), program setting(s), types of services, strategies/activities utilized (including any evidence-based or promising practices), needs addressed and follow up. Please note any differences from prior years or any challenges with implementation of the program, if applicable. The Peer Connection Centers (PCC’s) are community based sites open Mondays through Fridays from 8am-5pm and with some evening, weekend and holiday programming. The Centers are peer-supported, wellness communities that offer activities and peer-coaching based through a curriculum that promotes community building and integration, facilitates psycho-social rehabilitation and reduces social isolation. PCC’s support those with mental health challenges who may or may not be in recovery. There are three PCCs in Contra Costa County (San Pablo, Concord and Antioch). The Centers are open to any Contra Costa County adult who has experienced behavioral health challenges, including individuals living with persistent mental illnesses, those in recovery of substance abuse, people who are housed, Veterans, LGBTQIA+ community, young adults, older adults, individuals struggling with housing and food insecurities, persons with disabilities, individuals who are socioeconomically disadvantaged, and other underserved populations. PCC’s break down barriers for those seeking support and welcome as many people as possible who need help. Referrals are not required for participation, and those interested in participating may walk in, join the PCC, and receive services the same day. WELCOME AND ORIENTATION The vision of the PCC’s is that every person with a mental health challenge lives a meaningful, productive life. The PCCs strive to provide adults in Contra Costa County experiencing behavioral health challenges with opportunities to recover, achieve goals, find meaning and connect with their community. Participation at PCC's is voluntary, however as a best practice, the agency shares what is expected of members, and what members can expect of the agency. Each individual is encouraged to make an informed decision regarding whether participation in a PCC fit with their recovery journey. As part of the introduction to PCC's, members are welcomed and greeted with Peer Connection Information, invited to attend a Peer Connection Orientation and to become involved and contribute to the Wellness Community. Members are also asked to complete a Peer Wellness Plan (My Wellness). The strategies adopted by the PCC’s incorporate a variety of approaches that rely on the knowledge, skills, and experience of people with lived experience to inform and help others. These strategies use peer to peer learning as a framework and can be proactive or reactive and are based on principles of respect, shared responsibility, and mutual agreement. Peer support offers a level of acceptance, understanding, and validation that may not be available in other professional relationships. The goal of this approach is to promote recovery, empowerment, and social inclusion of PCC members. There are three elements to the Peer Support model: Modeling, Teaching and Assessment. In Peer modeling, peers demonstrate social skills, academic processes, or classroom routines, either live or recorded, and help teachers by clarifying directions or providing social reminders. With Peer teaching, students take on the role of both teacher and student, sharing knowledge, skills, and experiences. Finally with Peer assessment, students critique and provide feedback to each other on their work, which helps them develop skills in self-assessment and in providing feedback to others. The Peer Support model incorporates evidence-based practices such as Peer support Coaching, 8 Dimensions of Wellness (SAMHSA), IMR (Illness Management Recovery) and WRAP (Wellness Recovery Action Planning). Mental Health Connections (MHC) has been operating the PCCs since 2021. Prior to this, the PCC’s had been closed for 17 months due to COVID. The first year that MHC acquired the PCCs, the focus was on re-establishing programming and bringing members back to in-person, in-house programs. This was a challenging time, as many members were not interested in coming back to the program after such a lengthy closure, and many had lost touch, moved, or were no longer reachable. Thus the first year of Mental Health Connections taking over PCCs focused on re-establishing connection with past members and reaching out to potential new members. This continued into year two with a focus B-162 on re-branding and marketing to help build membership back up. In this last year, the focus has shifted to stabilizing and growing the programs and solidifying the infrastructure, establishing new programming and building a peer coaching team. This is the first year that PCCs are participating in evaluative activities, providing administrative data on program attendance and activity and survey data from members on participation, impact on wellness and satisfaction. We collected administrative data from each Center on program attendance and activities this past year, these individual outcomes data will serve as a baseline for PCC's goals going forward . Attendance numbers are shown in table 1a by location. This is the first year of evaluation for the PCC ss, and the first year where the emphasis has shifted to programming after two years of outreach to try to bring members back to PCCs after the 17 month closure due to COVID. As such, the attendance at PCCs is still not where it might have been pre-COVID. However, as the program reestablishes itself and becomes better known, we expect to see attendance numbers grow. Attendance and visits are higher for Antioch and San Pablo as these are larger sites than Concord. The goal for the year is for all Centers. In this last year, the number of unduplicated members served by all PCC’s was 326 (82% of the 400 goal). Table 1a: Peer Connection Attendance Data 2023-24 PCC's San Pablo Concord Antioch Total Total Goal % Total Goal Number of (unduplicated) members served 125 50 151 326 400 82% Number of new members 48 26 62 136 n/a n/a Number of visits (unduplicated) 356 294 500 1,150 n/a n/a Number of visits (duplicated) 4,224 1,408 5,103 10,735 n/a n/a The PCCs are open Monday-Friday throughout the year. Average daily attendance and hours attended varied according to site (table 1b), with attendance highest at Antioch (n=34, average hours are 7), followed by San Pablo (average attendance 22, hours 6) and Concord (average attendance 9, hours 4). These figures reflect the differing size of the locations. The goal is to increase the average daily attendance by 20% at each site. These figures will therefore serve as a baseline for next year’s evaluation. Table 1b: Peer Connection Average daily attendance 2023-24 San Pablo Concord Antioch total Average daily attendance 22 9 34 n/a Average hours attended per day 6 4 7 n/a Total hours attending PCCs 17,834 5,632 34,170 57,636 PCC's Counselors make sure to keep track of those who attend the PCCs. If a member does not attend for over two weeks, PCC's provides telephone or in-person outreach. In addition, PCCs provide virtual or in person presentations to two community agencies per month (35 in total) to inform other agencies and organizations of what PCC’s offer. PCC members have access to community linkages and support outside of the PCC (such as food, housing) every week. Table 2: Attendance follow-up and outreach B-163 San Pablo Concord Antioch Goal Total Goal Achieved PCC's provide telephone or in-person reach-out to 100% of whom have not attended in two weeks. 100% 100% PCCs provides virtual or in-person program presentations to two agencies per month. 24 35 PCC's provide community linkages to members every weekday that are tracked in the Flourish Database for follow up n/a 100% n/a Members are encouraged to participate in PCC's activities at a level that is comfortable for them. Although participation in PCCactivities is voluntary, MHC shares what is expected of members, and what members can expect of MHC, when they enter. Each individual is encouraged to make an informed decision regarding whether participation in a PCC fit with their recovery journey. Table 2a shows the total number of core classes, groups and Wellness classes that were offered to members in the last program year 2023-24, as well as average number of attendees. One hundred and twenty three core classes (396 in total) were offered, and all were completed at each site. Sometimes a class is put on the calendar but not offered and would be considered incomplete. There were no incomplete classes in this program year. The average number of attendees for core classes was higher for San Pablo (22) and Antioch (34) than for Concord (9) as these are larger program sites. In addition, 12 evidence based groups were implemented (36 sessions in total) and 25 wellness classes (75 sessions in total) were offered at each site. Table 2a: Peer Connection Program Data: Core classes 2023-24 San Pablo Concord Antioch Total CORE CLASSES Number of core classes offered (put in calendar) 123 123 123 396 Number of core classes completed 123 123 123 396 Average number of class attendees 22 9 34 -- GROUPS & WELLNESS CLASSES Number of evidence-based groups, as implemented 12 12 12 36 Number of wellness classes offered 25 25 25 75 Average number of wellness class attendees 22 9 34 -- A total of 18 Peer Connection Wellness plans were created in the 2023-24 programming year across the 3 Peer Connection sites (see Table b) – 6 at San Pablo, 4 at Concord and 8 at Antioch. This equals 6% of the total membership for this year (n=326)against a with a goal of 90%. At least two factors contribute to this data point. Wellness Recovery Action Plans (WRAP) were not implemented this year as there was not a trained WRAP facilitator to do so. In addition, a new Program Director was not hired until January, and we then re-wrote the overall curriculum. The Wellness Plans, and the route for members to achieve their goals was updated to reflect the new curriculum and is therefore still in the process of being implemented. Table 2b: Peer Connection Program data: Wellness classes and Peer Connection Wellness Plans 2023 -34 San Pablo Con cord Antioch Total Total Goal % Goal Total number of Peer Connection Wellness Plans created 6 4 8 18 293 6% B-164 Total number of Wellness Recovery Action Plans (WRAP)* Not collected this year. ● Currently we do not have a WRAP Facilitator which is a requirement to teach WRAP. As such, there is no WRAP data to report and a different evidence-based practice for assessment has been chosen to replace the WRAP – the ACT, or Assertive Community Treatment. Wellness Community Councils, with participants in leadership roles, were established at all PCCs. Regular bi-weekly community meetings were held at each site and were used as a forum to make announcements, to acknowledge member achievements and to receive feedback regarding programming/services (see table 4). In addition, members were made aware of what is offered at each site by monthly activity calendars on which weekly opportunities for groups were provided for interaction, skill building and psychoeducation (480 sessions each at San Pablo and Antioch, 423 sessions at Concord). Each site provided unique bi-weekly programming for specific groups including young adults, older adults and LGTBQIA+ participants. Table 4: Peer Connection Councils, Meetings and programming offerings 2023-24 frequency San Pablo Concord Antioch Wellness Community Councils established at each site annual Wellness Community Meetings Bi-weekly Activity/class calendars by site monthly Programming for young adults, older adults and LGBTQIA+ members Bi-weekly Groups for psychoeducation, skill-building and social engagement. weekly 480 groups 423 groups 480 groups Briefly report on the outcomes of the program’s efforts during the past reporting period. Please include (as applicable): Quantitative and qualitative data, data collection methodology (including measures for cultural responsiveness and confidentiality), evaluation, and use of information gathered. Please note how these outcomes compare to your measures of success at the outset of the past reporting period. In June 2024, PCC members were encouraged to complete the first annual PCC's survey via Survey Monkey. Forty -one (41) Contra Costa residents took the PCC's survey. Almost half (48%) of the surveys were completed at the San Pablo PCC, 23% at Concord and 30% at Antioch (see table 3) Table 3: Peer Connection location where survey was administered and Peer Connection locations that respondents attended. Which PC Site did you complete the survey at? N % San Pablo 19 48% Concord 9 23% Antioch 12 30% Missing 1 The age of the members who took the survey ranged from 26 years to 60 plus years, with 17% in 26-35 year age group, 32% in the 36-45 year age group, 22% in the 46-59 age group and 29% were 60 years or older. Table 4: Age of PCC's Attendees (N=41) Age N % B-165 Survey data reported below reflects the responses of those completing each individual survey item. Those who responded ‘Don’t know’ or ‘No opinion’ were not included in the analysis. Over half of the survey respondents (58%) completed a Peer Wellness Plan (My Wellness), falling short of the 90% goal (see table 5). Table 5: Peer Wellness Plans (My Wellness) N Goal Actual % of Goal Did you complete a Peer Wellness Plan (My Wellness) 40 90% 58% (n=23) 64% Did you complete a WRAP? n/a WRAP was not collected this year. Table 6: PCC Welcome and Orientation When you first started at PCC's, were you…. N Goal Not sure/can’t remember Yes No Welcomed and greeted with Peer Connection information? 40 100% 100% 0% 0% Invited to attend a Peer Connection Orientation? 40 100% 90% 0% 10% Invited to become involved and contribute to the Wellness Community? 40 100% 95% 0% 5% PEER CONNECTION PARTICIPANT ACTIVITY IN THE LAST YEAR WHILE ATTENDING PCC's As Table 7 & Fig.1 show, 80% of respondents said that they saw a Primary Care Practitioner (PCP), a psychiatrist, therapist or other behavioral health service provider in the last year, while attending PCC's. A third of respondents (32%) volunteered in the community while a quarter (27%) attended school (GED, College, Vocational, or other). In the last year 17% of respondents had earned a certificate or degree (GED, associate or bachelor’s degree), 13% had applied for a job, 8% had worked full/part time in employment and 7% attended Service Provider Individualized Recovery Intensive Training (SPIRIT). Table 7: Peer Connection Members Activity 2023-24 *Certificates included: ● Certificate from Refuge Church (Baptism certificate) ● Computer Repair ● Group Therapy Completion NA Completion ● various certificates ● I am interested in enrolling in the Spirit Class 26-35 years 7 17% 36-45 years 13 32% 46-59 years 9 22% 60 years or older 12 29% While at PCC's did you… N Yes No DK Saw a PCP, psychiatrist, therapist or other behavioral health service provider 40 80% 15% 5% Volunteered in the community 38 32% 63% 5% Attended school (GED, College, vocational, other) 41 27% 68% 5% In the last year, did you earn any certificates or awards (GED, associate’s degree, bachelor’s degree, etc.) through school or other means? * 41 17% 83% 0% Applied for jobs/employment 40 13% 87% 0% Work full or part time in paid employment 40 8% 87% 5% Attend SPIRIT 41 7% 90% 2% B-166 PARTICIPATION IN PEER CONNECTION ACTIVITIES PCC members were asked to indicate which Peer Connection activities they had participated in during the 2023-24 contract year. Table 8 show the percentage of members who indicated participation in an activity – respondents were asked to check all that applied to them. Those who did not participate in the activity did not respond to the survey item. Ninety percent of the respondents spent time at a PCC and received meals at PCC's. Two thirds (63%) of respondents attended a workshop or wellness group. In addition, over half of the respondents attended a social or community event (59%) and received help with transportation (51%). A smaller proportion of respondents participated in other recreational or community service activities (40%), obtained linkage connection (24%), participated in a coach partnership (20%) and received vocational supports and referrals to Connections House (17%). Table 8: Attendance at Peer Connection Activities In the last year, while at PCC's, did you…. N % yes Receive any meals 37 90% Spend time at a PCC 37 90% Attend a workshop or wellness group 26 63% Attend a social or community event 24 59% Receive any help with transportation 21 51% Participated in any other recreational or community service activities while at PCC's?* 40 40% Obtain linkage connection 10 24% Participate in a coach partnership 8 20% Receive any vocational supports and referral to Connections House 7 17% *Other activities listed included baseball, bowling, attending a sweep away, Gamers group, movies, picnics, social inclusions, soft ball games, walks and a park clean up. PEER CONNECTION PARTICIPATION AND IMPACT ON RECOVERY AND BEHAVIOR The PCCs strive to support members in their recovery by providing them with activities and support that empower and enhance their social, vocational, and problem-solving skills resulting in the development of confidence, purpose and hope to help pave a pathway to their recovery. Peer Connections members were asked specific questions that focused on how participation at PCC's had impacted their recovery in terms of engagement, support, connection and hopefulness. PCCs had a hugely positive impact on members' perceived recovery. All of the members (100%) felt that PCCs are a place that makes them hopeful about their recovery. In addition, the majority of respondents felt PCCs were places that provided them the support they needed in general (93%) and the support that they needed for recovery (93%). Ninety percent (90%) of respondents felt engaged and involved at PCC's and over ninety percent (93%) learned how to take responsibility for themselves and for their recovery and felt that the core groups that they attended contributed to this and were helpful for their recovery. Table 9: Peer Connection participation on recovery N % Agree/ Strongly Agree PCC is a place that makes me feel hopeful about my recovery 41 100% PCCs provides the support that I need to recover 41 93% I get the support I need at PCC 40 93% The core groups that I attend are helpful for my recovery 40 93% I have learned how to take responsibility for myself and my recovery at PCC's 40 93% I feel that I am engaged and involved at PCC's 41 90% *Scale: Strongly Agree; Agree; Disagree; Strongly Disagree B-167 Members were then given the opportunity to share their own sentiments about how the PCC has helped them in their recovery and supported their mental and emotional well-being. I have friends here Ever since I have been coming to Peer center, the Coaches and some of my Peers have given me a sense of positive inspiration. I feel this place supports my sobriety. My stories are from my one on ones I have had with people here there have been times I have been low, and someone saw me trying to ignore my pain and had to say something and I shared what was going on with me and others come around and talked about positive things about me and opened up and helped me walk out the door and wake up the next day. My emotional stability got better through attending core groups at peer connection centers. This happened by applying what I learned from the groups. PCC has helped me with my wellness and therapy, supported me with my AA and N A has coached me with things I needed within the center. The best safe zone I've been to get out of the house. A sanctuary from home life. I like coming to group to see all the faces and spending time with people. This helps me take my mind off of anxiety. We are especially proud that members who attended PCCs in the last year made extremely positive changes to their behavior that impacted their health. Specifically, three quarters of the members (76%) had started eating healthily in the last year, and over half of the members had started exercising (59%). Almost a third (29%) of the respondents had joined a support group, a quarter (24%) started attending AA or NA and 17% attended a health and wellness class outside of PCC's. Of those who were smokers, 22% had quit smoking while attending PCCs in the last year. Table 10: Behavior changes while at PCCs in the last year Have you made any of the following changes while at PCCs in the last year? N % Yes Started eating healthy 31 76% Started exercising 24 59% Joined a support group 12 29% Started attending AA or NA 10 24% Quit smoking (if a smoker) 9 22% Attended a health and wellness class outside of PCC's 7 17% Members shared ways in which PCCs had helped them change their behaviors: This feels like a safe place to me with nice people, and hanging out here keeps me from hanging out at liquor store or in other places where I might pick up a drink. I got involved with PCC in Antioch, one time or quite a few times I have to answer questions about myself, and I felt better about myself finding the things that improve me and my happiness and well being I got off cigarettes and vaping, as well as drugs and alcohol. B-168 Coming here has made my life happier. it has given me an outlet, where before I was just stuck at home. Now I have somewhere to go and enjoy being around people. I have gotten better about my drinking. Started eating healthy again. Seeing a therapist. Managing OCD, working on not having it so chronic. I’ve become more social. I have been able to talk more during my time here. PEER CONNECTION IMPACT ON PARTICIPANT HEALTH & WELLBEING, INDEPENDENCE AND PEER INTERACTION. Peer Connection members are encouraged and supported to engage in activities and are offered services that promote natural support. The recovery-focused curriculum centers on managing one’s mental/physical/emotional well-being, developing and maintaining healthy relationships, creating a support network and prioritizing wellness. Several survey items addressed improvements to the well-being of the Peer Connection members in terms of emotional, physical, and mental health while attending PCC's (see table 11). When averaging responses to self-perceived improvement of their own mental, physical and emotional well-being, 90% of members agreed or strongly agreed that Peer Connection membership had contributed to an improvement in their health (emotional, physical, mental well-being). Two further items assessed the extent to which members felt an increase in their independence and social interactions with peers. Eighty-five percent (85%) of members reported that they had more interactions with peers during the year and 88% felt that PCCs supported and/or increased their independence. Table 11: Peer Connection Member Well-being and Health During the last year… N % Agree/ Strongly Agree PCCs contributed to improvement in my mental well-being 41 95% PCCs contributed to improvement in my physical well-being 41 85% PCCs contributed to improvement in my emotional well-being 41 90% PCCs contributed to improvement in my mental, physical and emotional well-being 41 90% PCCs supported and/or increased my independence 41 88% PCCs supported and/or increased my interactions with peers 40 85% *Scale: Strongly Agree; Agree; Disagree; Strongly Disagree Members discussed ways in which PCCs had impacted their mental and emotional wellbeing: Learning about Depression, I've been taught how to cope with it. Tried the coping methods and it worked really well. Yes, by becoming more independent, and taking care of myself. Brotherhood is important even if in little amounts. Each and every one member, man or woman matters and is connected worthy. That's all I have to say about that. The one on one sessions with Rivanda (coaching sessions) gave me incentive to progress and do things in the right way from the poor decisions I've made in my life. B-169 It's a supportive environment where I can spend the day and interact instead of staying home all the time. It’s helpful, it gets me out of the house to have peer connection friends. My mental health gets better here. I used to be lonely without people around, now I'm connected with people. SATISFACTION WITH PEER CONNECTION ACTIVITIES Satisfaction with the Peer Connection Activities was high with 95% of respondents satisfied or very satisfied with the activities and programs that they attended at Peer Connection in the last year(see table 12). All those who responded (100%) were satisfied with the My Wellness program and almost all (97%) were satisfied with the transportation service provided. Ninety-five percent of respondents show high satisfaction for Meal Programs, Arts program, NAA & NA Support programs, 94% with the Coach time and 92% with Morning Let’s Connect, Core Groups and Social Act ivities. Table 12: Satisfaction with PCC's activities: During the last year, how satisfied were you with the following activities that you participated in: N % Satisfied/ Very Satisfied I am satisfied with the Peer Connection activities and programs I attended in the last year 41 95% My Wellness 34 100% Transportation 30 97% Meal Programs 37 95% Arts, Crafts and music 37 95% NAA and NA Support programs 19 95% Coach Time 33 94% Morning let’s connect 39 92% Core Groups 38 92% Social Activities 38 92% Scale: Very Satisfied; Satisfied; Dissatisfied; Very Dissatisfied Members remarked on the different activities and programs that they appreciated at PCC's Centers: A little while ago Christina helped me practice my singing. I've been wanting to improve my singing for a long time but have been too embarrassed to do the exercises. Christina was very supportive emotionally and now I feel like it could be possible to get rid of the embarrassment, and eventually be able to practice on my own. When I'm able to practice on my own I plan on taking voice lessons again. Let's Connect, everyone has different ways of saying their stories, my stories are more interesting than others' shares. I like to listen to Chris's stories. Support groups & the community. The meals that are served to the peers are always prepared with love. Get more into Karaoke, more fun & games, more outings, get more members, more wellness discussions, have better meals. When asked to rank the Peer Connection Activities in order of importance to them. Programs/activities were ranked from 1-5 in terms of importance. Using a point system where #1 Rank carried 5 points and #5 Rank carried 1, point, rankings were averaged for each activity and the highest mean indicated the most important activity. The top three B-170 ranked programs/activities were Morning Let’s Connect, My Wellness and Meal Programs. The least important to the members was NAA and NA support programs. Table 13 shows the ranking of importance of programming for Peer Connection members. Table 13: Ranking of Program Activities in terms of importance to the member. Thinking of the Peer Connection activities that you participated in in the last year, rank the top 5 activities in order of importance to you from #1 to #5 N Mean Rank Morning let’s connect 27 3.93 #1 My Wellness 16 3.25 #2 Meal Programs 25 3.24 #3 Coach Time 13 3.08 #4 Core Groups 20 3.05 #5 Arts, Crafts and music 26 2.96 #6 Transportation 15 2.80 #7 Social Activities 22 2.73 #8 NAA and NA Support programs 11 2.18 #9 *Rankings were summed; #1=5 points, #2=4 points, #3=3 points, #4=2 points and #5=1 point; mean was calculated for each activity. OPEN-ENDED RESPONSES At the end of the survey, PCC members were given the opportunity to give feedback in their own words. Questions included what they liked most about PCC's and areas that PCCs could do better. What did you like most about PCC? Program members were asked what they liked most about PCC's. Responses fell into five categories: Community and Connecting, the Location and Environment, Staff, Social Times and Activities, and how PCCs could be improved. Community and Connecting Respondents mentioned that they liked the community and peer connection aspect of PCC – meeting new and diverse people, making connections with them and how welcoming and supportive they were; one respondent likened the group to a family. Connecting with people. meeting new people. My peers. The cohesiveness of group members to share their values and situation. The Peers are my family. The best I like about the Peer Center is the positivity of diversity reflected from all the Peers that exist within the center. They are filled with nice and supportive people. Location & Environment A few respondents liked the location of the center and how it was near to the shops. They called it a ‘good environment’ where people could get help. Hopping in and out. B-171 It's near stores. It’s a good environment and they like to help people. Staff Respondents described staff as ‘nice and considerate’, ‘personable and professional’. One respondent appreciated that staff had lived experience, and another called out a couple of staff in particular to show their appreciation. People and staff here are very nice and considerate. The staff, I appreciate the fact that they have all been through similar to what I've been through. What I like about PCC's Center is the interactions with different peers and peer staff. I feel very comfortable and well put together. The Coaches are personable and professional. You should know that John is a very supportive leader. Trish, Devon, makes the center alright. Social time & Activities Many comments were made about the variety of social activities available and being thankful for having something fun to do with other people. The walks, coffee, break time. Social time. Joining groups & sharing experiences. The activities and communicating with others. Free to do what you want to do. Fun and friends... Doing things every day. The activities and communicating with others. We play fun games and learning about things I'm going through (depression etc.), and the lunches. What can PCC do better? A couple of respondents had some feedback for improving PCC's, asking for groups to be more exciting and to have more peer counselors available and involved. I like groups to be more fun and exciting so people can get into it more. It's a good group/center, but we need some more provisional people who involve everyone in all the groups. More activities that everyone can participate in. There needs to be an increase in peer counselor involvement at PCC's Center. Closing quotes Ultimately, the respondents to the survey were highly positive. In their final thoughts, a few of the members reiterated their appreciation for the PCC's by noting that they should keep up the good work and recommending that others should join. B-172 I recommend others joining the program. I would say, "come if you hear about it!" Keep doing what you're doing, seems like a beneficial thing. Eddy- "PCC helped me learn more by working with me one on one. They gave me hope to keep up with my sobriety as well as helped me with core values that has made me decide that I want to apply for the SPIRIT program. They provided me with the confidence and encouragement I needed to start this new journey". Nick- "The staff has helped me with the department of rehabilitation to get help with schooling. Without them, I would have never heard of the SPIRIT program. That is the most assistance to my recovery that I have could have hoped for. They have also assisted me with getting financial help for books, gas/bus fair and help with clothing" Describe how the program reflects MHSA values of integrated, community -based, culturally responsive services that are guided and driven by those with lived-experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserved; provides access and linkage to mental health care, improves timely access to services, and use strategies that are non-stigmatizing and non-discriminatory. Give specific examples as applicable. The Mental Health Service Act designed to expand and transform California’s behavioral health system to better serve individuals with, and at risk of, serious mental health issues, and their families. MHSA addresses a broad continuum of prevention, early intervention, and service needs and the necessary infrastructure, technology, and training elements that effectively support the public behavioral health system. Recovery is embodied in the vision and mission of Mental Health Connections. which provides a safe and welcoming place where members (called members, not patients or clients or consumers) build on personal strengths instead of focusing on illness. The vision of the PCC's is that every person with a mental health challenge lives a meaningful, productive life. The PCCs strive to provide adults in Contra Costa County experiencing behavioral health challenges with opportunities to recover, achieve goals, find meaning and connect with their community. The Peer Connection Coaches work to develop a partnership alongside members to empower and enhance their social, vocational, and problem-solving skills resulting in the discovery of confidence, purpose and hope. Regardless of their role, every participant of a PCC has equal rights, responsibilities and is valued for their contributions. Every individual is important. The PCC's provide health and wellness education through recovery-focused curriculum, vocational training, one-on-one coaching, linkages to community resources, and social-recreational opportunities in a peer-supported environment. Members are considered part of the PCC Wellness Community. Members have access to healthy meals/snacks in the Connection Café and Snack Shoppe. Members build skills and socialize in a safe, stigma-free, strength-based environment focused on recovery and wellness. Each member develops a six-month Peer Connection Wellness Plan relevant to educational/vocational goals and mental/physical/social wellness, with support from a Peer Connection Coach. Peer Connection Coaches are trained Peers who have experienced their own recovery through obtaining education, coping skills, self-management and/or sobriety. Peer Connection Coaches share what they have learned and accompany program members on their individualized and strength-based journeys toward recovery. B-173 Include examples of notable community impact or feedback from the community if applicable. ● Quotes from members throughout. ● We will collect more data from caregivers and community organizations going forward. B-174 AGGREGATE REPORT TOTAL SERVED FOR FY 23-24: AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH - TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 11 201 95 19 326 LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 299 5 2 20 326 IF OTHER, PLEASE SPECIFY: RACE: ETHNICITY (NON-HISPANIC/LATINX) MORE THAN ONE RACE 26 AFRICAN 3 AMERICAN INDIAN/ ALASKA NATIVE 1 ASIAN INDIAN/ SOUTH ASIAN 0 ASIAN 10 CAMBODIAN 0 BLACK/ AFRICAN AMERICAN 84 CHINESE 3 WHITE/ CAUCASIAN 73 EUROPEAN HISPANIC/ LATINO 5 EASTERN EUROPEAN NATIVE HAWAAIAN/ PACIFIC ISLANDER 2 FILIPINO 1 OTHER 27 JAPANESE DECLINE TO STATE/ DATA NOT CAPTURED 76 KOREAN 2 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 326 MIDDLE EASTERN 1 VIETNAMESE 2 MORE THAN ONE ETHNICTY 4 B-175 OTHER 6 ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN DECLINE TO STATE/ DATA NOT CAPTURED 316 CENTRAL AMERICAN 2 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 326 MEXICAN AMERICAN 1 PUERTO RICAN SOUTH AMERICAN 2 OTHER 5 SEXUAL ORIENTATION: HETEROSEXUAL 217 QUESTIONING / UNSURE 8 GAY / LESBIAN 12 ANOTHER SEXUAL ORIENTATION 1 BISEXUAL DECLINE TO STATE/ DATA NOT CAPTURED 87 QUEER 1 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE 154 MAN 154 FEMALE 136 WOMAN 136 DECLINE TO STATE/ DATA NOT CAPTURED 36 TRANSGENDER 2 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 326 GENDERQUEER / NON-BINARY 1 QUESTIONING 8 ANOTHER GENDER IDENTITY DECLINE TO STATE/ DATA NOT CAPTURED 25 B-176 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 326 ACTIVE MILITARY STATUS: VETERAN STATUS: YES 5 YES 11 NO 298 NO 289 DECLINE TO STATE/ DATA NOT CAPTURED 23 DECLINE TO STATE/ DATA NOT CAPTURED 26 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 326 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 326 DISABILITY STATUS: DISABILITY TYPE: YES 194 DIFFICULTY SEEING 42 NO 41 DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD 2 DECLINE TO STATE/ DATA NOT CAPTURED 91 PHYSICAL MOBILITY 41 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 326 CHRONIC HEALTH CONDITION 89 OTHER 3 DECLINE TO STATE/ DATA NOT CAPTURED 149 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 326 COGNITIVE DISABILITY: YES 48 DECLINE TO STATE/ DATA NOT CAPTURED 90 NO 188 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 326 B-177 PROVIDED IN-HOUSE MH SERVICES: NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES 326 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 326 REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES 67 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 54 AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: 3.6 AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES 3-4 B-178 OFFICE FOR PEER AND FAMILY EMPOWERMENT (OPFE) - PEI ANNUAL REPORTING FORM FISCAL YEAR: 2023 – 2024 PEI STRATEGIES (CHECK ALL THAT APPLY): PREVENTION EARLY INTERVENTION OUTREACH X STIGMA AND DISCRIMINATION REDUCTION ACCESS AND LINKAGE TO TREATMENT IMPROVING TIMELY ACCESS TO TREATMENT SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): CHILDHOOD TRAUMA EARLY PSYCHOSIS YOUTH OUTREACH AND ENGAGEMENT CULTURE AND LANGUAGE OLDER ADULTS EARLY IDENTIFICATION NARRATIVE REPORT Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) • The Committee for Social Inclusion, a stigma and discrimination reduction initiative supported by OPFE staff, facilitated 12 monthly committee meetings including participation from 380 community members (duplicated count) and 12 monthly planning sessions including participation from 92 community members (duplicated count). • Social Inclusion committee members, in addition to OPFE support staff, engaged in tabling and outreach at 12 community events, interacting with 628 members of the public while sharing mental health resources and information on reducing stigma. • The Social Inclusion committee distributed 103 advocacy campaign t-shirts to community members. • As part of OPFE’s coordination of the countywide evidence-based Wellness Recovery Action Plan (WRAP) program, county-employed WRAP Facilitators facilitated 3 WRAP Seminar I trainings with a total of 58 participants who learned how to complete their own personal WRAP. • County-employed WRAP facilitators, in coordination with OPFE, provided 1-on-1 WRAP facilitation with a total of 9 participants who learned how to complete their own personal WRAP. • Overcoming Transportation Barriers (OTB) Flex Funds processed 40 requests on behalf of clients and/or caregivers for one-time financial assistance for transportation-related needs to help sustain appointment B-179 attendance with county-operated behavioral health programs. Briefly report on the services provided by the program during the past reporting period. Please include (as applicable): target population(s), program setting(s), types of services, strategies/activities utilized (including any evidence-based or promising practices), needs addressed and follow up. Please note any differences from prior years or any challenges with implementation of the program, if applicable. Social Inclusion progressed in its focus on educating clients, family members, providers, and members of the community of every background about the detrimental effects of internal, external and institutional stigma and discrimination while uplifting the values of wellness, recovery, resiliency, and cultural responsiveness for every person. 9 of 12 committee meetings were in-person, including venues across various county regions such as Antioch Peer Connections Center in August, FIERCE Advocates in Richmond in September and April, and Connections House in Concord in October, as well as special outdoor meetings such as a May Mental Health Awareness Month celebration at Pleasant Hill Park followed by a meeting acknowledging Pride Month and Juneteenth at Todos Santos Plaza in Concord in June. WRAP continued serving clients of county-operated programs and community-based organizations (CBOs) with groups taking place at various county and CBO locations. OPFE staff supported WRAP facilitators in various county settings as they worked to educate their peers to utilize the evidence-based practice as a resource for personal wellness, with clients being empowered to lead and guide their own recovery journeys. In coordinating the county’s transition from utilizing WRAP to employing the curriculum of Taking Action for Whole Health and Wellbeing, OPFE supported the training of 6 county-employed mentors by staff from the Copeland Center for Wellness and Recovery to equip the mentors to train their colleagues in facilitating the new curriculum. OPFE staff convened 10 steering committee meetings including the 6 WRAP/Taking Action Advanced Level Facilitators for program planning, as well as facilitator support meetings open to all county- employed facilitators. OTB Flex Funds moved forward in meeting transportation-related needs to assist clients and caregivers in getting to their behavioral health appointments. Briefly report on the outcomes of the program’s efforts during the past reporting period. Please include (as applicable): Quantitative and qualitative data, data collection methodology (including measures for cultural responsiveness and confidentiality), evaluation, and use of information gathered. Please note how these outcomes compare to your measures of success at the outset of the past reporting period. The number of in-person Social Inclusion committee meetings more than quadrupled over the previous fiscal year, increasing outreach and engagement in multiple settings throughout the county. Community members received Social Inclusion advocacy campaign t-shirts designed with committee members’ input, including the slogan “Hope starts with us. We are people, not cases.” OPFE coordinated WRAP Seminar I training for 48 SPIRIT 2024 students, 5 clients from East County Adult Behavioral Health, and 5 parents from West County Children’s Behavioral Health. WRAP 1-on-1 facilitation served 2 clients at Central County Adult Behavioral Health, 3 clients at the Assisted Outpatient Treatment (AOT) program, and 4 clients at Older Adult Mental Health. OTB Flex Funds quadrupled its number of requests fulfilled over the previous fiscal year, allowing the project to expand its inclusion of clients and caregivers in obtaining transportation-related assistance. Describe how the program reflects MHSA values of integrated, community-based, culturally responsive services that are guided and driven by those with lived-experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserved; provides access and linkage to mental health care, improves timely access to services, and use strategies that are non-stigmatizing and non-discriminatory. Give specific examples as applicable. Social Inclusion reflects MHSA values through emphasizing the importance of wellness, recovery, resiliency, and cultural responsiveness in every person’s life and the imperative of overcoming stigma and discrimination in our community. WRAP promotes self-determination in pursuing wellness for the populations served by the behavioral health system of B-180 care. OTB Flex Funds promotes access to services through aiding clients and caregivers in getting to appointments. Include examples of notable community impact or feedback from the community if applicable. As a runup to the Mental Health Awareness Month Board of Supervisors Proclamation in May, OPFE provided Social Inclusion T-shirts to members of the Mental Health Commission, including the Board of Supervisors representative from District IV, increasing the footprint of the initiative. In addition to receiving their Certificates of Achievement for the overall training, members of the SPIRIT Class of 2024 were also awarded Certificates of Completion for WRAP Seminar I, empowering them to do 1-on-1 WRAP facilitation with peers. OTB Flex Funds was able to assist clients and caregivers in a variety of ways, including providing Clipper Cards for transit fare, gas cards, vehicle maintenance, payment of insurance, DMV fee payments, bikes with locks and helmets, and driver training. B-181 AGGREGATE REPORT Include the following demographic data, as available, for all individuals served during the prior fiscal year: (NOTE: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL SERVED FOR FY 23-24: 1,310 AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH - TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) X LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) X IF OTHER, PLEASE SPECIFY: RACE: ETHNICITY (NON-HISPANIC/LATINX) MORE THAN ONE RACE AFRICAN AMERICAN INDIAN/ ALASKA NATIVE ASIAN INDIAN/ SOUTH ASIAN ASIAN CAMBODIAN BLACK/ AFRICAN AMERICAN CHINESE WHITE/ CAUCASIAN EUROPEAN HISPANIC/ LATINO EASTERN EUROPEAN NATIVE HAWAAIAN/ PACIFIC ISLANDER FILIPINO OTHER JAPANESE DECLINE TO STATE/ DATA NOT CAPTURED X KOREAN TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) MIDDLE EASTERN VIETNAMESE B-182 MORE THAN ONE ETHNICTY OTHER ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN DECLINE TO STATE/ DATA NOT CAPTURED X CENTRAL AMERICAN TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) MEXICAN AMERICAN PUERTO RICAN SOUTH AMERICAN OTHER SEXUAL ORIENTATION: HETEROSEXUAL QUESTIONING / UNSURE GAY / LESBIAN ANOTHER SEXUAL ORIENTATION BISEXUAL DECLINE TO STATE/ DATA NOT CAPTURED X QUEER TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE MAN FEMALE WOMAN DECLINE TO STATE/ DATA NOT CAPTURED X TRANSGENDER TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) GENDERQUEER / NON-BINARY QUESTIONING ANOTHER GENDER IDENTIY B-183 DECLINE TO STATE/ DATA NOT CAPTURED X TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) ACTIVE MILITARY STATUS: VETERAN STATUS: YES YES NO NO DECLINE TO STATE/ DATA NOT CAPTURED X DECLINE TO STATE/ DATA NOT CAPTURED X TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) DISABILITY STATUS: DISABILITY TYPE: YES DIFFICULTY SEEING NO DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD DECLINE TO STATE/ DATA NOT CAPTURED X PHYSICAL MOBILITY TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) CHRONIC HEALTH CONDITION OTHER DECLINE TO STATE/ DATA NOT CAPTURED X TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) COGNITIVE DISABILITY: YES DECLINE TO STATE/ DATA NOT CAPTURED X NO TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) B-184 PROVIDED IN-HOUSE MH SERVICES: NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES N/A NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE N/A REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES N/A NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE N/A AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: N/A AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES N/A B-185 PEOPLE WHO CARE CHILDREN ASSOCIATION - PEI ANNUAL REPORTING 2023 -2024 FISCAL YEAR: 2023 – 2024 PEI STRATEGIES (CHECK ALL THAT APPLY): X PREVENTION X EARLY INTERVENTION X OUTREACH X STIGMA AND DISCRIMINATION REDUCTION X ACCESS AND LINKAGE TO TREATMENT X IMPROVING TIMELY ACCESS TO TREATMENT SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): X CHILDHOOD TRAUMA X EARLY PSYCHOSIS X YOUTH OUTREACH AND ENGAGEMENT X CULTURE AND LANGUAGE OLDER ADULTS EARLY IDENTIFICATION NARRATIVE REPORT Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) • Hire a full-time Clinical Therapist through its Clinical Success After-School Program to provide clients with social, emotional, and behavioral treatment necessary to prevent further episodes of illness, increase advocacy and case management as appropriate, referral and linkage to higher levels of care as needed, and reduce stigma and discrimination services at no cost to clients and client families • Negotiate with Hume Counseling Center Pittsburg to make available a Hume Counseling Center Pittsburg part- time mental health clinician (intern) to provide clinical support to clients and families on PWC's caseload for services. • Negotiate a Memorandum of Understanding (MOU) with the Pittsburg Unified School District to provide clinical services to clients needing services on and off school sites • Provide mental health, educational and vocation job training for two hundred (200) multicultural clients residing in marginalized communities in Pittsburg/Bay Point, Antioch, and surrounding communities in East Contra Costa • Provide incentives (stipends) to clients for their participation, empowerment, and leadership in the PWC Environmental Job Training, Community Service and Leadership Programs • Conduct classes and projects at the program site and other properties made available to PWC in the community B-186 Briefly report on the services provided by the program during the past reporting period. Please include (as applicable): target population(s), program setting(s), types of services, strategies/activities utilized (including any evidence-based or promising practices), needs addressed and follow up. Note any differences from prior years or any challenges with program implementation, if applicable. People Who Care (PWC) is a Mental Health Youth Development Agency that offers free, therapeutic services to youth enrolled in its Clinical Success program. For this Fiscal Year 2023-24, PWC planned to serve 200 multicultural clients residing in marginalized communities at risk of dropping out of school or turning to crime in Pittsburg/Bay Point, Antioch, and surrounding communities in East Contra Costa in its Clinical Success After-School Program. PWC served 239 unduplicated at-risk clients in its clinical program this past reporting period. The PWC program aims to help clients build self-esteem, boost confidence, create safety plans, and work together with their families. Through therapy, clients can promote emotional awareness, learn strategies to cope with stress and anxiety, navigate adolescent pressures, and cope with trauma. The PWC program implements strategies to engage at-risk clients to prevent further psychosis (i.e., withdrawing socially and spending more time alone, sudden drop in grades, anxiety, lack of motivation, etc.) and juvenile criminal justice system involvement. Services are voluntary and were provided concurrently by two Hume Counseling Center Clinicians (Doctoral Intern Part-time) Stephanie Santiago-Castro on Monday, Tuesday, and Wednesday from 2:00pm to 6:00pm, August 2023 to May 2024 and (AMFT Part-time) Rhianna Ray on Monday and Tuesday from 12:00pm to 6:00pm, March 2024 to present, who provided mental health service opportunities to sixty- one (61) clients and client families, some experiencing depression and anxiety. On June 1, 2024, with Contra Costa Behavioral Health's approval, PWC successfully hired a full-time clinical therapist, Karla Artiga-Gomez, ASW #123510. Nonetheless, due to the need, PWC plans to continue working with the Hume Center in Pittsburg to support the Clinical Success Program clients on the PWC waiting list to receive services in the clinical program. We hope to finalize and complete the MOU with the Hume Center for this service by the end of August 2024. However, to ensure clients' satisfaction and continued and future engagement with the Clinical Success Program, we employ various evidence-based engagement strategies with specific actions and activities designed to effectively engage with our target population, which includes addressing the understanding of their needs, preferences, and behaviors of our clients designed to create experiences that have a particular meaning or importance to them in personal or emotional ways. For example: Since 2011, PWC has conducted its annual Therapeutic Summer Program, including this fiscal year from July 15 to August 02, 2024. PWC's Therapeutic Summer Program has proven to be a transformative experience for our clients. This year, we were fortunate to have hired a full-time clinical therapist who could join our team, enriching the program with professional guidance and therapeutic interventions. The therapist's participation fostered a safe and supportive environment where our 15 clients could express their thoughts and feelings openly. Through group sessions and individual check-ins, the therapist helped our clients navigate the emotional challenges during the program, ensuring that each activity was educational and deeply therapeutic. This therapeutic approach enabled our clients to build resilience, develop healthy coping mechanisms, and experience personal growth in a structured yet nurturing setting. We carefully designed the selected activities to align with our commitment to mental health care, providing our clients with experiences promoting emotional well-being and self-discovery. Our outings to places like the historic Black Diamond Mines, the Exploratorium, and the California Academy of Sciences were more than just excursions; they were therapeutic engagement and reflection opportunities. Each day, our clients participated in group discussions where they explored the emotions and thoughts triggered by the day's activities. These conversations allowed them to process their experiences in real-time, deepening their understanding of how external events can influence their internal states. Whether connecting with local history, sparking curiosity in science, or marveling at the natural world, these experiences were catalysts for deeper self-awareness and emotional healing. B-187 Additionally, the program incorporated mindfulness practices during outings, such as guided reflections at the scenic Lands’ End Trail and quiet moments of observation at the Oakland Zoo. These practices were instrumental in helping clients ground themselves, reduce anxiety, and cultivate a sense of peace and connection with their surroundings. By integrating meaningful connections into every aspect of the program, we ensured that clients were left with new knowledge and memories, a strengthened sense of self, and a renewed perspective on their growth journey. In its Green Jobs Training Program this year, in collaboration with the EBRPD, PWC's clients participated in the program with the goals of connecting the Regional Parks, sharing stories, creating interpretive content related to various themes of parks, and learning about a variety of staff positions while building social skills applicable to employment at EBRPD. PWC had the privilege of partnering with the East Bay Regional Park District (EBRPD) for the annual Youth Development Program twice this year. The first session, held from July 18 to August 3, 2023, was followed by the second from June 24 to June 28, 2024. Throughout these engaging programs, 16 unduplicated youth participated in daily excursions to various regional parks, immersing themselves in their rich history and development. The program emphasized hands-on learning, with participants conducting research and presenting their findings, thereby honing their research, presentation, and critical thinking skills in an interactive and supportive setting. A notable highlight of the Youth Development Program was the visit to Thurgood Marshall Regional Park, Home of the Port Chicago 50. This visit allowed PWC clients to connect deeply with the historical significance of the Port. Marking the 80th anniversary of the explosion, the Secretary of the Navy's dismissal of the Port Chicago 50 added a powerful and timely dimension to the program. We are honored to share the success of the youth participants' reflections on this significant story, highlighting the transformative educational and emotional experiences facilitated through our collaboration with EBRPD. The Regional Parks Foundation generously supported this program. Ten (10) clients were provided $500 each by the EBRPD for participating in the Thurgood Marshall Regional Park: Home of the Port Chicago 50 job training program centered around social justice and parks. Furthermore, through its program's Community Service component, PWC successfully supported twenty-eight (28) unduplicated clients by providing incentives or community service hours (those assigned community service hours) for their leadership and participation by engaging them in community events and participating in various city and cultural events. One-hundred and ten (110) unduplicated clients referred to the program by the Students Attendance Review Board (SARB), Court, Probation, and Graduation programs, totaling 3,405 hours in the community by participating in several city, community, and cultural events as follows: Pittsburg Car Shows, PWC Therapeutic Summer Program, Pittsburg Seafood Festival, Pittsburg Senior Center Events, Music Festival, Youth Empowerment Summit, Bay Point Community Health Collaborative, Halloween Bash, Turkey Giveaway Event, Easter Egg Hunt, Bay Point Dinner Award, MLK and Cesar Chevez Events, Church Community Events, Chamber Christmas Event, Green Footprint Festival, Measure X Listening Session, and City of Pittsburg Clean-ups, name a few. In addition to the above, community service events involving PWC clients for the fiscal year also included hours contributed by volunteers, totaling 3,965 hours. Finally, for this fiscal year, because of PWC's success in providing programs and services for at-risk youth referred by the Pittsburg Unified School District (SARB) Student Attendance Review Board to the PWC Clinical Success After-School Program throughout the past several years, PWC, in collaboration with the Pittsburg Unified School District PWC, provided its School & Community-Based Services pilot program for vocational training, mentoring, counseling, and peer group support to its students at the three middle schools (Rancho, Hillview, and Martin Luther King Junior, and one elementary school, Willow Cove Elementary) for the 2022-23 school year. During this school year, PWC served (62) students/clients in its School & Community-Based Program. On July 5, 2024, PWC submitted its cost proposal to continue providing reference services to the schools mentioned above' students for the upcoming 2024-25 school year. We plan to finalize and complete the MOU with the Pittsburg Unified School District for this service by the end B-188 of August 2024. As mentioned above, for this fiscal year, PWC planned to serve 200 clients in the Clinical Success After-school Program, its job training, and community service components. PWC served 239 clients in all its programs this fiscal year. Thus, it is essential to note, however, despite not having a full-time Clinician until June of this year, PWC served in its Clinical Success Program (10) Unduplicated clients and (51) duplicated clients from other services, such as the Pittsburg Unified School District Attendance Review Board (SARB), Probation, Court, etc. Thus, of the (61) clients referred for clinical services, (43) clients participated at least once this fiscal year. Briefly report on the outcomes of the program’s efforts during the past reporting period. Please include (as applicable): Quantitative and qualitative data, data collection methodology (including measures for cultural responsiveness and confidentiality), evaluation, and use of information gathered. Please note how these outcomes compare to your measures of success at the outset of the past reporting period. PWC measures clients' risk, protective factors, and mental, emotional, and relational functioning through an initial Pre- Survey, quarterly follow-up Surveys, and a final Post Survey. In addition, clients often self-report their emotional state to staff during PWC events, at the office during PWC after-school hours, or through text and telephone check-ins. Therapy clients self-report functioning weekly, with additional feedback provided through clinician discussions with caregivers. Therapy clients primarily meet in person, though telephone and Zoom sessions are also provided. Offering therapy clients options for session modality, access to staff members, and invites to PWC events has kept clients engaged and connected. They are welcomed to myriad offsite and on-site programs throughout the week to foster a sense of belonging, build resilience and enhance emotional stability. Our staff is a diverse group of professionals from African American, Latinx, and Caucasian backgrounds. Additionally, our Office Manager and Program Director, and Clinician speak fluent Spanish to communicate and support many clients/families from Spanish-speaking homes. Our data-collecting methods help maintain clients' confidentiality. A client's confidential personal data is assured by following strict guidelines for collecting and managing the client's information. Clinical data are being filed away through ‘Theranest’ [Electronic Health Record (EHR) system], while clients' program information is locked in the PWC office in double-locked file cabinets away from the reach of our clients. EVALUATION FINDINGS Metrics such as improved school attendance, decreased behavioral problems, and completed community hours support our program's efficacy. School Day Attendance Data from Pittsburg Unified School District (PUSD) PWC acquired this data through connections made at Unified School Districts in East Contra Costa County and staff from our participants' schools. PWC secured permission from parents/guardians. Probation Data from the Contra Costa County Juvenile Services Department PWC acquired data on recidivism from the Contra Costa County Juvenile Services Division that reported on the number of students who committed an offense, re-offended, or went to the juvenile hall while participating in the PWC After-School Program. Summary of Findings (Actual Outcomes as Compared to Target: Fiscal Year 2023-2024) Outcome Measure Target Actual Percent B-189 50% of the total number of Youth Green Jobs/Financial Literacy Training Program participants will increase their knowledge and skills related to entrepreneurship, financial literacy and personal finance, environmental justice, and sustainability according to program curricula for the duration of their program participation. 50% 100% 200% 65% of the youth program participants will show improved youth resiliency factors (i.e., self-esteem, relationship, and engagement.) 65% 84% 129% 75% of the youth program participants will not re-offend for the duration of their program participation. 75% 100% 133% 70% of youth participants will report that they have a caring relationship with an adult in the community or at school during their program participation. 70% 86% 122% There will be a 60% increase in school day attendance among youth participants for the duration of their program participation. 60% 92% 153% There will be a 60% decrease in the number of school tardiness among the youth participants for their program participation. 60% 100% 166% Describe how the program reflects MHSA values of integrated, community-based, culturally responsive services that are guided and driven by those with lived-experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserved; provides access and linkage to mental health care, improves timely access to services, and use strategies that are non-stigmatizing and non-discriminatory. Give specific examples as applicable. PWC's triage assessment approach aims to ensure that clients receive timely and appropriate levels of care. Depending on client needs, this approach offers clients clinical services through participation in PWC community programs, individual and group therapy, and referrals to additional outside services. Under the triage model, participants complete an intake packet, identifying their unique reasons for working with PWC. Our Peer Counselor, Mr. Jose, meets all clients to review their intake information, discuss client needs, and determine community resources currently being used. Our Resource Specialist, Ms. Pope, examines the intake packet plus additional information gathered by the Peer Counselor and then determines which PWC services would most benefit the client. Ms. Pope also links families to other community services such as food providers, housing support specialists, and medical providers if needed. Clients identified during the initial assessment phase as likely to benefit from further mental health support are referred to the clinician. The clinician reviews the intake information and then contacts the client and caregivers to introduce herself, explain the clinician's role, learn more about what is going on for the client, and set a time for weekly therapy sessions. During the initial session, the clinician explains confidentiality, limits to confidentiality, and informed consent. The clinician also builds rapport, further assesses client needs, and develops a treatment plan to reduce the client's symptoms within a brief therapy framework. Under the triage model, clients not referred for therapy upon intake may later be referred by staff. As youth begin to participate in events and become familiar with staff, they at times share new information or show signs of distress. Ms. Adriana, PWC’s Office Manager, and Mr. Jose are crucial in identifying and linking clients to PWC's psychological services. Their cultural competence and bilingual skills facilitate rapport, trust, and open communication, and they are keen observers of possible client distress. Moreover, on some occasions, clients reveal to trusted staff resource needs previously unmentioned during intake, and PWC staff can then provide the necessary referrals and links to outside services. All staff are mindful of cultural differences and possible stigma related to mental health services, and staff approach client and family struggles with understanding, compassion, and acceptance. Our sensitive and open communication, internal referral system, and clear protocols all play a vital part in making the triage model work – a model which greatly reduces barriers to accessing mental health services. PWC essentially operates under a continuum of care model. For most participants, PWC's values-based community B-190 programs led by emotionally sensitive and culturally competent staff provide a safe space for clients to process their unique life situations, build healthier relationships, gain confidence, develop problem-solving skills, and build resilience. In addition, PWC's programs -- including experiential outings, community service projects, and in-house events -- provide opportunities for clients to cultivate their curiosity, practice serving others, establish relationships in the community, and make new positive peer connections. In those cases where clients are experiencing particularly elevated levels of distress, a higher level of care in psychological services is also provided. Due to the high levels of stigma related to mental health, PWC strives to reduce resistance to exploring therapy. This year, the clinician had an opportunity to participate in the PWC Therapeutic Summer Program events, and clients could see the clinician as just another regular person and interact with her outside the formal intake process. During its Therapeutic Summer Program, clients were encouraged through group sessions and individual check -ins; the therapist helped our clients navigate their emotional challenges during the program, ensuring that each activity was educational and deeply therapeutic, which motivated one client who initially resisted mental health services to request clinical services eventually and to be seen by the clinician. By normalizing mental health services and therapeutic conversations, we de-stigmatize and dismantle preconceptions about therapy and mental health care. It is no secret that mental health disparities are rampant in underserved communities, and our program provides much-needed support to our community. Include examples of notable community impact or feedback from the community if applicable. As indicated above, PWC was fortunate to have two clinicians from the Hume Counseling Center available to clients this past fiscal year. Clinician Vignettes (Ms. Stephanie Santiago-Castro Doctoral Intern Part-time): Rebecca is a client whose came to PWC seeking services to complete her community hours and was interested in therapy. Concerns about running away from home, fighting with family members, risky behavior, and the client’s overall mental health. Rebecca was able to engage in therapy, throughout the sessions Rebecca was able to explore how childhood traumas might relate to current behavior. She also had the opportunity to explore in session how she is impacted by family dynamics and how this has put her in a dangerous situation for herself. Rebecca has expressed in the therapeutic sessions how she values therapy and understands it as an important element to her life as she feels it is a place where she feels understood, and not judged. She says, “I feel comfortable in a place I can express myself safely.” Rebecca has become aware that prior patterns of wanting to run away from home might be related to feeling unheard or rejected by her family members. Rebecca felt heard, respected, and validated by Ms. Stephanie, and she noticed herself thinking, “It is very hard for me to express my feelings, but I am able to express them here, as I don’t do it with anyone else or rarely any people”. Pedro is a client whose mom sought therapy over concerns that Pedro was isolating himself from the family, had challenges with his overall self-esteem, and having arguments with his dad. During individual therapy Pedro expressed feelings of finding it challenging to express his emotions. Mom shared that she hoped Pedro would have more coping skills to boost his self-esteem and confidence in himself. After the clinician validated Mom’s concerns and described how positive parenting skills might be useful, Mom agreed to experiment with different ways of disciplining Pedro to gain more compliance for following instructions and directions at home. After a few sessions, Mom expressed that home life had improved, and Pedro was able to feel more confident in himself and started going out more and socializing with his peers. Pedro decided to continue therapy next academic year, due to noticing that he is shy and needed to “work on social skills.” Julio was brought in for therapy by his mother due to symptoms of depression and having poor grades at school. In session, Julio shared his fears about failing school, disappointing his mom, his anxiety about his emotional reactivity, and his concerns about feeling unsure of how to establish himself as an independent adult. Through clinician psychoeducation, he gained more knowledge about the importance of creating and establishing organizational skills. B-191 Julio stated that therapy for him is a place to talk about things he would not feel comfortable sharing with anyone else but his cousin who is the other person he greatly trusts. He also seems to be very happy in session when sharing about his hobbies specifically mainly playing soccer, and the clinician engaged and supported client’s interests by validating the client’s. Julio now says he will work on working towards his academic goals this upcoming year, by putting into practice the skills and strategies learned in therapy for a better academic performance. Mom says that since starting therapy, the there has been a change in his behavior. He has become more aware of how his actions impact his overall mood and academic performance. In addition, he had been experiencing a lack of self-care and by the end of the therapeutic sessions he even got a haircut. PWC will continue to offer services to this family after the summer break and in the beginning of the new academic year, to continue to support Julio with his symptoms of depression and poor grades at school. Clinician Vignettes (Ms. Rhianna Ray AMFT Part-time): Fourteen-year-old Alex had a way of lighting up a room, her kind heart and sharp mind making her stand out among her peers. However, life has thrown her more challenges than most kids her age. Her mother passed away when she was young, and shortly after, her father was incarcerated, leaving Alex and her brother to be raised by her aging grandparents. Recently, her father has been released from prison, returning to Alex’s life amidst the tumultuous environment at home. Alex’s aging grandparents provided and cared for the children to the best of their ability. With good intentions, they held high standards for the children both at school and in their extracurricular activities. Her grandfather, a stern and controlling figure, may have stifled Alex’s growth by imposing rigid restrictions. The grandfather’s antiquated belief that certain activities were not suitable for girls held her back, causing frustration and internal conflict. Alex’s grandparents, once a source of stability, began arguing more. A violent altercation between them shattered the sense of security Alex had started to develop. Despite these obstacles, Alex remained remarkably resilient. Her academic prowess was evident, and her aspirations to attend college were unwavering. Volunteering at People Who Care gave Alex a chance to show her empathy, kindness, and leadership skills, traits that define her unique character. Beneath her composed exterior, Alex grappled with complex emotions – grief for her mother, the incarceration and return of her father, and the increasing tension at home. The psychological toll of her circumstances manifested as anxiety and depression. The trauma of witnessing domestic violence, coping with significant loss and family disruptions weighed heavily on her. Alex’s self-esteem was impacted as well by her grandfather’s restrictive and controlling nature. Alex was motivated to meet with the mental health specialist provided by PWC, and eager to discuss the challenges impacting her mental health and to generate goals in order to find a way forward. Alex’s journey towards mental well-being began with Family Systems Therapy sessions including her grandmother and younger brother, as well as individual therapy sessions, where she found a safe space to fully express herself. Through Cognitive Behavioral Therapy (CBT), she learned to challenge negative thought patterns and develop coping strategies. Grief counseling helped her process the loss of her mother and navigate the complex emotions tied to her father’s reentry into her life. The clinician empowered Alex in counseling sessions aimed at building self-esteem and fostering independence, encouraging her to pursue her aspirations. Therapy sessions facilitated conflict resolution skills, promoted healthier communication with her grandparents, and encouraged effective self-advocating for her individual needs in support of her growth and aspirations. Continued involvement in volunteer activities at People Who Care reinforced her sense of purpose, community connection, and also offered a safe space for Alex to have meaningful experiences with peers who relate to her struggles. Mentors at People Who Care provided additional support for Alex’s academic and emotional needs through coordination with school and counselors, as well as connecting her with role models who inspire and guide her towards her goals. B-192 AGGREGATE REPORT Include the following demographic data, as available, for all individuals served during the prior fiscal year: (NOTE: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL SERVED FOR FY 23-24: 239 AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH - TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 124 115 0 0 0 239 LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 145 3 91 0 239 IF OTHER, PLEASE SPECIFY: RACE: ETHNICITY (NON-HISPANIC/LATINX) MORE THAN ONE RACE 3 AFRICAN 0 AMERICAN INDIAN/ ALASKA NATIVE 6 ASIAN INDIAN/ SOUTH ASIAN 3 ASIAN 3 CAMBODIAN 0 BLACK/ AFRICAN AMERICAN 61 CHINESE 0 WHITE/ CAUCASIAN 29 EASTERN EUROPEAN 0 HISPANIC/ LATINO 122 FILIPINO 0 NATIVE HAWAAIAN/ PACIFIC ISLANDER 6 JAPANESE 0 OTHER 6 KOREAN 0 DECLINE TO STATE/ DATA NOT CAPTURED 3 MIDDLE EASTERN 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 239 VIETNAMESE 0 MORE THAN ONE ETHNICTY 3 B-193 OTHER 96 ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN 0 DECLINE TO STATE/ DATA NOT CAPTURED 15 CENTRAL AMERICAN 117 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 239 MEXICAN AMERICAN 5 PUERTO RICAN 0 SOUTH AMERICAN 0 OTHER 0 SEXUAL ORIENTATION: HETEROSEXUAL 213 QUESTIONING / UNSURE 1 GAY / LESBIAN 3 ANOTHER SEXUAL ORIENTATION 0 BISEXUAL 6 DECLINE TO STATE/ DATA NOT CAPTURED 16 QUEER TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 239 SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE 178 MAN 171 FEMALE 61 WOMAN 42 DECLINE TO STATE/ DATA NOT CAPTURED 0 TRANSGENDER 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 239 GENDERQUEER / NON-BINARY 0 QUESTIONING 1 ANOTHER GENDER IDENTIY 9 DECLINE TO STATE/ DATA NOT CAPTURED 16 B-194 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 239 ACTIVE MILITARY STATUS: VETERAN STATUS: YES 0 YES 0 NO 239 NO 239 DECLINE TO STATE/ DATA NOT CAPTURED 0 DECLINE TO STATE/ DATA NOT CAPTURED 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 239 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 239 DISABILITY STATUS: DISABILITY TYPE: YES 1 DIFFICULTY SEEING 0 NO 239 DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD 0 DECLINE TO STATE/ DATA NOT CAPTURED 1 PHYSICAL MOBILITY 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 239 CHRONIC HEALTH CONDITION 0 OTHER 1 DECLINE TO STATE/ DATA NOT CAPTURED 1 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 239 COGNITIVE DISABILITY: YES 0 DECLINE TO STATE/ DATA NOT CAPTURED 0 NO 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 0 PROVIDED IN-HOUSE MH SERVICES: NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES 61 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 43 B-195 REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES 0 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 0 AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: 1 AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES 1 B-196 RAINBOW COMMUNITY CENTER OF CONTRA COSTA - PEI ANNUAL REPORTING FORM FISCAL YEAR: 2023 – 2024 PEI STRATEGIES (CHECK ALL THAT APPLY): x PREVENTION x EARLY INTERVENTION x OUTREACH x STIGMA AND DISCRIMINATION REDUCTION x ACCESS AND LINKAGE TO TREATMENT x IMPROVING TIMELY ACCESS TO TREATMENT x SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): x CHILDHOOD TRAUMA x EARLY PSYCHOSIS x YOUTH OUTREACH AND ENGAGEMENT x CULTURE AND LANGUAGE x OLDER ADULTS x EARLY IDENTIFICATION NARRATIVE REPORT Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) ● Provide access and linkage to mental health care to the LGBTQIA+ communities with a focus on serving the BIPOC LGBTQIA+ population ● Prevention early intervention services for underserved communities ● Increase in trans and nonbinary youth accessing our programs. ● Improve linkage to mental health care waiting ● Harm reduction ● Clients are able to engage with social and support groups ● Expanding internship opportunities to provide more clinical service, support groups, and community outreach ● Use strategies that are non-stigmatizing and non-discriminatory ● Increase service for people who use substances Briefly report on the services provided by the program during the past reporting period. Please include (as applicable): target population(s), program setting(s), types of services, strategies/activities utilized (including any evidence-based or promising practices), needs addressed and follow up. Please note any differences from prior B-197 years or any challenges with implementation of the program, if applicable. The following annual report flows through describing the following programs and their intersections in the following order: 1. Adult and Family Program a. HIV Prevention b. Older Adult 2. Clinical Program 3. Youth Program 4. Training Rainbow Community Center of Contra Costa County (Rainbow) continues to provide a focus on maintaining and sustaining early intervention opportunities and resources for Lesbian, Gay, Bisexual, Transgender, Queer, Questioning, Intersex, plus (LGBTQIA+) communities of Contra Costa County. We aim to serve LGBTQIA+ marginalized People of Color (POC), persons living with disabilities, people who use substances, older adults and youth that are undocumented and uninsured. Our programming is also committed to serving folks living with HIV, transgender identified community members, and folks with unrecognized health and mental health differences. Our programming provides multiple engaging and learning opportunities that are connected to internal and external services to all community members. Pride and Joy (Tiers 1 and 2) activities arrange opportunities focused on reducing stigma and mental health disparities within our LGBTQIA+ community. Our clinicians have noticed increased rates of anxiety due to financial hardships, isolation, housing instability, suicide, depression, substance abuse and victimization (e.g., bullying, family rejection, Intimate Partner Violence ‘IPV’, sexual assault, and hate violence). Our community programs have centered all services and assistance to prioritize underserved and differently resourced communities. Creating culturally affirmed and welcoming spaces that lead folks to connect to our mental health support services. This increased their ability to cope with oppression when they accessed health and mental health services delivered by Rainbow Community Center. Our staff has noticed that many of our clients are being impacted due to the recent economic changes. This has increased levels of anxiety caused by housing instability and vulnerability to multiple intersections of trauma, specifically for communities that are marginalized due to race, language, socioeconomic status, and other risk factors. Rainbow strategically adjusted our outreach and service model to continue providing more in-person services, such as social and support groups, presentations and events that deliver health promotion messages by increasing LGBTQIA+ community members’ knowledge of local and national resources available to provide mental health support – including Contra Costa County’s Access Line, 211 services, Contra Costa County HIV/STI testing services, local domestic violence and sexual assault services, national suicide helplines and East Bay health and mental health services. We continue to collect client demographic information in order to strengthen and reflect our understanding of the changing needs of our community members. ● Adult and Family Program ○ HIV Prevention Services ■ Our HIV Prevention social and support groups have completely moved to in-person programming. We continue to educate and share resources through multiple social media platforms such as Facebook, Instagram, LinkedIn and Meetup. Part of these outreach strategies include targeted email blasts that educate and inform all community members about our Spanish and English HIV prevention resources and services. ■ Rainbow also offered HIV/STI testing dates primarily at the Center. Between July 1 to December 31, 2023, Rainbow offered it at Club 1220, a local LGBTQIA+ bar in Walnut Creek and longtime Rainbow partner. We stopped offering testing at Club 1220 starting January 1, 2024, due to funding limitations with CCC Health. We also worked with CCC Health to offer testing and prevention education at Pride in the Plaza in July 2023. Our HIV prevention B-198 program created various HIV/STI outreach events with local businesses such as Del Cielo Brewery in Martinez. These events bring visibility to our services in other cities of the county where HIV continues to be stigmatized. Every outreach event allows us to share HIV/STI prevention education, HIV rapid test services while enjoying activities that help reduce depression and isolation experiences that reaffirm our community members about our free services. ■ Our HIV Prevention Manager continues outreach to BIPOC youth, adults, and seniors who continue to be affected by HIV. Our activities help promote HIV, Gonorrhea, Hepatitis C, and Chlamydia testing along with Contra Costa County’s “Home Is Where The Swab Is'' mobile in- home testing alternative. We continue to receive client calls requesting information about our Prep services, testing dates, and social and support groups. Our programming offered a range of monthly social groups in person, including “Men Living with HIV” for HIV positive male identified folx, “Amigos” for our MSM Spanish-speaking clients, “Mocha” for our MSM of color that are living with HIV, and our “Social GuyZing” group that is open and welcoming to all male identified folx including transgender and non-binary men. ■ Rainbow hosted many in-person social events to reduce stigma and connect folks to our HIV Prevention Services in the Latinx Community. Three of our successful events include the Cinco de Mayo party, Dia de los Muertos, and Pride in Martinez. These events targeted our LGBTQIA+ Latinx/Spanish-speaking population in the county. We partnered with multiple businesses and nonprofits that provide HIV/STI prevention services in Contra Costa County. ○ Older Adults ■ Rainbow’s Older Adult Program facilitated two senior luncheons during the first and third Friday of every month. This allowed our regular and newcomer senior attendees to connect, socialize, eat healthy meals, and attend workshops from other community partners like Gilead, Meals on Wheels and Empowered Aging. During the last fiscal year, we continued to have virtual groups and in-person gatherings, this includes our virtual support group “Women of the Rainbow''. This group focuses on empowering women identified folks who have suffered isolation and depression in the past. Our Older Adult Program Manager and volunteers continued to assist older adults to build their technology skills through our continued Tablet Program which provides loaner tablets for seniors in order for them to gain experience with handheld devices and enable them to attend social zoom events, furthering the impact of decreasing feelings of isolation and depression for all who participated. ■ Rainbow’s focus is to provide opportunities for seniors to connect with other program attendees and staff. This includes our Older Adult Program Manager and volunteers conducting wellness check phone calls with all of our program attendees weekly. During our fiscal year, seniors continued to face difficulties with finances, grief, loss, isolation and depression. ■ In addition, we were able to offer free luncheons for our LGBTQIA+ seniors at various local restaurants, all around the county in order to meet seniors near their locations. ■ The Older Adult Program offers an exercise group that meets weekly and allows seniors to connect and learn about multiple techniques to increase movement. ■ Our adapted Friendly Visitor Program (FVP) was facilitated to help members with various needs, providing resources and referrals, such as: reducing isolation in the community, assessing supply needs, physical, mental, emotional and overall wellness. Additionally, our Older Adults Program Manager continued to cross collaborate with Rainbow’s HIV Prevention Manager. This collaboration helped to inform older adults about our free HIV/STI testing, MPOX vaccines, referrals to Prep and PEP education and navigation services. ■ During the first four months of this fiscal year July 1 to October 30, 2023, our Food Pantry program provided seniors with meal deliveries as part of our Kind Hearts Food Pantry Service. We continued distribution of the Senior Nutrition Program while enabling clients to B-199 select their own food based on health needs. Unfortunately, due to the lack of funding and staffing reduction, we suspended the Food Pantry after October 30, 2023. ■ SOAP continues to address the needs of LGBTQIA+ seniors living or transitioning into higher care. The goal of the program is to ensure that our senior members are respected as they transition into these facilities, i.e., appropriate pronouns, access to gender appropriate clothing, visitation rights for partners, etc. ■ Our Older Adult Program continues to provide individual case management and mental health check-ins as needed. Clients benefitted from a myriad of services as well as internal and external resources and referrals to other agencies through our many regional partnerships. ■ While funding is limited, Rainbow was able to provide help to seniors who needed money to pay for utility bills. In this fiscal year, we were able to assist three seniors with stipends to pay their utility bills or help cover a portion of it. ● Clinical Program ○ Rainbow provides counseling sessions to individuals, partnerships, and groups/families within the LGBTQIA+ community. Services are available in person and virtually, these abilities allow for access to services from clients that do not have reliable transportation or leaving their dwelling in general. The availability of virtual clinical services has increased and enhanced access, particularly with our adoption of Simple Practice as an electronic health records platform. In the past year, we’ve seen a significant increase in the demand for our services from various parts of the state, i.e. Southern California, counties of Alameda, Solano, Napa, Los Angeles, etc. along with an increased demand in more remote parts of the county. ● Youth Program ○ The Rainbow Community Center Youth Program aims to empower youth 12-25 to explore their identities, address internalized homophobia, promote resilience, & connect to peers and community through programming, mentorship, peer support, and leadership opportunities. This past fiscal year our programs flourished with the return of weekly drop in spaces, a new support group for trans teens, the continuation of Team Fierce Leadership program and Camp Fierce, our summer day camp in its second year. Additionally, due to the continued need for accessible online programming for teens without access to our location or who feel more comfortable in online groups exploring identity, we launched an online discord channel for our youth community in June 2023. This platform allows us to offer social groups, resources, peer support and mentoring ongoing to our clients in a space that is moderated by our staff and our teen leadership program members. Lastly, with the influx of enthusiastic teen leaders who are looking to develop skills we instituted rotating volunteer roles for our youth including, a peer support mentor, and a social media coordinator. ○ Team Fierce stands for Freedom of Identity and Expression through Rainbow Community Empowerment. Camp FIERCE is an LGBTQIA+ affirming Summer Day Camp led by Rainbow Community Center Youth Program Staff and LGBTQIA+ High School/Young Adult Counselors called Team Fierce. The Purpose of Camp Fierce and Team Fierce is to build a scope and sequence continuum for our Youth Programs that builds over time addressing the needs of younger LGBTQIA+ youth/families in our communities while providing ongoing leadership skills and practice for older teens and young adults successfully preventing negative mental health outcomes at an earlier age by connecting youth and their families to affirming services and programs provided by Rainbow ongoing. Due to the popularity of this program and investment from youth we continued the Team Fierce programming on a monthly basis during the school year and then launched into our second summer with over double the amount of members. ○ Camp FIERCE continued in its third year serving 59 youth. Camp FIERCE is a space where youth who have felt stifled, isolated, and alone, can feel a sense of belonging, creativity, and relief. We envision a space for youth to fully express themselves, connect, play, and feel empowered in their identities, expressions, and leadership. This past summer they learned from LGBTQ+ artists and creators in their community and built connections with each other and the Team FIERCE leaders. We believe in a program that centers the B-200 positive impact of LGBTQ+ teens serving LGBTQ+ youth , which is why we have big dreams to empower our teen leaders through Team FIERCE. We are creating an environment where teens can take positive risks, develop confidence in their leadership skills, and give back to their communities. ○ Team FIERCE: is a summer program that served 59 LGBTQIA+ high school aged youth in 2023 that included a leadership retreat, mentoring, advocacy workshops, and a counselor in training program to work at Camp FIERCE. Specific outreach for this program is centered with intersectional LGBTQIA+ youth. Over time participants who attended Camp FIERCE can become members of Team FIERCE growing a supportive community of LGBTQIA+ young adult activists. Training • Professional Development, Training Workshops & Curriculum • We offer customized training, consultation, speakers, & panels. It would be an honor to support your employees & leadership to elevate your organizational culture. • We facilitate a responsive, interactive, hands on, minds on, hearts on learning experience for all participants to grow in their understanding & practices. • Training on gender identity and sexuality is a core part of our prevention and early intervention work, so we focus on schools. Cultivating an understanding of gender identity and sexuality in adults allows many to become allies but also make adult parents supportive of their queer and gender-queer children. Gender identity and sexuality in schools reduce bullying and the negative impact of bullying (e.g. suicide) among LGBTQIA+ youth. Briefly report on the outcomes of the program’s efforts during the past reporting period. Please include (as applicable): Quantitative and qualitative data, data collection methodology (including measures for cultural responsiveness and confidentiality), evaluation, and use of information gathered. Please note how these outcomes compare to your measures of success at the outset of the past reporting period. ● Adult and Family Program ○ HIV Prevention Services ■ A total of 78 HIV+ LGBTQIA+ community members used one or more of our services, social support groups, and/or attended our events for HIV prevention and support. ● 61 clients received HIV/STI testing services ● 17 clients received social and community support through our support groups: Social Guy’Zing, AMIGOS, and POZ Plus. ■ Our HIV Prevention Program continue to focus on serving BIPOC LGBTQIA+ members in our social and support groups by implementing multiple cultural events for people of color led by our staff and volunteers. ■ Rainbow Community Center’s HIV Support Program has made a profound impact on our local community by providing accessible and comprehensive testing services. With regular testing sessions held at various sites throughout the month, we ensure that individuals have convenient access to HIV and STI testing, promoting early detection and awareness. Additionally, our county mobile testing van extends our reach even further, bringing these critical services directly to those who may face barriers to accessing healthcare. Through these initiatives, we are not only reducing the spread of HIV, Hepatitis, and STIs but also fostering a culture of proactive health management and prevention in our community. ■ At Rainbow, we offer various types of HIV related programs and outreach: 1. Free HIV and STI testing (once a week) 2. HIV+ support groups (Living with HIV Support Group) 3. HIV+ social groups (Amigos; Mocha; Social Guyzing) 4. Special events that focus on male identified as BIPOC and Spanish speaking in Contra Costa County for HIV+ support and HIV prevention education B-201 ■ We expanded our groups to serve Black and Latinx communities living with HIV, people who use substances and suffer mental health disorders plus our annual Cinco de Mayo and Dia de los Muertos events where we provided safer sex resources and HIV testing to over 300 people in Contra Costa County. ○ Older Adults ■ In YF 23-24, our Senior Programs continue to grow allowing us to serve more seniors who live in Contra Costa County. ■ Sunday Jazz, once a month, total served 229 Popup Piano Bar, occasional, total served 58 Senior Lunches (once a month) total served 256 Exercise Group (once a month) total served 287 Women of the Rainbow (once a month support group), total served 61 Harvest Dinner (in November 2023), total served 52 Winter Dinner (in December 2023), total served 32 ○ Kind Hearts Food Pantry ■ During the first four months of this fiscal year July 1 to October 30, 2023, our Food Pantry program provided seniors with meal deliveries as part of our Kind Hearts Food Pantry Service. We continued distribution of the Senior Nutrition Program while enabling clients to select their own food based on health needs. Unfortunately, we suspended the Food Pantry after October 30, 2023, due to the lack of funding and staffing reduction. ● Clinical Program ○ During FY23-24, Rainbow’s organize outreach programming (Tier 1) that “will reach members of the target community through events, programming, and gatherings” target was 650 clients. Rainbow served 160 members of the LGBTQI+ and/or HIV+ community. ○ Rainbow convenes group level service (Tier 2/Selective) in FY 23-24 our target was 300 clients served. Rainbow served 221 members of the LGBTQIA+ and/or HIV-positive community. ○ Service work plan: Rainbow provided specialized services to the LGBTQIA+ older adult community with a target of 125 clients; Rainbow served 115 LGBTQIA+ older adults. ○ Project 4: Behavioral Health Services Target; provide specialty mental health services to consumers at clinics; the target was 125 unduplicated consumers; we served 90. ○ Rainbow clients receive information about our mental health services during programming and special events. We have also seen an increase in calls and emails from clients needing a health assessment or treatment. Our data has been collected through our demographic forms sign-in sheets during groups and events. We have shifted into the practice of requesting our community members to complete our Demographic Form that helps us assess intersectional needs within our clients. These needs include mental health programming, HIV/STI testing opportunities, housing and more. The responses that we receive through these forms, help Rainbow plan upcoming groups and events that satisfy our members’ needs. ○ Participants are identified through self-referral and are seen on a first-come first-served basis. Clinical participants are identified through assessing functional impairment. We also assess people for Domestic Violence and Substance Abuse for referrals outside of our agency, as well as internal referrals to a DV support group. While we do treat acute diagnoses, we are not a crisis center. The average length of time between symptom onset and entry into treatment is dependent on our waitlist rather than symptom severity. ○ Symptoms are measured annually using the county’s assessment form. Data is collected through various assessments at the beginning of each treatment plan along with as needed and annually. If something needs to be changed in the treatment plan, clinicians pivot accordingly due to regular B-202 assessments. Smaller assessments may be used throughout the year by clinicians, as well, i.e. PHQ- 9. Data is collected monthly through service logs that track client attendance in sessions, as well as length of sessions. Each clinician is required to participate in an annual cultural competency training offered and required by the county through Relias. We also offer psychoeducation sessions and consultation groups for our mental health professionals on how to work with LGBTQIA+ folks. ○ Clients are seen on a first come first served basis, unless they request a specialized clinician, i.e. Spanish-speaking clients. In FY 2023-2023 the waitlist tends to be, on average, 5-6 months. However, the waitlist is actively being reduced. Starting FY 2024-2025, there is no waitlist, and clients can be placed immediately for mental therapy. Youth Program ○ In FY 23-24 Rainbow’s Youth Program total 4702.25 hours of service. A total of 165 duplicated youth participated in one or more of Rainbow’s Youth Programs. 57 ages 0-15 and 108 transitional age youth 16-25 years old. ○ 165 individual youth received services in our youth programs this past fiscal year we continue to notice an increase in trans and nonbinary youth accessing our programs. With the increase of youth participating in Team Fierce, our youth leadership program, we are developing opportunities for the youth to serve as peer support mentors, social media coordinators, and speakers at community events. These leadership opportunities are increasing our participation in the older age range of 16-25 and giving youth more opportunities to connect with Rainbow in meaningful ways while developing skills and receiving mentorship from our staff. ○ Participants are identified through self-referral, school wellness staff, and families seeking support for their child. Through annual demographic forms and program registrations, we are able to assess and make recommendations for resources including but not limited to referrals for counseling. Additionally, for ongoing programs we also use a pre and post survey that helps evaluate the outcomes of our programming. ○ Project 2: Youth Program Target ○ Organize outreach (Tier 1) programming for LGBTQIA+ youth. Target 100 LGBTQIA+ youth. We do not have any Tier 1 programming for youth. ○ Organized group-level (Tier 2) programming for LGBTQIA+ youth (virtual); target 100 LGBTQIA+ youth in group-level programming; we served 137 LGBTQIA+ youth. • Training For FY 2023-2024, we trained over 1,350 people, which includes K-12 principals, school district leaders, teachers, staff, administrators, mental health professionals, Head Start directors and staff, community college students and staff, parents and families of LGBTQ+ children, LGTBQ+ youth and their peers, and Contra Costa community members. Overall, Rainbow provided over 50 trainings for 20 different schools, organizations and agencies in FY 2023-2024. Rainbow Community Center was able to fulfill the service deliverables under "Project #3 Youth Service-based & School Targeted Services," in the following ways: o Rainbow outreached to local school districts and schools, and provided professional development trainings on Sexual Orientation, Gender Identity and Expression (SOGIE) and best practices for supporting LGBTQ+ students to Contra Costa County teachers, staff and district leaders. Trainings were conducted for Contra Costa County teachers, staff and youth program leaders at Pittsburg Unified School District, John Swett Unified School District, Mount Diablo Unified School District, Bancroft Elementary, Wren Elementary, Valhalla Elementary, John Muir Elementary, Athenian School, Richmond Community Foundation, City of Lafayette, and Rainbow Family Learning Community virtual workshops open to all families of Contra Costa County. o Rainbow Community Center provided more than five annual SOGIE trainings to teachers/youth program B-203 leaders within Contra Costa school districts in need of support mitigating bullying and harassment, including three SOGIE trainings for John Swett Unified School District, one SOGIE training for Pittsburg Unified School District and six SOGIE trainings for Mount Diablo Unified School District. o Rainbow Training & Education staff provided resources and consultation to five area schools (Bancroft Elementary, Wren Elementary, John Muir Elementary, Valhalla Elementary, and Athenian School) in order to connect with teachers and youth on campus. o In addition, Rainbow's Training and Education staff provided advocacy and support to families with transgender and gender diverse children, including attending gender support plan meetings for families with gender diverse children in order to support the student and family's wellbeing and be an educational resource for school staff. o In some cases, Rainbow's Training and Education staff also attended CFS family meetings and provided one-on-one SOGIE education sessions to families who are CFS-involved. o Our training on gender identity and sexuality directly results in a reduction of rejection of people, especially youth, who are LGBTQIA+, which reduces homelessness and mental health programs such as anxiety and depression, as well as substance abuse. Describe how the program reflects MHSA values of integrated, community-based, culturally responsive services that are guided and driven by those with lived-experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserved; provides access and linkage to mental health care, improves timely access to services, and use strategies that are non-stigmatizing and non-discriminatory. Give specific examples as applicable. ● Adult and Family Program ○ HIV Prevention Services ■ Our Program focuses on providing social and supportive services that include safe spaces to reduce stigma, shame and discrimination between clients living with HIV. The HIV Prevention Program also brings activities that provide education and linkage to care and prevention services. We cater to our underserved communities of color by expanding our programming celebrating diversity, culture and other languages. Our Spanish HIV support groups are unique in our county, attracting Latinx HIV POZ and related individuals. ○ Older Adults ■ Many of our senior program participants have shared their experiences and hardships with isolation and depression. Our programming offers activities that break mental health stigma and provide linkage to services. Some of these activities include calling seniors regularly, mental health referrals and presentations by trained staff and community partners. ○ Kind Hearts Food Pantry ■ Our Volunteer Program intersects with our Food Pantry Program to show resilience, wellness and recovery to all our community members. We want our program participants to feel welcomed and valued when joining our services. Rainbow Community Center’s volunteers assist underserved communities that suffer from health hardships and housing instability by bringing healthy food and expanding easy access for supplements. ● Clinical Program ○ We improve timely access by giving referrals. Our whole organization is based in serving the underserved and centering the most marginalized and vulnerable. We focus more on members of the LGBTQI+ community for 1:1 counseling while allies are referred to broader group-based services or referrals out to partner agencies like PFLAG. We target specific instances of discrimination-based trauma in our treatment plans using wellness, resiliency and recovery reframed as measurable outcomes. We strategize as thought partners to ensure that all our training and curriculum work is non-discriminatory and non-stigmatizing. All of our training work is embedded with an intersectional lens towards our B-204 understanding of gender identity and sexual orientation based discrimination and bias. ● Youth Program ○ Our youth programs are currently creating a wide variety of offerings to meet the diverse needs of our county. We focus on partnering with outside agencies and schools to ensure we are reaching our most marginalized youth. Our outreach materials are in both English and Spanish and we prioritize having Spanish speaking staff available to connect with youth and provide resources. Additionally, we survey youth ongoing in our programs and through social media to learn about what their needs are and how Rainbow can offer the most engaging and relevant programs possible. By engaging directly with youth and families for their feedback, we are developing responsive programs that increase participation and have a positive impact on the mental health of our youth. Our programs operate in a hybrid model to ensure that youth without parent support or access to transportation can keep accessing our programs and services online. We also outreach specifically to areas in the east and west county to arrange school visits for outreach since these areas are not as close to our physical office. ○ Overall, our youth support groups, in particular, our families and parents of gender diverse children support groups prevent family rejection of LGBTQIA+ youth which leads to homelessness and mental health problems. Our Parents of Trans and Gender Nonconforming (TGNC) children’s group is growing in popularity and valuable to the attendees. ○ Total of 59 Youth participated in Camp Fierce: ○ Students w/ 1 or more disabilities ○ 20 ○ Low-income students ○ 35 ○ English Learners ○ 0 ○ Students in foster care ○ 3 ○ Migratory students ○ 1 ○ Students experiencing homelessness ○ 5 ○ American Indian/ Native Alaskan ○ 2 ○ Asian ○ 8 ○ Black/ African American ○ 6 ○ Hispanic/ Latino ○ 4 ○ Native Hawaiian/ Pacific Islander ○ 0 ○ White ○ 28 ○ Two or more races ○ 11 ○ Include examples of notable community impact or feedback from the community if applicable. ● Adult and Family Program ○ HIV Prevention Services ■ Testimonials: ● Attended Harvest Meal event in November 2023: “I'm happy I can share a meal with people instead of being by myself” – Raymond Castillo ● Repeat attendee of Social Guy’Zing support group: “I wasn't aware of all these new advances in HIV prevention and care” – Dominic Sanchez B-205 Older Adults ■ Testimonial 1 is from one of our oldest members C.B. About a year and a half ago, Meals on Wheels and the Rainbow Community Center joined up to have an exercise class at our center. Many attendees immediately felt the health and wellness benefits of this program, however, for C.B. it was life changing. C.B. struggles with mobility issue due to medical conditions. His gait and speed of walking have recently changed. He lives in a large house by himself with stairs. At one point he told me he might not make it up the stairs all the way up himself, this was a concern to the point he was considering a rush sell on his house. When C.B. decided to take the class, he had lots of concerns, however, he came every week and saw improvement within a few short weeks. After a few months C.B. was walking up his stairs with confidence and safety. C.B. continued to come every week to the class and plans on coming to other types of health and Wellness classes when offers. ■ Testimonial 2 is from one of our newest members. J.M. started coming to the Sunday Jazz as soon as it started, he is a regular to this day. J.M. confided in me that he has no friends in the area and often felt lonely. Coming to the Jazz Night provide him with a social connection. J.M. is a very social person but just needed to find the right people. The Sunday Jazz event is a great way for older adults to make new friends with common interests. ■ Testimonial 3 is not quite ready to step out of his home to go to an Older Adult Program (OAP) Rainbow event. A.E. has been isolating in his home prior to the pandemic. He deals with anxiety/depression, health and weight issues. Despite this, A.E. comes regularly to the Senior Zoom Meetings. A.E. claims this is his only true connection with people (and also specifically LGBTQI+ people) beside his adult disabled son who lives at home. The Senior Zoom Meeting started during the pandemic to address isolated seniors and to provide covid/senior related safety tips and updates, however, we soon noticed that there was a lot more isolated going around in the senior community. For this reason, after the pandemic, we kept the program running. The Senior Zoom Meeting is also the great opportunity of being a steppingstone for seniors like A.E. to meet new friends in their comfort zone. I have encouraged A.E. to reach out to us for help when he takes the next big step. ○ Kind Hearts Food Pantry ■ Being a volunteer for the Rainbow Community Center has been a very fulfilling experience for me. I feel supported in doing the volunteer work, and it is personally satisfying to be able to be of service and provide assistance to people in need. Doing volunteer work gives me a sense of worth in that I am doing a positive thing for our society. I am very grateful for the opportunity to give back to the community in this way. ■ 14 clients participated in our Food Panty program while it was operating. They are repeated clients who received food from our program more than once in the last fiscal year. ● Intersex, Cis Man ● both Bi-sexual ● living in Concord ● 1 White and 1 Latinx ● 1 Ages 57 and 1 Age 38 ● Clinical Program ○ Testimonials ■ “My provider is very attentive and compassionate. I look forward to more consistency from this point on. I am very grateful for the opportunity to receive this service. I have become more reflective. I’m recognizing that “sweating the small stuff” triggers anxiety. Learning to let go more leads to less stress and more relaxation. Being in this process has helped me become more B-206 aware of my behaviors and how they affect others. Reframing a situation provides me with a different perspective which increases my choices and options to make decisions and take actions that lead to positive results.” -- Bry’Andi Brandon ■ “Rainbow offers amazing services. I’m very grateful that they exist.” – Erica Straus ● Youth Program ○ Testimonials: ■ "Team Fierce is significant to me because I am able to feel safe and seen in my identity! It welcomes the discussion of queer trauma, history, and pride! It gives me an opportunity to express and build upon my leadership skills while building a community." -- Camp FIERCE Counselor, age 19, Benicia ■ "It is really helpful to get to share my experience with other kids like me. and everyone was super nice and friendly and willing to listen" -- youth from Trans Teen Talk group, age 15, Pittsburg ● ■ "Being a counselor has allowed me to connect with more friends, have a fun safe space for myself, and be able to see that there is so much hope for the younger kids. seeing all of them connect and make friends this past week, explore new identities, and learn more about what it means to be queer and how amazing that can be was an eye opening experience" anonymous counselor from Team FIERCE ■ "Camp FIERCE is a respite for me. I homeschool my kids, and I don't trust them with anyone, but when I send them to camp every year, I know they will be safe." – Parent of multiple campers, Concord Training Testimonials "The training was so helpful and really opened my eyes to how LGBTQ+ people have been oppressed, and the history of indigenous two-spirit identity. I think I'll be a better teacher and parent because of this training." - Teacher at Bancroft Elementary School, Mount Diablo Unified School District "Thank you for your presentation! It was fun, engaging, and informative." - Principal at Rodeo Hills Elementary School, John Swett Unified School District "Many thanks for leading an excellent SOGIE workshop this evening for the Lafayette community. Thank you for being a positive force of education and community transformation!" - Council Member for City of Lafayette "I learned so much about the laws that protect LGBTQ+ students in public schools and how to support trans students at school. The training was dynamic and engaging, and the trainer answered all of our questions with thoughtfulness and clarity." - Teacher at Athenian School "You did a great job with making the material relevant (yay data!!). I was grateful to be in a training that was presented in a way that landed with some of my less open co-workers as well as my queer friends." - Behavior Specialist in Special Education, Hayward Unified School District B-207 "The training went really well, and our staff was definitely engaged with the material and had many questions which the trainers did a great job in providing answers and greater understanding for our staff." - Associate Director at Center for Human Development List of Training Clients for FY 2023-2024: Pittsburg Unified School District (PUSD) Mission Prep School Diablo Valley College (DVC) Hayward Unified School District (HUSD) Alameda County Office of Education (ACOE) Tulare County Office of Education (TCOE) John Swett Unified School District (JSUSD) Mount Diablo Unified School District (MDUSD) City of Oakland Civicorps City of Lafayette Richmond Community Foundation John Muir Elementary Wren Elementary Bancroft Elementary Valhalla Elementary Athenian School Center for Human Development Teens Tackle Tobacco Conference (ACOE) Rainbow Family Learning Community (RFLC) trainings [Open to Contra Costa community members and families] B-208 AGGREGATE REPORT Include the following demographic data, as available, for all individuals served during the prior fiscal year: (NOTE: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL SERVED FOR FY 23-24: 487 AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH - TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 57 108 209 112 1 487 LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 264 10 23 174 487 IF OTHER, PLEASE SPECIFY: Tagalog, Vietnamese, Portuguese, Korean RACE: ETHNICITY (NON-HISPANIC/LATINX) MORE THAN ONE RACE 99 AFRICAN 0 AMERICAN INDIAN/ ALASKA NATIVE 1 ASIAN INDIAN/ SOUTH ASIAN 5 ASIAN 35 CAMBODIAN 0 BLACK/ AFRICAN AMERICAN 35 CHINESE 4 EUROPEAN 44 WHITE/ CAUCASIAN 232 EASTERN EUROPEAN 5 HISPANIC/ LATINO 76 FILIPINO 9 NATIVE HAWAAIAN/ PACIFIC ISLANDER 2 JAPANESE 1 OTHER 0 KOREAN 1 DECLINE TO STATE/ DATA NOT CAPTURED 9 MIDDLE EASTERN 7 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 487 VIETNAMESE 3 B-209 MORE THAN ONE ETHNICITY 1 OTHER 14 ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN 2 DECLINE TO STATE/ DATA NOT CAPTURED 357 CENTRAL AMERICAN 1 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 487 MEXICAN AMERICAN 20 PUERTO RICAN 1 SOUTH AMERICAN 2 OTHER 10 SEXUAL ORIENTATION: HETEROSEXUAL 127 QUESTIONING / UNSURE 29 GAY / LESBIAN 152 ANOTHER SEXUAL ORIENTATION 62 BISEXUAL 72 DECLINE TO STATE/ DATA NOT CAPTURED 2 QUEER 37 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 487 SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE 151 MAN 138 FEMALE 160 WOMAN 160 DECLINE TO STATE/ DATA NOT CAPTURED 176 TRANSGENDER 59 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 487 GENDERQUEER / NON-BINARY 76 QUESTIONING 1 ANOTHER GENDER IDENTITY 18 B-210 DECLINE TO STATE/ DATA NOT CAPTURED 35 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 487 ACTIVE MILITARY STATUS: VETERAN STATUS: YES 0 YES 8 NO 0 NO 305 DECLINE TO STATE/ DATA NOT CAPTURED 487 DECLINE TO STATE/ DATA NOT CAPTURED 174 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 487 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 487 DISABILITY STATUS: DISABILITY TYPE: YES 66 DIFFICULTY SEEING 8 NO 213 DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD 3 DECLINE TO STATE/ DATA NOT CAPTURED 208 PHYSICAL MOBILITY 13 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 487 CHRONIC HEALTH CONDITION 13 OTHER 20 DECLINE TO STATE/ DATA NOT CAPTURED 430 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 487 COGNITIVE DISABILITY: YES 4 DECLINE TO STATE/ DATA NOT CAPTURED 483 NO 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 487 B-211 RYSE - PEI ANNUAL REPORTING FORM FISCAL YEAR: 2023 – 2024 PEI STRATEGIES (CHECK ALL THAT APPLY): X PREVENTION X EARLY INTERVENTION OUTREACH STIGMA AND DISCRIMINATION REDUCTION ACCESS AND LINKAGE TO TREATMENT IMPROVING TIMELY ACCESS TO TREATMENT SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): X CHILDHOOD TRAUMA X EARLY PSYCHOSIS X YOUTH OUTREACH AND ENGAGEMENT X CULTURE AND LANGUAGE OLDER ADULTS EARLY IDENTIFICATION NARRATIVE REPORT Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) ● 93% of youth feel as safe or safer at RYSE compared to other places they spend time; 65% feel safer at RYSE ● 96% of youth reported feeling like they matter at RYSE. ● 100% of youth said the staff’s ability to help them when needed influenced why they continue to come to RYSE. ● 97% of youth reported that they feel like they can talk to staff about things that are bothering them; 98% reported feeling like staff really care about them. ● 98% of youth receiving clinical or case management services expressed that the service is a safe space for them to express their needs, concerns and fears; and to express their goals and aspirations. ● Over 88% of youth receiving clinical or case management services report stronger connections with family, friends, and community. ● Over 95% of members report an understanding and capacity to build community with races, cultures and sexual orientations and genders different from their own. ● In the past year, RYSE provided over 300 direct emergency support cash payments to youth, and paid for weeks- B-212 long hotel stays for dozens of youth and families. Briefly report on the services provided by the program during the past reporting period. Please include (as applicable): target population(s), program setting(s), types of services, strategies/activities utilized (including any evidence-based or promising practices), needs addressed and follow up. Please note any differences from prior years or any challenges with implementation of the program, if applicable. We are grateful to have a new space for young people to come to, and come back to after such profound, unpredictable, isolating, and grief-laden years. We are grateful that our members, new and old, are making their way to RYSE, and stepping into a new space in a new time and trying out new and different things. Young people have shared both a sense of relief in having someplace to be and are also expressing that they are feeling abandoned, uncared for, and even more harmed by their schools and by adults. This past year the relentless distress our young people have been experiencing, whether it be mental health crises or homelessness, has exponentially grown. In the past year we have lost too many young people to gun violence and system failures. Through it all we continue to identify ways to allow young people spaces to play and dream. MHSA services provided by RYSE facilitated access and linkage to mental health care (through a trauma-informed, healing centered approach), improve timely access to mental health services for young people in West County strategies that are non-stigmatizing, non-discriminatory, and actively address stigma and discrimination that creates physical, mental, and emotional harm and burden for young people in West County. RYSE continued to implement three interlinked programs (Holistic Health and Wellness, Trauma Response and Resilience, West Contra Costa County LGBTQQ Youth Advocacy) that provide three-tiered direct services to youth and systems change efforts. RYSE’s integrative system enables multiple points of entry and engagement between and across all tiers. Holistic Health and Wellness ● Atmospheric Trauma, Youth Wellbeing and Distress: Among young people we are still seeing an increase in severe mental illness, suicidal ideation, anxiety, and depression. We are also triaging and tending to increase in domestic violence and intimate partner violence, human trafficking, evictions, and gun violence. We are noticing increases in disordered eating, particularly for trans and gender non-conforming youth, as well as requests to support with testing, treatment, and anxiety and stress related to sexual health and STIs. In addition and often concurrently, young people are presenting to RYSE with increased experiences of harmful responses when they have accessed care from clinics and outpatient mental health providers including experiences of transphobia, prescribing psychotropic medications without thorough assessment or monitoring, and coercive treatment approaches to self-harm and disordered eating that exacerbates feeling of shame rather than honoring and building upon young peoples’ natural and robust resources. ● Practitioner Development for Early Intervention: In attunement with the concurrent ways young people have increasingly been engaging with RYSE services for care, we have been adding to our practitioner team and building systems of coordination. This includes hiring an on-site clinical supervisor for therapists and case managers - expanding clinical supervision services to staff supporting young people with transition & reentry. We have created two housing justice roles and an onsite navigator role who can provide immediate support to young people onsite. This is in addition to multiple Health Justice Program educator roles that include pathway (former member) staff. We have begun adapting our programming, clinical and non-clinical, to integrate health justice harm reduction principles and practices to address rising risk factors that young people are experiencing including disordered eating, self-harm and AOD use. In July, we focused on integrating evidence-based approaches to disordered eating and self-harm (Internal family systems (IFS) for disordered eating that centers B-213 body and gender justice). We have deepened our cross-program Care Review process to ensure coordinated care for individual young people and made adjustments to programming to ensure safety and linkages with supports. As is our ongoing practice, RYSE staff have engaged in numerous trainings to support skill-building as practitioners, including disability justice and universal design, telehealth, suicide prevention and assessment, housing and homelessness support, the 211 system, supporting youth with substance use disorders, supporting youth with ADHD, supporting youth in foster care, family systems, and somatic healing. ● Onsite Supports and Holistic Health Portals: RYSE staff worked to establish a CCHS teen mobile clinic and Lifelong TEAM residents starting weekly “Ask a Doc” programming at RYSE in August 2024. In partnership with Freedom Community Clinic, RYSE has hosted numerous Wellness events that include sessions in acupuncture, reiki, herbal remedies and more. Program staff have updated our Care Review process to coordinate and communicate care plans for young people. Young people are supported in Culture Builder roles to conduct New Member Orientations with their peers, share/co-lead ideas for relationship-building and relevance with their peers, and co-lead House Meetings as spaces for all members and staff to share ideas and concerns for ensuring the space is meeting young people’s needs. ● COVID-19 Response: RYSE’s COVID-19 protocols align with our values and commitment racial justice and disability justice. While major health, medical, and educational institutions have rolled back on mitigation and protective measures, we stay steadfast in our care for young people, attuned to the epidemiology and health inequities, centering those most structurally vulnerable. During local COVID-19 surges, we reinstated the masking protocol for staff and continue to test and contact trace. RYSE’s Youth Emergency Fund supported youth who became ill with cash payments and resource linkages. We are continuing the fund into FY24-25. ● Peer-Led Workshops and Edutainment Activities: Over 50 distinct programs were held with over 1,000 sessions offered. Examples include Daily food justice programming, Media/Arts/Culture Pop-Up Workshops, Graphic Design, Let's Talk About Sex/Relationships, Zymbolic Tutoring & College Prep, RYSING Arts Club, Meet my Shadow, Barz R US & Studio Drop-Ins, Organizing Club, Bay Area Legal Aid, Music Amp, Visual Arts Internship, Designing Belonging Internship, Beyond Youth Organizing and Power, Culture Builder Internship, Stay Fly Law Program, Karaoke Lounge, 3x3 Basketball, Badminton, Pickleball, Weight Lifting, Dance, Yoga and more. In many cases, workshops were led or co-led by young people. This includes leading workshops about health disparities, food justice, and reproductive health; planning a journal making/stress ball making activity for Wellness Day in July 2023; planning a collaborative vision board poster for Night Out for Safety and Liberation in August 2023; creating peer-education arts-based workshops for RYSE’s Youth Organizing Club; creating a hands- on peer training about adolescent brain development; planning a mental health and college admission event called Rooted and Grounded that included a panel that spoke about mental health, a decorate your own journal station, a painting/coloring station, & a “release” plate breaking activity. For RYSE’s annual Youth Leadership Institute in April 2024, youth planned, and co-planned workshops entitled “Dancing beyond Boundaries”, “Identities through Time”, “Doodling”, “Cultural Fusion Dance”, “Vision Boards” and “Creative Writing Recipes for Healing”. Family-friendly and community events included Night Out for Safety and Liberation, La Feria de Septiembre, Wellness Day, Be A Kid. The RYSing Arts Festival in July 2023 was the first Contra Costa County community arts gathering that celebrated the richness of youth arts in our County. This festival included arts activities and performances supported by RYSE and eight local arts partners. RYSE Lounges continued throughout the 24-25FY on the last Friday of each month, and included a Back to School Party, Holiday Member Lounge, Black Cultures Month Game Night, Video Game Tournament, Halloween Fashion Show, Lip Sync Battle, Women’s Appreciation Dinner, and a Graduation Lounge for graduating high school seniors. B-214 ● Individual counseling and case management: Individual clinical therapy ranged from 3-6 stabilizing counseling sessions to continuous relationship and monitoring between the therapist and young person over the entire year. This included case management support with connections to legal entities, school systems, and county CPS, housing, SARB process at school, a safety plan in response to bullying at school, and navigating the community college system, financial planning, employer issues, and queer affirming sexuality. As mentioned, there is an increased desire for mental health support services from youth, as well as many ways that young people’s distress are being made visible and shared in interactions with peers and staff while at RYSE. RYSE’s waitlist approach includes continued engagement and linkages to resources at RYSE and in the community to support needs while waiting for therapy appointments. In many cases, peer support groups are also offered. ● Aging Up & Bay Legal: RYSE launched a formal transition process with TAY who are 21 (aging up from RYSE membership age) who were seeking continued engagement as they continued their journey into adulthood with supports for post-secondary education, scholarships, employment, housing and basic needs. This included special alum hours for use of computer lab, meeting with staff for specific resources, opportunities, needs and just to be in the space; participation in campus and community events; tailored supports especially in the areas of mental health, career support and housing; RYSE emergency fund resources available as needed. RYSE and Bay Area Legal Aid's Youth Justice Project partnered to offer free legal clinics, supporting young people in the following areas: homelessness (if youth are experiencing homelessness or do not have a space or place to live), foster care (if youth want help getting into foster care or getting AB12 benefits), guardianship (if youth need help making someone their guardian), medical (if youth need access to medical or mental health services), school (if youth want help with school (enrollment, discipline, special education), public benefits (if youth were denied public benefits like food stamps or cash aid), and more. ● Resilience Hub & Healing Justice Youth Leadership: The RYSE Health Justice Center Mural was completed by muralist and a team of 6 youth artists, elevating themes of holistic wellness, grief, and disability justice. RYSE partnered with APEN for a cross-organizational cohort of 8 young people to plan for the next phase of Resilience/Liberation Hub Implementation. This included engaging in a Toxic Tour of Richmond, participating in climate technology youth summits, engaging in coalition work for improving park safety and access, and planning for the launch of a Youth Advisory Board at RYSE to support leadership development and allocation of resources to climate-response projects to support health. Trauma Response and Resiliency RYSE operates with an intensive relationship-based approach, seeking to engage with young people personally and build upon their strengths. RYSE provides evidence-informed services to this group including: Hospital-Based Violence Intervention; individual and group mentoring; case management; individual and group clinical and non-clinical mental health supports, including Trauma Focused CBT; media and arts activities; education and career preparation; and leadership and community organizing. RYSE accepted 100% of referrals from local hospitals, Probation and the DA’s office. 39 of the young people reached during this grant period were connected through Probation as part of transition & reentry or through the DA’s office as part of restorative justice diversion. 17 of the young people reached during this grant period were connected through new or ongoing hospital-based referrals of intentionally injured youth ages 13-25. RYSE staff and young people served on county and statewide coalitions to improve policies and coordination. We have provided tours of RYSE Commons and held meetings with teams from each of our state and national electees and will continue to stay in contact to leverage young people’s expertise, experiences, and recommendations for health justice and addressing structural racism in West Contra Costa. B-215 ● Counseling & Case Management Survey: 57 young people, including 5 R2P2 clients, participated in RYSE’s Counseling and Case Management survey in April/May 2024. The Counseling & Case Management Liberation Inquiry Tool (LIT) inquiries about the opinions and experiences of RYSE members who have been engaged in counseling and case management services. Young people overwhelmingly expressed that they feel safe, supported, respected, and that they are taking the lead in working on their goals. Their near unanimous positive responses suggest consistent positive experiences for young people across different staff with whom young people are interacting and the different types of services in which they are participating. For example, 98% expressed: ○ The service is a safe space for them to express their needs, concerns and fears. And to express their goals and aspirations. ○ They are being helped to open up and confront barriers head on. ○ RYSE staff were responsive and engaged them creatively (including over the phone/zoom). ○ They had opportunities to voice concerns, questions, as well as to share their own ideas. Young people participating in these services at RYSE are noticing changes in themselves, especially changes in their emotional well-being and understanding of oneself and others. Most (88%-94%) also expressed agreement with statements reflecting stronger connections with family, friends, and community. ● “Gracias a él cervicio recibido en RYSE me siento más segura de llevar a cabo cosas que yo nunca pensé sería capaz de lograr como por ejemplo empezar mi propio negocio ya q ahora me siento más segura de mi misma. [Thanks to the service I received at RYSE, I feel more confident in carrying out things that I never thought I would be able to achieve, such as starting my own business since now I feel more confident in myself].” ● “Ever since I started with my therapist, things have progressed majorly, I have changed for the better and accomplished many new things, many goals, I can't thank my therapist enough and RYSE for supporting me and lending me aid in order for this to happen in the first place.” ● Identity and peer support groups: such as Young Men’s Group, Sister Circle and Alphabet Group and Let’s Talk About Sex began in Spring 23-24 (42 young people enrolled). Let’s Talk about Sex internship to begin in FY 24-25. Teens on Target Violence Prevention, Seeking Safety from Substance Use, and Breaking the Frame Anger Management launched in Summer 2024. All of these spaces flourished as spaces to build inclusive relationships, embrace art, cultural wisdoms, process grief and trauma, and develop leadership tailored around experiences/ expertise. ● Freedom Beatz: In Fall 2023, we were able to host our second cohort from Freedom Beatz. Our Community Arts Partnership Manager and Studio Technician worked with transitional age youth at Juvenile Hall, in partnership with Stu212, a Music Therapy organization. Youth completed 3 full tracks. ● Disability Justice: RYSE staff are engaged in a series of Disability Justice trainings, with a mandate to center disability justice and neurodiversity in all areas of our work. In January 2024 Staff participated in a 2-day disability justice primer and deep dive into specific programmatic and systems-linked components, as well as an introduction to universal design. Departments began the work of auditing their programs, curriculum, communications materials and outreach strategies. ● DV/IPV Root Causes Collaborative: RYSE is part of partner collaborative, We Take Care of Each Other, to address the root causes of DV while promoting health equity and intersectional racial justice by focusing on housing and B-216 economic justice, holistic youth and family support, and community-based healing among communities and populations most impacted by DV and health inequities. RYSE and the CHAT Project are working with ABMoC to launch a California version of the A Call for Change Helpline. The helpline is part of a larger effort to bring resources and innovative interventions to communities experiencing harm and focus on solutions that are not based on traditional and punitive interventions. ● RYSE’s Trauma and Healing Learning Series: launched in September 2023 with a 2-part series focused on BIYOC Adolescent Development and the impacts of the pandemic; as well as a screening of Grandma’s Roses with Alliance for Boys and Men of Color. The upcoming THLS session is in July 2024 - Community-led Information Session on Prop 1 and CARE Court, with CA Pan-Ethnic Health Network (CPEHN) and Disability Rights CA (DRC). ● Office of Racial Equity and Social Justice/ Racial Justice Oversight Body: RYSE is a Core Committee member working on the development of the County Office of Racial Equity and Social Justice (ORESJ), a new government body working to address the countywide racial inequity burdens experienced by residents. RYSE’s current work as part of the Contra Costa Racial Justice Oversight Body will move under the ORESJ oversight in the coming year, bringing more opportunities for linkages and alignment with other County departments affecting systems- impacted residents. As part of the County’s efforts to reduce racial and ethnic disparities in Contra Costa’s criminal legal system, RYSE’s Director of Education & Justice is on the Racial Justice Oversight Body (RJOB) which monitors data, policies and practices in the criminal legal system. She was elected chair of the Diversion committee to lead and develop equitable policies and practices for the County’s youth and adult diversion practices. The RJOB worked with the WCCUSD toward objectives centered in incentivizing non-punitive discipline and increasing behavioral health and early intervention services for youth. RJOB inquiry sessions and recommendations include trainings, grants and other forms of resources and incentives that support schools in non-punitive discipline practices such as PBIS and restorative justice. ● Contra Costa Community Care Coalition (The C5): RYSE hosted the C5,l continuing to center the priorities of our communities and convene the ecosystem of community partners, public agencies, advocates and organizers, and electees who work in service to our communities. Various collaboratives and campaigns have developed out of, been shared at, and informed by the Coalition. ● Housing Justice: RYSE has engaged with multiple housing and homelessness committees and housing partners to assess and address youth homelessness. This includes joining the Contra Costa County Continuum of Care and working to develop a Youth Action Board, joining the Richmond Housing Equity Roadmap Collaborative with Just Cities and other partners, and serving as a distribution point for a direct cash transfer pilot program aimed at youth homelessness prevention with Tipping Point and 3 Contra Costa Colleges. As part of the Continuum of Care county-wide, RYSE worked closely with H3 to co-hold a cohort of approximately 10 young people in the Youth and Young Adult Strategic Planning Process. We convened partners in central and east county (Hope Solutions, Rainbow Community Center) and the community colleges to plan for a countywide youth advisory board/housing justice advisory board. ● Health Justice Center: RYSE engaged in meetings with health partners on the Health Table for the activation of the Health Justice Center and continued a contract with West Contra Costa Health Care District for opening the HJC over the coming years, which includes the launch of the Listening Campaign 2.0 (described below). RYSE will serve as an information and strategy hub for County CalAIM implementation. Inclusive Schools RYSE fielded and coordinated supports for dozens of incidences of interpersonal and systems crises directly impacting young people, which included supporting young people, parents, schools, district staff, community partners and systems B-217 partners in sharing information, triage, coordinated response, care, and identifying resolution/restorative paths forward. We continue to field daily requests and referrals from schools and school-based clinics for mental health and crisis response supports. As young people navigate safety plans and/or transitions following criminal legal system involvement, RYSE has worked to ensure schools are meeting access needs. RYSE continues to lift up young people’s priorities for LGBTQIA+ health, wellness and leadership both with the District and the larger community through narrative sharing, linkages and program opportunities. We are hearing that young people don’t have consistent teachers, special education support or administrators at their school. The majority of youth in RYSE's caseload are on IEPs or in need of IEPs. ● School/Community Care Teams: The impacts for young people have been apparent in experiences of and escalating threats of interpersonal violence between young people at school, in the community, and over social media. RYSE has been coordinating extensively with the Richmond Office of Neighborhood Safety, District staff and local schools, and directly with young people and their caregivers to try to prevent, divert and restore the impacts for young people engaged in incidences at multiple levels. RYSE’s YJ & EEJ Director has held meetings with WCCUSD’s superintendent and local principals; and RYSE staff are now part of a new DeJean CARE Team. RYSE’s Restorative Justice Diversion program (RESTOR) has continued to be a resource we offer as staff deepen relationships with schools and families. ● School linkages & student support: School site visits, where students from local middle and high schools have come to RYSE as part of their school day to learn about the space and build relationships between students, teachers and RYSE, as an afterschool option for youth. With the closure of the Department of Juvenile Justice and directive to better serve young people in their communities, RYSE staff serve as student advocates for young people who require credit transfers, safety plans, IEPS, and other access to reach their academic goals. ● Pride Month & Board of Supervisors Pride Proclamation: Pride month at RYSE included workshops and Pryde Spirit Week. RYSE staff and youth members were proud to attend the 10th annual City of Richmond Pride event. RYSE staff and youth read RYSE’s Pride Statement at the June Board of Supervisors meeting. Video here. ● Health linkages: RYSE’s Let’s Talk About Sex and Let’s Talk About Relationships workshops engaged young people where they were at with “pop-up style” sexual health education. Health Justice Center planning and feedback workshops and focus groups engaged young people across their identities and asked them to consider these social locations in making recommendations for the HJC. ● WCCUSD Arts Now: In partnership with the West Contra Costa VAPA Department, RYSE hosted one professional development workshop for their Social Emotional Learning & the Arts Professional Development series. The series of workshops focused on how to use art to address Social Emotional Learning (SEL) competencies. RYSE focused on Visual Arts and Theater, by examining how to incorporate SEL competencies within existing lesson plans as well as new. 18 of the 30 teachers were able to attend. Our Community Arts Partnership manager, Reggie Edmonds-Vasquez ran through lesson plans for k-5 and 6-12 that exemplified how to use Theater games to explore three out of the five SEL competencies. Our Visual Arts Assistant, Tearra Brintley revisited the creation of mask making (k-5) and how we can expand on existing and well known lesson plans to more intentionally incorporate SEL competencies. The end of the PD focused on discussion and brainstorming on how to frame SEL discussions during activities and after as well as a reframing and humanizing of the SEL competencies. ● WCCUSD School Design: Throughout 2023-2024 school year, RYSE Education Justice Manager and youth members participated in visioning and redesign sessions for Kennedy High School and Richmond High School planned physical renovation. Youth lifted up the importance of clear visual and physical access to mental health B-218 and other educational resource spaces, as well as recommended that the spaces be modeled similar to RYSE’s youth-designed physical space. ● Youth Leadership: Young people have held leadership and advocacy roles across our Health, Education, Media Arts & Culture, and Youth Justice departments to design trainings in healing justice for District teachers, share testimony for state and local electees, and conduct YPAR into conditions of their schools and communities. RYSE members joined School Based Health Alliance Conference and ENACT Day and Quest for Democracy Day at the capitol where they shared research and experiences with mental health, homelessness, with immigration, with restorative justice, and with economic scarcity and advocated for policies in support of their communities. ● Listening Campaign 2.0: In partnership with Ceres Policy Researchers RYSE youth researchers between the ages of 15 and 21 began meeting weekly. Interns learned about Richmond’s historical/ health landscape. The team drafted questions and conducted focus groups that aim to understand what resources young people need more/better access to, in connection with health, education and other adult roles and responsibilities in systems. Currently the intern team is analyzing patterns and data they have found in the focus group, created a survey based on the information from the focus group, and began distributing the survey they designed. They are currently formulating next steps of analysis, further inquiry and dissemination. Briefly report on the outcomes of the program’s efforts during the past reporting period. Please include (as applicable): Quantitative and qualitative data, data collection methodology (including measures for cultural responsiveness and confidentiality), evaluation, and use of information gathered. Please note how these outcomes compare to your measures of success at the outset of the past reporting period. RYSE service delivery is monitored through a customized database to track program utilization and tailored supports. Tailored intakes, case notes, and education/ career/ youth justice plans are used to understand the scope of individual and community-level issues and develop and track achievable goals in partnership with young people. RYSE partners with external evaluator JDC Partnerships, a woman and BIPOC-led firm, on the design, administration and analysis of multiple, multi-level tools to measure progress toward our Theory of Liberation outcomes. These include a seasonal Program Liberation Impact Tool (LIT), annual Member LIT, annual Organizational LIT, semi-annual Staff LIT and bi-annual Partner LIT. The Member LIT, is inquiry into the nature of relationships experienced between RYSE members and with staff, why being a part of RYSE matters to young people, and young people’s experiences along RYSE’s key measures of safety, belonging and love; understanding of self and others; emotional health and wellbeing; and sense of agency and influence. In May 2024; findings were consistent with if not more positive than trends over the past 15 years (n=86). 2024 Average Rating 2023 Average Rating Sense of Belonging 3.3 3.3 Positive Peer Relationships 3.1 3.0 B-219 Positive Relationships with Staff 3.3 3.2 Love 3.3 3.2 Emotional Well Being 3.3 3.1 Sense of Agency 3.3 3.1 Understanding of Self and Others 3.3 3.2 Outcomes/ Measures of Success: ● 95% of RYSE members report benefits of RYSE programs and services that support mental health and wellness, including 97% positively reflected that however they come in, staff at RYSE love them. ● 75% of members demonstrate progress toward desired skills/goals related to their participation at RYSE (subset of members with a defined plan) ● All RYSE members who were identified as needing more intensive MH services will be linked to culturally competent MH services, as available. ● At least 200 stakeholders engaged in trainings and TA on RYSE healing-centered model; and through participation demonstrate shared commitment to trauma-informed policy that promotes the optimal health and wellness of West Contra Costa youth and young adults ● Among RYSE members who self-identify as LGBTQQ, key measures were positive and consistent with overall youth membership; over 90% report positive sense of safety and belonging at RYSE and positive or increased sense of self-efficacy, positive peer relations, youth-adult relations, and agency in impacting change in the community ● Over 95% of RYSE members report an understanding and capacity to build community with races, cultures and sexual orientations and genders different from their own. Other notable findings from the 2024 Member survey, include: ● 93% of members feel as safe or safer at RYSE compared to other places they spend time; 65% feel safer at RYSE ● 96% reported feeling like they matter at RYSE. ● 100% reported feeling like they are successful at RYSE. ● Among young people who self-identified as disabled, 100% reported that RYSE is an accessible space for them, specific accommodations they need are provided; and 80% feel comfortable asking for these accommodations. ● 96% said getting to know other young people in their community influenced why they come to RYSE. ● 94% said the opportunity to be more involved in their community at and through RYSE influenced why they continue to come to RYSE. ● 95% reported that since coming to RYSE, they believe they can make a positive impact in their school or community. ● 100% said the staff’s ability to help them when needed influenced why they continue to come to RYSE. ● 97% reported that they feel like they can talk to staff about things that are bothering them; 98% reported feeling like staff really care about them. B-220 Quotes from Members: ● No other place helps the youth of Richmond embrace their identities and connect with their community like RYSE does. ● [What makes RYSE special is] The family mentality you get when being there and unwavering support. ● Ryse is the only place in Richmond that kids can grow into themselves. ● It feels safer than home and school ● The biggest change I’ve noticed in myself since coming to RYSE is making me talk to more people and be social. ● [at RYSE, I’ve].. Noticed that sense of community I was missing ● I notice more joy whenever I go to ryse, my mood. Describe how the program reflects MHSA values of integrated, community-based, culturally responsive services that are guided and driven by those with lived-experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserved; provides access and linkage to mental health care, improves timely access to services, and use strategies that are non-stigmatizing and non-discriminatory. Give specific examples as applicable. RYSE cultivates an integrated system that enables multiple points of entry and engagement for young people to build relationships with staff and peers, have fun, engage in arts and healthy activities, and also to receive support with school and other goals. This model creates proximity and opportunities for meeting acute needs when they arise, as well as learning more about what young people need as protective factors in each of their individual, family and community lives. Since 2012, RYSE’s gun violence intervention, diversion, reentry, and community service programs have been providing tailored, attuned, and adaptive services to young people at highest risk. Our hospital-linked violence intervention program - RYSE Restorative Pathways Project (R2P2) - works with surrounding hospitals to support young people who have been violently injured. We also have a consistent number of community-based referrals from injured young people who are unsure of how to access medical care and/or do not trust health providers. To date, our R2P2 program, reentry, and diversion programs have supported over 500 young people, with at least 80% having direct experience and/or high risk of experiencing gun violence. During and since the pandemic our housing justice work also increased dramatically as our members and their families faced loss of income, eviction, increasing cost of living, COVID and cascading health conditions. The uptick in family violence and intimate partner violence also impacted many of our members, including Aging Up members. Referrals to our R2P2 program did not decrease during the pandemic, while the number of community referrals - not captured by any systems data - did increase. Over the year RYSE has supported multiple young people and families experiencing challenges related to Serious Mental Illness (SMI). We continue to work to build collective capacity to navigate and push the systems and options available to avoid causing further harm, involuntary confinement, and criminalization. Young Men's Group, Sister's Circle, and Alphabet (LGBTQ+) identity groups are safe and supportive space for young people to explore their identities, discuss pertinent issues, and develop essential life skills. By holding space for open dialogue, mentorship, and skill-building activities, the program aims to cultivate a sense of belonging, self-awareness, and resilience among participants. By tailoring activities and discussions to address their unique experiences and challenges, the program aims to foster a sense of belonging and empowerment among participants. Through mentorship, workshops, and community engagement, the group encourages personal growth, resilience, and positive self-expression, ultimately contributing to the overall well-being and success of these young people within their communities. B-221 Peer support spaces are also non-stigmatizing and community-based approaches. Breaking the Frame of Anger Management creates space for young people to discuss the root causes and personal and political implications of anger, cycles of violence, and build individual and community plans for effectively directing righteous anger. Teens on Target workshops cultivate conversations about gun violence, root causes and community implications. RYSE launched and maintained our Youth Emergency Fund, providing direct financial disbursements to our members , while also joining and informing a nationwide pilot program to provide direct cash payment for young people at acute risk of homelessness. RYSE is leading planning for a Countywide Youth Action Board to address youth homelessness and is part of the County’s strategic planning process for the Youth and Young Adult Homelessness Prevention Program. RYSE is opening a Health Justice Center (HJC), informed by the experiences of the young people engaged in our range of services, programs and interventions. The HJC will center the priorities and needs of young people most vulnerable to systems harm and/or neglect (e.g. undocumented, commercially/ sexually exploited, engaged in trafficking, those who have experienced gun violence or critical injury, homeless, queer, transgender, and gender non-conforming youth, young people directly impacted by the legal criminal and child welfare systems), cultivating the spaces and resources for young people to imagine the systems they not only need currently, but desire to lead as next generation health leaders. RYSE provides these services and community trauma response/stabilization for youth and partners. We engage in advocacy, organizing, and power building that centers the priorities, realities, dreams, needs, and hopes of Black, Indigenous, and Youth of Color (BIYOC). As we stay proximate to and with young people, we do the same with and as part of the (eco)systems of partners, providers, agencies, and institutions responsible for them. We seek and cultivate mutual support and accountability, towards a more just and loving ecosystem of care for BIYOC, their families, and their communities. Include examples of notable community impact or feedback from the community if applicable. Findings from May 2024 Counseling & Case Management LIT Other quotes from Members: ● “ I feel safe at RYSE. Because it’s cool. It’s a chance to meet nice people. Unlike at school, people are not so kind, but at RYSE they are.” ● “I loved the acupressure clinic because it got me more in touch with myself and how I can improve as a person.” - Leadership Institute Wellness survey ● “What drew me to become a culture builder was the ability to assist the RYSE and Richmond community again. I B-222 am also glad to know I am working at an organization that administers resources to its community.” -Nico, RYSE Culture Builder “Once I started coming here, I learned to look to the future. I’m proud that I’m now a manager at RYSE. I feel like I can achieve whatever I want to. And I’m really proud that even that belief is enough for me” ~ Dalia Ramos-Muciño, RYSE Culture & Engagement Program Manager; former youth member. See more in Futures of Healing a recently-produced video about RYSE’s Leadership Pathways, featuring three former members who are now RYSE staff. ● No other place helps the youth of Richmond embrace their identities and connect with their community like RYSE does. ● [What makes RYSE special is] The family mentality you get when being there and unwavering support. ● Ryse is the only place in Richmond that kids can grow into themselves. ● It feels safer than home and school ● The biggest change I’ve noticed in myself since coming to RYSE is making me talk to more people and be social. [at RYSE, I’ve].. Noticed that sense of community I was missing ● I notice more joy whenever I go to RYSE, my mood. Awards: ● RYSE was recently selected as a top resource for young people in Richmond in the 2024 Chamber of Commerce Best of Richmond Contest in the Children and Youth category. ● RYSE received the Dennis Maloney Youth-Driven Award at the 9th Annual National Conference on Community and Restorative Justice in Washington, DC. This award recognizes individuals, organizations, or groups who have demonstrated exceptional commitment to youth-led or youth-focused community and restorative justice initiatives showing: ○ A record of meaningful youth involvement in leadership roles and decision-making processes, and/or offer youth-focused programming pertaining to community and restorative justice initiatives. ○ A significant and positive impact on the lives of young people and the broader community it serves. ○ A record of exhibiting innovation and adaptability to the evolving needs and challenges faced by youth and young adults. B-223 AGGREGATE REPORT Include the following demographic data, as available, for all individuals served during the prior fiscal year: (NOTE: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL SERVED FOR FY 23-24: 682 AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH - TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 236 442 1 2 682 LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 514 53 9 106 682 IF OTHER, PLEASE SPECIFY: Tagalog, Nepali RACE: ETHNICITY (NON-HISPANIC/LATINX) MORE THAN ONE RACE 81 AFRICAN AMERICAN INDIAN/ ALASKA NATIVE 17 ASIAN INDIAN/ SOUTH ASIAN ASIAN 39 CAMBODIAN BLACK/ AFRICAN AMERICAN 243 CHINESE WHITE/ CAUCASIAN 37 EUROPEAN HISPANIC/ LATINO 258 EASTERN EUROPEAN NATIVE HAWAAIAN/ PACIFIC ISLANDER 8 FILIPINO OTHER JAPANESE DECLINE TO STATE/ DATA NOT CAPTURED 96 KOREAN TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 779 MIDDLE EASTERN B-224 ****While the total number of youths served during this reporting period is 682, the Race section adds up to more because youth can mark upon member enrollment both more than one race and the races they identified. VIETNAMESE MORE THAN ONE ETHNICTY OTHER ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN DECLINE TO STATE/ DATA NOT CAPTURED 682 CENTRAL AMERICAN TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 682 MEXICAN AMERICAN PUERTO RICAN SOUTH AMERICAN OTHER SEXUAL ORIENTATION: HETEROSEXUAL 444 QUESTIONING / UNSURE 16 GAY / LESBIAN 21 ANOTHER SEXUAL ORIENTATION 6 BISEXUAL 50 DECLINE TO STATE/ DATA NOT CAPTURED 136 QUEER 9 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 682 SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE MAN 327 FEMALE WOMAN 234 DECLINE TO STATE/ DATA NOT CAPTURED TRANSGENDER 10 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) GENDERQUEER / NON-BINARY 10 B-225 QUESTIONING ANOTHER GENDER IDENTIY DECLINE TO STATE/ DATA NOT CAPTURED 101 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 682 ACTIVE MILITARY STATUS: VETERAN STATUS: YES YES NO NO DECLINE TO STATE/ DATA NOT CAPTURED 682 DECLINE TO STATE/ DATA NOT CAPTURED 682 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 682 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 682 DISABILITY STATUS: DISABILITY TYPE: YES 29 DIFFICULTY SEEING NO 464 DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD DECLINE TO STATE/ DATA NOT CAPTURED 189 PHYSICAL MOBILITY TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 682 CHRONIC HEALTH CONDITION OTHER DECLINE TO STATE/ DATA NOT CAPTURED 682 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) COGNITIVE DISABILITY: YES 75 DECLINE TO STATE/ DATA NOT CAPTURED 234 NO 373 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 682 B-226 **We noticed that there is no place to document atmospheric trauma and distress our member’s experience. PROVIDED IN-HOUSE MH SERVICES: NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES 99 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 51 REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES 13 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 2 *We do refer youth to outside services (clinical and non-clinical); however they often report negative or uncomfortable experiences with outside referrals. In most cases, RYSE staff continue to provide case management to support engagement in external non-clinical services. On occasion, members will inform us that they were unable to make an appointment. AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: **N/A AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES 1* * Connection with the RYSE clinical team happens within 1 week and start of MH services can range between 1 day and 3-6 months depending on what specific mental health supports are identified, including waitlist for clinical mental health services. ** RYSE defines and addresses trauma and distress as historical, structural, and atmospheric, operationalized through racial oppression and dehumanization of young people of color (RYSE Listening Campaign,2013; Hardy, 2013; Leary, 2005; Van der Kolk, 2015). Therefore, RYSE’s work is focused on addressing the conditions and systems that induce and perpetuate distress and atmospheric trauma, cultivating and supporting community building for collective healing and mobilization to address the harmful conditions and their generational impacts, and providing tailored supports and services necessary to provide safety, stabilization, and hope for individual young people and as a community. We measure impacts related to RYSE’s core strategies and prioritization of relationships as prevention and early intervention of mental health issues (reflected in our service workplan). We do not measure duration of untreated mental health issues, as it does not fully reflect, and is dismissive of, the context and magnitude of what young people are experiencing and embodying. It falls short of the rigor and dynamism we employ as a community mental health and healing organization. That said, we work in persistent proximity with individual members to listen to, validate, and hold their lived experiences and articulations of distress, as well as those of resistance and resilience. B-227 STAND! FOR FAMILIES FREE OF VIOLENCE - PEI ANNUAL REPORTING FORM FISCAL YEAR: 2023 – 2024 PEI STRATEGIES (CHECK ALL THAT APPLY): X PREVENTION X EARLY INTERVENTION X OUTREACH X STIGMA AND DISCRIMINATION REDUCTION X ACCESS AND LINKAGE TO TREATMENT X IMPROVING TIMELY ACCESS TO TREATMENT SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): CHILDHOOD TRAUMA EARLY PSYCHOSIS X YOUTH OUTREACH AND ENGAGEMENT X CULTURE AND LANGUAGE OLDER ADULTS X EARLY IDENTIFICATION NARRATIVE REPORT Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) • Provide primary prevention activities to educate (750) middle and high school youth about teen dating violence • Provide up to (60) school personnel, service providers and parents, with knowledge and awareness of the scope and causes of dating violence, including bulling and sexual harassment, to increase knowledge and awareness of the tenets of a healthy dating relationship. • Provide secondary prevention activities to (200) youth experiencing or at risk for teen dating violence • Conduct (16) gender-based support groups that are each (10) weeks long • Create access and linkage to mental health services Briefly report on the services provided by the program during the past reporting period. Please include (as applicable): target population(s), program setting(s), types of services, strategies/activities utilized (including any evidence-based or promising practices), needs addressed and follow up. Please note any differences from prior years or any challenges with implementation of the program, if applicable. Our Youth Education Support Services (YESS) team provided services at five high schools in West Contra Costa County. These schools included Hercules High school, Pinole Valley High School, El Cerrito High School, Kennedy High School, and Richmond High School. At the onset of each semester, our team provided either classroom presentations or tabling B-228 events on campus to provide information and education about teen dating violence and healthy relationships. School staff, parents and other support providers were engaged in these activities as appropriate. From these presentations and events, our team recruited youth who were interested in joining our support groups, Promoting Gender Respect (for male identified students) and Expect Respect (for female identified students). These students then participated in a semester long support group, meeting weekly to discuss in depth issues around teen dating violence and healthy relationships. Following these successful support groups, we selected fourteen (14) youth to participate in our Youth Against Violence (YAV) leadership program. This program starts with a 4-week summer leadership program, and then continues throughout the school year. The main objective for this program is to support the youth in developing and utilizing leadership skills to become community advocates against teen dating violence. Their biggest project of the year is to create and implement a campaign for Teen Dating Violence Awareness Month (TDVAM) in February. Following the pandemic, we continue to see some changes within the schools that have impacted how we provide our services. Schools have been impacted by drastic reductions in school staffing and resources, so we have had to shift our model to work within these changes. For example, it has become very difficult to provide multiple classroom presentations as the coordination of these events is challenging for already stretched school staff. Our adaptation has been to increase tabling events to remain visible to students outside of class time. Additionally, due to the reduced resources available to schools, referrals into our program are higher than ever, leading us to have groups at maximum capacity. Challenges this year have been with the delayed start of the badging process with WCCUSD. The application and approval process has changed over the years. In years past, we would begin the application in the early winter for the following school year, over the past 2 years that process hasn’t begun until the mid-summer. A lot of the time this is when the district office is closed or not operating as frequently as they are in the fall creating issue when submitting and getting early approval so we can begin services on time. This past year said delay prevented us from beginning in schools until the end of July. We were able to provide some on campus services with tabling as guest, but we could not go into classrooms to provide our workshops or support groups. In addition to the delay in the badging process, each individual school site we work at needs to submit an additional vetting form for each community partner. This then needs to be approved by the district as well before we can start at each school. This causes us to have different start times at each school, often delaying the start of services. Briefly report on the outcomes of the program’s efforts during the past reporting period. Please include (as applicable): Quantitative and qualitative data, data collection methodology (including measures for cultural responsiveness and confidentiality), evaluation, and use of information gathered. Please note how these outcomes compare to your measures of success at the outset of the past reporting period. As our numbers reported below demonstrate, there are pieces of data that we do not collect or cannot report on using our current database system. We can report numbers of youth/adults reached but do not always have opportunities to gather their demographics consistently. For example, in our classroom presentations students engage in our pre/post surveys but often decline to provide other information about their personal demographics. Another challenge is the limitations of our data management system, which has prevented us from capturing and being able to interpret/report out on data gathered. We are currently in the process of transitioning to a new and much more robust data management system which will allow us to not only store data, but also to pull accurate reports on our outcomes and client demographics. B-229 Describe how the program reflects MHSA values of integrated, community-based, culturally responsive services that are guided and driven by those with lived-experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserved; provides access and linkage to mental health care, improves timely access to services, and use strategies that are non-stigmatizing and non-discriminatory. Give specific examples as applicable. Include examples of notable community impact or feedback from the community if applicable Our program strives to be very well connected to the areas we serve, and we highly value cultural responsiveness. Many of our staff have either worked or lived in the communities in which we provide services and are committed to increasing our understanding and learning about the unique needs and culture of each community. We monitor and evaluate the changes and patterns we observe in each setting so that we can adequately adapt our services to best meet the needs we identify. We engage in other community events which allow us to strengthen our referral network, as well as spread information about our programs and services. We attended numerous club rush events on campuses in West Contra Costa Unified School District as well as back to school nights. For Teen Dating Violence Awareness month our Youth Against Violence leadership program attended the rally at the state capital advocating for more prevention funding from the state and sharing information on the seriousness of teen dating violence. We maintain strong relationships with school personnel, who routinely reach out to members of our staff to make referrals into our program or into other STAND! programs and services. We also offer support as needed for incidents that occur in the community, which may include being present in a school for individual support after violence has occurred. Within STAND! we have several other programs that we refer clients to, including a Children’s Counseling Program where youth can receive free mental health treatment. We also refer students to external community mental health programs such as Contra Costa County Behavioral Health, On-site school resources and other low-fee programs. STAND! operates a 24-hour crisis line that offers counseling and resources, and youth are given this number with any information they receive. In addition to our school based work this year, our Youth Against Violence leadership program thrived in the community. Our annual Teen Dating Violence Awareness month campaign was in the form of a community resource fair on February 19th at the San Pablo Community Center in San Pablo, CA. This year’s theme was “Abuse doesn’t have a gender” highlighting how abuse can show up for boys, gender non-conforming folks, and same sex relationships as well. Our youth leaders wanted to highlight that yes, women and girls are disproportionately often the victims of intimate partner violence, but so many others don’t speak up about the abuse they may receive because of gender and societal norms. We had 6 additional community partners table with us at our event; Community Violence Solutions, Planned Parenthood NorCal, Ujimia Family Foundation, Life Learning Academy and Fresh Approach. Overall, the event was a huge success bringing out many community members and teens to learn about the resources available to them in their community. We had spoken word, poetry, prize give aways and food for all attendees. The youth leadership at STAND! Also took another huge step forward this year with their social media engagement. On the Youth Against Violence programs Instagram account (@youthagainsttdv); the teens wanted to find a way to meet their peers where they are, and that’s on social media. We created many posts that promote resources and facts for teens surrounding teen dating violence, we uplifted other organizations that support teens, and we took a plunge into content creation ourselves. The youth leaders began writing, acting and producing short skits that highlight different red flags and abusive tendencies in relationships. These have been a big hit an have garnered a lot of engagement by followers. The biggest step forward in engagement this year has been the creation of our youth led podcast (The 1 in 3 podcast) on Spotify. First launched in December 2023, our youth leaders engage in conversations with one another and guests, discussing teen dating violence through the lenses of their own experiences, trends, community topics, song lyrics and B-230 movies. A true highlight of the podcast this year was having our first guest Lina Servin from Planned Parenthood NorCal. Lina stopped by to talk about her role at PPNorcal, resources available to teens, and her path to the field. Social media and our YAV leadership have been instrumental in our success this year with the slow start of the WCCUSD clearance. B-231 AGGREGATE REPORT Include the following demographic data, as available, for all individuals served during the prior fiscal year: (NOTE: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL SERVED FOR FY 23-24: 821 AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH - TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 226 241 67 N/A 167/120 821 LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) N/A N/A N/A 821 821 IF OTHER, PLEASE SPECIFY: RACE: ETHNICITY (NON-HISPANIC/LATINX) MORE THAN ONE RACE 15 AFRICAN N/A AMERICAN INDIAN/ ALASKA NATIVE 4 ASIAN INDIAN/ SOUTH ASIAN N/A ASIAN 32 CAMBODIAN N/A BLACK/ AFRICAN AMERICAN 57 CHINESE N/A WHITE/ CAUCASIAN 36 EUROPEAN N/A HISPANIC/ LATINO 105 EASTERN EUROPEAN N/A NATIVE HAWAAIAN/ PACIFIC ISLANDER 2 FILIPINO N/A OTHER 30 JAPANESE N/A DECLINE TO STATE/ DATA NOT CAPTURED 524 KOREAN N/A TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 821 MIDDLE EASTERN N/A VIETNAMESE N/A B-232 MORE THAN ONE ETHNICTY N/A OTHER N/A ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN N/A DECLINE TO STATE/ DATA NOT CAPTURED 821 CENTRAL AMERICAN N/A TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 821 MEXICAN AMERICAN N/A PUERTO RICAN N/A SOUTH AMERICAN N/A OTHER N/A SEXUAL ORIENTATION: HETEROSEXUAL N/A QUESTIONING / UNSURE N/A GAY / LESBIAN N/A ANOTHER SEXUAL ORIENTATION N/A BISEXUAL N/A DECLINE TO STATE/ DATA NOT CAPTURED 821 QUEER N/A TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 821 SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE N/A MAN N/A FEMALE N/A WOMAN N/A DECLINE TO STATE/ DATA NOT CAPTURED 821 TRANSGENDER N/A TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 821 GENDERQUEER / NON-BINARY N/A QUESTIONING N/A ANOTHER GENDER IDENTIY N/A B-233 DECLINE TO STATE/ DATA NOT CAPTURED 821 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 821 ACTIVE MILITARY STATUS: VETERAN STATUS: YES N/A YES N/A NO N/A NO N/A DECLINE TO STATE/ DATA NOT CAPTURED N/A DECLINE TO STATE/ DATA NOT CAPTURED N/A TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) N/A TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) N/A DISABILITY STATUS: DISABILITY TYPE: YES N/A DIFFICULTY SEEING N/A NO N/A DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD N/A DECLINE TO STATE/ DATA NOT CAPTURED 821 PHYSICAL MOBILITY N/A TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 821 CHRONIC HEALTH CONDITION N/A OTHER N/A DECLINE TO STATE/ DATA NOT CAPTURED 821 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 821 COGNITIVE DISABILITY: YES N/A DECLINE TO STATE/ DATA NOT CAPTURED 821 NO N/A TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 821 PROVIDED IN-HOUSE MH SERVICES: NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES 16 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 8 B-234 REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES 1 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 1 AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: Unknown AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES 2 weeks B-235 THE LATINA CENTER - PEI ANNUAL REPORTING FORM FISCAL YEAR: 2023 – 2024 PEI STRATEGIES (CHECK ALL THAT APPLY): PREVENTION EARLY INTERVENTION X OUTREACH STIGMA AND DISCRIMINATION REDUCTION ACCESS AND LINKAGE TO TREATMENT IMPROVING TIMELY ACCESS TO TREATMENT SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): CHILDHOOD TRAUMA EARLY PSYCHOSIS YOUTH OUTREACH AND ENGAGEMENT X CULTURE AND LANGUAGE OLDER ADULTS EARLY IDENTIFICATION NARRATIVE REPORT Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) • Primero Nuestros Niños (Our Children First), an 8-10 week program, is linguistically adapted to our Spanish speaking Latino community. During fiscal year 2023-2024, Our Children First staff were able to reach almost 3,000 persons by calling and inviting them to participate in our Parenting Classes. • As a result of these calls, a total of 332 people registered, 232 participants were able to take at least some of the classes - 66 participants completed and graduated from the course. • Since the pandemic, parent participation in in-person classes has not rebounded to where it had been before. However, we had 6 groups in new schools where we have never worked before, and 14 groups on zoom. Classes were held in both the morning and the afternoon. • During this fiscal year, we had the support of 3 parent educators, who made calls and conducted outreach for our classes. • To train more parenting educators/facilitators, we trained 20 new leaders for our programs at The Latina Center including Our Children First. • Among the places where we were invited and allowed to do outreach were public parks, events at new schools such as back to school night, interviews with community program coordinators in these new schools, and some events at The Latina Center. B-236 • During this fiscal year, we had more communication with social workers who referred 15 participants from CFS, services and the Courts in San Francisco and Richmond. • Our expert Mental Health and Family Life Coach Karen Flores saw 55 clients in one-on-one coaching sessions and led 3 mental health workshops with a total of 42 participants between the 3 groups. • 10 participants attended health relaxation exercises. • Alejandra Escobedo Suchet, a graduate of our Mujer, Salud y Liderazgo leadership program and coordinator of Family Services of Mental Health System for Adults at West Contra Conta County Clinic, led one support group for parents and a Family to Family Nami session with a total of 18 participants. • A report from each of our experts in Mental Health will be attached at the end of this report. Briefly report on the services provided by the program during the past reporting period. Please include (as applicable): target population(s), program setting(s), types of services, strategies/activities utilized (including any evidence-based or promising practices), needs addressed and follow up. Please note any differences from prior years or any challenges with implementation of the program, if applicable. ➢ Our evidence-based 10 week STEP parenting education program focuses on our Spanish speaking Latino community in Contra Costa County (mostly in West County but also in Antioch). It is led by other Latino peer parents who are trusted and credible in part because they share similar ideas, customs and traditions about the education and discipline of their children. ➢ With our classes, parents learn tools from the STEP program so the family learns to build a strong foundation: spending quality time all together, trusting in one and other, practicing good communication skills, working as a team, sharing responsibilities, helping mom and dad, and all being supportive of each other. ➢ Participants have gradually learned to adapt to the new norm after the pandemic. For most families, parents with only one job are not enough. They look for more ways to support their families and provide the essentials, but at what cost? That means that parents need to leave their teenagers home alone more and small kids are cared for by others. For this reason, many parents register to take our classes. They start in a group, attend several sessions, but many can’t continue or finish due to their work commitments (this is the main reason why our graduation rates are low). ➢ Parents learn their children’s behavior is often due to experiences they have gone through at home, school or due to adolescence. Sometimes mental health problems are a result of parental abandonment, domestic violence or simply because of parents’ absence due to work or separation from families. Many parents are seeking professional help or ways to educate themselves to help their children cope with these situations. ➢ Some participants come back from time to time to take our classes again to refresh what they learned. ➢ We reached almost 3000 people during our outreach calls to participants in our programs to invite them to join our zoom groups. However, calls take longer to make: one call can take 25 to 40 minutes because our staff is trained to identify if participants are going through a difficult situation, like domestic violence, mental health issues and might need other resources in the community. ➢ We had classes on zoom, and we were able to have 14 groups during this fiscal year. ➢ With morning and afternoon classes, we give parents more flexibility of time and days, so that everyone to participate. And if, for some reason a parent misses a class, they have the opportunity to make up that session and can still graduate and get their certificate. ➢ In May, we had a training to prepare more facilitators for our different groups, especially Our Children First. We had a very good response from parents who have already taken the classes and felt called to pass the message on to more parents who are dealing with challenging situations for their children. We trained 5 more educators who will work with us next fiscal year. ➢ Little by little we are resuming face-to-face classes and this year 5 new schools opened their doors and invited us to be the first organization to present our program to their parents of their community. Our classes open the way for other programs and organizations to form groups of parents who learn strategies to be present in the B-237 lives of their children - even if those parents work. Once a week, they take the time to be there present and educate themselves in order to be the best example for their children to see. ➢ Mental Health is a major public health issue. Parents are gradually becoming more and more interested in this issue and are asking us for more topics in this field because they realize the consequences of the pandemic, like anxiety, depression and emotional crisis are still going on. ➢ This year we had the support of two community mental health experts, Karen Flores, Mental Health and Family Life Coach and Alejandra Escobedo Sochet coordinator of Family Services of Mental Health System for Adults at West Contra Costa County Clinic. ➢ At the end we included a detail report from each one of our experts. Briefly report on the outcomes of the program’s efforts during the past reporting period. Please include (as applicable): Quantitative and qualitative data, data collection methodology (including measures for cultural responsiveness and confidentiality), evaluation, and use of information gathered. Please note how these outcomes compare to your measures of success at the outset of the past reporting period. During this fiscal year we provided more activities with the help of our 3 parent educators, who did outreach and presented the classes. • We conducted more outreach and other activities in different regions of our community this year: nearby cities, community events in the city of Richmond and San Pablo, information tables at events in the park, back-to- school night information tables in schools, schools that for the first time gave us the opportunity to provide the services of our classes to the participating parents. • The new schools are J. O. Ford Elementary in Richmond, Shannon Elementary School in Pinole, Aspire Richmond, and California College Prep in Richmond. Thanks to referrals from other community workers that we have been working with for years, we were able to schedule groups in these schools this year. • We also had two groups of parents in the city of Antioch. The group that had the most participants was a group of fathers - 13 registered and 8 graduated. They have continued in contact and are trying to form a group of community leaders in that area. We have encouraged them to continue sharing the prevention tools from our classes, this is what many parents have been looking for to promote communication, values and the prevention of family breakdown. See Appendix A for a list of Outreach Activities conducted by The Latina Center’s staff and parent educators to recruit parents. PARENTING CLASSES Our STEP curriculum continues to impact new parents who have struggled with their children's behaviors that they could not identify because they are habits that they have been doing since childhood. In some of our face-to-face classes we were able to incorporate art and games to make the classes more fun, since in the afternoon, most parents arrive tried to class but always with a good learning activity, these games are so that they can identify actions and customs that their children can have and do, so they can stay at home and feel more confident that our classes are working, Examples from the first session : • We talk in every session about the importance of maintaining healthy family environments, free of violence and abuse, breaking generational habits, getting new ideas and going to the forefront with the children • We promote mental health and encourage Latino parents to seek services from professionals in the field and we invite them to take the sessions with our mental health coach Please see Appendix B for a detailed description of each of the 10 week sessions for Primero Nuestros Niños led by The Latina Center’s trained peer parent educators. PRE-EVALUATIONS Below are the results of the 232 PRE-EVALUATIONS completed during registration by phone or in person: B-238 Section 1 NEVER RARELY FREQUENTLY ALWAYS Identifies the reasons for the behavior of your children? 1.7% 18.1% 50.4% 29.7% Avoids doing things for your children when they can do it themselves? 6.5% 25.4% 47% 21.1% Recognizes positive qualities and actions of your children? 0.4% 5.6% 45.7% 48.3% Listens to detect feelings in what your children say. 0.4% 9.5% 50.9% 39.2% Expresses your feelings to your children in a serene way. 2.6% 17.2% 53% 27.2% Solves problems, talking about solutions with your children? 3% 8.6% 51.3% 37.1% Allow your children to learn from the consequences of their own choices? 1.3% 13.4% 46.6% 38.8% Uses discipline that is related to your children’s behavior? 4.7% 22.4% 44% 28.9% Knows what approach or response to use when disciplining your children? 2.6% 21.1% 52.6% 23.7% Holds family gatherings? 23.3% 36.2% 27.2% 13.4% Accepts your children’s mistakes? 0.9% 12.9% 47.8% 38.4% Shows respect for your children’s opinions? 0.9% 9.1% 43.1% 47% Totally Totally Section #2 OF THE PRE-EVALUACION Disagree Disagree Agree Agree 1.-Parents should not engage in verbal arguments with their children? 6% 33.2% 48.7% 12.1% 2.-Parents should make their children do their chores 0.4% 3% 65.9% 30.6% 3.-Children misbehave for a specific reason 0.4% 10.3% 69.8% 19.4% 4.-Children learn better when they are pointed out the mistakes they made? 2.2% 6% 61.6% 30.2% 5.-Effective communication with children requires of certain skills 1.3% 6% 72% 20.7% 6.-Parents who listen carefully to their children do not seem to know how to act 19.8% 47.4% 28.9% 3.9% 7.-Discipline needs to be understood by children 1.7% 7.8% 73.3% 17.2% 8.-Physical punishment is effective in teaching cooperation 54.3% 37.5% 6.9% 1.3% 9.-Children must be responsible for their belongings 1.7% 4.3% 65.1% 28.9% 10.-Parents can do very little to change the behavior of their children 35.8% 47% 14.2% 3% 11.-Positive encouragement motivates your children 0.4% 0.9% 66.8% 31.9% 12.-Demonstrating concern for the feelings of your children, gives them too much control 15.1% 31% 43.5% 10.3% 13.-Children learn by watching parents use positive behavior 2.2% 59.9% 37.9% 14.-Disobedience is a challenge for the authority of a father 5.2% 25.4% 58.6% 10.8% 15.-Responsible parents help their children to learn from their decisions 22.2% 59.9% 37.9% 16.-Solving children’s problems, helps them to be responsible 25.4% 47.4% 23.3% 3.9% 17.-Children can be involved in developing solutions for family problems 8.6% 35.8% 47.8% 7.8% 18.-Praising children for their good behavior it shows that you accept them as they are 6% 12.5% 58.6% 22.8% 19.-Responsible parents help their children to learn from their decisions 2.6% 67.7% 29.7% 20.-Children’s misbehavior would end, if parents ignore it 41.4% 40.5% 14.7% 3.4% B-239 To continue these are the result of the POST_EVALUATION in these, not all the parents’ finish NEVER RARELY FREQUENLY ALWAYS 1.-Identifies the reasons for the behavior of your children? 1.5% 7.6% 47.3% 43.5% 2.-Avoids doing things for your children when they can do it themselves? 3.1% 24.4% 41.2% 31.3% 3.-Recognizes positive qualities and actions of your children? 0.8% 3.1% 29.8% 66.4% 4.-Listen to detect feelings in what your children say? 0.8% 6.1% 29% 64.1% 5.-Espresses your feeling to your children in a serene way? 0.8% 5.3% 45.8% 48.1% 6.-Solves problems, talking about solutions with your children 0.8% 7.6% 50.4% 41.2% 7.-Allow your children to learn from the consequences of their own choices? 1.5% 6.9% 39.7% 51.9% 8.-Uses discipline that is related to your children’s bad behavior 4.6% 14.5% 45% 35.9% 9.-Knows what approach or response to use when disciplining your children? 1.5% 13.1% 60% 25.4% 10.-Hold family gatherings? 6.1% 32.8% 38.2% 22.9% 11.-Accept your children’s mistakes? 0.8% 3.8% 36.6% 58.8% 12.-Show respect for your children’s opinions? 2.3% 32.1% 65.6% POST-EVALUATION Part 2 Totally Totally Disagree Disagree Agree Agree 1.-Parents should not engage in verbal arguments with their children? 7.6% 32.1% 36.6% 23.7% 2.-Parents should make their children do their chores 1.5% 2.3% 59.5% 36.6% 3.-Children misbehave for a specific reason 1.5% 5.3% 56.5% 36.6% 4.-Children learn better when it is pointed out the mistakes they made 0.8% 9.9% 55% 34.4% 5.-Effective communication with children requires certain skills 6.9% 60.9% 32.3% 6.-Parents who listen carefully to their children do not seem to know how to act 25.4% 48.5% 20.8% 5.4% 7.-Discipline needs to be understood by children 0.8% 12.3% 56.2% 30.8% 8.-Physical punishment is effective in teaching cooperation 55% 37.4% 6.1% 1.5% 9.-Children must be responsible for their belongings 7.6% 63.4% 29% 10.-Parents can do very little to change the behavior of their children 34.4% 45.8% 14.5% 5.3% 11.-Positive encouragement motivates your children 3.8% 51.1% 45% 12.-Demonstrating concern for the feelings of your children, gives them too much control 16% 36.6% 38.9% 8.4% 13.-Children learn by watching parents use positive behavior 3.1% 48.1% 48.9% 14.-Disobedience is a challenge for the authority of a father 6.1% 30.5% 49.6% 13.7% 15.-Learning from their own experiences helps children to be responsible 2.3% 61.1% 36.6% 16.-Solving children’s problems, helps them to be responsible 25.4% 47.7% 22.3% 4.6% 17.- Children can be involved in developing solutions for family problems 5.3% 24.4% 52.7% 17.6% 18.- Praising children for their good behavior shows that you accept them as they are 14.6% 14.6% 48.5% 22.3% 19.- Responsible parents help their children to learn from their 1.5% 63.8% 34.6% B-240 decisions 20.-Children’s misbehavior would end, if parents ignored it 39.7% 42% 12.2% 6.1% STEP FINAL PROGRAM EVALUATION Totally Totally Disagree Disagree Agree Agree The STEP program has given me information that has helped me in my skills as a parent 22.1% 77.9% The STEP program has helped me to improve relationships in our family 22.9% 77.1% As a result of the STEP program, communication with my children has improved 22.9% 77.1% Other observations: ❖ Despite our effort to give each person the services of our program and having a very flexible schedule with groups in the morning and afternoon, face-to-face classes and by Zoom, we continue to see the struggles after the pandemic where parents need to focus on working to provide their families with what they need. ❖ A few participants who demonstrate real interest in personal change and changing their family, even take more than one class. ❖ Other participants, sent by the court and CFS, often do not make the effort to practice the tools or do the homework, some participants only comply by attending the classes and obtaining their certificate. When they are evaluated, their answers may be vague and meaningless or they say they do not remember,, but they want their certificate. ❖ 18 people were referred by social workers, during this year to take the classes, several of them, were not interested in participating, but some did make changes in their families; others complied by taking the class. MENTAL HEALTH We focus on keeping our participants informed about issues related to mental health giving them the tools they need and information about the most common mental health disorders impacting our Latino community. ❖ This topic shows the difference between illness and mental disorder, ❖ Symptoms of the different categories in each condition are described, ❖ We mention the different factors that can cause the conditions are described ❖ A safety plan is shared for loved ones including, program phone numbers, and program coordinator number Results from our PRE AND POST-EVALUATION (96 participants) received this topic and filled out the evaluations,. MENTAL HEALTH PRE-EVALUATION: YES NO 1.- Can you describe what mental illness is? 84% 16% 2.- Can you recognize any mental health symptoms? 71% 29% 3.- Do you suffer from depression? 22% 78% 4.- Do you suffer from anxiety? 17% 83% 5.- Do you suffer from stress? 19% 81% 6.- Do you know any family member with any mental Illness? 11% 89% 7.- Do you have a family member who has been diagnosed? 39% 61% 8.- Did your family member receive any medical treatment? 44% 38% 9.- Are you going through a difficult situation? 13% 87% 10.- Would you like to make an appointment with our mental health life coach? 13% 87% MENTAL HEALTH POST-EVALUATION: YES NO NEVER B-241 1. Can you identify what mental illness is? 61% 39% 2.- Do you suffer from depression? 51% 41% 3.-Do you suffer from anxiety? 26% 74% 4.-Do you suffer from stress? 23% 77% 5.-Were you diagnosed by a professional? 17% 83% 6.-Did you receive medical treatment? 30% 60% 10% 7.- Do you know any family member with any mental Illness? 27% 73% 8.- Did your family member was diagnosed? 55% 45% 9.- Did your family member had any medical treatment? 80% 20% 10.-Are you going through a difficult situation? 24% 76% 11.-Would you like to make an appointment with our mental health life coach? 19% 81% MENTAL HEALTH WORKSHOPS EXERCISES TO MANAGE STRESS We began our mental health self-care workshops with techniques guided by one of our parent educators, where the objective is to increase the management of emotions such as anxiety, stress, and depression and to increase body movement, to unblock emotions, through stretching exercises and trauma information techniques. This is a 4 week workshop in which 10 participants registered. • 100% of the participants mentioned having improved the levels of tension in their body, • 100% improved their sleep, • 100% of the participants learned to reduce anxiety through alternating breathing, one mom even taught her 4- year-old son to breathe in case he felt stressed or frustrated by something he could not control In collaboration with our Mental Health and Family Life Coach Karen Flores, we had 3 Mental Health workshops. WORKSHOPS Workshop 1.- Improving my Self-Esteem: Objective: That the participants manage to understand their true value, as people, through an adventure of introspection that leads the participant to greater self-knowledge, leading them to a healthy self-esteem One of them was given in Richmond at The Latina Center, having 17 registered participants. 9 participants finished the program successfully. 2.-The other one was given in Antioch, CA at KAFT Coaching, having 9 participants registered, and 7 that completed the program successfully. In both classes, 100% of the participants that finished the program reported having a better understanding of themselves and their self-worth, thus increasing their self-esteem. Observations: Richmond: When the participants first started the class most of them seemed very timid and to themselves. As they started the journey of self-discovery, the change in them was very noticeable. Little by little they started feeling more confident and they would even smile more. At first many of them felt like they didn’t have any especial gifts, but as they did the exercises, they were able to discover a lot of their strengths. Especially when they asked their family members or friends to help them with an activity. The results were great. The participants reported that they had find their self- worth and they were implementing more self-care and boundaries. Many of them felt motivated enough to join the other programs of our organization as volunteers. B-242 Antioch: This class was mixed with women and 2 men. Most of the participants are community leaders and participate in different organizations. It was surprising to find out in the pre-evaluation that most of them had low self-esteem. I was expecting that as community leaders they would have learned more about their self-worth, but I found out that they cared very little for themselves. As they continued the class, I had to keep reminding them that they needed to stop thinking about other people as they would do the exercises, and to focus and work on themselves. That this class was for them. I was very glad to see the post-evaluation results that showed that they all had a great increase in their self- esteem at the end of the program, and they reported also applying to more self-care activities. They understood that to help others, they had to help themselves Workshop 2.- Understanding Childhood Wounds Objective: This course aims to make participants understand that most people have experienced or been exposed to at least one of the 5 childhood wounds, according to the concept developed by psychotherapist, Lise Bourbeau. They will be made aware of the causes, the behaviors that can emerge from them and how to begin a healing process This class was given once this year in Richmond at The Latina Center. There were 18 registered participants. 100% of them reported to have been victims of some type of wound. By the end of the class, they reported having a better understanding of what they had experienced and their behaviors as consequence of the wounds. Observations: 100% of the participants that attended the first class were able to identify that they had been hurt or were carrying wounds since their childhood. However, they didn’t identify the category that those wounds belong to. As they continued taking the classes all the participants reported being able to identify what type of wound was caused and therefore, they were able to understand their behaviors. They understood that, as adults they are in charge of how they handle their emotions and behaviors. They reported feeling less as a victim and more as a reliant survivor. Support group with a focus on dialectical behavioral skills: (Partnership with Contra Costa Adult Mental Health) OBJECTIVES: The support group for parents of teens 16 participants registered, but only 10 participated, adults seek to provide parents with emotional support and skills to learn how to take care of themselves, learn to manage and regulate their emotions, learn to improve communication, and set healthy boundaries. The curriculum seeks to familiarize parents with concepts such as: Emotional Mind, Rational Mind and Wise Mind, to understand their own process of their emotional responses to the different events they experience as a family. We also seek that they learn the concepts of Acceptance and Change, to generate a change, it is necessary to accept with body, mind and spirit the things that cannot be changed, and begin to change how they respond to certain emotionally stressful situations, using their wise mind. OBSERVATIONS: 100% of parents have reported being more aware of their lack of tolerance for their children's behavior, as well as a lack of self-care. Participants have shared feeling more alert to behaviors they want to improve, such as practicing self-care and improving communication with their partner and children. Parents have begun planning activities for themselves and their family, as well as beginning to use validation in conversations with their children NAMI Learning Group: From Family to Family (Sponsored by The Latina Center and NAMI Contra Costa) OBJECTIVES: Family to Family is a program of 8 week sessions free program for family members, partners, friends, and loved ones of adults living with mental illness. The course is designed to help the whole family understand and support loved ones B-243 living with a mental disorder, without neglecting the well-being of the family circle. The course includes information on mental disorders such as schizophrenia, bipolar disorder, and severe depression among others. To this program, 8 participants register, finishing successfully 6 persons OBSERVATIONS: 100% of the participants have shared their amazement to see that they are not the only ones facing the challenges of mental illness, have found validation in the content of each session, have developed empathy for their loved one, begin to understand the value of their self-care, and wish to continue supporting each other Describe how the program reflects MHSA values of integrated, community-based, culturally responsive services that are guided and driven by those with lived-experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserved; provides access and linkage to mental health care, improves timely access to services, and use strategies that are non-stigmatizing and non-discriminatory. Give specific examples as applicable. During all these years of teaching and sharing our program, with your support, for our Latino community, we take the time to look for parent educators with the same values and goals to improve and heal our families, working with the tools of the STEP guide, parents who have gone through our program on more than one occasion and care about other families, They know that their life experiences serve as an example and encouragement for other families, small or large, and provide hope for improvement. ➢ Our 3 parent educators have been constant and committed to the work we do here at The Latina Center and our programs. They are members of the community, have lived experience and have already been through the program. They are trusted and respected leaders who desire is to spread the message to more parents. ➢ In May, we had a training to prepare more facilitators for our different groups, especially Our Children First. We had a very good response from parents who have already taken the classes and felt called to pass the message on to more parents who are dealing with challenging situations for their children. We trained 5 more educators who will work with us next fiscal year. ➢ Our outreach seeks to engage people in non-stigmatizing locations using strategies to reach those who are traditionally underserved and not engaged by other more traditional providers. Our outreach is conducted in person, in schools, events in the cities of Richmond and San Pablo, events in the park, or distributing flyers with information on different topics and inviting people to join in our classes. This face-to-face outreach works for us because we can make personal contact with people in our community to build relationships and trust. ➢ Our participants care about the wellbeing of their families and, although they have been living in this country for a long time, return to their roots because they want their children to follow their culture, values and principles. ➢ We work hard to make linkages to other resources that parents and their families need, including information about mental health and wellness and links to mental health treatment services. Include examples of notable community impact or feedback from the community if applicable. TESTIMONIES: ❖ B.P. Mexican Mom, she commented at the beginning of the class that she is a housewife with two teenage girls and with the older one, she always had arguments, because of her rebellious behavior and that she did not have much communication with her spouse as she would like, during the classes this is what she shared" From the second class I learned that my daughter's behavior is authoritarian, Like her father's, I try to be an equitable mother but I despair very quickly with her demands, I have learned to observe her behavior and set limits before getting angry and always talking to her with respect, I have also learned to give responsibilities to both of them equally, since before I made a difference in age and because I thought that my oldest daughter should have more responsibilities and the youngest not so many, I like it a lot she learns more and more about her behaviors, with my spouse I learned to use the message in I to communicate with him and let him know my needs and whenever I need to be my partner, when we decided to discipline them both, he has known how to listen and B-244 pay attention, until today and almost at the end of the class I am grateful to have participated in these classes, thank you very much to everyone for bringing these classes to school and caring about children and families ❖ Young boy, 11th grade, student of the school, one day saw Ms. C. on the hallway and stop to say this: "Thank you MS C, for bringing these classes to school and inviting my mom to take them, since she is learning here, she yells at us less and she gets less angry at us, we even eat all together at the table at dinner time, I like my mom to learn ❖ L.V- Mexican mom, shared little by little in class how in her family when she was small and from a large family, she remembered that her dad was always working and her mom was busy all the time because she had many siblings, her mom was not loving, nor affectionate and she was always in a bad mood and cleaning, cooking. She would have wanted her mom to give her a sweet word or a hug or a kiss, for that reason when we invited her to take the classes she found all the tools very interesting especially those of encouraging and messaging in I, because she wanted to learn to communicate better with her family. This is what she shared "I learned that without wanting to I am repeating the same patterns of behavior of my parents especially my mom's and although I do hug and kiss my children, I am always well occupied and on the run, I lose my patience and I yell at them easily, they also get angry, and it is chaos in the house. I liked the techniques I learned in the class because I greatly improved the way I listen to my children's needs, I learned to identify their behavior and what is the goal of that behavior, I learned to listen to my emotional needs and talk to my spouse, I definitely learned a lot, thank you." ❖ S.H. Mexican mother and grandmother shared that she had taken our classes long time ago, when her children were young because she felt the need to know why she was angry all the time, even though she worked a lot, she found time to educate herself and be involved in her children's lives when they were in school, She was part of the different committees of the school and had already participated in the classes and this time it served as a review of everything she was seeing and learning, she had also participated in other workshops but now that her daughter is a mother, she observes that her daughter is repeating certain behaviors and wants to guide her in a better way. She also wants to learn to be a happier grandmother who enjoys her grandchildren This is what she shared: When my children were young I really liked the issue of mental health and the behavior of children, when my eldest son entered adolescence I noticed a change in him, he was more distant, quiet and I didn't like that, One day he woke up happy, he ate with us, he talked with his dad and suddenly he hugged me when I was in the kitchen, it was already late, not so late but it was after dinner, he hugged me very tightly, gave me a kiss and told me that he loved me very much, and with his bright eyes he said goodbye he told me that he was very tired of living and that he was going to rest, in that moments something told me that something was happening and I was not calm, then I saw how he said goodbye to his father and did the same, in those moments I said to myself NO this is not right. I saw my son go to his room and I heard when he locked his door, my body began to break out in a cold sweat and my heart was beating very hard, I ran to my spouse and asked him to follow him and insist that he come out, we lived in a building on the fourth floor, when my spouse and told him what I was feeling, then I went to knocked on his door, he did not answer and that alerted me more, I asked my daughter to go downstairs and look towards his balcony, she ran and when she got downstairs she could see him ready to jump, she yelled at him not to do it, while we tried to open the door, my spouse I don't remember how it was but we opened the door, at that moment I yelled at him not to do it, that it was not worth it, that he let me help him please come down, I said, so he did, he come down, he did not want to die, only needed help because he was going through a depression due to work issues, that night my spouse and I stayed with him, days later I sought psychological help for him, I remembered what I had learned in class and we were able to move forward, It was a recovery of many months but I am glad that my family was united in those moments. So thank you for bringing this information to us in the comfort of my home. Below, we have three testimonies from the only group of fathers that participated in the classes. ❖ A.G. a man born in California, but raised in Mexico, is about to be a father, his spouse is 8 months pregnant and he shared in classes that although he had a good relationship with his parents, he grew up seeing his mother suffer abuse and violence by his father, he never hit them physically but he and his siblings were punished a lot, Her father was an alcoholic man who rarely had enough money to bring home, her mother endured a lot and B-245 tried to defend and justify her spouse's behavior. A.G had to leave school at a very young age and go to work to help his mother, he came to California to work and when he arrived here he wanted to study, but he was too old to enter school and too young to study in adult school, so he worked a lot, sometime later he got married and now that a baby comes he worries because he does not want to be the same as his father, nor treat his spouse as his father did with his mother. He wants to be different with his son, he wants to be a loving father who will accept his son no matter what, and who will be present in his life and in the lives of the other children he has. In the second class he shared the following: after the second class I started to think a lot about what you told us, that we can't change anyone's behavior except for ourselves, so I took advantage of the arrival of my parents to my house to start healing the family part, the day I went to pick up my parents at the airport, When they were leaving the hallway, the first thing I did was run with my dad and I hugged him and gave him many kisses, as I am taller than him, I lifted him in my arms. I gave him a big hug and told him that I had missed him very much, I also hugged my mom and did the same, I let them know that I had asked for a few days of vacation at work to go for a walk with them, my mother looked at me very strangely and asked me if everything was okay, my health, that if I was not sick. I replied no, why? My mom told me: you are not like that, something must happen, I mentioned to her that I was taking parenting classes and that the task was to make a change for your family, I also wanted to start making the changes for when my son arrived. That made me feel emotionally fulfilled, I promised myself that I will do everything contrary to what happened when I was a child, I love my wife and my son who is on the way ❖ R.T Mexican man, father of 6 children, most of them adults, he shared during classes that his first marriage did not value him, he let him lose because of his addictions, he was never a father who was present in the lives of his older children, he had no communication with his first wife, he said that the good thing about him is that he never stopped working to provide for his family, But he was only a "pocket father" and it had never affected him before, now that he is old and clean of drugs and sober, with a second marriage and two teenage children he worries about having a good relationship with his whole children, although some of his children do not talk to him and do not even want to see him, he plans to build a relationship with them, Because it will only be too late when he is no longer here, since the second class he began to make changes and these is what he shared: As the task was to make a change with my family, last night I started and what I did was, I sent a text message to all my children that I do not have around and I asked them for forgiveness because walking in my addictions I abandoned them emotionally and I know that it was my fault that they will move away and do not want to talk to me, but it is not too late and I would like to be able to show you how much I love you and how much I want to be in your life, forgive me for everything, I love you very much; The next day my daughters answered me and I was almost crying and asked me if I was okay, I answered yes, that's why I wanted to get closer to them and start a new relationship, they answer was, yes, that they would also like to start again little by little. My eldest son has not answered me, but I know that he saw the message and I am calm because I know that with him it will be more difficult for me because he was the one who received the most damage from me and I am going to give him his time, I will not stop insisting until he forgives me, with my other son I do talk a lot we even work together but when he saw the message he also asked me if I was okay? And I told him yes, I repeated the same things as my daughters and that he should forgive me for everything, I want to start a new relationship with all of you and he replied that there was a lot to fix but that he would also like to improve our relationship, my other two youngest children because they are with their father and mother are ok I think, But I also want to be a good father for them, I want to be the father they need and I want to take care of my wife and have a better communication because she deserves it, she is a good woman and it is worth it, now that I am old it is as if I am learning everything again, but as I said, it is not too late, that is why I am here learning to be a good father. So thank you for coming here and bringing us these classes Mr. R.T continued with the messages every day wishing blessings to his children and having appointments with each of his children, one day almost to finish the classes he mentioned that he did not want to go to class because he had arrived very tired from work and fell asleep, his wife woke him up, gave him something to eat and sent him to class, She told him that he could not miss it, since she liked all the changes he was making and the very punctual attendance to the class that day. ❖ E.H. Mexican man, father of 3, his eldest son of 22 years old clashes with him a lot and Mr. E. did not understand B-246 why they could not get along, they argued about everything and for everything and his wife was always interceding for both of them in the arguments, his wife also sent him to take the class because she was tired of them both being like cats and dogs all the time, From the first class Mr. E. realized where the problem was and he shared that; I come from a culture where we are told that the father is the head of the family and the children have to obey because as father, we know what is best for our children, that's how I grew up, at a very early age I had to learn to work to be able to help my mother at home, no one asked me if I wanted to continue studying, my father was a very tough and hard man who only gave orders and I come to this country and thank God I have a good job that has allowed me to support my wife and children, I have worked a little on the relationship with her, we have taken couples therapy to improve communication, But when I talked to my son, I didn't accept that he thought so differently from me about his needs, I want to start a car business and I need my son to support me, that's why I told him to study business administration and now that he's almost finishing his degree, he tells me that that's not what he wants to do and that he won't study it anymore. That's why I got angry, and I yelled at him and we fought, but here in the classes I've learned that I'm the one who's wrong, because my son didn't come into this world to make me happy and study what I couldn't, now I understand that he is a person who must follow his path and I as a father have to support him in whatever and however he is, Now I understand my wife's anguish when she hears us fight and now I know that she was right to take his side, I liked the class because I learned to listen to the needs of my children and accept their heart’s desire B-247 AGGREGATE REPORT Include the following demographic data, as available, for all individuals served during the prior fiscal year: (NOTE: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL SERVED FOR FY 23-24: 304 AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH - TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 0 7 292 5 0 304 LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 9 295 2 0 304 IF OTHER, PLEASE SPECIFY: Dialect RACE: ETHNICITY (NON-HISPANIC/LATINX) MORE THAN ONE RACE 0 AFRICAN 0 AMERICAN INDIAN/ ALASKA NATIVE 0 ASIAN INDIAN/ SOUTH ASIAN 0 ASIAN 0 CAMBODIAN 0 BLACK/ AFRICAN AMERICAN 0 CHINESE 0 WHITE/ CAUCASIAN 0 EUROPEAN 0 HISPANIC/ LATINO 303 EASTERN EUROPEAN 0 NATIVE HAWAAIAN/ PACIFIC ISLANDER 0 FILIPINO 0 OTHER 0 JAPANESE 0 DECLINE TO STATE/ DATA NOT CAPTURED 1 KOREAN 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 304 MIDDLE EASTERN 0 VIETNAMESE 0 B-248 MORE THAN ONE ETHNICTY 1 OTHER 0 ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN 0 DECLINE TO STATE/ DATA NOT CAPTURED 0 CENTRAL AMERICAN 76 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 304 MEXICAN AMERICAN 213 PUERTO RICAN 1 SOUTH AMERICAN 12 OTHER 1 SEXUAL ORIENTATION: HETEROSEXUAL 300 QUESTIONING / UNSURE 0 GAY / LESBIAN 0 ANOTHER SEXUAL ORIENTATION 0 BISEXUAL 0 DECLINE TO STATE/ DATA NOT CAPTURED 4 QUEER 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 304 SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE 28 MAN 28 FEMALE 274 WOMAN 274 DECLINE TO STATE/ DATA NOT CAPTURED 2 TRANSGENDER 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 0 GENDERQUEER / NON-BINARY 0 QUESTIONING 0 ANOTHER GENDER IDENTIY 0 B-249 DECLINE TO STATE/ DATA NOT CAPTURED 2 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 304 ACTIVE MILITARY STATUS: VETERAN STATUS: YES 0 YES 0 NO 302 NO 301 DECLINE TO STATE/ DATA NOT CAPTURED 2 DECLINE TO STATE/ DATA NOT CAPTURED 3 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 304 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 304 DISABILITY STATUS: DISABILITY TYPE: YES 4 DIFFICULTY SEEING 7 NO 300 DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD 0 DECLINE TO STATE/ DATA NOT CAPTURED 0 PHYSICAL MOBILITY 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 304 CHRONIC HEALTH CONDITION 0 OTHER 0 DECLINE TO STATE/ DATA NOT CAPTURED 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 304 COGNITIVE DISABILITY: YES 3 DECLINE TO STATE/ DATA NOT CAPTURED 0 NO 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 304 PROVIDED IN-HOUSE MH SERVICES: NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES 55 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 55 B-250 REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES 7 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 4 AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: 0 AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES 0 Please see Appendix C for a detailed description of The Latina Center’s Mental Health and Family Coaching sessions provided for 55 participants. B-251 Appendix A Description of Outreach Activities Conducted by The Latina Center to Recruit Parents OUTREACH ACTIVITIES AGENCY/COORDINATOR DAILY/DATES MEETINGS ACTIVITIES, EVENTS AND CLASSES Cristina Gutierrez Aspire Cal-Prep community worker 9/14/2023 she is the community worker in the school, started classes in Sep 2023 Ronaldo Tovar LPS School Community Worker 10/4/2023 he is the community worker in the school, started classes in Oct 2023 Rosio Godoy J.O Ford School Community Worker 10/04/2023 she is the community worker in the school, started classes on Oct 2023 Kaft Coach Office Antioch with Karen Flores 1/29/2024 We started classes in March 2024 Lorena Tovar Social Worker CFS in San Francisco she is social worker for CFS, she referred clients to us once in a while Kathly Sprinker Social Worker CFS in San Francisco she is social worker for CFS, she just referred clients to us once in awhile Bianca Ramirez Tara Hills School Elementary 11/12/2023 she is the community worker in the school, started classes on March 2024 Wilmer Reyes Coronado Elementary School 10/23/2023 he is the community worker in the school we planned to start classes on February, but the school didn’t have the space for parents, and they didn’t allow us to do outreach with their parents CHAT PROJECT Camila Ceballos We refer clients to them for healing circles in domestic violence once in a while Outreach in Mira Vista school with Marylin 4/18/2024 We attended back to school night to do outreach Outreach in Dover Elementary School 5/23/2024 We were invited to have an informative table that day and do outreach Outreach in MLK Park 6/27/2024 The city of Richmond had an event in the park, and we were invited to have an informative table to do outreach Outreach in Shannon Elementary School Lupita Orellana 01/11/2024 She is the community worker in the school, had a meeting to plan our classes, but the principal didn’t have space in the calendar for our program Outreach in the Community Center of San Pablo 8/01/2023 The city of San Pablo had an event, and we were invited to have an informative table to do outreach B-252 Appendix B Detailed Description of Primero Nuestros Niños/Our Children First, The Latina Center’s 10-week Parenting Class using STEP, an Evidence-Based Curriculum THE INTRODUCTION: ❖ In the first week of our Parenting program, we talk about how difficult it is to be a parent and the importance of support groups and seeking help in different organizations, schools, medical facilities, and other resources in our community. The importance of parent groups is growing in schools and providing support to their children and schoolteachers. ❖ We talk about the topics that we’ll see each day in the sessions, we fill out a registration form, make agreements about confidentiality, support, not judging or scolding their children when they misbehave, we mention the importance of doing homework and practicing the tools we learned that day. We like to do an ice breaker so the whole group feels comfortable since the beginning and start getting to know each other. ❖ We provide parents with paper, colors, pencils and we instruct them to draw a project for their family in which they will work as a team during the 10-12 weeks that the program lasts and hang it in sight where it reminds them and their families of the value and communication in the family Week 2.-Chapter 1- How to understand your child and yourself; Chapter 2-How to understand beliefs and feelings ❖ In this second session, first chapter: we invite parents to have a deep analysis in the kind of parents each one is, where their behavior as parents comes from, to see that some of their parenting skills are similar to others and that the behaviors of their children are due to the way in which each one was raised by their parents. Some children do not have parents, some were raised by a close relative or grandparents, that brings them today in conflict with their families, because no one teaches them to be parents, much less to heal the wounds of their past ❖ As a Latino culture, parents are used to correcting their children through yelling, scolding, hitting. These ways may seem to be an effective way of correction, because that is how they were raised and unconsciously they are making the same mistakes, but in our classes’ participants learn that is abuse, giving children permission to do the same with others around them or those more defenseless ❖ In the second chapter, since they understood that the behavior of their children is caused by them, we try to reinforce patience in each one, so they can correct children’s bad behavior with the tools of communication, quality time, listening and picking up on children’s feelings, ❖ We conclude that children's behavior has various needs and how parents can study their behaviors. We recommend the book of the 5 love languages by the author Gary Capman, with the book as a tool, parents learn to meet their children’s needs, through quality time, acts of love, physical touch to show love, such as hugs, kisses, acts of love, such as giving a gift, doing something for others, paying attention, and the words of encouragement and kindness ❖ As homework in this class, we let them practice these tools and if they want to buy the book they can do so, or also listen to the audio book Week 3.- Chapter 3: How to encourage your children and yourself; Chapter 4: How to listen and talk to your child ❖ Before we start the class and while we wait for everyone to get there, we ask parents to share their homework. In this chapter we focus on the importance that as parents we must contribute to creating a sense of self- esteem in children, so that they feel safe, accepted in the family and that through encouragement it can be achieved ❖ Most Latino parents unconsciously make the mistake of praising their children instead of encouraging, in this chapter we remember that encouraging is an action that helps children increase their self-esteem in a healthier way, we study these words of encouragement that sometimes are not easy for parents who grew up in situations of violence, abandonment, rejection, criticism, but they can learn if they set their minds to it ❖ These words of acceptance, validation, recognizing the effort of the children and remembering that the children B-253 are not their parents, but parents also need to find ways to encourage themselves, these tools can be used by the parents themselves to motivate themselves and make the work as parents more effective ❖ In the fourth chapter we show the two parts of communication, 1.- listening reflectively, and capturing feelings 2.- talking respectfully, paying attention and giving children the time and opportunity to be listened to, this allows children to analyze a problem thoroughly, it lets them know that it is healthy to talk about feelings and to be precise in these feelings ❖ Through the use of “I” messages, parents can describe their feelings, without blaming, judging, or rejecting anyone, these messages create respect and trust for everyone in the family. ❖ In this session we apply a listening activity so that parents begin to have confidence in themselves, the activity is about reflective listening: our parent educator writes two different messages on two pieces of paper, one with the following instructions, (talk to your partner as if you were talking to a very, very important person and say something that caused you anguish and worry) ❖ On the other paper the message is (ignore the person you have in front of you and show disinterest, look away, look at your phone and don't pay attention to them because they don't deserve it). We pair parents to do this, at the same time both parents do what the paper says and their reactions are something we can see in their faces when the parents have their hearts in their hands and just want to be heard, some mention that they feel completely ignored, the first time it causes an impact in the participants, then we switch roles, giving the opportunity for the other parents to experience the same feeling when they are ignored. It does the same impact, but the message is transmitted, so parents leave with confidence to practice this for homework and being cautious in how to use this tool ❖ At the end, parents get the purpose of the activity and for homework they can practice with their kids’ words of encouraging and motivation Week 4: Chapter 5: How to help your child learn to cooperate Chapter 6: A discipline that makes sense. ❖ As always while we wait for everyone to arrive we ask the parents in the room to share how they do their homework and how they felt doing it ❖ In this chapter we recognize that as parents we want our children to become responsible adults and for that they will have to learn to cooperate in order to live with others, that is why we begin by understanding what team cooperation is, one thing is our expectations as parents, and another is to accept the capabilities and qualities of our children ❖ We learn another method of cooperation in the family is to have family meetings in order to agree on work, assign responsibilities and give children space where they are listened to and the place they deserve ❖ The family gatherings we learn about in the program are very different from the family gatherings we grew up with in our countries where we only get together to celebrate customs such as birthdays, spiritual events, and others - that’s why the program’s family gatherings are more effective ❖ In chapter six, parents unlearn how to punish and learn how to apply healthy consequences to correct children's behavior, analyzing what caused the behavior and when consequences, appropriate for each behavior, are applied instead of punishment ❖ Together, they set agreements between parents and children focused on the present. ❖ As practice and homework we give a few minutes to parents to begin planning their family meeting and to feel confident when they present the idea to their respective families, we ask them to make a list of responsibilities of each person in the family, everyone should be included, even if the children are too young to cooperate, They must also have responsibilities and at the end – they analyze the list, if there is a member of the family who has more responsibilities, in the family gathering, they will try to delegate so that everyone cooperates in the same way ❖ Doing so, more participants have better results when they practice their family gathering. Week 5: Chapter 7: How to choose your strategy B-254 Chapter 8: The consequences of stress. ❖ In chapter 7 we review the techniques learned previously, we give the opportunity to parents to share what they have been practicing, keeping in mind that the change in the behavior of their children will depend on the practices of these tools. ❖ The decision to practice the different techniques also depends on each situation, many of the situations with children can be similar, since children spend most of their time in schools sharing ideas and adopting others, that is why our groups of parents find the support and comprehension they need even if the ages of the children do not coincide. At the end of each class it is so educational for everyone when they share their personal experiences, practices of the tools and sometimes the groups end up as a support for the school because they contribute to the community and union of the parents, and to measure the consequences without reaching the abuse and mistreatment of their children ❖ Chapter seven is short, but that leaves us with time to move on to the next topic of stress and do our activity ❖ To learn the next chapter. The consequences of stress, we prepare the environment with soft and relaxing music, with guided deep breathing for a few minutes we share that it is not necessary hours of exercises to feel a little relief, we lower the light in the room, we ask parents to sit in their chairs, put their feet on the floor, lower their arms, close their eyes if they wish and prepare to breathe deeply, slowly, a few times, moving and stretching their muscles, noticing where you feel stress and speaking to their bodies in a soft and gentle voice, promoting self-care ❖ In this chapter we explain what stress does to our body and mind, what are the different levels and types of stress ❖ From the beginning we invite parents to analyze their lifestyle and work style they do, because of that depends on their stress level ❖ Then we show all these stress consequences and the places in our body where they feel it. ❖ And we share with them the complications that can be experienced with high stress and tension, such as being more propense to develop a mental illnesses and disorders like depression, anxiety, physical pain and discomfort such as headaches, tension and back pain, stomach problems ❖ The information we share with our participants, is she with the intention that they are aware and informed of what can cause the stress ❖ But our intention is not to alarm them or make them more stressed or self-diagnose with something more serious ❖ What we want is for parents to become aware and make the necessary changes to prevent more serious problems in the future ❖ The tools for these changes that we share are simple breathing exercises, diet changes, seeking professional help for the best management of emotions and problem solving Week 6: Post-Evaluations Chapter Recovery: ❖ We know that sometimes situations happen and we want all our participants to complete their certificate, but if for some reason the parents miss a session, and we give them the opportunity to recover the topic as long as the time adjusts to the school that gives us the space for the parents and in this session we review the most important points of each chapter, between questions and sharing experiences in the practices of tasks and tools that we saw during the other weeks, making ❖ We try to make this session fun for parents and encourage them to practice with their families, the family meetings and plan activities to resolve disagreements or just plan to spend family time and have fun when they are together ❖ We take advantage of the time to clarify doubts or questions that parents have, and then we do the post- evaluations, and this session becomes an active listening session that parents apprehend a lot and little by little they get used to providing time in schools Week 7: Mental Health: B-255 ❖ Before starting the topic, we prepared ourselves with an activity for parents and make the information more interesting: the dynamic consists of showing pictures of different diseases and disorders and that parents observe them, analyze if they can recognize the name, the symptoms, they can ask for the opinion of other parents to be sure and write on the board what they think it is, at the end, the winner receives everyone's applause and a lollipop for being well informed ❖ In this topic we recognize that little by little mental health is becoming a very important topic to learn about in our families and our communities, it is necessary to know the benefits of having a healthy mental health such as: having better quality relationships with the family and people around them, better quality of life of individuals, good physical health and rapid recovery from physical illnesses ❖ When a person has a mental illness, it is no one's fault and that there can be many factors that causes that illness, such as biological factors and that anyone can have a mental health problem, ❖ Domestic violence can cause trauma and mental disorders in victims that the consequences can occur after a long time has passed since they lived an abusive relationship ❖ Some statistics show that in the United States alone, more than 2 million people suffer from some type of disorder and do not know it ❖ Our Latino community does not take their children to the doctor, even when children show some symptoms of mental illness, for fear of a serious diagnosis, and parents prefer to continue to struggle with children's behaviors ❖ During the presentation we describe the most common mental illnesses and disorders, we describe the symptoms in general, the difference between the two, we also provide information on where to ask for help, clinics against the coast that have mental health services for the whole family, we have a number of contacts of people who coordinate mental health groups and we also referred our participants with our Mental Health and Family Life Coach Karen Flores for more support Week 8: Consequences of Domestic Violence and Sexual Abuse on Children And Adolescents ❖ At the beginning of the presentation, we prepare our participants to learn more about this topic, since they are not used to talking about it, because from a young age it is said that we should not talk about what happens in our home or the customs that we continue to carry out, due to behavioral habits, ❖ Then we show this video (https://youtu.be/2Ht8Z7xGbuc) the video talks about the habits that they repeat throughout life and they pass on to their children as well, here talks about the factor for D.V and they decide to keep silent ❖ Participants are amazed at everything that can happen inside a home when they are suffering from this situation and learn things that they did not know before and that they thought was the most normal, such as keeping silent or ignoring the family to make them feel guilty for something they did or did not do ❖ And although in the registration forms we ask them if they are going through D.V, most of the participants their answer is NO, but after seeing the whole class, they begin to share things they did not consider D.V because that is how they grew up and that is how they are getting used to their family that it is something normal, but soon after they analyze that on more than one occasion they felt bad and tried to talk about it and how they felt, they were just ignore by their partners because to them their reaction is not correct ❖ A very important part of the presentation is to inform parents about sexual abuse in children and teens, so we focused on teaching some of the red flags, children present so that parents should be aware of, with their children, as a form of prevention especially when there are new partners join the family, when sexual abuse occurs, sexual assault most of the time the parents look for the culprits outside the home, when the abuser is closer to the family, it can even be the parents themselves. ❖ In these cases we ask you to have the confidence to talk to your children and to give them the time to talk, without judging or criticizing and just listen to them, how things happened and make a plan to keep the children safe and report the abuse Week 9:Suicide Prevention ❖ At the beginning of the session we asked the participants if they have ever gone through a situation of B-256 depression or even thought about suicide, or if they know someone who committed suicide? Some say no, some mention to know a relative or friend and how their family reacted and felt. after their answers we showed this video (https://youtu.be/mIRFI5PS8lc) and mentioned why is so important to seek help and what are the consequences of not doing so ❖ In this week we address the topic on mental health again, self-care and seeking professional help for both parents and children, in recent months we have heard of women who go through depression for so many years and never considered seeking help, especially after they suffered D.V ❖ Maybe suicide did not cross their minds, but they still continue dealing with the symptoms and unconsciously transmit those feeling to their children ❖ In recent months we have also known cases of teens in depression, who show aggressive behaviors, disinterest in what happens to them, school and some do not attend classes, other teens with substance abuse, experimenting with sex at a very early age ❖ Parents do not understand the reason for this behavior and think that their children are only going through a stage of rebellion to make the parents angry, and parents only deal and ignore that behavior, some may send their children to the psychologist thinking that this will solve the problems and with that their children will behave much better ❖ We try to make parents aware that the behavior of adolescents goes much deeper than when they change their behavior overnight and put a little more attention on looking for feelings and teach them to deal with them and talk to them, spend quality time with them ❖ Some people who have been dealing with depression or another disorder such as anxiety, mention that it is all a result of having gone through domestic violence and it has been very difficult for them to improve their mental health and get out of the illness Week 10: GRADUATION ❖ In this last session it is about celebrating the parents, recognizing their effort, the time they took to be present in our classes, despite everything they went through, we decorate the room with positive messages, and graduation decorations. We have a healthy art session where we ask them to draw a leafy tree with branches that extend high, and its roots are deep. They color and decorate it as they imagine it and on the branches they write down the values and principles that they learned during the class. On the roots they write the names of the people they love the most and who are important to them. On the trunk they write the reasons for their growth. They make it beautiful so they can hang it somewhere special ❖ After these dynamics, we share experience and feelings, plans they have for the future as a family, we give them the last evaluation of the program. We invite the principal of the school to thank parents for their time and we invite them to help distribute the certificates ❖ In this part, parents also thank the principals of the school in person, and it is the time to hear their experience whether they are at school and everything else. ❖ During the fiscal year, 66 participants graduated. After a group is finished and if a participant missed a session or two, our parent educators and staff call parents to give them a day and date in which the topic they missed will be presented so they can complete it and graduate too. Some participants are not interested in receiving their certificate and don’t make up the class which is why only 66 parents graduated. B-257 Appendix C Results from The Latina Center’s Mental Health and Family Life Coaching (n=55) Below is the report of the 55 referred to one on one counseling by Mental Health and Family Life Coach Karen Flores 1.- JM9269, 41 years old Mexican Female ; The client looked for services due to the depression. She was going through a separation after 25 years of marriage. Her husband left for Mexico during pandemic and stayed there for two years when he came back, he has changed a lot and soon after he left the house. The Client was consistent with her sessions, and she was able to overcome the separation, but she was left with very low self-esteem and insecurities. Client finished 12 sessions, during this process, but she asked for an extension as she is still needed a lot of support to improve her self- confidence and dealing with all the emotional struggles that her children were left with after this difficult process. Outcome: The client only used 6 of the second round of session approved, as she started improving in all the areas. She also joined the Mental Health Support Classes which continue equipping her to manage her emotions and stress better. This client is doing a lot better and continues to be involved in the TLC programs as they have become an important part of her support group. 2.- CR3885, 30 years old Mexican Female; This client reached out because she was having problems with her husband. We were able to talk only once for 30 minutes. As we were having the session, she mentioned that she was working, and she was trying to have the session, but she ended up hanging up. Outcome: the client scheduled 2 sessions more and she cancelled them at the last minute. I told her I had to move on to continue with the waiting list. 3.VR6762, 49 years old Mexican Male. This client reached out because he felt depressed because he is alone in the USA. All his children are in Mexico, and he wishes he could find a partner, but he hasn’t been able to find one. Outcome: the client stopped his sessions because he wanted to have the sessions in person, but it was hard because of his work schedule 4.LH9234, 31 years old Salvadorian Female. The client looked for services as she was anxious and depressed about her children’s dad. He keeps calling her and trying to talk to her even though he already has a new partner. Every time he drank, he would call her and sometimes he would show up at her house. The client learned how to set up boundaries and reported feeling a lot better. She accepted that the way the relationship was not healthy for her, and she was at peace. Outcome: The client was learning how to set up boundaries; she was much better about the separation. She reported that she wanted to be focused on improving her self-esteem, but eventually the client started missing her sessions. I had to move on with the list, but she was invited to the “Improving my self-esteem class” 5.MJ8310, 33 years old Guatemalan Female. This client looked for services as she was very depressed after having an esthetic surgery on her eyes. She didn’t like the result, she felt like she was a totally different person, and after being a make-up artist she was at a point that she couldn’t even see herself in the mirror. During the time of her sessions, she made some improvement. She was not comfortable with her new image, but she decided to switch jobs where no one knew her so that helped her a little because she didn’t feel uncomfortable or judged by the coworkers. Outcome: the client reported to be happy with the progress, but she had to put her sessions on hold, and she got a new job at Amazon and her schedule was getting complicated. However, she reported that she has improved a lot and that she was liking her new job a lot. B-258 6. JP9257, 29 years old Peruvian Male. The client requested services thinking he needed to be referred to the psychiatrist because of all the physical symptoms he had been experiencing. He recently migrated to the USA, he left his home country due to family problems and adapting to this country is not easy. He is really scared of suffering the panic attacks he has experienced in the past. Outcome: Client has been very persevering in his treatment, and he has followed all the agreements and recommendations. After 5 sessions he has reported great progress, then he had a crisis due to stress and drinking a lot of caffeine. He reported that he didn’t have the will power to do the exercises to manage stress and well-being, he asked to be referred out to a psychiatrist so he could get medicine to help him deal with the anxiety. He was referred to Ruby’s place. 7.- MM9537, 55 years old Mexican Female; The client came looking for couple’s therapy. The client and her husband had been very committed to their process. They have only missed a couple of sessions due to family vacations. The clients were doing good in their relationship until their oldest daughter separated from a very toxic relationship and they as a family experienced very traumatic situations with the daughter’s ex-husband. The clients were very concerned for the safety of their daughter, and she moved in with them. After the oldest daughter moved back home, both of their daughters became very rude to them, which has come as a surprise to them, as they had always been very nice, polite and supportive daughters. Their attitude has affected their marriage as the female client feels devastated with this and the male client is hurting but he is trying to stay as positive as possible. Outcome: Clients received services for 6 months twice a month. They finished sessions in November. It seemed that they both had understood that working on themselves as a couple is the best thing they can do for themselves and even for their daughters. The clients’ relationship has gotten stronger through this process. 8.- LR9489, 34 years old Salvadorian Female; The client looked for services because she lives very stressed out. The client is a single mom, and she is currently fighting the custody of her son. The client is desperate because her son’s dad and his current partner are always harassing her. When they were in court her ex-partner had made up a lot of lies and the judge believed him. The client's biggest stressor is that she cannot find the right lawyer to represent her. Outcome: Client has learned self-care techniques to help her navigate through this difficult time, but she is struggling. The client’s schedule got busy, which made it hard for her to continue her sessions. However, in the 5 sessions that she took, she mentioned that she was learning to manage her emotions and reactions. 9.- LS9894 31 years old Perivian Female; The client looked for services as she was feeling very depressed and anxious due to her romantic relationship. The client seemed to be experiencing emotional abuse. Her partner who grew up with trust issues would manipulate her and make her feel like she was the reason why he has problems. At the begging client used to believe all of this about herself. Client took sessions for 5 months. Outcome: Client was able to understand her boyfriend’s insecurities, so she stopped believing that everything was her fault. The client worked on developing her self-esteem and when she ended her 12 sessions, she reported feeling a lot more confident and ready to give the boyfriend an ultimatum if he wanted to continue the relationship, he had to attend therapy himself. 10.ET6826, 46 years old Mexican Female. Client looked for services due to family life problems. Her husband and her oldest son had a bad relationship, and the environment at home had become toxic. The client fell in between the two of them for a long time. The client was very depressed by the idea of losing her son. Son finally moved out and through this process the client was able to let him go in a healthy way. The client is still having marital problems, but she reports to feel a lot more strengthened and accompanied. B-259 Outcome: The client received sessions for 7 months. During this time, the client learned coping skills to not let her husband’s negative thinking get to her. She found ways to keep a good relationship with her son without having to fear for her husband’s reactions. She learned how to set up boundaries. She also joined the Mujer, Salud y Liderazgo program at TLC and started attending the Mental Health Support Classes and that has helped her a lot. 11.MP, 20 years old Mexican American Male. The client’s mom was the one that looked for services because of the addictions problem that client had. At first the client was very resistant, and he didn’t want to attend the sessions, but eventually he started enjoying their sessions. He was very responsible and committed throughout the process. Outcome: The client improved his relationship with his parents a lot. He was able to reduce his drug abuse to only alcohol. He stopped smoking weed and he is working on reducing his alcohol intake. At his last session, Client mentioned that he feels a lot more confident and feels better overall, but he reported that he kept hearing voices, and he was not sure if it was part of the desi toxication of the drugs or if it could be beginning of schizophrenia, so after his 12 sessions I referred him out to his psychiatrist. 12.TG2891, 43 years old Mexican Female. Client looked for services due to depression. When the client first started receiving sessions, she reported to always be tired and sleeping. She reported feeling without purpose and overwhelmed with having all the responsibility of the kids. The client has done a lot of work for herself and her self- esteem, which causes a good turn on the client’s life. Outcome: Client ended session feeling very confident. She learned time management and self-care skills. Client finished her sessions in 4 months. 13.IE6560, 43 years old Nicaraguan Female. Client looked for services because she was told by a previous therapist that she should always receive mental health support. When the client started the session, she presented depression symptoms. Client was going through a separation, and she really missed her ex-husband. Outcome: Client only took 4 sessions, but she seemed to be doing good after a few sessions. Client quickly learned relaxation exercises and coping skills. She started adults’ school, so she didn’t have time to continue her sessions. She was thankful for the services received and excited about the new beginning with her daughters and new life goals. 14. PG6649, 47 years old Mexican Female. The client looked for services because she was falling into depression due to a separation from her son’s dad. Her son was also recently diagnosed with Autism and the client is by herself. She doesn’t have any help from anyone and is having a hard time managing all the emotions these two events have brought into their life. Her ex-partner is present and helps her financially, but it is hard that the boy’s dad doesn’t accept the fact that his son has autism. That brings more of a burden to the client, and she really needs mental health support. Outcome: Client reports that having her sessions has helped her to manage depression and anxiety. The client reported that the sessions have helped her a lot, but it is hard to take her sessions as she needs to be on alert to watch her son who requires a lot of attention. She had to pause her sessions, saying she would reach out if she could find a time that would work with her schedule. She was able to take 4 sessions. 15.-EG2331,37 years old Mexican Female. The client looked for services for a second time due to symptoms of anxiety and depression. The client has been dealing with the consequences of being involved in DV relationship for many years. The client separated, but her ex-partner keeps harassing her. Her youngest son has been diagnosed with Autism and this has added to the level of stress. The client had to ask for a second round of sessions as the situations she lived in with the ex-partner had been traumatic for her and her children. Outcome: The client took sessions for about a year. She has recovered a lot, and she has been doing good. There has been time when CPS had to check on her case because her children are very traumatized because of the harassment by B-260 the client’s ex-partner, but the Case workers have seen that the client is doing her best to keep things together regardless of the circumstances. The client has gained a lot of her confidence back and has learned to stand up for herself and her children. However, she is still under a lot of stress because her ex-partner doesn’t stay long enough in jail and every time, he gets out he starts harassing them. The police are currently looking for him and the client is scared but has learned how to manage her emotions. She is thankful for the services; she was thinking about asking for another extension, but her doctor referred her to a psychologist that could give her medication if needed. 16.- GA8535, 45 years old Mexican Female. The client looked for services due to PTSD because of years of being a victim of domestic violence. There was an incident in which a client was threatened by her ex-partner with a knife. The client was carrying her 2-year-old in her arms. She had to escape by running down the street into the neighbor’s house. The client was fully financially dependent on her ex-partner. The client’s ex-partner was released from jail, and he still supports her financially, but he has a restriction order. Her ex-partner is going through different recovery programs, as he would like to recover his family. The client would love to have her family back as well. Outcome: The client finished her 12 sessions. During this time, she learned not to give in to her emotions. The client learned to set up boundaries for her and her daughter. Especially how to stay safe. The client could connect with more organizations, and she and her ex-partner were taking parenting classes and felt their relationship was improving for their daughter's sake. The client finished her sessions feeling ready and grateful to move on. 17.DL1908, 56 years old Mexican Female. The client looked for services due to PTSD symptoms after being a victim of crime. She was assaulted when she was getting into her car one morning. The guy dropped her on the floor, and she hurt her ankle. She has no medical insurance, and she is undocumented in the country, so she is scared to ask for any medical help. She has been struggling with her ankle and she had been having a hard time working because of the pain, but also because she is very paranoid thinking that she is going to get attacked anytime. Outcome: the client was in sessions for about 9 months. The client improved a lot. She was able to start working little by little and she started to go out to public places little by little despite the anxiety she felt. She mentioned she would reach out if she started feeling bad again, but that she felt ready to pause the sessions, as she was getting stronger and stronger mentally. The client took 11 sessions, one of them was in person and lasted 2 hours, so she counted that as 2 sessions, completing her 12 sessions. 18. MIJ3438, 56 years old Mexican Female. The client looked for services as she was looking for support or guidance on how to separate from her husband. She stated that her husband suffered from “emotional anorexia” and that she was tired of dealing with “his condition” as she knew she deserved better. The client mentioned that she had already tried all types of treatment programs and that nothing had helped her husband. The husband did everything she told him to do, except that he had a different way of showing his love and that he cares. The client said that she felt betrayed by all mental health professionals and none of them would see her husband’s problem. The therapist from Kaiser told her that he seemed fine and that she couldn’t go in life diagnosing her husband. She never liked it when someone would contradict her. Outcome: the client was very confused about what she wanted to do, and she expected the professional to agree with her and to tell her that she was right and that her husband had that diagnosis. I explained to her that that’s not how things work, and that she needed to work on herself as the main goal so she could start feeling better, but I didn’t follow her directions and expectations then she decided to stop receiving the sessions. However, she had reported that she was learning ways to cope with the anxiety that this whole situation raised. 19.AJ1698, 51 years old Mexican Male. The client looked for services due to a strong, almost obsessive emotional attachment that he had for his ex-partner. His ex-partner is a married woman and has 7 children with her husband. The client and his ex-partner had been on and off the relationship for many years, until about a year ago when they both decided that their relationship was toxic and not allowed. The client moved in with a new partner some months after B-261 that. He is currently having relationship problems because he cannot love his current partner the way she wants to be loved because of his obsession with his ex-partner. Outcome: the client took 5 sessions. He reported that all the exercises and the recommended book and techniques had helped him a lot to be able to start letting go of the old relationship. He learned to redirect and manage his thoughts better. He was starting to feel better and reported that maybe he was going to break up the relationship he was in as he realized that he was not ready to start a new formal relationship. The client was inconsistent with his sessions, he started that was due to his work schedule, but I had to close the case and move on with the waiting list. 20.- TJ6757, 20 years old Nicaraguan Female. The client was referred by a lawyer due to a situation she is currently having with her siblings and a legal issue that she had been dealing with since she was in Nicaragua. The client is a victim of sexual abuse, which led her to have a lot of insecurities and anxiety. The client had received therapy in the past to deal with the sexual abuse trauma, but the client looked for services with us because she had denounced the sexual abuse, and she felt guilty because she knew that by doing that the abuser could get in a lot of trouble and she felt bad because they are family. She was too worried about how this was going to affect the rest of the family, and she was anxious. The client was going through a lot of relationship issues with her siblings, with the extended family and even one of her best friends. She also had some unresolved grieving due to her dad’s death. Outcome: The client took 7 sessions. Some in person and some over the phone. She was good at understanding and following the anxiety coping exercises. In the time we met, she could work through the jammed emotions of her father's loss. She found a stable and promising job at a hospital which offered her the opportunity to continue studying and have financial stability. I had to close her case as her new schedule varied a lot, week by week and she would schedule and miss sessions. However, she was doing a lot better. 21.- VA9084, 21 years old Mexican Female; The client looked for services due to anxiety. The client was under a lot of stress due to different stressors. She was doing all the paperwork for her mother’s divorce, because they could not afford a lawyer. It was a very hard process, and her stepdad used to be very abusive and the client, her mother and her sister, were victims of domestic violence. The client also had issues with her college roommates, and they were asking her to pay for something that was not fair. During this year she also lost her grandmother from Cancer and the client used to be very close to her. Outcome: the client was learning to calm down and to deal with problems one day at a time. She also worked on feeling the responsible for everything that was happening. The client went back to college, and she didn’t continue the sessions because she was busy with school. 22.MA9534, 44 years old Salvadorian Female. Client looked for services as she was feeling desperate and depressed, due to her working conditions. Client had an ankle injury at work some months ago, and since then she has been in pain and has more restrictions at work. Having the restrictions at work has make her somewhat of a victim of harassment at work and some co-workers bully her and the supervisors acted like they haven’t seen anything. Client has been very stressed over this and her son’s health as well. The client and her son used to work together, but he started having health issues and he has been in disability for a sometime. This is the client’s only child, so she tends to overprotect him and is causing her a lot more stress. Outcome: Client has been able to control her stress and anxiety. The client requested a second round of sessions. The client learned how to deal with her anxiety, she worked on accepting that her son was an adult now and that she is not responsible for him anymore, it helped that he started seeing a therapist, so she felt more at peace with that. She started looking for a new job which was a huge improvement for her as she was very attached to her old painting job. The client was able to realize that she could do other jobs. Practicing her faith became an important support system. 23.- VT9094 Mexican Female; The client looked for services because she is lesbian and growing up she had dealt with a B-262 lot of injustice. We only had one session, and the client said she was going to join the mental health classes as well, but she never answered the phone calls or never showed up to the classes. 24. MT7419, 46 years old Mexican Female. Client is seeking services due to a deep depression. Client showed lack of motivation and had no energy to do anything. Client is trying to take a class to become a licensed childcare provider and taking the child development classes brough her a lot of mixed feelings because she feels that she made a lot of mistakes as a mother with her daughter. Outcome: The client has been working on her guilt and has been more intentional about doing things that she likes, so she can help herself with her depressive emotions. The client was recommended some books and claimed they helped her. The client is also considering switching careers to another profession that she might enjoy more. The client was still struggling but her schedule has changed so we put her sessions on hold until her schedule is more open. She took 6 sessions. 25. EO5148, 35 years old Mexican Female. The client looked for services because she has had a hard time accepting that her teenage boy is homosexual. She recently came to the US, because in Mexico her son should be discriminated against a lot due to his gender preference. The client felt that she had messed up as a mother and that she had done something bad and her son’s gender preference was a consequence of her mistake. Outcome: The client took 5 sessions, and she was able to understand and overcome most of her “guilt” and frustration. Being in CA helped to understand that there is a bigger community of LGBTQ here and that her son’s gender preference is not in her control. The client has been working on showing her son her love for him instead of her disappointment. The client reported that she felt ready to stop receiving the sessions, reporting that they had been very helpful and mentioned that she would love for her son to take some sessions. 26.. MF6679, 37 years old Mexican Female. The client looked for services because she lost her teenage son to an illness about a year ago, and as his birthday approached and the holidays approached, she was having and hard time processing all the emotions. The client is very strong in her faith, and it has helped a lot with her grieving process, but she had repressed many of these emotions because she felt she had to be the family's strong one. This has caused her to start growing resentment towards her husband because he has not been a support at all. The client was feeling very overwhelmed with all these thoughts and emotions. Outcome: The client has been expressing her emotions and is learning healthy ways to process them, which has helped her to feel better, but going through special dates was still hard for her. The client took 9 sessions out of the 12. She was still having marital problems, but she was starting to understand her husband little by little. The client seemed to be improving every session, but after session 9 she didn’t answer anymore. 27.- OG8762, 35 years old Mexican Female, The client looked for services due to high levels of stress and anxiety due to the constant harassment from her ex-partner. The client got into a relationship after some time, but the ex-husband who never showed any interest in the children or her is now very obsessed with them. The ex-husband kept threatening the client’s new partner and his family in Mexico. The client has tried to ask for a restriction order for him, but the police won’t do anything since they don’t have any proof. This person calls them on the phone from different numbers, so they don’t have any evidence. Outcome: The client had a really hard time. Her current partner had left her because he was afraid that client’s ex- husband might hurt his parents in Mexico. The client had anxiety attacks, but she was working on the coping skills to be able to control them better. Toward the end of the sessions the client reported that her partner and her were seeing each other but that no one knew because they were both afraid of the ex-partner. The client finished 11 sessions, and she was referred to the Family Justice Center to see if they could assist her with the legal issues of the children’s custody. B-263 28.- DG2395, 45 years old Mexican Female. The client looked for services because she was desperate. She was about to be kicked out of her apartment because she had just separated from an abusive relationship, and she needed rent help. Our organization, in partnership with another organization, was able to help her. She asked for help as she doesn’t want to continue falling into the same toxic patterns with more partners. Outcome: The client has taken 9 sessions; she was able to learn coping skills and little by little she is regaining her self- esteem. She has been able to support her children and get her own apartment without help from the children’s parents. She has been able to overcome the emotional attachment that she had for men for years. She has been very committed and has been applying all the coping strategies that she has learned. The client has been able to get back on her feet to pay her rent on her own. The client has been very enthusiastic about her sessions and is improving in several areas of her life. She had to put the sessions on hold because of her work schedule, but she really wants to continue and maybe join one of the programs as a volunteer. 29. RA6452, 53 years old Salvadorian Female. Client looked for services because she suffers from chronic depression. Our client is currently suffering from PTSD as she was recently assaulted. She has been very anxious since then, so she was given medication but she struggles a lot with the side effects so the client was hoping that with the help of the sessions she would reduce the need for medication little by little. Outcome: The client was very committed and responsible. The techniques that she has learned have helped her a lot to decrease anxiety. She is still working on the fear that was left after the assault but has become very little. When she finished her 12 sessions, she reported that she was not taking medications and that she didn’t feel hate for her assault anymore. 30.KR9060, Mexican Female. We only had one session over the phone, and she reported how she wanted to work on herself and her relationship, but she scheduled 3 sessions more and she never answered the phone again. 31.-CG9959 49 years old Mexican Female. Client looked for services because she lives under a lot of stress and sometimes, she feels desperate because her ex-partner, father of her 6 years old son, seemed to be abusive and manipulative towards her son. She has reported the situation to CPS, but she is not taken seriously, and they think that she is just trying to blame the ex-partner for some reason. The boy had been threatened by the father, so he won’t talk about everything that happens. Outcome: The client is learning about different resources that there might be, but she has also learned way to talk to her son, so he won’t allow his dad to manipulate him. The client has learned to work in a more effective way on her relationship with her son, so he feels more confident and will speak the truth about what he is experiencing at the house of her father and stepmother. The client managed to talk to her ex-partner without being afraid of him, in regard to their son. The client found a great Life Coach for her son, and he is doing great. This resulted in a better mental health for the client. She was satisfied when she finished her sessions 32.BD8573, 30 years old Honduran Female. The client was referred by a social worker. She was incarcerated and her 2 years old daughter was taken away from her. The client was supposed to take sessions to get her daughter back. The client was committed and responsible for her sessions. She started her own business selling Honduran food and the business kept growing. When her partner got out of jail they got married and started attending all the programs that the social worker required. They also joined a Christian Church, and they were helping them a lot with improving their behavior and beliefs. Outcome: The client finished her 12 sessions. She was still sad that her baby was not back with her, but she had faith that if she kept the hard work, she would eventually get her back because she was doing all the things that she was B-264 required to do. She said her husband would request sessions too. 33. MAL3366, 43 years old Mexican Female. Client looked for services because her ex-partner just left her and at the same time her son got diagnosed with type 1 diabetes. The client is struggling with anxiety and depression, because the separation was very sudden. She noticed that her husband didn’t show much interest in her, but she didn’t think that he was going to tell her that he was tired of the relationship. It was harder for the client to get over the situation because her ex-partner didn’t have a place to watch the kids so he would come into their house to watch them and that didn’t help her feelings. Outcome: The client reported that she really needed the support and that she was hopeful, but she stopped answering after the second session. 34.- EG1041, 49 years old Mexican Female. The client looked for services because she sometimes feels depressed. She was a victim of sexual abuse by her father and her husband emotionally and financially abused her for years. The client has been taking a lot of classes on personal development and has joined the Ya Basta, Domestic Violence Support Group at TLC, which helped her a lot but, she knew that she had to take individual sessions to process the consequences of the abuses. Outcome: the client was very committed and responsible with her sessions. She finished the 12 sessions in 4 months. She reported that she had never talked about the abuse with anyone and that talking about all those events helped her to feel more liberated from that heaviness. The client reported to feel more confident, and she mentioned that she wanted to continue volunteering as The Latina Center groups. 35.HC9857, 24 years old Honduran Male. The client was required by the social worker to start taking individual sessions as one of the requirements to get her 2 years old daughter back. He was incarcerated and now must prove that he has changed and will be responsible enough to behave and take care of her daughter. Outcome: the client has been committed to his sessions and even though sometimes he is working, he would still take the call. He has taken 7 sessions. He takes them every other week, and every time we meet, he reports some type of progress. He reported that the social worker as mentioned that they are ready to have their daughter back. They are just waiting for the judge to have the final said. He is still taking sessions. 36. MAQ1998, 53 years old Mexican Female. The client looked for services due to the depression. The client joined the “Improving your Self -Esteem Class” and she requested sessions, mentioning that she had lost all hope because she was starting to feel too old to do anything. She couldn’t go back to work because of an injury and because she had to take her of her sick husband. She felt hopeless but she started taking her sessions and she continued the classes she started feeling better, except for some menopause symptoms. Outcome: the client was very consistent and focused on everything she was learning in class and during sessions and she has shown great improvement. After the self-esteem class, she reported that she felt like she was finding a new purpose. The client also joined the parenting classes and the domestic violence support group, and she is very happy. She refers to herself as a reborn person, the only struggle is the menopause symptoms. 37.GM9347, 35 years old Salvadorian Female. The client looked for services due to depression and anxiety. She had lost her job, and she was also in a toxic relationship, so the combination of these events had her under a lot of stress. She was feeling hopeless and felt that nothing could change. Little by little we started working on regulating her anxiety symptoms, which helped her to focus on finding a new job. Finding a new job helped her with the depression because she was very happy about the opportunity. She has been ascending at her new job and that makes her feel more self- assured, but she is still struggling a little with the anxiety. She is nervous about messing up at work and losing her job. Outcome: the client is still taking her sessions. She has improved a lot in all areas, she is still working on the anxiety, but she is also reaching out for help at work when needed. The client is also looking into new ways of making more income, B-265 so she doesn’t feel like she needs to rely on being an employee. 38.LL6653, 50 years old Mexican Female. The client looked for services because she was struggling with a lot of anxiety. She called one of the staff members at The Latina Center and reported that they needed help urgently. The client was late 40 minutes to the first session and then she never answered for her sessions or the sessions schedule for her daughter. 39.- ML1212, 37 years old Mexican Female. The client looked for services because she was struggling with anxiety and depression. Her husband used to be an alcoholic, and he used to abuse her physically, mentally and sexually when he was drunk. They separated in September, and he joined a recovery program. The client was very stressed out because he noticed that her daughter rejected her dad a lot, and she mentioned that when her dad was drunk, she felt uncomfortable how he would look at her. Outcome: the client learned how to improve communication among her family. She reported that they had a family meeting where they could talk without filters and her daughter could tell her dad how she felt when he was drunk. The dad has stopped drinking, and he assures them that he would have never done anything like that if he wouldn’t be drunk. That helped the relationship among everyone, so the client has been feeling very happy. She decided that she wanted to let other people take the sessions as she was already feeling a lot better. 40. KB2717, 28 years Mexican Female. The client looked for services because she found herself being very reactive and short-tempered. She reported feeling very anxious about things that affected her as she was growing up, but also certain marital issues that have made her think of divorce. Outcome: the client took some days apart for her husband and went to visit her family down in Mexico. She has been there for a month and having the sessions a getting help with the kids from her sister and mom have helped her a lot to recover emotionally and physically. The client reports to be learning about stress management and emotions management. She is feeling more hopeful. She still has 5 more sessions to go. 41.- ES4800 27 years old, Nicaraguan Female. This client was told to receive sessions because she was a victim of physical abuse by her husband. She mentioned that when he hit her, he was drunk and that she was not the one that called the police. The neighbors were the ones that called, and he was incarcerated. The client claims that that made it a lot harder for her because now she misses him a lot and she doesn’t have any help with their daughters. They would work opposite shifts so they could be with their daughters but now she has all the responsibility. The client sounded upset that she was referred to take sessions and about her husband being incarcerated. She scheduled a couple of appointments but never answered. I closed the case. 42.RO8559, 50 years old Mexican Female. The client looked for services because she was very anxious and scared due to the harassment of an old neighbor. That neighbor harassed her and her family for many years. Causing a lot of stress and eventually anxiety. The client and her family had to move out of those apartments. One of the biggest stressors of the client is that her daughter is suffering from PTSD. Outcome: the client was able to find therapy for her daughter. She also reported to be very involved in different support groups which helped her a lot. The client seemed to be doing good, so we both decided that we could end the sessions. She mentioned that she will continue to volunteer at the different groups that we have. 43.- KJ8754, 35 years old Mexican Female The client looked for services as she is dealing with depression. She reports that after graduating from college she found herself without a true purpose. The client is undocumented, and she can’t really practice her career in the US now, which makes her feel hopeless. She joined the Improving my Self-Esteem class, and she has been re-finding herself little by little. B-266 Outcome: The client is still struggling with self-esteem since she grew up with a lot of trauma, but she is improving each day and now she wants to participate as a facilitator in one of our TLC programs. 44.LC7159, Honduran Female. I only talked to this client once. She mentioned that she needed mental health support; we talked about ways to keep mental health balanced. We programed a second session, but she never answered again. 45.IR3623, Mexican Female. The client mentioned that she was dealing with stress and anxiety. She was thankful for the session since she felt understood, but she only took one session. The second time I called her she mentioned that she had found a therapist in the city that she lives. We close the case. 46.- MA6798, Mexican Female. The client looked for services after attending the Improving Your Self -Esteem Class. The client became aware of the guilt that she had been feeling for years. She left her three daughters in Mexico for two years when she came to work to the USA. The client used to send money so her family would take care of their daughters, but she found out that her daughters used to be mistreated. She brought them to the USA as soon as she found out, but she felt that it was too late because her daughters had already experienced a lot of trauma. She had felt guilty for years and that affected her self-esteem, and she felt that she had let down her daughters. Outcome: the client mentioned that the classes had helped her and her daughter to start healing, but she recently lost her daughter to diabetes, which has affected her emotions, but the client is doing really good, and she is implementing everything she has learned in the classes. The client still has like 8 more sessions to attend. 47.-CN2913 46 years old Mexican Female. The client looked for services because she was feeling very depressed. She felt that her life had been hard, and she felt tired of living. She mentioned she was just waiting for her children to grow up more, but she was considering the idea if ending her life. The same week that she started her sessions she started the Understanding the Inner Child Wounds class. The client has been committed and responsible with her sessions and classes, and there has been a huge change in her way of seeing things. Outcome: the client reports that she has been able to understand a lot of her behavior and she is overcoming the feeling of guilt that she has been feeling, thinking that it was her fault that her children have some mental health struggles. The client is doing good, she still has 5 sessions, but she plans to continue taking the classes and volunteering in the other groups at The Latina Center. 48.AM4030, 42 years old Mexican Female. The client looked for services as she was starting to feel hopeless and depressed. Her professional life was feeling kind of stocked. She was losing interest in the things that she loved and enjoyed, and she was anxious about the idea of dying. Gradually, she started working on an action plan that got her out of that trap in her professional life. She is now on a new journey preparing to do something new in a few years and she is very excited about that. Outcome: The client is still struggling a little as she is caring for her ill mother, but she has learned how to manage her emotions, and regardless of the situation, she is managing to keep up with her responsibilities and continues working towards her new goals. 49.- MD4082, 32 years old Mexican Female. The client looked for services due to the depression. She has been having marital problems and she feels very discouraged. She felt that divorce was the only way out of her depression. Outcome: the client is just starting her process, and she is feeling hopeful. She reports that she is already starting to manage her emotions. 50.- MC8371,51 years old Mexican Female. The client reached out because her daughter was a victim of sexual abuse. She was looking for services for her daughter, but her daughter and her are already receiving therapy but she they don’t B-267 speak as much English, so the language has been a barrier. Outcome: the client is trying to decide if she stays with the English-speaking therapist or if they moved with me. This case is pending as we are waiting for the client to decide what is best for them. 51.- YV0309, 26 years old Mexican Female. The client looked for services as she is struggling with depression and some PTSD due to the physical abuse she experienced from her ex-partner. They also had some accounts together and he is after the client pressuring her to pay. The client is still under a lot of stress and sometimes she has to cancel sessions at the last minute due to her caring for her ill mother as well. Outcome: the client is just starting her sessions. She is very enthusiastic, and she is trying to be better each day. 52. YM3094, Mexican Female. I had a couple of sessions with this client just to help her deal with a situation she was going through. She had a panic attack and ended up in the hospital, as she was dealing with a lot of stress at work and the loss of a loved one. Outcome: the client is aware of what is best for her health, and little by little she is trying to take better care of herself. 53.- ME7558, 28 years old Salvadorian Female. The client was referred by a coworker due to the crisis she was living through. She was a victim of domestic violence, and her ex-partner got her incarcerated. They took her children away and she was desperate. She got out of jail and her children back, but she is struggling with PTDS. Especially at nighttime, she has a hard time sleeping as she feels like her babies are going to be taken away aging. Outcome: the client reports that she has been implementing everything that we talked about to deal with the anxiety, but she has missed many of her sessions. Sometimes she doesn’t answer and later she sends me a message that she was sleeping because she had a bad night or other times she doesn’t answer because she has an appointment, but she doesn’t let me know until it’s time for our session. I know she needs the support but if she keeps missing or cancelling me without notice I might need to refer her to a different program. 54.DG1549, 20 years old Salvadorian Female. The client looked for services due to a crisis she was going through. She had been suffering from depression for almost one year and a half. Due to the depression, she almost dropped out of college. Outcome: the client has only attended four sessions, and she is already seeing an improvement. She reports to feel motivated to continues 55. MA1256, Mexican Female. This client reached out because her 10-year-old son was diagnosed with schizophrenia and she is looking for services for him and for her, as she is very disturbed with the diagnosis. Outcome: the client and her family were referred out to Ruby's place where they could obtain psychiatric help. B-268 VICENTE MARTINEZ HIGH SCHOOL - PEI ANNUAL REPORTING FORM FISCAL YEAR: 2023 – 2024 PEI STRATEGIES (CHECK ALL THAT APPLY): X PREVENTION X EARLY INTERVENTION X OUTREACH X STIGMA AND DISCRIMINATION REDUCTION X ACCESS AND LINKAGE TO TREATMENT X IMPROVING TIMELY ACCESS TO TREATMENT X SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): X CHILDHOOD TRAUMA X EARLY PSYCHOSIS X YOUTH OUTREACH AND ENGAGEMENT CULTURE AND LANGUAGE OLDER ADULTS X EARLY IDENTIFICATION NARRATIVE REPORT Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) • Key services include student activities that support: • 1. Individualized learning plans • 2. Mindfulness and stress management interventions • 3. Timely access and linkage to direct mental health counseling • 4. Team and community building • 5. Character, leadership and asset development • 6. Career-focused preparation • 7. Parent involvement • 8. Outreach Briefly report on the services provided by the program during the past reporting period. Please include (as applicable): target population(s), program setting(s), types of services, strategies/activities utilized (including any evidence-based or promising practices), needs addressed and follow up. Please note any differences from prior years or any challenges with implementation of the program, if applicable. B-269 Key services include student activities that support: 1. Individualized learning plans 2. Mindfulness and stress management interventions 3. Timely access and linkage to direct mental health counseling 4. Team and community building 5. Character, leadership and asset development 6. Career-focused preparation 7. Parent involvement 8. Outreach Briefly report on the services provided by the program during the past reporting period. Please include (as applicable): the target population(s), program setting(s), types of services, strategies/activities utilized (including any evidence-based or promising practices), needs addressed, and follow-up. Please note any differences from prior years or any challenges with the implementation of the program, if applicable. Services support the achievement of a high school diploma, transferable career skills, college readiness, post-secondary training, and enrollment, democratic participation, social and emotional literacy, and mental/behavioral health. PEI services are provided by credentialed teachers and an administrator, qualified office staff, a Marriage Family Therapist, and a Pupil Personnel Services credentialed academic counselor. All students also have access to a licensed mental health counselor for individual and group counseling. All students enrolled in Vicente have access to the variety of PEI intervention services through in-school choices that meet their individual learning goals. Mental health and social emotional activities and services are offered to all students at Vicente Martinez High School and are deeply integrated into the Vicente school day. Data is collected for all students who participate in these programs, but demographics and statistics are based upon Vicente total enrollment This year the PEI program continued providing students with experiential opportunities that fostered a strong sense of positive, personal identity, leadership skills, and intergenerational connection to the community and place that they live. These opportunities provided students an alternative to a traditional high school education while they continue to make progress. All students enrolled in Vicente have access to a variety of PEI intervention services through in-school choices that meet their individual learning goals. This year the PEI program continued providing students with experiential opportunities that fostered a strong sense of positive, personal identity, leadership skills and intergenerational connection to the community and place that they live. These opportunities provided students with an alternative to a traditional high school education while they continued to make progress toward earning the necessary credits for an accredited high school diploma. Experiences that enriched the curricula are presented below in the following categories: · Service Learning B-270 · Team-based Projects · Career-Focused Resources · Mental Health Focus · Leadership Development · Academic Skills Development · College and Careers · Teacher and Staff Professional Development Service Learning:, Students participated in several volunteer opportunities such as Loaves and Fishes, events at the elementary school, mental health community building activities. Career-Focused: Guest speakers, all school assemblies targeting specific careers, goal setting activities, small group career exploration Mental Health Focus: Students continue to participate in holistic health activities and seminars that support their emotional, social and academic health. Leadership Development: Students continue to participate in leadership programs and mentorships that support students needing increased academic or emotional skill development. New this school year was a leadership club meeting weekly with interested students that planned community building events for the entire school including spirit days and a field day. Academic Skills Development: Students continue to receive academic instruction and support from teachers/contracted service providers through integrated, project-based curriculum, specific academic skills instruction and individualized, differentiated instruction. College and Careers: Students continue to be exposed to a variety of careers and colleges through guest speakers, introduction to internship seminars and field trips in order to help then prepare for a successful transition into independent adulthood. Teacher Professional Development: Teachers continue to attend professional development opportunities to increase knowledge about supporting at-risk students. Outreach: Vicente Martinez High School continues to advertise the program and to inform the public about the educational opportunities that the school offers for at-risk students and to dispel misconceptions about the school and the population who attend the school. Due to ongoing outreach regarding the comprehensive mental health supports available, more parents and students are coming to Vicente High school for these support services versus just enrolling students needing credit recovery. Vicente/Briones staff and outside service providers have worked cooperatively to continue to create opportunities for all students to develop academically, socially, emotionally and mentally through participation in hands-on, place-based learning and experiential projects. Currently, all Vicente teachers and staff are actively engaged in supporting and implementing the programs. B-271 Briefly report on the outcomes of the program’s efforts during the past reporting period. Please include (as applicable): Quantitative and qualitative data, data collection methodology (including measures for cultural responsiveness and confidentiality), evaluation, and use of information gathered. Please note how these outcomes compare to your measures of success at the outset of the past reporting period. 1.100% of enrolled students receive a) an orientation on program offerings, b) a self-identified needs assessment targeting risk factors including,, poverty, ongoing stress, trauma, racism, social inequity, substance abuse, domestic violence, previous mental illness, prolonged isolation. 2. All identified students participated in two services per quarter that support their individual learning plans. 3. 90% of students identified as facing risk factors were referred to supportive services and/or referred to mental health treatment and participated in at least once in referred support service or mental health treatment during the school year. 4. 70% of students who participated in four or more services and who have had chronic absenteeism will increase their attendance rate by 5% as measured at the end of the school year. 5. 70% of students who participated in four or more services and who regularly participated in mental health counseling did 100% of the expected grade level credits as measured at the end of the school year. Describe how the program reflects MHSA values of integrated, community-based, culturally responsive services that are guided and driven by those with lived-experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserved; provides access and linkage to mental health care, improves timely access to services, and use strategies that are non-stigmatizing and non-discriminatory. Give specific examples as applicable. Our program reflects MHSA values of wellness, recovery and resilience. Our whole staff embraces these values for our students and we strive to ensure our students are held accountable and are supported in these ways in order for them to thrive. We provide access and linkage to mental health care by providing individual and group services during the school day and referrals to outside mental health services for students needing longer term support and services. The students at Vicente are some of our most underserved and at-risk students in our school district. Sixty-one percent of students are on free and reduced lunch which means their families are in a low socio-economic status. The teaching staff, mental health counselor, principal and special education teacher meet regularly to discuss the needs of students and to review and analyze data. We practice the Multi-Tier System of Support or Response to Intervention Model in order to provide students with the individualized support that they need to be successful. While there are interventions built into the regular school day such as small class sizes, explicit expectations and universal responses to students, those who need something more are discussed, and it is determined what they need. As a staff we also utilize restorative practices and restorative conversations among ourselves and our students. Include examples of notable community impact or feedback from the community if applicable. B-272 Students who participated in one or more PEI mental health services reported: ▪ No Stigma: Students feel comfortable seeking help due to widespread use of counseling services. ▪ Acceptance: "Everyone sees the counselor," creating a normalized and inclusive environment. ▪ Safety & Comfort: Students feel safe and supported during mental health activities. ▪ Value: having someone objective and outside their circle to talk with and freedom to talk about any issue and get help with solutions B-273 AGGREGATE REPORT Include the following demographic data, as available, for all individuals served during the prior fiscal year: (NOTE: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL SERVED FOR FY 23-24: 48 AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH - TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 48 48 LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 47 1 48 IF OTHER, PLEASE SPECIFY: RACE: ETHNICITY (NON-HISPANIC/LATINX) MORE THAN ONE RACE 5 AFRICAN AMERICAN INDIAN/ ALASKA NATIVE 1 ASIAN INDIAN/ SOUTH ASIAN ASIAN 3 CAMBODIAN BLACK/ AFRICAN AMERICAN 3 CHINESE WHITE/ CAUCASIAN 16 EUROPEAN HISPANIC/ LATINO 24 EASTERN EUROPEAN NATIVE HAWAAIAN/ PACIFIC ISLANDER FILIPINO OTHER JAPANESE DECLINE TO STATE/ DATA NOT CAPTURED 1 KOREAN TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 48 MIDDLE EASTERN VIETNAMESE B-274 MORE THAN ONE ETHNICTY OTHER ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN DECLINE TO STATE/ DATA NOT CAPTURED 33 CENTRAL AMERICAN TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 48 MEXICAN AMERICAN 15 PUERTO RICAN SOUTH AMERICAN OTHER SEXUAL ORIENTATION: HETEROSEXUAL 42 QUESTIONING / UNSURE GAY / LESBIAN ANOTHER SEXUAL ORIENTATION BISEXUAL DECLINE TO STATE/ DATA NOT CAPTURED QUEER 6 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 48 SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE 30 MAN 30 FEMALE 18 WOMAN 16 DECLINE TO STATE/ DATA NOT CAPTURED TRANSGENDER 2 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 48 GENDERQUEER / NON-BINARY QUESTIONING ANOTHER GENDER IDENTIY B-275 DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 48 ACTIVE MILITARY STATUS: VETERAN STATUS: YES YES NO 48 NO 48 DECLINE TO STATE/ DATA NOT CAPTURED DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 48 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 48 DISABILITY STATUS: DISABILITY TYPE: YES 1 DIFFICULTY SEEING NO 47 DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD 1 DECLINE TO STATE/ DATA NOT CAPTURED PHYSICAL MOBILITY TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) CHRONIC HEALTH CONDITION OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 48 COGNITIVE DISABILITY: YES 13 DECLINE TO STATE/ DATA NOT CAPTURED NO 35 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 48 B-276 PROVIDED IN-HOUSE MH SERVICES: NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES 28 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 28 REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES 4 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 3 AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: 0 AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES 0 B-277 WE CARE SERVICES FOR CHILDREN - PEI ANNUAL REPORTING FORM FISCAL YEAR: 2023 – 2024 PEI STRATEGIES (CHECK ALL THAT APPLY): X PREVENTION X EARLY INTERVENTION X OUTREACH X STIGMA AND DISCRIMINATION REDUCTION X ACCESS AND LINKAGE TO TREATMENT X IMPROVING TIMELY ACCESS TO TREATMENT SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): X CHILDHOOD TRAUMA EARLY PSYCHOSIS YOUTH OUTREACH AND ENGAGEMENT CULTURE AND LANGUAGE OLDER ADULTS EARLY IDENTIFICATION NARRATIVE REPORT Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) • Information about the Everyday Moments program (and how parents can support the social-emotional development of their children birth to six) was distributed to hundreds of thousands of Contra Costa county residents, using the following channels: o Distribution/posting of flyers at 521 community partner sites and organizations such as libraries, pediatrician offices, daycares and preschools o Social media postings to over 75,000 specifically targeted individuals and groups in Contra Costa County with interest in early childhood o Email outreach with repeated follow-ups to 310 community partners o In-person outreach/presentations at 60 opportunities, including meetings with community partners, parent group presentations, and presence at local events. • 20 Community Groups were conducted in English or Spanish for parents with children ages 0-5 within Contra Costa County, and 111 parents participated in these groups. • 86% of the parents attending the groups reported that they learned what to do to help their child gain new skills and improve behavior. B-278 • 91% of parents in the groups reported that they Intend to use or follow the parenting advice received. • 82% of parents in the groups reported that they had obtained information about questions they had about parenting. • A total of 70 parents and 71 children across the county received one-on-one Home Based Support in either English or Spanish to help with developmental challenges during “everyday moments” of interaction. • 96% of the parents receiving Home Based Support reported that the time they spent with the Everyday Moments specialist helped them feel more confident about their parenting. • 88% of parents receiving Home Based Support felt that their child’s behavior improved during the time they were working with the Everyday Moments specialist. • 94% of parents receiving Home Based Support reported that they felt better able to support their child’s development after the time they spent with the Everyday Moments specialist. Briefly report on the services provided by the program during the past reporting period. Please include (as applicable): target population(s), program setting(s), types of services, strategies/activities utilized (including any evidence-based or promising practices), needs addressed and follow up. Please note any differences from prior years or any challenges with implementation of the program, if applicable. 1. Family Engagement & Outreach First 5 Contra Costa and the Birth to Six Agencies (We Care, Vistability and Early Childhood Mental Health) worked together during this year to continue to develop family engagement and outreach to promote the Los Momentos Cotidianos/Everyday Moments programming, and to recruit families to Everyday Moments opportunities by tapping the power of word-of-mouth and existing community supports. The First 5 communications team continued to update the set of marketing assets developed in years one and two including a flyer and social media posts with messaging that emphasizes the importance and empowering the role parents play in their children’s social-emotional development, and that reaching out and collaborating with service providers are strengths rather than weaknesses. This messaging was chosen to help reduce stigma and foster understanding that early childhood mental health can be about healthy child development in the context of everyday relationships with trusted caregivers. The Birth to Six Agencies (BTS) shared these assets with its community contacts and networks, including the member organizations in the Early Childhood Prevention and Intervention Coalition (ECPIC). ECPIC members and partners, including C.O.P.E Family Support Center – who in turn reached out to their community contacts. The BTS also conducted collaboration with community providers such as pediatricians and public health nurses, schools and daycares, and other community referral sources, reached out to families through community “hubs” such as the First 5 Centers and Help Me Grow, and conducted presentations at community partner sites via zoom during the fiscal year. We Care also posted physical flyers in libraries, community centers, and health clinics across the county, and conducted Social Media and email marketing campaigns. It is estimated that messaging about the Everyday Moments program, whether through electronic distribution via newsletters, email blasts, social media posts, or via presentations, reached 1000s of people in Contra Costa County at least one time. Messaging and social media campaigns were renewed quarterly, and presentations were offered continuously throughout the reporting period. Details about the types and settings of potential responders reached B-279 during the reporting period; as well as methods used to reach out and engage potential responders, to provide access and linkage to treatment, and to improve timely access to services for underserved populations are discussed below in the Strategies section of this report 2. Parent Groups The Parent Groups were provided by C.O.P.E. Family Support Center. Services consisted of small, guided discussion groups of parents of young children (0-5 years) where parents swap stories, share wisdom, and ask questions. Topics and strategies shared were based on the Triple P Positive Parenting Program, a multi-level system of family intervention for parents of children who have or are at risk of developing behavior problems. It is a prevention- oriented program that aims to promote positive, caring relationships between parents and their children, and to help parents develop effective management strategies for dealing with a variety of childhood behavior problems and common developmental issues. ● Monthly Community Groups were conducted in English or Spanish for parents with children ages 0 -5 within Contra Costa County. Topics were as follows: 07/16/2023 The Power of Positive Parenting 08/12/2023 Coping with Anxiety ( MDUSD Parent C.) in person 08/30/2023 Raising Resilient Children 09/11/2023 Potty Training in Spanish 09/12/2023 Potty Training 09/13/2023 (PUSD) Raising Confident, Competent Children 09/25/2023 Taking Care of Self and Family 10/17/2023 (PUSD) Raising Resilient Children 10/18/2023 Raising Confident, Competent Children 11/06/2023 Dealing with Tantrums in Spanish 11/14/2023 Anxiety and Fears in Children 11/15/2023 Bedtime Routines in Spanish 12/04/2023 Hassle- Free Shopping with Children in Spanish 12/12/2023 Hassle- Free Shopping with Children 01/18/2024 Dealing with Disobedience 01/23/2024 Dealing with Disobedience 02/01/2024 Going Shopping 03/05/2024 (PUSD) Anxiety and Fears in Children 03/19/2024 (PUSD) Screen Time and Children: How to Guide your Child 03/21/2024 Lying & Stealing 3. Home-Based Support The Home-Based Support services were provided by We Care Services for Children, Early Childhood Mental Health Program, and Vistability. Services consisted of individualized, home-based (either in person at the family’s home or in the community; or via telehealth video) parent-centered support for young children (newborn to age 6) and caregiver(s), focusing on whatever “everyday moment” the caregiver chooses to focus on. The services are flexible, empathic, and non-stigmatizing. The Home-Based Support services provided a means for caregivers to learn about Early Childhood Mental Health and the social-emotional development of babies and young children, discuss intergenerational trauma as pertinent, and to try out community defined, culturally sensitive practices in support of their babies and young children. This component B-280 focused on working with a lens of empathy and understanding, allowing for shared space with the parent/caregiver in support of healthy brain and mental health development for children ages 0-5. Services were provided in multiple languages, using culturally relevant supports wherever feasible. “Meeting the child and family where they are,” the Home-Based Support services provided non-didactic developmental guidance and encouragement to caregivers as they were engaging with their child in their home environment during “everyday moments” of interaction. Caregivers were supported to use these sessions to share about their emotional experiences associated with caregiving, think about how to support their young child’s healthy development, and practice new skills and approaches with their little ones with the guidance of a trauma-informed Early Childhood Mental Health provider. This approach enabled an individualized, trauma-informed, and culturally sensitive delivery of caregiver support services and reinforcement of protective factors to support early childhood social-emotional development and resilience. Families whose needs were identified during the Home Based Support to require more intensive intervention were offered referral to the suite of early childhood mental health services offered by each agency. STRATEGIES: 1) The types and settings of potential responders reached during the reporting period We Care Services for Children, First 5 Contra Costa, C.O.P.E. Family Support Center, Early Childhood Mental Health Program, and Vistability together reached out to a variety of groups and individuals that serve families with children 0- 5 in West, Central and East Contra Costa County. We distributed flyers and posted program information on our respective websites and social media. See description of additional We Care activities above under Family Engagement and Outreach. 2) Methods used to reach out and engage potential responders ● Online and printed paper flyers ● Outreach emails to social workers, health clinics, community organizations, etc. ● Social media: Instagram and Facebook ● ECPIC organization individual outreach to families and referring parties ● First 5 Contra Costa, We Care Services for Children, Early Childhood Mental Health, Vistability, and other websites ● Partner meetings and presentations ● Recruitment of “trusted supports” through outreach to pediatricians, nurses, teachers, faith groups ● For the Everyday Moments groups in particular, outreach to past participants through emails and phone calls 3) Strategies utilized to provide access and linkage to treatment ● Single phone number and email address for the program, with trained personnel conducting intakes and explaining the services, simplifying the process for families. ● Prompt call-back and intake response for parents inquiring about the program. ● Custom online system for distributing online access to pre- and post-intervention questionnaires, as well as paper option for those who wanted to complete the questionnaires in person. ● All questionnaires and program materials offered in English and Spanish. ● Zoom video conferencing platform for ease of attendance. ● Home-Based Support services offered in families’ homes or easy community locations to meet the needs of families. ● Zoom video conferencing technical assistance available. ● For families attending the Parent Groups, classes were adapted to ensure engagement, utilizing polls, break-out B-281 rooms, and chat rooms, and families were included in information outreach about other group parent education opportunities. ● For families receiving Home-Based Support, families with more intensive early childhood mental health needs were identified and provided with calls from intake coordinators to conduct intake appointments for the specialty mental health services provided by the three agencies, with no need for the parent to make another call or reach out separately. 4) Strategies utilized to improve timely access to services for underserved populations ● Parent Groups and Home-Based Support services were offered in East, West and Central Contra Costa County. ● Parent Groups and Home-Based Support were offered in both English and Spanish. ● All questionnaires and program materials offered in English and Spanish. ● Parent Groups were offered every other week, and Home-Based Support was offered weekly at times that fit with families’ schedules. ● Reminder emails were sent to participants in advance of Parent Groups, the day of and one hour before start time. ● Program staff supported participants completing pre- and post-assessments over the phone or in person, when needed. ● For families receiving Home-Based Support, families with more intensive early childhood mental health needs were identified and provided with calls from intake coordinators to conduct intake appointments for the specialty mental health services provided by the three agencies, with no need for the parent to make another call or reach out separately. Briefly report on the outcomes of the program’s efforts during the past reporting period. Please include (as applicable): Quantitative and qualitative data, data collection methodology (including measures for cultural responsiveness and confidentiality), evaluation, and use of information gathered. Please note how these outcomes compare to your measures of success at the outset of the past reporting period. Outcomes: • We Care, C.O.P.E., First 5, Early Childhood Mental Health Program, and Vistability completed provisions of the 2023-24 contract, and worked together well as part of an Early Childhood Mental Health collaborative building on decades of collaboration. • Program activities were provided by staff who were trained and accredited in various levels of Triple P (Parent Groups) and dyadic intervention (Home-Based Support), with careful attention to quality of service. ● Outcomes of the Family Engagement & Outreach ○ Goal: Recruit minimum number of 299 parents ■ Actual: 309 parents were recruited; 1000s were contacted. ○ Goal: Recruit 200 parents for Parent Groups ■ Actual: 214 parents were recruited; 111 participated ○ Goal: Recruit 99 parents for Home-Based Services ■ Actual: 69 parents were recruited; 55 parents and 56 children (total 111) participated ● Outcomes of the Parent Groups ○ Goal: Contractor will provide evidence-based Triple P Positive Parenting Program seminar classes 2 X per month with a maximum attendance of 10 parents per group (maximum 200 participants) ■ Actual: 214 parents were recruited; 111 participated in 20 Parent Groups held by zoom or in person. Groups were provided in English and Spanish in East, West, and Central regions of the County. B-282 ○ Goal: The Parent Groups will have a positive effect on participating caregivers’ self-report of positive parenting practices. 80% of participating parents will report an improvement in positive parenting practices. ■ Actual: 86% Intend to use or follow the parenting advice received; 92% learned what to do to help their child gain new skills and improved behavior; 86% Obtained information about questions they had about parenting. ● Outcomes of the Home-Based Support ○ Goal: Contractor will provide Home-Based Support services for up to 6 weeks per family (maximum 99 participants) ■ Actual: 83 parents were recruited; 70 parents and 71 children (total 141 people) participated in Home-Based Services offered in English and Spanish in East, West, and Central regions of the County. 42% of parents requested the full 6 weeks of services. A total of 157 Home-Based Support sessions were provided to caregiver-child dyads during the reporting period. ○ Goal: The Home-Based Support will have a positive effect on participating caregivers’ parenting self- efficacy beliefs and perceptions of their child’s behaviors. 80% of participating parents will report improvements in parenting self-efficacy beliefs and perception of child’s behaviors. ■ Actual: For 96% of participants, caregivers’ parenting self-efficacy beliefs improved (more confident), and for 87% of participants, perception of their child’s behaviors improved (behavior perceived as more positive and less negative). 96% of parents receiving Home Based Support reported that they felt better able to support their child’s development after the time they spent with the Everyday Moments specialist. ■ 15 children were referred from the Everyday Moments program to regular Mental Health services at the three agencies. Describe how the program reflects MHSA values of integrated, community-based, culturally responsive services that are guided and driven by those with lived-experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserved; provides access and linkage to mental health care, improves timely access to services, and use strategies that are non-stigmatizing and non-discriminatory. Give specific examples as applicable. Data Collection ● Demographic data was collected at enrollment for both the Parent Groups and Home-Based Support services ● Pre- and post- measures data was collected before and after each Parent Group and before and after the series of Home-Based Support sessions. ● Data was collected with use of the following measures: • Child Behavior Checklist • Everyday Moments Parent Questionnaire 1 (Self-Efficacy Beliefs) • Everyday Moments Parent Group Evaluation Cultural Competency in the Program C.O.P.E., We Care, Vistability and Early Childhood Mental Health Program all have culturally diverse staff, and each organization cultivates an inclusive, non-judgmental environment for participants seeking services. Staff are regularly trained in areas such as ACES, trauma-informed care, self-regulation techniques, conflict resolution, as well as in topics related to cultural awareness, diversity, equity, inclusion and belonging. For the Parent Groups, C.O.P.E. provides a culturally-inclusive video conferencing classroom where parents and staff recognize, appreciate, and capitalize on diversity to enrich the overall learning experience. All participants are provided services regardless of race, gender, sexual orientation, or religion. All participants are treated with respect. Integrity and Confidentiality B-283 Integrity and confidentiality of data and records was ensured in compliance with applicable requirements and procedures established by the Health Insurance Portability and Accountability Act (HIPAA) and county behavioral health guidelines. ● Participants signed a consent for collaborative services among the partner agencies. ● Participants for the Home-Based Support services additionally signed consents for services and acknowledged receipt of HIPAA Policies and Procedures. ● Data are stored according to HIPAA guidelines and applicable laws. ● Data are analyzed and reported using a non-identifying code and without divulging protected health information. Include examples of notable community impact or feedback from the community if applicable. Feedback from Parent Groups Parent Quotes: 1. “Being a first-time mom is hard; I was struggling with positive routines and my instructor [Practitioner] did an excellent job teaching us potty time routines. My son is now more eager to go and follow our routine. Thank you, COPE!” 2. “Class was perfect, I was able to add all the tips provided and had the best shopping experience with my 4-year-old! No more tantrums!” Parent Success Story A single father struggling to parent, and who had expressed difficulty connecting with his son, became aware of C.O.P.E.’s Triple P seminar, “The Power of Positive Parenting.” After completing the seminar, the parent became invested in learning more parenting strategies and signed up for additional seminars. After a while, the parent stated that he noticed his son was becoming more open to connection and warming up towards allowing for his parenting engagement to become easier for him. As a result, the parent continues to try to educate himself in the best ways to parent and engage his family. Feedback from Home-Based Support Parent Quotes: “Marcela was so nice and helpful. She was able to teach me how to help my son when he is upset about his dad and the works in other ways too. I feel like I learned a lot.” “My specialist and I made a plan for getting my daughter to preschool because she hated to go. The plan worked and she really helped me because it was hard for me.” “Meeting with Karen was very helpful.” B-284 AGGREGATE REPORT Include the following demographic data, as available, for all individuals served during the prior fiscal year: (NOTE: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL SERVED FOR FY 23-24: 252. (111 in the groups; 70 adults and 71 children in the home based services) AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH - TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 71 0 181 252 LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 156 96 252 IF OTHER, PLEASE SPECIFY: RACE: ETHNICITY (NON-HISPANIC/LATINX) MORE THAN ONE RACE 1 AFRICAN 9 AMERICAN INDIAN/ ALASKA NATIVE 0 ASIAN INDIAN/ SOUTH ASIAN ASIAN 1 CAMBODIAN BLACK/ AFRICAN AMERICAN 63 CHINESE WHITE/ CAUCASIAN 56 EASTERN EUROPEAN HISPANIC/ LATINO 109 FILIPINO NATIVE HAWAIIAN/ PACIFIC ISLANDER 0 JAPANESE OTHER 18 KOREAN DECLINE TO STATE/ DATA NOT CAPTURED 4 MIDDLE EASTERN 5 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 252 VIETNAMESE 2 MORE THAN ONE ETHNICTY 8 B-285 OTHER ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN DECLINE TO STATE/ DATA NOT CAPTURED 50 CENTRAL AMERICAN 13 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 109 MEXICAN AMERICAN 46 PUERTO RICAN SOUTH AMERICAN OTHER SEXUAL ORIENTATION: HETEROSEXUAL QUESTIONING / UNSURE GAY / LESBIAN ANOTHER SEXUAL ORIENTATION BISEXUAL DECLINE TO STATE/ DATA NOT CAPTURED 252 QUEER TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 252 SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE 96 MAN 96 FEMALE 115 WOMAN 115 DECLINE TO STATE/ DATA NOT CAPTURED 41 TRANSGENDER TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 252 GENDERQUEER / NON-BINARY QUESTIONING ANOTHER GENDER IDENTIY DECLINE TO STATE/ DATA NOT CAPTURED 41 B-286 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 252 ACTIVE MILITARY STATUS: VETERAN STATUS: YES YES NO NO DECLINE TO STATE/ DATA NOT CAPTURED 252 DECLINE TO STATE/ DATA NOT CAPTURED 252 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 252 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 252 DISABILITY STATUS: DISABILITY TYPE: YES DIFFICULTY SEEING NO DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD DECLINE TO STATE/ DATA NOT CAPTURED 252 PHYSICAL MOBILITY TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 252 CHRONIC HEALTH CONDITION OTHER DECLINE TO STATE/ DATA NOT CAPTURED 252 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 252 COGNITIVE DISABILITY: YES DECLINE TO STATE/ DATA NOT CAPTURED 252 NO TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 252 B-287 PROVIDED IN-HOUSE MH SERVICES: NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES 10 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE NA REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES NA NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE NA AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: NA AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES < 1 G-1 2023-2024 INNOVATION ANNUAL REPORT MENTAL HEALTH SERVICES ACT Appendix G G-2 Table of Contents Innovation Introduction ............................................................................................................................ 3 Approved Programs .................................................................................................................................. 3 Psychiatric Advance Directives (PADs) ................................................................................. Attachment 1 Supporting Equity through Grants for Community Defined Practices ................................. Attachment 2 G-3 INNOVATION INTR O DUCTION Innovation is the component of the Mental Health Services Act (MHSA) and part of the Three-Year Program and Expenditure Plan that funds new or different patterns of service that contribute to informing the mental health system of care as to best or promising practices that can be subsequently added or incorporated into the system. Innovative projects for Contra Costa Behavioral Health Services (CCBHS) are developed by an ongoing Community Program Planning Process supported through the Mental Health Services Act Advisory Council (MHSA AC formerly CPAW) as well as the Innovation Committee. Projects must accomplish one or more of the following objectives: a) increase access to underserved groups, b) increase the quality of services, to include better outcomes, c) promote interagency collaboration, or d) increase access to services. The regulations allow for up to five percent of MHSA funds to be used through Innovation, and are time limited for up to a maximum of five-years. APPROVED PROGRAMS The following Innovation Projects have been approved by the Mental Health Services Oversight and Accountability (MHSOAC) and were recommended by stakeholders, formalized as part of the Community Program Planning Process, and are consistent with stakeholder identified priorities. The following projects were approved for Fiscal Year 2023-24: 1. Psychiatric Advance Directives (PADs). PADs is a Multi-County Collaborative Innovation Project approved by the MHSOAC. PADs are used to support treatment decisions for people who are experiencing a mental health crisis. The project will offer standardized training on the usage and benefits of PADs, development of a peer-created standardized PAD template, provide a training toolkit (in 9 languages) and implement a customized cloud-based technology platform to access and utilize PADs. Unlike an electronic health record, the technology will not be used to store Health Insurance Portability and Accountability Act (HIPAA) protected data. 2. Supporting Equity through Grants for Community Defined Practices (CDPs). The newest Innovation project, approved by the MHSOAC in March 2023, addresses the problem of equitable access to behavioral health supports for underserved and unserved communities including Asian American/Pacific Islander (AAPI), Latino/a/x, Black/African American, LGBTQI+ communities, and others. Through a competitive Request for Proposal (RFP) process, community organizations applied for funding to support mental health and wellne ss services identified as community-defined practices and other forms of outreach, engagement and treatment, currently not offered within the existing CCBHS System of Care. Total 850+ $2,904,872 Project County / Contract Regions Served Annual Number Served MHSA Funds Allocated FY 23-24 Psychiatric Advance Directives (PADs) Contracted Countywide N/A $494,646 Supporting Equity through Grants for Community Defined Practices Contracted Countywide 850 $1,907,750 Administrative Support County Countywide N/A $502,476 Multi-County PADs Innovation Project Annual Report Calendar Year 2023 Created by Kiran Sahota, President Concepts Forward Consulting Project Director A-1 Attachment 1 The Multi-County Mental Health Services Act (MHSA) Psychiatric Advance Directive (PADs) Innovation’s project, with the seven collaborating counties of, Contra Costa, Fresno, Mariposa, Monterey, Orange, Shasta, and Tri-City Mental Health Authority completed two and a half years of the four-year project as of December 31, 2023. Please note, Fresno County began the project in 2019, and will finalize their participation in the Phase One build as of June 30, 2024. The PADs project, initially approved by the Mental Health Oversight and Accountability Commission (MHSOAC) on June 24, 2021, continued the momentum of the previous year. The subcontractor timeline was followed to achieve a streamlined effort of activities and expectations of the participating counties. This was no easy task as there were many overlaying activities that had to happen simultaneously. In addition, many challenges arose throughout the year with the change of staffing in both the counties and within the subcontractors. Though the project objectives remain the same, as with any innovative project, a realistic look at what can be accomplished has been part of the evaluation of accomplishments throughout the year. The proposed project, as originally written, will engage the expertise of ethnically and culturally diverse communities, threshold populations, consumers, peers with lived experience, consumer and family advocacy groups, and disability rights groups. The project proposes to meet several unmet needs throughout the state. These objectives continued as follows: 1.Provide a standardized level of training regarding PADS for both communities and stakeholders. 2.Standardize a statewide PADs template. 3.Allow PADs to be a separate recognized document from a medical advance directive. 4.Standardize a PADs training "toolkit" to be easily replicated from county to county. 5.Align behavioral health PADs with medical Advanced Directives so both physical and mental health needs are equally addressed. 6.Utilize a Learning Management System (LMS) for ease of county access to PADs training and materials. 7.Utilize peers to create PADs based on lived experience and understanding, which can lead to open dialog and trust. 8.Create infrastructure for a cloud-based data warehouse for ease of access to PADs in a crisis, providing mobility of PADs throughout the state. 9.Create legislation to enforce the use and acceptance of standardized PADs in California. 10.Create a continuous evaluation process that is outcome driven, evaluating training, PADs template ease of use, and PADs utilization. This annual report covers calendar year 2023, or fiscal years (FY) quarter three and four of FY 2022-23, and first and second quarter of FY 2023-24. The following is a recap of activities, with detailed subcontractor write-ups in the Appendix section at the of the report, with the fiscal intermediary review as concluding document. In order to meet the requirement of ethnic and cultural diversity, the counties along with several subcontractors identified the need for ongoing translation and interpretative services that would fall outside of the scope of work and funding allocated by the counties. The project identified the ability to repurpose funding remaining from the previous FY. The company Alpha Omega was vetted and hired to create multi-lingual documents, interpretation, and interviews throughout the A-2 project. Alpha Omega ensures the ability to address the multiple threshold languages identified within the participating counties. Through the evaluation period it was clearly identified that this stage of the project is outlined as the technology platform build or Phase One PADs technology build. At no time during this phase of the project will the platform be “live” for access to the PAD in the public setting. The project's main priority continued with a build to streamline a PAD template/component(s) and move forward the components to be uploaded into the technology platform build. Painted Brain and their subcontractor CAMHPRO worked with county peer support specialists, persons with a lived mental health condition, family member/caretakers and first responders in a series of listening sessions, ongoing workgroups, and cross-contractor collaboration. Painted Brain completed an exhaustive template review and submitted the components to Chorus for upload to the platform build. An idea of how the components will be address are as follows: Their next step was to create a PADs facilitator curriculum to complement component understanding, digital literacy, and PADs within the platform. The curriculum was completed and submitted to counties for input. Once finalized, this curriculum will be part of the platform “toolkit.” Consent/Capacity Current Medical Conditions Accessibility Crisis Team Support Treatment Preferences Recovery & Reentry Supports Dependent Preferences A-3 The template components once sent to Chorus allowed for the ability to build the infrastructure of the digital PAD. Parallel to the digital formation of the PAD, the flow of use, and Terms of Services were identified as areas to address. A county workgroup was created to work with the teams to identify appropriate language. This remains an ongoing workgroup. Monthly participatory and community-centered stakeholder workgroups continued throughout the year, to discuss the technology build with county peer specialists, persons with a lived mental health condition, family member/caretakers and first responders. Chorus was able to create a mock design using “Richard” as a sample of how the PAD could look in the digital format. Feeding into the design of the platform is the parallel layer of branding and marketing. Idea Engineering, worked through the Marketing Sub-Workgroup to identify a PAD logo, a logo that was easily identifiable by a person filling out a PAD or for a first responder, as identification and recognition of a PAD. With county peers and Peer Specialist as the prominent voice, the outcome was as follows: Idea Engineering updated all print material, and the public facing website to highlight the efforts of the project and the unified voice of what the PAD means to those involved in the project. Evaluation of the project fell to both RAND and the Burton Blatt Institute (BBI), which both had to delay their work in waiting for sections of the project to be completed. RAND developed and finalized the training evaluation protocol and workflow to enable a “two-level” evaluation with PADs platform users. It is expected that this evaluation will take place beginning in April 2024. Though the BBI evaluation is managed by Orange County, it has been identified to represent the project in totality. Working with all seven counties, BBI used a qualitative research approach and conducted individual semi-structured interviews throughout the year. The evaluation framework will be looking at the direct and indirect benefit of a web-based platform, how the development of the PAD impacts the rates of homelessness, incarceration, and hospitalization of those that fill out the PAD, in this first phase of the project build. As this is the initial build phase, in theory, this will impact systemwide change. As overall Project Director, Concepts Forward Consulting continued to move the project through each phase by allowing for input from all entities involved, but also setting appropriate boundaries with regards to potential “scope-creep” and finalization of decisions. The counties A-4 have all agreed to provide their input within the period requested, and if they do not the project must move on regardless, to accomplish our projected goals. The Project Director began the process of engaging legislation. A time-limited workgroup was created that included the support from the Painted Brain peer run services, California Hospital Association, State Psychiatric Association representatives, NAMI California, MHSOAC, California Behavioral Health Directors, and Patient Rights and Lanterman Petris Short act knowledgeable attorneys. Through this group it has been identified that legislation to move the PAD forward will take a legislative champion, which is currently the highest priority to achieve within the next calendar year. The idea will be to align PAD’s language within the Probate and Welfare and Institution codes to create a streamlined PAD’s statute, one that recognizes a PAD as a document of self-determination and autonomy. Discussions were also held with law enforcement and Executive Officer Council on Criminal Justice and Behavioral Health California Department of Corrections and Rehabilitation, as the project sought to engage the Department of Justice in the investigation of the integration of the PAD’s platform into the California Law Enforcement Telecommunication System (CLETS). This one connection would allow crisis teams, first responders and dispatch in-the-moment access to a PAD when dispatched to a call for service. This activity will continue into the next year. Throughout the project the importance of in-person discussions, learning, and planning has been showcased in bi-annual convenings. During the FY, two in-person convenings were held. Monterey County hosted in the spring and Orange County hosted in the fall. Both convenings were showcased on the project website www.padsCA.org. There is a certain depth of learning and momentum that takes place after a convening. The counties decided that the Spring 2024 convening needed to allow for more discussion and planning, and not just updates from the subcontractors. The counties opted for a two-day event to create time for learning and further development of the project goals or adjustments. Sharing the hosting responsibilities with all participating counties, Shasta County was chosen to host the next convening. The project has not been without challenges. As with many employers in California, our counties and subcontractors encountered several staffing challenges throughout the year, this impacted the timeliness of goals. Some counties are small and have a small community of stakeholders, or a high staffing vacancy rate. The subcontractors experienced staffing turnover which created a domino effect as each layer of the project relies on each other. Staffing challenges also arose in the lack of peer staff. This is where the peer contract was invaluable to enlist the voice of the peer/person(s) with lived mental health experience throughout the project. As this project is innovative, timeliness of goal completion was also a challenge. Aspects of the time needed to complete activities could not have been calculated in advance. This can be seen in the amount of work Painted Brain needed to cull through multiple nationwide PAD documents to create meaningful template discussion and present the components. When Painted Brain submitted the component questions to Chorus, it could not be anticipated that to create the digital PAD, each component question needed meaning attached to determine the best phrasing and digital location. The delay of the template components delayed the creation of the A-5 PAD facilitator training curriculum, which in turn delayed the ability to provide and evaluate the training. The project has met challenges as referenced above and throughout FY 2023, each project goal has been addressed, completed, or will continue to be shaped in the coming year. As we plan for 2024, the following prospective activities are anticipated. •Two-day Spring convening in Shasta County. •Facilitator Train the Trainer completed, edited, and finalized. •County pilot populations test usage of the digital PAD. •RAND and BBI to continue their evaluation efforts. •Information videos created in multiple threshold languages. •A legislative champion is identified, and legislative language moves forward. •Investigate the feasibility of the CLETS integration. •Fresno County sunsets their Phase One participation. •Phase Two “live” roll-out and training planning and write-up finalized. •Continued improvement to the platform Phase One build. The counties all continue in the most collaborative nature, meeting multiple times a month and sending a variety of staff to the following meetings: individual county meetings with subcontractors, large full project meeting, county to county, sub- workgroups in template creation, technology, terms of service, and marketing. In addition, providing staff or county collaborators time for interviews with project evaluators. Overall, the accomplishments of calendar year 2023 outweighed the challenges. The project remains challenging in commitment and time, yet the reward of an innovated digital PAD is truly on the horizon and will be accomplished within this project Phase One build. A-6 Appendix Section: Alpha Omega- Translation/Interpretation Burton Blatt Institute- Evaluation/Technology Chorus Innovations-Technology Idea Engineering- Marketing and Website Painted Brain- Peer Voice RAND- Evaluation/User experience Syracuse University-Fiscal Intermediary A-7 Summary of activities for year 2023. A.Summary of Activities and Accomplishments During the Reporting Period B.Challenges Encountered and Resolved During the Reporting Period C.Plans and Expectations for the Next Reporting Period D.Attachments A.Summary of Activities and Accomplishments During the Reporting Period Customers: Concept Forward Idea Engineering Anthony Translation of 73 document(s) from English (USA) to Arabic, Chinese, Farsi, Korean, Vietnamese for Idea Engineering Service requested by Antony Del Castillo Schickram – invoice I-06055 Translation of 1 document(s) from English (USA) to Spanish for Idea Engineering Service requested by Antony Del Castillo Schickram Invoice I-06228 Translation of 2 document(s) from English (USA) to Arabic, Chinese, Farsi, Hmong, Korean, Vietnamese for Idea Engineering Service requested by Jeanne Spencer Invoice I-06214 Virtual interpreting from English (USA) to Spanish for Concepts Forward Service requested by Kiran Sahota Invoice I-06242 A-8 B.Challenges Encountered and Resolved During the Reporting Period No challenges recorded. Customer expressed satisfaction with deliverables. E.Plans and Expectations for the Next Reporting Period Translation and interpretation projects as described in Master Contract. A.Attachments N/A A-9 Report on Implementation of the Evaluation of Orange County Innovation Activities, with Particular Focus on Development and Outcomes of a PADs Technology Platform Date Submitted: December 29, 2023 Period(s) Covered: January 1, 2023-December 31, 2023 Submitted by: Gary Shaheen, Ph.D. Project Director Burton Blatt Institute Syracuse University Summary of the Qualitative Evaluation The Syracuse University (SU) Burton Blatt Institute (BBI) was tasked by Orange County, California to conduct a multi-year process and outcome qualitative evaluation of the web-based platform supporting Psychiatric Advanced Directives (PADs) implemented by 7 California counties. These 7 counties are Fresno, Mariposa, Monterey, Shasta, Tr-City, Contra Costa, and Orange counties who are using their Mental Health Administration Innovation Funds to support their efforts. BBI works directly with Project Manager Kiran Sahota, all 7 counties, and project subcontractors Chorus, Idea, Painted Brain, CAMPHRO, and Rand Corporation to obtain data supporting the evaluation. BBI also works with the Project Manager and SU’s Office of Sponsored Programs to administer the requirements of the Orange County contract and for fiscal administration of County and Sub-Contractor sub-awards, including timely payments based upon submission and review of invoices. This Annual Project Report summarizes only the evaluation project activities implemented by BBI during the Project Year 1/1/2023-12/29/2023. BBI uses a qualitative research approach. This included participant observations of in person and virtual meetings and workgroups, as well as conducting individual semi-structured interviews with PADS project County Managers, staff, and community stakeholders. The research objectives and methodological foundations are grounded in a comprehensive literature review focused on Psychiatric Advanced Directives for people with mental illnesses and disability studies. BBI collected data during the year by and by conducting participant observations and individual, semi-structured interviews with PADs Project County Mangers and staff, and with identified community project stakeholders who are participating in the PADs project A-10 We have developed evaluation indicators framework (input, process and outcome) to document information at different stages of the project lifecycle. The indicators fall into three categories: ⦁ Input indicators: to measure the contributions necessary to enable the program to be implemented (e.g., funding, staff, key partners, infrastructure). ⦁ Process indicators: to measure the program’s activities and outputs (direct deliverables of the activities). ⦁ Outcome indicators: to measure whether the program is achieving the expected effects/changes in the short, intermediate, and long terms. BBI also gathers data on factors influencing adoption of the PADs web-based platform within county mental health departments and among staff who manage or support their county’s PADs project. BBI’s evaluation framework is intended to describe the direct and indirect benefits of the web- based platform among county staff and Peers (“individual level”), its impact upon mental health and related services provided by agencies when they utilize PADs to support Peers who are in crisis (“services level”), and how the development and use of a PADs web-based platform influences public attitudes, policy, funding, law and regulations, and inter-agency dialogue and partnerships, as well as reduce the overall rates of homelessness, and incarceration among Peers (“systems level”). These dimensions are illustrated below: We have also framed the development and use of the product as one element of a systems change process being articulated by the Project Manager. To measure these systems change dimensions, we have adopted the rubric for systems change developed by the Corporation for Supportive Housing: Building Blocks of Systems Change: (https://www.csh.org/resources/laying-a-new-foundation-changing- the-systems-that-create-and-sustain-supportive-housing/) Iterative Evaluation Process Do counties and their community stakeholders believe the platform will enhance their practices and tools for supporting peers in crisis and is it likely to be used by them? Does the development of the PADs platform incorporate peer input and do peers believe it will improve their lives when they are in crisis? Is the PADs platform viewed as a tool for supporting changes in laws, funding, paradigms, and practices that honor peer self-direction and choice when they are in crisis? A-11 “Achieving a real change in a system is different from making the system do something new. A real change in a system is one in which people habitually do the new thing, using resources, authority, technology, and ideas that are routinely associated with the new activity. You can recognize system change more easily when it is complete, or nearly complete, by these five signs:” ●A change in power: There are designated positions—people with formal authority— responsible for the new activity (not just committed or skillful individuals who happen to care about it). ●A change in money: Routine funding is earmarked for the new activity in a new way—or, failing that, there is a pattern of recurring special funding on which most actors in the system can rely. ●A change in habits: Participants in a system interact with each other to carry out the new activity as part of their normal routine—not just in response to a special initiative, demonstration, or project. If top-level authorities have to “command” such interactions to take place, then the system has not absorbed them, and thus has not yet changed. ●A change in technology or skills: There is a growing cadre of skilled practitioners at most or all levels in the delivery chain, practicing methods that were not previously common or considered desirable. These practitioners are now expert in the skills that the new system demands and have set a standard for effective delivery of the new system’s intended results. ●A change in ideas or values: There is a new definition of performance or success, and often anew understanding of the people to be served and the problem to be solved. The new definition and understanding are commonly held among most or all actors in the system, such that they are no longer in great dispute. Summary of the Evaluation: Since formal data analysis and coding will not occur until 2024, BBI can only report on our assumptions of the emerging trends and issues. Many of these were included in a presentation we delivered at the September 2023 all-county convening event. A copy of our presentation detailing these assumptions is attached to this report (Attachment 1). Project Implementation: •BBI hired Dr. Nare Galstyan as Senior Research Associate and Ms. Isabel Torrence as Research Assistant to directly assist in implementing the evaluation. •We scheduled and participated in regular teleconference meetings and e-mail exchanges with Concepts Forward Consulting, Chorus, Idea and Rand as needed to discuss and coordinate respective roles and deliverables. •BBI submitted and received SU IRB approval to implement County Manager and community stakeholder interviews that were conducted throughout the year. •We prepared presentation materials and participated in two PADs County and A-12 Stakeholder in-person meetings in Monterey and Orange Counties that were held respectively on March 7, and September 12, 2023. •BBI continued to add references to the comprehensive PADs Literature Review to strengthen the empirical basis for implementing BBI’s evaluation. •A summary of our observation and interview activities is provided below: o County – specific Subcontractor meeting observations: 63 o County Champions and other project meeting observations: 33 o Technology, PADs Template, and Marketing Workgroup observations: 70 o In-person Chorus – led County provider and partner on-site meetings: 12 o Interviews with County Managers, County-employed Peer Specialists and County Community Partners/Stakeholders: 34 o Annual Project Convenings: 2 Preliminary Assumptions from the Research Observation and interview data that we obtained throughout the year have yet to be coded and analyzed in order to report findings with empirical validity. Interviews with key community stakeholders including hospitals, law enforcement, other crisis and first responder agencies, and priority population providers were begun during the year and will continue during 2024. The data that was obtained and reviewed over the course of the year nonetheless allows BBI to present some emerging assumptions and concerns related to the process and outcomes associated with the design and implementation of the web-based PADs platform and address each component of the CSH Systems Change Framework. •Key Signs of Changes to Power: 1)BBI observed that Peers from almost all participating counties were involved in meetings and workgroups from the start of the project, and their perspectives and input on the template, web-based platform and marketing were sought, valued and included in plans and products. They also helped ensure that the language, format, and intent of the web- based platform reflected perspectives gained from their lived experiences. Inclusion of the Peer voice was further strengthened by the addition of Peer-run advocacy organizations Painted Brain and Camphro as key project partners tasked with designing the PADs template upon which the platform will be based. Challenges: Peer participation in Technology and other workgroups has been primarily from county-employed Certified Peer Specialists. However not all counties have these staff. We note that in order for the project to be viewed as Peer -advised and enabled across all 7 counties, those counties without Peer representatives should consider how to make the voices of their Peer constituencies heard. A-13 2)We also observe that development of the power to implement systems change is also being addressed by the active participation of some of the community agency stakeholders who would be likely to encounter peers in crisis when a PAD might be used. Our preliminary assumptions imply that including law enforcement, hospital staff, MH Crisis Teams and others in workgroups to share how they would access and use web- based PADs in their line of duty potentially empowers them and their sponsoring agencies to ‘own’ the product and may strengthen its potential for adoption and use. Challenges: Although most counties are represented in workgroups by law enforcement, hospitals, and other community partners and stakeholders, not all counties are so represented. Without stakeholder participation from all counties, varying levels of acceptance and use of the platform among community stakeholders, and/or delay in its testing while these issues are identified and resolved may emerge. •Key Signs of Changes to Money: 1)A key feature of this project is its designation, use and incorporation of Mental Health Services Act (MHSA) “Innovation Funds” to support its development and implementation. County Managers talked about how the funding source allows them to exercise creativity and encourages them to develop the internal and external partners needed to address the myriad elements of the project. It also supports their allocation of time to the project in addition to their other responsibilities. It appears that having a dedicated funding stream used by all counties may also contribute to a shared sense of project-identity among counties, that BBI will explore more fully in its research. 2)BBI observes that the way that the PADs Innovation Funding as a funding source shared by 7 counties who pursue the same goals and outcomes and work with the same subcontractors may help to avoid the fragmentation and overlap that challenges many projects of this scale and scope. The project funding scheme also designates a single management and oversight entity, Concepts Forward Consulting that has been instrumental in ensuring that the project is implemented according to its goals, adheres to its timeline, and that all subcontractors and partners work closely with counties and each other as an integrated team, Challenges: Potential changes in the Mental Health Service Act could significantly impact the amount of funds counties have to continue programs. County staff often mention future funding as a concern in continuing and scaling up their PADs projects. •Key Signs of Changes in Habits: 1)The PADs Innovation Project is somewhat unique in the experiences of counties who have generally implemented their own MH projects, but who have rarely participated with other counties to implement a joint initiative. Our preliminary assumption is that A-14 regular zoom and in-person regular meetings as a group has begun to positively influence changes in habits among counties often heretofore pursuing separate initiatives. We are beginning to observe that they share a sense of project-identity, participate in regular cross county communication and knowledge exchange, and are developing a general familiarity with each other’s challenges and successes that had not occurred previously. 2)PADs county MH Departments and their community partners and stakeholders appear to be developing a pattern of interaction across their respective services and systems. Ongoing communication with each other, primarily through Technology Workgroups includes discussions about embedding the web-based platform as component in the regular routines and operating procedures of law enforcement and hospitals. We note that the intent by county MH departments to reach out and involve these agencies and discuss how they can use the platform within their service systems represents another potential project innovation. Challenges: We observed varying levels of engagement among counties in providing input and feedback on the content, design, and marketing of the PAD's platform, with some counties demonstrating more active participation than others. This could also be due to the staff turnover among some counties, with new PADs Managers entering the project at various times in its development. •Key Signs of Changes in Technology and Skills: 1) A key feature of the 7 county PADs Innovation Project in the opinion of the Project Manager and many County Managers is the development of its web-based platform. PADs in some form are being implemented across 27 states, and SAMHSA and its partner the American Psychiatric Association (APA) have developed and promulgated a web-based PAD application supported by a website, webinars and supporting materials. (https://smiadviser.org/padapp) BBI notes that many of the definitions and response fields developed for the SAMHSA/APA web-based PAD parallel those that are being developed in California. Both products could be accessible and used by Peers through their smart phone and using a QR code. However, the CA PADs project is also attempting to customize its product for Peers who may be challenged by diverse other conditions that may compromise their ability to develop and retrieve their data. These can include being homeless or being incarcerated, as well as having poor literacy skills and technology skills and for those requiring the App in languages other than English. Preliminary interview data suggests that these and other barriers are not only being recognized by CA PADs project partners, but efforts to consider how the app can be accessible to all Peer users are being seriously considered. 2)In addition to police officers and hospitals, we note that the platform is being developed within the context of CA Senate Bill 43 that establishes ‘Care Courts’ that would require counties to provide comprehensive treatment to the most severely impaired and untreated Californians and hold patients accountable to their treatment plan. Discussions about promoting the PADs web-based platform as a resource that Care Courts could consider when determining how to provide treatment that honors a Peer’s preferences are also A-15 occurring. Furthermore, preliminary efforts are being made to determine how the web- based PADs platform can be integrated into the CLETS system. This case identification technology is mandated for use by law enforcement and Crisis Teams among all counties. Challenges: The SAMHSA/APA app as currently available requires Peers to have some familiarity with the use of technology and sufficient literacy skills to comprehend the instructions. Staff and partners we have interviewed identified three main barriers to the use of the PADs platform by peers. As the platform is tested and deployed, these barriers should be considered: •Challenges with technology •Reading comprehension •The time it might take to complete a PAD. •The availability of staff support to assist Peers in completing, accessing and updating their web-based PAD. •Key Signs of Changes in Ideas or Values: 1)County Managers and staff, including Peer Specialists, community partners and stakeholders, and family members and others who have participated in workgroups articulate the belief that the web-based platform is a potentially valuable tool for ensuring Peer human rights and self-determination. Counties have identified a diverse range of conditions and circumstances affecting treatment and recovery of Peers. They may interact differently with MH services, legal authorities, personal support systems and these may also be influenced by the urban and rural communities where they reside. Chorus has been clear that the initial ‘build’ phase of the project will establish a foundation for future customization that directly applies to diverse Peer constituencies. While BBI will continue to gather data on this progress, we note that consensus about the ideas and values of self-determination is a foundation that guides project implementation. Challenges: The web-based platform is intended for use by Peers with diverse conditions and circumstances. Chorus implemented a series of county-level direct information sessions with agencies serving county identified Peer priority groups. However, it appears that more intensive efforts to obtain greater Peer priority population representation from all counties in the build and testing phases may be necessary. Challenges Encountered and Resolved During the Reporting Period •Dr. Galstyan took maternity leave from mid-September through mid-December. Dr. Shaheen and Ms. Torrence, assisted by other members of the BBI research team were able to continue to implement the evaluation and meet all deliverables during that time period. •Identifying community partner agency, law enforcement and other stakeholders and obtaining their participation in interviews continues to be a challenge in some counties. •Fresno ends its Phase 1 project by June 30, 2024. However, we have been challenged to A-16 identify and interview community agency partners and stakeholders who also know enough about the project to provide useful data. BBI and Fresno PADs Managers will address this concern early in 2024. Plans and Expectations for Calendar Year 2024 •We will seek approval from the SU IRB during the First Quarter of 2024, enabling BBI to schedule and conduct interviews Peers identified as county priority populations to obtain their insight into the access, use, and potential value of the PADs web-based platform. •We will continue to update the BBI implementation plan located on the PADs share drive. •BBI expects to participate in person at the April partners convening in Shasta. •We will work closely with Fresno County PADs Managers to fast track their schedule of stakeholder and Peer interviews so that we can summarize their data for a brief report we will provide to them after July 1, 2024. •BBI is preparing work plans and budgets to support the expected expansion of the PADs project to additional counties in 2024. A-17 Chorus Innovations: Year End Project Update Summary of Work Completed January - December 2023 1.Summary of Activities and Accomplishments Chorus Innovations (Chorus) has embarked on a transformative journey over the past year, marked by a series of dynamic activities and notable accomplishments. Participatory and Community-Centered Engagement Activities: ●Chorus, in partnership with Concepts Forward Consulting, Painted Brain, CAMHPRO, and the participating counties, started three monthly technology workgroups for peers, caregivers & family members, and first responders & services providers with participants across all of the seven counties. Chorus has maintained these monthly meetings throughout the year and used these workgroups to obtain valuable community feedback. ●In partnership with peers from the technology workgroups, Painted Brain, and CAMHPRO, Chorus created the user persona of Richard, whose story has been used to highlight the profound impact of the digital PAD. This persona has been utilized in multiple in-person workgroups with peers within the participating counties and in various presentations to the community about the PADs project. ●Chorus provided in-person community engagement sessions in Fresno, Shasta, Mariposa, Orange, Monterey, and Contra Costa counties to peers, caregivers and family members, and law enforcement. The purpose of these sessions was to obtain community feedback and build ongoing community relationships where participants can join Chorus’ monthly technology workgroups in the future. In addition, Chorus staff participated in three ride along activities with law enforcement in Mariposa and Orange County to better understand how a PAD would be utilized by first responders in the field. ●In partnership with Concepts Forward Consulting and participating counties, additional presentations were provided to Orange County MHSA Planning Advisory Committee (PAC), Contra Costa Forensic Mental Health Team, and Shasta County’s Mental Health Alcohol and Drug Advisory Board to share information about the PADs project to a larger community audience. ●In partnership with Concepts Forward Consulting and participating counties, co-led ongoing Terms of Service and Privacy Notice Workgroup meetings where a draft Terms of Service document is being developed and refined. ●In partnership with Concepts Forward Consulting, participated in an ongoing Legal and Legislative Workgroup where representatives from legal and psychiatric fields as well as from the California Behavioral Health Directors Association, Disability Rights California, Painted Brain, the California Hospital Association, Mental Health Services Oversight and Accountability Commission, NAMI California, and Patient’s Rights San Diego have been present to discuss the PADs project. A-18 Application Development and Design ●Over the course of the year, Chorus created and refined the product development process, eventually landing on a Hub and Spoke interface which centralizes the app experience to the Crisis Directives page. The Crisis Directives page, or the “Hub,” acts as the primary touch point before branching out to other crisis and treatment related preferences within the PAD. The benefit to this approach includes the ability to adapt to a non-linear experience where completion of the PAD template has no bound sequence or order. As a result, Chorus is able to explore UX and design patterns that encourage both guidance and a voice to peers as they complete their PAD. ●In partnership with Painted Brain and CAMHPRO, Chorus assisted with reorganizing the PADs template into an app friendly format to be used in the build of the technology. So far, the following sections are in strong consideration to be incorporated into the full PAD: ●Onboarding ●My Profile (Crisis Directives) ●My Support System ●My Dependents & Pets ●Supporting Me During a Crisis ●Current Medications and Preferences ●My Psychiatric Treatment Preferences ●My Medical Conditions and Treatment Preferences ●Gender Affirming Treatment ●Sign and Activate my PAD The following sections are being considered but require more follow-up from other stakeholders. Chorus is working with these stakeholders to refine these sections as appropriate: ●Reproductive Health ●Recovery and Reentry Support ●Over the course of the year, Chorus continued to evolve the wireframes of the application and developed an initial prototype for the peer experience of the PAD based on insights and feedback received during the many technology workgroups. This prototype has been displayed to participating counties and subcontractors during the September PADs Convening in Orange County. ●Over the course of its development, the design of the application has undergone a remarkable transformation, evolving from its initial iteration into a more sophisticated and user-centric interface. User feedback from all of the collective workgroups played a pivotal role, illuminating areas for improvement and guiding the design towards a more intuitive user experience. ●Chorus began building v1 of the application, with the focus on the peer experience. The Crisis Directives are slated to be completed and ready for initial testing by January. The remaining Treatment Directives are anticipated to be completed by February. A-19 2.Challenges Encountered and Resolved Template Refinement The PADs template required ongoing revisions as various stakeholders shared their feedback. As a result, Chorus worked closely with Painted Brain and CAMHPRO to restructure and reorganize the PADs template into a more app friendly format, with the focus on the Crisis Directives profile and putting a hold on other areas that require more stakeholder feedback. Legal/Legislative and Terms of Service Through discussions in the technology workgroups as well as in internal discussions, Chorus identified several compliance and risk issues that will need to be addressed in the terms of service/privacy policy created for the website application being developed. Several questions have also come up that pertain to the broader legal and legislative component of this project. In response to these questions, Concepts Forward Consulting convened an ongoing Legal and Legislative Workgroup, in which Chorus is participating. During these workgroups, concerns continue to be discussed and addressed to help move the PADs project forward. In addition, Concepts Forward Consulting and Chorus convened an ongoing Terms of Service/Privacy Notice Workgroup with representatives from all seven counties. This workgroup has led to a collaborative effort to create and review a Terms of Service draft document that is currently in the process of being refined and finalized. 3.Plans and Expectations for 2024 From January to December 2024, Chorus will plan for the following: ●Chorus to complete the peer experience build ●Begin testing of the web application with Painted Brain and CAMHPRO as well as peers involved with the PADs project to obtain feedback and iterate on the product design and functionality. ●Build out the full first responder/service provider experience in the web application ●Build out the healthcare agent experience in the web application ●Continue to host monthly workgroups to gather feedback ●Continue to engage in in-person community engagement activities with all participating counties ●Expand testing of the web application with the participating counties’ priority population user groups ●Conduct tabletop exercises with all user groups present to simulate actual scenarios of web application usage ●Continue to iterate and improve on the product design and functionality ●Explore application and account access for all PAD users 4. Attachments A-20 Richard’s Story A-21 A-22 Wireframe Designs Community Engagement in Mariposa County A-23 Current App Designs A-24 A-25 Idea Engineering Psychiatric Advance Directives 2023 Summary Report Psychiatric Advance Directives 2023 Summary Report Introduction During 2023, Idea Engineering (IE) led the development of a unique brand identity for the Psychiatric Advance Directive (PAD) project. Extensive input from stakeholders led to a selection of a logo, tagline and branding direction, and updates to all communications materials with the new brand. The introductory videos for the project were also in development during the year, with scripting, reviews, planning, filming and editing of three videos: English and Spanish versions for peers, family members and caregivers, and the general public, and an English version for first responders, healthcare and other service providers. Collaborative Development Throughout the year, IE participated in collaborative planning sessions with county staff and other subcontractors. They included convenings with representatives from all counties and subcontractors in Monterey County in March and Orange County in September. Monthly meetings included the full workgroup, subcontractors, "wrap" meetings with each county, marketing sub-workgroup meetings led by IE, and meetings with other subcontractors as needed. IE also visited tech and peer workgroups as needed to share logo, tagline and video concepts and request feedback from these stakeholders. The ongoing communication with shared perspectives and knowledge has contributed to the development of meaningful and cohesive branding and communications materials. Marketing Sub-workgroup Monthly meetings of the marketing sub-workgroup facilitated by Idea Engineering have provided valuable input as the branding and introductory videos developed. A focused group of county staff and subcontractors have reviewed communications materials in development before sharing with county leads for final approval. The marketing sub-workgroup will continue on an as needed basis going forward in 2024. Psychiatric Advance Directive Branding In 2023, logo and branding concepts were developed for the project, with ongoing input from key stakeholders including additional peer interviews, reviews at marketing and other meetings with county staff and subcontractors, and meeting with the Peer Template Workgroup and Technology Workgroups. Branding In the spring, a preliminary branding guidelines document was shared for review, with support agreed upon for the tone of the project, a balance of being "warm and inviting" with "professional and trustworthy." This and supporting language in the brand platform became the framework for developing and evaluating the logo and other identity materials as they were developed. Logo After initial exploration, the counties determined that the name would be "Psychiatric Advance Directive," to aid in building recognition for the phrase. Logo concepts included distinctive icons to aid in visual recognition when someone is in a crisis. The logo designs evolved during multiple rounds of feedback, then three options were shared via an online survey in English and Spanish. After a first round with input from peers and county outreach to priority populations and stakeholders, a second round of the logo survey was distributed online in collaboration with Chorus. The second round was narrowed to two logo options, and A-26 Idea Engineering Psychiatric Advance Directives 2023 Summary Report audiences were targeted to include demographic gaps identified in the first survey. Alpha Omega reviewed both logo options with an eye to all upcoming threshold language needs and confirmed both options would work well across cultures. Upon review of survey results and recommendations from IE and Chorus, County representatives approved the logo design selection at the August Project Workgroup meeting. Tagline Tagline development was similar with multiple rounds of input and refining based on feedback, including reviews at Tech Workgroup meetings in September. At the Convening in September, County representatives voted to select "My Plan • My Voice" as the tagline for the project. The tagline provides a tone of personal power that supports the brand personality. Branding At the same Convening, IE shared initial options for visual directions for how the branding might extend to the website and other communications materials. The options were narrowed and revised based on input by peers and others from that meeting and following ones. In early November, county leads voted, selecting a branding design direction that includes engaging use of color, translucence and curves. IE began incorporating it across all materials and developing a brand guidelines document for use by all subcontractors and counties for unified messaging. IE also drafted a shared Communications Guidelines document incorporating input from other subcontractors and disussions throughout the year, to support the goal of consistent written language for the PADs project. It includes a comprehensive list of key terms and phrases such as "peers" and "recovery" and style guidelines such as when to use the acronym "PAD." Initial feedback was received and will be incorporated with upcoming input from Painted Brain and CAMHPRO. Going forward, when agreed upon, all tems will be provided in both English and Spanish, and it will be shared with Alpha Omega for reference and for expansion to other languages as needed. Stakeholder Engagement Promotional Materials A standard PowerPoint template was developed for use by all subcontractors and county staff. Flyers were updated as needed, and expanded to additional audiences. They included a legislative advocacy sheet and a flyer for an informational session for Family Members & Caregivers. IE supported Painted Brain and CAMHPRO in customizing the PowerPoint presentation and flyers as needed. Updates to all flyer and PowerPoint templates with the new branding were completed in December. PAD Template Development Idea Engineering participated in reviews of the template content and design at meetings led by CAMHPRO, Painted Brain and Chorus. IE and Chorus have met regularly to align development of the branding with the PAD template and technology platform. PAD Introductory Videos At the beginning of 2023, short, preliminary versions of the videos were proposed during planning meetings and filming was planned for February. Due to scheduling constraints, the preliminary versions were canceled before filming, and planning began for the videos as originally specified, 3-5 minute introductions to the project and what Psychiatric Advance Directives are for peers, family members, caregivers, and the general public, as well as a version for first responders, healthcare and other service A-27 Idea Engineering Psychiatric Advance Directives 2023 Summary Report providers. The peer/general version will be delivered in eight threshold languages, and the complex planning for interpretation and translation needs included consultation with subcontractor Alpha Omega. Scripts and storyboard concepts were developed to include a balance between short clips from peer, first responder and healthcare provider interviews with a narrator speaking while scenes illustrate the value of PADs. Planning was discussed and storyboards reviewed during meetings with county staff and subcontractors, at Marketing meetings and at Peer ad Professional Tech Workgroup meetings. The script was fine-tuned based on responses from peers and others during the process. A key part of the videos are interviews with peers, first responders and healthcare providers. Recruiting and scheduling proved to be extremely challenging, with only one healthcare provider available, and first resopnders and Spanish peers being represented by actors. However, the three peers who participated provided valuable points of view, which will make the video extremely relatable and engaging. Filming took place over multiple days, with interviews and actors speaking to the camera in October, and b-roll scenes in November. They included scenes of a peer in crisis, with first responders; and of peers with facilitators, healthcare providers, family members and by themselves, looking at their PAD on a variety of devices. The actors show diversity in race, age and gender, reinforcing the accessibility of PADs. Photos were also taken of key scenes for potential use in other communications materials such as the website and flyers. Editing is in progress for the English and Spanish versions with delivery anticipated in early 2024. Website The website www.padsca.org serves as the public facing online information portal for the project. During 2023, content updates included a new "For Peers" page with informational sessions listed, and a new "Technology" page featuring the advantages of a digital system, a technology overview, and updates from ongoing workgroup sessions, and a Contact page. IE continued to provide hosting and technical maintenance for the website, and monthly analytics reports. In fall of 2023 a new website design was developed incorporating the new branding. The design was approved and programming is in progress, with content updates being incorporated based on input from the Marketing sub-workgroup. The new site is expected to go live in early 2024. Upcoming •In 2024, Psychiatric Advance Directive brand identity usage guidelines will be completed, as well as the shared Communications Guidelines. •IE will continue developing PADs Toolkit promotional materials such as brochures, postcards and social media graphics. •Stakeholder communications will include new handouts for Healthcare Agents and Family Members & Caregivers, with content currently in development by Painted Brain & CAMHPRO. •The introductory videos in English and Spanish will be completed, and customized versions for the other threshold languages will be developed. •The training videos are anticipated to begin development in summer 2024. •The new website will go live, with ongoing content updates and technical support. A-28 •All: 75 •Peers: 43 •Chorus •Idea Engineering Logo LOGO INPUT –RESULTS 5 •All: 73 •Peers: 41 •All: 25 •Peers: 6 Logo & Tagline A-29 Title Text Subtitle Text Sample text. Sample highlighted text. Name, Title Step 1: Replace Contact Information Step 2: Add County Logo (Optional) Delete placeholder county logo graphic. To add your county’s logo: Windows: Select Insert > Pictures > Insert Picture From This Device MacOS: Select Insert > Pictures > Picture from File Navigate to the logo file, select it, and click Insert Step 3: Replace or Delete Photo To replace: Windows: Right click on the photo, select Change Picture > This Device MacOS: Right click on the photo, select Change Picture > From a File Navigate to the new photo, select it, and click Insert Step 4: Save as PDF Select File > Save As Choose the location to save the PDF In the dropdown menu titled Save as type (Windows) or File Format (MacOS), select PDF Select Save Please note: Image in background will appear faded until saved as PDF. How to Use Stakeholder Input Flyer Templates The Multi-County Psychiatric Advance Directives Innovation Project is funded by Mental Health Services Act. Flyer Templates A-30 PowerPoint Template A-31 Website (in Progress) A-32 Overview Views 7,542 268.8% City Views 1.Los Angeles 919 2.Santa Maria 563 3.Santa Barbara 532 4.Goleta 400 5.Oxnard 315 6.Sacramento 287 7.Cheyenne 277 8.Moses Lake 276 9.Undetermined 249 Grand total 7,542 ▼ 1 - 100 / 358 <> Sessions 3,596 479.1% Direct Organic Search Referral Organic Social Email Unassigned 5.9% 14.7% 77.3% New users 2,025 493.8% desktop mobile tablet 14% 85.7% Channel Group Total users 1.Direct 1,625 2.Organic Search 308 3.Referral 124 4.Organic Social 27 5.Email 10 Total users 2,048 505.9% Daily Users & Pageviews Total users Views 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 0 100 200 300 400 500 To t a l u s e r s | V i e w s Users By Device Type Page Title Views 1.PADs CA - Psychiatric Advance Directives 3,129 2.Counties 791 3.What is a PAD?678 4.News & Updates 531 5.For Peers 508 6.Technology 440 7.Orange County 181 8.Contra Costa County 120 9.Shasta County 116 10.Tri-City Mental Health Authority 107 Grand total 7,542 1 - 10 / 44 <> Users By Trafc Source User Location Top Page Views Top User Engagement Views per session 2.1 -36.3% Returning Users 23 866.7% Average session duration 00:03:00 -24.4% Active users 2,048 505.9% Page Title Avg Time 1.About 00:04:44 2.Technology 00:01:56 3.Counties Testing 00:01:42 4.What is a PAD?00:01:13 5.Technology 00:01:03 6.For Peers 00:00:54 7.Monterey County 00:00:47 8.Fresno County 00:00:36 9.Counties 00:00:35 10.Planning Meeting in Orange County 00:00:33 Grand total 00:01:03 ▼ 00 01:40 03:20 1 - 10 / 37 <> Device category Total users 1.desktop 1,759 2.mobile 288 3.tablet 6 Grand total 2,048 www.padsca.org All Traf c Overview Jan 1, 2023 - Dec 31, 2023 ▼ Users by Language Language Views 1.English 7,538 2.Spanish 3 3.German 1 Grand total 7,542 ▼ 1 - 3 / 3 <> A-33 De nitions This dashboard utilizes data from Google Analytics, a widely-used web analytics tool. While Google Analytics provides valuable insights, it may have limitations such as sampling, potential inaccuracies, and challenges in distinguishing bot tra c. Please be aware that the data presented here should be considered as estimates rather than precise gures. It's advisable to interpret the information in this dashboard with caution and to cross-reference it with other sources for a comprehensive understanding of your website's performance. Total Users Count of distinct visitors over a specic period, encompassing new and returning visitors. Active Users Number of unique recent visitors, indicating current user engagement. New Users Count of rst-time visitors within a timeframe, reecting marketing effectiveness. Returning Users Visitors who have interacted before, indicating user loyalty and retention efforts' success. Views Total instances a specic page or content is seen, providing insight into content popularity. Views per Session Average pages viewed in a single session, indicating user engagement depth. Sessions Total individual visits within a timeframe, starting upon access and ending with inactivity or exit. Session Duration Average time users spend on the site or app during a session, reecting user engagement and experience quality. Daily Users Unique visitors accessing the website or app within a single day, indicating daily reach. Pageviews Total number of pages viewed, showing user engagement with content. Users by Device Type Categorizes visitors by devices (desktop, mobile, tablet) used to access, aiding in optimizing user experience. Users by Trac Source Segments visitors based on channels (direct, search, social) they come from, assessing marketing effectiveness. User Location Provides geographic data (country, region, city) about visitors, enabling regional content customization. Top Pages Displays most visited pages, helping identify popular content and user interests. Time on Page Average duration users spend on a specic page, indicating content relevance and user engagement depth. Disclaimer Data From Google Analytics www.padsca.org Google Analytics Reporting A-34 Painted Brain and CAMHPRO: Annual Report for MHSA’s Multi-County Innovations Project Over the contract year 2023, Painted Brain and CAMHPRO have exceeded contract deliverables for the MHSA Multi-County Psychiatric Advance Directive Innovations Project. Below is a detailed overview of the program outcomes, challenges and outlook for the year 2024. A.Summary of Activities and Accomplishments During the Reporting Period Listening sessions ●Painted Brain and CAMHPRO (PB & CAMHPRO) had two in-person listening sessions per county between the months of February to March. This totaled 14 in- person listening sessions. The purpose of these listening sessions was to gather information on what peers and community members thought of Psychiatric Advance Directives. ○In Each County, over the course of 2 days PB & CAMHPRO had a virtual meeting for peers and a separate meeting for community members. ○PB & CAMHPRO had an additional monthly virtual listening session which was open to peers and community members in all 7 counties. ●PB & CAMHPRO had one virtual listening session in October that focused on training curriculum development. PB & CAMHPRO received input from the county peers about what they would like to see covered in the curriculum. Work Groups ●PB & CAMHPRO hosted monthly virtual Peer Template Workgroups, where peers from all 7 counties reviewed the PADs template together. These meetings took place from January-July of 2023. Cross-Contractor Collaboration ●PB & CAMHPRO have been working closely with Chorus to support the development of language for the mock-ups and final version of the PADs Digital Platform website. ●PB & CAMHPRO have been working with RAND to support the development of the training survey to include recovery language and measurable peer values. ●PB & CAMHPRO attended a monthly Tech Workgroup facilitated by Idea Engineering and provided feedback on a variety of topics, including: ○Marketing materials such as recovery language on flyers ○Verbiage for the official PADs website ○Feedback for the PADs website user interface ○Other feedback as necessary. ●PB & CAMHPRO participated in the recording of promotional videos for Idea Engineering relative to the Innovations project. The peers shared their story and provided perspective on why PADs are important. A-35 Milestones ●PB & CAMHPRO and the County Peers worked together to get the first draft of the PAD template sent to Chorus so they could begin implementing the template in the Digital PADs Platform ●PB & CAMHPRO successfully incorporated Peer Values into the PAD template and eliminated stigmatizing language ●PB & CAMHPRO incorporated the peer voices and feedback from all 7 counties into the train-the-trainer curriculum and PAD template ●PB & CAMHPRO presented about project at SHARE’s Peer Workforce Conference “Bridging Research and Practice” ●PB & and Kiran Sahota presented with Health Management Association (HMA) on PADs for the CARE Act ●PB brought peer needs and concerns to the PADs legislative workgroup ●PB & CAMHPRO made significant progress on the Train the Trainer Curriculum ●PB & CAMHPRO met all deliverables ●PB & CAMHPRO have made the PADs template so exhaustive that it serves as a “tool-box” for individuals in a mental health crisis B.Challenges Encountered and Resolved During the Reporting Period 1)Balancing the needs of all counties. ●Varying size of counties. ● Population size, diversity and resources vary. ●The amount of peers employed to send to work groups vary. ●Some Counties face unique transportation issues due to the rural setting. ●Some Counties face internet and technology inequity. As a result the project began meeting with Counties on a separate basis so that we could assess and address the needs of each county. 2) There were several unanticipated challenges with getting feedback from the nine identified threshold language groups. Next year, we hope to focus on receiving feedback from target groups. C.Plans and Expectations for the Next Reporting Period ●Complete Train the Trainer Curriculum and receive feedback from all 7 counties ●Train peers in all 7 counties to be trainer ●Develop peer advocacy groups to support the peer voice in PADs A-36 D.Attachments Attendance info: https://drive.google.com/drive/folders/1LjubSb5Tja0bwEsQ5mXca3C_VAGucpIL Convening Slideshow: https://docs.google.com/presentation/d/1ZEC6_7t- h7Eb4EwsB1BKTZY52DSL9BiW/edit?usp=sharing&ouid=104331190930935840814&rtpof=tr ue&sd=true A-37 RAND – PADs Evaluation 2023 Year-End Summary Summary of Activities and Accomplishments During the Reporting Period RAND has attended ongoing meetings with subcontractors and/or counties in order to plan the evaluation and revise our approach based on the overall platform development. RAND has also met with Chorus and BBI on a 1:1: basis to discuss specific aspects of the proposed evaluation and to tailor the evaluations to reduce participant and/or county burden. RAND has also had monthly or bimonthly meetings with Painted Brain/CAMHPRO since May. These meetings have been used to discuss various aspects of the training evaluation, to learn more about the training curriculum under development, and to solicit feedback from Painted Brain/CAMHPRO on the evaluation survey with trainees. RAND leads (Eberhart, Siconolfi) attended the September 2023 in-person convening in Orange County. RAND delivered a presentation on our work to-date and the proposed evaluation design for Peer Supporters (training evaluation) and Peers who completed a PAD (outcomes evaluation). The meeting also included group discussions and planning for a range of implementation and evaluation decisions. Finally, the RAND team has continued biweekly internal team meetings for strategic planning between these larger, multi-stakeholder meetings. Training evaluation RAND developed and finalized the training evaluation protocol. This included a literature review to identify relevant constructs/measures, the development of a retrospective post-training survey and a post-training focus group protocol, and preparation of various logistics and administrative materials (e.g., recruitment materials, consent forms, info sheets, etc.). We submitted the training evaluation packet for Institutional Review Board (IRB) review/approval by RAND’s internal IRB in December 2023. Evaluation with Peers who completed a PAD RAND also developed a workflow to enable a “two-level” evaluation with PADs platform users. The first level is a Mini Survey, an optional feedback form within the platform that elicits basic demographics, basic feedback on the PADs experience, and permission for future outreach by RAND. The second level is the “full evaluation” with PADs users. The sample for the full evaluation will be drawn from the Mini Survey participants who consented to outreach by RAND. We iterated the Mini Survey and its workflow (level 1) in consultation with counties and other subcontractors in 2023, and have finalized a working model. This aspect of the protocol was also submitted to RAND’s IRB in December 2023. RAND is currently developing the remaining evaluation protocols (survey and/or interview/focus group protocols) for the Peer/PADs Consumer evaluation. Challenges Encountered and Resolved During the Reporting Period RAND has continued to adapt our originally-proposed evaluation to recent changes in the scope and focus of the innovation project. A-38 RAND’s evaluation activities inherently dependent on the development and implementation of the PADs Peer Supporter training and the launch of the PADs platform. In Fall 2023, RAND identified potential challenges to implementing the full evaluation within the remaining Phase 1 time (ending June 2025) if the launch of the training and/or platform was pushed back beyond early 2024. Our evaluation design includes longer-term follow-up windows (e.g., interviews/focus groups with trainees several months after they completed the training and have accrued “live” experience in the field facilitating PADs; surveys/interviews/focus groups with PADs consumers several months after they have completed their PAD). Further delays in the launch of the training and/or platform will shorten the period of time available for follow-up, because RAND will need time to analyze the data and prepare the final report before the project ends in June 2025. We have communicated these potential challenges to the project coordinator and larger PADs Innovation group. As of December 2023, we believe we will still be able to implement the training and outcomes evaluations as-planned if the training and platform hit the launch targets of January/February 2024. Based on the degree of timeline slippage for training/platform launch beyond that target, we may need to shorten follow-up windows, or truncate some evaluation activities. Plans and Expectations for the Next Reporting Period The RAND team expects that data collection for its evaluation will begin shortly after the New Year. RAND will also finalize the remaining evaluation protocols (survey and/or focus groups with Peers who have completed a PAD) and submit this for IRB review and approval. Following approval, we expect to launch this aspect of data collection in Spring 2024. RAND will also begin working on analysis and reporting, following the implementation of data collection. Anticipated accomplishments by end of FY2024 Based on the current overall project timeline, we anticipate that RAND will have launched and implemented training-related evaluation activities. We also expect that we will have developed and launched activities focused on the Peer-level impacts of PADs. A-39 Fiscal Intermediary Updates for 2023 Syracuse University continued to serve in the role of Fiscal Intermediary for the Psychiatric Advance Directives (PADs) Project, which is a Mental Health Services Act Innovations Project involving the collaboration of multiple California Counties; namely, Contra Costa County, Fresno County, Mariposa County, Monterey County, Orange County, Shasta County and the Tri-City Mental Health Authority. In addition to the expertise and excellence in the programmatic areas of Disability Research and Advocacy that Syracuse University’s Burton Blatt Institute brings forth to the PADs Project, Syracuse University has a dynamic research administration team that supports the world-class, top-tier research performed on campus and around the world. Syracuse University’s Office of Sponsored Programs and Office of Sponsored Accounting provide the critical infrastructure to support the PADs Project contract(s) administration and fiscal oversight. Our offices primary functions are to facilitate the responsible and efficient stewardship of grant and contract funded projects from various external funding agencies. As a result of the significant federally funded research conducted by Syracuse University, we are required by federal policy, law, and regulations to have rigorous and well-documented fiscal oversight measures in place to responsibly administer these funds. Syracuse University routinely undergoes multiple audits from various agencies and external auditors with no material weaknesses noted in past years. Lastly, Syracuse University is a proud member of the Federal Demonstration Partnership (FDP), which is a cooperative of 10 federal agencies and over 200 research intensive institutions with the primary purpose to reduce the administrative burdens associated with research grants and contracts. Why is this important to the PADs Project which is not federally funded? Syracuse University is able to leverage the best practices learned through its FDP membership to the benefit of all externally sponsored projects, including the PADs project. A prime example of this benefit is the University’s enrollment in the FDP Expanded Clearinghouse which essentially provides a public facing organizational profile of Syracuse University, including audit and financial data that is regularly updated on an annual basis. To review Syracuse University’s profile at any given time, simply navigate to this website (https://fdpclearinghouse.org/organizations/196) for the most recent information. 2023 Updates Representatives from Syracuse University attended and presented at the PADs Project meeting held in Anaheim, CA September 11-12, 2023. Stuart Taub, Director, Office of Sponsored Programs, provided an overview presentation on Syracuse University’s role, responsibility and financial update as the fiscal intermediary and fielded questions from the County representatives in attendance. Gary Shaheen, Project Director, Burton Blatt Institute, provided a presentation reflecting the Burton Blatt Institute at Syracuse University’s progress on the Orange County Evaluation engagement with the PADs Project, and each fielded questions from County representatives following his presentation. A-40 Seven (7) California Counties are actively engaged in funding the PADs Project, and with their authorization Syracuse University engaged subcontractors providing the necessary services for the PADs Project in the areas of Lead Project Management, Technology Platform Development, Marketing & Communications, PADs Advisory and Training, Peer Organization and Evaluation. During the 2023, with authorization from the Counties Syracuse University closed out the subcontract with Hallmark Compass and engaged Alpha Omega Translations. Payment of subcontractor invoices continued in 2023 based on the proportional allocation distribution as originally established and each with approval from the Lead Project Manager. In Table 1 below, we provide a fiscal status update of the PADs Project through December 31, 2023, on a County- by-County basis. Cumulatively across all counties, the project expenditures are tracking at 53.9% of the current PADs Project budget period which is from inception through June 30, 2025. Table 2 reflects subrecipient spending to date. The “Obligated Amount” reflects each subcontractor’s total budget for the period through June 30, 2024. Please note, the time frames in which certain counties and subcontractors became engaged impacted the rates of expenditures shown. Contra Costa County’s and Tri-City Mental Health Authority’s involvement began months later that the other Counties. The largest portion of Mariposa County’s budget is allocated to a Peer Organization for which Contra Costa County and Tri-City Mental Health Authority also include in their budgets but with subsequent start dates. The subcontract with Alpha Omega Translations was not executed until the summer of 2023. However, it is still expected the rate of expenditures for these counties will become more aligned with the overall allocation by the period ending June 30, 2024. Also, Fresno County’s budget is compressed and scheduled to fully expend by June 30, 2024 compared to the others which are expected to end by June 30, 2025. Table 1 Total Project Spending County ending 6/30/24* Expenditures % Expended Contra Costa $1,211,136 $386,125 31.9% Fresno $863,087 $555,968 64.4% Mariposa $79,660 $61,650 77.4% Monterey $498,828 $256,606 51.4% Orange $9,545,470 $5,382,257 56.4% Shasta $207,735 $107,779 51.9% Tri-City $313,264 $104,355 33.3% PADS Project Sponsors $12,719,180 $6,854740 53.9% A-41 Table 2 Subrecipient Spending Concepts Forward 11/30/2023 $656,181 $449,828 Chorus 11/30/2023 $7,300,000 $5,491,665 Idea 10/31/2023 $478,215 $302,435 Rand 10/22/2023 $647,270 $137,310 Painted Brain 7/31/2023 $296,593 $175,037 Hallmark 06/30/2023 $73,440 $73,440 Alpha Omega 8/31/2023 $206,607 $1,650 A-42 CONCEPTS FORWARD CONSULTING January 23, 2025 Subject: Mental Health Services Act Innovations: Multi-County Psychiatric Advance Directives (PADs) Project, 2024 Annual Update. Dear County P ADs liaison, This letter is to inform you that the 2024 annual project repoting will now be incorporated into the final Phase One project evaluation report. The consolidated report is scheduled to be submitted for county review by the end of April 2025 and will be discussed during the upcoming May 2025 convening at Tri-City Mental Health Authority. This arrangement makes most sense as the subcontractors would be required to provide their final Phase One documentation a mere four months after the annual update. By combining both requirements, the subcontractors can focus on a comprehensive project report. Concept Forward Consulting will ensure the final Phase One project evaluation report is submitted to the Behavioral Health Services Oversight and Accountability Commission (BHSOAC, formerly MHSOAC) at the conclusion of Phase One. Should you have any questions or require further clarification, please feel free to reach out to me. Thank you for your continued support and collaboration on this important initiative. Sincerely, Kiran Sahota, MA President & CEO 805-409-0988 www .conceptsforward.com conceptsforward.com 805-409-0988 office/cell From Concept to Completion A-43 Contra Costa County Behavioral Health Services Supporting Equity Through Community-Defined Approaches Mental Health Services Act (MHSA) Innovation Report 2 Fiscal Year 2023-2024 Submitted by: Roberta Chambers, PsyD Kelechi Ubozoh Ardavan Davaran, PhD Date: January 2025 Attachment 2 1 Introduction In 2004, stakeholders throughout the mental health system in California joined together in support of Proposition 63, the Mental Health Services Act (MHSA). The MHSA was intended to “expand and transform” the public mental health system, providing an infusion of funds to support programs that serve public mental health consumers, their families, and communities. The MHSA has five components: Community Services and Supports, Prevention & Early Intervention, Innovation, Capital Facilities & Technology, and Workforce Education & Training. The purpose of the Innovation (INN) component of MHSA is to pilot new and emerging mental health practices that address hard-to-solve problems and that contribute to learning across the state. MHSA INN funds provide an opportunity for counties to implement innovative mental health services and learn about implementing practices that have the potential to transform the behavioral health system. Pursuant to Welfare and Institutions Code Section 5830, all MHSA Innovation projects must meet the following requirements: Address one of the following purposes as its primary purpose: • Increase access to underserved groups. • Increase the quality of services, including measurable outcomes. • Promote interagency and community collaboration. • Increase access to services. Support innovative approaches by doing one of the following: • Introducing new mental health practices or approaches, including, but not limited to, prevention and early intervention. • Making a change to an existing mental health practice or approach, including, but not limited to, adaptation for a new setting or community. • Introducing a new application to the behavioral health system of a promising community- driven practice or an approach that has been successful in non-mental health contexts or settings. On March 23, 2023, Contra Costa County Behavioral Health Services (CCBHS) received approval by the Mental Health Services Oversight & Accountability Commission (MHSOAC) to implement the Supporting Equity Through Community Defined Practices (CDPs) Innovation project. One year later, in March of 2024, California voters approved the passage of Prop 1 which significantly amends the funding structure, priorities, and focus of the MHSA. The MHSA, now called the Behavioral Health Services Act (BHSA), is intended expand its scope to encompass treatment for substance use disorders and housing support along with other substantial changes. The passage of Prop 1 is noteworthy because under BHSA, local Innovation funding is being eliminated. The Supporting Equity Through CDPs is being implemented concurrently with the implementation of this new legislation. California counties are awaiting guidance from the State on the phased implementation of Prop 1 and how it may impact current programming; however, CCBHS is currently moving forward with the planned and approved activities under the previous legislation of MHSA Innovation until further directed. 2 This Innovation Project’s intent is to bolster equity within CCBHS’ behavioral health care system by increasing the number of available community-based and culturally defined wellness initiatives and ultimately, increase engagement in behavioral health services by traditionally underserved and/or inappropriately served groups. This is being achieved by offering grants to community organizations to deliver unique services, which are not currently offered within the system of care. ❖ MHSA INN Project Category: Applies a promising community-driven practice or approach that has been successful in non-mental health context or setting to the mental health system. ❖ MHSA Primary Purpose: Increases access to services for underserved groups. The Supporting Equity Through CDPs project is described in greater detail below. Supporting Equity Through Community Defined Practices Project Overview The purpose of the Supporting Equity Through Community Defined Practices project is to better meet the mental health needs of Black, Indigenous, and People of Color (BIPOC) and Lesbian, Gay, Bisexual, Transgender, Queer, and Intersex (LGBTQI+) communities in Contra Costa County by increasing access to culturally appropriate mental health services. The project provides funding for individuals or agencies who will provide community defined practices that are not currently offered in existing behavioral health care settings for BIPOC and LGBTQI+ communities throughout the county. Community defined practices, also formally called community defined evidence practices (CDEPs), are born from what a community considers healing, as well as their cultural, linguistic, or traditional practices. CDEPs offer culturally rooted interventions that reflect the values, practices, histories, and lived experiences of the communities they serve. Further, these culturally rooted interventions are developed specifically to address the unmet needs and strengths of a cultural group; they are rooted in the community’s worldview and its historical and social contexts (Community Defined Evidence Project [CDEP] Preliminary Quantitative and Qualitative Findings, 2009). A common definition of community defined practices describes “a set of practices that communities have used and determined by community consensus over time, and which may or may not have been measured empirically but have reached a level of acceptance by the community (Martinez, 2008).” Some examples of CDEPs that promote healing and wellness include but are not limited to: (1) healing or prayer circles, affinity spaces, spiritual, and/or faith- based practices; (2) ancestral/heritage practices to healing via traditional healers, practitioners, coaches, mentors, and peers; and (3) healing through arts and expression via poetry, spoken word, storytelling, singing, and performing. The Supporting Equity Through CDPs project was designed by Contra Costa County Behavioral Health Services (CCBHS) and community stakeholders in response to listening to community concerns during the County’s Community Program Planning Process. CCBHS facilitated public community outreach and received input from stakeholders and community members voicing the need for services which aligned with communities in a more culturally and linguistically appropriate manner. Stakeholders explained that racial and systemic 3 inequities were magnified during the pandemic, and so in turn were the mental health needs of BIPOC communities. BIPOC and LGBTQI+ communities face barriers in accessing care due to socio-economic disadvantages, stigma around mental health, lack of diversity among providers, language barriers, systemic racism, and distrust in government systems.1 Further, these underserved and inappropriately served communities could benefit from innovative mental health and wellness interventions and practices created for the community by the community. In response to community stakeholders, CCBHS prioritized this set of Innovation funding for applicants to support mental health and wellness through offering community defined practices. The Supporting Equity Through CDPs project seeks to advance equity within the behavioral health care system by expanding the net of support to be inclusive of community-based providers adept at serving underserved and inappropriately served groups and ultimately supporting the overall mental health and wellness of BIPOC communities. Individuals and agencies were invited to apply for up to $125,000 funding per fiscal year, with contracts expected to span two and a half years, with an initial contracting period of January 1, 2024 – July 31, 2025, and an opportunity to renew the contract for Fiscal Year 25-26. Actual award amounts varied based on proposed scopes of work and budget proposals. No more than $6,119,182 was available to be awarded in funding for community mental health services. Contracted providers are expected to: • Aim to serve at least 50 community members per year. • Increase access, quality, and range of culturally appropriate, mental health and wellness services for underserved populations • Help to determine barriers for accessing mental health services among underserved groups • Increase awareness of existing mental health and wellness supports and services Because the intention of this INN project is to ensure underserved and inappropriately served BIPOC and LGBTQI+ communities have access to aligned and culturally responsive mental health services, CCBHS determined that it was critical that the process for acquiring funding was also steered by the community, for the community. In order to implement a process guided by the community, CCBHS engaged the Indigo Project -- a collective of independent consultants with staff who have worked to support statewide CDEPs as part of the California Reducing Disparities Project (CRDP) -- to work with community stakeholders to support the development of the Request for Proposals (RFPs) providers responded to, as well as 1 California Pan-Ethnic Health Network (CPEHN). Concept Paper: Policy Options for Community -Defined Evidence Practices (CDEPS). (2021) retrieved from https://cpehn.org/assets/uploads/2021/04/CDEPs-Concept-Paper-April-2021.pdf 4 provide technical assistance (TA) for interested applicants. The Indigo Project supported the RFP development and applicant response process with the following: (1) Facilitation of an RFP Workgroup. The Indigo Project facilitated RFP workgroup meetings where community stakeholders were entrusted with guiding the development of the RFP. The RFP workgroup was comprised of community stakeholders inclusive of the BIPOC communities to be served and the stakeholders who helped to create this Innovation Project. (2) Co-development of RFP. In partnership with CCBHS and RFP Workgroup members, Indigo supported the development of an accessible and culturally responsive RFP that mitigates institutional and structural racism that grassroot organizations face when applying for funds. (3) Technical Assistance. Indigo hosted Technical Assistance Workshops and Technical Assistance Office Hours to help prepare new organizations and providers to apply for funding. Overview of the Report Through implementation of the Supporting Equity Through CDPs project, CCBHS, in partnership with the Indigo Project, is seeking to answer the following research questions: • Does offering grants to applicants increase engagement in behavioral health services by underserved groups? • Can providing culturally and community defined practices through this project increase a sense of belonging and wellness in underserved community groups? During Fiscal Year 2023 – 2024, however, the Supporting Equity Through CDPs project was in the RFP Development, Technical Assistance, and contracting phases. As such, this report details these planning phases that were implemented to honor the leading tenets of community-defined evidence practices by developing the project with equity at the forefront, engaging in a community- driven and community informed processes. Future reports will include quantitative and qualitative research seeking to answer the research questions above. The following report begins with a description of the RFP Workgroup, including how the workgroup was formed and the charge of the workgroup. Next, the RFP Development section outlines the development of the RFP through an equity lens, followed by a detailed description of the Technical Assistance provided by the Indigo Project through TA Workshops and individualized TA upon request from interested applicants. Next the RFP Release, Award, and Contracting section summarizes this process, highlighting some contracting challenges that aros for agencies who were awarded funding. Finally, the report concludes with a brief Description of Programs that includes a complete list of providers who received funding through this project, including the name of each program, the target population or populations they are serving, and the services they are providing through this Innovation Funding opportunity. 5 RFP Workgroup The RFP Workgroup functioned as an advisory body created to usher in the development of the Supporting Equity Through Community Defined Approaches Request for Proposals. The RFP Workgroup’s main priority was to create an equitable and accessible RFP that would encourage culturally responsive providers to apply for the grant. Further this group was tasked with devising creative solutions to weaken systematic barriers faced by BIPOC community members applying for funding. The RFP Workgroup is also charged with helping guide roughly $6 million in funding for community mental health and wellness services to be distributed in Contra Costa. Forming the RFP Workgroup During the various stakeholder listening sessions that helped inform this Innovation Project, community members voiced concern that, without direct intent, it would be unlikely that the County would provide an opportunity for new culturally responsive providers to receive funding, rather than agencies that have experience applying for County funds and experience developing well written proposals. To respond to these concerns and ensure a process whereby BIPOC grassroot providers and individuals could successfully apply for funding, the RFP Workgroup was created. CCBHS identified potential members for the RFP Workgroup by outreaching to many diverse stakeholders and advisory groups, including the Consolidated Planning and Advisory Workgroup (CPAW) and the Racial Health Disparities (RHD) Workgroup, MHSA Advisory Council, Mental Health Commission, Office of Consumer Empowerment, Contra Costa Health Equity Team, cultural liaisons, people with lived experience, and their families. The role of the RFP Workgroup members was to identify qualifications needed to obtain funding, support with the creation of culturally accessible RFP questions, develop a scoring rubric that supports inclusivity by mitigating historical barriers, and score proposals. Stakeholders applying for funding were excluded from the Workgroup. RFP Workgroup Members Eight community stakeholders (of twenty-five applicants) were selected to be part of the RFP Workgroup. The RFP Workgroup was comprised of stakeholders from the following communities: Latina/o/e/x/Hispanic, Black/African American/African Ancestry, Asian and Pacific Islander, Caucasian/White, and LGBTQI+. RFP Workgroup members represented different regions of Contra Costa County including east county, west county, south county, and central county. Education for Workgroup members ranged from high school/GED to master’s degree. Workgroup members either had lived experience or a close family member with the following experiences: (1) substance use or mental health challenges; (2) experience being unhoused; (3) experience being undocumented; (4) experience as a parent/caregiver of a child; (5) experience with justice system; (6) experience being an immigrant; and (7) experience with food insecurity. The RFP Workgroup was also staffed by County representatives from the Ethnic Services department, MHSA, and the Contra Costa Health Equity Team. RFP Workgroup Commitment The RFP Workgroup met from June through August of 2023. The Indigo Project, in partnership with CCBHS staff, met with RFP Workgroup members prior to the first meeting to ensure each 6 member understood their role, and had an opportunity to share their experiences and perspectives regarding behavioral health service delivery in the county, as well as their hopes and any potential concerns about project implementation, especially around development of the RFP. Following these introductory meetings, RFP Workgroup members attended five 90-minute meetings. The initial meeting included collectively co-creating working agreements and introducing racially inclusive principles and a framework to approach RFP Workgroup convenings. In subsequent RFP Workgroup meetings, the workgroup identified target populations to be served through this funding opportunity; developed eligibility criteria for individuals or agencies applying for funding; determined the types of community defined practices that would be considered; developed culturally responsive questions; created a scoring rubric for proposals; and advised on how to simplify the budget and services plan templates. In addition, the RFP Workgroup also suggested topics for technical training and support Indigo would provide following the development of the RFP. The table below shows the meeting dates and topics of each RFP Workgroup meeting. RFP Workgroup Meeting Date RFP Workgroup Meeting Topics Meeting 1: June 27, 2023 Overview of CDEPs, Racially inclusive principles/frameworks, Determining Eligibility Criteria Meeting 2: July 13, 2023 Eligibility Criteria cont., Defining Target Populations, Selecting types of CDEPs to be funded Meeting 3: July 27, 2023 Culturally responsive RFP question development Meeting 4: August 10, 2023 RFP Question Development cont., Scoring Criteria Meeting 5: August 24, 2023 Budget Template, Service Plan, & TA Workshops Topics & Outreach Once the RFP was closed, CCBHS staff facilitated RFP Workgroup members to support the scoring and reviewing of grantee applications. RFP Development The RFP Workgroup’s central focus was to use its expertise to create an RFP that community based organizations could respond to and be competitive with, as well as identify and interrupt structural and historical racist practices embedded in standard RFP processes. With an eye toward equity, the process of developing a culturally responsive RFP included removing typical barriers that individuals and grassroot organizations who do have the resources and infrastructure that larger agencies have face when applying for funding through county procurement processes. To that end, as noted above, the RFP Workgroup focused on the following RFP components to ensure that 1) appropriate target populations would be served by contracted providers; 2) individuals and/or smaller agencies that had not previously received funding through CCBHS likely would; and 3) community defined practices implemented in nontraditional behavioral health settings would be prioritized. 7 • Identifying the Target Population • Creating Eligibility Criteria • Approving the Types of CDEPs to be Funded • Developing Culturally Responsive Questions • Creating a Scoring System Identifying the Target Population CCBHS shared service utilization data about the populations that are currently underserved and/or inappropriately served in the County with the Workgroup. The data showed that Latina/o/e/x/Hispanic and Asian and Pacific Islander communities are underutilizing behavioral health resources in Contra Costa County. The data that was shared also showed that while the Black/African American/African Ancestry population may be utilizing resources at higher rates, they are overrepresented in systems such as the criminal justice system, underlying systemic inequities. Deep discussion took place about what groups should be included in the target population, as well as what age range. Ultimately the RFP Workgroup decided that this funding should be inclusive for all BIPOC. However, to be responsive to the CCBHS data shared about underserved and inappropriately served populations, the workgroup determined that the RFP would prioritize certain populations by weighting them heavier on the scoring rubric. Below is the list of priority populations as documented in the RFP. Through facilitated discourse with the RFP Workgroup, members also uplifted the importance of intersecting identities and the need to explicitly name that within marginalized populations there are a diversity of experiences that should be considered as well, including families with young children, people experiencing homelessness, monolingual communities, refugees, people with lived experiences of mental health and/or substance use challenges, experiences with justice involvement and foster care. These intersecting identities were also listed in the RFP. Creating Eligibility Criteria Another area of focus for the RFP Workgroup was to determine who would be eligible to apply for funding. The workgroup discussed how to help ensure that services were indeed community based and provided by people representing the communities to be served. Language was included to emphasize this importance, and applicants that 1) propose to serve a priority population, 2) have not received County funding within five years and/or 3) were formed by individuals from the population to be served were strongly encouraged to apply. Government This funding opportunity is for people or agencies who will use funds to serve BIPOC communities of any age. The following groups will be prioritized: • Asian and Pacific Islander • Black/African American/African ancestry • Latina/o/e/x/Hispanic • LGBTQI+ 8 agencies or the hospital system were excluded from funding for this project. Below is a list of who was eligible for funding as documented in the RFP. Eligible applicants may include: • Community based organizations • Non-profit organizations • Early learning and care providers (e.g., childcare and preschool settings not connected to a school district) • Family resource centers • Faith-based organizations • Tribal entities • Grassroots organizations • Organized groups or individuals – although a group may apply for funding, any resulting award and contract may only be established with one agency/individual. RFP Workgroup Members also highlighted that historically, in most cases proposals that are the most responsive to the RFP document or are the best written get funded, however these are not always the most culturally aligned or effective programs. RFP Workgroup members shared their experiences witnessing well-written proposals that were awarded funding to provide services for BIPOC populations, despite the agencies having little or no experience serving the BIPOC populations, and no staff reflective of the communities they are serving. These agencies would rush to “hire” staff to meet the culturally responsive criteria once awarded. To target the types of agencies this funding opportunity sought to recruit, the RFP Workgroup added specific funding eligibility criteria. This language was created to ensure applicants could demonstrate being representative of the target population as well as having experience serving the target populations in non-clinical/culturally responsive and restorative approaches. Below is the language for the funding opportunity as documented in the RFP. Funding Eligibility Criteria: 1. At least half of your existing board and staff (including leadership) must represent the target population you propose to serve. Organizations cannot plan to ‘hire’ staff to meet these criteria. If you do not have a board, at least half of your staff must meet this requirement. 2. You must have experience serving the target population in a culturally appropriate way. Serving the target population solely in a traditional mental health setting (e.g., solely a clinical setting) does not meet this criteria unless there are clear examples of culturally responsive, nontraditional approaches. Approving the Types of CDEPS to be Funded After some discussion, RFP workgroup members decided to allow all types of community defined practices to be funded for this project. Below are different types of community defined 9 practices/community defined evidence practices that were shared in the RFP. This is not an exhaustive list. • Cultural Interventions and Treatments. Specific interventions to support mental health and wellness of BIPOC communities through a cultural lens (e.g., partnering with traditional healers, incorporating indigenous practices like drumming or regalia making, African-centered curricula, affinity groups/healing circles, traditional storytelling, poetry/spoken word, dance, singing, and music). • Capacity Building and Consciousness Raising Activities. Interventions to educate and address the mental health effects of specific problems, (e.g. over-incarceration of Black youth and adults, high rates of suicide among LGBTQI+ population, positive youth development programs, mentorship, or educational programs for young families, victims of domestic violence, etc.). • Raising Community Awareness of Mental Health. Public campaigns such as media campaigns using language and specific mental health experiences. Outreach and education about topical mental health needs in the community through trusted members (e.g., Spanish language radio, Promotores, community health workers, and peers). • Cultural Adaptation of Evidence Based Practices. Integrating culturally and/or linguistically specific adaptations of an Evidence-Based Practices (EBPs) (e.g. delivering EBP in non-English language or incorporating CDP into EBP). Developing Culturally Responsive Questions A foundational component to the RFP development process was to mitigate barriers so that aligned grassroot providers and engaged community stakeholders could easily apply for the RFP. The RFP Workgroup spent substantial time reflecting on what they would truly need to know about an organization to feel confident in their ability to serve BIPOC in Contra Costa County. They discussed the importance of applicants to demonstrate they were from the community and had a history of serving the community. Further, they felt it was critical for applicants to center cultural humility, emotional intelligence, equity, and inclusion in their proposed projects. Workgroup members also wanted to know how potential grantees honored the beliefs, values, and languages of the populations to be served and how they would utilize culture to increase a sense of belonging and wellness to the population being served. While there were some mandatory components from the County’s Grants office that needed to remain intact from a quality assurance/legal perspective, there was a lot of flexibility in the content to be included in the RFP. In an effort to create more accessible, clear, and direct questions, RFP Workgroup members were tasked with co-developing the questions to be included in the RFP targeting the following areas: • Experience serving the target population • Understanding of historical and structural racism the target population faces • Race, ethnicity, lived experience and other aligned demographics of staff and leadership • Cultural approaches to community defined practices to promote healing and wellbeing • Concrete service plan, timeline, and budget for their proposed project Scoring System 10 As RFP Workgroup members finalized the RFP questions, they also helped determine how each of the sections would be scored. Through several discussions and iterations, the RFP Workgroup created a scoring system to promote equity. Following a discussion centered around how many points each section should be worth in order to develop a scoring system that would promote equity, RFP Workgroup members completed a survey indicating how many points they thought each section should be worth. Based on the survey results, Indigo, CCBHS, and RFP workgroup members developed the following scoring rubric for which a maximum of 200 points were possible, placing increased emphasis on ensuring service providers had qualifications to serve the target population in a culturally appropriate manner, and that their approach honors the culture of the target population. RFP Section Maximum Points Allotted Cover Letter 0 points Populations to be Served 30 points Qualifications 60 points Approach to Community Defined Practice 40 points Service Plan and Timeline 30 points Budget and Budget Narrative 30 points Letters of Recommendation 10 points To promote new culturally responsive providers being awarded funding through this opportunity, the RFP Workgroup determined that additional points would be allocated to applicants based on the following: • Has not received county funding for the target populations they proposed to serve within the last 5 years. • The staff and leadership operating services come have the same cultural background as the target population to be served. • Proposed to provide services to one of the target populations. RFP Workgroup members also advocated to increase the page limit for responses to 15 pages to allow potential grantees with limited experience writing succinct grant applications to have more space to describe their programs and approach. Technical Assistance Overview Technical Assistance Workshops were established to provide concrete and strategic support for grassroot providers and community members planning to respond to the Supporting Equity Through Community Defined Practices RFP. The intent behind this free community offering was in part to demystify what it takes to apply for a grant by providing a clear roadmap, resources, and tools to support those new to proposal writing. The Indigo Project facilitated four virtual 90-minute workshops for potential applicants to increase their competitiveness and strengthen their ability to apply for the RFP. Workshops were delivered in a learning community environment where a collection of stakeholders could attend and learn 11 from the Indigo Project Team that facilitated the TA Workshops, as well as one another. TA Workshops were recorded and sent to applicants who signed up but were unable to attend the live workshops. Individual technical assistance and office hours were also provided for those who sought more individualized support or needed to go more in depth about a certain topic. TA Workshop topics were informed by feedback received from RFP Workgroup members, as well as previous experience working with culturally based grassroot organizations, and requests from workshop participants. At the beginning of each TA Workshop, an overview was shared about the Supporting Equity Through Community Defined Practices funding opportunity, populations to be served, eligibility criteria, the overall RFP timeline, and the appropriate County representative to reach for further questions. Workshop attendees were also given links to sign up for future technical assistance opportunities. The table below shows the topic of each TA Workshop, an overview of the content covered, and the date of each TA Workshop. The following sections provide more detailed summaries of the information covered in each of the workshops. T.A. Workshop Topic Content Covered Date Session 1: Building the Case for culturally responsive programming • Defining culturally defined practices • Reviewing CDP examples • Strategic approaches to tell their story and clearly describe their CDP and the community needs they address 9/13/23 Session 2: Understand County Regulations: Insurance and Contracting Requirements • Insurance & Contracting Requirements • Fiscal Infrastructure and Requirements • General RFP requirements 9/20/23 Session 3: Organizational strength and experience & RFP Checklist • How to describe your organization’s strengths and the participant experience • Review RFP checklist to ensure all applicants are aware of all components to be completed 10/3/2023 Session 4: Building Budgets and Budget Narratives • Translating programs and services into budgets and budget narratives 10/11/2023 12 Building the Case for Culturally Responsive Programming The first TA Workshop’s primary focus was to help participants: 1) define and understand community defined practices and 2) demonstrate how to create a case for programming that is responsive to BIPOC communities. During the first session, Indigo introduced the framework of community defined evidence practices and provided a discourse on why these culturally responsive programs are needed to serve underserved and/or inappropriately served populations. Participants learned about the several types of CDEPs that can be used to address the unmet needs of different cultural groups and also received specific programmatic examples of CDEPs. To demonstrate what it looks like to build a case for culturally responsive programming, workshop attendees walked through a fictional CDEP case study which covered many of the components of the RFP including: • Target population • Eligibility criteria • Outreach and engagement • Program Goals, Objectives, and Outcomes • Services • Program Length • Program Graduation or Completion At the end of Session 1, participants received an RFP Worksheet mapping to the case study reviewed together. The RFP Worksheet supplied questions to support attendees to clearly describe the mental health needs of their community and how their community defined practice would help address those needs. Understanding County Eligibility Requirements The second TA Workshop was created in partnership with CCBHS and centered on informing potential applicants about County eligibility requirements. For individuals, groups, and organizations who had never worked with the Contra Costa Health Department or any formal behavioral health system, it was critical to understand some of the contracting requirements needed to be administered in advance of the award announcements. To that end, this workshop was dedicated to solely discussing County minimum eligibility requirements and fostering a clear dialogue between potential grantees and the County to demystify requirements and answer participant questions. Attendees learned about the minimum contracting requirements such as, but not limited to: • Insurance & Contracting Requirements • Fiscal Infrastructure and Requirements • General RFP requirements County representatives also shared contractual expectations once contracts were established around monthly billing, the financial statements needed, required meetings, data collection, and reporting, as well as what the grant funds could be used for. Workshop attendees were encouraged to ask questions and also send questions to the County. 13 Further, as questions were raised throughout the TA Workshops, the Indigo team worked with the County to create an updated document of Frequently Asked Questions (FAQs) throughout the life cycle of the grant application. Organizational Strengths and Experience & RFP Checklist The third TA Workshop’s primary goal was to prepare applicants to comprehensively describe their qualifications which carried the highest number of points on the scoring rubric. Workshop attendees were given frameworks on how to describe (1) the history and strengths of their organization or program; (2) how community members inform services; and (3) sociodemographic characteristics of staff, including language and/or lived experiences that map to the target population. Workshop attendees were given exercises to help them drill down on: • How their organization or program was formed • Experience working with the population(s) they intended to serve • How culture is integrated through customs, traditions, art, music, or other avenues • Role and background of staff providing direct services Workshop attendees received an overview of the service plan template included in the RFP so they would be prepared to demonstrate how their services would be delivered conceptually. Lastly, attendees received an RFP Checklist to ensure they could track all of the various parts of the grant application, timeline, letters of recommendations, and proper minimum eligibility requirements as determined by CCBHS. Budget and Budget Narrative Workshop The fourth and final TA Workshop’s primary function was to help translate programs into budgets and budget narratives. Workshop attendees were encouraged to bring their questions and proposed budgets to the workshop. Participants received some accessible education on budget categories and were asked a series of questions to help them think through various budget components. Workshop attendees were walked through a series of questions to help them through the budget development process across the following areas: • How to identify startup costs vs. ongoing operations • Staffing: fringe benefits and other staffing costs • Calculating administrative/indirect costs Participants received instruction and flow charts on how to create a budget narrative to tell the story behind the budget and were given examples and strategies on how to check the budget narrative to match the budget template prior to submission. TA Workshops were recorded and sent to applicants who signed up but were unable to attend the live workshops. Below is a list of the workshops and content covered. Individualized T.A. & Office Hours for Potential Grantees In addition to the TA workshops, the Indigo team provided one-on-one individualized T.A. for potential grantees who required additional support and/or a more in-depth approach. Indigo also hosted office hours for ninety minutes twice per month in September and October of 2023 to answer questions raised about information shared during the T.A. workshops. Roughly 50 people 14 signed up for T.A. workshops and several individuals/agencies received one-on-one technical assistance. RFP Release, Awards, and Contracting The Supporting Equity Through Community Defined Practices RFP was released on August 29, 2023 and closed on October 16, 2023. The RFP was shared with the County’s distribution list of over 800 community stakeholders which also included the Board of Supervisor, Mental Health Commissioners, MHSA Advisory Council members, and the Health Equity team. RFP Workgroup members also shared the RFP across their networks. RFP Workgroup members were also responsible for scoring the RFP once the application process was completed. There were 32 total applicants. Seven were disqualified due to the submission of incomplete applications. Twenty-five applicants went through the full review process and had their proposals scored by RFP workgroup members and CCBHS staff. Seventeen agencies were awarded funding, and all awardees were informed on November 30, 2023 through a Notice of Intent to Award letter that was sent via email. However, there were challenges in the contracting process that caused delays for many agencies, resulting in contracts being finalized for most agencies by June 30, 2024, and for some not until Fiscal Year 2024-25. The following challenges arose during the contracting phase, which delayed the process for awarded entities to establish contracts and deliver services they could be reimbursed for. • There were delays in receiving all required documentation from some awarded agencies because the county contracting process was new to them. • Some contracts needed to be amended because inaccurate information was included in the initial service plan and/or budget templates included in the contract. This required the contracts to go through additional layers of county approval. In some instances, the amendments had to take place after contracts were executed and services were provided, resulting in delays in services being provided to the community and in receiving payments for agencies in these circumstances, which is especially challenging for smaller community-based providers. • Some awarded agencies experienced challenges obtaining the insurance required for the type of services they are providing. In some instances, the required insurance was a higher cost than what had been planned in the budget, which then required an update of their budget and budget narrative, as well as additional county approvals. • Contra Costa County Health Services’ contracting processes were also in the process of changing during the contracting phase, which added to the length of time it took for contracts to be processed and amendments that needed to be made. Appendix A. provides an overview of the providers that were awarded funding, the target populations they will serve, and the services to be provided within their awarded contracts. 15 Conclusion and Next Steps During Fiscal Year 2023 – 2024, CCBHS made a direct effort to provide increased mental health support services for underserved and/or inappropriately served populations by developing the Supporting Equity Through Community Defined Practices RFP, prioritizing funding for agencies that 1) proposed to serve a priority population, 2) had not received County funding within five years and/or 3) offering services developed by individuals from the same cultural background of the target population to be served. Emphasis was placed on funding programs developed by the community, for the community. Time and resources were invested in the development of the RFP Workgroup, composed of a diverse group of community members, whose main priority was to create an equitable and accessible RFP that would encourage culturally responsive providers to apply for the grant. In addition, free technical assistance was provided for potential applicants, in both a learning community and one-on-one environment, setting the stage for seventeen programs of different size and scope being awarded funding to provide mental health support to BIPOC and LGBTQI+ populations in Contra Costa County through the implementation of community defined practices. Because there were some delays in the contracting phase, contracts were not finalized for most agencies until June 2023. Therefore, service delivery data is not available for this report. Future reports will include quantitative and qualitative data examining the extent to which offering the Supporting Equity Through Community Defined Practices grant opportunity results in engagement in behavioral health services for underserved and/or inappropriately served populations in Contra Costa County, as well as the extent to which receiving the behavioral health services results in an increased sense of belonging and wellness for program participants. 1 Appendix A. Supporting Equity Through Community Defined Practices: Awarded Providers and Service Overview Provider Name Target Population Services Offered Beingwell California • K – 12 youth in Richmond • Handle with Care Program to be implemented in the City of Richmond. o Training for all police officers (as well as refreshers) in the City of Richmond Police Department that covers how to ask for a child's name, age, and school without upsetting the parents of the children when they respond to what might be a traumatic event for a child. The officer then lets the child’s school know about the incident. o Training all teachers and administrative staff in three schools within the West Contra Costa Unified School District (elementary, middle, and high school) on appropriate ways to support young people who they have received a notification for. They are trained to not immediately engage with the youth and ask them what happened. Instead, administrative staff and teachers are trained to keep a coordinated eye on the student, ensuring that they know the services that are available to support the student should they show signs of distress/behavioral issues. Center for Human Development • LGBTQI+ youth ages 13 - 19 • Weekly support groups providing mentorship, education, and support facilitated by an adult trained in youth empowerment, resilience, group facilitation, and the QscOUTs program model. • Referrals to culturally responsive mental health services. Contra Costa Asian American Pacific Islander Coalition, fiscally sponsored by ABLE Community Development • Asian American and Pacific Islander population in Contra Costa County • Provides Community Health Worker certifications modules. • Helps Community Health Workers enroll and engage in external health-based trainings and professional certification programs. • Host health-cultural healing workshops and health education and promotions sessions. Contra Costa Family Justice Alliance BIPOC adults in East Contra Costa County • Implement the Mind Power in Action (MPA) program which is designed to support mental well being of participants by 2 equipping them with tools to manage anxiety, depression, and stress, helping them build psychological resilience to overcome societal and life challenges. o Training up to 12 BIPOC MPA participants to become Community Health Workers. o Workshop series for up to 50 MPA participants on topics including manage stress and depression, enhancing wellness, and fostering a send of belonging. Facilitated by Community Health Workers. East Bay Center for Performing Arts • Youth ages 12-15 in West Contra Costa County • Cross cultural artistic training and wraparound services. • Peer support groups. Early Childhood Mental Health Program • Parents during perinatal period (pregnancy and up to one year after giving birth) • Prenatal and postpartum group sessions. • Parent gatherings. Genesis Church • African American students ages 11 – 18 in Antioch Unified School District • Trauma health and mental health support groups. • Mental Health and wellness activities. • Mentorship. • Community events for students. International Rescue Committee • Central American and West Asian individuals new to Contra Costa County • Culturally specific workshops and community events utilizing art and sports to engage community members in interactive activities to manage stress and build social connections, as well as raise mental health awareness and destigmatization. • Individualized service navigation support sessions. James Morehouse Project, fiscally sponsored by West Contra Costa Public Education Fund • Spanish speaking young people and their families • A culturally and linguistically aligned program for Spanish speaking young people and families that includes the Rincón Latino/Rincón Latino 2.0 groups for parent/guardians, and the the Rincóncito Latino group for young people and Chicos Latinos, which is a community building group for male identified youth around family, gender roles, and relationships. Inspired by conversations with Spanish speaking immigrant young people and parent/guardians that underlined their isolation and sense of powerlessness in school settings, these groups are grounded in 3 therapeutic healing practices that arise organically and over time. All meetings and communication with participants are in Spanish. The program centers food, music and laughter to create safe and welcoming spaces for participants. Many young people and adults bring friends or relatives along to meetings. Rincón Latino, while an adult program, often has children in the space. Rincón Latino doesn’t offer “childcare,” but instead welcomes children into the space in ways that are culturally consonant with participants. La Clinica de la Raza • Latino parents and youth in Contra Costa County • Implement a mental health stigma reduction initiative with the following: o Mental Health Outreach Events. o Informational presentation to learn about La Clinica’s mental health stigma reduction initiative. o Workshops to develop and launch mental health stigma reduction initiative. La Concordia Wellness Center • English and Spanish speaking residents of East and Central Contra Costa County • Provide mental health interventions using music and/or art as the central vehicle support the mental health and wellness of participants. Includes: o One on one sessions in English and Spanish with alternative holistic healers. o One hour support groups in English and Spanish o Open group therapy sessions. National Alliance on Mental Illness Contra Costa • Black, African American, or of African Ancestry • Asian or Pacific Islander • Latino/a/e/x or Hispanic • LGBTQI+ • Implement the Mental Health Friendly Faith Communities Program at churches across Contra Costa County that serve the target populations. This program aims to educate and equip faith leaders and congregations to become more supportive and understanding towards individuals experiencing mental health challenges, aiming to create a welcoming and stigma-free environment with the religious community by providing resources, training, and awareness campaigns about mental health. They are utilizing a train the trainer approach so that the impact of the work can be greater/multiplicative. 4 One Accord Project, fiscally sponsored by Tabernacle Community Development • African Americans in Contra Costa County • Grief sessions. • Mental health education program sessions. One Day At a Time, fiscally sponsored by Community Initiatives • High school students at Freedom High School in Oakley, Antioch High School in Antioch, and Ygnacio Valley High School in Concord. • Familia (Latinx curriculum) group meetings. • Individual or group parent meetings. • Referrals to school counselors. Peers Envisioning Engaging in Recovery Services • African American and Asian American communities • Implement the Hope & Faith Program and the Healing from Our Pasts and Expectations (HOPE) Program to provide culturally relevant peer support, mental health education, and wellness support. Includes: o Mental health and education and support groups facilitated in collaboration with Black-led religious organizations. o Peer-led wellness groups on topics including the impact of anti-Asian hate on victims and their families. o Anti-stigma events. o Peer-led healing workshops. Richmond Community Foundation • Black or African American, Latino/a/e/x or Hispanic, and Pacific Islander populations • Training for participants who are interested in becoming facilitators of healing circles. • Healing circles for Black or African American community members. • Latinx healing circles in Spanish. • Pacific Islander healing circles. Village Community Resource Center • Latine community • SerenaMente program to provide mental health support and training to community health workers (i.e. promotores). Includes promotores engaging with program participants and facilitating training sessions/workshops with them to assist in raising awareness to reduce, improve, and prevent stress within the Latine community. Workshops/trainings also aim to break down mental health stigma and foster dialogue and shared experiences among promotores and program participants. CONTRA COSTA COUNTY AGENDA Behavioral Health Board 2425 Bisso Ln, First Floor Conference Room, Concord, CA 94520 | https://cchealth.zoom.us/j/92538682856 | +1 646 518 9805 US (New York) Webinar ID: 925 3868 2856 4:30 PMWednesday, May 21, 2025 REVISED AGENDA (Meeting Time 4:30 pm to 6:30 pm) I.Roll Call and Introductions II.Public comment on any item under the jurisdiction of the Board and not on this agenda (speakers may be limited to two minutes). III.Behavioral Health Board Member Comments (2 minutes per member max) IV.APPROVE May 16th, 2025 Meeting Minutes (5 minutes) Information: Behavioral Health Board Meeting Minutes 05.16.2025 25-2041 BHB Meeting Minutes 5.16Attachments: V.REVIEW Bylaws from former Mental Health Commission and Alcohol and Other Drug Services Advisory Board (30 min) Information: Bylaws from former Mental Health Commission and Other Drug Services Advisory Board 25-2042 MHC_Bylaws_2024 AODAB Bylaws 2020 Attachments: VI.REVIEW of Behavioral Health Services Orientation (20 min) Information: Behavioral Health Services Orientation 25-2043 BHB Orientation PacketAttachments: VII.RECEIVE and MOTION to Move Forward to Board of Supervisors Public Hearing of Mental Health Services Act and Three Year Plan (40 minutes). Page 1 of 2 Appendix H Behavioral Health Board AGENDA May 21, 2025 Information: Public Hearing of Mental Health Services and Three Year Plan 25-2044 BHB Public Hearing_5.21.25Attachments: VIII.ADJOURN For Additional Information Contact: Daniel Colin (Daniel.Colin@cchealth.org) Page 2 of 2 Behavioral Health Board (BHB) Meeting Minutes May 22, 2025 AGENDA ITEM/DISCUSSION ACTION/FOLLOW-UP I. Roll Call and Introductions Meeting was called to order at 4:40 PM. Members Present (*Teleconference): Ken Carlson, Supervisor, District IV Rebecca Harper, Education, District II Anthony Arias, Veteran, District III Logan Campbell, At-large, District V Anya Gupta, District IV *Y’Anad Burrell, District I Candace Hendra, District II *Dhoryan Rizo, District III Avery Gould, District IV Jenelle Towle, District IV Laura Griffin, District V Roland Fernandez, District V Speakers: Genoveva Zesati, MHSA Other Attendees (*Teleconference): Suzanne Tavano, PhD, Director of Behavioral Health Services Daniel Colin, Board staff, Behavioral Health Services Deyanara Lopez, Behavioral Health Services Genoveva Zesati, MHSA Stephen Field, DO, Medical Director Fatima Matal-Sol, MPH MBA, Behavioral Health Services Katy White, MFT, Behavioral Health Services Kennisha Johnson, LMFT, Behavioral Health Services Jennifer Tuipulotu, OPFE, Behavioral Health Services Marie Scannell, Ph.D., Behavioral Health Services Gerold Loenicker, LMFT, Behavioral Health Services Anna Cleese, BOS Representative, District III Colleen Awad, BOS Representative, District IV *Jill Ray, BOS Representative, District II Nicole Green, former Board member of AODS Matt Kaufmann, Deputy Director, Health Services *Sery Tatpaporn, Able Community Development *Jamie Yan Farout Meeting was held at: 2425 Bisso Ln, 1st Floor Conference Room, Concord, CA 94520 II. Public comment on any item under the jurisdiction of the Board and not on this agenda Sery Tatpaporn, President of Able Community Development, commented on receiving funding from Contra Costa County Behavioral Health in the last 18 months and the success the organization has had in increasing access to mental health services in the Southeast Asian community. Tatpaporn emphasized that it was one of the first times the community has been exposed to the topic of mental health. With an estimated 10- 20 health workers supporting workshops, they have been able to serve over 300 families in the community. Jamie Yan Farout commented on disbandment of MHSA steering committee. Farout expressed disappointment and sought understanding of transition occurring without participation or consent as members were appointed to do a job, and as a member, Farout participated in all meetings to support marginalized, underserved, and unserved communities. Dr. Tavano responded that the disbandment of the Mental Health Services Act Advisory group was due to the transition to the Behavioral Health Services Act. As a result, a new advisory group is being designed and there will be more updates in the future. Supervisor Carlson responded that the transition is a timed transition from the Mental Health Services Act to Behavioral Health Services Act with growing pains. III. Behavioral Health Board Member Comments Board member Y’Anad Burrell commented on receiving short notification of meetings for the Behavioral Health Board and challenges attending meetings with a one-week notice. IV. APPROVE May 16th Meeting Minutes May 16 Meeting Minutes reviewed. Motion: Jenelle Towle moved to approve the minutes subject to review. Seconded by Anya Gupta. Vote: 9-0 (unanimous) Ayes: Supervisor Ken Carlson, Rebecca Harper, Anthony Arias, Anya Gupta, Candace Hendra, Avery Gould, Jenelle Towle, Laura Griffin Roland Fernandez V. REVIEW Bylaws from former Mental Health Commission and Alcohol and Other Drug Services Advisory Board Bylaws from former Mental Health Commission (MHC) and Alcohol and Other Drug Services Advisory Board (AODAB) were provided to members of the Board for review. To be inclusive of all groups, past bylaws from both MHC and AODAB will be used in creation of new bylaws for the integrated Behavioral Health Board. This would include mandates and requirements specific to the Behavioral Health Services Act, as well as the Welfare and Institutions code requirements applicable to the Behavioral Health Board. Members of the Board were requested to review the bylaws and provide feedback to contribute towards the creation of new bylaws. Once bylaws are drafted by the Board, they are to be reviewed by County Counsel, approved by the Board, and then referred to the Board of Supervisors for approval. After this process, the Behavioral Health Board could then continue to elect Chair, Vice-Chair, and proceed with creation of subcommittees. Dr. Tavano suggested members of the Board conduct a review, come back and report to the Board regarding a draft of bylaws for the new Behavioral Health Board. Board member Jenelle Towle asked for clarification regarding opportunity to amend bylaws following their creation. Supervisor Carlson responded that amendments are possible as creation of bylaws would serve as a foundation. If changes are required, the Board will be able to make amendments. Supervisor Carlson commented on the Brown Act and the importance of not creating chain communications which would result in a violation of the Brown Act during the drafting of new bylaws. Members of the Board were directed to share any drafts or edits with Board staff. Supervisor Carlson commented on Alcohol and Other Drug Advisory Board bylaws containing a mission statement and suggested a potential draft of the bylaws could include a mission statement. Board member Anya Gupta requested clarification on the creation of subcommittees. Supervisor Carlson responded that the creation of a subcommittee occurs through Board discussion and identification of areas of focus to create subcommittees and ad- hoc subcommittees. Dr. Tavano commented on the establishment of a new Board, noting that the last time a Board was created was several decades ago. Creation of the Behavioral Health Board is a novel development as it consolidates two previous advisory bodies (Mental Health Commission, Alcohol and Other Drug Advisory Board). Board member requested clarification on inclusion of priorities and goals from the Mental Health Commission and Alcohol and Other Drug Advisory Board following the establishment of new bylaws and nominating committee to elect Chair and Vice Chair. Supervisor Carlson responded that Board alignment on priorities and goals from previous advisory bodies in conjunction with Behavioral Health Board mandates may begin following the establishment of Board foundational structure. VI. REVIEW of Behavioral Health Services Orientation Board staff member Daniel Colin reviewed materials covered during the Member Orientation meeting held on May 16, 2025. Required training for all members of the Behavioral Health Board was covered and included the following: • Brown Act and Better Government Ordinance • Ethics for Local Government Officials • Implicit Bias Training Upon completion of each portion of the training, members of the Board were informed that signed acknowledgement and submission of the County’s Training Certification for Members of County Advisory Bodies certification form is required. The Board discussed a potential opportunity for an organized Brown Act and Better Government Ordinance Training session in June or July. Board member Y’Anad Burrell requested clarification on whether members that were absent during the Member Orientation meeting would receive a copy of orientation materials, as well as noted consideration discussed for additional time for completion of training materials. Supervisor Carlson responded with access to orientation materials being available online in digital format. Daniel Colin responded that all members of the Board, including those absent during orientation, would receive a printed version of the orientation materials. Board member Avery Gould requested clarification on whether training checklist certificate document would have to be submitted to staff in person or if it can be submitted electronically. It was determined during discussion that a wet signature is required. Daniel Colin responded that a printed copy is available to all members of the Board to sign and submit in person. VII. RECEIVE and MOTION to move forward to Board of Supervisors Public Hearing of Mental Health Services Act Three Year Plan Behavioral Health Board reviewed plan, provided input, and approved to move forward to Board of Supervisors for approval. Speaker: Genoveva Zesati, MHSA Presentation: Mental Health Services Act Three Year Plan Genoveva Zesati of Behavioral Health Services held a Public Hearing on the Mental Health Services Act Three Year Program and Expenditure Plan for Fiscal years 2025-2026. The presentation covered the following: • Mental Health Services Act (MHSA) History and Context • Transition of MHSA to Behavioral Health Services Act (BHSA) • MHSA Three-Year Plan and Expenditure Plan • Community Program Planning Process • Feedback provided from Survey January 2024 and February 2025 • Respondent Demographic Data January 2024 and February 2025 • MHSA Components and Purpose • Summary of Updates for Fiscal Year 2025-2026 • Updates for Fiscal Year 2025-2026: Community Services and Supports, Prevention and Early Intervention, Innovation, and Capital Facilities/Technology Supervisor Carlson requested clarification on whether there is demographic data related to recipients of services provided and Motion: Logan Cambell moved to move plan forward to Board of Supervisors for approval. Seconded by Laura Griffin. Vote: 10-0 (unanimous) Ayes: Supervisor Ken Carlson, Rebecca Harper, Anthony Arias, Logan Campbell, Anya Gupta, Candace Hendra, Avery Gould, Jenelle Towle, Laura Griffin, Roland Fernandez survey respondents, as well as whether correlation of gaps in services or communications could be determined to gauge quality of services and access to services. Genoveva Zesati responded to note that Behavioral Health Services creates an annual cultural humility plan that includes estimated percentages of demographic data related to recipients of services provided. Board member Anya Gupta requested clarification on presentation metrics related to Under 16 and 17-25 age groups. Genoveva Zesati responded with clarification that for the Under 16 age group, the group includes age 16 and that there were no respondents. Board member requested clarification on how surveys were delivered, whether they were delivered electronically, and what the response rate was for the survey. Genoveva Zesati responded that surveys were delivered electronically via distribution list of 1200 members. Dr. Stephen Field requested clarification on number of survey respondents. Genoveva Zesati noted to follow up with more information regarding survey respondents. Dr. Tavano commented that surveys are accessible online. Genoveva Zesati confirmed survey is accessible online on County website and that there is currently an additional survey in progress. Board member Avery Gould commented on discussing survey respondent in Behavioral Healthcare Partnership meeting on May 20 and noted there were no survey respondents under the age of 26. Gould also noted despite this, response from the under 26 age group was still taken into consideration through other means. Genoveva Zesati responded to clarify data presented pertained only to the survey, and that a process to provide input is in place for anyone, including the under 26 age group, to participate in discussions and community forums. Board member requested clarification on the impact surveys have towards creation of policy given the respondents comprised a smaller segment of the total surveyed. Dr. Tavano responded that the methods used were part of the Mental Health Services Act which included surveys and in-person meetings with documentation of feedback. Dr. Tavano also noted the start of a new community planning process for the Behavioral Health Services Act, which builds from the Mental Health Services Act but includes implementation of broad community outreach engaging all age groups. Dr. Tavano noted that the report the Board will receive as a result of community planning process will be different Board member Y’Anad Burrell commented on community engagement and the significance of holding outreach in person when survey response data obtained impacts funding and what the next three years look like. Board member Burrell also noted the significance of administering surveys in person to obtain an improved survey response compared to survey response when only shared electronically. Fatima Matal-Sol responded by noting Genoveva Zesati’s presentation was reporting on the previous approach, and that the new process in place is a multipronged approach to community outreach that includes meeting community members where they are. Matal-Sol provided some examples of locations where community conversations have taken place and what communities have been surveyed including homeless shelters, community churches, juvenile hall, jail and detention facilities, public Town Hall meetings, and stakeholder sessions with older adults. Board member requested clarification on whether there is communication and alignment between stakeholders involved in administration of services within the jurisdiction of the Behavioral Health Board. Dr. Tavano responded there may be different operators or mechanisms by which services are administered, but they are all still part of behavioral health continuum of care and still fall within the jurisdiction of the Behavioral Health Board. Dr. Tavano noted that the Board will be reviewing the entire delivery system over the next three years. Genoveva Zesati responded that the presentation pertains only to Mental Health Services Act funding which presents only a portion of all Behavioral Health Services funding on Contra Costa County. Board member Anya Gupta requested clarification on whether the Peer and Leadership training program was only for age groups 18 and older, and if there were programs available for youth under 18. Genoveva Zesati responded by noting there are services provided as part of the Mental Health Services Act to the under 18 age group. Dr. Tavano responded by noting that through State funding and the County Office of Education, examples such as student efforts, youth initiatives, peer groups, and support groups are captured, and not captured by the Mental Health Services Act. Feedback from youth groups obtained through community engagement will contribute to the Behavioral Health Services Act. Theresa Pasquini provided public comment noting experience of having a son with lived experience of mental illness which has motivated her to become involved in the community. Pasquini noted active participation in the community planning process and looks forward to the new Behavioral Health Board. Dr. Tavano commented that Behavioral Heath Services leadership was in attendance and going forward will continue to be involved at Behavioral Health Board meetings. VIII. ADJOURN Meeting was adjourned at 6:23 PM. Psychiatric Advance Directives MULTI-COUNTY COLLABORATIVE Mental Health Services Act Funded Project Fiscal Years 2024-2029 Prepared by Kiran Sahota, President Attachment 1 1 Contents Project Overview ............................................................................................................................. 2 Primary Problem .......................................................................................................................... 2 What has been done elsewhere to address the primary problem? .............................................. 3 The Proposed Project .................................................................................................................. 4 Project Overview ............................................................................................................................. 5 Phase One outcomes .................................................................................................................. 5 Phase Two .................................................................................................................................... 10 Proposed Project Timeline: ........................................................................................................ 10 Budget Narrative and Project Budget ......................................................................................... 17 Concepts Forward Consulting (CFC) ..................................................................................... 17 Alpha Omega ......................................................................................................................... 17 Chorus Innovations, Inc. ........................................................................................................ 18 Idea Engineering .................................................................................................................... 18 Painted Brain .......................................................................................................................... 20 Evaluation .................................................................................................................................. 21 Burton Blatt Institute (BBI) ...................................................................................................... 21 Sustainability .............................................................................................................................. 28 Communication .......................................................................................................................... 28 References ...................................................................................................................................... 28 Budget ........................................................................................................................................... 29 Appendices .................................................................................................................................... 30 Counties approved May 23, 2024 (Fresno and Shasta) ............................................................ 31 Counties approved August 22, 2024 (Orange) .......................................................................... 38 Counties approved November 21, 2024 (Alameda, Tri-City MHA) ............................................ 39 Counties pending approval March 27, 2024 (Contra Costa, Mariposa, Monterey) ................... 40 2 Project Overview Primary Problem Since the 1990s, psychiatric advance directives (PADs) have been a part of the California patient rights statute embedded in the probate code. However, despite their existence, there is a significant lack of knowledge about PADs, such as how to create one, who can create one, how a PAD is stored, and who will access the PAD in case of need. Despite subsequent legal statutes, such as Assembly Bills (AB) 1029, 2288 and Senate Bill (SB) 1338, the concept of a standalone PAD remains unclear. Demonstrating the power of collaboration in addressing behavioral health challenges. The collective effort of several counties, including Contra Costa, Fresno, Mariposa, Monterey, Orange, Shasta, and Tri-City, partnered in 2021. They united to create a standardized PAD template and a web-based platform and provide first responders, crisis teams, and hospitals with in-the-moment access to the PAD. This project was initially approved as a Mental Health Services Act (MHSA) Innovations Project, (Concepts Forward Consulting, 2021). This portion of the project is now identified as “Phase One.” Phase One of the Multi-County PADs Innovations Project will sunset on June 30, 2025. Per the Phase One approval on June 24, 2021, the following is expected to be accomplished. • Partnership with Peers and first responders to standardize PAD template language for incorporation into an online and interactive cloud-based webpage. • Create a PADs facilitator training curriculum and present a training-the-trainer model for facilitation. • Create sustainable technology that is easily reproducible and can be used across California. • Legislative and policy advocacy to create a legal structure to recognize PADs. • Outcomes-driven evaluation of the development and adoption of PADs, including ease of use and understanding of PADs. As the Phase One accomplishments are projected to be fully completed by June 30, 2025, the next steps would be to test the technology or web-based platform in “live” time and evaluate its success and challenges. To create the blueprint but not utilize this truly innovative and one-of-a- kind technology would be a disservice to all who live with a behavioral health condition, along with those who dedicated time to the Phase One project. Testing the PAD technology and training those who access and use the PAD is the natural next step of the standalone PAD. The current project request, or “Phase Two,” seeks to solve questions arising from the initial project, which cannot be answered without in-depth testing and evaluation. Phase Two will be completed through the “live” testing of a digital PAD and the web-based platform. Some of the outstanding questions to identify will be: does the training of first responders and hospital staff result in follow-through with accessing and utilizing the PAD in a behavioral health crisis; how does using a trained facilitator enhance access, use, and completion of the PAD; do training first responders and hospitals reduce recidivism in the jail or hospital settings; do healthcare advocates assist in reducing unnecessary incarcerations or hospital placement; does a technological product protect an individual’s rights; does the electronic PAD offer in-the-moment 3 crisis de-escalation; do hospitals honor pre-determined medications and physical/behavioral health information; and are digital PADs easy to use and access? Additionally, the PADs project aligns with current legislative actions, including AB 2352 (Irwin), which has been brought about directly through the work on Phase One. The standalone PAD was first proposed in AB1029 (Pellerin.) The project also aligns with the current Behavioral Health Services Oversight and Accountability Commission (BHSOAC) Strategic Plan goals of advocacy for system improvement, supporting universal access to mental health services, participation in the change in statutes, and promoting access to care and recovery. All legislative conversations will continue with an open and welcoming collaborative effort, as described below on page four. The passing of Proposition 1 also aligns naturally with the use and access of a PAD. To focus on housing and supportive services for our unhoused individuals with a behavioral health condition, Early Psychosis, Full-Service Partnerships (FSP), Veterans, justice-involved, recently hospitalized, both in the Emergency Department (ED) or Inpatient Unit (IPU), co-occurring substance use disorder, mobile crisis teams, Crisis Intervention Team (CIT) programs, and any individual within the behavioral health system of care, in which pre-determination of a potential behavioral health crisis could be averted and appropriately addressed, only strengthens the need for PADs throughout the system of care. What has been done elsewhere to address the primary problem? As mentioned earlier, PADs have been around for over 30 years with little awareness, adherence, and acceptance among behavioral and physical health organizations, hospitals, and first responders. A PAD is currently a paper document that can be upwards of 30- pages and is simply unavailable during a behavioral health crisis. Ironically, since the PADs Phase One project started in 2021, very little has been accomplished elsewhere in the world. Substance Abuse and Mental Health Services Administration (SAMHSA) updated its crisis app (SAMHSA, 2020), but it remains a personal crisis plan with individual access only. In addition, an individual would have to sign on to the SAMHSA app and hand their smart device over to a first responder or hospital staff. Active peers and peer support specialists have reported that this would be an unreasonable request for someone in a behavioral health crisis. However, the idea of having a crisis app remains a commendable approach and a launch point for the digital access provided in Phase Two. The State of Washington has introduced a Senate bill, SB 5660, to create a workgroup to develop recommendations for the effective implementation of PADs, standardization, training, and accessibility. In California, these recommendations will be fully accomplished during Phase One of the Multi-County PADs project's completion. France worked on PADs within the Psychiatric hospital setting in 2021 and has since published their findings in the Journal of the American Medical Association (Tinland, 2022). The findings spoke to the use of Peer Workers and the success of PADs completion with Peer facilitation in a psychiatric inpatient unit. Many states and countries continue to utilize PADs only when a person has been detained and under emergency orders and found to lack capacity. The Multi-County project identifies how a 4 person can use a PAD in a crisis to reduce unnecessary incarceration or hospitalization and provide the individual with resources for appropriate services. The Proposed Project Phase One of the project will culminate in a final digital build with the ability to input a “live” PAD and access to this information in summary format, based on consent, to first responders and hospital staff. The development of a comprehensive Peer Support Specialist training curriculum focused on how to help an individual create a PAD will also be finalized. With these two key components fully developed, it is only natural for Phase Two to test these components through broader, “live” implementation. It is only natural for Phase Two to be implemented. By training Peer Support Specialist or other facilitators how to walk an individual through filling out a PAD and training courts, first responders, hospitals, and crisis teams on how to access and use a PAD, the project will make a change to the overall behavioral health system, impacting and improving existing practices for autonomy, self-determination, crisis care, and recovery. The project will do so by implementing the following actions. Phase Two will focus on up to fifteen participating counties of varying sizes. This amount will represent one-quarter of the counties in the State of California. Though a PAD can be utilized by anyone in California living with a behavioral health condition, for the project's purpose, each county will identify priority populations of focus, which may include, but are not limited to, individuals in the following programs or populations: • Justice-involved, including 90-day reach-in with scheduled to release incarcerated, • Assisted Outpatient Treatment (AOT), • Fully Service Partnership (FSP), • Housing insecure, • Individuals who visit Wellness Centers, • Crisis Residential Programs, • Follow-up after hospitalization (either in-patient or emergency department), • Non-minor dependents, college students or transitional-aged youth (TAY), including college students and early psychosis intervention, • CARE Courts, and • Mobile Crisis. The goals for Phase Two will include: 1. Engagement and introduction to PADs for new counties joining the project. Working with their county agencies, first responders, courts and behavioral health departments, local NAMI chapter, and peer organizations to become proficient in understanding and using PADs. The engagement of the peer community and those with lived behavioral health conditions to understand the advancements of technology and how a digital PAD can positively impact their recovery. 2. Collaboration will continue with the stakeholders on the project. Both to lead the discussion around any legislation and to enhance the roll-out, use, and access to the “live” standalone PAD. These partnerships are essential in creating the best project and product possible. A variety of subject matter experts is what leads to discussions and improvements, which is paramount to an Innovations project. These groups include but are not limited to, county staff, peer support specialists, Painted Brain, Cal Voices, Disability Rights of California, Mental Health Associates, NAMI California, California 5 Professional Firefighters, California Sheriff’s Association, California Hospital Association, Department of Justice, California Behavioral Health Directors Association, Behavioral Health Oversight and Accountability Commission, Patient Right’s attorneys, legislative officers, and others as appropriate. 3. Training will be the main component of the project. Whether virtually, in-person or provided on the digital web-based platform, training on using and accessing a PAD will be closely monitored throughout the project. Creating training modules and the roll-out Training will enhance first responder briefings, CIT Teams, academy training, CARE Courts for judicial staff, Peer training for Peer Support Specialists and within certification, peer supporters within the court systems, and agencies the counties have identified as priority populations. This training is layered with information on what a PAD is, the legal status of a PAD in California, and how to access a PAD for use by the individual inputting their personal information and those professionals that will access a PAD in the line-of-duty. Digital literacy is also a component of the project. It is not only what it means to have the ease of creating a PAD, but it means to use technology as a means of support. 4. Testing of the PADs platform use and access. Once Peer Support Specialist, law enforcement, crisis teams, and hospital IPU and ED staff are trained in using and accessing the digital PAD, it will be time to test the PAD in the “live” environment. This will be a longitudinal study to truly investigate the ease of use, number of PADs filled out, law enforcement, and hospital disposition to determine how the digital PAD impacted the reduction of incarcerations and 5150 applications for hospitalization. Based on feedback from those using the system, continued improvements will be made to the PADs platform to improve readiness for statewide implementation. 5. Evaluation throughout the process will continue from where Phase One concludes. Burton Blatt Institute (BBI) will continue to evaluate the use of PADs and their intersection with technology throughout the project. The evaluation will include gathering data through interviews and observation and including all Internal Review Board (IRB) requirements. This evaluation will culminate in the publication of results. 6. Transparency of the project will remain a top priority. The project website, www.padsCA.org, can update the participating county communities and interested parties on the progress made within the project and provide all information to learn more about PADs and the digital format. Project Overview Phase One outcomes Understanding what layers of Phase One were accomplished is essential for describing the Phase Two project objectives. The completion of this work has laid a solid foundation for Phase Two. Peer contractor Painted Brain led a series of workgroups that included the voices and recommendations of peers, Peer Support Specialists, family members, and first responders, including crisis teams and law enforcement, and reviewed and analyzed a half dozen different PAD documents available throughout the Nation. In an effort that took over a year, each section and questions were analyzed for relevance and identifying crucial missing information was added. This created a group of components to standardize the PAD template language for incorporation into the platform. One-off participation of other interested parties in California was 6 also added along the way, which included work previously completed by physicians, legal experts, and others on reproductive healthcare rights and preferences for those receiving care during a psychiatric crisis or psychiatric inpatient stay. Painted Brain also created a Peer Support Specialist facilitation curriculum. This curriculum is being taught in a training-the-trainer format in the Spring of 2024. Though the training is geared toward peer support specialists, county staff will also attend it. The most important aspect is learning how to sit with someone to assist them in filling out the digital PAD. The curriculum includes a 20-hour training on PADs overview, advocacy, digital literacy, facilitator intervention and skills, and practice vignettes. The final training module will be included in Phase Two training learning management system (LMS.) Since March 2023 and continuing today, Chorus Innovations, Inc. has been engaging in parallel workgroups with Peer Support Specialists, first responders, service providers, and family/caregivers regarding the technology build. Chorus also shadowed and participated in ride-alongs in law enforcement and hospital settings to better understand the workflows of those needing to access information through the PADs platform. Input from the community has been obtained on all aspects of development, including, but not limited to: ● Ways to address fears of, and frustrations with, technology, ● Priorities for developing a user-friendly and approachable design, ● Use of trauma-informed, person-centered language and appropriate sensitivity when conveying/asking about triggering concepts and ● Important information to highlight quickly and clearly based on different professional roles. Chorus also continues to work with the counties and representatives from the project’s legal and legislative workgroup to draft the terms of service and privacy notice for the technology and to 7 ensure that key legal requirements are addressed, such as the appropriate handling of digital signatures. The first version of the experience for individuals who want to complete their digital PAD has been built, and user testing and feedback have begun. Initial feedback has been extremely positive, with peer workgroup participants sharing that they found it easy to use, appreciated the added information/context that helps make things easier to understand, that it has a clean and calming look and feel, and that they saw their ideas and feedback reflected in the experience. The experiences for law enforcement, first responders, service providers, and healthcare advocates are currently in the design phase, with the initial build to be complete by the end of June 2024 and user testing and feedback to begin shortly after that. These initial designs have been well received, and valuable feedback has been provided to the Chorus team to ensure that all who need to access the PAD can get important information quickly and easily navigate to 8 additional details as time permits. Through ongoing workgroups, testing, and feedback, Chorus will continue to iterate on the design and functionality of the PADs platform in preparation for real-world implementation and testing in Phase Two. 9 Concepts Forward Consulting, in addition to the complete guidance of Phase One and moving both subcontractors and counties along in a fantastic arena of collaboration, also took on the time-consuming task of soliciting legislation on behalf of the project and deliverables, to support the idea of PADs as a standalone document that could be used and accessed in a crisis in California. Though identified in statute, the idea of the PAD as a legal document still has not resonated around California. Through guidance from statewide partnerships with the California Hospital Association, Disability Rights of California, NAMI, American Psychiatric Association, MHSOAC, California Behavioral Health Director’s Association, and Patient Rights Attorneys, the idea of streamlining, Probate, Penal and Welfare and Institution Codes, came to fruition with the introduction of AB 2352. Concepts Forward Consulting will continue to shepherd the alignment of language, use, and access throughout the legislative process during Phase Two. In addition, and through discussions with law enforcement, it was determined that a protected access point, in addition to the web-based PADs platform, where LE could obtain information in the moment on the way to a call for service, would be that of the California Law Enforcement Telecommunications System, or CLETS. This system is overseen by the Department of Justice (DOJ) and the Attorney General. With state legislative assistance, Concepts Forward Consulting secured a meeting with the DOJ. Through talks with the DOJ, California's Attorney General has supported the PADs project and its integration into the CLETS Platform. However, many legal and technical nuances must be addressed before such actions can be completed. Added into Phase Two will be the actual design and work plan for Chorus and the DOJ to create the connection to access summary information that may be available to assist in a crisis situation. During Phase One, Idea Engineering engaged in an interactive process with participating counties, peers, Peer Support specialists, family members, first responders, and hospital staff to create PAD branding, communication guidelines, and a logo. They also created the project website, which has been used transparently to communicate its advancements and introductory videos in English and Spanish. The videos, Phase One details, all reports, and current evaluations can be viewed at www.padsCA.org. Throughout Phase One, an essential component is evaluation. RAND and BBI have been reviewing the user experience, the iterative engagement process, facilitator training, and the building of the web-based platform or technology focus. Through this evaluation process, it has been determined that the actual success of the PAD and the web-based platform cannot be identified at the end of Phase One. It is imperative to start Phase Two, where the Web-based platform can demonstrate true systems of change. It will take time to gather this longitudinal information, thus the reasoning behind a more comprehensive study of use and access throughout the multi-year Phase Two project. The outcome will also result in documentation of reduced costs for counties with reduced recidivism in jails and hospitals. 10 Phase Two The Multi-County PADs Project Phase Two continues to embrace the MHSA standards of community, stakeholder, and iterative engagement, extensive training, sustainability with legislative support, a multi-layered approach to access PADs both digitally and within the CLETS data mining for law enforcement and crisis teams, testing and improving the web-based platform for use and access, and through a multi-year evaluation publish the findings in reputable journals and publications. The final goal is to have a live, digital PAD that is easy to use, easy to access by a controlled group of providers, and easily accessible throughout the State of California. Up to fifteen counties will participate in Phase Two rollout, with the first year of Phase Two dedicated to onboarding new counties, while existing Phase One counties conclude the building stage of the PADs platform. Though PADs are helpful for any population, for this project, the PAD will focus on those adults over the age of eighteen who are living with a behavioral health condition. Each county will identify priority populations on which to focus efforts. These populations can include but are not limited to, FSP, AOT, Non-Minor dependents, TAY, soon-to-be-released incarcerated with a 90- day reach-in, recently hospitalized in ED or IPU settings, crisis team contacts, least restrictive option for conservatorship, CARE Court, Veterans, and housing insecure. Phase One counties have assisted in creating a truly collaborative project. The expectation is that the collaboration will continue with the addition of new counties to test the project’s digital web-based platform. Due to staffing limitations within the counties throughout California, Phase Two of the project is proposed to increase contractor staffing to ensure all deliverables are met and to assist counties that may not have the staffing needed to devote to this worthwhile project. The expectation is more in-person county-specific training and technical assistance. Limited expectations of a participating county would be to arrange stakeholder meetings or identify critical stakeholders for subcontractors to contact; attend monthly or time-specific meetings/workgroups, which may include the following topics: technology, marketing, county-to- county, training, full-project collaboration, county one-on-one; and attend the bi-annual in- person learning collaborative held in a host county. Proposed Project Timeline: 11 Project Timeline Fiscal Years 2024-2029 Five years new counties (2024-2029) Fiscal Year Proposed Activity • Projected Outcome • Contractors Involved • Onboard new counties separate from Phase One. • Counties connect to the fiscal intermediary SU. • Meet with county-identified stakeholders, such as family members, Peer Support Specialists, law enforcement/first responder contacts, hospital emergency department staff, crisis team staff, and court staff. • Identify county threshold languages. • Advocate for Certified Peer Support Specialist billing for PADs facilitation. • Identify priority population staff (such as FSP, AOT, SUD, CARE Court, Early Psychosis, Veterans, Mobile Crisis, and housing insecure). • Hold collaborative meetings for • community in PADs understanding, use, and access. • Understanding of digital PAD and Technology web-based platform. • Translation and Interpretation as needed. • Identifying Training opportunities and setting training schedules. • Iterative creation of all necessary training curriculums and videos. • Finalization of AB 2352 PADs legislation. • Finalization of CLETS access within the DOJ. • Evaluation includes the web- based platform, the onboarding of counties, and the engagement of communities. • Web-based platform App is created. • Annual Report provided to counties and subcontractors. • Lead Project Director • Alpha Omega- Translation and Interpretation • Burton Blatt Institute-Evaluation • Chorus Innovations, Inc.- Technology • Idea Engineering, Inc.- Marketing, Website and Video Production • Painted Brain- Statewide Peer Voice, training, and Advocacy • Syracuse University- Fiscal Intermediary 12 • outcomes and review the timeline line for Phase Two. • Create all training curriculums and videos for crisis teams, law enforcement, courts, and hospital IPU/ED. • Continued Legislative and DOJ discussions and activities. • Identify web-based platform App- separate from web- 13 Fiscal Year Proposed Activity Projected Outcome Contractors Involved • Phase Two begins for participating counties. • All “live” training(s) during the full fiscal year. • Continued county collaboration- full set of counties. • Continued outreach and engagement of stakeholders. • Technical assistance from all contractors as requested or required. • Finalization of all training videos. • Creation and launch of social media and advertisement. • Workgroups on web-based platform usage begins. • Evaluation of PADs rollout with access users, first responders/ crisis teams/hospitals. • Collaborate with Police Officer Standards and Training (POST) to develop a statewide law enforcement academy training. • hospitals/peer support specialists/ priority populations trained in use and access. • Training videos are completed. • Informational information in multiple languages completed. • Ad campaign created and disseminated. • Begin a longitudinal study of reducing recidivism with the use and access to the digital PAD. • Ongoing feedback, iteration, and improvement to features and functionality of the PADs platform. • • Further legislative needs identified. • Annual Report provided to counties and subcontractors. • Agreement with POST for academy training. • Lead Project Director • Alpha Omega- Translation and Interpretation • Burton Blatt Institute-Evaluation • Chorus Innovations, Inc.- Technology • Idea Engineering, Inc.- Marketing, Website and Video Production • Painted Brain- Statewide Peer Voice, training, and Advocacy • Syracuse University- Fiscal Intermediary. 14 Fiscal Year • Proposed Activity • Projected Outcome • Contractors Involved 2027-28 • Continue live training (Year Three). • Identify additional priority populations to train and access PADs. • Create/update virtual toolkit for training and information access. • Continued use and access to the digital PAD. • Continued legislative discussions, as necessary. • Continued Marketing and advertising of the PAD. • Continued County-to-County collaboration. • Continued evaluation of use and access. • Continued longitudinal study of the reduction of recidivism with the use and access to • Lead Project Director • Alpha Omega- Translation and Interpretation • Burton Blatt Institute-Evaluation • Chorus Innovations, Inc.- Technology • Idea Engineering, Inc.- Marketing, Website and Video Production • Painted Brain- Statewide Peer Voice, training, and Advocacy • Syracuse University- Fiscal Intermediary 15 2027-28 (YR 4) (See activities year three) • Standalone PAD Web-based platform is accessible for all necessary information, including informational videos, documents, and virtual training. • All project priority languages can access PAD information. • Web-based platform enhancements to be completed by the end of year four. • Legislative Web-based platform sustainability identified and pursued. • Evaluation of the reduction of recidivism and cost-effectiveness identified. • Annual Report provided to counties and subcontractors. • Lead Project Director • Alpha Omega- Translation and Interpretation • Burton Blatt Institute-Evaluation • Chorus Innovations, Inc.- Technology • Idea Engineering, Inc.- Marketing, Website and Video Production • Painted Brain- Statewide Peer Voice, training, and Advocacy • Syracuse University- Fiscal Intermediary 16 Fiscal Year Proposed Activity Projected Outcome Contractors Involved • Technical assistance in the sunsetting of the project. • Evaluation wrap-up. • platform have become part of California’s behavioral health systemwide change, and sustainability has been identified. • The evaluation and longitudinal study reported and submitted for publication locally and nationwide. • Lead Project Director • Alpha Omega- Translation and Interpretation • Burton Blatt Institute-Evaluation • Chorus Innovations, Inc.- Technology • Idea Engineering, Inc.- Marketing, Website and Video Production • Painted Brain- Statewide Peer Voice, training, and Advocacy • Syracuse University- Fiscal 17 Budget Narrative and Project Budget Concepts Forward Consulting (CFC) Concepts Forward Consulting (CFC) would continue as the lead project director for Phase Two of the Multi-County PADs project. Concepts Forward Consulting continues to meet the following expectations in Phase One and will continue these expectations in Phase Two. Continued services: Leading county and subcontractor activities throughout the project from start to completion; working closely with the County and oversight staff to ensure all requirements are met; ensuring the collaborative nature of Multi-County participation; oversight of all project aspects, ensuring county input and voice; oversight of subcontractor deliverables; overseeing financial oversight of subcontractors; approving all invoices and scope of work materials; managing county relationships and expectations of subcontractors; coordinating with all subcontractors to ensure proper flow of project and inclusion of all counties and stakeholders; identifying achievable goals and ensuring success in completion or necessary adjustments; providing and managing project timelines with flexibility as allowed; coordinating with counties on financial matters, subcontractors, and data oversight to ensure funding is spent following county guidelines; ensuring achievable deliverables are accomplished; assisting in the coordination of all statewide and county-specific stakeholder meetings; creating required county-specific reports; work with legislation to achieve sustainability of PADs in the state; and arrange bi-annual convening of all project participants in a learning community training and collaboration. Phase Two, CFC will expand services to include: • On-site training teams for law enforcement, first responders, crisis teams, courts, and higher education on using the PAD and accessing the web platform. • Provide subject matter professionals for training videos, as requested. • Identify priority populations to serve within each participating county. • Partner with Peer training contractor to provide training support as needed. • Continue working with the DOJ to connect the subcontractor web-based platform and the CLETS system for in-the-moment access to the PAD. • Provide presentations and participate in conferences or journal articles highlighting the work of the Multi-County project. • Provide ongoing technical assistance to participating counties. • Continued work with legislation aligning PADs language across Probate, Penal, and Welfare and Institution Codes. • Provide project transparency through the oversight of the project website. • Identify the sustainability of the web-based platform upon completion of the project. The budget expenses will encompass the expansion of staff, which may include three full-time equivalent (FTE) Project Directors, Project Coordinators, and Training Coordinators, plus three stipend subject matter training experts, benefits, travel, and miscellaneous; all costs are cumulated into one overall budget. Alpha Omega Alpha Omega Translations is a full-service agency specializing in translation, interpretation, multilingual website development, and desktop publishing services in over 220 languages. For 18 over 30 years, AO has executed high-end multilingual projects for Federal Government agencies, corporations, and other organizations. Alpha Omega Translations provides on-site, in- person, virtual, remote, and over-phone interpreting services. Core Deliverables • Virtual Remote Interpreting • On-Site In-Person Interpreting • Over the Phone Interpreting • Translation of documents • Translation of videos • Multiple language Chorus Innovations, Inc. Chorus Innovations will move from the build stage of Phase One to the “live” roll-out of the web- based platform for the participating counties and their identified priority populations. In addition, as Chorus prioritizes including Spanish language in the Phase One build, additional threshold languages will be included during Phase Two. Phase One activities of engagement will continue to ensure stakeholder participation and feedback to inform improvements and to create best practices when using and implementing the PADs platform. Chorus will include integration with the California Justice Information System or CJIS to ensure CLETS can access the appropriate information for in-the-moment crisis information and de-escalation preferences. 1. Chorus proposes Phase Two activities as follows: 2. Chorus Platform licensing, hosting, and data storage 3. 24x7 system monitoring, backup, compliance, and security 4. One-time support for implementing integrations (e.g., CLETS) 5. Ongoing maintenance of integrations 6. Unlimited access for county residents and designated staff within each county 7. Technical Support: Standard business hours for routine support, 24x7 for Urgent and High priority issues 8. Ongoing iterative improvements to PADs application through the completion of Phase Two 9. Engagement, user research, and local configuration of the app as needed within each county 10. Implementation support and training (across county priority population programs, first responders, and hospitals) within each county Idea Engineering Idea Engineering is a full-service marketing agency specializing in communications that create community. They have worked with several county mental health systems and multiple MHSA- funded campaigns. Idea Engineering's work is seen in suicide prevention efforts, Prevention and Early intervention projects, and drug and alcohol prevention marketing videos and print campaigns. Idea Engineering will continue in Phase Two with the following project deliverables. 1) ENGAGEMENT 19 Develop materials to be used in marketing to peers and other individuals who may fill out a PAD, their family members and caregivers, and agency partners such as hospitals, law enforcement, court systems, and crisis teams. A. Toolkit Materials • Toolkit materials may include: • Promotional information sheets for agency partners • Training support materials, such as pocket cards for agency partners • Information sheets on topics such as patient rights • Videos excerpted from Phase One interviews • Posters, brochures, or cards • Branded promotional products B. Customization of Toolkit Materials in New Threshold Languages Updates to the logo and all Toolkit materials will be provided for general, peer, and family member/caregiver audiences. Alpha Omega or a similar contractor will provide translation services. • Introductory video customization • Stock video and photos representing people fluent in the language. • Logo customization in new language • Preparation of all Toolkit PDF materials for general, peer, and family member/caregiver audiences • Preparation of all artwork for branded promotional products C. MEDIA CAMPAIGN Develop an advertising campaign promoting Psychiatric Advance Directives to peers, family members, caregivers, and other targeted audiences. The campaign will include components such as: • Video PSAs • Digital advertising • Social media • Media toolkit with suggested guidelines for county use Media services include planning, management and reporting. D. MEDIA ADVERTISING Idea Engineering will purchase media advertising for a targeted digital campaign to promote PADs as directed by the needs of participating counties. 2) TRAINING Working with agency partners to develop customized training videos for each group. Services to include planning, creative and technical direction, scripting, storyboards, production planning, editing, and delivery in agreed-upon formats. Training videos may consist of the following: • Hospital Training Video • Law Enforcement Training Video • Court Systems Training Video 20 • Crisis Teams Training Video 3) TECHNICAL SUPPORT Technical assistance may include: • Participation in planning meetings and statewide convenings • Provide services to support counties’ PAD communications, training, and implementation, such as strategic consultation, creative direction, design, copywriting and editing, translation, video production, art production, website programming, production coordination, media planning, buying, and coordination. • Website support for county updates • Evaluation and reports, including annual report • All project Website development and support (website analytics and updating) Painted Brain Painted Brain has been a leader in innovative peer-driven services for the past decade. They have participated in peer advocacy projects like PADs and the Peer Advocacy and Education Grant. They have been instrumental in the component identification, peer Facilitator curriculum, and Training for the Trainer in Phase One of the MHSA Multi-County PADs Project. Painted Brain staff self-identify as living with direct or indirect experience of mental illness. They also hold training under SB 803 for Peer Certification, allowing Peer Support Specialists to bill for Medi-Cal service delivery. Peer models remain at the forefront of reducing stigma and discrimination and assisting in reducing personal and institutional stigma. Research suggests that simply having a peer assist in facilitating a PAD makes the document more likely to be filled out thoroughly and truthfully, and the individual will identify that they have a PAD in the moment of a crisis. Painted Brain will continue with the following deliverables as new counties are onboarded In Phase Two. 1. Provide outreach, information, and education about the intersection of Peers, Peer support specialists, and PADs. 2. Support Peer Voice within a county or contribute to the conversation if there is no peer representation in the county. 3. Engaging peers of diverse cultural backgrounds and preferences. 4. Provide in-person and or virtual Training for the Trainer Facilitator training. 5. Participate in legislative development and advocacy. 6. Additional Phase Two: a. Work with project staff to engage DHCS to include PADs in the Peer Support Specialist Certification specialization. b. Create a curriculum for Peer Certification specialization. c. In addition to peer facilitation training, participate as the voice of the peers in training provided for courts, hospitals, crisis teams, law enforcement, and first responders. d. Assist with the Web-based platform enhancements as needed throughout Phase Two. 21 Evaluation Burton Blatt Institute (BBI) Burton Blatt Institute (BBI) will expand its role in Phase Two. As the project moves to the training on the web-based platform and the digital PAD, it made the most sense to consolidate the evaluation process to one subcontractor. BBI proposes the following evaluation overview, which will be published upon completion of the Multi-County PADs project. The California Mental Health Services Oversight and Accountability Commission (MHSOAC) provides funds to Orange County and other CA counties (“Innovations Project”) to improve access and use of Psychiatric Advanced Directives ("PADs") and other Supported Decision-Making (“SDM”) techniques by persons with mental illnesses and other public and private stakeholders. The Phase 1 PADs project (web-based platform “build phase”) is currently underway in 7 California counties. Additional counties are expected to join the PADs Project as Phase 2 entries (web-based platform “test phase”) during FY 2024-2025 and subsequently. Phase 2 counties (including current Phase 1 counties who will transition to Phase 2 during FY 2025- 20261) will test and demonstrate the useability of the PADs web-based platform by peers and others who support them when they cannot make their own decisions. During Phase 2, all participating counties will focus their efforts on identifying and engaging crisis teams, law enforcement, Full Service Partnership teams, hospitals, and criminal justice staff (“community stakeholders”) and orienting and training peers and stakeholders to PADs and on the PADs web-based platform. This will create the foundation for testing and demonstrating the platform's effectiveness with their designated priority peer populations and community stakeholders. By 2025, all California counties will be required to implement Care Courts. Phase 2 counties, as well as Phase 1 counties who are entering their Phase 2, could be expected to test and implement the integration of the web-based PADs platform into Care Courts to ensure that the treatment and support preferences of peers are honored as they are involved in the Care Court processes. Phase 2 of the PADs project and its web-based platform offer unprecedented opportunities to evaluate individual services and systems change. These include generating data that leads to increased understanding of the process and outcomes associated with adopting new methods of facilitating self-direction among peers, improvements in the array of mental health services they receive when they are in crisis situations, and improvements in the capacity of stakeholder agencies to serve and support them when they are in crisis. The PADs Phase 2 also provides an 1 Fresno County started their Phase 1 implementation one-year earlier and will transition to Phase 2 in FY 2024- Proposal to Evaluate Phase 2 of the Psychiatric Advanced Directives Mental Health Services Act Innovations Project : 22 2025) while the other 6 counties will enter Phase 2 during FY 2025-2026) 23 opportunity to evaluate how accessing and using a web-based PAD by peers improves their lives and assists them with sustaining their paths to recovery while ensuring that stakeholder agencies have access to training, support, and resources enabling them to embed use of web-based PADs into their crisis intervention strategies. During PADs Phase 2, BBI will evaluate the process and outcomes associated with testing and implementing the web-based platform among peers and community-based stakeholders. Our evaluation will consider each county’s unique demographic and geographic diversity and the barriers and facilitators to accessing and using web-based PADs by peers, Care Courts, law enforcement, hospitals, and other stakeholders referenced above. BBI will conduct interviews and focus groups with peers and community stakeholder agency staff and representatives of government agencies repeated with the same participants each year to assess the longitudinal impact on individual lives, services, and systems over time and how these factors contribute to potentially sustainable systems change over time. The BBI longitudinal evaluation will also help identify the key elements that either facilitate or impede sustainability and replication of the PADs web-based platform in each Phase 2 county. Methods: BBI will concurrently implement the Phase 2 evaluation with its Phase 1 PADs web-based platform evaluation during Fiscal Years 2024/2025. By Fiscal Year 2025/2026, all participating counties will implement Phase 2 through the end of the project in Fiscal Year 2028/2029. BBI will conduct a mixed methods qualitative evaluation of the processes and outcomes associated with testing and implementation of the PADs web-based platform. Our methods will include literature review, document review, meeting and training session attendance and observation, individual semi-structured interviews, and focus groups. The evaluation team may consider implementing a survey if it yields relevant data that is not obtainable through other methods. The project will culminate in publications and presentations that will be developed during the last year of the project. BBI will participate as observers in meetings and PADs training sessions to establish baseline knowledge of the process and intended outcomes of implementing the web-based platform in each county. BBI will supplement observational data with document review to develop a regulatory and legislative context for PADs and its web-based platform specific to each county. BBI will also identify and recruit peers, county PADs project managers, community agency stakeholder staff, and legislative representatives for participation in individual interviews and focus groups. Data synthesis and a Final Evaluation Report, including individual summary county narratives, will be developed and submitted by Fiscal Year 2028/2029 of the project. Goals: The goal of the BBI evaluation is to evaluate the effects of implementing, accessing, and using the web-based PADs in each Phase 2 county at the individual, services, and systems levels. II. PADs Phase 2 Process and Outcome Evaluation: Methods and Goals 24 I a) Evaluate the individual and service levels effects associated with testing and demonstrating the effectiveness of the PADs web-based platforms among peers and community stakeholders in Phase 2 counties by answering the following questions: (1) In the opinion of PADs county managers, did Phase 2 counties achieve the outcomes they specified in their work plans to test and implement the PADs web- based platform with their priority peer populations and community-based stakeholders? (2) In the opinion of mental health legislative advocates, did PADs and its web-based platform address the county’s goals for mental health treatment and recovery and for reducing the frequency of involuntary hospitalizations? (3) In the opinion of peers, did accessing and using the PADs web-based platform positively affect their lives over the three-year evaluation period? a. Did they experience increased feelings of empowerment, self- direction, and hope for the future by creating a web-based PAD? b. Did they have better experiences with law enforcement, first responders, hospitals, and others when their web-based PAD was accessed and used when they were in crisis? c. Did using a web-based PAD decrease the length of time when they were in crises and could not make their own decisions? d. Did the use of a web-based PAD decrease the frequency of involuntary psychiatric commitments? e. Did they feel that having a web-based PAD improved the quality of crisis response services they receive from their mental health, homelessness, criminal justice, and other agencies who work with them? f. Was their crisis support system, including peers, family members, and stakeholder agency staff, strengthened by their use of a web-based PAD? (4) In the opinion of community agency stakeholders, how did access and use of the PADs web-based platform positively affect how law enforcement, first responders, hospitals, and others serve peers when they are in crises over the three-year evaluation period? a. Did orientation and training on PADs and its web-based platform improve their understanding, acceptance, and capacity to access and use web-based PADs on behalf of peers when they are in crisis situations? b. Did they feel that accessing and using a peer’s web-based platform improved their de-escalation, treatment, and support experiences when peers are in crisis situations? 25 c. Was the PADs web-based platform sufficiently customized to address the capacity and technology infrastructure of law enforcement, first responders, medical and mental health care providers, and other stakeholders including Care Courts in accessing and using a peer’s PAD? d. Did the PADs web-based platform affect the ways that Care Courts, law enforcement, first responders, medical and mental health care providers, and other stakeholders interact with and support peers in mental health crisis situations? e. Was access and use of the PADs web-based platform integrated into the services that mental health agencies, including Full Services Partnerships, and community stakeholders provide to peers in crisis situations? f. Were there indicators that access, and use of the PADs web-based platform could be sustainable and under what conditions? I b) Evaluate the systems-level effects associated with testing and implementing the PADs web-based platforms among peers and community stakeholders by answering the following questions: 1) Were Phase 2 counties successful in aligning services, partnerships, funding, and systems in testing and demonstrating the effectiveness of the PADs web-based platform, including its acceptance and use by Care Courts? 2) Did the knowledge and experiences of implementing the PADs web-based platform in Phase 1 counties inform and improve the design, marketing, and use of the PADs web-based platform among Phase 2 counties? 3) Were precepts of peer inclusion and methods of incorporating peer perspectives established during Phase 1 relevant and effective in accessing and using the PADs web-based platform by Phase 2 counties’ priority populations? 4) Were Phase 2 counties able to establish a process and plan for sustaining and replicating the access and use of the PADs web-based platform by their priority populations, and community stakeholders? BBI project leadership will work in collaboration with the PADs Project Director, each county’s PADs project managers, and project sub-contractors including Chorus, Idea, Painted Brain, Rand, and others to be determined to conduct a longitudinal evaluation of the PADs web- based platform in each Phase 2 county, as below. Task Methods Timetable for Implementation III Workplan 26 Evaluate the individual, services, and systems level factors affecting implementation of web-based Review implemented during Phase 1. Implementation: months of project start through FY 2027/2028. administrative, demographic, geographic and other factors specific to Phase 2 counties facilitate or challenge testing and implementing the PADs web-based platform, Attend and observe face-face and/or virtual meetings, workgroups and training sessions among project partners.. Implement of project start through FY 2027/2028. and partnerships facilitate or challenge testing and implementing the PADs web- based platform, including and/or virtual meetings, workgroups and training sessions among project partners. Implement of project start through FY 2027/2028. outcomes of testing and implementing the PADs web- based platform within Phase 2 counties, concurrent with their implementation of Care first round individual virtual and/or in- person interviews with Phase 2 County Managers and designated legislative partners. Implement of project start through FY 2026/2027. and outcomes of testing and implementing the PADs web- based platform among County-identified stakeholders, including within Care Courts. first round individual virtual and/or in- person interviews with County-identified stakeholders, including Care Court staff, Full Service Partnership, law enforcement, hospitals, criminal justice and other agencies serving County-designated priority Implement: of project start through FY 2026/2027. outcomes of testing and implementing the PADs web- based platform among peers designated as priority populations by PADs Phase 2 counties. first round individual virtual and/or in- person interviews and focus groups with peers designated as priority populations by PADs Phse 2 counties, including those who are seen Implement: of project start through FY 2026/2027. 27 Evaluate the evolution of knowledge and use of the PADs web-based platform by County managers, peers, community agency stakeholders and legislative second round interviews with County managers, peers, community agency stakeholders and legislative partners and re- engage first round peer Implement: of project start through FY 2027/2028. knowledge and use of the PADs web-based platform by County managers, peers, community agency stakeholders and legislative third round interviews with County managers, peers, community agency stakeholders and legislative partners and re- engage first round peer Implement: of project start through FY 2027/2028. evaluation data associated with implementing the PADs web-based platform at the individual, services and systems levels that is customized to each Phase 2 county’s experiences. reports are developed and delivered to each county. Includes a section: ‘Recommendations for Replicating and Sustaining the PADs Web – Based Platform within (County’s) Mental Health System of : Within 48 months of project start through FY 2027/2028. publications and presentations on the findings of the evaluation. summarizing the evaluation of the PADs project that could include publication in peer-reviewed journals, issues briefs and white papers, guides and toolkits, and for presentation at workshops Implement: of project start through FY 2028/2029. In support of BBI’s evaluation and research of the PADs Phase 2 Innovation Project, BBI requests a 5–year project budget, including staff allocation, travel, materials and supplies, and Syracuse University administration fees in the total project amount of $2,550,000. The anticipated budget apportioned by project years may be adjusted in each project year based upon the number of Phase 2 counties involved in the project and the scope and size of each county’s project. IV. Project Budget 28 Sustainability Initially, for the Phase One build, the project was thought to be ready as a standalone PAD platform for the entire state to utilize. Through the thoughtful and meticulous process, a new direction emerged for the testing of the platform for use, understanding, access, training, and evaluation. With up to fifteen counties participating in the Multi-County Phase Two project, outcomes will provide details encompassing a quarter of the state’s counties. Only through testing can we fully evaluate and improve the use and operability of the PADs platform. Additional needs for sustainability are related to legislation. With Phase One acquiring AB 2352, this first step will be carried into Phase Two to align PADs language throughout the statute and allow the use of PADs in a crisis and prior to an individual being determined, by a medical or psychiatric professional, to have lost capacity. Finally, the construction of Phase Two will give the state and legislators the information they need to carry the PADs platform forward to a statewide implementation. The Multi-County initiative will genuinely change the system of care for individuals facing a behavioral health crisis by training, testing, improving, and evolving. Communication As in Phase One, counties receive an annual write-up to add to their required MHSA reporting. In addition, the annual report and all project updates are posted on the public-facing website www.padsCA.org. This type of open communication will continue in Phase Two. References Concepts Forward Consulting. (2021). Psychiatric Advance Directives, Multi-County Collaborative. Retrieved from MHSOAC: https://mhsoac.ca.gov/sites/default/files/Multi%20County_INN_PADs_0.pdf SAMHSA. (2020, 10 1). SAMHSA- Newsroom. Retrieved from SAMHSA: https://www.samhsa.gov/newsroom/press-announcements/202010010505 Tinland, A. (2022, 6 6). JAMA Psychiatry. Retrieved from JAMA Network: https://jamanetwork.com/journals/jamapsychiatry/fullarticle/2793222 28 Budget Total cost of Phase Two: Direct Costs Proposal for up to 15 Counties- Budget may be adjusted for the number of total counties FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Totals Alpha/Omega-Translation Burton Blatt Institute- Evaluation $350,000.00 $600,000.00 $675,000.00 $700,000.00 $175,000.00 $2,500,000.00 Engagement $450,000.00 $450,000.00 $300,000.00 $200,000.00 $100,000.00 $1,500,000.00 Consulting-Project Director $550,000.00 $950,000.00 $950,000.00 $800,000.00 $450,000.00 $3,700,000.00 Marketing/Videos/Website $575,000.00 $500,000.00 $170,000.00 $90,000.00 $50,000.00 $1,385,000.00 Consultants $400,000.00 $550,000.00 $550,000.00 $250,000.00 $50,000.00 $1,800,000.00 $2,350,000.00 $3,125,000.00 $2,720,000.00 $2,055,000.00 $835,000.00 $11,085,000.00 only-platform & connections $1,000,000.00 $2,500,000.00 $2,000,000.00 $1,000,000.00 $500,000.00 $7,000,000.00 $3,350,000.00 $5,625,000.00 $4,720,000.00 $3,055,000.00 $1,335,000.00 $18,085,000.00 $502,500.00 $843,750.00 $708,000.00 $458,250.00 $200,250.00 $2,712,750.00 $3,852,500.00 $6,468,750.00 $5,428,000.00 $3,513,250.00 $1,535,250.00 $20,797,750.00 proposal 29 Appendices County-specific information (List of participating counties and their write-ups)The community planning process, BOS approval, population, and county-specific budget are included in their write-up. Contra Costa County County Contact and Specific Dates • Primary County Contact (Name, Email, Phone): o Jessica Hunt, jhunt@cchealth.org , 925 -500 -3929 • Date Proposal posted for 30-day Public Review: o February 28, 2025 • Date of Local MH Board hearing: o April 2025 TBD • Date of BOS approval or calendared date to appear before BOS: o May 20, 2025 Description of the Local Need Contra Costa is a large county (with 1.1 million residents) located in the San Francisco Bay Area’s East Bay Region. Contra Costa Behavioral Health Services (CCBHS), in partnership with consumers, families and community-based agencies, provides welcoming mental health and substance use services that promote wellness, recovery and resiliency while respecting the complexity and diversity of the people served. In recent years, CCBHS has expanded its mobile crisis response efforts, with countywide teams serving both youth and adults. Through a lengthy 2021 community planning process, a comprehensive crisis resource center, known as the Miles Hall Community Crisis Hub, is currently underway. This effort is based on the philosophy that appropriate crisis care should be available to Anyone – Anyplace – Anytime (A3). A coordinated Psychiatric Advanced Directive process will complement this effort and assist law enforcement and mobile crisis teams in responding to community members experiencing a mental health crisis. Having an accessible PAD in place can minimize the harm and trauma often associated with involuntary detainment during a psychiatric crisis. We believe this will empower individuals living with mental illness by promoting self- determination, as well as provide valuable information to providers and first responders. Currently, local use of PADs is not widespread, as there is limited collective understanding around access, utilization and storage. In partnership, with the Multi-County Psychiatric Advance Directive collaborative, we participated in the first phase of PADs design, use, and the creation of a web-based platform. By June 30, 2025, the Phase One digital build will be complete. This exciting endeavor now allows our community members to use and store their PADs in an easy to understand digital PAD. A document that can transition throughout their lifespan and move with them. CCBHS Office for Consumer Empowerment (OCE), staffed by individuals with lived experience (peers) and the Consolidated Planning and Advisory Workgroup (local MHSA advisory body) have helped identify the coordinated use of PADs as a priority in Contra Costa. The OCE has been instrumental in the creation and beta testing of the digital PAD build. Description of the Response to the Local Need The next phase will allow for the in person training and technical assistance for first responders, hospital emergency room staff, courts, peers, and community members in the use and access of the PAD. What happens to a PAD after it is completed has remained the main reason PADs have been underutilized. Phase two will allow for the understanding of how to easily fill out a PAD and with the individual’s consent allow for access to assist in the de-escalation of a behavioral health crisis, thus reducing the recidivism of unnecessary hospitalization or incarceration and allows to provide individualized care based on the knowledge of the individual’s identified preferences within the PAD. • Promote individual choice during a crisis; actively engage individuals in their treatment and recovery • Build community capacity among law enforcement, peers, the court system, mental health care providers and others to ensure consumer choice and collaborative decision-making. • Provide opportunities for community collaboration and involvement of peers as stakeholders • Offer local providers and first responders additional tools to mitigate the trauma that can result from involuntary detainment 30 • Provide training and understanding of a digital PAD to reduce recidivism and rates of re-hospitalization and incarceration • Provide understanding of the advantages of a digital PAD that is easy to fill out and to provide a legal voice for an individual’s preferences in a behavioral health crisis. Description of the Local Community Planning Process The County has been an active participant in the Phase One “build” since joining the PADs project in July 2022. Throughout this period, community interest in the project has remained strong, with broad support for the continued development and implementation of the digital platform for creating and storing individual PADs. To ensure ongoing engagement, PADs has been discussed extensively across multiple public meetings and stakeholder forums. The MHSA Advisory Council reviewed the project on September 1, 2022; January 5, 2023; April 6, 2023; June 1, 2023; February 13, 2024; June 6, 2024; and August 1, 2024. Additional discussions took place at the Mental Health Commission meetings in April 2022 and July 2023, the Quality of Care meeting in June 2023, and the Social Inclusion meeting in August 2024. The project was also featured in Innovation and Systems of Care meetings on July 25, 2022; October 24, 2022; January 20, 2023; April 24, 2023; October 23, 2023; January 22, 2024; and April 22, 2024, as well as the MHSA Advisory Council Steering Committee meetings on March 15, 2023, and January 18, 2024. Further engagement occurred through MHSA Community Program Planning Process meetings and community forums, including a County Town Hall on October 26, 2022, a community forum on March 4, 2022, and a presentation on November 31, 2022. To support local implementation, the County’s OCE team participated in a multi-day PADs facilitator training provided by Painted Brain, equipping peers with the knowledge to explain PADs and improve digital literacy within the community. Most recently, a public community forum was held on August 1, 2024, led by Concepts Forward Consulting, the overall Project Director. The forum provided an overview of Phase One’s progress and details on Phase Two. Approximately 26 community members registered for the virtual session, and feedback from attendees was overwhelmingly positive, reinforcing strong stakeholder and community support for the project. Through this extensive engagement process, the PADs initiative has been shaped by community input and stakeholder collaboration, ensuring its continued alignment with the needs and priorities of those it serves. Improved Access to Care Improving access to behavioral health services remains a key priority across CCBHS. Community members encounter logistical, financial, and systemic barriers that limit their ability to connect with the care they need. Enhancing access to appropriate services will strengthen engagement and improve outcomes for residents. Further development of the PADs tool expanded training for relevant individuals, and increased completion of PADs will help streamline and support access to care—whether self-directed or facilitated through a partnering agency utilizing the resources outlined in the PAD. The PAD also fits seamlessly into all aspects of the behavioral health continuum of care, CCBHS plans to incorporate PADs within the following categories of need: • Assisted Outpatient Treatment (AOT), • Full-Service Partnership (FSP), • Housing insecure, • Individuals who visit Wellness Centers, • Crisis Residential Programs, • Follow-up after hospitalization (either in-patient or emergency department), • Non-minor dependents, college students, or transitional-aged youth (TAY), including college students and early psychosis intervention, and • CARE Courts, SB 43, Prop 1, and 31 • Mobile Crisis Budget Narrative for County Specific Needs: Total proposed budget for this four-year Innovation project is $1,000,000. A detailed breakdown of the budget by fiscal year is provided in the grid below. Budget sheets were taken from Innovations Template. Expenditures are categorized and described in detail below: Contra Costa Direct Personnel Costs The Personnel Costs for staff participating in this project are excluded from MHSA Innovation Funds and salaries and benefits covered by other cost centers within Behavioral Health. Contractor Costs Direct Costs • Contractors include: Concepts Forward Consulting (Project Director), Painted Brain (peer training and engagement), Idea Engineering (marketing, training videos), Chorus (Platform refinement, PADs storage), Burton Blatt Institute (Evaluation), Alpha Omega (translation services), Indirect Costs • Includes administrative costs estimated at 15% Budget by Fiscal Year and Specific Budget Category for County Specific Needs BUDGET BY FISCAL YEAR AND SPECIFIC BUDGET CATEGORY* EXPENDITURES PERSONNEL COSTS (salaries, wages, benefits) FY 25/26 FY 26/27 FY 27/28 FY 28/29 TOTAL 1. Salaries – County staff 408,250 428,663 450,097 472,602 $1,759,612 2. Direct Costs 81,650 85,733 90,020 94,521 $351,924 3. Indirect Costs 20,065 21,069 22,123 23,230 $86,487 4. Total Personnel Costs 101,715 106,802 112,143 117,751 $438,411 OPERATING COSTS* -- N/A 5. Direct Costs 6. Indirect Costs 7. Total Operating Costs $ 0 32 NON-RECURRING COSTS (equipment, technology) – N/A 8. 9. 10. Total non-recurring costs $ 0 CONSULTANT COSTS / CONTRACTS 11. Direct Costs – TA, coordination, training, facilitation 212,500 212,500 212,500 212,500 $850,000 12. Indirect Costs – Administration 15% 37,500 37,500 37,500 37,500 $150,000 13. Total Consultant Costs 250,000 250,000 250,000 250,000 $1,000,000 OTHER EXPENDITURES (please explain in budget narrative) – N/A 14. 15. 16. Total Other Expenditures $ 0 BUDGET TOTALS Personnel (total of line 1) $438,411 Direct Costs (add lines 2, 5, and 11 from above) $850,000 Indirect Costs (add lines 3, 6, and 12 from above) $150,000 Non-recurring costs (total of line 10) $0 Other Expenditures (total of line 16) $0 TOTAL INNOVATION BUDGET $1,438,411 33 Total Budget Context – Expenditures by Funding Source and Fiscal Year (FY): BUDGET CONTEXT – EXPENDITURES BY FUNDING SOURCE AND FISCAL YEAR (FY) TOTALS: C. Estimated TOTAL mental health expenditures (this sum to total funding requested) for the entire duration of this INN Project by FY & the following funding sources: FY 25/26 FY 26/27 FY 27/28 FY 28/29 TOTAL 1. Innovative MHSA Funds* $1,438,411 2. Federal Financial Participation $ 3. 1991 Realignment $ 4. Behavioral Health Subaccount $ 5. Other funding** $ 6. Total Proposed Expenditures $1,438,411 * INN MHSA funds reflected in total of line C1 should equal the INN amount County is requesting ** If “other funding” is included, please explain within budget narrative. 34 Abstract: The PIVOT Innovation Project reimagines behavioral health in Contra Costa County by enhancing care coordination, expanding evidence-based practices, strengthening the workforce, integrating technology, and improving housing solutions. Aligned with CalAIM, BH-CONNECT, and the Behavioral Health Services Act, this initiative streamlines services and ensures seamless transitions. PIVOT builds a more connected, effective, and inclusive system for the future. Abstract: The PIVOT Innovation Project reimagines behavioral health in Contra Costa County by enhancing care coordination, expanding evidence-based practices, strengthening the workforce, integrating technology, and improving housing solutions. Aligned with CalAIM, BH-CONNECT, and the Behavioral Health Services Act, this initiative streamlines services and ensures seamless transitions. PIVOT builds a more Program Improvements for Valued Outpatient Treatment (PIVOT) Innovation Project Contra Costa Behavioral Health Services 2025 Program Improvements for Valued Outpatient Treatment (PIVOT) Innovation Project Contra Costa Behavioral Health Services 2025 Program Improvements for Valued Outpatient Treatment (PIVOT) Innovation Project Contra Costa Behavioral Health Services 2025 Attachment 2 1 | P a g e Table of Contents Complete Application Checklist ................................................................................................................ 2 County Information .................................................................................................................................... 2 Background and Purpose .......................................................................................................................... 3 Innovation Project Defined ....................................................................................................................... 5 Innovation Regulations Requirements and Categories ......................................................................... 5 Project Overview ........................................................................................................................................ 6 Primary Problem ......................................................................................................................................... 6 Pruposed Project ........................................................................................................................... 10 Research on Innovation Component ............................................................................................ 20 Learning Goals and Project Aims .................................................................................................. 23 Evaluation for Reboot of Full-Service Partnerships ...................................................................... 24 Evaluation for Housing Inerventions (HI) which Promote Unity and Coordinate Care................. 24 Evaluation for Streamlined Capacity to Serve Diverse Communities ........................................... 24 Evaluation for Workforce Development ....................................................................................... 24 Evaluation for Integration of Evidence Based Practices (EBPs) ..................................................... 25 Evaluation for Enhancement for Technological Needs and Coordination of Care ........................ 25 Additional Information for Regulatory Requirements .................................................................. 25 Contracting .................................................................................................................................... 25 Community Program Planning ...................................................................................................... 25 MHSA General Standards .............................................................................................................. 27 Cultural Competence and Stakeholder Involvement in Evaluation .............................................. 27 Innovation Project Sustainability, Proposition 1 Alignment, and Continuity of Care ................... 27 Communication and Dissemination Plan ...................................................................................... 29 Timeline......................................................................................................................................... 29 Innovation Project Budget and Source of Expenditures ............................................................... 30 Budget Narrative ........................................................................................................................... 30 Budget by Fiscal Year ..................................................................................................................... 32 Budget Context ............................................................................................................................. 33 2 | P a g e COMPLETE APPLICATION CHECKLIST Innovation (INN) Project Application Packets submitted for approval by the MHSOAC should include the following prior to being scheduled before the Commission: ☐ Final INN Project Plan with any relevant supplemental documents and examples: program flow -chart or logic model. Budget should be consistent with what has (or will be) presented to Board of Supervisors. ☒ Local B ehavioral Health Board approval Approval Date: 5/21/2025 ☐ Completed 30 -day public comment period Comment Period: 3/20/2025 – 4/20/2025 ☒ BOS approval date : Approval Date: 6/24/2025 If County has not presented before BOS, please indicate date when presentation to BOS will be scheduled: ____________________ Note: For those Counties that require INN approval from MHSOAC prior to their county’s BOS approval, the MHSOAC may issue contingency approvals for INN projects pending BOS approval on a case -by -case basis. Desired Presentation Date for Commission: ________________________ Note: Date requested above is not guaranteed until MHSOAC staff verifies all requirements have been met. County Information County Name: Contra Costa County Date submitted: TBD Project Title: Program Improvements for Valued Outpatient Treatment (PIVOT) Innovation Project Total amount requested: $8,885,824 Duration of project: 7/1/2025 through 6/30/2029 3 | P a g e Background and Purpose In March 2024, California voters approved Proposition 1, which introduces significant changes to the Mental Health Services Act (MHSA) and transforms it to the Behavioral Health Services Act (BHSA). Under the BHSA, there are significant adjustments to the funding allocations and regulatory requirements. The BHSA restructures the five historical MHSA components of Community Services and Supports, Prevention and Early Intervention, Workforce Education and Training, Capital Facilities and Technological Needs, and Innovation into three components. Those three components are: • Full-Service Partnership (FSP) Programs with 35% of funds aimed at providing comprehensive care for individuals with the most complex needs • Housing Interventions (HI) with 30% of funds designated for rental subsidies, operational support, shared housing, family housing for youth, and covering non-federal portions of transitional rental assistance • Behavioral Health Services and Supports (BHSS) with 35% of funds, focused on general behavioral health programs The BHSA shift also reduces the amount of funding allocated to each county, whereas previously 5% of funds were reserved for State-level administrative initiatives, under new BHSA requirements a total of 10% is reserved for State-level administrative initiatives. These initiatives include Population-based prevention (4%), Workforce infrastructure (3%), and Statewide oversight and monitoring (3%). This shift reduces the amount allocated to counties, as well as the number of components and funding allocations (see Figure 1). Figure 1. Restructuring of MHSA to BHSA Each component also holds specific requirements. HI requires that at least half of HI funds be directed to support housing interventions for the chronically homeless, and up to 25% may be used for capital development. FSP requires funding to support intensive community-based care 4 | P a g e for people with complex behavioral health needs; and also expands services to include treatment for Substance Use Disorder (SUD). The regulations also require services be provided through Assertive Community Treatment (ACT), Forensic Assertive Community Treatment (FACT), High Fidelity Wraparound, Intensive Case Management (ICM), and Individual Placement and Support (IPS) models. Under BHSS, there is a requirement to fund Early Intervention (EI). At least 51% of the BHSS funds must be directed to EI programs to address early signs of mental illness and also under new BHSA regulations expand EI services to include early intervention for SUD. Of the 51% of funds allocated to EI, at least 51% must be directed to children and youth under the age of 25. The remaining 49% of funds under BHSS may be used for Children’s, Adult and Older Adult Systems of Care, Outreach and Engagement, Workforce Education and Training (WET), and Capital Facilities and Technological Needs (CFTN). Counties retain flexibility, allowing up to 7% of funds to be shifted between categories, enabling a maximum of 14% to be added to any single category. However, although previously under MHSA there were funding requirements; there was still much more flexibility to allocate services based on system needs and community feedback. Under new BHSA regulatory requirements, there is much more structured and regulatory requirements both in funding allocations and programming. The BHSA expands its focus to include individuals with substance use disorders and prioritizes those at risk of or experiencing homelessness, justice involvement, child welfare system involvement, or institutionalization/conservatorship . Other requirements will mandate that Contra Costa Behavioral Health Services (CCBHS) achieve full administrative integration of Mental Health and Alcohol and Other Drug Services. The anticipated year for Costa Behavioral Health Services (CCBHS)to achieve full administrative integration of is by 2029. Given the transformative nature of many behavioral health initiatives under the larger Behavioral Health Transformation1 effort which includes Proposition 1 or BHSA2, California Advancing and Innovating Medi-Cal (CalAIM3), and Behavioral Health Community-Based Organized Networks of Equitable Care and Treatment (BH-CONNECT4), CCBHS requires additional support to design, plan, implement, and evaluate ongoing changes. The scope of the changes is far reaching and will have enormous impacts on the overall system. These major transformational changes impacting the way services are reimbursed; new funding priorities are mandated by the Department of Health Care Services (DHCS) and require new metrics for evaluation through National Committee for Quality Assurance (NCQA) accreditation; which is a new External Quality Review (EQR) organization. These initiatives also require CCBHS to work much more closely with the managed care plans and local health jurisdictions for coordinated behavioral health services. In Contra Costa County, this includes Contra Costa Public Health and the Contra Costa Health Plan. Funding 1 Department of Health Care Services (DHCS) - Behavioral Health Transformation. https://www.dhcs.ca.gov/BHT/Pages/home.aspx 2 Governor Newsom’s Transformation Of Mental Health Services. https://www.gov.ca.gov/wp- content/uploads/2023/09/FACT-SHEET-Transforming-Mental-Health-Services.pdf 3 Department of Health Care Services (DHCS) - CalAIM Behavioral Health Initiative. https://www.dhcs.ca.gov/Pages/BH-CalAIM-Webpage.aspx 4 Department of Health Care Services (DHCS) - Behavioral Health Community-Based Organized Networks of Equitable Care and Treatment (BH-CONNECT) Initiative. https://www.dhcs.ca.gov/CalAIM/Pages/BH-CONNECT.aspx 5 | P a g e priorities and scope of services will transform the MHSA drastically starting on July 1, 2026. Therefore, CCBHS is proposing to launch the Program Improvements for Valued Outpatient Treatment (PIVOT) Innovation Project. Innovation Project Defined As stated in California Code of Regulations, Title 9, Section 3200.184, an Innovation project is defined as a project that “the County designs and implements for a defined time period and evaluates to develop new best practices in mental health services an d supports”. As such, an Innovation project should provide new knowledge to inform current and future mental health practices and approaches, and not merely replicate the practices/approaches of another community. The PIVOT Innovation Project will allocate up to an estimated $8.9 million in time- limited funding (up to five years) to support various areas needed to implement BHSA. CCBHS intends to start PIVOT activities during Fiscal Year (FY) 2025 – 2026, once approved by the BHSOAC, and received local approval by the Contra Costa Board of Supervisors. CCBHS anticipates the PIVOT Innovation Project to run through until June 30, 2029, to coordinate transition under the Behavioral Health Transformation requirements. This proposed Innovation project is requested to augment existing infrastructure support for CCBHS to successfully plan, implement, and coordinate evaluation for the Behavioral Health Transformation. The project will focus on: 1. Streamlining capacity for specialty mental health services with focus on supporting services to diverse communities and implementing Community Defined Evidence Practices or CDEPs 2. Supporting a reboot of Full-Service Partnership (FSP) programs 3. Implementing structural processes needed for Housing and CCBHS regulatory needs 4. Integration of BH-CONNECT and required Evidence Based Practices (EBPs) 5. Evaluation and support for Workforce Education and Training (WET) programming 6. Enhancement of Technological Needs (TN) and coordination of care 7. Evaluation, initiative alignment and expansion of services and requirements necessary under BHSA The PIVOT Innovation Project will allow CCBHS to utilize innovation dollars to evaluate and identify successful strategies needed to prepare for the transition to BHSA, as well as share lessons learned. There are other counties which are also participating in the PIVOT Innovation Project to strengthen integration both administratively and in delivery of services, as necessary to meet compliance with regulatory updates under Behavioral Health Transformation. Per BHSA regulations, approved innovation projects can continue on after July 1, 2026, as long as approval has been received from the Behavioral Health Services Oversight and Accountability Commission (BHSOAC) and implementation has started prior to June 30, 2026. 1. Innovation Regulations Requirement Categories An Innovative Project must be defined by one of the following general criteria. The proposed project: 6 | P a g e ☐ Introduces a new practice or approach to the overall mental health system, including, but not limited to, prevention and early intervention ☒ Makes a change to an existing practice in the field of mental health, including but not limited to, application to a different population ☐ Applies a promising community driven practice or approach that has been successful in a non-mental health context or setting to the mental health system ☒ Supports participation in a housing program designed to stabilize a person’s living situation while also providing supportive services onsite An Innovative Project must have a primary purpose that is developed and evaluated in relation to the chosen general requirement. The proposed project: ☒ Increases access to mental health services to underserved groups ☒ Increases the quality of mental health services, including measured outcomes ☒ Promotes interagency and community collaboration related to Mental Health Services or supports or outcomes ☒ Increases access to mental health services, including but not limited to, services provided through permanent supportive housing 2. Project Overview Primary Problem After review of currently known BHSA regulatory requirements and changes to funding structure, it is evident that CCBHS must re-organize and focus concurrently on multiple efforts to meet new requirements and implementation dates. Aside from the BHSA allocating less funding to counties across the board, there are also several new requirements where it is necessary to modify current programming and prepare for expansion of services to support Substance Use Disorder (SUD) treatment. BHSA will also impact workflow and require training on billing, reporting, defining new outcome measurements, and overall changes in delivery of services. Detailed changes have been identified further in the following areas: Full-Service Partnerships (FSP) Under WIC Section 5887, FSP programming updates will require mental health services, supportive services, Substance Use Disorder (SUD) services, assertive field-based initiation for SUD treatment, outpatient behavioral health services for evaluation and stabilization, ongoing engagement services, service planning for housing interventions, and Assertive Community Treatment (ACT) and Forensic Assertive Community Treatment (FACT) services to fidelity. This will require significant evaluation to existing FSP programming to better understand if current services will need to be revamped. Additionally, with the expansion for SUD treatment services, FSP programming will need to build further infrastructure to meet these obligations. Other requirements under the FSP component mandate Intensive Case Management (ICM), High- Fidelity Wraparound (HFW), and Individual Placement and Support (IPS) Model of Supported Employment. ICM service expansion is focused on the goal of better supporting client functioning, employment, housing outcomes, and reduce length of hospital stays. HFW will focus on team- based and family-centered evidence-based practices as an approach to care for children/youth 7 | P a g e living with the most intensive mental health or behavioral challenges as an alternative to out-of- home placement for those with complex needs. The focus of IPS will be to assist clients to find and maintain employment. Housing Interventions (HI) 30% of funds will now be allocated to HI. HI regulations requires that 50% of funds must be used for persons who are chronically homeless, homeless or at risk of homelessness. Additionally, up to 25% of the HI funds may be used for capital development projects. HI funding may be used for rental subsidies, operating subsidies, shared housing (including recovery housing), family housing, non-federal share for transitional rent, other housing supports, as defined by DHCS, including the community supports, capital development projects, and project-based housing assistance, including master leasing. Additionally, the target populations under HI are defined below: Eligible children and youth who meet one of the following conditions: • Are chronically homeless or experiencing homelessness or are at risk of homelessness • Are in, or at risk of being in, the juvenile justice system • Are reentering the community from a youth correctional facility • Are in the child welfare system pursuant to Section 300, 601, or 602 • Are at risk of institutionalization Eligible adults and older adults who meet one of the following conditions: • Are chronically homeless or experiencing homelessness or are at risk of homelessness • Are in, or are at risk of being in, the justice system • Are reentering the community from prison or jail • Are at risk of conservatorship pursuant to Chapter 3 (commencing with Section 5350) of Part 1 of Division 5 • Are at risk of institutionalization Behavioral Health Services and Supports (BHSS) Under MHSA, 20% of funds were directed to the Prevention and Early Intervention (PEI) component, however under BHSA, Prevention is moved to State-level initiatives, and 17.85% of funds remain for Early Intervention (EI). EI funding must be prioritized for services for youth and young adults which have a primary focus on childhood trauma, addressing root causes of Adverse Childhood Experiences (ACEs) or other social determinants of health that contribute to early origins of Mental Health (MH) and expand these services to include EI services for SUD. Additionally under WIC Section 5840(d), EI programs must focus on reducing likelihood of certain adverse outcomes specific to early childhood (ages 0-5), children from ages between Transitional Kindergarten (TK) through 12th grade, as well as young adults in higher education with programming goals focused on EI for the following: • Suicide and self-harm • Incarceration • School suspension, expulsion, referral to an alternative or community school, or failure to complete 8 | P a g e • Unemployment • Prolonged suffering • Homelessness • Overdose • Removal of children from homes • Mental illness in children and youth from social, emotional, developmental, and behavioral needs in early childhood Under MHSA requirements, CCBHS contractors currently under the component of PEI were not required to provide the types of services outlined under EI and did not contain services for SUD. New requirements will oblige CCBHS to release RFPs that comply with the defined programming. Additionally, a momentous change is the expansion of services to include early intervention for SUD; as well as several other types of services such as: • Scaling of and referral to Early Psychosis Intervention (EPI) Plus Programs • Scaling of and referral to Coordinated Specialty Care • Scaling of and referral to other similar Evidence Based Practices (EBPs) and Community Defined Evidence Based Practices (CDEPs) for early psychosis, mood disorder detection and intervention programs • Services and activities with a primary focus on screening, assessment, and referral • Telephone help lines • Mobile response services The bulk of these services delineated under EI will require services which meet Medi-Cal billable criteria. This significantly impacts most programs currently in the category of PEI as many do not currently offer these types of services. This will require significant staff support both from CCBHS and contractors to ensure services are structured under new programming mandates. The remaining 17.15% of funds under the BHSS component may be utilized under the new categories of Children’s, Adult, and Older Adult Systems of Care, Outreach and Engagement, but also are inclusive of Workforce Education and Training (WET) and Capital Facilities/Technological Needs (CFTN) which previously were their own component under the MHSA. The updated funding requirements and modification of programming under the BHSS component will have a substantial impact on utilization of services, processes, and evaluation of outcomes. Coordination and Technological Needs There will be a significant need, based off of the changes from MHSA to BHSA to coordinate care, especially with the expansion for SUD treatment services. Furthermore, there will be a need to re-evaluate and learn new processes, and reporting requirements while working to coordinate services, housing, and additional EBPs and CDEPs into the system of care. This influx will require additional staff capacity to support this coordination to identify the appropriate services needed for clients. Additionally, coordination and integration of systems that supp ort the needs of both providers of mental health and substance use treatment services is part of the goal in integration. 9 | P a g e Behavioral Health Community-Based Organized Networks of Equitable Care and Treatment (BH- CONNECT) There will be requirements that must also be implemented through BH-CONNECT which overlap with the BHSA transition and delivery of services. This includes utilization review processes involving pre-discharge coordination and follow-up requirements for clients, Early and Periodic Screening, Diagnostic and Treatment (EPSDT) for children and youth, Multi-Systemic Therapy (MST), Functional Family Therapy (FFT), Parent-Child Interaction Therapy (PCIT), Initial Child Welfare/Specialty Mental Health Assessments, and the alignment of Child and Adolescent Needs and Strengths (CANS) tools; amongst other system requirements. Evidence Based Practices (EBPs) and Community-Defined Evidence Practices (CDEPs) As part of new requirements, both under transition to BHSA and BH-CONNECT, there will be a requisite to provide additional EBPS and CDEPs. DHCS will develop a biennial non-exhaustive list that will also now be required as part of service delivery. This will require that CCBHS implement new or expand on existing training that aligns with the EBP and CDEP identified. DHCS has indicated the list will be a reference tool for counties to determine which best are suited for implementation and needs. Under WIC Section 5840 (c)(5), DHCS may require counties to implement particular EBPs and CDEPs if they are demonstrating gaps in services or struggling to meet performance measures. Administrative Needs There will be a significant increase for administrative support, to uplift and meet all regulatory requirements under BHSA. Under MHSA, only a Three-Year Plan which included description of only County funded MHSA programs and expenditures was necessary. However, under BHSA the reporting mandates are expanded. Counties must now complete an Integrated Plan (IP) to be completed every three years, along with annual updates. The IP requires that counties report out on all local, state, and federal programming, funding and related outcomes connected to the public behavioral health system. Additionally, counties are to submit the report via an electronic reporting portal to DHCS. It is estimated that MHSA funds in Contra Costa represent about 25% of the behavioral health budget, therefore this new requirement is anticipated to require reporting and program description, expenditures, and outcomes from any funding source used in the public behavioral health system. There are also significant changes to the Community Program Planning Process (CPPP). Counties are to demonstrate meaningful stakeholder involvement for both mental health and SUD policy, program planning, implementation, evaluation, workforce efforts, quality improvement, health equity, and budget allocations. Under WIC 5963.03, the stakeholder list of individuals that must be involved in the CPP expands from usual stakeholder involvement of peers, consumers, families, and providers, to add requirements around more formalized engagement of individuals or agencies also representing: • Youths or youth mental health or substance use disorder organizations • Public safety partners, including county juvenile justice agencies • Higher education partners • Early childhood organizations 10 | P a g e • Local public health jurisdictions • County social services and child welfare agencies • Labor representative organizations • Health care organizations, including hospitals • Health care service plans, including Medi-Cal managed care plans as defined in subdivision (j) of Section 14184.101 • Disability insurers • Tribal and Indian Health Program designees established for Medi-Cal Tribal consultation purposes • The five most populous cities in counties which have a population greater than 200,000 • Local agencies on aging • Independent living centers • Continuum of care, including representatives from the homeless service provider community • Regional centers • Emergency medical services • Community-based organizations serving culturally and linguistically diverse constituents • Individuals representing viewpoints of victims of domestic violence and sexual abuse • People with lived experience of homelessness • Health Plans and Housing Services This creates a much more robust list of stakeholders and efforts needed to engage such individuals or agencies; further requiring staff support to support this process. Evaluation, Initiative Alignment and Regulatory Requirements Under BHSA Subsequently, all previously listed impacts and requirements under the IP, as well as changes in coordination of care will require CCBHS to develop tailored framework for evaluation and assessment for items such as: • Client outcomes and service utilization • Effectiveness of administrative process changes • Workforce development impact and strategies • Housing and/or service access improvements • Alignment of BHSA funding priorities and regulatory requirements • Behavioral Health Transformation and integration goals • Community collaboration • A continued focus on wellness, recovery, and resilience while working to prioritize needs of clients, consumers and peers Proposed Project The proposed PIVOT Innovation Project will allow CCBHS to utilize identified strategies to reduce the impacts of the adaptation of the BHSA into public behavioral health system. Reboot of Full-Service Partnership (FSP) Programs CCBHS has the following FSP programs: three FSP programs for children, two FSP programs for transition age youth, and five FSP programs for adults providing services as such: 11 | P a g e • Children’s FSP: Provides clients with personal service coordinators, multi-dimensional family therapy for co-occurring disorders, and services provided by county-operated children’s clinic staff • Transition Age Youth (TAY) FSP: Supports youth who experience challenges such as homelessness, substance abuse, trauma, school failure, multiple foster care placements, and juvenile justice involvement with targeted services to address their specific challenges • Adult and Older Adult FSP: Provides comprehensive support to adults (18+) with who are uninsured or receive Medi-Cal benefits and earn at or below 200% of the federal poverty level To meet FSP regulatory requirements and enhance FSP services, CCBHS must coordinate additional support for: • Mental Health Clinic Support • Assisted Outpatient Treatment • Wellness and Recovery Centers • Hope House – Crisis Residential Center • MHSA - Funded Housing Services CCBHS has provided FSP services through contracted provider agencies and County clinics. These programs are rooted in a “no-fail” philosophy, ensuring clients receive the support they need through 24/7 field-based wraparound care. Two of the children's FSP programs have specific focuses: one on Multidimensional Family Therapy (MDFT) and one on Multi -systemic Therapy (MST). Additionally, one TAY program and four adult programs focus on the adoption of Assertive Community Treatment (ACT). Meanwhile, one children's program, one TAY program, and one adult program do not have a specific focus but utilize various aspects of the full spectrum of community services to support their clients. FSP Preliminary Data Preliminary data suggest that the FSP model has been successful in Contra Costa and demonstrated reductions in homelessness, incarceration, and psychiatric emergency services (PES) visits. Data from FY 2021-2022 found: • 61.2% decrease in PES episodes • 69.9% decrease in inpatient psychiatric hospitalizations • 47.8% decrease in inpatient psychiatric hospitalization days • 19.7% decrease in productive meaningful activity (average hours per week), impacted by the COVID-19 pandemic • 55.5% decrease in the number of unhoused individuals However, it must be acknowledged that those analyses are based on a small sample, with no statistical significance testing performed. Overall, CCBHS lacks a robust data infrastructure for reliably tracking FSP client outcomes. CCBHS intends to build infrastructure through the Innovation project. 12 | P a g e The BHSA requirement for counties to allocate 35% of the total budget to FSP programs, has led CCBHS to evaluate its existing FSP services to ensure successful enhancement and expansion of FSPs under BHSA. CCBHS’s October through December 2024 evaluation identified the following areas targeted for improvement: • Enhancing fidelity in treating co-occurring disorders (inclusive of mental health and SUD services) • Expanding specialty staff within FSP teams • Strengthening collaboration with psychiatric hospitals • Improving interdisciplinary team coordination • Promoting retention of both clients and FSP staff To address these identified areas for improvement and need to comply with new requirements under BHSA, the Innovation project will be crucial to support the transformation of its FSPs. CCBHS plans to meet new BHSA mandates with modifications to its FSP programs which include: • Implementation of EBPs - Streamline adoption of Assertive Community Treatment (ACT), Forensic Assertive Community Treatment (FACT), Individual Placement and Support (IPS) model of supported employment, and high-fidelity wraparound care • Defined Levels of Care - Establish clear criteria for step-down services to ensure smooth client transitions • Comprehensive Outpatient Behavioral Health Services - Enhance evaluation and stabilization services • Sustained Client Engagement - Ensure ongoing participation in treatment and housing support • Integration of SUD Services - Embed SUD services within all FSP programs, including co- located services and dual certification for services under the Drug Medi-Cal Organized Delivery System (DMC-ODS) Infrastructure and Administrative Process Improvements To successfully transition and expand FSP programs, Contra Costa County must develop: • Local technical and data infrastructure • Align county data systems with state and federal standards • Implement real-time tracking tools for client care levels and transitions • Improve data security and quality • Update to administrative processes • Defined step-down criteria and workflows • Services which ensure continuity during client transitions • Training for providers on new FSP structures and performance-based contracting Transition to Performance-Based Contracting To prepare for the shift toward outcome-based reimbursement models, CCBHS will need to: • Develop infrastructure for value-based contracting • Provide technical assistance for data collection and exchange • Update criteria and establish new funding opportunities that align with service requirements 13 | P a g e • Establish contractor incentives for participation • Create systems to monitor program fidelity and performance • Design tools to track client and program outcomes • Work with contractors to coordinate reporting under new contracting requirements CCBHS will leverage insights from its FSP evaluation and multi-county initiatives to sustain a successful transition under BHSA. CCBHS recognizes the need for enhanced data infrastructure and administrative processes to support this transformation. The PIVOT Innovation Project will be critical to implementing these changes and ensuring the continued success of its FSP programs under the Behavioral Health Transformation and beyond. Integrate Evidence-Based Practices In pivoting from MHSA to BHSA, CCBHS will be transforming its systems to comply with new BH- Connect initiatives, some of which are in direct alignment with BHSA, and other elements, that are unique to BH-Connect. BH-Connect is designed to increase access and strengthen the continuum of community-based behavioral health services for Medi-Cal members living with significant behavioral health needs. The program is comprised of a 5-year Medicaid section 1115 demonstration, State Plan Amendments to expand coverage of EBPs available under Medi-Cal, and complementary guidance and policies to strengthen behavioral health services statewide. The objectives of BH-Connect are to: 1) Reduce reliance on facility-based care and strengthen community support, and 2) Bridge gaps to care for those with significant behavioral health needs These populations of focus include children and youth involved in child welfare; individuals and families experiencing or at risk of homelessness; and justice-involved individuals. A major initiative designed to expand the care continuum is the addition of EBPs under BH-Connect. The new EBPs include: Assertive Community Treatment (ACT) Intensive, team-based support for individuals with serious mental illness to promote community living and recovery. Forensic ACT (FACT) A specialized ACT model that supports individuals with mental illness who are involved in the criminal justice system. Coordinated Specialty Care (CSC) for First Episode Psychosis (FEP) Early intervention program designed to provide comprehensive, team-based care for individuals experiencing their first episode of psychosis. Individual Placement and Support (IPS) Supported Employment Model Evidence-based employment program that helps individuals with mental health conditions find and maintain competitive jobs. Enhanced Community Health Worker (CHW) Services Expanded CHW support to enhance outreach, engagement, and care coordination for individuals with complex behavioral health needs. 14 | P a g e Peers with Justice Involved Specialization Peer support specialists with lived experience in the justice system, providing mentorship and guidance for justice-involved individuals with mental health conditions. Clubhouse Services Community-based psychosocial rehabilitation programs that offer peer support, employment, education, and social opportunities for individuals with mental health conditions. The additional EBPs targeted for children and youth include; Parent-Child Interaction Therapy (PCIT), Multi-systemic Therapy (MST), and Functional Family Therapy (FFT). In addition, under BHSA and EPSDT, High Fidelity Wraparound will be required, serving as the children’s FSP under the former program. To assist counties with implementing these EBPs to fidelity, Centers of Excellence will provide training, technical assistance, and support to assist counties with gaining the skills and creating the infrastructure to implement these practices with fidelity. Achieving and maintaining compliance with BHSA and BH-Connect EBPs and beyond, will necessitate development of new processes, policies, procedures, trainings, and systems, which will require substantial staff time to develop, implement, and sustain. To ensure successful system transformation, this proposed Innovation project will be aimed to support significant system changes that will benefit clients who are most at risk for negative outcomes. For counties to successfully implement all BH-Connect components designed to support the most at-risk clients, and implement EBPs with fidelity, there will be a need to further support a robust workforce equipped to provide culturally and linguistically appropriate care. Approaches that will support current workforce shortages under BH-Connect entail a two-pronged approach which is both long-term and short-term investments designed to support identification, training, and retention of staff providing services across the continuum. A key focus is providing culturally and linguistically diverse care for various populations; engaging individuals with lived experience in the workforce; and addressing acute shortages in health professionals working with children and youth, and justice-involved individuals. Long-term investments will be structured to expand the pipeline of behavioral health staff to provide services to clients with significant behavioral health needs; specifically services to clients with co-occurring challenges both in mental health and SUD. Further efforts will be made to build upon investments in peer providers, community health workers, and SUD counselors. These investments may take form in loan repayment programs, or other types of financial incentive programs, expansion of behavioral health career pathway programs, residency or internship programs, or training and delivery of EBPs and CDEPs. Due to this changing landscape, CCBHS will revise its workforce initiatives established under MHSA, as needed to account for changes in funding allocation under BHSA, and State initiatives, as well as requirements under BH-Connect in order to successfully support implementation of the system transformation. Coordination of Care and Access for Specialty Mental Health Services CCBHS has long been committed to addressing the challenges in providing mental health treatment to traditionally underserved populations. CCBHS calculates the penetration rates for 15 | P a g e its client population on an annual basis. Penetration rates are calculated by dividing the number of unduplicated beneficiaries served by the total number of people eligible for Medi-Cal. Overall, CCBHS’s penetration rates have consistently been higher in comparison to other large counties and the state as a whole. However, there has been longstanding data showing gaps in services for some communities through a comparison of Medi-Cal beneficiary demographics and penetration rates. To address ongoing challenges in reaching its diverse communities, CCBHS must continue to make larger system changes to ensure the needs of these underserved populations living with serious behavioral health conditions are met. One area CCBHS would like to further assess as a potential implementation with BHSA is working to further build on the relationships between CBOs and the communities served by assessing and helping CBOs develop capacity to further serve individuals living with serious behavioral health challenges and identify the minimum capacity to become a Specialty Mental Health Services contracted provider. Component activities and objectives will include but not be limited to: • Assessing what it takes for a CBO to become a Medi-Cal/Drug Medi-Cal provider • Identifying the type of technical assistance needed to support this initiative • Determining if embedding culturally based approaches for specialty mental health services improve penetration rates and outcome • Identifying CDEPs that can generate revenue and be recognized by the State The activities in this component will draw upon recommendations and lessons learned from Solano County’s Interdisciplinary Collaboration and Cultural Transformation Model (ICCTM) INN Project. These include: • Staffing Considerations  A variety of staff may participate over the duration of the project  Contra Costa will call upon staff from its Quality Improvement/Quality Assurance unit to support activities related to Medi-Cal requirements  Involvement of the Ethnic Services Manager (ESM) or team member so that efforts correspond with other cultural competence efforts and can be communicated to relevant stakeholders • Budget and Financial Planning  Track staff costs over the course of the project to inform the cost analysis in the final evaluation  Contra Costa will help CBOs identify and track the costs for staffing, program costs and other expenses necessary for Medi-Cal certification • Community Partnerships & Engagement  Engaging community members who are cultural brokers and persons with lived experiences will be important for community outreach early in the project 16 | P a g e  Contra Costa will engage with community members to elicit their feedback and experiences when identifying successful CDEPs The ability to determine the necessary steps for CBOs to become specialty mental health providers will have lasting benefits to the public behavioral health system of care. It will improve access for Contra Costa County’s most underserved populations and help close the gap in penetration rates. It will also help identify CDEPs that can generate revenue for the County and CBOs serving these populations, creating a sustainable system of care. Lastly, this component will help build the capacity for CBOs to provide a broader range of services, strengthening their role in the system of care. Supporting contracted CCBHS CBOs in becoming specialty mental health providers through Medi-Cal certification will allow these CBOs to bill for a more expanded range of services that they otherwise currently are unable to bill. Expand Technology and Coordination: Re-imagining Service Flow of Operations and Information Exchanged to Promote Quality Care and Improve Client Outcomes with Investments in Interoperability CCBHS will need to increase client access to health information exchange in real time, which promotes more effective health services for the client and better outcomes. Health information interoperability is the ability of different healthcare systems to share and use client data allowing one system to send data to another. This also enables more accurate diagnoses and treatments allowing providers to easily exchange medical records between different electronic health record systems. This may look like further identification of electronic health records that can support health information exchange for both mental health services and SUD treatment services, or further coordination between CCBHS and contracted CBOs which support this exchange, as well as better communication between data collected by CCBHS and the larger Contra Costa Health system. Benefits include improved client care allowing providers to access more information about clients resulting in better care and treatment plans. It also allows data analysts and behavioral health managers the ability to access and report on client data to improve community health and reporting for State efforts. Furthermore, it gives clients more control over their health information, which can lead to better adherence to treatment plans. Workflow Changes with Contract Agencies Through Data Exchange When contract health agencies implement data exchange, their workflows significantly change by allowing for real-time access to client information across different healthcare systems, streamlining care coordination, reducing administrative burdens, improving decision-making, and enabling proactive interventions, ultimately leading to more efficient and client-centered care delivery. This workflow change requires technology, resources and training. Instead of manually entering client information from paper records or phone calls, healthcare providers can directly access updated data from the client's electronic health record through the data exchange platform, saving time and furthering system progress. With access to a comprehensive view of a client's medical history across different p latforms, providers can better coordinate care, identify potential issues early, and avoid unnecessary duplication of treatment. Data exchange enables near-instantaneous updates to client records, ensuring clinicians have the most recent information at the point of care, leading to more 17 | P a g e informed decisions. Streamlined referrals can be initiated electronically through the data exchange platform, including necessary client details, which reduces administrative tasks and expedites the referral process. Secure messaging capabilities within the data exchange platform facilitate better communication between providers, including specialists, primary care physicians, and contracted health agencies, improving continuity of care. Clients can access their health information through secure client portals, allowing them to actively participate in their care, communicate with providers more effectively, and aid in their recovery. Improving Database and Reporting Infrastructure to Promote Operational and Financial Transparency It will be necessary to manage and replace healthcare legacy systems to maintain large data sets and healthcare needs. This includes improving health information databases and reporting infrastructures. There is a growing need across all aspects of healthcare where clients expect real- time access to their medical records, treatment plans, testing results, billing, etc. When it comes to financial transparency, there will also be a need to define all behavioral health funding sources as part of the Implementation Plan. Additionally, as more providers; such as peer providers and community health workers have entered the healthcare payment space, and regulations continue to update over the recent years; the pricing models have grown in complexity. By analyzing large datasets, viewing assessments, and medical and pharmaceutical information, healthcare providers can identify risk factors and make better client predictions. This allows for earlier interventions ultimately reducing healthcare costs and improving client care and quality of life. There are large amounts of information in client records and streamlining computerized summaries also makes client care easier and more efficient with improved data systems. Health information technology upgrades present numerous opportunities for improving and transforming healthcare which includes reducing oversight, improving clinical outcomes, facilitating care coordination, improving practice efficiencies, and tracking data over time. High- quality data supports healthcare providers in accurate diagnoses, offering effective treatments, and minimizing inaccuracies. It supports informed decision-making, enhances client care, and increases client satisfaction. • CCBHS will need adequate resources to understand and perform the implementation of new technologies, including testing and report writing • CCBHS would like to further invest in training, technical support and processes that improve the ability to connect with our contracted providers and data exchange • Additionally, it is anticipated the influx of new reporting and technological requirements will intensify in upcoming years; which will require systems and increased workforce to support organizational needs Unite Housing and Care California counties, including Contra Costa face significant challenges in addressing the intertwined needs of housing and behavioral health. Stable housing is crucial for mental health as well as substance use recovery, and untreated behavioral health conditions can be a major barrier to housing stability. This complex relationship requires a multifaceted approach. To 18 | P a g e address these challenges and ensure the successful implementation of the Behavioral Health Transformation, CCBHS will need to: • Assess the current state of housing availability for behavioral health clients to better identify and understand gaps and needed resource development • Develop financial and technological infrastructure (including administrative staff) to better manage housing and treatment needs • Analyze and develop funding strategies to maximize resources for housing supports • Develop a strategy to expand transitional and permanent supportive housing • Strengthen partnerships with local housing agencies and community organizations A comprehensive assessment of the current state of housing availability for CCBHS clients is paramount. This assessment would delve into specific types of housing available, their accessibility, and their suitability for individuals with diverse behavioral health needs. By thoroughly identifying and understanding the gaps in current resources, CCBHS can better direct future resource development and tailor solutions to the unique needs of this vulnerable population. To effectively manage the complex intersection of housing and treatment, CCBHS will develop robust financial and technological infrastructure. This includes investing in sophisticated data management systems to track client needs, housing availability, and treatment outcomes. Furthermore, adequate administrative staffing is essential to ensure efficient coordination between housing providers, behavioral health services, and other relevant agencies such as the Continuum of Care and local managed care plans. This investment in infrastructure will streamline processes, improve data-driven decision-making, and ultimately enhance the quality of care for individuals with behavioral health needs. Securing sustainable funding is also crucial for expanding and maintaining housing supports for behavioral health clients. A thorough analysis of existing funding streams is necessary to identify opportunities for maximization and strategic reallocation. Additional analysis will also be required to effectively blend traditional Medi-Cal revenues as well as newly implemented State funding resources. Simultaneously, CCBHS plans to explore and develop new funding strategies, including continuing pursuit of state and federal grants, leveraging partnerships with philanthropic organizations, and exploring innovative financing models. This proactive approach to funding will ensure the long-term viability of housing initiatives and support the development of a comprehensive network of services. Another critical component of addressing the housing crisis for behavioral health clients is the development of a comprehensive strategy to expand transitional and permanent supportive housing. Transitional housing provides a steppingstone for individuals moving from institutional settings or homelessness, offering temporary shelter and support services to facilitate their transition to independent living. Permanent supportive housing, on the other hand, provides long-term housing coupled with ongoing support services for individuals with chronic behavioral health conditions. This strategic expansion would prioritize the creation of housing options that are integrated within the community, promote social inclusion, and offer tailored support services to meet the diverse needs of residents. 19 | P a g e Finally, strengthening partnerships with local housing agencies and community organizations is essential for creating a coordinated and effective system of care. This should also include strengthening collaboration and coordination with other county depart ments which provide housing related services, such as Health Housing and Homeless Services (H3), the Connect to Coordinated Outreach Referral and Engagement (CORE) team, the Contra Costa Continuum of Care, etc. Collaborative efforts will ensure resources are utilized efficiently, duplication of services is minimized, and clients receive seamless support across multiple agencies. By fostering strong relationships with stakeholders, CCBHS can build a robust network of support which empowers individuals with behavioral health needs to achieve housing stability and their overall well-being. Prioritization will be placed on a thorough assessment of existing housing availability, robust infrastructure development, strategic funding, expansion of supportive housing options, and strengthened community partnerships. CCBHS intends to utilize the PIVOT Innovation Project to create a more equitable and supportive environment for its most vulnerable residents. These combined efforts will both improve housing stability and enhance access to vital behavioral health services, ultimately fostering greater well-being and community health. Prepare a Strong Workforce Historically, California’s public behavioral health system has experienced a shortage of behavioral health workers, specifically underrepresentation of diverse professionals with consumer and family member experience. To support challenges faced by the public behavioral health workforce, the MHSA included a component for Workforce Education and Training (WET) programs with the intent to support workforce development and retention efforts and increase a culturally and linguistically diverse workforce. In Contra Costa County, WET has been used to support a financial incentive program which prioritizes hard-to-fill and hard-to-retain positions, with an emphasis on prioritizing a culturally and linguistically diverse workforce, as well as supporting a clinical paid internship program both within CCBHS’s County system of care, and through contracted CBOs. WET has also been used to uplift the peer voice and grow peer providers by what is known today as the Service Provider Individualized Recovery Intensive Training or SPIRIT program. This program has elevated the peer voice in Contra Costa which today supports over 60 peer providers within the CCBHS County system of Care and numerous other peer providers working in CCBHS contracted CBOs. SPIRIT is also one of the longest running programs for peer development in California, which serves to boost consumer and family members with lived experience in gaining education and skills to enter into the behavioral health workforce. WET has also been used to provide training relevant to client and staff needs. Despite these workforce efforts, CCBHS continues to have staffing challenges. Several factors contribute to these challenges, including limited flexibility in work schedule; non-competitive pay in comparison to surrounding counties; minimal pay differential for specialty skills (e.g., language competency); and slow hiring and human resources processes for potential candidates. In the most recent Medi-Cal Specialty Behavioral Health External Quality Review for the Contra Costa Mental Health Plan for FY 2023-24, the top recommendation from Behavioral Health Concepts, the agency contracted by DHCS to conduct CCBHS’s External Quality Review Organization, was to implement recruitment and retention strategies for both clinical and quality positions – a 20 | P a g e carryover recommendation from the two prior external reviews, demonstrating the enduring nature of the hiring challenges facing CCBHS. CCBHS has had a longstanding history of offering internship programs in the mental health field, however it has yet to build capacity for internships focused on treatment of SUD. A goal for CCBHS would be to expand its paid internship program as well as behavioral health caree r pathway program to further support career pathway development under this area. Despite existing programming, barriers exist that challenges successes and include but are not limited to: • Competition amongst systems - For example, hospitals, education, criminal justice, and managed care plans all compete for the same qualified staff and interns, not only in the County, but within the Bay Area • In addition, there would need to be capacity to explore how the career pathway model could be expanded to support workforce needs of SUD counselors or clinicians with experience in co-occurring disorders. These challenges are not limited to CCBHS. The State continues to seek solutions to address this challenge with its recent behavioral health reform efforts. One of the tenets of BHSA is increasing access by building workforce infrastructure. State efforts under BHSA will be to utilize 3% of funds to support workforce investments to expand a culturally competent and well -trained behavioral health workforce to mitigate capacity shortages and expand access to services. CCBHS seeks to assess and evaluate its workforce development strategies to align with the needs of its changing system of care. Furthermore, recent efforts proposed by the California Department of Health Care Access and Information (HCAI) have outlined plans for developing a data-driven statewide strategy to expand and diversify California’s behavioral health workforce. The strategy will explore innovative solutions to improve financial incentives, compensation, recruitment, and retention. HCAI will also explore the ability to offer flexible work schedules, develop career pathways, and reduce administrative barriers. Where possible, CCBHS will partner with/and or align its efforts with HCAI’s approach and draw upon shared learning. Research on Innovation Component Based on the 2020 United States Census estimates, the population size in Contra Costa County is about 1.2 million.5 In addition, its estimated that 23% of the population are children, 77% are 18 or older, and about a quarter of residents are foreign born.6 It is also estimated that 8% of people in Contra Costa are living in poverty and about 33% of the residents have public health coverage.7 5 State of California Department of Finance. (2021, December 15). Projections - Household Projections for California Counties. http://www.dof.ca.gov/Forecasting/Demographics/projections/ 6 United States Census Bureau. (2021, December 15). Contra Costa County, California. https://data.census.gov/cedsci/profile?g=0500000US06013 7 United States Census Bureau. (2021, December 15). Selected Economic Characteristics. https://data.census.gov/cedsci/table?q=contra%20costa%20county%20data&t=Health%20Insurance&g=05US&tid= ACSDP1Y2019.DP03 21 | P a g e The population size is expected to grow.8 According to Covered California, for a person to be considered at 200% Federal Poverty Level in 2020, an individual’s income would be at or below $24,980.9 This is the primary population intended to be served through Contra Costa Health and CCBHS. Furthermore, CCBHS has historically had challenges in reaching the Latino/a/X/Hispanic and Asian/Pacific Islander populations. For example: • A report comparing the number of clients targeted versus the number served by race/ethnicity is reviewed. This report has shown Latino/a/X/Hispanic and Asian/Pacific Islander (API) populations as underserved. The Mental Health Plan has identified disparities such as API populations that represent 10% of eligibles, but only 6% of beneficiaries served. Latino/a/X/Hispanic populations represent 38.3% of eligible beneficiaries, but only 17.9% of beneficiaries served, according to the EQRO Final Report FY2010-2011. • To address disparities, CCBHS implemented a number of strategies. Annual penetration rate analyses have informed various access building strategies for such groups as API and have set the QI work plan goal of increasing the penetration rates of that group by 1 percent by the end of 2012; as identified in the EQRO Final Report FY2011-2012. • It was also noted the Mental Health Plan’s Latino/a/X/Hispanic penetration had declined very slightly from Calendar Year 2015…10 • The Latino/a/X/Hispanic penetration rate has been declining for the last three years.11 • Latino/a/X/Hispanic and API individuals are disproportionately less likely to access Specialty Mental Health Services in Contra Costa County. In Calendar Year 2020, Latino/a/X/Hispanic individuals represented 34.1% of the total Medi‑Cal eligible population yet comprised only 25% of beneficiaries served. In the same time period, API beneficiaries represented 10.9% of 8 State of California Department of Finance. (2021, December 15). Projections - Household Projections for California Counties. http://www.dof.ca.gov/Forecasting/Demographics/projections/ 9 Covered California. (2020, March). Program Eligibility by Federal Poverty Level for 2020 https://www.coveredca.com/pdfs/FPL-chart2020.pdf 10 FY 17-18 Medi-Cal Specialty Mental Health External Quality Review – Contra Costa Mental Health Plan (MHP) Final Report. https://www.caleqro.com/data/MH/Reports%20and%20Summaries/Prior%20Years%20Reports%20and%20Summa ries/Fiscal%20Year%202017- 2018%20Reports/MHP%20Reports/Contra%20Costa%20MHP%20EQRO%20Final%20Report%20FY17- 18%20RW%20v5.pdf 11 FY 2018-19 Medi-Cal Specialty Mental Health External Quality Review – Contra Costa Mental Health Plan (MHP) Final Report. https://www.caleqro.com/data/MH/Reports%20and%20Summaries/Prior%20Years%20Reports%20and%20Summa ries/Fiscal%20Year%202018- 2019%20Reports/MHP%20Reports/Contra%20Costa%20MHP%20EQRO%20Final%20Report%20FY%202018- 19%20CL%20v16.pdf 22 | P a g e the total Medi‑Cal eligible population, yet they represented only 4.8% of beneficiaries served.12 • Commonalities between the Mental Health Plan and Statewide county comparison is that the Latino/a/X/Hispanic and API groups are underrepresented. The Latino/a/X/Hispanic penetration rates have taken a downward trend the last three years. The penetration rates of the API population is also on a slight downward trend.13 • Commonalities between the Mental Health Plan and Statewide county comparison is that the Latino/a/X/Hispanic and API groups are underrepresented. The Latino/a/X/Hispanic penetration rates have taken a downward trend the last three years. The API penetration rates have consistently been the lowest in the Mental Health Plan. The Average Approved Claims per Member (AACM) for the API community has decreased 20% from Calendar Year 2020 to Calendar Year 2022. The last two years they have remained lower than other large counties and statewide.14 Two additional priority populations identified by CCBHS are the African American/Black and the LGBTQI+ communities. For example, marginalized populations identified both in quantitative and qualitative data in the CCBHS Cultural Humility Plan are listed below: • Latina/Latino/LatinX/ Hispanic • Asian communities • LGBTQI+ youth • African American/ Black Communities - although penetration rates show to be serving at minimum or higher rates in this population, stakeholders have voiced the need for more culturally appropriate services and early intervention targeted for the specific needs identified by African American/ Black communities.15 These deficiencies have not gone ignored over the past ten years. CCBHS’s Quality Improvement Work Plan has had goals and objectives to engage some of these underserved populations since Calendar Year 2012. For example, some of the Work Plan efforts have been: 12 FY 2021-22 Medi-Cal Specialty Behavioral Health External Quality Review – Contra Costa Final Report. https://www.caleqro.com/data/MH/Reports%20and%20Summaries/Prior%20Years%20Reports%20and%20Summa ries/Fiscal%20Year%202021- 2022%20Reports/MHP%20Reports/Contra%20Costa%20MHP%20EQRO%20Final%20Report%20FY21-22.pdf 13 FY 2022-23 Medi-Cal Specialty Behavioral Health External Quality Review – Contra Costa Final Report Revised August 2023. https://www.caleqro.com/data/MH/Reports%20and%20Summaries/Prior%20Years%20Reports%20and%20Summa ries/Fiscal%20Year%202022- 2023%20Reports/MHP%20Reports/Contra%20Costa%20MHP%20EQR%20Revised%20Final%20Report%20FY22 - 23%20RW%2004.17.23%20rev%208.23.23.pdf 14 FY 2023-24 Medi-Cal Specialty Behavioral Health External Quality Review – Contra Costa Final Report. https://www.caleqro.com/data/MH/Reports%20and%20Summaries/Fiscal%20Year%202023- 2024%20Reports/MHP%20Reports/Contra%20Costa%20MHP%20FY%202023- 24%20Final%20Report%20CMH%20040524.pdf 15 2024 Cultural Humility Plan Update. Contra Costa Behavioral Health Services. https://www.cchealth.org/home/showpublisheddocument/31276/638701358315970000 23 | P a g e • By end of year (2012) increase the penetration rate for the Latino/a/X/Hispanic and API, population(s) by 0.5% (using the APS procedure for calculating Medi -Cal eligibles), per the Contra Costa Quality Improvement Workplan, 2012. One of the challenges in reaching these underserved groups may include limitations in the county workforce demographics and ability to provide linguistically appropriate services by providers. Individuals are likely to seek support from Community-Based Organizations (CBOs) that may be able to better serve cultural groups. CBOs are also more likely to integrate CDEPs into their services that look beyond traditional empirical based models to emphasize behavioral health practices that a community considers culturally relevant and healing. Additionally, due to the political climate, some groups are weary of engaging in county services. Recognizing this, CCBHS has historically used Prevention and Early Intervention funds under MHSA to contract with CBOs that served specific cultural populations (e.g., La Clinica de La Raza, Community Health for Asian Americans, the Center for Human Develo pment, and the Rainbow Community Center) to assist in reaching our goals. The 2013 Quality Improvement Work Plan stated CCBHS was to: • Track outreach of PEI programs by end of year (2013 ) and increase the penetration rates by 0.5% for the following populations: Latina/Latino/LatinX/ Hispanic and API. More recently (2023) the Contra Costa Quality Improvement Work Plan included the goal to: • Increase penetration rates for underserved populations from previous years for: o Latina/Latino/LatinX/ Hispanic by 3.6% o API by 2.2% CCBHS also launched an MHSA Innovation Project for Community Defined Practices (CDP). This CDP Innovation Project is aimed to support equitable access to behavioral health supports and wellness for underserved and unserved communities including Asian American/Pacific Islander (AAPI), Latino/a/x, Black/African American, LGBTQI+ and others. CCBHS awarded an estimated $5,516,875 to 17 agencies through June 30, 2026, through a competitive process to support community-defined practices and other forms of outreach, engagement not offered in the existing CCBHS System of Care.16 CCBHS plans to utilize information learned from the CDP Innovation Project to analyze methods that CDEP programming can support services for diverse populations. Learning Goals and Project Aims This PIVOT Innovation Project proposal identifies learning objectives under each component and will require its own evaluation plan and team to track lessons learned. Upon approval of this project, CCBHS plans to work with planner/evaluators to support evaluation efforts. Learning questions will be explored that add to and align with the goal or mission of these components. 16 Mental Health Services Act (MHSA). Contra Costa Behavioral Health Three Year Program and Expenditure Plan. FY 2024-25. Annual Update. https://www.cchealth.org/home/showpublisheddocument/30878/638636498732900000 24 | P a g e Planner/evaluators from each component will gather data and information to tell a cohesive story of successes and lessons learned. The planner/evaluators will identify an evaluation plan for each component, identifying the methodology for data collection and tracking to address learning questions. Planner/evaluators for each component will be responsible for developing an annual narrative report of lessons learned and recommendations across all components. Reports will be directly shared with the BHSOAC and local stakeholders as part of the annual PIVOT Innovation Project Report and included in the future Integrated Plan and annual updates under BHSA. Based on the activities and objectives of each component, CCBHS has drafted the following preliminary learning questions: Evaluation for Reboot of Full-Service Partnerships • How can the different FSP levels be operationalized to support timely and appropriate transitions in level of care? • What administrative processes and program operations ensure that members experience seamless continuity of care during transitions between FSP levels? • For contracted programs, what changes are needed in the contract language to incorporate the different levels of care? • Are the existing data systems adequate for providing real time tracking of client progress? • What are the standards for fidelity monitoring? Evaluation for Housing Interventions (HI) which Promote Unity and Coordinate Care • What gaps exist in the current array of housing options? • What are the most successful strategies for identifying the most at-risk target population? • What are the viable funding structures that can support this integrated model of care? • What housing models would best support the needs of the target population? Evaluation for Streamline Capacity to Service Diverse Communities • What are the minimum requirements for a CBO to become a Medi-Cal/Drug Medi-Cal Organized Delivery System provider? • What type and level of technical assistance are needed to support CBOs? • Does embedding culturally based approaches for specialty mental health care improve penetration rates and client outcomes? • Which Community Defined Evidence Practices (CDEPs) are most effective? • How can CDEPs be utilized to generate revenue? • Do services under this component lead to more culturally and linguistically appropriate services? Evaluation for Workforce Development • Which incentives increase the likelihood of filling hard-to-fill and hard-to-retain positions? • How can workforce strategies be directed to support a workforce that is more culturally and linguistically diverse? • Do these workforce initiatives place the County in a better position to apply and qualify for grants to sustain/expand workforce initiatives? 25 | P a g e Evaluation for Integration of Evidence Based Practices (EBPs) • Have the required initiatives under BH-Connect been implemented properly and in a timely manner? • Have the EBPs been integrated into service delivery? • What additional training is required to support the successful implementation of BH- Connect? Evaluation for Enhancement for Technological Needs and Coordination of Care • Has our interoperability and data exchange infrastructure been substantially improved? • Has improved data sharing with contract agencies resulted in increased coordination of care? • Have enhanced databases and reporting systems led to greater financial transparency? Each area of the proposal will have a tailored evaluation framework assessing client outcomes , service utilization, the effectiveness of administrative process changes, the impact on workforce, and housing and/or service access improvements. 3. Additional Information for Regulatory Requirements Contracting If approved, CCBHS will either build off its existing network of consultants and contractors, or engage in an RFP process to identify consultants, contractors and Subject Matter Experts (SMEs) with the knowledge, skills and abilities needed to support listed activities throughout this innovation proposal. Per Contra Costa County requirements, all consultants or contractors must meet outlined standards before any contractual agreement can be established for services. Community Program Planning The idea for this project developed through ongoing discussions with stakeholders regarding the Behavioral Health Transformation. CCBHS has incorporated this item as part of standing agenda items to cover through the Behavioral Health Director’s Report. The discussions have revolved around Senate Bill 326 (SB326), Proposition 1, and eventually the passing of the BHSA. All stakeholder meetings are open to the public and publicized through a broad email distribution list of over 1,000 recipients and growing. The public is able to self-register to receive automated meeting notices. Agendas, meeting information, or Community Program Planning (CPP) events are posted in public view on-site and on-line. The stakeholder bodies included in these meetings represent: • Peers (consumers / clients and those with lived experience) • Peer providers • Family members • Family partners • Mental Health Commission (Board Members) • Community Based Organization staff • Behavioral health providers • Underserved populations • Faith-based organizations • Criminal justice 26 | P a g e • Alcohol and Other Drug Services (AODS) representatives • Veteran representatives Stakeholder meeting groups have allowed for ongoing discussions as part of CCBHS’s Behavioral Health Director updates regarding the transition of MHSA to BHSA. CCBHS has been keeping the community apprised of information as learned and has considered input and needs regarding the BHSA transformation. Below are the meeting groups and dates where the BHSA transition was discussed. Mental Health Commission - Meeting Dates • October 4, 2023 • November 1, 2023 • February 7, 2024 • March 6, 2024 • April 3, 2024 • May 1, 2024 • June 5, 2024 • August 7, 2024 • September 4, 2024 • November 6, 2024 Mental Health Services Act Advisory Council (MHSA AC) - Meetings Dates: • January 5, 2023 • April 6, 2023 • June 11, 2023 • September 7, 2023 • October 5, 2023 • April 4, 2024 • June 6, 2024 • August 1, 2024 • October 3, 2024 Presentation to the Service Provider Individualized Recovery Intensive Training (SPIRIT) Course at Contra Costa College: • January 31, 2024 Mental Health Services Act Advisory Council Community Forum – Understanding Proposition 1: • February 22, 2024 Additionally, CCBHS held a special Community Program Planning Process stakeholder meeting on February 13, 2025, to share and review its plan to propose the Program Improvements for Valued Outpatient Treatment (PIVOT) Innovation Project. Members of the community were able to provide input after the presentation through a Question-and-Answer section, as well as Public Comment. Apart from the meeting group, a survey was released from February 19th, 2025, 27 | P a g e through February 25, 2025, that was sent out to the distribution list of over 1,000 people. The community input received to date has been incorporated into the proposal. CCBHS will continue to update stakeholders as more concrete information is released by DHCS. Additionally, similar Innovation projects in other counties have been reviewed to help CCBHS in better gaining insight in developing this project. Other proposals examined which are variations of this proposal Innovation Project include Orange and San Mateo County’s Program Improvements for Valued Outpatient Treatment (PIVOT) and Nevada County’s BHSA Implementation Plan. All projects have a similar goal of facilitating the implementation strategies in preparation of the BHSA transition. MHSA General Standards The project was developed through a community planning process that included discussions and presentations and multiple stakeholder meetings from 2023 to present day. On-going community collaboration will be supported through stakeholder meeting s and sharing of annual reports. There has been ongoing concern about how services and supports will continue to prioritize all, especially marginalized and underserved community groups. Formal discussion has and continues to be held at stakeholder meetings and feedback continues to be el icited for project roll-out. Although MHSA will be transitioning to BHSA, the PIVOT Innovation Project focuses on services that are client and family driven; where clients and family members are encouraged to provide feedback on the quality and effectiveness of the project via surveys and monitoring of outcome reports. Programming will continue to strive for the golden standard of being wellness, recovery and resilience-focused, recognizing the importance of community-driven cultural practices and working to uplift any CDEPs and EBPs in programming which support mental health and wellness, as well as further expansion and integration of services; with a focus on expansion of SUD treatment. This will be done in consideration of efforts listed for reboot of Full-Service Partnership (FSP) programs, building a system to better coordinate housing interventions and work with CBOs to streamline capacity for Specialty Mental health Services with an emphasis on services to diverse communities, and continuing to develop workforce efforts that will support services to vulnerable communities as well as building infrastructure needed for enhancement of technological needs, data tracking, outcome reporting, and fiscal transparency. Cultural Competence and Stakeholder Involvement in Evaluation The concept for this proposal was introduced after much discussion about SB326, Proposition 1, BHSA, and Behavioral Transformation with community stakeholders. It is evident that there will be significant impacts to current programming under MHSA. CCBHS has identified the PIVOT Innovation Project as a method to mitigate the impact of changes under BHSA and support the most vulnerable populations. Innovation Project Sustainability, Proposition 1 Alignment, and Continuity of Care This project aligns with BHSA funding priorities and regulatory requirements under the Behavioral Health Transformation, as well as integration goals, and Statewide workforce development 28 | P a g e strategies. The project also meets BHSA and current MHSA regulatory requirements, ensuring community collaboration, and a focus on wellness, recovery, and resiliency for clients, consumers and peers. The overarching goal of this Innovation Project is to help Contra Costa County, and other counties, prepare for the upcoming changes under the new legislation. As such, this project aligns with the tenets of BHSA and the three new components under FSP, HI and BHSS. BHSA mandates 35% of funds for FSP programs, requiring administrative and data infrastructure improvements. The FSP Reboot focuses on streamlining processes and ensuring compliance and expansion of services under new requirements. Additionally, with 30% of funds allocated to housing programs, this component aims to enhance equitable access to housing and care, emphasizing culturally responsive services. Key initiatives include: • Assessing housing gaps and resources • Developing financial/technological infrastructure for housing management • Expanding transitional and permanent supportive housing • Strengthening partnerships with housing agencies The 30% of funds and programming which will be allocated to the HI component aims to enhance equitable access to housing and care. Key initiatives include: • Assessing housing gaps and resources • Developing financial/technological infrastructure for housing management • Expanding transitional and permanent supportive housing • Strengthening partnerships with housing agencies The remaining 35% of funds are to be allocated to the BHSS component; which would require several new and/or expansion of programming that would strive to support access of services and develop the capacity of CBOs to serve the County’s diverse community; both through specialty mental health service providers and beyond. If successful; this would increase access of care and further identify EBPs and CDEPs that also generate revenue for services and could overlap with mandates under BH-Connect. Initiatives could include, but are not limited to: • Integration of Evidence-Based Practices (EBPs) and Community Defined Evidence-Practices (CDEPs) that would support Early Intervention Programming • Expansion of services in all areas focused on SUD treatment • Workforce development via training and implementation of EBPs and CDEPs • Maintain or build off of existing behavioral health workforce programs with State-backed initiatives • Enhancement of technology and coordination of services through investment i n interoperability and data exchange • Improvement of data sharing and reporting systems • Coordinating care between CCBHS, contracted providers, and the larger public health system • Prepare a strong workforce via explored expansion of internship programs and behavioral health career pathways 29 | P a g e • Evaluate ability to scale out workforce retention and recruitment incentives • Strengthen WET programs to enhance cultural competency and linguistic diversity The goal for CCBHS, would be to adopt successes identified; wherever possible and adopt under BHSA, or other areas of the Behavioral Health Transformation. Communication and Dissemination Plan Communication and dissemination regarding the project will continue to be addressed through the MHSA Advisory Council meetings, where on-going updates are provided until further notice. There will also be ongoing communication notices via email, public posting and circulation amongst any other stakeholder groups as necessary. Any RFPs released as a result of this Innovation Project shall be communicated at stakeholder meetings, and through our broad email distribution lists, as well as posting on the CCBHS website and through social media platforms. A Bidder’s Conference will be held to provide interested parties the opportunity to ask questions and receive support in their application process. Timeline The proposed project timeline is as follows, with a starting date to follow project approval: Month Task(s) / Objective(s) Months 1 - 3 • Post staff positions, release funding opportunities to identify consultants and contractors in order to build capacity and infrastructure to support the PIVOT Innovation Project and the Behavioral Health Transformation • Create and post Request for Proposal for contractors and consultants • Engage in ongoing community planning for FSP programs. • Evaluate FSP structure and baseline of services to identify areas that will need restructuring Months 3 - 6 • Select and award contractors and consultants that will support PIVOT Innovation Project • Draft more formalized evaluation plan for each area identified in PIVOT Innovation Project • Start onboarding staff that will support PIVOT Innovation Project Months 6 - 9 • Continue to onboard staff that will support PIVOT Innovation Project • Establish and execute contracts with contractors and consultants Months 9 – 48 • Staff, consultants and contractors support implementation of BHSA and Behavioral Health Transformation • Specialize implementation for each BHSA component, activities, services, identified outcomes, evaluation, as needed. Months 54 – 48 • Prepare for transition and sustainability of successful efforts of PIVOT Innovation Project into system of care Annually • Create and post annual Innovation Project report for public comment and viewing • Submit report annually to BHSOAC Final Year • Create and post final Innovation Project report of results and lessons learned for public comment and viewing and submit to BHSOAC 30 | P a g e 1. Innovation Project Budget and Source of Expenditures Budget Narrative CCBHS is requesting approval to utilize a total of $8,885,824 in MHSA Innovation funds to implement this four-year project. Descriptions of the expenses are included, and all costs are estimates per Fiscal Year (FY), as appropriate. CCBHS plans to allocate funding for county staff, subject matter experts, consultants and contractors to support the activities of each component. Personnel Costs The proposed budget includes local County staffing costs to support project planning, implementation, data, evaluation, and monitoring activities over four years. The estimated total County staff costs and benefits is $6,885,824. A breakdown of staffing and cost is provided below: Project Managers: Each BHSA component will have a Project Manager (3 FTEs total) to ensure coordination and alignment of activities throughout the duration of this project. The estimated salary for a Project Manager starting in FY 25 - 26 is $123,213 in addition, benefits are estimated at 60% of salary costs. A 5% Cost of Living Allowance increase is calculated per each FY starting in FY 26 - 27. It should be noted that during the first FY, only 25% of the estimated costs for Project Managers is budgeted due to length of time to onboard staff. This would be a total estimated cost of $2,105,534 over four years. FY 25 - 26 FY 26 - 27 FY 27 - 28 FY 28 - 29 Total Project Manager (3 FTEs) $92,410 $388,120 $407,526 $427,903 $1,315,958 Estimated Benefits $55,446 $232,872 $244,516 $256,742 $789,575 Total $147,855 $620,992 $652,042 $684,644 $2,105,534 Planner/Evaluators: Each BHSA component will have two Planner/Evaluators (6 FTE total) to support data tracking and ensure consistence in reporting and lessons learned throughout the duration of this project. The estimated salary for a Planner/Evaluator starting in FY 25 - 26 is $104,331 in addition, benefits are estimated at 60% of salary costs. A 5% Cost of Living Allowance increase is calculated per each FY starting in FY 26 - 27. It should be noted that during the first FY, only 25% of the estimated costs for Planner/Evaluators is budgeted due to length of time to onboard staff. This would be a total estimated cost of $3,565,741 over four years. FY 25 - 26 FY 26 - 27 FY 27 - 28 FY 28 - 29 Total Planner/Evaluator (6 FTEs) $156,497 $657,285 $690,150 $724,657 $2,228,588 Estimated Benefits $93,898 $394,371 $414,090 $434,794 $1,337,153 Total $250,394 $1,051,656 $1,104,239 $1,159,159 $3,565,741 Administrative Services Assistant III/ Administrative Analyst: There will be 1 FTE Administrative Services Assistant III/Administrative Analyst that will support the PIVOT Innovation Project to establish and monitor contracts, support with releasing necessary funding opportunities, and oversee program tracking for activities resulting throughout the duration of this project and to coordinate any reporting that may need to be submitted to the BHSOAC. The estimated salary for 31 | P a g e an Administrative Services Assistant III/Administrative Analyst starting in FY 25 - 26 is $104,292 in addition, benefits are estimated at 60% of salary costs. A 5% Cost of Living Allowance increase is calculated per each FY starting in FY 26 - 27. It should be noted that during the first FY, only 25% of the estimated costs for an Administrative Services Assistant III/Administrative Analyst is budgeted due to length of time to onboard staff. This would be a total estimated cost of $594,068 over four years. FY 25 - 26 FY 26 - 27 FY 27 - 28 FY 28 - 29 Total Admin. Services Assistant III/ Admin. Analyst (1 FTE) $26,053 $109,507 $114,982 $120,731 $371,293 Estimated Benefits $15,644 $65,704 $68,989 $72,439 $222,776 Total $41,717 $175,211 $183,971 $193,170 $594,068 Accountant III: There will be 1 FTE Accountant III position that will support the PIVOT Innovation Project to establish, monitor and provide updates on BHSA budgets, oversee fiscal support, and tracking for activities resulting through the duration of this project. The estimated salary for an Accountant III starting in FY 25 - 26 is $108,929 in addition, benefits are estimated at 60% of salary costs. A 5% Cost of Living Allowance increase is calculated per each FY starting in FY 26 - 27. It should be noted that during the first FY, only 25% of the estimated costs for an Accountant III is budgeted due to length of time to onboard staff. This would be a total estimated cost of $620,481 over four years. FY 25 - 26 FY 26 - 27 FY 27 – 28 FY 28 - 29 Total Accountant III (1 FTE) $27,232 $114,375 $120,094 $126,099 $387,801 Estimated Benefits $16,339 $68,625 $72,057 $75,659 $232,681 Total $43,572 $183,001 $192,151 $201,758 $620,481 Operating Costs Direct Costs: Information Technology (IT) systems and support will be needed for tracking, monitoring, and reporting. It will also be necessary to assess for interoperability within the existing system – technology for sharing clinical information, such as between mental health and substance use disorder treatment systems, and with other systems. There will also need to be reporting development of dashboards with multiple data sources. It will also be necessary to identify systems that allow for modifying claiming structures and workflows to adapt to bundled rates and clinical practices. The estimated cost is $300,000 annually, and $1,200,000 over four years. Consultant Costs / Contracts Consultant Costs and Contracts: The proposed budget includes consultants and contractors that will support CCBHS in identification of IT infrastructure and reporting needs over four years. It will be necessary to also consult with Subject Matter Experts (SMEs) for all BHSA components and for expansion of services to include SUD treatment. CCBHS also intends to heavily lean on consultants to support the initial Integrated Plan, specifically the new requirements under the Community Program Planning which 32 | P a g e include a much more robust group of stakeholders. The estimated cost is $200,000 annually, for a total of $800,000 over four years. Budget by Fiscal Year PERSONNEL COSTS (salaries, wages, benefits) FY 25/26 FY 26/27 FY 27/28 FY 28/29 TOTAL 1. Salaries $302,211 $1,269,288 $1,332,752 $1,399,390 $4,303,640 2. Direct Costs 3. Indirect Costs $181,327 $761,573 $799,651 $839,634 $2,582,184 4. Total Personnel Costs $483,538 $2,030,860 $2,132,403 $2,239,023 $6,885,824 OPERATING COSTS* 5. Direct Costs $300,000 $300,000 $300,000 $300,000 $1,200,000 6. Indirect Costs 7. Total Operating Costs $300,000 $300,000 $300,000 $300,000 $1,200,000 NON-RECURRING COSTS (equipment, technology) 8. 9. 10. Total non-recurring costs $ CONSULTANT COSTS / CONTRACTS (clinical, training, facilitator, evaluation) 11. Direct Costs $200,000 $200,000 $200,000 $200,000 $800,000 12. Indirect Costs 13. Total Consultant Costs $200,000 $200,000 $200,000 $200,000 $800,000 OTHER EXPENDITURES (please explain in budget narrative) 14. 15. 16. Total Other Expenditures $ BUDGET TOTALS Personnel (total of line 1) $302,211 $1,269,288 $1,332,752 $1,399,390 $4,303,640 Direct Costs (add lines 2, 5, and 11 from above) $500,000 $500,000 $500,000 $500,000 $2,00,000 Indirect Costs (add lines 3, 6, and 12 from above) $181,327 $761,573 $799,651 $839,634 $2,582,184 Non-recurring costs (total of line 10) $ Other Expenditures (total of line 16) $ TOTAL INNOVATION BUDGET $983,538 $2,530,860 $2,632,403 $2,739,023 $8,885,824 33 | P a g e Budget Context ADMINISTRATION: A. Estimated total mental health expenditures for administration for the entire duration of this INN Project by FY & the following funding sources: FY 25/26 FY 26/27 FY 27/28 FY 28/29 TOTAL 1. Innovative MHSA Funds $983,538 $2,530,860 $2,632,403 $2,739,023 $8,885,824 2. Federal Financial Participation 3. 1991 Realignment 4. Behavioral Health Subaccount 5. Other funding 6. Total Proposed Administration $983,538 $2,530,860 $2,632,403 $2,739,023 $8,885,824 EVALUATION: B. Estimated total mental health expenditures for EVALUATION for the entire duration of this INN Project by FY & the following funding sources: FY 25/26 FY 26/27 FY 27/28 FY 28/29 TOTAL 1. Innovative MHSA Funds 2. Federal Financial Participation 3. 1991 Realignment 4. Behavioral Health Subaccount 5. Other funding 6. Total Proposed Evaluation TOTALS: C. Estimated TOTAL mental health expenditures (this sum to total funding requested) for the entire duration of this INN Project by FY & the following funding sources: FY 25/26 FY 26/27 FY 27/28 FY 28/29 TOTAL 1. Innovative MHSA Funds* $983,538 $2,530,860 $2,632,403 $2,739,023 $8,885,824 2. Federal Financial Participation 3. 1991 Realignment 4. Behavioral Health Subaccount 5. Other funding** 6. Total Proposed Expenditures $983,538 $2,530,860 $2,632,403 $2,739,023 $8,885,824 * INN MHSA funds reflected in total of line C1 should equal the INN amount County is requesting ** If “other funding” is included, please explain within budget narrative. 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2448 Name: Status:Type:Consent Item Passed File created:In control:6/3/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract amendment with Luma Health, Inc. (dba Luma Health Technologies), to increase the payment limit by $1,351,050 to an amount not to exceed $3,031,050 through June 20, 2028 and for successive one- year terms thereafter until terminated for additional patient messaging software subscriptions for Contra Costa Health. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Directors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Contract Amendment #23-756-2 with Luma Health, Inc. (dba Luma Health Technologies) ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Interim Health Services Director,or designee,to execute on behalf of the County Contract Amendment #23-756-2 with Luma Health,Inc.(dba Luma Health Technologies),a corporation,effective June 20,2025,to amend Contract #23-756 (which incorporates Order Form #23-756-1), to increase the payment limit by $1,351,050,from $1,680,000 to a new payment limit of $3,031,050 for successive one (1)year term(s)until terminated,for additional patient messaging software subscriptions for Contra Costa Health (CCH). FISCAL IMPACT: Approval of this Contact Amendment will result in additional expenditures of up to $1,351,050 and is funded 100% by Hospital Enterprise Fund I. BACKGROUND: This Contract Amendment meets the needs of CCH by providing a web-based communications tool connecting CCH to its patients.CCH must maintain the ability to communicate effectively with its patients under various scenarios.Messaging requirements related to population health,preventative care,digital health,and workflow documentation are examples of the need to connect directly and efficiently.Under contract #23-756,Luma Health,Inc.,provides CCH access to its Luma Health Platform subscription-based software solutions and maintenance and support.This solution provides essential features such as broadcast messaging,reporting,and analytics and includes capabilities that integrate with Epic,CCH’s cloud-based electronic health record system. This solution affects CCH initiatives related to patient impact, ease of use, and data hygiene. This Contractor was approved by the Public Works Department’s Purchasing Division on March 31,2025.A summary of service contract deliverables,including measurable outcomes required of the vendor to beCONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2448,Version:1 summary of service contract deliverables,including measurable outcomes required of the vendor to be monitored by the department in compliance with Section III(B)(7)of the Purchasing Policy (AB600.3), includes hosting services,technical support the County’s use of the software under the license grant,and access to maintenance and support.This Contract was approved by Health Services Personnel to ensure there is no conflict with labor relations. On June 21,2022,the Board of Supervisors approved Contract #23-756 with Luma Health,Inc.(dba Luma Health Technologies),in an amount not to exceed $1,680,000 to provide software,services,and maintenance and support for Luma Health’s patient communications solution for the period June 21,2022 through June 20, 2025. On December 20,2023,the Health Services Director,or designee,executed on behalf of the County Order Form #23-756-1,(under the June 21,2022,Board of Supervisors approval)with Luma Health,Inc.,Order Form #4,for additional software,services,and maintenance and support for Luma Health,Inc.’s patient communications solution with no change in the term ending June 20, 2025. This Contract obligates the County to indemnify Luma Health,Inc.against third-party claims that arise out of the County’s use of the software and services,and a limitation of liability limiting Luma Health,Inc’s liability to an amount equal to twelve months of payments. Approval of this Contract Amendment #23-756-2 will allow the parties to execute Amendment No.1 to Software and Services Agreement #23-756,for additional software subscription for CCH to the Luma Health Platform Solution,a web-based communications tool regarding patient messaging requirements,through June 20,2028 and for successive one-year period renewals,thereafter until terminated by either party with sixty (60) day advance non-renewal notice. CONSEQUENCE OF NEGATIVE ACTION: If this Contract Amendment is not approved,the County will lose access to these vital services,having a negative impact on holistic patient care. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2449 Name: Status:Type:Consent Item Passed File created:In control:6/3/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute an amendment with Experian Health, Inc., in an amount not to exceed $2,000,000 for electronic claims and remittance software and services for Contra Costa Health for the period June 30, 2025 through June 9, 2030, and for successive 12-month terms thereafter until terminated. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 Interim To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Amendment Agreement #23-878 with Experian Health, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Interim Health Services Director,or designee,to execute on behalf of the County Amendment Agreement #23-878 with Experian Health,Inc.,a corporation,in an amount not to exceed $2,000,000 for electronic claims and remittance software and services for Contra Costa Health (CCH)for the period June 30, 2025 through June 9, 2030, and for successive 12-month terms thereafter until terminated. FISCAL IMPACT: This Amendment Agreement will result in contractual service expenditures of up to $2,000,000 over a five-year period and will be funded 100% by Hospital Enterprise Fund I. BACKGROUND: This Amendment Agreement meets the needs of CCH by providing an electronic claims and remittance software and services solution.Since 2001,CCH Patient Accounting has used Experian Health revenue cycle products to simplify claims processing and expedite receipt of payments.Experian Health offers solutions like the ClaimSource Claims Management System,which automates and streamlines the claims process for healthcare providers.This system helps reduce denials,increase revenues,and manage the entire claims cycle efficiently.It includes features like customizable edits,error checking,and integration with electronic medical records systems. On October 11,2022,the Board of Supervisors approved,and the Purchasing Services Manager executed,a purchase order with Experian Health,Inc.,in an amount not to exceed $906,060 for the provision of a software subscription to Experian’s Electronic Claims and Remittance Systems Software,for the period July 1,2022 through June 30, 2025. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2449,Version:1 This Contractor was approved by the Public Works Department’s Purchasing Division on March 12,2025. Contra Costa Health will monitor measurable service contract deliverables with outcomes required of the Contractor.Access to the subscribed services (such)as ClaimSource Claims Management System will be monitored by the department in compliance with Section III(B)(7)of the Purchasing Policy.This Amendment Agreement was approved by CCH Personnel to ensure no conflict with labor relations. Under this Amendment Agreement #23-878,the parties will execute an amendment to redocument County’s access to existing and new product concerning Experian Health’s ClaimSource Claims Management System. Under the agreement,Experian Health Inc’s liability is limited to the amount County has paid to Experian Health in the twelve months preceding the claim. Approval of this Amendment Agreement #23-878 allows (approves funds)for the Contractor to provide services through June 9,2030.Thereafter,the Amendment Agreement renews for successive twelve twelve- month terms until terminated under the agreement. CONSEQUENCE OF NEGATIVE ACTION: Failing to renew the subscription to Experian Health could lead to challenges like increased manual work, higher claim denial rates,slower reimbursements,and reduced operational efficiency.Without tools like ClaimSource,the department may also miss out on valuable analytics and dedicated support,which are critical for streamlining the claims process and managing payer compliance effectively. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2450 Name: Status:Type:Consent Item Passed File created:In control:6/4/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with Cross Country Staffing, Inc., in an amount not to exceed $5,500,000 to provide temporary medical and specialty staffing services at Contra Costa Regional Medical Center and Health Centers for the period July 1, 2025 through June 30, 2026. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Contract #26-347-45 with Cross Country Staffing, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Interim Health Services Director,or designee,to execute on behalf of the County Contract #26-347-45 with Cross Country Staffing,Inc.,a corporation,in an amount not to exceed $5,500,000,to provide temporary medical and specialty staffing services at Contra Costa Regional Medical Center (CCRMC) and Contra Costa Health Centers for the period from July 1, 2025 through June 30, 2026. FISCAL IMPACT: Approval of this Contract will result in annual contractual expenditures of up to $5,500,000 and is funded 100% by Hospital Enterprise Fund I BACKGROUND: CCRMC and Contra Costa Health Centers have an obligation to provide medical and specialty staffing services to patients.Therefore,the County contracts with temporary medical staff to ensure medical staff in many classifications are available when patient care is needed and provided.2005.Contractor’s services include but are not limited to:specialized registered nursing services,social workers,and medical cardiology services during peak loads,temporary absences,vacations and emergency situations where additional staffing is required.Contractor continues to be chosen by CCRMC and Contra Costa Health Centers due to its qualified temporary registered nursing services,Sexual Assault Nurse Examiner (SANE)nursing services,diagnostic imaging and other ancillary medical and specialty staffing services. This Contract is entered into under and subject to the following legal authorities:California Government Code §§26227 and 31000.CCRMC and Contra Costa Health Center’s Quality Management,Utilization Management and Contract Monitor Staff meet on a regular basis to ensure monitoring and performance measures in the Contract are upheld.Health Services Personnel approved this Contract to ensure no conflicts CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2450,Version:1 measures in the Contract are upheld.Health Services Personnel approved this Contract to ensure no conflicts with labor relations.These contracted services were determined to be exempt from Administrative Bulletin 600.3 solicitation requirements by the Public Works Department’s Purchasing Division. On April 22,2025,the Board of Supervisors approved Contract #26-347-44 with Cross Country Staffing,Inc., in an amount not to exceed $5,500,000 to provide temporary medical staffing services,including registered nursing,and Sexual Assault Nurse Examiner (SANE)services at CCRMC and Contra Costa Health Centers for the period July 1, 2024 through June 30, 2025. Approval of Contract #26-347-45 will allow Contractor to continue providing temporary medical and specialty staffing services through June 30,2026.This Contract includes services provided by represented classifications and County has met its obligations with the respective labor partner(s). CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved,County will not have access to Contractor’s temporary medical staffing services during peak workloads,temporary absences and emergency situations which may increase wait time for patients. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2451 Name: Status:Type:Consent Item Passed File created:In control:6/4/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with Amergis Healthcare Staffing, Inc., in an amount not to exceed $1,500,000 to provide temporary medical staffing services at Contra Costa Regional Medical Center and Health Centers for the period July 1, 2025 through June 30, 2026. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Contract #26-391-39 with Amergis Healthcare Staffing, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Interim Health Services Director,or designee,to execute Contract #26-391- 39 with Amergis Healthcare Staffing,Inc.,a corporation,in an amount not to exceed $1,500,000,to provide temporary medical staffing services at Contra Costa Regional Medical Center (CCRMC)and Contra Costa Health Centers for the period July 1, 2025 through June 30, 2026. FISCAL IMPACT: Approval of this Contract will result in annual expenditures of up to $1,500,000 and will be funded as budgeted by the Department in FY 2025-26 100% by Hospital Enterprise Fund I allocations. BACKGROUND: CCRMC and Contra Costa Health Centers have an obligation to provide medical staffing services to patients. Therefore,the County contracts with temporary help firms to ensure patient care is provided during peak loads, temporary absences,vacations and emergency situations where additional staffing is required.The County has been using the Contractor’s temporary staffing services since July 1, 2000. This Contract is entered into under and subject to the following legal authorities:California Government Code §§26227 and 31000.CCRMC and Contra Costa Health Center’s Quality Management,Utilization Management and Contract Monitor Staff meet on a regular basis to ensure monitoring and performance measures in the Contract are upheld.Health Services Personnel approved this Contract to ensure no conflicts with labor relations.These contracted services were determined to be exempt from Administrative Bulletin 600.3 solicitation requirements by the Public Works Department’s Purchasing Division. On April 22,2024,the Board of Supervisors approved Contract #26-391-37 with Amerigis Healthcare Staffing, CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2451,Version:1 On April 22,2024,the Board of Supervisors approved Contract #26-391-37 with Amerigis Healthcare Staffing, Inc.,in an amount not to exceed $1,500,000 to provide temporary medical staffing services for coverage of employee sick leaves,vacations and workers compensation leaves,at CCRMC and Contra Costa Health Centers for the period July 1, 2024 through June 30, 2025. Approval of Contract #26-391-39 will allow the Contractor to continue providing temporary medical staffing services through June 30,2026.This Contract includes services provided by represented classifications and the County has met its obligations with the respective labor partner(s). CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved,County will not have access to Contractor’s temporary medical staffing services, which may extend wait times for services to patients. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2452 Name: Status:Type:Consent Item Passed File created:In control:6/5/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with Contra Costa Crisis Center, in an amount not to exceed $456,092 to provide Mental Health Services Act Prevention and Early Intervention services through a twenty-four-hour crisis line for the period July 1, 2025 through June 30, 2026. (100% Mental Health Services Act-Prevention and Early Intervention) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Contract #74-358-16 with Contra Costa Crisis Center ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute on behalf of the County Contract #74-358-16 with Contra Costa Crisis Center, a non-profit corporation, in an amount not to exceed $456,092 to provide Mental Health Services Act (MHSA) Prevention and Early Intervention (PEI) services through a twenty-four-hour crisis hotline for the period July 1, 2025 through June 30, 2026. FISCAL IMPACT: Approval of this Contract will result in an annual expenditure of up to $456,092 for FY 2025-26 and will be funded 100% by MHSA-PEI funds. BACKGROUND: This Contract meets the social needs of County’s population by providing a nationally certified 24-hour suicide prevention hotline that lowers the risk of suicide at a time when people are most vulnerable, enhances safety and connectedness for suicidal individuals, and builds a bridge to community resources for at-risk persons. Contractor has been providing BHSA-PEI services to the County since July 1, 2009. This Contract is entered into under and subject to the following legal authorities: California Government Code §§ 26227 and 31000. The Behavioral Health’s Quality Management, Utilization Management and Contract Monitor Staff meet on a regular basis to ensure monitoring and performance measures in the Contract are upheld. This Contract was approved by Health Services Personnel to ensure there is no conflict with labor relations. This Contract falls under the MHSA three-year plan. The services and vendors were identified in the formal Three-Year Plan and was approved on the following schedule that was noticed to the public and approved by the Board on August 1, 2023. The Three-Year Plan was posted for public comment from June 5, CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2452,Version:1 2023 through July 5, 2023, there was a Public Hearing at the Mental Health Commission meeting on July 5, 2023, and it was approved by the Board of Supervisors on August 1, 2023. On July 23, 2024, the Board of Supervisors approved Contract #74-358-15 with Contra Costa Crisis Center, in an amount not to exceed $434,374, to provide MHSA-PEI services through a twenty-four-hour crisis hotline for the period from July 1, 2024 through June 30, 2025. Approval of Contract #74-358-16 will allow the Contractor to continue providing MHSA-PEI twenty-four-hour crisis hotline services through June 30, 2026. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved, Contractor will not provide suicide prevention hotline services to callers, which will interrupt an essential service to members. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2453 Name: Status:Type:Consent Item Passed File created:In control:6/5/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with Sequoia Surgical Center, L.P. (dba Sequoia Surgical Pavillion), in an amount not to exceed $21,000,000 to provide ambulatory surgery center services to Contra Costa Health Plan members and County recipients for the period June 1, 2025 through May 31, 2028. (100% Contra Costa Health Plan Enterprise Fund II) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Contract #77-331-2 with Sequoia Surgical Center, L.P. (dba Sequoia Surgical Pavillion) ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Interim Health Services Director,or designee,to execute on behalf of the County Contract #77-331-2 with Sequoia Surgical Center,L.P.(dba Sequoia Surgical Pavillion),a limited partnership,in an amount not to exceed $21,000,000,to provide ambulatory surgery center (ASC)services to Contra Costa Health Plan (CCHP)members and County recipients for the period June 1,2025 through May 31, 2028. FISCAL IMPACT: Approval of this Contract will result in contractual service expenditures of up to $21,000,000 over a three-year period and will be funded 100% by CCHP Enterprise Fund II revenues. BACKGROUND: CCHP has an obligation to provide certain specialized ASC services for its members under the terms of their Individual and Group Health Plan membership contracts with the County.This ASC offers minimally invasive surgical and diagnostic procedures that do not require an overnight stay in a hospital.This Contractor has been a part of the CCHP Provider Network providing ASC services fostering a deep understanding of the County’s mission, values and long-term objectives since June 1, 2021. This Contract is entered into under and subject to the following legal authorities:California Government Code §§26227 and 31000.Health Services Personnel approved this Contractor to ensure there are n conflicts with labor relations.This Contractor has and will continue to cooperate with and participate in CCHP’s Quality Improvement activities to improve the quality of care and services and Member experience.Cooperation includes collection and evaluation of performance measurement data and participation in the organization’s clinical and service measure Quality Improvement programs.Per Administrative Bulletin 600.3 CCHP CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2453,Version:1 clinical and service measure Quality Improvement programs.Per Administrative Bulletin 600.3 CCHP Physician services are exempt from solicitation requirements. On May 9,2023,the Board of Supervisors approved Contract #77-331-1 with Sequoia Surgical Center,L.P. (dba Sequoia Surgery Pavillion,LLC),in an amount not to exceed $10,000,000,for the provision of ASC services for CCHP members and County recipients for the period June 1, 2023 through May 31, 2025. Approval of Contract #77-331-2 will allow the Contractor to continue providing ASC services to CCHP members and county recipients through May 31, 2028. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved,certain specialized ASC services for CCHP members under the terms of their Individual and Group Health Plan membership contract with the county will not be provided. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2454 Name: Status:Type:Consent Item Passed File created:In control:6/5/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract amendment with Karen Weinbaum, M.D., to increase the payment limit by $170,000 to an amount not to exceed $620,000 to provide additional emergency medicine physician services at Contra Costa Regional Medical Center and Health Centers with no change in the term ending September 30, 2026. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Contract Amendment #76-796-2 with Karen Weinbaum, M.D. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute on behalf of the County Contract Amendment #76-796-2 with Karen Weinbaum, M.D., an individual, effective June 1, 2025, to amend Contract #76-796-1, to increase the payment limit by $170,000, from $450,000 to a new payment limit of $620,000 to provide additional emergency medicine physician services at Contra Costa Regional Medical Center (CCRMC) and Contra Costa Health Centers with no change in the original term ending September 30, 2026. FISCAL IMPACT: Approval of this Contract Amendment will result in additional annual expenditures of up to $170,000 and will be funded as budgeted 100% by Hospital Enterprise Fund I revenues. (No rate increase) BACKGROUND: Due to the limited number of specialty providers available within the community, CCRMC and Contra Costa Health Centers relies on contractors to provide necessary emergency medicine specialty health services to its patients. CCRMC has contracted with Dr. Weinbaum for emergency medicine services since October 2022. This Contract is entered into under and subject to the following legal authorities: California Government Code §§ 26227 and 31000; Health and Safety Code § 1451. Health Services Personnel approved this Contract to ensure no conflicts with labor relations. Per Administrative Bulletin 600.3 CCRMC Physician services are exempt from Solicitation requirements. On October 3, 2023, the Board of Supervisors approved Contract #76-796-1 with Karen Weinbaum, M.D., in an amount not to exceed $450,000, for the provision of emergency medicine physician services at CCRMC and CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2454,Version:1 Contra Costa Health Centers, for the period October 1, 2023 through September 30, 2026. Approval of Contract Amendment #76-796-2 will allow the Contractor to provide additional emergency medicine physician services through September 30, 2026. CONSEQUENCE OF NEGATIVE ACTION: If this Contract Amendment is not approved, the necessary emergency medicine physician services needed for patient care will not be available or will create increased wait times due to the limited number of specialty providers available within the community. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2455 Name: Status:Type:Consent Item Passed File created:In control:6/5/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract amendment with Duffygroup, Inc., to increase the payment limit by $150,000 to an amount not to exceed $530,000 for additional professional outreach and advisory services with regard to recruitment for the Health Services Department with no change in the term ending July 31, 2026. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title: Contract Amendment #23-860-3 with Duffygroup, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute on behalf of the County Contract Amendment #23-860-3 with Duffygroup, Inc., a corporation, effective June 1, 2025, to amend Contract #23-860 (as amended by Amendment Agreement #23-860-1 and #23-860-2), to increase the payment limit by $150,000, from $380,000, to a new payment limit of $530,000 for additional professional outreach and advisory services with regard to recruitment for the Health Services Department with no change in the term ending July 31, 2026. FISCAL IMPACT: Approval of this Contract Amendment will result in additional expenditures of up to $150,000 and will be funded as budgeted by the department 100% by Hospital Enterprise Fund I. (No rate increase) BACKGROUND: Duffygroup, Inc, is specialized in healthcare executive recruitments and. has the necessary expertise to perform recruitment services for the Health Services Department by reaching out to larger audiences to identify experienced healthcare executives for new and upcoming vacant positions. Contractor promotes the positions to potential candidates and ensures they are qualified. This reduces administrative work for the County and ensures the department interviews quality candidate. The department is currently building out the infrastructure and actively recruiting. This Contract is entered into under and subject to the following legal authorities California Government Code §§ 26227 and 31000. Health Services Personnel approved this Contract to ensure no conflicts with labor relations. Division Contract monitoring staff meet on a regular basis to ensure monitoring of performance CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2455,Version:1 measures set forth in the contract are upheld. Per Administrative Bulletin 600.3, this Contractor was approved by the Public Works Department's Purchasing Division on February 10, 2025. In September 2024, the Purchasing Services Manager executed Contract #23-860 with Duffygroup, Inc., in an amount not to exceed $100,000, for the provision of professional outreach and advisory services with regard to recruitment for the Health Services Department for the period August 1, 2024 through July 31, 2025. In January 2025, the Purchasing Services Manager executed Contract Amendment #23-860-1 with Duffygroup, Inc., effective December 1, 2024, to increase the payment limit by $90,000 to a new total payment limit of $190,000 for additional for additional professional outreach and advisory services with no change in the term. On February 2, 2025, the Board of Supervisors approved Contract Amendment/Extension #23-860-2 with Duffygroup, Inc., effective February 1, 2025, to increase the payment limit by $190,000 to a new total payment limit of $380,000 for additional for additional professional outreach and advisory services with no change in the term. Approval of Contract Amendment #23-860-3 will allow the Contractor to provide additional professional outreach and advisory services through July 31, 2026. CONSEQUENCE OF NEGATIVE ACTION: If this Contract Amendment is not approved, County will not have access to Contractor’s specialized healthcare executive recruitments and the department will experience delays in recruitment for critical vacant positions. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2456 Name: Status:Type:Consent Item Passed File created:In control:6/5/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with Benjamin Yim, MD, APC, in an amount not to exceed $840,000 to provide neurology services at Contra Costa Regional Medical Center and Health Centers for the period June 1, 2025 through May 31, 2027. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Contract #76-923 with Benjamin Yim, MD, APC ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Interim Health Services Director,or designee,to execute on behalf of the County Contract #76-923 with Benjamin Yim,MD,APC,a corporation,in an amount not to exceed $840,000, to provide neurology services at Contra Costa Regional Medical Center (CCRMC)and Contra Costa Health Centers, for the period June 1, 2025 through May 31, 2027. FISCAL IMPACT: This Contract will result in annual budgeted expenditures of up to $840,000 over a two-year period and will be funded 100% by Hospital Enterprise Fund I revenues. BACKGROUND: Due to the limited number of specialty providers available within the community,CCRMC and Contra Costa Health Centers relies on contractors to provide necessary specialty health services to its patients.The County will contract with Benjamin Yim,MD,APC to provide neurology services including,but not limited to: neurology clinic services, inpatient consultation, training, medical/surgical procedures and on-call services. This Contract is entered into under and subject to the following legal authorities:California Government Code §§26227 and 31000;Health and Safety Code §1451.Health Services Personnel approved this contract to ensure no conflicts with labor relations.CCRMC’s Quality Management,Utilization Management and Contract Monitor Staff meet on a regular basis to ensure monitoring and performance measures in the contract are upheld.Per Administrative Bulletin 600.3,CCRMC Physician services are exempt from Solicitation requirements. Approval of this new Contract #76-923 allows the Contractor to provide neurology services through May 31, CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2456,Version:1 Approval of this new Contract #76-923 allows the Contractor to provide neurology services through May 31, 2027. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved,the necessary specialty neurology services needed for patient care will not be available or will create increased wait times due to the limited number of specialty providers available within the community. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2457 Name: Status:Type:Consent Item Passed File created:In control:6/5/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with Ever Well Health Systems, LLC, in an amount not to exceed $1,506,633 to provide residential and mental health services to adults diagnosed with Serious Mental Illness and Serious Persistent Mental Illness for the period July 1, 2025 through June 30, 2026. (100% Behavioral Health Services Act) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Contract #74-627-7 with Ever Well Health Systems, LLC. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Interim Health Services Director,or designee,to execute on behalf of the County Contract #74-627-7 with Ever Well Health Systems,LLC,a limited liability company,in an amount not to exceed $1,506,633 to provide residential and mental health services to adults diagnosed with Serious Mental Illness (SMI) and Serious Persistent Mental Illness (SPMI) for the period July 1, 2025 through June 30, 2026. FISCAL IMPACT: Approval of this Contract will result in annual budgeted expenditures of up to $1,506,633 and will be funded 100% by Behavioral Health Services Act revenues. BACKGROUND: The County has been contracting with Ever Well Health Systems,LLC since December 2020 to provide residential and mental health services to adults diagnosed with SMI and SPMI.This Contract meets the social needs of County’s population by providing residential facilities for adults who require support and are being discharged from state hospitals or psychiatric health facilities and require step-down care to transition to community living. This Contract is entered into under and subject to the following legal authorities:California Government Code §§26227 and 31000.This Contract was approved by Health Services Personnel to ensure there is no conflict with labor relations.The Behavioral Health’s Quality Management,Utilization Management and Contract Monitor Staff meet on a regular basis to ensure monitoring and performance measures in the Contract are upheld. This provider was selected in collaboration with community stakeholder advisory bodies and was approved asCONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2457,Version:1 This provider was selected in collaboration with community stakeholder advisory bodies and was approved as part of the comprehensive Mental Health Services Act Three-Year Plan as required by State regulation. Providers interested in providing specialized services were invited proactively to participate in program development and offered the opportunity to submit interest at dozens of publicly noticed meetings.The services and vendors were identified in the formal Three-Year plan was approved on the following schedule that was noticed to the public and approved by the Board on August 1,2023.The Three-Year Plan was posted for public comment from June 5,2023 through July 5,2023,there was a Public Hearing at the Mental Health Commission meeting on July 5, 2023, and it was approved by the Board of Supervisors on August 1, 2023. On August 13,2024,the Board of Supervisors approved Contract #74-627-5 with Ever Well Health Systems, LLC,in the amount of $1,434,888,for the provision of residential and mental health services to adults diagnosed with SMI and SPMI being stepped down from Institutes for Mental Diseases (IMD)levels of care and to transition back into the community, for the period July 1, 2024 through June 30, 2025. Approval of Contract #74-627-7 will allow the Contractor to continue providing SMI and SPMI mental health services through June 30, 2026. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved,County clients in need of SMI and SPMI care will not have access to Contractor’s services possibly resulting in higher levels of placement, including hospitalization. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2458 Name: Status:Type:Consent Item Passed File created:In control:6/5/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with Chiu-Hung Tung M.D. Inc., in an amount not to exceed $250,000 to provide anesthesiology services at Contra Costa Regional Medical Center and Health Centers for the period June 1, 2025 through May 31, 2026. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Contract #26-642-18 with Chiu-Hung Tung, M.D. Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Interim Health Services Director,or designee,to execute on behalf of the County Contract #26-642-18 with Chiu-Hung Tung,M.D.Inc.,a corporation,in an amount not to exceed $250,000 to provide anesthesiology services at Contra Costa Regional Medical Center (CCRMC)and Contra Costa Health Centers, for the period June 1, 2025 through May 31, 2026. FISCAL IMPACT: Approval of this Contract will result in contractual service expenditures of up to $250,000 and will be funded 100% by Hospital Enterprise Fund I revenues. BACKGROUND: Due to the limited number of specialty providers available within the community,CCRMC and Contra Costa Health Centers rely on contractors to provide necessary specialty health services to its patients.Contractor’s anesthesiology services will include clinic coverage,consultation,training,medical procedures,and on-call coverage.This Contractor has been providing anesthesiology services at CCRMC and Contra Costa Health Centers since January 2009. This Contract is entered into under and subject to the following legal authorities:California Government Code §§26227 and 31000;and Health and Safety Code §1451.Health Services Personnel approved this Contract to ensure no conflicts with labor relations.CCRMC’s Quality Management,Utilization Management and Contract Monitor staff meet on a regular basis to ensure monitoring and performance measures in the contract are upheld.Per Administrative Bulletin 600.3 CCRMC Physician services are exempt from Solicitation requirements. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2458,Version:1 On June 21,2022,the Board of Supervisors approved Contract #26-642-16 with Chiu-Hung Tung,M.D.Inc., in an amount not to exceed $450,000 for the provision of anesthesiology services at CCRMC and Contra Costa Health Centers, for the period June 1, 2022 through May 31, 2025. On June 13,2023,the Board of Supervisors approved Contract Amendment #26-642-17 with Chiu-Hung Tung, M.D.Inc.,effective March 1,2023,to increase the payment limit by $300,000,from $450,000 to a new payment limit of $750,000, with no change in the term. Approval of Contract #26-642-18 will allow the Contractor to continue providing anesthesiology services at CCRMC and Contra Costa Health Centers through May 31, 2026. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved,the necessary specialty anesthesiology services needed for patient care will not be available or will create increased wait times due to the limited number of specialty providers available within the community. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2459 Name: Status:Type:Consent Item Passed File created:In control:6/5/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with George Lee, M.D., in an amount not to exceed $980,000 to provide anesthesiology services at Contra Costa Regional Medical Center and Health Centers for the period June 1, 2025 through May 31, 2026. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Contract #26-995-24 with George Lee, M.D. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Interim Health Services Director,or designee,to execute on behalf of the County Contract #26-995-24 with George Lee,M.D.,an individual,in an amount not to exceed $980,000 to provide anesthesiology services at Contra Costa Regional Medical Center (CCRMC)and Contra Costa Health Centers, for the period June 1, 2025 through May 31, 2026. FISCAL IMPACT: Approval of this Contract will result in contractual service expenditures of up to $980,000 and will be funded 100% by Hospital Enterprise Fund I revenues. BACKGROUND: Due to the limited number of specialty providers available within the community,CCRMC and Contra Costa Health Centers rely on contractors to provide necessary specialty health services to its patients.Contractor’s anesthesiology services will include clinic coverage,consultation,training,medical procedures,and on-call coverage.This Contractor has been providing anesthesiology services at CCRMC and Contra Costa Health Centers since August 2002. This Contract is entered into under and subject to the following legal authorities:California Government Code §§26227 and 31000;and Health and Safety Code §1451.Health Services Personnel approved this Contract to ensure no conflicts with labor relations.CCRMC’s Quality Management,Utilization Management and Contract Monitor staff meet on a regular basis to ensure monitoring and performance measures in the contract are upheld.Per Administrative Bulletin 600.3 CCRMC Physician services are exempt from Solicitation requirements. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2459,Version:1 On June 21,2022,the Board of Supervisors approved Contract #26-995-21 with George Lee,M.D.,in an amount not to exceed $1,850,000 for the provision of anesthesiology services at CCRMC and Contra Costa Health Centers, for the period June 1, 2022 through May 31, 2025. On June 13,2023,the Board of Supervisors approved Contract Amendment #26-995-22 with George Lee, M.D.,effective May 1,2023,to increase the payment limit by $310,000,from $1,850,000 to a new payment limit of $2,160,000, with no change in the term. On February 27,2024,the Board of Supervisors approved Contract Amendment #26-995-23 with George Lee, M.D.,effective March 1,2024,to increase the payment limit by $520,000,from $2,160,000 to a new payment limit of $2,680,000, with no change in the term. Approval of Contract #26-995-24 will allow the Contractor to continue providing anesthesiology services at CCRMC and Contra Costa Health Centers through May 31, 2026. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved,the necessary specialty anesthesiology services needed for patient care will not be available or will create increased wait times due to the limited number of specialty providers available within the community. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2460 Name: Status:Type:Consent Item Passed File created:In control:6/6/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with AYA Healthcare, Inc., in an amount not to exceed $3,000,000 to provide temporary nursing staff for Contra Costa Regional Medical Center and Health Centers for the period July 1, 2025 through June 30, 2026. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Contract #26-458-35 with AYA Healthcare, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Interim Health Services Director,or designee,to execute on behalf of the County Contract #26-458-35 with AYA Healthcare,Inc.,a corporation,in an amount not to exceed $3,000,000 to provide temporary nursing services for Contra Costa Regional Medical Center (CCRMC)and Contra Costa Health Centers for the period July 1, 2025 through June 30, 2026. FISCAL IMPACT: Approval of this Contract will result in annual expenditures of up to $3,000,000 and will be funded as budgeted by the Department in FY 2025-26 100% by Hospital Enterprise Fund I allocations. BACKGROUND: CCRMC and Contra Costa Health Centers have an obligation to provide medical staffing services to patients. Therefore,the County contracts with temporary help firms to ensure patient care is provided during peak loads, temporary absences,vacations and emergency situations where additional staffing is required.The County has been using the Contractor’s temporary staffing services since July 1, 2008. This Contract is entered into under and subject to the following legal authorities:California Government Code §§26227 and 31000.CCRMC and Contra Costa Health Center’s Quality Management,Utilization Management and Contract Monitor Staff meet on a regular basis to ensure monitoring and performance measures in the Contract are upheld.Health Services Personnel approved this Contract to ensure no conflicts with labor relations.These contracted services were determined to be exempt from Administrative Bulletin 600.3 solicitation requirements by the Public Works Department’s Purchasing Division. On April 22,2024,the Board of Supervisors approved Contract #26-458-34 with AYA Healthcare,Inc.,in an CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2460,Version:1 On April 22,2024,the Board of Supervisors approved Contract #26-458-34 with AYA Healthcare,Inc.,in an amount not to exceed $3,000,000 for the provision of temporary nursing services for CCRMC and Contra Costa Health Centers to cover during temporary absences and shortages of nurses in critical areas for the period July 1, 2024 through June 30, 2025. Approval of Contract #26-458-35 will allow the Contractor to continue to provide temporary nursing services through June 30,2025.This Contract includes services provided by represented classifications and the County has met its obligations with the respective labor partner(s). CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved,patients requiring nursing services at CCRMC and Contra Costa Health Centers will not have access to Contractor’s services, which may increase wait time for services. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2461 Name: Status:Type:Consent Item Passed File created:In control:6/6/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with Laura Swafford, in an amount not to exceed $669,900 to provide technical support and training services for the Health Services Department for County’s ccLink System for the period July 1, 2025 through June 30, 2027. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Contract #23-391-23 with Laura Swafford ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Interim Health Services Director,or designee,to execute on behalf of the County Contract #23-391-23 with Laura Swafford,an individual,in an amount not to exceed $669,900,to provide technical support and training services for the Health Services Department ccLink System,for the period from July 1, 2025 through June 30, 2027. FISCAL IMPACT: Approval of this Contract will result in contractual expenditures of up to $669,000 over a two-year period and will be funded 100% by Hospital Enterprise Fund I. BACKGROUND: This Contractor has been providing technical support and training services for the Health Services Department for the ccLink System to enhance utilization of the EPIC Billing System since 2006.Approval of this Contract will allow the Contractor to continue to work on data and financial analysis,partner with department leaders to understand current workflows and develop future workflows that will result in operations improvements, investigate complex billing issues and recommend both operational and technical solutions that align with the department’s business strategy. This Contract is entered into under and subject to the following legal authorities:California Government Code §§26227 and 31000.CCRMC and Contra Costa Health Center’s Quality Management,Utilization Management and Contract Monitor Staff meet on a regular basis to ensure monitoring and performance measures in the Contract are upheld.Health Services Personnel approved this Contract to ensure no conflicts with labor relations.This Contractor has approved by the Public Works Department’s Purchasing Division on CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2461,Version:1 March 18, 2025. On June 13,2023,the Board of Supervisors approved Contract #23-391-22 with Laura Swafford,in an amount not to exceed $560,000 to provide technical support and training services to the Health Services Department’s billing office work processes and creating work queues in ccLink for the period July 1,2023 through June 30, 2025. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved,the Contractor will not provide services to the Department for work queues and billing in ccLink System. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2462 Name: Status:Type:Consent Item Passed File created:In control:6/6/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with Contra Costa Interfaith Transitional Housing, Inc. (dba Hope Solutions), in an amount not to exceed $464,438 to provide Mental Health Services Act Prevention and Early Intervention program services for formerly homeless families for the period July 1, 2025 through June 30, 2026. (100% Mental Health Services Act - Prevention and Early Intervention) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Contract #74-378-19 with Contra Costa Interfaith Transitional Housing, Inc. (dba Hope Solutions) ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute on behalf of the County Contract #74-378-19 with Contra Costa Interfaith Transitional Housing, Inc. (dba Hope Solutions), a non-profit corporation, in an amount not to exceed $464,438 to provide an on-site, on-demand and culturally appropriate Mental Health Services Act (MHSA) Prevention and Early Intervention (PEI) program for formerly homeless families, for the period July 1, 2025 through June 30, 2026. FISCAL IMPACT: Approval of this Contract will result in an annual budgeted expenditure of up to $464,438 for FY 2025-26 and will be funded 100% by MHSA-PEI funds. BACKGROUND: This Contract meets the social needs of County’s population by providing an on-site, on-demand and culturally appropriate PEI program to help formally homeless families. Contra Costa Interfaith Transitional Housing, Inc. (dba Hope Solutions) has been providing MHSA-PEI services to the County since July 1, 2009. This Contract is entered into under and subject to the following legal authorities: California Government Code §§ 26227 and 31000. This Contract was approved by Health Services Personnel to ensure there is no conflict with labor relations. The Behavioral Health’s Quality Management, Utilization Management and Contract Monitor Staff meet on a regular basis to ensure monitoring and performance measures in the Contract are upheld. This provider was selected in collaboration with community stakeholder advisory bodies and was approved as CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2462,Version:1 part of the comprehensive Mental Health Services Act Three-Year Plan as required by State regulation. Providers interested in providing specialized services were invited proactively to participate in program development and offered the opportunity to submit interest at dozens of publicly noticed meetings. The services and vendors were identified in the formal Three-Year plan that was approved on the following schedule that was noticed to the public and approved by the Board on August 1, 2023. The Three-Year Plan was posted for public comment from June 5, 2023 through July 5, 2023, there was a Public Hearing at the Mental Health Commission meeting on July 5, 2023, and it was approved by the Board of Supervisors on August 1, 2023. On September 24, 2024, the Board of Supervisors approved Contract #74-378-18 with Contra Costa Interfaith Transitional Housing, Inc. (dba Hope Solutions), in an amount not to exceed $442,322, to provide an on-site, on -demand and culturally appropriate MHSA-PEI program to help formerly homeless families for the period from July 1, 2024 through June 30, 2025. Approval of Contract #74-378-19 will allow the Contractor to continue providing services through June 30, 2026. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved, the MHSA-PEI services needed for patient care will create increased wait times due to the limited number of specialty providers available within the community. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2463 Name: Status:Type:Consent Item Passed File created:In control:6/7/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Interim Health Services Director, a purchase order with R.S. Hughes Company, Inc. in an amount not to exceed $195,209 for air monitoring equipment and supplies for the Contra Costa Health Hazardous Materials Program during the period from April 15, 2025 through October 22, 2025. (100% Supplemental Environmental Project Enforcement funds) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Purchase Order with R.S. Hughes Company, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Interim Health Services Director, a purchase order with R.S. Hughes Company, Inc. in an amount not to exceed $195,209 for air monitoring equipment and supplies for the Contra Costa Health Hazardous Materials Program (CCHHMP) during the period from April 15, 2025 through October 22, 2025. FISCAL IMPACT: Approval of this action will result in expenditures of up to $195,209 and will be funded by Enforcement funds associated with a Supplemental Environmental Project. BACKGROUND: CCHHMP received enforcement funds from K2 Pure Solutions, LP (K2), linked to an EPA settlement regarding a supplemental environmental project for emergency response equipment (SEP). The Equipment is used when responding to incidents resulting in the release or threatened release of hazardous materials to provide air monitoring for responders and the community. Delays were encountered due to prolonged communications regarding review of the vendor documentation. CCHHMP also received an enforcement order from the EPA regarding this equipment and this action will allow CCHHMP to comply with that order. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, Contra Costa Health will not be able to reimburse R.S.Hughes Company, Inc. for equipment already received and/or in transit to CCHHMP and may have to return the money received under the CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2463,Version:1 settlement to K2. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2464 Name: Status:Type:Consent Item Passed File created:In control:6/9/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with Counseling Options & Parent Education Support Center, Inc., in an amount not to exceed $305,111 to provide Triple-P parent education classes and practitioner trainings for the period July 1, 2025 through June 30, 2026. (100% Behavioral Health Services Act) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Contract # 74-523-10 with Counseling Options & Parent Education Support Center, Inc. (C.O.P.E.) ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute on behalf of the County Contract #74-523-10 with Counseling Options & Parent Education Support Center, Inc. (C.O.P.E.), a non-profit corporation, in an amount not to exceed $305,111, to provide Triple-P parent education classes and practitioner trainings for the period from July 1, 2025 through June 30, 2026. FISCAL IMPACT: Approval of this Contract will result in annual budgeted expenditures of up to $305,111 for FY 2025-26 and will be funded 100% by Behavioral Health Service Act revenues. BACKGROUND: This Contract meets the social needs of County’s population by providing Triple P parent education programming for at-risk families to help parents develop better coping skills and improve family communication. Contractor shall also provide trainings and certification services to maintain a qualified pool of practitioners within Contra Costa County. Contractor has been providing these services to County since July 2014. This Contract is entered into under and subject to the following legal authorities: California Government Code §§ 26227 and 31000. The Behavioral Health’s Quality Management, Utilization Management and Contract Monitor Staff meet on a regular basis to ensure monitoring and performance measures in the Contract are upheld. This Contract was approved by Health Services Personnel to ensure there is no conflict with labor relations. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2464,Version:1 This provider was selected in collaboration with community stakeholder advisory bodies and was approved as part of the comprehensive Mental Health Services Act Three-Year Plan as required by State regulation. Providers interested in providing specialized services were invited proactively to participate in program development and offered the opportunity to submit interest at dozens of publicly noticed meetings. The services and vendors were identified in the formal Three-Year plan was approved on the following schedule that was noticed to the public and approved by the Board on August 1, 2023. The Three-Year Plan was posted for public comment from June 5, 2023 through July 5, 2023, there was a Public Hearing at the Mental Health Commission meeting on July 5, 2023, and it was approved by the Board of Supervisors on August 1, 2023. On July 23, 2024, the Board of Supervisors approved Contract #74-523-9 with Counseling Options & Parent Education Support Center, Inc. (C.O.P.E.), in an amount not to exceed $290,582, for the provision of Triple-P parent education classes and practitioner trainings, for the period from July 1, 2024 through June 30, 2025. Approval of Contract #74-523-10 will allow the Contractor to continue providing services through June 30, 2026. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved, at-risk families will have reduced access to parent education programming and qualified Triple-P practitioners, resulting in reduced levels of service to the community. CHILDREN’S IMPACT STATEMENT: This program supports the following Board of Supervisors’ community outcomes: “Children Ready For and Succeeding in School”; “Families that are Safe, Stable, and Nurturing”; and “Communities that are Safe and Provide a High Quality of Life for Children and Families”. Expected program outcomes include an increase in positive social and emotional development as measured by the Child and Adolescent Functional Assessment Scale (CAFAS). CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2465 Name: Status:Type:Consent Item Passed File created:In control:6/9/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to purchase on behalf of the Interim Health Services Director, 876 Albertsons gift cards for a total amount not to exceed $24,966 to be used as incentives for consumer participation in Mental Health Services Act-Prop 63 planning processes. (100% Mental Health Services Act-Prop 63 Funds) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Gift Cards for Consumer Participation of Mental Health Services Act - Prop 63 ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, or designee, to purchase on behalf of the Interim Health Services Director, 876 Albertsons gift cards, each with a $30 value with a five percent discount totaling $24,966 to be used as incentives for consumer participation in Mental Health Services Act-Prop 63 (MHSA) planning processes. FISCAL IMPACT: The $24,966 expenditure will be funded by MHSA-Prop 63 funding. There is no impact to the County General Fund. BACKGROUND: Proposition 63, the Mental Health Services Act, was passed by voters on November 2, 2004. This proposition imposes an additional 1% tax on taxable personal income above $1 million to provide dedicated funding for expansion of mental health services and programs. Gift Cards are provided to mental health consumers and family members as an incentive for ongoing and meaningful participation and involvement as full partners in the MHSA planning processes, from the inception of the planning through implementation and evaluation of identified activities. State Department of Mental Health Letter Number 05-01 requires the participation of mental health consumers and family members in this process. Additionally, counties must continue to be engaged in ongoing community planning processes for MHSA annual plan updates and for any new MHSA plan. As such, to obtain broader stakeholder input, gift cards allow the county to provide a way to reward those mental health consumers and their family members who so willingly volunteer many hours to participate in the myriad of MHSA planning CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2465,Version:1 processes. Gift cards help offset potential costs and financial burden associated with meeting participation including, but not limited to, transportation and meals. The gift cards will be administered in accordance with the requirements outlined in Administrative Bulletin #615. CONSEQUENCE OF NEGATIVE ACTION: If there are no incentives available, consumer and family member participation and involvement may decrease during the Community Program Planning Process, which is a required component for the Mental Health Services Act (MHSA) Three-Year Program and Expenditure Plan. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2466 Name: Status:Type:Consent Item Passed File created:In control:6/10/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with Carolyn Breaud, LMFT, in an amount not to exceed $450,000 to provide telehealth behavioral health therapy services for Contra Costa Health Plan members and County recipients for the period June 1, 2025 through May 31, 2028. (100% Contra Costa Health Plan Enterprise Fund II) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Contract #77-758 with Carolyn Breaud, LMFT ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Interim Health Services Director,or designee,to execute on behalf of the County Contract #77-758 with Carolyn Breaud,LMFT,a sole proprietor,in an amount not to exceed $450,000, to provide telehealth behavioral health therapy services for Contra Costa Health Plan (CCHP)members and County recipients, for the period June 1, 2025 through May 31, 2028. FISCAL IMPACT: Approval of this Contract will result in contractual service expenditures of up to $450,000 over a three-year period and will be funded 100% by CCHP Enterprise Fund II revenues. BACKGROUND: CCHP has an obligation to provide telehealth behavioral health therapy services for its members under the terms of their Individual and Group Health Plan membership Contracts with the County.This Contractor will be part of the CCHP Provider Network providing these services and fostering a deep understanding of the CCHP organizations, mission, values, and long-term objectives starting June 1, 2025. This Contract is entered into under and subject to the following legal authorities:California Government Code §§26227 and 31000;Health and Safety Code §1451.Health Services Personnel approved this Contract to ensure no conflicts with labor relations.Contractor will cooperate with and participates in CCHP’s Quality Management Program which consists of quality improvement activities to improve the quality of care and services and member experience.Cooperation includes collection and evaluation of performance measurement data and participation in the organization’s clinical and service measure Quality Improvement Programs.These contracted services were determined to be exempt from Administrative Bulletin 600.3 solicitation requirements CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2466,Version:1 by the Public Works Department’s Purchasing Division. Approval of new Contract #77-758 will allow the Contractor to provide telehealth behavioral health therapy services for CCHP members and County recipients through May 31, 2028. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved,certain telehealth behavioral health therapy services for CCHP members under the terms of their Individual and Group Health Plan membership Contracts with the County will not be provided and may cause a delay in services to CCHP members. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2467 Name: Status:Type:Consent Item Passed File created:In control:6/10/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract amendment with the California Department of Public Health, to increase the amount payable to County by $190,347 to an amount not to exceed $298,886 and extend the term through June 30, 2027 for the continuation of the LabAspire Public Director Fellowship Program. (No County match) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Grant Amendment #78-049-2 with the California Department of Public Health ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Interim Health Services Director,or designee,to execute on behalf of the County Grant Amendment #78-049-2 (State #23-10810 A1)with the California Department of Public Health (CDPH),to amend Grant Agreement #78-049-1 (State #23-10810),to increase the amount payable to County by $190,347,from $108,539 to a new amount not to exceed $298,886 and extend the termination from June 30, 2026 to June 30,2027,for the continuation of the LabAspire Public Health Laboratory Director Fellowship Program. FISCAL IMPACT: Approval of this Grant Amendment will result in an additional amount payable to the County of $190,347 from the CDPH. No County match required. BACKGROUND: The CDPH’s Center for Laboratory Sciences is accepting applications from California Public Health Laboratories for Public Health Laboratory (PHL)workforce training.These PHL training funds are specifically authorized by Assembly Bill 102 (AB 102)Item 4265-001-0001 Provisions 12 and 13,and AB102 Item 4265- 111-0001 Provisions 5 and 6.This funding is provided to increase the number of state and local California Public Health Microbiologist (PHM)trainees and to increase enrollment in the LabAspire Program,which trains and prepares qualified professionals to direct California Public Health Laboratories.This Program includes training on regulatory requirements,laboratory budgeting and finance,laboratory administration, safety, quality assurance, technical program solving and networking with public health partners. On April 22,2024 the Board of Supervisors approved Grant Agreement #78-049-1 in an amount payable to the County of $108,539 to allow one (1)Senior Public Health Microbiologist to enroll in the LabAspire Fellowship CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2467,Version:1 County of $108,539 to allow one (1)Senior Public Health Microbiologist to enroll in the LabAspire Fellowship Program to obtain the required supervisor experience and/or advanced degree while providing workforce capacity for the County’s Public Health Laboratory through June 30,2026,including agreeing to indemnify and hold the State harmless for any claims arising out of the County’s performance under the Grant Agreement. Approval of Grant Amendment #78-049-2 will allow County to recive additional funding for the LabAspire Public Health Laboratory Director Fellowship Program through June 30, 2027. CONSEQUENCE OF NEGATIVE ACTION: If the Grant Amendment is not approved,County will not receive additional funding nor extended term for the Lab Aspire Program. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2468 Name: Status:Type:Consent Item Passed File created:In control:6/10/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract amendment with the Contra Costa County Fire Protection District, to increase the payment limit by $1,897,287 to an amount not to exceed $7,273,656 and extend the term through June 30, 2026 for additional paramedic emergency medical first responder services. (100% CSA EM-1 Measure H funds) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Interagency Amendment/Extension #23-367-15 with Contra Costa County Fire Protection District ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Interim Health Services Director,or designee,to execute on behalf of the County Interagency Amendment/Extension #23-367-15 with the Contra Costa County Fire Protection District (CCCFPD),effective June 24,2025,to amend Interagency Agreement #23-367-14,to increase the payment limit by $1,897,287,from $5,376,369 to a new payment limit of $7,273,656 and extend the termination date from June 30,2025 to June 30,2026,for additional paramedic emergency medical first responder services in coordination with the Contra Costa County Emergency Medical System. FISCAL IMPACT: Approval of this Amendment/Extension will result in additional annual expenditures of up to $1,897,287 and is 100% funded by CSA EM-1 (Measure H). (No rate increase) BACKGROUND: County Service Area EM-1 was established in 1989 to provide enhanced emergency medical services,including rapid paramedic-staffed ambulance response,to the residents of Contra Costa County.In May,2013,the Board of Supervisors adopted the population-based allocation formula (CSA-EM1 Zone B fire agencies)to preserve the First Response Funding affected by reductions associated with fire station closures. On September 20,2022,the Board of Supervisors approved Contract #23-367-14 with CCCFPD,in an amount not to exceed $5,376,369 to provide prehospital emergency medical first responder services of its First Responder Paramedic Program, for the period from July 1, 2022 through June 30, 2025. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2468,Version:1 Approval of Amendment/Extension #23-367-15 will allow the Contractor to continue providing paramedic emergency medical first responder services through June 30,2026.This Contract includes mutual indemnification to hold both parties harmless for any claims arising out of the performance of this Contract. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved,County will not receive from agency prehospital emergency medical first responder services,within the Contra Costa County Fire Protection District which could negatively impact patient care. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2469 Name: Status:Type:Consent Item Passed File created:In control:6/10/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract amendment with the City of El Cerrito for its Fire Department, to increase the payment limit by $109,851 to an amount not to exceed $341,477 and extend the term through June 30, 2026 for additional paramedic emergency medical first responder services. (100% CSA EM-1 Measure H funds) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Interagency Amendment/Extension #23-299-17 with the City of El Cerrito for its Fire Department ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Interim Health Services Director,or designee,to execute on behalf of the County Interagency Amendment/Extension #23-299-17 with the City of El Cerrito for its Fire Department,a municipal corporation,effective June 24,2025,to amend Interagency Agreement #23-299-16,to increase the payment limit by $109,851,from $231,426 to a new payment limit of $341,477 and extend the termination date from June 30,2025 to June 30,2026 for additional paramedic emergency medical first responder services within the cities of El Cerrito and the Kensington Fire Protection District. FISCAL IMPACT: Approval of this Amendment/Extension will result in additional annual expenditures of up to $109,851 and is 100% funded by CSA EM-1 (Measure H) funds. (No rate increase) BACKGROUND: County Service Area EM-1 was established in 1989 to provide enhanced emergency medical services,including rapid paramedic-staffed ambulance response,to the residents of Contra Costa County.On May 14,2013,the Board of Supervisors authorized the County’s Health Services Emergency Medical Services Division approval of CSA EM-1 fire agency funding,based on a population-based funding formula,to partially offset cost to the to fire agencies providing first responder Paramedic services in Zone B. On July 12,2022,the Board of Supervisors approved Interagency Agreement #23-299-16 with the City of El Cerrito for its Fire Department,in an amount not to exceed $231,426 to provide funding for first responder fire paramedic services within the City of El Cerrito and the Kensington Fire Protection District,for the period July CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2469,Version:1 paramedic services within the City of El Cerrito and the Kensington Fire Protection District,for the period July 1, 2022 through June 30, 2025. Approval of Amendment/Extension #23-299-17 will allow the Contractor to continue providing first responder fire paramedic services through June 30,2026.This Contract includes mutual indemnification to hold both parties harmless for any claims arising out of the performance of the Contract. CONSEQUENCE OF NEGATIVE ACTION: If this Amendment/Extension is not approved,County will not receive prehospital emergency medical first responder services within the City of El Cerrito from Contractor. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2470 Name: Status:Type:Consent Item Passed File created:In control:6/10/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract amendment with Moraga Orinda Fire District, to increase the payment limit by $92,933 to an amount not to exceed $361,457 and extend the term through June 30, 2026 for additional paramedic emergency medical first responder services within the cities of Moraga and Orinda. (100% CSA EM-1 Measure H Funds) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Interagency Amendment/Extension #23-228-15 with Moraga Orinda Fire District ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County Interagency Amendment/Extension #23-228-15 with Moraga Orinda Fire District (MOFD),a public agency, effective June 24,2025,to increase the payment limit by $92,933 from $268,524 to a new payment limit of $361,457 and extend the termination date from June 30,2025 to June 30,2026 for additional paramedic emergency medical first responder services within the cities of Moraga and Orinda. FISCAL IMPACT: Approval of this Interagency Amendment/Extension will result in additional expenditures of up to $92,933 and will be funded 100% by CSA EM-1 (Measure H) revenues. (No rate increase) BACKGROUND: Moraga Fire Protection District has provided paramedic ambulance services in Emergency Response Area 3 continuously since 1971 and has provided this service at the paramedic level since initiation of paramedic services in Contra Costa County in 1977.In July 1997,Moraga and Orinda Fire Districts consolidated into one new district. On October 4,2022,the Board of Supervisors approved Interagency Agreement #23-228-14 with MOFD in an amount not to exceed $268,524 to provide prehospital emergency medical paramedic first responder services, for the period from October 1, 2022 through September 30, 2025. Approval of Interagency Amendment/Extension Agreement #23-228-15 will allow Contractor to provide additional services within the cities of Moraga and Orinda through June 30,2026.This Contract includes mutual indemnification to hold harmless both parties for any claims arising out of the performance of thisCONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2470,Version:1 mutual indemnification to hold harmless both parties for any claims arising out of the performance of this Contract. CONSEQUENCE OF NEGATIVE ACTION: If this Contract Amendment/Extension is not approved, additional funding and extended service through June 30, 2026 will not be provided to County residents. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2471 Name: Status:Type:Consent Item Passed File created:In control:6/10/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with Sustainable Wellness Solutions (dba Consumer Self-Help Center), in an amount not to exceed $377,191 to provide a Patients’ Rights Program for the period July 1, 2025 through June 30, 2026. (100% Mental Health Realignment) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Contract #74-476-12 with Sustainable Wellness Solutions (dba Consumers Self-Help Center) ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Interim Health Services Director,or designee,to execute on behalf of County Contract #74-476-12 with Sustainable Wellness Solutions (dba Consumer Self-Help Center),a non- profit corporation,in an amount not to exceed $377,191,to provide a Patients’Rights Program,for the period July 1, 2025 through June 30, 2026. FISCAL IMPACT: Approval of this Contract will result in annual budgeted expenditures of up to $377,191 as budgeted by the department in FY 2025-26 and will be funded 100% by Mental Health Realignment funds revenue. BACKGROUND: The services required for Patients’Rights Advocacy demand a high level of specialized expertise,experience and knowledge.These unique skills are possessed by a single provider in the County.Contractor has been a longstanding partner in providing Patients’Rights Advocacy services,fostering a deep understanding of our organization’s mission,values,and long-term objectives.Engaging them again will enable knowledge transfer, avoiding knowledge gaps and ensuring continuity in service delivery. This Contract is entered into under and subject to the following legal authorities:California Government Code §§26227 and 31000.The Behavioral Health’s Quality Management,Utilization Management and Contract Monitor Staff meet on a regular basis to ensure monitoring and performance measures in the Contract are upheld.This Contract was approved by Health Services Personnel to ensure there is no conflict with labor relations.Following a Request for Proposal (RFP),this Contract was awarded to Sustainable Wellness Solutions (dba Consumer Self-Help Center)(formerly known as Consumers Self-Help Center)by Public Works Department on May 1,2024,and includes an annual option to renew after the initial year,for up to five years, CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2471,Version:1 Department on May 1,2024,and includes an annual option to renew after the initial year,for up to five years, Public Works Department determined additional approval is not required for this Contract per the Solicitation Requirements 600.3. On October 8,2024,the Board of Supervisors approved Contract #74-476-11 with Sustainable Wellness Solutions (dba Consumer Self-Help Center)in an amount not to exceed $377,191,for the provision of a Patients’ Rights Program for the period October 1, 2024 through June 30, 2025. Approval of Contract #74-476-12 will allow the Contractor to continue providing a Patients’Rights Program through June 30, 2026. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved,County will not have a Patients’Rights Advocacy Program and will be out of compliance with the performance Contract with the State Department of Health Care Services,placing funding for the Department’s mental health programs at risk. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2472 Name: Status:Type:Consent Item Passed File created:In control:6/10/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with Center for Human Development, in an amount not to exceed $740,188 to provide community outreach, care coordination and Medi-Cal navigation services for the period July 1, 2025 through June 30, 2026. (25% Medi-Cal Administrative Activities; 75% Reducing Health Disparities Grant) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Contract #23-573-12 with Center for Human Development ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Interim Health Services Director,or designee,to execute on behalf of the County Contract #23-573-12 with Center for Human Development,a non-profit corporation,in an amount not to exceed $740,188 to provide community outreach,care coordination and Medi-Cal Navigator services for the period July 1, 2025 through June 30, 2026. FISCAL IMPACT: Approval of this Contract will result in annual contractual service expenditures of up to $740,188 and will be funded by 25% Medi-Cal Administrative Activities and 75% Reducing Health Disparities Grant. BACKGROUND: The County has been contracting with Center for Human Development since July 1,2015 providing community outreach,care coordination,Medi-Cal Navigator’s project services,including post incarceration reentry support services,social benefit enrollment and retention,and health education to patients and residents of Contra Costa County. This Contract is entered into under and subject to the following legal authorities:California Government Code §§26227 and 31000.Health Services Personnel approved this contract to ensure no conflicts with labor relations.Public Health Quality Management,Utilization Management and Contract monitor staff meet on a regular basis to ensure monitoring and performance measures in the contract are upheld.This contractor has been approved by the Public Works Department’s Purchasing Division on May 7, 2025. On July 23,2024,the Board of Supervisors approved Contract #23-573-11 with Center for Human Development,in an amount not to exceed $887,690 for the provision of community outreach,care coordination CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2472,Version:1 Development,in an amount not to exceed $887,690 for the provision of community outreach,care coordination and Medi-Cal Navigator project services, for the period July 1, 2023 through June 30, 2024. Approval of Contract #23-573-12 will allow the Contractor to continue providing community outreach,care coordination and Medi-Cal Navigator’s project services, through June 30, 2026. CHILDRENS IMPACT STATEMENT: This program supports the following Board of Supervisors’community outcomes:“Communities that are Safe and Provide a High Quality of Life for Children and Families”.Expected program outcomes include a decrease in reentrant recidivism,a decrease in food insecurity,an increase in patient’s access to Medi-Cal program, health improvements for children with pediatric obesity,adults with diabetes and hypertension and women who are pregnant. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved,vulnerable residents of Contra Costa County will not have access to community outreach and care coordination services provided by Contractor. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2473 Name: Status:Type:Consent Item Passed File created:In control:6/10/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with GHC of Contra Costa, LLC (dba Bayberry Skilled Nursing and Healthcare Center), in an amount not to exceed $702,980 to provide subacute skilled nursing care services with special treatment programs for adults with serious and persistent mental illness for the period July 1, 2025 through June 30, 2026. (100% Mental Health Realignment) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Contract #74-702-1 with GHC of Contra Costa, LLC (dba Bayberry Skilled Nursing and Healthcare Center) ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute on behalf of the County Contract #74-702-1 with GHC of Contra Costa, LLC (dba Bayberry Skilled Nursing and Healthcare Center), a limited liability company, in an amount not to exceed $702,980, to provide subacute skilled nursing care services with special treatment programs (SNF/STP) for adults with Serious and Persistent Mental Illness (SPMI) for the period July 1, 2025 through June 30, 2026. FISCAL IMPACT: Approval of this Contract will result in annual expenditures of up to $702,980 and will be funded 100% by Mental Health Realignment. BACKGROUND: There are thirty (30) SNF’s in Contra Costa County, however GHC of Contra Costa, LLC is the only facility that also offers STP. Additionally, Contractor provides an additional placement option for clients who are involved in the justice system who have been placed on a Murphy conservatorship. This Contractor has been providing subacute SNF services since July of 2024. This Contract is entered into under and subject to the following legal authorities: Welfare and Institutions Code §§ 5600, et seq. (The Bronzan McCorquodale Act); California Code of Regulations (“CCR”), Title 9, §§ 523, et seq. (Community Mental Health Services); California Government Code §§ 26227 and 31000. SNF/STP services are locked sub-acute treatment options for clients discharging from acute care settings with co-occurring mental health and physical health needs. The Behavioral Health’s Quality Management, Utilization Management and Contract Monitor Staff meet on a CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2473,Version:1 regular basis to ensure monitoring and performance measures in the Contract are upheld. This Contract was approved by Health Services Personnel to ensure there is no conflict with labor relations. These contracted services were determined to be exempt from Administrative Bulletin 600.3 solicitation requirements by the Public Works Department’s Purchasing Division. On July 9, 2024, the Board of Supervisors approved Contract #74-702 with GHC of Contra Costa, LLC (dba Bayberry Skilled Nursing and Healthcare Center), in an amount not to exceed $669,500, for the provision of SNF/STP for adults with SPMI for the period July 1, 2024 through June 30, 2025. Approval of Contract #74-702-1 will allow Contractor to continue providing SNF/ STP services for adults with SPMI through June 30, 2026. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved, a significant number of adults with SPMI may be displaced to the community without the mental health services they require. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2474 Name: Status:Type:Consent Item Passed File created:In control:6/10/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract amendment with YWCA Contra Costa/Sacramento, to increase the payment limit by $374,789 to an amount not to exceed $824,789 and to extend the term through June 30, 2026 for additional mental health services to individual recipients of the CalWORKs Program and their families. (100% Substance Abuse Mental Health Works) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Contract Amendment #74-559-9 with YWCA of Contra Costa/Sacramento ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Interim Health Services Director,or designee,to execute on behalf of the County Contract Amendment #74-559-9 with YWCA of Contra Costa/Sacramento,a non-profit corporation, effective June 30,2025,to amend Contract #74-559-8,to increase the payment limit by $374,789,from $450,000 to a new payment limit of $824,789 and to extend the termination date from June 30,2025 to June 30, 2026 for additional mental health services to individual recipients of the CalWORKs Program and their families. FISCAL IMPACT: Approval of this Contract Amendment will result in additional budgeted expenditures of up to $374,789 and will be funded 100% by Substance Abuse Mental Health Works (SAMHWORKS) revenues. (No rate increase) BACKGROUND: The County has been contracting with YWCA Contra Costa/Sacramento since July 2018 to provide mental health services to recipients of the CalWORKs Program and their children who have been screened as having behavioral health,substance abuse and/or mental health needs severe enough to impede their ability to participate in Welfare to Work Activities.YWCA Contra Costa/Sacramento possesses unmatched expertise in this specific field,which is essential for achieving optimal results and ensuring the highest level of client care. Contractor is required to have dedicated CalWORKs staff to provide services to clients. This Contract is entered into under and subject to the following legal authorities:Welfare and Institutions Code §§5600,et seq.(The Bronzan McCorquodale Act);California Code of Regulations (“CCR”),Title 9,§§523,et seq.(Community Mental Health Services);California Government Code §§26227 and 31000.The Behavioral Health’s Quality Management,Utilization Management and Contract Monitor Staff meet on a regular basis toCONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2474,Version:1 Health’s Quality Management,Utilization Management and Contract Monitor Staff meet on a regular basis to ensure monitoring and performance measures in the Contract are upheld.This Contract was approved by Health Services Personnel to ensure there is no conflict with labor relations.Per Administrative Bulletin 600.3 the Department has posted a continuous Request for Qualifications and maintains a current qualified list of vendors at all times. On September 10,2024,the Board of Supervisors approved Contract #74-559-8 with YWCA of Contra Costa/Sacramento,in an amount not to exceed $450,000,for the provision of mental health services to recipients of the CalWORKs Program and their children,including individual,group and family collateral counseling,case management,and medication management services to reduce barriers to employment for the period July 1, 2024 through June 30, 2025. Approval of Contract Amendment #74-559-9 allows the Contractor to continue providing mental health services through June 30, 2026. CONSEQUENCE OF NEGATIVE ACTION: If this Contract Amendment is not approved,CalWORKs recipients will not have sufficient access to mental health services as needed. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2475 Name: Status:Type:Consent Item Passed File created:In control:6/10/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with the County of Alameda, to pay Contra Costa County an amount not to exceed $200,000 annually through the federal Ending the HIV Epidemic program for coordination and support for newly diagnosed residents with HIV in Contra Costa County, and related Business Associate Agreement, for the period July 1, 2024 through February 28, 2025, and for successive one-year periods until terminated. (No County match) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Rescind Contract #78-072 with the County of Alameda ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: RESCIND prior Board Action of February 25, 2025 (C.86) which approved and authorized the Health Services Director, or designee, to execute on behalf of the County Contract #78-072 with the County of Alameda, a government agency, to pay County an amount not to exceed $200,000 through the federal Ending the HIV Epidemic (EHE) program for the coordination and support for newly diagnosed residence with HIV in Contra Costa County for the period from July 1, 2024 through February 28, 2025; and APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute on behalf of the County Master Contract #78-072 with the County of Alameda, a government agency,to pay County an amount not to exceed $200,000 through the EHE program for the coordination and support for newly diagnosed residence with HIV in Contra Costa County, and related Business Associate Agreement, for the period from July 1, 2024 through February 28, 2025, and for successive one-year periods until terminated. FISCAL IMPACT: Approval of this Master Contract will result in an amount not to exceed $200,000 from the County of Alameda, as the Grantee of federal funds under the Ryan White CARE Act and EHE program. No County match is required. BACKGROUND: The HIV/STI Program utilizes Ryan White CARE Act and Ending the HIV Epidemic funding from Alameda County to provide a variety of services such as, but not limited to, medical case management, early intervention services, linkage to care, rapid antiretroviral therapy initiatives, medical nutrition therapy, medical transportation, and food to patients living in Contra Costa County who are living with HIV or AIDS. EHE CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2475,Version:1 funding provides services to people living with HIV, with the goal of improving access to care and health outcomes. Contra Costa County’s HIV/STI Program will utilize this funding to link potential clients who are newly diagnosed with HIV, returning to care and/or transferring to Contra Costa County and not virally suppressed. This includes all County residents living with HIV, regardless of whether they are in the CCH system of care. County’s HIV/STI Program EHE goals include: (1) ensure initiation of rapid antiretroviral treatment (ART) for 80% of people upon successful engagement with HIV Program staff; (2) provide wrap- around services to improve overall health and increase HIV education to reduce transmission by enrolling 95% of referred people in Medical Case Management; and (3) promote viral load suppression with the goal of 65% of people virally suppressed within 60 days of ART prescription. Early Intervention Services (EIS) is a service category identified by Health Resources and Services Administration (HRSA) as a best practice in meeting the needs of the HIV/AIDS community. This Agreement aims to provide at least 125 hours of EIS to at least 50 Contra Costa residents living with HIV over an 8-month period. Under Master Contract #78-072, County will be eligible for funding through the County of Alameda for County’s HIV/STI Program through February 28, 2025 and for successive one year periods thereafter until terminated under the Contract. The County received the Contract document from County of Alameda on April 30, 2025. This Contract includes the County agreeing to defend, indemnify, and hold harmless the County of Alameda for claims arising out of the performance of services under the Agreement except where such liabilities are caused by the sole negligence or willful misconduct of the County of Alameda. CONSEQUENCE OF NEGATIVE ACTION: If this Master Contract is not approved, County will not receive funds to provide coordination of essential services to Contra Costa County residents with HIV disease. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2476 Name: Status:Type:Consent Item Passed File created:In control:6/10/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract with Psynergy Programs, Inc., in an amount not to exceed $917,500 to provide residential care services to adults diagnosed with Serious Mental Illness and Serious and Persistent Mental Illness for the period July 1, 2025 through June 30, 2026. (88% Mental Health Realignment; 12% Behavioral Health Services Act) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Contract #74-571-11 with Psynergy Programs, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Interim Health Services Director,or designee,to execute on behalf of the County Contract #74-571-11 with Psynergy Programs,Inc.,a corporation,in an amount not to exceed $917,500,to provide residential care services to adults diagnosed with Serious Mental Illness (SMI)and Serious and Persistent Mental Illness (SPMI), for the period July 1, 2025 through June 30, 2026. FISCAL IMPACT: Approval of this Contract will result in annual budgeted expenditures of up to $917,500 and will be funded by 88% Mental Health Realignment and 12% Mental Health Services Act revenues. BACKGROUND: This Contract meets the social needs of County’s population by providing community-based residential care services focusing on adults diagnosed with SMI and SPMI who are stepping down from the Institutes for Mental Diseases (IMD)levels of care and transitioning back into the community.The Contractor has been providing these services since September 2018. This Contract is entered into under and subject to the following legal authorities:California Government Code §§26227;California Code of Regulations,Title 9,Section 523 et seq.;California Welfare and Institutions Code Section (5600 et.seq.,known as The Bronzan-McCorquodale Act).The Behavioral Health’s Quality Management,Utilization Management and Contract Monitor staff meet on a regular basis to ensure monitoring and performance measures in the Contract are upheld.This Contract was approved by Health Services Personnel to ensure there is no conflict with labor relations. This provider was selected in collaboration with community stakeholder advisory bodies and was approved asCONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2476,Version:1 This provider was selected in collaboration with community stakeholder advisory bodies and was approved as part of the comprehensive Mental Health Services Act Three-Year Plan as required by State regulation. Providers interested in providing specialized services were invited proactively to participate in program development and offered the opportunity to submit interest at dozens of publicly noticed meetings.The services and vendors were identified in the formal Three-Year plan was approved on the following schedule that was noticed to the public and approved by the Board on August 1,2023.The Three-Year plan was posed for public comment from June 5,2023 through July 5,2023,there was a Public Hearing at the Mental Health Commission meeting on July 5, 2023, and it was approved by the Board of Supervisors on August 1, 2023. On October 1,2024,the Board of Supervisors approved Contract #74-571-10 with Psynergy Programs,Inc.,in an amount not to exceed $873,462,for the provision of residential and mental health services to adults diagnosed with SMI and SPMI, for the period July 1, 2024 through June 30, 2025. Approval of Contract #74-571-11 will allow the Contractor to continue providing residential care services through June 30, 2026. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved,there will be fewer residential care services available for adults diagnosed with SMI or SPMI as the County solicits and engages an alternative Contractor. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2477 Name: Status:Type:Consent Item Passed File created:In control:6/10/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract amendment with California Mental Health Services Authority, to extend the term through June 30, 2027 to continue to act as fiscal agent for the provision of specialty mental health services for Contra Costa County dependents placed out of County with no change in the payment limit of $240,791. (100% Mental Health Realignment) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Participation Agreement Amendment #74-585-2 with California Mental Health Services Authority ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Interim Health Services Director,or designee,to execute on behalf of the County Participation Agreement Amendment #74-585-2 with California Mental Health Services Authority (CalMHSA),a public entity,to amend Participation Agreement #74-585-1,to extend the termination date from June 30,2025 to June 30,2027 to continue to act as fiscal agent for the provision of specialty mental health services for Contra Costa County dependents placed out of County with no change in the payment limit of $240,791. FISCAL IMPACT: Approval of this Amendment will not impact the original budgeted expenditures of up to $240,791 and is funded 100% by Mental Health Realignment funds. (No rate increase) BACKGROUND: The purpose of this Agreement is for the Contractor to act as a fiscal agent to perform fund transfers on behalf of counties to allow foster children who are placed outside of their County of original jurisdiction to access specialty mental health services in a timely manner.Per Administrative Bulletin 600.3,government agencies are exempt from solicitation requirements.This Agreement was approved by Health Services Personnel to ensure there is no conflict with labor relations. On February 27,2024,the Board of Supervisors approved Participation Agreement #74-585-1 with California Mental Health Services Authority,in an amount not to exceed $240,791,to act as fiscal agent for the provision of specialty mental health services for Contra Costa County dependents placed out of County,for the period CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2477,Version:1 of specialty mental health services for Contra Costa County dependents placed out of County,for the period July 1, 2023 until June 30, 2025. Approval of Participation Agreement Amendment #74-585-2 will allow the Contractor to continue providing services through June 30, 2027. CONSEQUENCE OF NEGATIVE ACTION: If this Amendment is not approved,the County will not be able to ensure timely access to care for Contra Costa County dependents placed out of County for specialty mental health services. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2478 Name: Status:Type:Consent Item Passed File created:In control:6/11/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract amendment with Public Health Foundation Enterprises, Inc. (dba Heluna Health), to increase the payment limit by $326,365 to an amount not to exceed $10,214,413 to reimburse Contractor for maintaining a vehicle fleet for staff to use to provide shelter, coordinated entry, and transitional and permanent supportive housing services for homeless youth and adults with no change in the term ending June 30, 2025. (15% Federal Grant Funds; 78% State Grant Funds; 4% County General Fund; 3% Local Grants Funds) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Contract Amendment #25-071-14 with Public Health Foundation Enterprise, Inc. (dba Heluna Health) ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Interim Health Services Director,or designee,to execute on behalf of the County Contract Amendment #25-071-14 with Public Health Foundation Enterprises (dba Heluna Health),a non-profit corporation,effective January 1,2025,to amend Contract #25-071-13 to increase the payment limit by $326,365,from $9,888,048 to a new payment limit of $10,214,413 for additional operating costs to provide shelter,coordinated entry (CE),and transitional and permanent supportive housing programs services for homeless youth and adults in Contra Costa County with no change in the term ending June 30, 2025. FISCAL IMPACT: Approval of this Contract Amendment will result in additional budgeted of up to $326,365 as funded 100%by State Funds. (No rate increase) BACKGROUND: This Contract meets the social needs of the County’s population by providing shelter,CE,and transitional and permanent supportive housing programs services for homeless youth and adults in Contra Costa County.CORE provides outreach services and serves as an entry point into the County’s CE system (CES)for unsheltered persons and work to locate,engage,stabilize and house chronically homeless individuals.Public Health Foundation Enterprises,Inc.has been providing CORE services to the County under this agreement since October 1,2020.This Contractor has a long-standing relationship with Contra Costa County and has routinely demonstrated specialized expertise in providing full scope Human Resources to employees operating under Health,Housing and Homeless Services.This includes services provided to Emergency Shelters,Transitional CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2478,Version:1 Health,Housing and Homeless Services.This includes services provided to Emergency Shelters,Transitional Housing Programs,CORE,CE,Continuum of Care (CoC),and Research and Evaluation programs provided to individuals and families experiencing homelessness.Contractor understands the needs of the County has knowledge and experience with the complex nature of what it takes to staff street outreach services with individuals sufficient to meet contractual obligations and ensure appropriate staff to client ratios. This Contract is entered into under and subject to the following legal authorities:California Government Code §26227 and 31000.This Contract was approved by Health Services Personnel to ensure there is no conflict with labor relations.The Health,Housing and Homeless Services Division Contract Monitoring staff meet on a regular basis to ensure monitoring of performance measures set forth in the Contract are upheld.This Contractor was approved by the Public Works Department’s Purchasing Division on June 5, 2024. On December 3,2024,the Board of Supervisors approved Contract #25-071-13 with Public Health Foundation Enterprises,Inc.(dba Heluna Health),in an amount not to exceed $9,888,048 to provide CE,shelter,and transitional and permanent supportive housing for homeless youth and adults in Contra Costa County for the period July 1, 2024 through June 30, 2025. Approval of Contract Amendment #25-071-14 will require the Contractor to maintain a fleet of vehicles for its staff to use to provide shelter,CE and transitional and permanent supportive housing programs services for homeless youth and adults in Contra Costa County with no change in the term ending June 30,2025.This Contract Amendment was delayed by labor unions requesting to meet and confer.The County has met its obligations with the respective labor partner(s). CONSEQUENCE OF NEGATIVE ACTION: If this Contract Amendment is not approved,County will lack adequate capacity to continue operating its three emergency shelters and formerly homeless individuals will experience longer wait times for shelter and respite services and will not have the needed supportive housing services. CHILDREN’S IMPACT STATEMENT: This program supports the following Board of Supervisors’community outcomes:Families that are Safe, Stable,and Nurturing;and Communities that are Safe and Provide a High Quality of Life for Children and Families.Expected program outcomes include an increase in positive social and emotional development as measured by the Child and Adolescent Functional Assessment Scale (CAFAS). CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2479 Name: Status:Type:Consent Item Passed File created:In control:6/11/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract amendment with Public Health Foundation Enterprises, Inc. (dba Heluna Health), to increase the payment limit by $201,894 to an amount not to exceed $6,931,656 to reimburse Contractor for maintaining a vehicle fleet for staff to use to provide Coordinated Entry, Outreach, Referral and Engagement services for chronically homeless individuals in Contra Costa County with no change in the term ending June 30, 2025. (7% Federal Grant Funds; 57% State Grant Funds; 36% Local Grants Funds) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Contract Amendment #25-089-5 with Public Health Foundation Enterprise, Inc. (dba Heluna Health) ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Interim Health Services Director,or designee,to execute on behalf of the County Contract Amendment #25-089-5 with Public Health Foundation Enterprises (dba Heluna Health),a non -profit corporation,effective January 1,2025,to amend Contract 25-089-4,to increase the payment limit by $201,894,from $6,729,762 to a new payment limit of $6,931,656 for additional operating costs to provide Coordinated Entry,Outreach,Referral and Engagement (CORE)services for chronically homeless individuals in Contra Costa County with no change in the term ending June 30, 2025. FISCAL IMPACT: Approval of this Contract Amendment will result in additional expenditures of up to $201,894 and funded 100% by State Funds. (No rate increase) BACKGROUND: This Contract meets the social needs of the County’s population by providing CORE services to homeless individuals in Contra Costa County.CORE provides outreach services and serves as an entry point into the County’s coordinated entry system (CES)for unsheltered persons and work to locate,engage,stabilize and house chronically homeless individuals.Public Health Foundation Enterprises,Inc.has been providing CORE services to the County under this agreement since October 1,2020.This Contractor has a long-standing relationship with Contra Costa County and has routinely demonstrated specialized expertise in providing full scope Human Resources to employees operating under Health,Housing and Homeless Services.This includes services provided to Emergency Shelters,Transitional Housing Programs,CORE,Coordinated Entry (CE), CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2479,Version:1 services provided to Emergency Shelters,Transitional Housing Programs,CORE,Coordinated Entry (CE), Continuum of Care (CoC),and Research and Evaluation programs provided to individuals and families experiencing homelessness.Contractor understands the needs of the County has knowledge and experience with the complex nature of what it takes to staff street outreach services with individuals sufficient to meet contractual obligations and ensure appropriate staff to client ratios. This Contract is entered into under and subject to the following legal authorities:California Government Code §26227 and 31000.This Contract was approved by Health Services Personnel to ensure there is no conflict with labor relations.The Health,Housing and Homeless Services Division Contract Monitoring staff meet on a regular basis to ensure monitoring of performance measures set forth in the Contract are upheld.This Contractor was approved by the Public Works Department’s Purchasing Division on June 5, 2024. On December 3,2024,the Board of Supervisors approved Contract #25-089-4 with Public Health Foundation Enterprises,Inc.(dba Heluna Health),in an amount not to exceed $6,729,762 to provide CORE for chronically homeless individuals in Contra Costa County for the period July 1, 2024 through June 30, 2025. Approval of Contract Amendment #25-089-5 will require the Contractor to maintain a fleet of vehicles for its staff to use in order to provide shelter,CE and transitional and permanent supportive housing programs services for homeless youth and adults in Contra Costa County with no change in the term ending June 30,2025.This Contract Amendment was delayed by labor unions requesting to meet and confer.The County has met its obligations with the respective labor partner(s). CONSEQUENCE OF NEGATIVE ACTION: If this Contract Amendment is not approved,County will lack adequate capacity to provide outreach and shelter placement to homeless individuals and they will experience longer wait times for shelter and respite services. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2480 Name: Status:Type:Consent Item Passed File created:In control:6/11/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract amendment with Rodney J. Chan, DPM, to include additional on-call coverage for podiatry services at Contra Costa Regional Medical Center and Health Centers with no change in the payment limit of $575,000 or term ending July 31, 2025. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Contract Amendment #26-883-31 with Rodney J. Chan, DPM ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute on behalf of the County Contract Amendment #26-883-31 with Rodney J. Chan, DPM., an individual, to amend Contract #26- 883-30, effective July 1, 2025, to include additional 24-hour on-call coverage for podiatry services at Contra Costa Regional Medical Center (CCRMC) and Contra Costa Health Centers with no change in the payment limit of $575,000 or term ending July 31, 2025. FISCAL IMPACT: Approval of this Contract Amendment will not result in an increase to the original payment limit which is funded 100% by Hospital Enterprise Fund I revenues. (Additional rate) BACKGROUND: Due to the limited number of specialty providers available within the community, CCRMC and Contra Costa Health Centers rely on Contractors to provide necessary specialty health services to its patients. Contractor’s podiatry services include clinic coverage, consultation, training, medical procedures, and on-call coverage. County has been contracting with Rodney J. Chan, DPM since May 1, 1988. This Contract is entered into under and subject to the following legal authorities: California Government Code §§ 26227 and 31000; Health and Safety Code § 1451. Health Services Personnel approved this Contract to ensure no conflicts with labor relations. CCRMC’s Quality Management, Utilization Management and Contract Monitor Staff meet on a regular basis to ensure monitoring and performance measures in the Contract are upheld. Per Administration Bulletin 600.3 CCRMC Physician services are exempt from Solicitation requirements. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2480,Version:1 On July 12, 2022, the Board of Supervisors approved Contract #26-883-30 with Rodney J. Chan, DPM, in an amount not to exceed $575,000, for the provision of podiatry services at CCRMC and Contra Costa Health Centers for the period August 1, 2022 through July 31, 2025. Approval of Contract Amendment #26-883-31 will allow Contractor to provide additional podiatry services at CCRMC and Contra Costa Health Centers through July 31, 2025. CONSEQUENCE OF NEGATIVE ACTION: If this Contract Amendment is not approved, the additional podiatry services needed for patient care will not be provided and may cause a delay in services to CCRMC patients. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2481 Name: Status:Type:Consent Item Passed File created:In control:6/11/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract amendment with Stanford Health Care (dba SHC Reference Laboratory), to include additional specialized tests for outside clinical laboratory services for Contra Costa Regional Medical Center and Health Centers with no change in the payment limit of $20,000 or term ending August 31, 2027. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Contract Amendment #26-749-15 with Stanford Health Care (dba SHC Reference Laboratory) ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Interim Health Services Director,or designee,to execute on behalf of the County Contract Amendment #26-749-15 with Stanford Health Care (dba SHC Reference Laboratory),a non- profit corporation,effective April 1,2025,to amend Contract #26-749-14,to include additional specialized testing for outside clinical laboratory testing services for Contra Costa Regional Medical Center (CCRMC)and Contra Costa Health Centers, with no change in the payment limit of $20,000 or term through August 31, 2027. FISCAL IMPACT: Approval of this Contract Amendment will not impact the original budgeted expenditures of up to $20,000 and is funded 100% by Hospital Enterprise Fund I revenues. (No rate increase) BACKGROUND: CCRMC and Contra Costa Health Centers have an obligation to provide specialized outside clinical laboratory testing services for tests that are rarely requested and require special equipment which CCRMC does not have onsite.County contracts with outside contractors to provide these specialized services which may include,but is not limited to,the analyses in the areas of clinical chemistry,hematology,serology,microbiology, cytogenetics, immunology, endocrinology, toxicology (non-chain of custody), histology, virology, and cytology. This Contract is entered into under and subject to the following legal authorities:California Government Code §§26227 and 31000;Health and Safety Code §1451.Health Services Personnel approved this Contract to ensure no conflicts with labor relations.CCRMC’s Quality Management,Utilization Management and Contract Monitor Staff meet on a regular basis to ensure monitoring and performance measures in the contract are upheld. Per Administrative Bulletin 600.3 this Contract is exempt from solicitation requirements. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2481,Version:1 On July 27,2021,the Board of Supervisors approved Contract #26-749-14 with Stanford Health Care (dba SHC Reference Laboratory),in an amount not to exceed $20,000 to provide outside clinical laboratory services for CCRMC and Contra Costa Health Centers for the period September 1, 2024 through August 31, 2027. Approval of Contract Amendment #26-749-15 will allow the Contractor to provide additional services through August 31,2027.The delay of this Contract Amendment was due to the Contractor’s administrative error of not including certain specialized testing in the original Contract. CONSEQUENCE OF NEGATIVE ACTION: If this Contract Amendment is not approved,CCRMC and Contra Costa Health Centers will not have access to Contractor’s additional speciaized tests, which may delay services to patients. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2482 Name: Status:Type:Consent Item Passed File created:In control:6/11/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract amendment with ECG Management Consultants, LLC, to increase the payment limit by $792,000 to an amount not to exceed $1,200,500 for additional consultation and technical assistance in reviewing compensation, benefits, productivity levels and performance for physicians at Contra Costa Regional Medical Center and Health Centers with no change in the term ending June 14, 2027. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Contract Amendment #76-658-12 with ECG Management Consultants, LLC ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Interim Health Services Director,or designee,to execute on behalf of the County Contract Amendment #76-658-12 with ECG Management Consultants,LLC,a limited liability company,effective March 1,2025,to amend Contract #76-658-10 (as amended by Contract Amendment #76- 658-11),to increase the payment limit by $792,000,from $408,500 to a new payment limit of $1,200,500,for additional consultation and technical assistance services with no change in the term through June 14, 2027. FISCAL IMPACT: Approval of this Contract Amendment will result in additional expenditures of up to $792,000 and will be funded 100% by Hospital Enterprise Fund I revenues. (No rate increase) BACKGROUND: Contractor has provided consultation and technical assistance with regard to best practices for clinical operations ambulatory clinics,appointment unit,materials management,benefits,productivity levels and performance for physicians at Contra Costa Regional Medical Center (CCRMC)and Contra Costa Health Centers, since June 15, 2019. This Contract is entered into under and subject to the following legal authorities:California Government Code §§26227 and 31000;Health and Safety Code §1451.CCRMC’s Quality Management,Utilization Management and Contract Monitor Staff meet on a regular basis to ensure monitoring and performance measures in the Contract are upheld.Health Services Personnel approved this Contract to ensure no conflicts with labor relations.This Contractor was approved by the Public Works Department’s Purchasing Division on CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2482,Version:1 February 5, 2024. On March 19,2024,the Board of Supervisors approved Contract #76-658-10 with ECG Management Consultants,LLC,in an amount of $275,000,for the provision of consultation and technical assistance with regard to reviewing compensation,benefits,productivity levels and performance for physicians at CCRMC and Contra Costa Health Centers, for the period June 15, 2024 through June 14, 2027. On October 22,2024,the Board of Supervisors approved Contract Amendment #76-658-11 with ECG Management Consultants,LLC,effective October 1,2024,to increase the payment limit by $133,500,to a new payment limit of $408,500,for additional consultation and technical assistance services with no change in the term. Contractor continues to assist CCRMC and Contra Costa Health Centers with ongoing improvements and operational initiatives.Due to a recent unexpected retirement of the Appointment Unit supervisor,Contractor will provide additional management expertise to ensure recent improvement projects continue on the current trajectory. Approval of Contract Amendment #76-658-12 will allow the Contractor to provide additional management consulting services through June 14, 2027. The delay of this Amendment was due to ongoing negotiations with the Contractor regarding the additional services being provided. CONSEQUENCE OF NEGATIVE ACTION: If this Contract Amendment is not approved,CCRMC will not have access to Contractor’s services including consultation and technical assistance with regard to best practices for clinical operations ambulatory clinics, appointment unit,materials management,benefits,productivity levels and performance for physicians at CCRMC and Contra Costa Health Centers. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2483 Name: Status:Type:Consent Item Passed File created:In control:6/11/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract amendment with Granicus, LLC, to increase the payment limit by $187,721 to an amount not to exceed $1,168,479 and to extend the term through May 31, 2028 for additional software and support services for Contra Costa Health’s website. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Contract Amendment/Extension #23-721-3 with Granicus LLC ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Interim Health Services Director,or designee,to execute on behalf of the County Contract Amendment/Extension #23-721-3 with Granicus,LLC,a limited liability company,effective June 1,2025,to amend Contract #23-721 (as amended by Contract Amendments #23-721-1 and Contract Amendment/Extension 23-721-2),to increase the payment limit by $187,721,from $980,758 to a new payment limit of $1,168,479,and extend the termination date from September 30,2026 to May 31,2028 for additional software and support services for Contra Costa Health’s (CCH) website. FISCAL IMPACT: Approval of this Contact Amendment/Extension will result in additional expenditures of up to $187,721 and will be funded as budgeted by the department in FY’s 2025-28, by 100% by Hospital Enterprise Fund I. BACKGROUND: This Contract Amendment/Extension meets the needs of CCH by providing software maintenance and support concerning its primary website,cchealth.org.In June 2022,Granicus,LLC replaced CCH’s website and its 2,900 subsidiary web pages,content,and functionality,providing services to plan,develop,test,roll out, support,and host a fully moderated digital community engagement platform as manual coding over many years caused the website to become problematic to update or add to.This reimagined website and its functionality allow for lower maintenance costs,easier usability by the County and community members,and greater control by community members to get information as requested. This Contractor was approved by the Public Works Department’s Purchasing Division on June 10,2025.A summary of service contract deliverables,including measurable outcomes required of the vendor to be monitored by the department in compliance with Section III(B)(7)of the Purchasing Policy (AB600.3),include CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2483,Version:1 monitored by the department in compliance with Section III(B)(7)of the Purchasing Policy (AB600.3),include ongoing software updates,access to training webinars,and technical support for the County’s use of the software-as-a-service solution.This Contract was approved by Health Services Personnel to ensure there is no conflict with labor relations. On May 24,2022,the Board of Supervisors approved Contract #23-721 with Granicus,LLC,in an amount not to exceed $890,850,for the provision of development,support and maintenance of a new CCH website,for the period from June 1, 2022, through May 31, 2025. On September 19,2023,the Board of Supervisors approved Contract Amendment/Extension #23-721-1 with Granicus,LLC,to increase the payment limit by $84,908 to a new payment limit of $975,758 and extend the termination date from May 31,2025 to September 30,2026 for additional development,implementation, support and maintenance for the CCH website. On May 14,2024,the Board of Supervisors approved Contract Amendment #23-721-2 with Granicus,LLC.,to increase the payment limit by $5,000 to a new payment limit of $980,758 for additional customization services for Contra Costa Health’s website with no change in the term June 1, 2022 through September 30, 2026. Approval of this Contract Amendment/Extension #23-721-3 will allow the Contractor to provide additional website functionality, software and support services through May 31, 2028. CONSEQUENCE OF NEGATIVE ACTION: If this Contract Amendment/Extension is not approved,the technical support required for the ongoing functionality of CCH's primary website will not be renewed.Without this ongoing support,community member engagement and CCH's ability to provide timely information to this public-facing forum will be negatively affected. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2484 Name: Status:Type:Consent Item Passed File created:In control:6/11/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Interim Health Services Director, or designee, to execute a contract amendment with Frederick J. Nachtwey, M.D., to increase the payment limit by $300,000 to an amount not to exceed $900,000 to provide additional pulmonary services at Contra Costa Regional Medical Center and Health Centers with no change in the term ending October 31, 2027. (100% by Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Contract Amendment #26-768-13 with Frederick J. Nachtwey, M.D. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Interim Health Services Director,or designee,to execute on behalf of the County Contract Amendment Agreement #26-768-13 with Frederick J.Nachtwey,M.D.,an individual, effective June 1,2025,to amend Contract #26-768-11 (as amended by Contract Amendment #26-768-12)to increase the payment limit by $300,000,from $600,000 to a new payment limit of $900,000,with no change in the original term of November 1, 2024 through October 31, 2027. FISCAL IMPACT: Approval of this Contract Amendment will result in additional contractual service expenditures of up to $300,000 and will be funded as budgeted 100% by Hospital Enterprise Fund I. (No rate increase) BACKGROUND: Due to the limited number of specialty providers available within the community,CCRMC and Contra Costa Health Centers relies on contractors to provide necessary specialty health services to its patients.Contractor will provide pulmonology services including,but not limited to:clinic coverage,performing sleep studies, bronchoscopies,consultation and on-call coverage for the Critical Care Unit.CCRMC has been contracting with Dr. Nachtwey for pulmonary patient care services since July 2014. This Contract is entered into under and subject to the following legal authorities:California Government Code §§26227 and 31000;Health and Safety Code §1451.Health Services Personnel approved this contract to ensure no conflicts with labor relations.Per Administrative Bulletin 600.3,CCRMC Physician services are exempt from Solicitation requirements.CCRMC’s Quality Management,Utilization Management and Contract Monitor Staff meet on a regular basis to ensure monitoring and performance measures in the Contract are CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2484,Version:1 upheld. On November 12,2024,the Board of Supervisors approved Contract #26-768-11 with Frederick J.Nachtwey M.D.,in an amount not to exceed $600,000,for the provision of pulmonary services at CCRMC and Contra Costa Health Centers, for the period November 1, 2024 through October 31, 2027. On April 15,2025,the Board of Supervisors approved Contract Amendment #26-768-12 with Frederick J. Nachtwey M.D.,to include pulmonary function testing for pulmonary services at CCRMC and Contra Costa Health Centers with no change in the payment limit of $600,000 or term ending October 31, 2027. Approval of Contract Amendment #26-768-13 will allow the Contractor to provide additional pulmonology services through October 31, 2027. CONSEQUENCE OF NEGATIVE ACTION: If this Contract Amendment is not approved,Contractor will not be able to provide additional pulmonary services needed for patient care and will create increased wait times due to the limited number of specialty providers available within the community. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2485 Name: Status:Type:Consent Item Passed File created:In control:6/12/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Auditor Controller, or designee, on behalf of the Health Services Department to reissue payment of $156,214.20 Medline Industries, LP. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Monica Nino, County Administrator Report Title:Reissue Payment to Medline Industries, LP ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Auditor Controller, or designee, on behalf of the Health Services Department to reissue payment of $156,214.20 Medline Industries, LP. FISCAL IMPACT: Potential cash shortage in the amount of $156,214.20 pending investigation will be funded by 100% Hospital Enterprise Fund I. BACKGROUND: In January 2025, the Health Services Department and Auditor Controller’s Office discovered a supplier payment to Medline Industries, LP for contract services was fraudulently redeemed. The payment in the form of a check was fraudulently altered and cashed. A forged endorsement claim was filed with Wells Fargo, and currently under investigation. CONSEQUENCE OF NEGATIVE ACTION: If not approved, Medline Industries, LP will not be paid, resulting in service interruptions to the Health Services Department. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2485,Version:1 CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2486 Name: Status:Type:Consent Item Passed File created:In control:6/10/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE the list of providers recommended by Contra Costa Health Plan's Medical Director and the Interim Health Services Director on May 15 and 30, 2025, as required by the State Departments of Health Care Services and Managed Health Care, and the Centers for Medicare and Medicaid Services. (No fiscal impact) Attachments:1. Provider Lists-May 15 and 30, 2025 Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Dr. Ori Tzvieli, Interim Health Services Director Report Title:Approve New and Recredentialing Providers and Organizational Providers in Contra Costa Health Plan’s Community Provider Network ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE the list of providers recommended by Contra Costa Health Plan's Medical Director and the Interim Health Services Director on May 15 and 30, 2025, as required by the State Departments of Health Care Services and Managed Health Care, and the Centers for Medicare and Medicaid Services. FISCAL IMPACT: There is no fiscal impact for this action. BACKGROUND: The National Committee on Quality Assurance (NCQA) requires that evidence of Board of Supervisor approval be contained within each Contra Costa Health Plan (CCHP) provider’s credentials file. Approval of this list of providers as recommended by the CCHP Medical Director will enable the Contra Costa Health Plan to comply with this requirement. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, Contra Costa Health Plan’s Providers would not be appropriately credentialed and not be in compliance with the NCQA. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 1 powered by Legistar™ Contra Costa Health Plan Providers Approved by Medical Director May 15, 2025 CREDENTIALING PROVIDERS MAY 2025 Name Specialty Amah, Chike, NP Mid-Level Psychiatry Aros, Jennifer, BCBA Qualified Autism Provider Barragan, Melina, BCBA Qualified Autism Provider Bartholomew, Kate, LCSW Behavioral Health Behl, Rajesh, MD Medical Oncology/ Hematology Bell, Keisha, LMFT Behavioral Health Bianchi Wojick, Joann, LCSW Behavioral Health Boykin, Keyona, NP Mid-Level Family Medicine Breuner, Lisa, DPM Podiatry Brown, Alexander, PA Mid-Level Orthopaedic Surgery Assistant Brown, Christopher, LPCC Behavioral Health Chin, Stephen, MD Emergency Medicine Choi, Jin, DO Sports Medicine Cooper, Anne, AMFT Behavioral Health Crespo-Ospino, Javier, AMFT Behavioral Health Delgado, Gabriela, LMFT Behavioral Health Dragomanovich, Hannah, DO Family Medicine Eisfeld, Ashley, BCBA Qualified Autism Provider Garg, Sunakshi, DPM Podiatry Jackson, April, SLP Speech Pathology Johnson, JodiLynn, BCBA Qualified Autism Provider Lynch, Bahama, BCBA Qualified Autism Provider Mattson, Jessica, PA Endocrinology, Diabetes & Metabolism Mohammed Swan, Aisha, PsyD Behavioral Health Navarro, Juan, PsyD Behavioral Health Pandya, Sima, DPM Podiatry Park, Beachi, AMFT Behavioral Health Paulos, Joshua, LCSW Behavioral Health Perea, Adriana, BCBA Qualified Autism Provider Perlas, Jane, NP Mid-Level Family Medicine Pring, Kindra, BCBA Qualified Autism Provider Rodriguez, Jessica, AMFT Behavioral Health Rodriguez, Nidia, AMFT Behavioral Health Roe, Alexander, AMFT Behavioral Health Shankar, Shruti, AMFT Behavioral Health Sosa-Williams, Tanyna, LCSW Behavioral Health Swetland, Kayleigh, LCSW Behavioral Health Contra Costa Health Plan Providers Approved by Medical Director May 15 and 30, 2025 CREDENTIALING PROVIDERS MAY 2025 Name Specialty Tan, Linda, BCBA Qualified Autism Provider Tapia, Lindsey, BCBA Qualified Autism Provider Thind, Jasmine, NP Behavioral Health Thomas, Rene, MD Psychiatry Topete, Liliana, AMFT Behavioral Health Torres, Madelyn, LCSW Behavioral Health Tran, Michelle, NP Pediatrics Turner, Tiffiny, LMFT Behavioral Health Umiten, Kristine, NP Behavioral Health Uong, Anhdao, PA Endocrinology, Diabetes & Metabolism Ushijima-Mwesigwa, Keiko, BCBA Qualified Autism Provider Vargas, Natasha, ACSW Behavioral Health Viviani, Alicia, LMFT Behavioral Health Waggoner, Allison, NP Mid-Level Family Planning INITIAL ORGANIZATIONAL PROVIDER MAY 2025 Provider Name Provide the Following Services Location Bancroft Healthcare Center Skilled Nursing Facility San Leandro RECREDENTIALING PROVIDERS MAY 2025 Name Specialty Angeley, Rachel, BCBA Qualified Autism Provider Artola, Sendy, BCBA Qualified Autism Provider Bortz, Jeffrey, MD Dermatology Dekleuver, Sheryl, BCBA Qualified Autism Provider Fernandez, Martha, LCSW Clinical Social Worker Gottlieb, Alan, MD Urgent Care Green, Genevieve, MFT Mental Health Therapist/ Counselor Gupta, Shelly, MD Hematology/Oncology Hamraz, Ali, MD Endocrinology Contra Costa Health Plan Providers Approved by Medical Director May 15 and 30, 2025 RECREDENTIALING ORGANIZATIONAL PROVIDERS MAY 2025 Provider Name Provide the Following Services Location Best Home Health Providers, Inc. Home Health Hayward Central Valley Specialty Hospital, Inc. Long Term Acute Care Hospital Modesto Kentfield Hospital Long Term Acute Care Hospital Kentfield Moraga Post Acute Skilled Nursing Facility Moraga RAI - East Bay Oakland Dialysis Oakland RAI - Telegraph Peralta Dialysis Oakland Sonoma Specialty Hospital, LLC Long Term Acute Care Hospital Sebastopol Tampico Healthcare Center Skilled Nursing Facility Walnut Creek Providers Approved by Medical Director May 30, 2025 CREDENTIALING PROVIDERS MAY 2025 Name Specialty Beavers-Silva, Priscilla, NP Mid-Level Psychiatry Chin, Justin, DO Family Medicine Coutinho, Anastasia, MD Family Medicine Critchlow, Kevin, MD Internal Medicine Dailey, Anna, MD Family Medicine Diaz, Diana, NP Mid-Level Family Medicine Elumn, Albert, MD Psychiatry Erb, Darrin, LMFT Behavioral Health Garrick, Sarah, LMFT Behavioral Health Gonzalez-Meija, Dulce, APCC Behavioral Health Greenan, Keara, OT Occupational Therapy Hackett, Tiffany, MD Wound Care Hagan, Michael, LMFT Behavioral Health Halici, Melissa, AMFT Behavioral Health Contra Costa Health Plan Providers Approved by Medical Director May 15 and 30, 2025 CREDENTIALING PROVIDERS MAY 2025 Name Specialty Hauch, Heather, SLP Speech Pathology Herman, Zena, NP Mid-Level Family Medicine Herrera, Sonia, LMFT Behavioral Health Hodges, Jenna, APCC Behavioral Health Iankowitz, Michelle, LCSW Behavioral Health Iqbal, Tara, PA Mid-Level Gastroenterology Johnson, Tanner, BCBA Qualified Autism Provider Kamdar, Toral, MD Allergy & Immunology Kent, Hugh, MD Family Planning Kheterpal, Meenal, MD Dermatology Kochito, Yaroon, NP Mid-Level Family Medicine Kostick, Talia, MD Family Planning Lassettre, Victoria, BCBA Qualified Autism Provider Laxineta, Samara, CNM Certified Nurse Midwife Lieu, Vinson, DC Chiropractor Lowi-Teng, Alexia, NP Mid-Level Psychiatry Manago, Darian, LMFT Behavioral Health Merrell, Brigitte, LMFT Behavioral Health Model, Maricris, BCBA Qualified Autism Provider Nunez, Heidi, HAD Hearing Aid Dispensing Reinert, Megan, SLP Speech Pathology Roller, Katherine, MD Family Medicine Sarkaria, Sandeep, MD Allergy & Immunology Schauer, Renn, Psy.D Behavioral Health Sioson, Floraine Kyla, NP Mid-Level Family Medicine Solano Rojas, Natalia, RD Dietitian Starkey, Cherrilyn, SLP Speech Pathology Sugimoto, Brent, MD Family Medicine Tuc, Sofia, ACSW Behavioral Health Twigg, Naomi, NP Mid-Level Family Medicine Yu, Benjamin, MD Psychiatry Yung, Victoria, MD Gastroenterology Zelko, Laura, DC Chiropractor Zhong, Xiaoyin, LMFT Behavioral Health Contra Costa Health Plan Providers Approved by Medical Director May 15 and 30, 2025 INITIAL ORGANIZATIONAL PROVIDER MAY 2025 Provider Name Provide the Following Services Location The Vineyards Healthcare Center Skilled Nursing Facility Livermore RECREDENTIALING PROVIDERS MAY 2025 Name Specialty Ayers-Cluff, Heather, LCSW Behavioral Health Dimidjian, Constance, NP Mid-Level Family Planning Kastner, Mary P, NP Mid-Level Psychiatry Kruse, Kimberly, LCSW Bariatric Evaluation Lang, Veronica L, NP Mid-Level Family Planning Lee, Min-Wei Christine, MD Surgery – MOHS Micrographic/ Dermatology Loos, Benjamin M. MD Otolaryngology McCalmont, Camilla, S. MD Dermatology Mills, Brittanie D., LMFT Mental Health Therapist Morowit, Elizabeth, LMFT Mental Health Therapist Quirk, Lorien, BCBA Qualified Autism Provider Sarnevesht, Nadereh, PA Mid-Level Nephrology Sequeira, Juan, MD Family Medicine Stephens, Claudell, Jr., MD Family Medicine Strand, Casey SR, DC Chiropractor Van Woy, Teresa, MD Podiatry Wong, Jason, DC Chiropractor Woo, Renee, DPM Podiatry Ziba, Watipaso L, NP Mid-Level Urgent Care bopl-May 15 and 30, 2025 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2487 Name: Status:Type:Consent Item Passed File created:In control:6/12/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Auditor Controller, or designee, on behalf of the Health Services Department to reissue payment of $92,680.72 to Granicus, LLC. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Monica Nino, County Administrator Report Title:Request to Reissue Payment to Granicus, LLC. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Auditor Controller, or designee, on behalf of the Health Services Department, to reissue payment of $92,680.72 to Granicus, LLC. FISCAL IMPACT: 100% Hospital Enterprise Fund I. BACKGROUND: A supplier payment to Granicus for contract services was fraudulently redeemed. The payment in the form of a check was fraudulently counterfeited and cashed. A forged endorsement claim was filed with Wells Fargo, but was denied because it was not filed timely per the provisions of the Account Depositors Agreement. This action will allow the vendor to be paid. CONSEQUENCE OF NEGATIVE ACTION: Payment will still be owed to Granicus, LLC. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2487,Version:1 CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2488 Name: Status:Type:Consent Item Passed File created:In control:5/5/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:ADOPT Ordinance No. 2025-10 amending the County Ordinance Code to exempt from the merit system the new classification of Deputy Director of Risk Management – Exempt, update the section heading, and make non-substantive section formatting changes. (No fiscal impact) Attachments:1. Ord 2025-10 re add Deputy Director of Risk Managment- May 2025.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Ann Elliott, Human Resources Director Report Title:ADOPT Ordinance No. 2025-10 ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Ordinance No. 2025-10 amending the County Ordinance Code to exempt from the merit system the new classification of Deputy Director of Risk Management - Exempt, update the section heading, and make non-substantive section formatting changes. FISCAL IMPACT: There is no fiscal impact for this action. BACKGROUND: The department requests to establish this new classification within Risk Management to build a more functional organizational structure and establish the necessary leadership to improve performance and efficiency in providing services. This classification will be a single position class responsible for overseeing the various financial service programs and functions including Risk Management Department’s Internal Service Funds and will assist the Director of Risk Management with overall functions and activities of the department. County Counsel has amended the Ordinance as required for exempting positions, pending Board approval. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, the Risk Management Department will be unable to meet the needs of the Department and the County. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2488,Version:1 CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2489 Name: Status:Type:Consent Item Passed File created:In control:6/12/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:ADOPT Position Adjustment Resolution No. 26466 to add one Deputy Public Works Director-Exempt (unrepresented) position in the Public Works Department. (100% General Fund) Attachments:1. PAR Public Works Deputy Director HR Signed 6.17.25.pdf, 2. Signed PAR 26466 Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Add one (1) Deputy Public Works Director-Exempt position in the Public Works Department. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Position Adjustment Resolution No.26466 to add one (1)Deputy Public Works Director-Exempt (NAD0)(unrepresented)position at salary plan and grade B85 2215 ($14,065-$17,096)in the Public Works Department. FISCAL IMPACT: A portion of the Deputy Director position will be funded by the Public Works Purchasing Services budget using salary savings from vacant positions. The remainder of the salary costs will be funded by the General Fund. BACKGROUND: The Public Works Department includes the Purchasing Services Division which provides procurement services to all County Departments.The Procurement Services Manager leads the Purchasing Services Division and reports to a Deputy Public Works Director.Each Deputy Public Works Director is assigned 3-5 divisions within the Public Works Department. The Public Works Department is requesting an additional Deputy Public Works Director position that will be dedicated full-time to support Purchasing Services.The Deputy Director will be responsible for providing policy guidance and administration,recommending improvements to streamline processes,and providing leadership to implement changes. CONSEQUENCE OF NEGATIVE ACTION: If this position is not approved,it will impact the Public Works Department’s ability to provide a dedicated CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2489,Version:1 position to support countywide purchasing operations. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2490 Name: Status:Type:Consent Item Passed File created:In control:5/28/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Director of Human Resources, or designee, to execute a contract amendment with Biometrics4ALL, Inc. to increase the contract payment limit by $133,200 to $628,200 to provide live scan fingerprinting and related services and extend the term through June 20, 2026. (100% User Departments) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Ann Elliott, Human Resources Director Report Title:Contract Amendment with Biometrics4ALL, Inc. Live Scan Fingerprinting ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Director of Human Resources, or designee, to execute a contract amendment with Biometrics4ALL, Inc. to increase the contract payment limit by $133,200 to $628,200 to provide live scan fingerprinting and related services and extend the term through June 30, 2026. FISCAL IMPACT: The fiscal impact of this contract is borne by the hiring departments that utilize the service. 100% User Departments. BACKGROUND: In 2020, the County approved a contract with Biometrics4All, Inc. to provide a technology service platform via ApplicantServices.com that facilitates and streamlines fingerprinting services to hire new candidates and offers an expanded network of available locations. The Board approved the current contract in October 2022 for an amount not to exceed $495,000 and the period of July 1, 2022, through June 30, 2025, with the option for two one-year extensions. The proposed extension through June 2026 is the first of the two possible extensions. The platform allows candidates to directly schedule appointments at various locations throughout the State of California. Biometrics4ALL, Inc. collects and retains all completed live scan applications on behalf of the County per the California Department of Justice (DOJ) legal requirements for a period of one (1) year. The service provided by Biometrics4ALL, Inc. not only takes the health and safety of the candidates and County staff into consideration, but it also brings efficiency and convenience to applicants requiring fingerprinting CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2490,Version:1 services. CONSEQUENCE OF NEGATIVE ACTION: If this contract extension is not approved, the County will be unable to offer fingerprinting and related services provided by Biometrics4ALL, Inc. for new hire candidates, thereby impacting the onboarding processes of County departments. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2491 Name: Status:Type:Consent Item Passed File created:In control:6/3/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Chief Information Officer, or designee, to execute a contract amendment with Graviton Consulting Services, Inc., to increase the payment limit by $240,000 to a new payment limit of $1,160,000 to provide PeopleSoft technical support services and extend the term from June 30, 2025 to June 30, 2026. (100% User Departments) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Marc Shorr, Information Technology Director Report Title:Contract Amendment with Graviton Consulting Services, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Chief Information Officer, or designee, to execute a contract amendment with Graviton Consulting Services, Inc., to increase the payment limit by $240,000 to a new payment limit of $1,160,000 to provide PeopleSoft technical support services and extend the term through June 30, 2026. FISCAL IMPACT: The cost for this contract is within the Department of Information Technology’s budget and charged to 100% User Departments. BACKGROUND: The PeopleSoft/Kronos Division of the Department of Information Technology (DoIT) continues to face significant challenges in recruiting qualified candidates due to the highly specialized skills required to support the County’s customized PeopleSoft system. Despite years of collaboration with the Human Resources Department (HR) to fill these critical vacancies, the department has not been successful in securing candidates with the requisite PeopleSoft expertise. This difficulty is largely attributed to the customized nature of the County’s PeopleSoft environment, which requires advanced, system-specific knowledge that is not readily available in the broader talent pool. The situation is further complicated by the upcoming retirement of a key team member, which will place additional strain on the division’s already limited technical resources. DoIT will continue working closely with HR to identify, recruit, and onboard qualified candidates capable of CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2491,Version:1 supporting the long-term needs of the PeopleSoft/Kronos Division. To maintain operational continuity, DoIT has relied on Graviton Consulting Services, Inc. to provide technical services for the Payroll, Human Resources, and Benefits Administration modules of the County’s PeopleSoft system. Graviton has demonstrated a strong understanding of the County’s unique configuration and has successfully delivered reliable day-to-day support during this staffing shortage. The department will monitor contractor performance and evaluate the support model to ensure cost-effectiveness and service quality. The current contract has a payment limit of $920,000 and is effective through June 30, 2025. County Labor Relations and Local 21 were notified of the intended contract extension and there were no reported objections. Graviton Consulting Services is the sole source for PeopleSoft temporary staff due to their specialized expertise and deep understanding of PeopleSoft systems, ensuring seamless integration and efficient project execution. Graviton's dedicated focus on PeopleSoft allows them to provide highly skilled professionals who are adept at meeting the specific needs of PeopleSoft environments. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, the unit will continue to function understaffed and will not have the advanced PeopleSoft technical expertise that is needed at this time. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2492 Name: Status:Type:Consent Item Passed File created:In control:6/10/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Chief Information Officer, to execute a purchase order with ePlus Technology Inc., subject to the NASPO Agreement and Participating Addendum with Palo Alto Networks, Inc., in an amount not to exceed $210,000 for Palo Alto security subscription and support services for the period of July 19, 2025, through July 18, 2026. (100% User Departments). Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Marc Shorr, Information Technology Director Report Title:Purchase Order with ePlus for Palo Alto Subscription and Support Services. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Chief Information Officer, to execute a purchase order with ePlus Technology Inc., subject to the NASPO Agreement and Participating Addendum with Palo Alto Networks, Inc., in an amount not to exceed $210,000 for Palo Alto subscription and support services for the period of July 19, 2025, through July 18, 2026. FISCAL IMPACT: The cost of this product is included in the Department’s FY 25-26 budget. 100% User Departments. BACKGROUND: The Department of Information Technology (DoIT) is responsible for managing internet traffic and ensuring the security of the County’s network for all users. To support this critical function, DoIT selected ePlus as the vendor through the Participating Addendum to the NASPO agreement with Palo Alto Networks, a recognized leader in advanced network security. The Board of Supervisors approved the use of this agreement on May 13, 2025. Palo Alto Networks provides a comprehensive security platform that enables DoIT to protect the County’s infrastructure while meeting the demands of increasingly complex applications. The renewal of essential subscriptions, including advanced threat prevention, malware detection, and web content filtering, ensures the County’s security systems are kept up to date with the latest protections. In addition, premium support services CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2492,Version:1 provide prompt technical assistance to help maintain continuous and secure network operations. CONSEQUENCE OF NEGATIVE ACTION: Renewing these Palo Alto subscriptions and support services is critical to maintaining strong cybersecurity across the County’s network. Without them, there is risk of exposure to new threats, loss of malware and web filtering protections, and delays in resolving technical issues. These renewals help ensure continued security, compliance, and uninterrupted operations. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2493 Name: Status:Type:Consent Item Passed File created:In control:6/10/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Chief Information Officer, to execute a Purchase Order with SurveyMonkey, Inc., subject to their Governing Services Agreement, in an amount not to exceed $11,000 for the renewal of survey management software for the period of July 20, 2025, through July 19, 2026, and for annual periods thereafter. (100% User Departments). Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Marc Shorr, Information Technology Director Report Title:Purchase Order with SurveyMonkey, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Chief Information Officer, to execute a Purchase Order with SurveyMonkey, Inc., subject to their Governing Services Agreement, in an amount not to exceed $11,000 for the renewal of survey management software for the period of July 20, 2025, through July 19, 2026, and for annual periods thereafter. FISCAL IMPACT: The cost of this product is included in the Department’s FY 25-26 budget. 100% User Departments. BACKGROUND: The Department of Information Technology (DoIT) seeks to renew its survey management software subscription with SurveyMonkey to continue securely and efficiently gathering feedback from County departments and staff. This tool is essential for collecting timely, relevant data that supports informed decision- making on projects and resource allocation. The Governing Services Agreement includes an indemnification from the County to SurveyMonkey for claims based on the County’s use of SurveyMonkey, along with a limitation of liability that caps SurveyMonkey’s liability to twice the amount the County paid for the service related to the claim in the twelve months prior to the event that triggered the liability. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2493,Version:1 CONSEQUENCE OF NEGATIVE ACTION: If this renewal is not approved, the department will lose access to its survey capabilities, which could lead to disruptions in feedback collection, slower decision-making, and decreased efficiency. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2494 Name: Status:Type:Consent Item Passed File created:In control:6/10/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Chief information Officer, to execute a purchase order with Spok, Inc. in an amount not to exceed $32,000, subject to Spok’s February 2024 Master Services Agreement, for the maintenance of the Enterprise Alert telephone equipment at the Contra Costa Regional Medical Center, for period of July 1, 2025 through June 30, 2026. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Marc Shorr, Information Technology Director Report Title:Purchase Order with Spok, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Chief information Officer, to execute a purchase order with Spok, Inc. in an amount not to exceed $32,000, subject to Spok’s February 2024 Master Services Agreement, for the maintenance of the Enterprise Alert telephone equipment at the Contra Costa Regional Medical Center, for period of July 1, 2025, through June 30, 2026. FISCAL IMPACT: The cost for this purchase order will be paid through the Hospital Enterprise I fund. BACKGROUND: The Department of Information Technology (DoIT) Telecommunications Division staff oversees the maintenance of the telephone equipment at the Contra Costa Regional Medical Center. Spok, Inc. provide critical communication alerting solutions and is the developer of the Enhanced 911 Enterprise Base Systems. Spok’s alerting and notification system offer both foundational and advanced capabilities with primary rate interface connectivity along with an emergency communication interface that ensure precise location data of emergency responders. This system plays a critical role in mitigating and preventing accidents, thereby reducing potential liabilities. The Parties entered into a Master Service Agreement effective February 27, 2024, which contains a limitation of liability, capping Spok’s total liability to the fees paid by County to Spok in the year preceding the County’s CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2494,Version:1 notice of a claim. However, this limitation does not apply to Spok’s indemnification obligations, claims related to bodily injury, damage to real or personal property, or violations of HIPPAA. This purchase is being made via sole source for continuity of service. CONSEQUENCE OF NEGATIVE ACTION: Failure to maintain this critical system at the Contra Costa Regional Medical Center could lead to significant risks impacting the safety of the staff working within the medical center and to the patients and visitors seeking services at the medical center. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2495 Name: Status:Type:Consent Item Passed File created:In control:6/11/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Chief Information Officer, or designee, to execute a Master Agreement and an Enterprise Agreement with Environmental Systems Research Institute, Inc. in an amount not to exceed $1,600,000 for geospatial software licenses, maintenance, and online services for the period of July 1, 2025, through June 30, 2028. (100% User Departments) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Marc Shorr, Information Technology Director Report Title:Enterprise Agreement with Environmental Systems Research Institute ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Chief Information Officer, or designee, to execute a Master Agreement and an Enterprise Agreement with Environmental Systems Research Institute, Inc. (Esri), in an amount not to exceed $1,600,000 for geospatial software licenses, maintenance, and online services for the period of July 1, 2025, through June 30, 2028. FISCAL IMPACT: The cost for this agreement is within the Department’s FY 25-26 budget and will be budgeted in the following two fiscal years. 100% User Departments. BACKGROUND: The Department of Information Technology’s Geographic Information Systems (GIS) team plays a vital role in supporting all County departments by providing geographic data services, including mapping and visualization, spatial analysis, data management, planning support, and emergency response. In recent years, the County has strategically expanded and modernized its GIS program to enhance service delivery across all departments. ArcGIS has emerged as a critical enterprise system, serving as the authoritative geospatial system of record for essential workflows such as the annual homelessness Point-in-Time Count, land records parcel editing, and public works asset tracking. In collaboration with Esri, the GIS team led a comprehensive Geospatial Strategy Workshop that brought CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2495,Version:1 together key stakeholders from across County departments. This initiative aimed to align geospatial capabilities with the County’s organizational goals and business needs, identify challenges, and guide future technology deployments. As a result, new GIS applications and workflows have been developed to address the evolving geospatial needs of the entire County. The proposed Enterprise Agreement (EA) software package provides expanded licensing capacity to support the County’s Geospatial Strategy over the next three years. This increased capacity offers significant value by ensuring the County remains at the forefront of rapidly advancing geospatial technologies, enabling innovation, scalability, and improved service delivery across departments. The benefits of the EA agreement include: ·A lower cost per unit for licensed software. ·Substantially reduced administrative and procurement expenses. ·Maintenance on all Esri software identified in this proposal and deployed within the organization. ·Complete flexibility to deploy software products when and where needed. The EA agreement includes maintenance on all the software the County currently utilizes which will eliminate the need to renew those agreements on an annual basis. This purchase is being made via sole source approved by the Purchasing Agent on June 11, 2025, as Esri is the sole source provider of all U.S. domestic Enterprise Agreements. Esri products are provided with a special grant to copy and deploy specified quantities of capped items and unlimited quantities of items without a cap. The Terms of the Master Agreement limit Esri’s liability to the fees paid by County during the 12 months prior to the claim. The limitation of liability does not apply to Esri’s indemnification obligations, its gross negligence, and willful misconduct. CONSEQUENCE OF NEGATIVE ACTION: Failure to approve this Agreement will significantly limit the GIS team’s ability to advance and modernize the County’s geospatial technology infrastructure. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2496 Name: Status:Type:Consent Item Passed File created:In control:6/11/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE Budget Amendment No. BDA-25-00075 authorizing the transfer of $103,035 in appropriations from the Department of Information Technology (0147) to Public Works, Facility Lifecycle Improvement (0085) for the Sheriff’s Network Infrastructure Upgrade Project at the Marsh Creek Detention Facility. Attachments:1. BDA-25-00075.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Marc Shorr, Information Technology Director Report Title:Approve Budget Amendment BDA-25-00075 ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE Budget Amendment No. BDA-25-00075 authorizing the transfer of $103,035 in appropriations from the Department of Information Technology (0147) to Public Works, Facility Lifecycle Improvement (0085). FISCAL IMPACT: This action will increase appropriations by $103,035 in Facility Lifecycle Improvement (0085), Plant ACQ- Detention Facilities (4411), and decreases appropriations in Information Technology (0147), Administration (1050). The cost is budgeted in the Department’s IT Project Funding for FY 24/25, Project “Sheriff Network Infrastructure Upgrade (Marsh Creek Detention Facility).” 100% General Fund. BACKGROUND: The Department of Information Technology (DoIT), in collaboration with the Sheriff’s Office, is implementing an infrastructure project at the Marsh Creek Detention Facility to establish a 10G fiber backbone, improving network reliability and addressing current connectivity limitations. The project involves installing conduit and over-the-air (OTA) fiber pathways to interconnect all campus buildings, enabling the Sheriff’s Office Technical Services Department to deploy new network hardware. The transferred funds will support electrician costs managed by Public Works, as well as architectural costs associated with dispatching a survey crew to the site to create a topographic map. CONSEQUENCE OF NEGATIVE ACTION: If the funds are not allocated to Public Works, the project may be delayed. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 1 powered by Legistar™ View Budget Amendment: Budget Amendment: FY 2024-25 - Operating Budget on 06/09/2025 : BDA-25-00075 12:00 PM 06/13/2025 Page 1 of 2 Company Contra Costa County Budget Template Operating Budget : FY 2024-25 Operating Budget Budget FY 2024-25 Operating Budget Organizing Dimension Type Amendment ID BDA-25-00075 Amendment Date 06/09/2025 Description Move IT Project Supplemental funding from Dept of Information Technology (DoIT) to Public Works for Architect and Electrician work done for the Sheriff's Office Capital Project, at Marsh Creek Detention Facility. Amendment Type Appropriation / Estimated Revenue Adjustment Balanced Amendment Yes Entry Type Mid-Year Adjustments Status In Progress Budget Amendment Entries Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2024-25 Year (FY 2024-25 Operating Budget) 4120:182-INSTALL 10G FIBER BACKBONE 1050 ADMINISTRATION (Home Org) 4411 PLANT ACQ- DTNTN FACILITS 100300 GENERAL $103,035.00 $0.00 Move supplemental funding from Org 1050 to Org 4411, for Sheriff's Office Capital Project at Marsh Creek Detention Facility. Please use Activity Code WH120A. Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2024-25 Year (FY 2024-25 Operating Budget) 2270:MAINTENANCE - EQUIPMENT 1050 ADMINISTRATION (Home Org) 1050 ADMINISTRATION 100300 GENERAL $0.00 $103,035.00 Move supplemental funding from Org 1050 to Org 4411, for Sheriff's Office Capital Project at Marsh Creek Detention Facility Warning : - Home Org on Budget Line Not Equal Initiator's Home Org Process History Process Step Status Completed On Due Date Person (Up to 5)All Persons Comment Budget Amendment Event Budget Amendment Event Step Completed 06/09/2025 10:25:11 AM 06/10/2025 Michelle Colefield 1 Budget Amendment Event Review Budget Amendment Not Required 06/10/2025 0 View Budget Amendment: Budget Amendment: FY 2024-25 - Operating Budget on 06/09/2025 : BDA-25-00075 12:00 PM 06/13/2025 Page 2 of 2 Process Step Status Completed On Due Date Person (Up to 5)All Persons Comment Budget Amendment Event Approval by Department Approver – Budget Amendment Approved 06/12/2025 08:01:39 AM Sarah Bunnell (Department Approver – Budget Amendment) 1 Budget Amendment Event Review Budget Amendment Awaiting Action 06/10/2025 Analiza Pinlac (Budget Specialist (Auditor Office)) 3 Xia Zhang (Budget Specialist (Auditor Office)) Yesenia Campos (Budget Specialist (Auditor Office)) 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2497 Name: Status:Type:Consent Item Passed File created:In control:6/5/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the County Librarian, a purchase order with SenSource, Inc., in an amount not to exceed $9,501 for the annual maintenance of the Library’s electronic people counting sensors for the period May 31, 2025 through May 30, 2026. (100 % Library Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Alison McKee, County Librarian Report Title:Purchase Order with SenSource, Inc. for People Counting Sensors in County Libraries Through May 30, 2026 ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the County Librarian, a purchase order with SenSource, Inc, subject to the terms of their Standard Terms & Conditions of Sale, in an amount not to exceed $9,501 for the annual maintenance of the Library’s electronic people counting sensors, for the period May 31, 2025, through May 30, 2026. FISCAL IMPACT: 100% Library Fund. BACKGROUND: The Library Department has used and continues to use SenSource, Inc.’s people counting sensors to maintain statistics on foot traffic and usage in County library facilities. This renewal will allow the library to maintain the hardware installed in all library facilities and allow the data to be hosted by the vendor. The Standard Terms & Conditions of Sale includes limitation of liability language reviewed by County Counsel. CONSEQUENCE OF NEGATIVE ACTION: If the Purchase Order is not approved, the Contra Costa County Library will not be able to accurately track and provide statistics on usage of our library facilities. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2497,Version:1 CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2498 Name: Status:Type:Consent Item Passed File created:In control:6/5/2025 Library Commission On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the County Librarian, a purchase order with Age of Learning, Inc., in an amount not to exceed $18,247 for the renewal of the ABCmouse early math and literacy learning subscription, for the period September 1, 2025 through August 31, 2026. (100% Library Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Alison McKee, County Librarian Report Title:Purchase Order with Age of Learning, Inc. for the ABCmouse Subscription through August 31, 2026 ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the County Librarian, a purchase order with Age of Learning, Inc., subject to their Terms and Conditions, in an amount not to exceed $18,247 for the renewal of the ABCmouse subscription, for the period September 1, 2025, through August 31, 2026. (100% Library Fund) FISCAL IMPACT: 100% Library Fund. BACKGROUND: The Library offers patrons access to the ABCmouse subscription. This product offers early learning activities consisting of books, educational games, puzzles, art activities, poems, songs, music videos, science videos and more. In addition to the activities, ABCmouse includes an Assessment Center that contains tools to measure skills in math and literacy. Age of Learning’s General Library Terms and Conditions contain a limitation of liability reviewed by County Counsel. CONSEQUENCE OF NEGATIVE ACTION: If the Purchase Order is not approved, the Contra Costa County Library will not be able to provide patrons with ABCmouse, one of the most popular educational resources on the market that prepares children for kindergarten and ensures third-grade readiness. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2498,Version:1 CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2499 Name: Status:Type:Consent Item Passed File created:In control:6/5/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the County Librarian, a purchase order with EBSCO Information Services, LLC, in an amount not to exceed $38,598 for the renewal of the Rosetta Stone language learning subscription, for the period September 1, 2025 through August 31, 2026. (100% Library Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Alison McKee, County Librarian Report Title:Purchase Order with EBSCO Information Services, LLC for Rosetta Stone Library Solution Subscription through August 31, 2026 ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the County Librarian, a purchase order with EBSCO Information Services, LLC, subject to their Enterprise License Agreement, in an amount not to exceed $38,598 for the renewal of Rosetta Stone subscription, for the period September 1, 2025, through August 31, 2026. FISCAL IMPACT: 100% Library Fund. BACKGROUND: The Library offers patrons the Rosetta Stone product. Rosetta Stone includes instruction in 24 languages, including English as a Second Language. Rosetta Stone’s structured immersion method provides an intuitive language learning approach that dramatically increases the efficiency and effectiveness of language instruction and gives the learner a continuous experience of success. The product is available on computers and mobile devices. The Terms and Conditions include limitation of liability provisions that were reviewed by County Counsel. CONSEQUENCE OF NEGATIVE ACTION: If the Purchase Order is not approved, the Contra Costa County Library will not be able to provide patrons with the trusted Rosetta Stone language program that provides an award-winning interactive approach used by millions of learners around the world. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2499,Version:1 CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2500 Name: Status:Type:Consent Item Passed File created:In control:6/6/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the County Librarian, a purchase order with Califa Group in an amount not to exceed $50 for the renewal of Discover & Go Opening Day Collection subscription, for the period July 1, 2025 through June 30, 2026. (100% Library Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Alison McKee, County Librarian Report Title:Purchase Order with Califa Group for Discover & Go Opening Day Collection Subscription through June 30, 2026 ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the County Librarian, a purchase order with Califa Group, subject to the terms of their Master Services Agreement (Software as a Service), in an amount not to exceed $50 for the renewal of Discover & Go Opening Day Collection subscription, for the period July 1, 2025, through June 30, 2026. FISCAL IMPACT: 100% Library Fund. BACKGROUND: The Library offers cardholders from every community, age group and economic background free and low-cost tickets to various museums, science centers, zoos, theaters, and other cultural attractions. The Discover & Go Opening Day Collection allows cultural attractions to bridge the gap between books and hands-on cultural experience; and for patrons to explore fun cultural opportunities they may have otherwise been unable to. Quipu’s Hosted Services Agreement includes limitation of liability and indemnification language which was reviewed by County Counsel. CONSEQUENCE OF NEGATIVE ACTION: If the Purchase Order is not approved, the Contra Costa County Library will not be able to provide patrons with free and low-cost tickets to various museums, science centers, zoos, theaters, and other cultural attractions. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2500,Version:1 CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2501 Name: Status:Type:Consent Item Passed File created:In control:6/10/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the County Librarian, a purchase order with OverDrive, Inc., in an amount not to exceed $12,000,000 for eBooks, eAudiobooks, and eMagazines for the period July 1, 2025 through June 30, 2028. (100% Library Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Alison McKee, County Librarian Report Title:Purchase Order with OverDrive for eBooks, eAudiobooks, and eMagazines through June 30, 2028 ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the County Librarian, a purchase order with OverDrive, Inc., in an amount not to exceed $12,000,000 eBooks, eAudiobooks, and eMagazines for the period July 1, 2025, through June 30, 2028. FISCAL IMPACT: 100% Library Fund. BACKGROUND: OverDrive, Inc., offers the Contra Costa County Library access to a variety of eMaterials in different formats that are appropriate for recreational and informational research for learners of all ages. Library patrons need multiple ways to conveniently access high quality recreational, educational, and general interest books and magazines from popular publishers. OverDrive supports the Library in providing current and timely access to information to patrons throughout the County in digital formats and saves considerable staff and funding resources in doing so by providing robust product support, management, and marketing resources to the Library. CONSEQUENCE OF NEGATIVE ACTION: If the Purchase Order is not approved, the Contra Costa County Library will no longer be able to provide access to the same level of variety in eBooks, eAudiobooks, and eMagazines that support the recreational, educational, and informational needs of Contra Costa County library patron. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 1 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2502 Name: Status:Type:Consent Item Passed File created:In control:6/10/2025 Library Commission On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the County Librarian, a purchase order with Califa Group in an amount not to exceed $120,690 for the renewal of Carahsoft Technology Corp’s LinkedIn Learning for Library subscription, for the period October 1, 2025 through September 30, 2028. (100% Library Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Alison McKee, County Librarian Report Title:Purchase Order with Califa Group, for Carahsoft Technology Corp’s LinkedIn Learning Subscription through September 30, 2028 ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the County Librarian, a purchase order with Califa Group in an amount not to exceed $120,690 for the purchase of Carahsoft Technology Corp’s LinkedIn Learning for Library subscription, for the period October 1, 2025, through September 30, 2028. FISCAL IMPACT: 100% Library Fund. BACKGROUND: The Library offers patrons LinkedIn Learning’s high-quality instructional courses and videos in 7 languages. These courses cover a wide range of topics so patrons can learn the latest software, creative, and business skills taught by industry experts. Patrons can learn at their own pace, using bite-sized tutorials or comprehensive courses. The Terms and Conditions of Use include limitation of liability and indemnification language, and the governing law is Canadian law, which was reviewed by County Counsel. CONSEQUENCE OF NEGATIVE ACTION: If the Purchase Order is not approved, the Contra Costa County Library will not be able to provide patrons with high-quality instructional courses. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 1 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2503 Name: Status:Type:Consent Item Passed File created:In control:6/11/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the County Librarian, a purchase order with Baker and Taylor in an amount not to exceed $1,223,823 for leasing library books for the period July 1, 2025 through June 30, 2028. (100% Library Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Alison McKee, County Librarian Report Title:Purchase Order with Baker and Taylor for library materials through June 30, 2028 ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the County Librarian, a purchase order with Baker and Taylor in an amount not to exceed $1,223,823 for leasing library materials (books) for the period July 1, 2025, through June 30, 2028. (100% Library Fund) FISCAL IMPACT: 100% Library Fund. BACKGROUND: Baker and Taylor offers the Contra Costa County Library the option to lease books to support the high demand for new release titles from popular authors. The additional copies of in-demand titles supports the Library’s ability to meet the recreational, educational, and informational needs of its patrons. Library patrons need convenient access to high quality recreational, educational, and general interest books from popular publishers and authors. Baker and Taylor supports the Library in providing timely access to the most in-demand information for patrons throughout the County and saves considerable staff and funding resources in doing so by providing seamless integration with the Library’s existing technologies, robust customer service, and highly specified processing services for materials purchased. This saves the Library considerable staff and financial resources and helping the Library to provide excellent service to our communities. CONSEQUENCE OF NEGATIVE ACTION: If the Purchase Order is not approved, the Contra Costa County Library will no longer be able to provide such timely access to a wide variety of new release books that support the recreational, educational, and informational needs of Contra Costa County library patrons. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 1 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2504 Name: Status:Type:Consent Item Passed File created:In control:5/30/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:RATIFY the Office of Racial Equity and Social Justice Co-Directors' application for Robert Wood Johnson Foundation grant funding in the amount of $200,000 to help cover the implementation, planning, and evaluation expenses for the first phase of the African American Holistic Wellness and Resource Hub (No County Match) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Kendra Carr & Peter Kim, Co-Directors Office of Racial Equity and Social Justice Report Title:Robert Wood Johnson Foundation Systems for Action Grant Application ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: RATIFY approval and authorization for the Co-Directors of the Office of Racial Equity and Social Justice to apply for the Robert Wood Johnson Foundation Systems for Action grant funding in the amount of $200,000 to support the implementation planning and evaluation expenses for the first phase of the African American Holistic Wellness and Resource Hub (No County Match). FISCAL IMPACT: A grant application has been submitted for $200,000, which requires no County match. The Board of Supervisors previously allocated $8,580,000 in Measure X funds for the implementation of an African American Wellness Hub, including $7.5 million to support the establishment of the hub, $1 million to fund programs to address immediate needs, and $80,000 to support a feasibility study. If awarded, the $200,000 in grant funds would supplement the Board’s previous allocations and would be used to evaluate the impact of the services in the first phase of the African American Holistic Wellness and Resource Hub. (No County Match, 100% grant funded) BACKGROUND: The Office of Racial Equity and Social Justice (ORESJ) and the Board-appointed African American Holistic Wellness and Resource Hub Feasibility Study Steering Committee have partnered with Ceres Policy Research to conduct a community needs assessment and a feasibility study process. The feasibility study proposes that the African American Holistic Wellness and Resource Hub (AAHWRH) be implemented through a three-phase, readiness-based approach to meet urgent needs while building the foundation for long-term sustainability, equity, and shared governance. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 4 powered by Legistar™ File #:25-2504,Version:1 The Board received a presentation on the feasibility study at its April 15, 2025 meeting and directed the ORESJ to work with Equity Committee to address actionable next steps related to the development of the African American Holistic Wellness and Resource Hub, including to: ·Explore potential deployment and partnership frameworks for the AAHWRH, including possible partners and related successful models; ·Consider community oversight and engagement mechanisms, such as an Oversight/Advisory Committee; ·Explore jurisdictional partnerships and philanthropic partners to support early service delivery (e.g. mobile wellness teams, satellite activations, and coordination infrastructure). The ORESJ has begun work on next steps under the direction of the Equity Committee and will return to the Board with updates and proposed actions in July 2025. One Board-directed action includes exploring philanthropic partners to support early service delivery. Through this exploration, ORESJ identified the Robert Wood Johnson Foundation’s Systems for Action: Community-Led Systems Research to Address Systemic Racism grant. The grant opportunity will provide funding for a cohort of community-led pilot studies to produce new, actionable evidence about how to help medical, social, and public health systems work together to address forms of systemic racism. The African American Holistic Wellness and Resource Hub brings together County agencies and community- based partners to address the health equity crisis in the Black community. In its inaugural stage, the AAHWRH initiative would benefit from additional, dedicated funding to measure the impact and effectiveness of the initial rollout of first phase services. The proposed research phases build on the work already underway and extend the evaluation and governance infrastructure of the Hub. The following chart shows a high-level summary of research grant phases and key activities. Grant Phase Start End Key Activities Alignment with AAHWRH Phase 1: Co- Creation October 2025 November 2025 Develop and pilot Memoranda of Understanding (MOUs) with key institutional and CBO partners ORESJ is working w/ CCH, EHSD, Probation, and Library on implementation design of AAHWRH Phase 2: Capacity Building January 2026 March 2026 Launch the first phase services of the AAHWRH Deepens network coordination with providers; initiates systems pilots Phase 3: Research Design & Evaluation Plan March 2026 May 2026 Data analysis, community meaning- making sessions; co- develop evaluation plan Advances metrics and shared learning; aligns with AAHWRH equity goals Phase 4: Pilot Evaluation August 2026 September 2026 Pilot evaluation implementation; analyze results; disseminate findings Feeds findings back into Hub model for design improvement, scale-out and replication CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 4 powered by Legistar™ File #:25-2504,Version:1 Grant Phase Start End Key Activities Alignment withAAHWRHPhase 1: Co-Creation October2025 November2025 Develop and pilotMemoranda ofUnderstanding (MOUs)with key institutional andCBO partners ORESJ is working w/CCH, EHSD, Probation,and Library onimplementation designof AAHWRHPhase 2: CapacityBuilding January2026 March 2026 Launch the first phaseservices of theAAHWRH Deepens networkcoordination withproviders; initiatessystems pilotsPhase 3: Research Design & Evaluation Plan March 2026 May 2026 Data analysis, community meaning- making sessions; co- develop evaluation plan Advances metrics and shared learning; aligns with AAHWRH equity goals Phase 4: Pilot Evaluation August 2026 September 2026 Pilot evaluation implementation; analyze results; disseminate findings Feeds findings back into Hub model for design improvement, scale-out and replication Also included in the grant proposal is the creation of a Community Research Council (CRC), a new advisory structure that will be established for this project and serve as the participatory research and evaluation team for the grant period. All research will be in accordance with Institutional Review Board (IRB) guidelines, as required by the grant. This CRC is a distinct and grant-funded evaluation team. The CRC would not have ongoing County governance authority. The CRC members will be trained by the contracted Research Partner and supervised by a contracted Participatory Research Facilitator. Grant-funded stipends will be provided to the fifteen (15) Community Research Council members. Grant funds are proposed to be budgeted to encourage participation of community-based service provider grantees in the evaluation activities, which would occur beyond their existing service contract period. Grant funds are also proposed to be budgeted for incentives for people who participate in a Community Member Meaning Making Session. These grant funds will be dispersed in accordance with applicable county policies. As recommended by the grant proposal instructions, ORESJ identified potential consultant partners in the proposal. However, if awarded the grant, ORESJ will solicit at least three informal bids for qualified consultants and document the selection process, ensuring compliance with County procurement policies, before awarding the contract. The proposal includes food costs for eight (8) in-person convenings with the Community Research Council and AAHWRH grantees and one (1) Community Member Meaning-Making Session. ORESJ will ensure compliance with applicable County policies, including preparing and submitting a food exemption request memo in advance of any expenditures related to food. If the grant is awarded, ORESJ will ensure that applicable event-related policies are followed. Proposed uses of grant funds are outlined in the Budget Summary table below. ORESJ Budget Summary for RWJF Systems for Action Grant Proposal Category Cost and Description Office Operations Total: $10,000 Printing/copying; Supplies and materials for workshops and trainings Communications/ Marketing Total $6,000 Costs to create and host a unique web site specific to the African American Holistic Wellness and Resource Hub Meeting Expenses Total $13,000 Expenses for staff/partner meetings, eight (8) in-person convenings of the Community Research Council and one (1) Community Member Meaning- Making Session, including meeting room rental, meals/refreshments, and caregiving. Stipends/ Participation Incentives Total: $45,500 Community Research Council stipends: $22,500 Service Provider Participation Fees/Incentives: $20,000 Community Member Meaning-Making Session: $3,000 Consultants/ Contractors Total: $125,500 Research Partner Oversee research and evaluation design, conduct research activities, produce evaluation model/plan. Cost: $66,000 Cost Calculation: $220/hr at 300 project hours, across 4 phases Participatory Research facilitator Coordinate and facilitate participatory research activities including CRC meetings and Community Member Meaning-Making Session Cost: $45,000 Cost Calculation: $150/hr for 300 hours, across 4 phases Communications Consultant Manage and implement communication strategy and activities Cost: $14,500 Cost Calculation: $200/hr for 50 hours Grand Total $200,000 CONTRA COSTA COUNTY Printed on 8/26/2025Page 3 of 4 powered by Legistar™ File #:25-2504,Version:1 ORESJ Budget Summary for RWJFSystems for Action Grant ProposalCategory Cost and DescriptionOffice Operations Total: $10,000 Printing/copying; Supplies and materials for workshops andtrainingsCommunications/Marketing Total $6,000 Costs to create and host a unique web site specific to the AfricanAmerican Holistic Wellness and Resource HubMeeting Expenses Total $13,000 Expenses for staff/partner meetings, eight (8) in-person conveningsof the Community Research Council and one (1) Community Member Meaning-Making Session, including meeting room rental, meals/refreshments, andcaregiving. Stipends/ Participation Incentives Total: $45,500 Community Research Council stipends: $22,500 Service Provider Participation Fees/Incentives: $20,000 Community Member Meaning-Making Session: $3,000 Consultants/ Contractors Total: $125,500 Research Partner Oversee research and evaluation design, conduct research activities, produce evaluation model/plan. Cost: $66,000 Cost Calculation: $220/hr at 300 project hours, across 4 phases Participatory Research facilitator Coordinate and facilitate participatory research activities including CRC meetings and Community Member Meaning-Making Session Cost: $45,000 Cost Calculation: $150/hr for 300 hours, across 4 phases Communications Consultant Manage and implement communication strategy and activities Cost: $14,500 Cost Calculation: $200/hr for 50 hours Grand Total $200,000 CONSEQUENCE OF NEGATIVE ACTION: The Office of Racial Equity and Social Justice will not have the opportunity to apply for grant funding from a philanthropic partner to support the implementation and evaluation services for the first phase of the African American Holistic Wellness and Resource Hub. CONTRA COSTA COUNTY Printed on 8/26/2025Page 4 of 4 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2025- 203 Name: Status:Type:Consent Resolution Passed File created:In control:5/27/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:ADOPT Resolution No. 2025-203 approving the Parcel Map for urban lot split minor subdivision MS24 -00007, for a project being developed by Brian Carrozzi, as recommended by the Public Works Director, Alamo area. (No fiscal impact) Attachments:1. Parcel Map, 2. Tax Letter & Deposit Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To: Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Approve the Parcel Map for urban lot split minor subdivision MS24-00007 (cross reference UL22-00002) for a project being developed by Brian Carrozzi, Alamo area. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Resolution approving the Parcel Map for urban lot split minor subdivision MS24-00007 (cross reference UL22-00002)for a project being developed by Brian Carrozzi,as recommended by the Public Works Director, Alamo area. (District II) FISCAL IMPACT: No fiscal impact. BACKGROUND: The Public Works Department has reviewed the urban lot split minor subdivision MS24-00007 (cross reference UL22-00002) and has determined that all conditions for Parcel Map approval have been satisfied. CONSEQUENCE OF NEGATIVE ACTION: The Parcel Map will not be approved and recorded. c:Jocelyn LaRocque-Engineering Services,Alex Vazquez-Engineering Services,Anthony DiSilvestre-Engineering Services,Paul Tehaney- Design/Construction,Theresa Shepherd-Design/Construction,Renee Hutchins-Records,Chris Halford-Mapping,Ruben Hernandez-DCD,Brian Carrozzi, First American Title Insurance Company CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 3 powered by Legistar™ File #:RES 2025-203,Version:1 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board IN THE MATTER OF:Approving the Parcel Map for urban lot split minor subdivision MS24-00007 (cross reference UL22-00002)for a project being developed by Brian Carrozzi,as recommended by the Public Works Director, Alamo area. (District II) WHEREAS, the following documents were present for board approval this date: I.Map The Parcel Map of urban lot split minor subdivision MS24-00007,property located in the Alamo area, Supervisorial District II, said map having been certified by the proper officials. II.Tax Letter Letter from the County Tax Collector stating that there are no unpaid County taxes heretofore levied on the property included in said map and that the 2024-2025 tax lien has been paid in full,and the 2025-2026 tax lien, which became a lien on the first day of January,2025 is estimated to be $22,490.Security guaranteeing payment of said tax lien is as follows: ·Tax Guarantee Deposit Amount: $22,490 Auditor’s Deposit Permit No. DP913830 Date: May 13, 2025 Submitted By: Brian Carrozzi NOW, THEREFORE, BE IT RESOLVED 1.That said urban lot split minor subdivision,together with the provisions for its design and improvement, is DETERMINED to be consistent with the County’s general and specific plans. 2.That said Parcel Map is APPROVED and this Board does hereby accept subject to installation and acceptance of improvements on behalf of the public any of the streets,paths,or easements shown thereon as dedicated to public use. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 3 powered by Legistar™ File #:RES 2025-203,Version:1 CONTRA COSTA COUNTY Printed on 8/26/2025Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2025- 204 Name: Status:Type:Consent Resolution Passed File created:In control:6/3/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:ADOPT Resolution No. 2025-204 approving the Stormwater Management Facilities Operation and Maintenance Agreement for development plan permit DP17-03045, for a project being developed by Scannell Properties #601, LLC, Scannell Properties #304, LLC, and Arroyo/Livermore Business Park, L.P., as recommended by the Public Works Director, North Richmond area. (No fiscal impact) Attachments:1. Recordable Resolution for DP17-03045, 2. Stormwater Management Facilities Operation and Maintenance Agreement, and Right of Entry, 3. Resolution No. 2025-204 Action ByDate Action ResultVer.Tally BOARD OF SUPERVISORS6/24/2025 1 To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Approve the Stormwater Management Facilities Operation and Maintenance Agreement for development plan permit DP17-03045, for a project being developed by Scannell Properties #601, LLC, Scannell Properties #304, LLC, and Arroyo/Livermore Business Park, L.P., North Richmond area. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Resolution approving the Stormwater Management Facilities Operation and Maintenance Agreement for development plan permit DP17-03045,for a project being developed by Scannell Properties #601,LLC, Scannell Properties #304,LLC,and Arroyo/Livermore Business Park,L.P.,as recommended by the Public Works Director, North Richmond area. (District I) FISCAL IMPACT: No fiscal impact. BACKGROUND: The Stormwater Management Facilities Operation and Maintenance Agreement is required by Condition of Approval No. 89. CONSEQUENCE OF NEGATIVE ACTION: The agreement will not be recorded,and Contra Costa County may not be in full compliance with its National Pollutant Discharge Elimination System (NPDES)permit and Stormwater Management Discharge Control Ordinance c:Jocelyn LaRocque-Engineering Services,Alex Vazquez-Engineering Services,Anthony DiSilvestre-Engineering Services,Renee Hutchins- Records,Karen Piona-Records,Michelle Mancuso-Watershed Program/Flood Control,Michelle Giolli-Watershed Planning/Flood Control,Catherine Windham-Flood Control, Scannell Properties #601, LLC, Scannell Properties #304, LLC, Arroyo/Livermore Business Park, L.P. CONTRA COSTA COUNTY Printed on 7/1/2025Page 1 of 1 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2025- 205 Name: Status:Type:Consent Resolution Passed File created:In control:6/3/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:ADOPT Resolution No. 2025-205 accepting a Relinquishment of Abutter’s Rights for development plan permit DP17-03045, for a project being developed by Scannell Properties #601, LLC, Scannell Properties #304, LLC, and Arroyo/Livermore Business Park, L.P., as recommended by the Public Works Director, North Richmond area. (No fiscal impact) Attachments:1. Recordable Resolution, 2. Relinquishment of Abutter's Rights, Scannell Properties #601, LLC, 3. Relinquishment of Abutter's Rights, Arroyo/Livermore Business Park, L.P. Action ByDate Action ResultVer.Tally BOARD OF SUPERVISORS6/24/2025 1 To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Accepting a Relinquishment of Abutter’s Rights, for development plan permit DP17-03045, North Richmond area. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Resolution accepting a Relinquishment of Abutter’s Rights for development plan permit DP17-03045, for a project being developed by Scannell Properties #601,LLC,Scannell Properties #304,LLC,and Arroyo/Livermore Business Park,L.P.,as recommended by the Public Works Director,North Richmond area. (District I) FISCAL IMPACT: No fiscal impact. BACKGROUND: The Relinquishment of Abutter’s Rights is required by Condition of Approval No.69.Scannell Properties #601, LLC,Scannell Properties #304,LLC,and Arroyo/Livermore Business Park,L.P.,are developers of development plan permit DP17-03045.The fronting properties along Parr Boulevard are owned by Scannell Properties #601,LLC,and Arroyo/Livermore Business Park,L.P.Scannell Properties #304,LLC,does not own any fronting property along Parr Boulevard requiring relinquishment of abutter’s rights. CONSEQUENCE OF NEGATIVE ACTION: The Relinquishment of Abutter’s Rights will not be recorded. c:Jocelyn LaRocque-Engineering Services,Alex Vazquez-Engineering Services,Anthony DiSilvestre-Engineering Services,Chris Lau- Maintenance,Renee Hutchins-Records,Karen Piona-Records,Chris Halford-Mapping,Scannell Properties #601,LLC,Scannell Properties #304, CONTRA COSTA COUNTY Printed on 7/1/2025Page 1 of 2 powered by Legistar™ File #:RES 2025-205,Version:1 LLC, Arroyo/Livermore Business Park, L.P. CONTRA COSTA COUNTY Printed on 7/1/2025Page 2 of 2 powered by Legistar™ Recorded at the request of: Clerk of the Board Return To: Public Works Dept THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on _______________________________by the following vote: Resolution No. IN THE MATTER OF accepting a Relinquishment of Abutter’s Rights for development plan permit DP17-03045, (APN 408-130-039, 408-130-018, 408-090-053, 408-090-052, and 408-090-040), for a project being developed by Scannell Properties #601, LLC, Scannell Properties #304, LLC, and Arroyo/Livermore Business Park, L.P., as recommended by the Public Works Director, North Richmond area. (District I) NOW, THEREFORE, BE IT RESOLVED that the following instrument is hereby ACCEPTED. INSTRUMENT: Relinquishment of Abutter’s Rights REFERENCE: APN 408-130-039, 408-130-018, 408-090-053, 408-090-052, and 408-090-040 GRANTOR: Scannell Properties #601, LLC, Scannell Properties #304, LLC, and Arroyo/Livermore Business Park, L.P. AREA: North Richmond DISTRICT: I Contact: A l e x Vazquez (925) 313-2117 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: Monica Nino, County Administrator and Clerk of the Board of Supervisors By: , Deputy c: Jocelyn LaRocque-Engineering Services, Alex Vazquez-Engineering Services, Anthony DiSilvestre-Engineering Services, Chris Lau- Maintenance, Renee Hutchins-Records, Karen Piona-Records, Chris Halford-Mapping, Scannell Properties #601, LLC, Scannell Properties #304, LLC, Arroyo/Livermore Business Park, L.P. AYE: NO: ABSENT: ABSTAIN: RECUSE: Recorded at the request of: Contra Costa County Public Works Department Engineering Services 255 Glacier Drive Martinez, CA 94553 Return to: Contra Costa County Public Works Department Records Section 255 Glacier Drive Martinez, CA 94553 Area: Richmond Road: Parr Boulevard Co. Road No.: 0564C Development No.: DPl 7-3045 APN: 408-130-018 , 408-130-039, & 408-130-041 SPACE ABOVE THIS LINE IS FOR RECORDER'S USE RELINQUISHMENT OF ABUTTER'S RIGHTS Scannell Properties #601, LLC, the undersigned, being the present title owner of record of the herein described parcels of land, do hereby relinquish abutter's rights of access along Parr Boulevard, to Contra Costa County, a political subdivision of the State of California and its successors or assigns, along the real property situated in the County of Contra Costa, State of California, described in Exhibit "A" (written description) and shown on Exhibit "B" (plat map) attached hereto. It is understood and agreed that Contra Costa County and its successors or assigns shall incur no liability with respect to such relinquishment of abutter's rights. The provisions hereof shall inure to the benefit of and be binding upon heirs, successors, assigns, and personal representatives of the respective parties hereto. The undersigned executed this instrument on __ J_u_n_e_9 __ ,_2_0_2_5 ____________ <oa1eJ. Scannell Properties #601, LLC (Signature) __ ~_· __ ~ __ -=--c.... __ ~...,_---'...._,, _ ___,,.___ (Printed Name) __ M_a_rc_P_fl_e_.9,._i_n_..9.__ ______ _ (Title) __ M_a_n_a..,,g._e_r _________ _ (See attached notary) LG :AD:xx G:\engsvc\Land Dev\DP\DP 17-3045\Relinquish Abutter's Rights\OF-6B FORM DP! 7-3045 _S601.pdf Rev : May 19, 2022 ACKNOWLEDGEMENT OF RELINQUISHMENT OF ABUTTER'S RIGHTS STA TE OF INDIANA ) ) SS: COUNTY OF MARION ) Before me, a Notary Public in and for the above State and County, personally appeared Marc Pfleging, Manager of SCANNELL PROPERTIES #601, LLC, a Delaware limited liability company, known to me to be the same person who signed and acknowledged that he signed the foregoing instrument as such Manager of said limited liability company for and on behalf of the limited liability company. Witness by hand and Notarial Seal this tfH'aay of June, 2025. Printed My Commission Expires: _ _.fi"'-,,,_/?.-_0_/_3 _3 ____ _ My County of Residence: _fb,__~"""' .......... -....._i _._J/-py,.L...CC-..a->.---- JULIE G. TROHA Notary Public -Seal Hamilton County -State of Indiana Commission Number NP0699028 My Commission Expires May 20, 2033 DATE: APRIL 16, 2025 FILE: 5143103.50 EXHIBIT 'A' LEGAL DESCRIPTION ABUTTER'S RIGHTS VEHICULAR ACCESS RESTRICTION PARCEL ONE -SCANNELL PROPERTIES #601, LLC ALL THAT CERTAIN REAL PROPERTY SITUATE IN AN UNINCORPORATED AREA OF THE COUNTY OF CONTRA COSTA, STATE OF CALIFORNIA OVER THE LANDS OF SCANNELL PROPERTIES #601, LLC, A DELAWARE LIMITED LIABILITY COMPANY, RECORDED JANUARY 25, 2024, IN DOCUMENT NUMBER 2024- 0007878 CONTRA COSTA COUNTY RECORDS, AND BEING A PORTION OF SECTION 35, TOWNSHIP 2 NORTH, RANGE 5 WEST, MOUNT DIABLO BASE AND MERIDIAN, BEING ABUTTER'S RELINQUISHMENT OF RIGHTS FOR REMOVING VEHICULAR ACCESS ALONG PARR BOULEVARD, EXCEPT AT EXISTING DRIVEWAY, THE SAID LINES ARE MORE PARTICULARLY DESCRIBED AS FOLLOWS: PARCEL A: BEGINNING AT THE MOST SOUTHEASTERLY CORNER OF SAID LANDS OF SCANNELL PROPERTIES #601, LLC, ALSO BEING THE INTERSECTION OF THE COURSES DESCRIBED AS "NORTH 43°47'37" WEST" AND "NORTH 88°54'02" WEST" AS SHOWN ON THAT CERTAIN MAP ENTITLED "RECORD OF SURVEY RS NO. 3559" FILED DECEMBER 12, 2012 IN BOOK 146 OF LICENSED SURVEYORS' MAPS, PAGE 35, CONTRA COSTA COUNTY RECORDS; THENCE LEAVING SAID POINT OF BEGINNING, SOUTH 88°54'02" EAST, A DISTANCE OF 100.47 FEET ALONG THE SOUTHERLY LINE OF SAID LANDS; THENCE CONTINUING ALONG SAID SOUTHERLY LINE, SOUTH 84°17'52" EAST, A DISTANCE OF 26.92 FEET; THENCE CONTINUING ALONG SAID SOUTHERLY LINE, SOUTH 88°56'48" EAST, A DISTANCE OF 249.90 FEET TO THE DRIVEWAY AND POINT OF TERMINUS OF PARCEL A. PARCEL B: BEGINNING AT THE MOST SOUTHEASTERLY CORNER OF SAID LANDS, ALSO BEING THE INTERSECTION OF THE COURSES DESCRIBED AS "NORTH 01°05'58" EAST" AND "NORTH 88°56'48" WEST" AS SHOWN ON SAID MAP; THENCE LEAVING SAID POINT OF BEGINNING, NORTH 88°56'48" WEST, A DISTANCE OF 69.89 FEET ALONG THE SOUTHERLY LINE OF SAID LANDS TO THE DRIVEWAY AND POINT OF TERMINUS OF PARCELB. BASIS OF BEARINGS FOR THESE PARCEL DESCRIPTIONS IS THAT CERTAIN MAP "RECORD OF SURVEY RS NO. 3559" FILED DECEMBER 12, 2012 IN BOOK 146 OF LICENSED SURVEYORS' MAPS, PAGE 35, CONTRA COSTA COUNTY RECORDS. SEE EXHIBIT "B" ATTACHED AND MADE A PART HEREOF PREPARED BY: CSW/STUBER-STROEH ENGINEERING GROUP, INC. ~ J JOSH WOELBING, PLS 9387 DATE: APRIL 16, 2025 LEGEND BOUNDARY ---BOUNDARY OFFSIT POINT OF B[GINNING CENTERLINE 7.i',!] OLD BOUNDARY ~ ABUTT[R'S R[L/NQU/SHM[NT OF RIGHTS POB /4 POINT OF T£RMINUS Graphic Scale (in feet) POT 100 0 100 c~•-r:•••-=•=-•--1 1 inch= 100 ft. N43'47'37 "W 50.90' POBPARCELA I S88'54'02"[ 100.47' (OLD RECORD COURS[) N84'17'55"W 28.41' (NEW COURS[ IS S84'17'52"[ 26.92') / I CSW ST2 I ~ I 200 ! ~ LANDS OF SCANNELL I ~ PROPERTIES #601, LLC DOC -2024-0007878 8.62 :!:AC PARCEL ONE 0 i--~ 7J11111ll1l 1/1i S88'56'48"[ , S88'56'48"[ 65 .53' ~ 249.90' POTPARCEL flu@u1J/ffJll/lJj/JIJ, .'f//j/li11J/f1l/lUIL/. PARR BOULEVARD -(RIW VARIES)--- ~ ,,,, /SCANN[LL PROPERTl[S #304, LLC (OFF[R OF DEDICATION TO CONTRA COSTA COUNTY) DOC -2022-0149902 0.62±AC Rev. - Job No. 5143103.50 POB PARCELS c-::J N88'56'48"W 69.89' POTPARCELB DRIV[WAY ACC[SS TO PARR BLVD Date: 04/16/25 Scale: 1" = 100' CSW/Stuber-Straeh Engineering Group, Inc. EXHIBIT 'B' Clvll & Structural Engln11r1 I Surveying & Mapping I Envlranm,ntal Planning Land Planning I Canatructlan Managoment 504 Redwood Blvd, Suite 310 Novato, CA 94947 l!Up:/.,,,_,-.com tel : 415.883.9850 fax : 415.883.9835 ABUTTER'S RIGHTS -PARCEL ONE PLAT TO ACCOMPANY LEGAL UNINCORPORATED RICHMOND CONTRA COSTA CALIFORNIA P:\Shared\Projects\Legacy\Novato\05\5143103 .50 Parr Blvd AL TA Survey 2022 Parcel Two\DWG\Abutters Legals and Plats\EXH B -PARCEL ONE .dwg 04/16/2025 -09 :57 AM hugbj • 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2025- 206 Name: Status:Type:Consent Resolution Passed File created:In control:6/4/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:ADOPT Resolution No. 2025-206 approving and authorizing the Public Works Director, or designee, to fully close a portion of Chesley Avenue, between 5th Street and 6th Street, on July 12, 2025, from 6:00 a.m. through 7:00 p.m., for the purpose of the 14th Annual Music Festival, North Richmond area. (No fiscal impact) Attachments: Action ByDate Action ResultVer.Tally BOARD OF SUPERVISORS6/24/2025 1 To: Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Approve and Authorize to fully close a portion of Chesley Avenue on July 12, 20205, from 6:00 a.m. through 7:00 p.m., for the purpose of the 14th Annual Music Festival, North Richmond area. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Resolution approving and authorizing the Public Works Director,or designee,to fully close a portion of Chesley Avenue,between 5th Street and 6th Street,on July 12,2025,from 6:00 a.m.through 7:00 p.m.,for the purpose of the 14th Annual Music Festival, North Richmond area. (District I) FISCAL IMPACT: No fiscal impact. BACKGROUND: Due to construction in Shields-Reid Park where the previous year’s festivals have been hosted, North &Greater Richmond Blues Foundation is requesting to relocate the 14th Annual Music Festival to Chesley Avenue adjacent to the park.Applicant shall follow guidelines set forth by the Public Works Department. CONSEQUENCE OF NEGATIVE ACTION: North &Greater Richmond Blues Foundation will be unable to close the road to host the 14th Annual Music Festival. c:Kellen O’Connor-Engineering Services,Marke Smith-Engineering Services,Devon Patel-Engineering Services,Bob Hendry-Engineering Services, Chris Lau-Maintenance, CHP, Sheriff-Patrol Div. Commander CONTRA COSTA COUNTY Printed on 7/1/2025Page 1 of 3 powered by Legistar™ File #:RES 2025-206,Version:1 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board IN THE MATTER OF:Approving and authorizing the Public Works Director,or designee,to fully close a portion of Chesley Avenue,between 5th Street and 6th Street,on July 12,2025,from 6:00 a.m.through 7:00 p.m., for the purpose of the 14th Annual Music Festival, North Richmond area. (District I) RC25-15 NOW,THEREFORE,BE IT RESOLVED that permission is granted to North &Greater Richmond Blues Foundation to fully close Chesley Avenue,between 5th Street and 6th Street,except for emergency traffic,and US Postal Service, on July 12, 2025, from 6:00 a.m. through 7:00 p.m., subject to the following conditions: 1.Traffic will be detoured via roads identified in a traffic control plan, reviewed by the Public Works Department. Emergency vehicles will be allowed access as required. 2.All signing to be in accordance with the California Manual on Uniform Traffic Control Devices. 3.North & Greater Richmond Blues Foundation shall comply with the requirements of the Ordinance Code of Contra Costa County. 4.Provide the County with a Certificate of Insurance in the amount of $1,000,000.00 for Comprehensive General Public Liability which names the County as an additional insured prior to permit issuance. 5.Obtain approval for the closure from the California Highway Patrol, Sheriff’s Office, and the Contra Costa Fire Protection District. CONTRA COSTA COUNTY Printed on 7/1/2025Page 2 of 3 powered by Legistar™ File #:RES 2025-206,Version:1 c:Kellen O’Connor-Engineering Services,Marke Smith-Engineering Services,Devon Patel-Engineering Services,Bob Hendry-Engineering Services, Chris Lau-Maintenance, CHP, Sheriff-Patrol Div. Commander CONTRA COSTA COUNTY Printed on 7/1/2025Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2025- 207 Name: Status:Type:Consent Resolution Passed File created:In control:6/4/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:ADOPT Resolution No. 2025-207 approving and authorizing the Public Works Director, or designee, to fully close a portion of Coventry Road, between Berkeley Park Blvd. and Valley Road, on June 30, 2025, from 7:30 a.m. through 5:30 p.m., for the purpose of replacing a utility pole, Kensington area. (No fiscal impact) Attachments: Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To: Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Approve and Authorize to fully close a portion of Coventry Road on June 30,2025,from 7:30 a.m. through 5:30 p.m., for the purpose of a utility pole replacement, Kensington area. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Resolution approving and authorizing the Public Works Director,or designee,to fully close a portion of Coventry Road,between Berkeley Park Blvd.and Valley Road,on June 30,2025,from 7:30 a.m.through 5:30 p.m., for the purpose of replacing a utility pole, Kensington area. (District I) FISCAL IMPACT: No fiscal impact. BACKGROUND: Due to the narrow road width of Coventry Road at the work site,Pacific Gas &Electric Company (PG&E)has requested the road closure to replace the existing utility pole.There is insufficient road width to setup and operate boom trucks and safely maintain through traffic.Applicant shall follow guidelines set forth by the Public Works Department. CONSEQUENCE OF NEGATIVE ACTION: Pacific Gas & Electric Company will be unable to close the road to complete planned utility pole replacement. c: Kellen O’Connor - Engineering Services, Devon Patel-Engineering Services, Marke Smith-Engineering Services, Bob Henry-Engineering Services, Chris Lau-Maintenance, Kensington Police Department, Kensington Fire Protection District CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 3 powered by Legistar™ File #:RES 2025-207,Version:1 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board IN THE MATTER OF:Approving and authorizing the Public Works Director,or designee,to fully close a portion of Coventry Road,between Berkeley Park Blvd.and Valley Road,on June 30,2025,from 7:30 a.m. through 5:30 p.m., for the purpose of replacing a utility pole, Kensington area. (District I) RC25-16 NOW,THEREFORE,BE IT RESOLVED that permission is granted to Pacific Gas &Electric Company to fully close a portion of Coventry Road,between Berkeley Park Blvd.and Valley Road,except for emergency traffic,local residents,US Postal Service and garbage trucks,on May 5,2025,from 7:30 a.m.through 5:30 p.m., subject to the following conditions: 1.Traffic will be detoured via roads identified in a traffic control plan, reviewed by the Public Works Department. Emergency vehicles, residents within the construction area and essential services will be allowed access as required. 2.All signing to be in accordance with the California Manual on Uniform Traffic Control Devices. 3.Pacific Gas & Electric Company shall comply with the requirements of the Ordinance Code of Contra Costa County. 4.Provide the County with a Certificate of Insurance in the amount of $1,000,000.00 for Comprehensive General Public Liability which names the County as an additional insured prior to permit issuance. 5.Obtain approval for the closure from the Kensington Police Department and Kensington Fire Protection District. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 3 powered by Legistar™ File #:RES 2025-207,Version:1 c: Kellen O’Connor - Engineering Services, Devon Patel-Engineering Services, Marke Smith-Engineering Services, Bob Henry-Engineering Services, Chris Lau-Maintenance, Kensington Police Department, Kensington Fire Protection District CONTRA COSTA COUNTY Printed on 8/26/2025Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2025- 208 Name: Status:Type:Consent Resolution Passed File created:In control:6/3/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:ADOPT Resolution No. 2025-208 accepting completion of landscape improvements without the need of a warranty period, for subdivision SD14-09297, for a project developed by Shapell Industries, Inc., as recommended by the Public Works Director, San Ramon (Dougherty Valley) area. (No fiscal impact) Attachments: Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To: Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Accepting completion of landscape improvements without the need of a warranty period for subdivision SD14-09297, San Ramon (Doughty Valley) area. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Resolution accepting completion of landscape improvements without the need of a warranty period, for subdivision SD14-09297,for a project developed by Shapell Homes,a Division of Shapell Industries,Inc., a Delaware Corporation,as recommended by the Public Works Director,San Ramon (Dougherty Valley)area. (District II) FISCAL IMPACT: No fiscal impact. BACKGROUND: The developer has completed the landscape improvements without the need for an agreement and in accordance with Title 9.The landscape improvements have met the guaranteed performance standards for longer than would be required for a standard warranty period.The landscape improvements were not accepted when initially completed due to a mapping concern that has since been resolved. CONSEQUENCE OF NEGATIVE ACTION: The completion of landscape improvements will not be accepted. c: Jocelyn LaRocque -Engineering Services, Kellen O’Connor - Engineering Services, Devon Patel-Engineering Services, Theresa Shepherd- Design/Construction, Chris Lau-Maintenance, Chris Hallford-Mapping, Ciara Herrold-Finance, C. Low-City of San Ramon, Shapell Homes CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:RES 2025-208,Version:1 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board IN THE MATTER OF:Accepting completion of landscape improvements without the need of a warranty period,for subdivision SD14-09297,for a project developed by Shapell Homes,a Division of Shapell Industries,Inc.,a Delaware Corporation,as recommended by the Public Works Director,San Ramon (Dougherty Valley) area. (District II) WHEREAS, these improvements are approximately located near Dougherty Road and Trefoil Road. The Public Works Director has notified this Board that the landscaping improvements for SD14-09297,have been completed, heretofore approved by this Board. NOW,THEREFORE,BE IT RESOLVED that the landscape improvements have been COMPLETED as of June 24, 2025, thereby establishing the six-month terminal period for the filing of liens in case of action. BE IT FURTHER RESOLVED that the San Ramon City Council shall accept the landscape improvements for maintenance and ownership in accordance with the Dougherty Valley Memorandum of Understanding. c: Jocelyn LaRocque -Engineering Services, Kellen O’Connor - Engineering Services, Devon Patel-Engineering Services, Theresa Shepherd- Design/Construction, Chris Lau-Maintenance, Chris Hallford-Mapping, Ciara Herrold-Finance, C. Low-City of San Ramon, Shapell Homes CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2025- 209 Name: Status:Type:Consent Resolution Passed File created:In control:6/3/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:ADOPT Resolution No. 2025-209 accepting completion of landscape improvements without the need of a warranty period, for subdivision SD12-09298, for a project developed by Shapell Industries, Inc., as recommended by the Public Works Director, San Ramon (Dougherty Valley) area. (No fiscal impact) Attachments: Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To: Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Accepting completion of landscape improvements without the need of a warranty period for subdivision SD12-09298, San Ramon (Doughty Valley) area. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Resolution accepting completion of landscape improvements without the need of a warranty period, for subdivision SD12-09298,for a project developed by Shapell Homes,a Division of Shapell Industries,Inc., a Delaware Corporation,as recommended by the Public Works Director,San Ramon (Dougherty Valley)area. (District II) FISCAL IMPACT: No fiscal impact. BACKGROUND: The developer has completed the landscape improvements without the need for an agreement and in accordance with Title 9.The landscape improvements have met the guaranteed performance standards for longer than would be required for a standard warranty period.The landscape improvements were not accepted when initially completed due to a mapping concern that has since been resolved. CONSEQUENCE OF NEGATIVE ACTION: The completion of landscape improvements will not be accepted. c: Jocelyn LaRocque -Engineering Services, Kellen O’Connor - Engineering Services, Devon Patel-Engineering Services, Theresa Shepherd- Design/Construction, Chris Lau-Maintenance, Chris Hallford-Mapping, Ciara Herrold-Finance, C. Low-City of San Ramon, Shapell Homes CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 3 powered by Legistar™ File #:RES 2025-209,Version:1 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board IN THE MATTER OF:Accepting completion of landscape improvements without the need of a warranty period,for subdivision SD12-09298,for a project developed by Shapell Homes,a Division of Shapell Industries,Inc.,a Delaware Corporation,as recommended by the Public Works Director,San Ramon (Dougherty Valley) area. (District II) WHEREAS, these improvements are approximately located near Dougherty Road and Trefoil Road. The Public Works Director has notified this Board that the landscaping improvements for SD12-09298,have been completed, heretofore approved by this Board. NOW,THEREFORE,BE IT RESOLVED that the landscape improvements have been COMPLETED as of June 24, 2025, thereby establishing the six-month terminal period for the filing of liens in case of action. BE IT FURTHER RESOLVED that the San Ramon City Council shall accept the landscape improvements for maintenance and ownership in accordance with the Dougherty Valley Memorandum of Understanding. c:Jocelyn LaRocque -Engineering Services,Kellen O’Connor -Engineering Services,Devon Patel-Engineering Services,Theresa Shepherd- Design/Construction, Chris Lau-Maintenance, Chris Hallford-Mapping, Ciara Herrold-Finance, C. Low-City of San Ramon, Shapell Homes CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 3 powered by Legistar™ File #:RES 2025-209,Version:1 CONTRA COSTA COUNTY Printed on 8/26/2025Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2025- 210 Name: Status:Type:Consent Resolution Passed File created:In control:6/3/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:ADOPT Resolution No. 2025-210 accepting completion of landscape improvements without the need of a warranty period, for subdivision SD14-09341, for a project developed by Shapell Industries, Inc., as recommended by the Public Works Director, San Ramon (Dougherty Valley) area. (No fiscal impact) Attachments: Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To: Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Accepting completion of landscape improvements without the need of a warranty period for subdivision SD14-09341, San Ramon (Doughty Valley) area. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Resolution accepting completion of landscape improvements without the need of a warranty period, for subdivision SD14-09341,for a project developed by Shapell Homes,a Division of Shapell Industries,Inc., a Delaware Corporation,as recommended by the Public Works Director,San Ramon (Dougherty Valley)area. (District II) FISCAL IMPACT: No fiscal impact. BACKGROUND: The developer has completed the landscape improvements without the need for an agreement and in accordance with Title 9.The landscape improvements have met the guaranteed performance standards for longer than would be required for a standard warranty period.The landscape improvements were not accepted when initially completed due to a mapping concern that has since been resolved. CONSEQUENCE OF NEGATIVE ACTION: The completion of landscape improvements will not be accepted. c:Jocelyn LaRocque -Engineering Services,Kellen O’Connor -Engineering Services,Devon Patel-Engineering Services,Theresa Shepherd- Design/Construction, Chris Lau-Maintenance, Chris Hallford-Mapping, Ciara Herrold-Finance, C. Low-City of San Ramon, Shapell Homes CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:RES 2025-210,Version:1 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board IN THE MATTER OF:Accepting completion of landscape improvements without the need of a warranty period,for subdivision SD14-09341,for a project developed by Shapell Homes,a Division of Shapell Industries,Inc.,a Delaware Corporation,as recommended by the Public Works Director,San Ramon (Dougherty Valley) area. (District II) WHEREAS,these improvements are approximately located near Dougherty Road and Trefoil Road,and Dougherty Road and Hibiscus Road. The Public Works Director has notified this Board that the landscaping improvements for SD14-09341,have been completed, heretofore approved by this Board. NOW,THEREFORE,BE IT RESOLVED that the landscape improvements have been COMPLETED as of June 24, 2025, thereby establishing the six-month terminal period for the filing of liens in case of action. BE IT FURTHER RESOLVED that the San Ramon City Council shall accept the landscape improvements for maintenance and ownership in accordance with the Dougherty Valley Memorandum of Understanding. c: Jocelyn LaRocque -Engineering Services, Kellen O’Connor - Engineering Services, Devon Patel-Engineering Services, Theresa Shepherd- Design/Construction, Chris Lau-Maintenance, Chris Hallford-Mapping, Ciara Herrold-Finance, C. Low-City of San Ramon, Shapell Homes CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2025- 211 Name: Status:Type:Consent Resolution Passed File created:In control:6/3/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:ADOPT Resolution No. 2025-211 accepting completion of landscape improvements without the need of a warranty period, for subdivision SD17-09299, for a project developed by Shapell Industries, Inc., as recommended by the Public Works Director, San Ramon (Dougherty Valley) area. (No fiscal impact) Attachments: Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To: Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Accepting completion of landscape improvements without the need of a warranty period for subdivision SD17-09299, San Ramon (Doughty Valley) area. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Resolution accepting completion of landscape improvements without the need of a warranty period, for subdivision SD17-09299,for a project developed by Shapell Homes,a Division of Shapell Industries,Inc., a Delaware Corporation,as recommended by the Public Works Director,San Ramon (Dougherty Valley)area. (District II) FISCAL IMPACT: No fiscal impact. BACKGROUND: The developer has completed the landscape improvements without the need for an agreement and in accordance with Title 9.The landscape improvements have met the guaranteed performance standards for longer than would be required for a standard warranty period.The landscape improvements were not accepted when initially completed due to a mapping concern that has since been resolved. CONSEQUENCE OF NEGATIVE ACTION: The completion of landscape improvements will not be accepted. c: Jocelyn LaRocque -Engineering Services, Kellen O’Connor - Engineering Services, Devon Patel-Engineering Services, Theresa Shepherd- Design/Construction, Chris Lau-Maintenance, Chris Hallford-Mapping, Ciara Herrold-Finance, C. Low-City of San Ramon, Shapell Homes CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:RES 2025-211,Version:1 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board IN THE MATTER OF:Accepting completion of landscape improvements without the need of a warranty period,for subdivision SD17-09299,for a project developed by Shapell Homes,a Division of Shapell Industries,Inc.,a Delaware Corporation,as recommended by the Public Works Director,San Ramon (Dougherty Valley) area. (District II) WHEREAS, these improvements are approximately located near Dougherty Road and Bergamot Lane. The Public Works Director has notified this Board that the landscaping improvements for SD17-09299,have been completed, heretofore approved by this Board. NOW,THEREFORE,BE IT RESOLVED that the landscape improvements have been COMPLETED as of June 24, 2025, thereby establishing the six-month terminal period for the filing of liens in case of action. BE IT FURTHER RESOLVED that the San Ramon City Council shall accept the landscape improvements for maintenance and ownership in accordance with the Dougherty Valley Memorandum of Understanding. c:Jocelyn LaRocque -Engineering Services,Kellen O’Connor -Engineering Services,Devon Patel-Engineering Services,Theresa Shepherd- Design/Construction, Chris Lau-Maintenance, Chris Hallford-Mapping, Ciara Herrold-Finance, C. Low-City of San Ramon, Shapell Homes CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2025- 212 Name: Status:Type:Consent Resolution Passed File created:In control:6/5/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:Acting as the governing body of the Contra Costa County Flood Control and Water Conservation District, ADOPT Resolution No. 2025-212, adopting and levying the annual Drainage Area Benefit Assessment in Drainage Area 67A for Fiscal Year 2025–2026, San Ramon area. (100% Drainage Area Benefit Assessment Funds) Attachments:1. DA 67A Exhibit A FY Comparison, 2. Exhibit B Proposed_fees_2025 Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To: Contra Costa County Flood Control and Water Conservation District From:Warren Lai, Public Works Director/Chief Engineer Report Title:Adoption and levy of annual Drainage Area Benefit Assessment in Drainage Area 67A for Fiscal Year 2025-2026. Project No. 7505-6F8167 ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Resolution adopting and levying the annual Drainage Area Benefit Assessment (DABA)in Drainage Area 67A (DA 67A) for Fiscal Year 2025-2026, San Ramon area. FISCAL IMPACT: The proposed annual DABA will provide approximately $3,310 in funding for flood control drainage maintenance activities in DA 67A. (100% Drainage Area Benefit Assessment Funds) BACKGROUND: A DABA is a subset of parcels within a defined boundary of a larger drainage area that is assessed to fund flood control infrastructure maintenance that directly benefits the area.Assessments are used to pay for flood control maintenance activities,including complaint investigation,facility inspections,ditch and basin cleaning, maintaining right-of-way access,and additional general or routine drainage maintenance activities.The assessments collected are used only for the maintenance and operation of the flood control facilities within the Contra Costa County Flood Control and Water Conservation District right-of-way limits. DABAs are established when a development is determined to increase stormwater runoff,inundating existing drainage infrastructure.DABAs are established by agreement with developers or vote by parcel owners.DA 67A was established June 23,1987,with subsequent annexations of additional developments in 1989,1990, 2005,2016,and 2017.DA 67A has been assigned a specific number of Impervious Area Units (IAUs),where a single IAU is equal to 1,000 square feet of impervious surface.Parcels within DA 67A are assigned a specific number of IAUs based upon their proportional share of impervious area in accordance with the Benefit Assessment Act of 1982.DA 67A has a total of 3,310 IAUs,where the typical single-family home may pay an CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 4 powered by Legistar™ File #:RES 2025-212,Version:1 Assessment Act of 1982.DA 67A has a total of 3,310 IAUs,where the typical single-family home may pay an assessment amount of $3.13 for Fiscal Year 2025-2026. To calculate the assessment,the cost of flood control infrastructure maintenance within DA 67A is budgeted. The cost of flood control infrastructure maintenance varies from year-to-year based upon the planned annual costs and unforeseen maintenance needs.The assessment rate/IAU is the quotient of the budgeted maintenance divided by the number of IAUs assigned to DA 67A.The assessment for each parcel is the product of the rate/IAU multiplied by the number of IAUs assigned to the parcel.At the onset of the initial formation, including subsequent annexation,a maximum assessment rate was adopted for the establishment of a reserve fund based on unforeseen costs due to natural disasters or severe weather events.This maximum assessment rate is adjusted annually to account for inflation using the California Construction Cost Index,as cited in the DA’s Engineer’s Report upon formation. Based on the assessment calculation,where DA 67A has 3,310 IAUs and budgeted maintenance of $69,000,the assessment rate for Fiscal Year 2025-2026 is calculated to be $20.84.Unspent assessments from Fiscal Year 2024-2025 shall be carried over to Fiscal Year 2025-2026.As a result,the assessment rate that shall be levied will be less than the calculated rate of $20.84. CONSEQUENCE OF NEGATIVE ACTION: If the proposed assessment for DA 67A is not adopted,the proposed assessment will not be levied,and the maintenance of the flood control facilities may not happen. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 4 powered by Legistar™ File #:RES 2025-212,Version:1 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board IN THE MATTER OF ADOPTING AND LEVYING ASSESSMENTS IN DRAINAGE AREA 67A FOR FISCAL YEAR 2025-2026. WHEREAS the Board of Supervisors FINDS that: 1.On June 23, 1987, the Board of Supervisors, as the governing body of the Contra Costa County Flood Control and Water Conservation District (Flood Control District), adopted Resolution No. 87/391, establishing Drainage Area 67A (DA 67A) and imposing assessments on parcels within the area of benefit pursuant to the Benefit Assessments Act of 1982 (Gov. Code, §54703 et. seq.), following approval by landowners, for the purpose of funding flood control facility maintenance, such as complaint investigation, facility inspections, ditch and basin cleaning, maintaining right-of-way access, and additional general or routine drainage maintenance activities. 2.Under Resolution No. 87/391, assessments were imposed based upon the annual budgeted cost of flood control facility maintenance for DA 67A, the total impervious surface area (described as Impervious Area Units [IAUs], where a single IAU is equal to 1,000 square feet of impervious surface area) assigned to DA 67A, and the number of IAUs attributable to each parcel. In this way, assessment amounts were determined on the basis of proportionate stormwater runoff from each parcel, in accordance with Government Code section 54711. 3.Under Resolution No. 87/391, and as approved by landowners of DA 67A, (a) the annual assessment rate is the quotient of the annual budgeted maintenance cost divided by the number of IAUs assigned to DA 67A; (b) the maximum assessment amount was $50.00/IAU; and (c) the maximum assessment shall be adjusted annually to account for inflation in accordance with the appropriate construction cost index, cited in the Engineer’s Report. 4.As set forth in Exhibit A, attached hereto and incorporated by this reference, the adjusted maximum assessment rate for Fiscal Year 2024-2025 was $145.64/IAU. The change in the construction cost index from December-to-December is -.04 percent. Pursuant to Resolution No. 87/391, the maximum assessment rate is adjusted downward by -0.4 percent to $145.06/IAU for Fiscal Year 2025-2026. 5.As set forth in Exhibit A, for Fiscal Year 2025-2026, the budgeted maintenance to be funded by DA 67A CONTRA COSTA COUNTY Printed on 8/26/2025Page 3 of 4 powered by Legistar™ File #:RES 2025-212,Version:1 assessments is $69,000. Anticipated maintenance activities include facility inspections, ditch cleaning, fence repair, and landscape maintenance, among others. 6.Based on the formula set forth in Resolution No. 87/397, the current number of IAUs in DA 67A (3,310), and budgeted maintenance of $69,000, the adjusted annual assessment rate for Fiscal Year 2025 -2026 would be $20.84/IAU. 7.The adjusted annual assessment rate of $20.84 is less than the adjusted maximum rate of $145.06 The annual assessment rate for Fiscal Year 2025-2026 may, therefore, be set at $20.84/IAU. 8.Unspent assessments from Fiscal Year 2024-2025 shall be carried over to Fiscal Year 2025-2026. As a result, the annual assessment rate that shall be levied will be less than the adjusted annual assessment rate of $20.84. NOW, THEREFORE, the Board hereby determines and resolves that: 1.The annual budgeted cost of flood control facility maintenance to be financed by DA 67A assessments for Fiscal Year 2025-2026 shall not exceed $55,000. 2.Annual assessments shall be levied in DA 67A for Fiscal Year 2025-2026 at a rate of $1.00/IAU, in the specific amounts shown per parcel on Exhibit B, attached hereto and incorporated herein by this reference. 3.The Drainage Area Benefit Assessment shall be collected in the same manner and subject to the same penalties and priority of lien as other charges and taxes fixed and collected by, or on behalf of, the Flood Control District, pursuant to Government Code section 54718. CONTRA COSTA COUNTY Printed on 8/26/2025Page 4 of 4 powered by Legistar™ Contra Costa County Flood Control and Water Conservation District Drainage Area Benefit Assessment (DABA) Max IAU Rate, Adjusted for Inflation IAU Rate No. of IAU's per Drainage Area Assessment Total Assessment Amount for Typical Parcel (3.12 IAU) Max IAU Rate, Adjusted for Inflation Proposed IAU Rate No. of IAU's per Drainage Area Proposed Assessment Total Assessment Amount for Typical Parcel (3.12 IAU) DA 67A Rossmoor 145.64$ 1.00$ 3,310.44$ 3,310$ 3.13$ 145.06$ 1.00$ 3,310 3,310$ 3.13$ Beginning Fund Balance at start of July 1, 2024 Assessment Revenue Maintenance Expense Administration Expenses Engineering Project Expenses Estimated Total Expense June 30, 2025 Estimated Beginning Fund Balance at start of July 1, 2025 Estimated Assessment Revenue Budgeted Maintenance Expenses Budgeted Administration Expenses Budgeted Engineering Project Expenses Estimated Ending Fund Balance June 30, 2026 Target Reserve Fund per Engineer's Report DA 67A Rossmoor 351,791$ 3,310$ 54,500$ 500$ 500$ 55,500$ 299,601$ 3,310$ 53,000$ 16,000$ -$ 233,912$ 186,167$ FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 DA 67A Rossmoor 7.85$ -$ 2.00$ 1.00$ 1.00$ 1.00$ Drainage Area IAU Rate EXHIBIT A Drainage Area FY 2024-25 FY 2025-26 Drainage Area FY 2024-25 FY 2025-26 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 1 of 50 1010 1010 1010 1010 203-061-001-4 203-061-002-2 203-061-003-0 203-061-004-8 203-061-005-5 203-061-006-3 203-061-007-1 203-061-008-9 203-061-009-7 203-061-010-5 203-061-011-3 203-061-012-1 203-061-013-9 203-061-014-7 203-061-015-4 203-061-016-2 203-061-017-0 203-061-018-8 203-061-019-6 203-061-020-4 203-061-021-2 203-061-022-0 203-061-023-8 203-061-024-6 203-061-025-3 203-061-026-1 203-061-027-9 203-061-028-7 203-061-029-5 203-061-030-3 203-061-031-1 203-061-032-9 203-061-033-7 203-061-034-5 203-061-035-2 203-061-036-0 203-061-037-8 203-061-038-6 203-061-039-4 203-061-040-2 203-061-041-0 203-061-042-8 203-061-043-6 203-061-044-4 203-061-045-1 203-061-046-9 203-061-047-7 203-061-048-5 203-061-049-3 203-061-050-1 203-061-051-9 203-061-052-7 203-061-053-5 203-061-054-3 203-061-055-0 203-061-056-8 203-061-057-6 203-061-058-4 203-061-059-2 203-061-060-0 203-061-061-8 203-061-062-6 203-061-063-4 203-061-064-2 203-061-065-9 203-071-001-2 203-071-002-0 203-071-003-8 203-071-004-6 203-071-005-3 203-071-006-1 203-071-007-9 203-071-008-7 203-071-009-5 203-071-010-3 203-071-011-1 203-071-012-9 203-071-013-7 203-071-014-5 203-071-015-2 203-071-016-0 203-071-017-8 203-071-018-6 203-071-019-4 203-071-020-2 203-071-021-0 203-071-022-8 203-071-023-6 203-071-024-4 203-071-025-1 203-071-026-9 203-071-027-7 203-071-028-5 203-071-029-3 203-071-030-1 203-071-031-9 203-071-032-7 203-071-033-5 203-071-034-3 203-071-035-0 203-071-036-8 203-071-037-6 203-071-038-4 203-071-039-2 203-071-040-0 203-071-041-8 203-071-042-6 203-071-043-4 203-071-044-2 203-071-045-9 203-071-046-7 203-071-047-5 203-071-048-3 203-071-049-1 203-071-050-9 203-071-051-7 203-071-052-5 203-071-053-3 203-071-054-1 203-071-055-8 203-071-056-6 203-071-057-4 203-071-058-2 203-071-059-0 203-071-060-8 203-071-061-6 203-071-062-4 203-071-063-2 203-071-064-0 203-071-065-7 203-071-066-5 203-071-067-3 203-071-068-1 203-071-069-9 203-071-070-7 203-071-071-5 203-071-072-3 203-071-073-1 203-071-074-9 203-071-075-6 203-071-076-4 203-071-077-2 203-071-078-0 203-071-079-8 203-071-080-6 203-071-081-4 203-071-082-2 203-071-083-0 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 36.46 $ 36.46 $ 36.46 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 36.46 $ 36.46 $ 36.46 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 2 of 50 1010 1010 1010 1010 203-071-084-8 203-071-085-5 206-010-033-2 206-010-045-6 206-010-046-4 206-010-049-8 206-010-050-6 206-010-051-4 206-010-053-0 206-010-056-3 206-010-059-7 206-010-061-3 206-020-078-5 206-272-026-9 206-272-027-7 206-272-028-5 206-272-029-3 206-272-030-1 206-272-031-9 206-281-001-1 206-281-002-9 206-281-003-7 206-281-004-5 206-281-008-6 206-281-009-4 206-281-010-2 206-281-011-0 206-281-012-8 206-281-013-6 206-281-014-4 206-281-015-1 206-281-016-9 206-281-017-7 206-281-018-5 206-281-019-3 206-281-020-1 206-281-021-9 206-281-022-7 206-281-023-5 206-281-024-3 206-281-025-0 206-281-026-8 206-281-027-6 206-281-028-4 206-281-029-2 206-281-030-0 206-281-031-8 206-281-032-6 206-281-033-4 206-281-034-2 206-281-035-9 206-281-039-1 206-281-040-9 206-281-041-7 206-281-042-5 206-281-043-3 206-282-005-1 206-282-006-9 206-282-007-7 206-282-008-5 206-282-009-3 206-282-012-7 206-282-013-5 206-282-014-3 206-282-018-4 206-282-019-2 206-282-021-8 206-282-022-6 206-282-023-4 206-282-024-2 206-282-025-9 206-282-026-7 206-283-001-9 206-283-002-7 206-283-003-5 206-283-004-3 206-283-005-0 206-283-006-8 206-283-007-6 206-283-008-4 206-283-009-2 206-283-010-0 206-283-011-8 206-283-012-6 206-283-013-4 206-283-014-2 206-283-015-9 206-283-019-1 206-283-020-9 206-283-021-7 206-283-022-5 206-283-023-3 206-283-024-1 206-283-025-8 206-283-026-6 206-283-027-4 206-283-028-2 206-283-029-0 206-283-030-8 206-283-031-6 206-283-032-4 206-283-033-2 206-283-044-9 206-283-045-6 206-283-048-0 206-283-049-8 206-283-050-6 206-283-051-4 206-283-052-2 206-283-054-8 206-283-055-5 206-283-056-3 206-283-057-1 206-283-059-7 206-283-060-5 206-283-061-3 206-283-062-1 206-283-063-9 206-283-064-7 206-283-065-4 206-283-066-2 206-283-067-0 206-283-068-8 206-283-069-6 206-291-001-9 206-292-001-8 206-292-002-6 206-292-003-4 206-292-004-2 206-292-005-9 206-292-006-7 206-293-001-7 206-293-002-5 206-293-003-3 206-293-004-1 206-293-005-8 206-293-006-6 206-293-007-4 206-293-008-2 206-293-009-0 206-293-010-8 206-293-011-6 206-293-012-4 206-293-013-2 206-293-014-0 206-294-001-6 206-294-002-4 206-294-003-2 $ 36.46 $ 36.46 $ 914.24 $ 1,551.66 $ 9,435.86 $ 1,132.32 $ 4,369.84 $ 377.44 $ 494.84 $ 1,006.48 $ 436.14 $ 2,987.62 $ 203.00 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 106.92 $ 88.68 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 88.68 $ 97.02 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 88.68 $ 85.28 $ 92.08 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 88.68 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 88.68 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 85.28 $ 88.68 $ 85.28 $ 85.28 $ 88.68 $ 88.68 $ 85.28 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 85.28 $ 106.92 $ 97.02 $ 88.68 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 97.02 $ 123.04 $ 106.92 $ 97.02 $ 92.08 $ 88.68 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 3 of 50 1010 1010 1010 1010 206-294-004-0 206-294-005-7 206-294-006-5 206-294-007-3 206-294-008-1 206-294-009-9 206-294-010-7 206-294-011-5 206-294-012-3 206-294-013-1 206-294-014-9 206-294-015-6 206-294-016-4 206-294-017-2 206-294-018-0 206-294-019-8 206-294-020-6 206-294-021-4 206-301-001-7 206-301-002-5 206-301-003-3 206-301-004-1 206-301-005-8 206-301-006-6 206-301-007-4 206-301-008-2 206-301-009-0 206-301-010-8 206-302-001-6 206-302-002-4 206-302-003-2 206-302-004-0 206-302-005-7 206-302-006-5 206-302-007-3 206-302-008-1 206-302-009-9 206-302-010-7 206-302-011-5 206-302-012-3 206-303-001-5 206-303-002-3 206-311-001-5 206-311-002-3 206-311-003-1 206-311-004-9 206-311-005-6 206-311-020-5 206-311-022-1 206-311-023-9 206-311-024-7 206-311-025-4 206-312-001-4 206-312-002-2 206-312-003-0 206-312-004-8 206-312-005-5 206-341-001-9 206-341-002-7 206-341-003-5 206-341-004-3 206-341-005-0 206-341-006-8 206-341-007-6 206-342-006-7 206-342-007-5 206-342-008-3 206-342-009-1 206-342-010-9 206-342-011-7 206-342-012-5 206-342-013-3 206-342-014-1 206-342-015-8 206-342-016-6 206-342-017-4 206-342-018-2 206-342-019-0 206-342-020-8 206-342-021-6 206-342-022-4 206-342-023-2 206-342-024-0 206-342-025-7 206-342-026-5 206-342-027-3 206-343-001-7 206-343-002-5 206-343-003-3 206-343-004-1 206-343-005-8 206-343-006-6 206-343-007-4 206-343-008-2 206-343-009-0 206-343-010-8 206-343-011-6 206-343-012-4 206-343-013-2 206-343-014-0 206-343-015-7 206-343-016-5 206-343-017-3 206-343-018-1 206-343-019-9 206-343-020-7 206-343-021-5 206-343-022-3 206-343-023-1 206-343-024-9 206-343-025-6 206-343-026-4 206-343-027-2 206-343-028-0 206-343-029-8 206-351-001-6 206-351-002-4 206-351-003-2 206-351-004-0 206-351-005-7 206-351-006-5 206-351-007-3 206-351-008-1 206-351-009-9 206-351-024-8 206-351-025-5 206-351-026-3 206-351-027-1 206-351-028-9 206-351-029-7 206-351-030-5 206-351-031-3 206-351-032-1 206-351-033-9 206-351-034-7 206-351-035-4 206-351-036-2 206-351-037-0 206-352-001-5 206-352-002-3 206-352-003-1 206-352-004-9 206-353-003-0 206-353-004-8 206-353-005-5 206-353-006-3 206-353-007-1 206-353-008-9 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 106.92 $ 92.08 $ 92.08 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 147.52 $ 520.02 $ 97.02 $ 97.02 $ 92.08 $ 106.92 $ 123.04 $ 123.04 $ 106.92 $ 123.04 $ 123.04 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 88.68 $ 85.28 $ 81.82 $ 81.82 $ 85.28 $ 88.68 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 88.68 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 123.04 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 4 of 50 1010 1010 1010 1010 206-353-009-7 206-353-010-5 206-353-011-3 206-353-012-1 206-353-013-9 206-353-014-7 206-353-015-4 206-353-016-2 206-353-017-0 206-353-018-8 206-353-019-6 206-353-020-4 206-353-021-2 206-353-022-0 206-353-023-8 206-353-024-6 206-353-025-3 206-353-026-1 206-353-027-9 206-353-028-7 206-353-029-5 206-353-030-3 206-353-031-1 206-353-032-9 206-353-033-7 206-353-034-5 206-353-035-2 206-353-036-0 206-353-037-8 206-353-038-6 206-353-039-4 206-353-040-2 206-353-041-0 206-353-042-8 206-353-043-6 206-353-044-4 206-353-045-1 206-353-046-9 206-353-047-7 206-353-048-5 206-353-049-3 206-353-050-1 206-353-051-9 206-353-052-7 206-353-053-5 206-353-054-3 206-353-055-0 206-353-056-8 206-353-057-6 206-353-059-2 206-353-060-0 206-362-032-8 206-362-033-6 206-371-001-2 206-371-002-0 206-371-003-8 206-371-004-6 206-371-011-1 206-371-012-9 206-371-013-7 206-371-014-5 206-371-016-0 206-371-017-8 206-371-018-6 206-371-019-4 206-371-020-2 206-371-021-0 206-371-022-8 206-371-023-6 206-371-024-4 206-380-001-1 206-380-002-9 206-380-003-7 206-380-004-5 206-380-005-2 206-380-006-0 206-380-007-8 206-380-008-6 206-380-009-4 206-380-010-2 206-380-011-0 206-380-012-8 206-380-013-6 206-380-014-4 206-380-015-1 206-380-016-9 206-380-017-7 206-380-018-5 206-380-019-3 206-380-020-1 206-380-021-9 206-380-022-7 206-380-023-5 206-380-024-3 206-380-025-0 206-380-026-8 206-380-027-6 206-380-028-4 206-380-029-2 206-380-030-0 206-380-031-8 206-380-032-6 206-380-033-4 206-380-034-2 206-380-035-9 206-380-036-7 206-380-037-5 206-380-038-3 206-380-039-1 206-380-040-9 206-380-041-7 206-380-042-5 206-380-043-3 206-380-044-1 206-380-045-8 206-380-046-6 206-380-047-4 206-380-048-2 206-380-049-0 206-380-050-8 206-380-051-6 206-380-052-4 206-380-053-2 206-380-054-0 206-380-055-7 206-380-056-5 206-380-057-3 206-380-058-1 206-380-059-9 206-380-060-7 206-380-061-5 206-380-062-3 206-380-063-1 206-380-064-9 206-380-065-6 206-380-066-4 206-380-067-2 206-380-068-0 206-380-069-8 206-380-070-6 206-380-072-2 206-380-073-0 206-380-074-8 206-380-075-5 206-380-076-3 206-380-077-1 206-380-078-9 206-380-079-7 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 106.92 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 88.68 $ 85.28 $ 88.68 $ 92.08 $ 97.02 $ 123.04 $ 123.04 $ 97.02 $ 88.68 $ 88.68 $ 97.02 $ 88.68 $ 88.68 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 106.92 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 5 of 50 1010 1010 1010 1010 206-380-080-5 206-380-081-3 206-380-082-1 206-380-083-9 206-380-084-7 206-380-085-4 206-380-086-2 206-380-087-0 206-380-088-8 206-380-089-6 206-380-090-4 206-380-091-2 206-380-092-0 206-380-093-8 206-380-094-6 206-380-095-3 206-380-096-1 206-380-097-9 206-380-098-7 206-380-099-5 206-380-100-1 206-380-101-9 206-380-102-7 206-380-103-5 206-380-104-3 206-380-105-0 206-380-106-8 206-380-107-6 206-380-108-4 206-380-109-2 206-380-110-0 206-380-111-8 206-380-112-6 206-380-113-4 206-380-114-2 206-380-115-9 206-380-116-7 206-380-117-5 206-380-118-3 206-380-119-1 206-380-120-9 206-380-121-7 206-380-122-5 206-380-123-3 206-380-124-1 206-380-125-8 206-380-126-6 206-380-127-4 206-380-128-2 206-380-129-0 206-380-130-8 206-380-131-6 206-380-132-4 206-380-133-2 206-380-134-0 206-380-135-7 206-380-136-5 206-380-137-3 206-380-138-1 206-380-139-9 206-380-140-7 206-380-141-5 206-380-142-3 206-380-143-1 206-380-144-9 206-380-145-6 206-380-146-4 206-380-147-2 206-380-148-0 206-380-149-8 206-380-150-6 206-380-151-4 206-380-152-2 206-380-153-0 206-380-154-8 206-380-155-5 206-380-156-3 206-380-157-1 206-380-170-4 206-390-001-9 206-390-002-7 206-390-003-5 206-390-004-3 206-390-005-0 206-390-006-8 206-390-007-6 206-390-008-4 206-390-009-2 206-390-010-0 206-390-011-8 206-390-012-6 206-390-013-4 206-390-014-2 206-390-015-9 206-390-016-7 206-390-017-5 206-390-018-3 206-390-019-1 206-390-020-9 206-390-021-7 206-390-022-5 206-390-023-3 206-390-024-1 206-390-025-8 206-390-026-6 206-390-027-4 206-390-028-2 206-390-029-0 206-390-030-8 206-401-001-6 206-401-002-4 206-401-003-2 206-402-001-5 206-402-002-3 206-402-003-1 206-402-004-9 206-402-005-6 206-402-006-4 206-402-007-2 206-402-008-0 206-402-009-8 206-402-010-6 206-402-011-4 206-402-012-2 206-402-013-0 206-403-001-4 206-403-002-2 206-403-003-0 206-403-004-8 206-403-005-5 206-403-007-1 206-403-008-9 206-403-009-7 206-403-010-5 206-403-011-3 206-404-001-3 206-404-002-1 206-404-003-9 206-404-004-7 206-404-005-4 206-404-006-2 206-404-007-0 206-404-008-8 206-404-009-6 206-404-010-4 206-404-011-2 206-404-012-0 206-404-013-8 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 97.02 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 106.92 $ 123.04 $ 106.92 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 106.92 $ 123.04 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 106.92 $ 123.04 $ 123.04 $ 147.52 $ 123.04 $ 147.52 $ 147.52 $ 123.04 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 6 of 50 1010 1010 1010 1010 206-404-014-6 206-404-015-3 206-404-016-1 206-404-017-9 206-404-018-7 206-404-019-5 206-404-020-3 206-404-021-1 206-404-022-9 206-404-023-7 206-404-024-5 206-404-025-2 206-404-026-0 206-404-027-8 206-404-028-6 206-404-029-4 206-404-030-2 206-404-031-0 206-404-032-8 206-404-033-6 206-404-034-4 206-404-035-1 206-404-036-9 206-404-037-7 206-404-038-5 206-404-039-3 206-404-040-1 206-404-041-9 206-404-042-7 206-404-043-5 206-404-044-3 206-404-045-0 206-404-046-8 206-404-047-6 206-410-001-5 206-410-002-3 206-410-003-1 206-410-004-9 206-410-005-6 206-410-006-4 206-410-007-2 206-410-008-0 206-410-009-8 206-410-010-6 206-410-011-4 206-410-012-2 206-410-013-0 206-410-014-8 206-410-015-5 206-410-016-3 206-410-017-1 206-410-018-9 206-410-019-7 206-410-020-5 206-410-021-3 206-410-022-1 206-410-023-9 206-410-024-7 206-410-025-4 206-410-026-2 206-410-027-0 206-410-028-8 206-410-029-6 206-410-030-4 206-410-031-2 206-410-032-0 206-410-033-8 206-410-034-6 206-410-035-3 206-410-036-1 206-410-037-9 206-410-038-7 206-410-039-5 206-410-040-3 206-410-041-1 206-410-042-9 206-410-043-7 206-410-044-5 206-410-045-2 206-410-046-0 206-410-047-8 206-410-048-6 206-410-049-4 206-410-050-2 206-410-051-0 206-410-052-8 206-410-053-6 206-410-054-4 206-410-055-1 206-410-056-9 206-410-057-7 206-410-058-5 206-410-059-3 206-410-060-1 206-410-061-9 206-410-062-7 206-410-063-5 206-410-064-3 206-410-065-0 206-410-066-8 206-410-067-6 206-410-068-4 206-410-069-2 206-410-070-0 206-410-071-8 206-410-072-6 206-420-001-3 206-420-002-1 206-420-003-9 206-420-004-7 206-420-005-4 206-420-006-2 206-420-007-0 206-420-008-8 206-420-009-6 206-420-010-4 206-420-011-2 206-420-012-0 206-420-013-8 206-420-014-6 206-420-015-3 206-420-016-1 206-420-017-9 206-420-018-7 206-420-019-5 206-420-020-3 206-420-021-1 206-420-022-9 206-420-023-7 206-420-024-5 206-420-025-2 206-420-026-0 206-420-027-8 206-420-028-6 206-420-029-4 206-420-030-2 206-420-031-0 206-420-032-8 206-420-033-6 206-420-034-4 206-420-035-1 206-420-036-9 206-420-037-7 206-420-038-5 206-420-039-3 206-420-040-1 206-420-041-9 206-420-042-7 $ 88.68 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 106.92 $ 106.92 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 97.02 $ 123.04 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 97.02 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 81.82 $ 106.92 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 88.68 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 97.02 $ 85.28 $ 85.28 $ 85.28 $ 88.68 $ 88.68 $ 88.68 $ 81.82 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 85.28 $ 85.28 $ 97.02 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 7 of 50 1010 1010 1010 1010 206-420-043-5 206-420-044-3 206-420-045-0 206-420-046-8 206-420-047-6 206-420-048-4 206-420-049-2 206-420-050-0 206-420-051-8 206-420-052-6 206-420-053-4 206-420-054-2 206-420-055-9 206-420-056-7 206-420-057-5 206-420-058-3 206-420-059-1 206-420-060-9 206-420-061-7 206-420-062-5 206-420-063-3 206-420-064-1 206-420-065-8 206-420-066-6 206-420-067-4 206-420-068-2 206-420-069-0 206-420-070-8 206-420-071-6 206-420-072-4 206-420-073-2 206-420-074-0 206-420-075-7 206-420-076-5 206-420-077-3 206-420-078-1 206-420-079-9 206-420-080-7 206-420-081-5 206-420-082-3 206-420-083-1 206-420-084-9 206-420-085-6 206-420-086-4 206-420-087-2 206-420-088-0 206-420-089-8 206-420-090-6 206-420-091-4 206-420-092-2 206-420-093-0 206-420-094-8 206-420-095-5 206-420-096-3 206-420-097-1 206-420-098-9 206-420-099-7 206-420-100-3 206-420-101-1 206-420-102-9 206-420-103-7 206-420-104-5 206-420-105-2 206-420-106-0 206-420-107-8 206-420-108-6 206-420-109-4 206-420-110-2 206-420-111-0 206-420-112-8 206-420-113-6 206-420-114-4 206-420-115-1 206-420-116-9 206-420-117-7 206-420-118-5 206-420-119-3 206-420-120-1 206-420-121-9 206-420-122-7 206-420-123-5 206-420-124-3 206-420-125-0 206-420-126-8 206-420-127-6 206-420-128-4 206-420-129-2 206-420-130-0 206-420-131-8 206-420-132-6 206-420-133-4 206-420-134-2 206-420-135-9 206-420-136-7 206-420-137-5 206-420-138-3 206-420-139-1 206-420-140-9 206-420-141-7 206-420-142-5 206-420-143-3 206-420-144-1 206-420-145-8 206-420-146-6 206-420-147-4 206-420-148-2 206-420-149-0 206-420-150-8 206-420-151-6 206-420-152-4 206-420-153-2 206-420-154-0 206-420-155-7 206-420-156-5 206-420-157-3 206-420-158-1 206-420-159-9 206-420-160-7 206-420-161-5 206-420-162-3 206-420-163-1 206-420-164-9 206-420-165-6 206-420-166-4 206-420-167-2 206-420-168-0 206-420-169-8 206-420-170-6 206-420-171-4 206-420-172-2 206-420-173-0 206-420-174-8 206-420-175-5 206-420-176-3 206-420-177-1 206-420-178-9 206-420-179-7 206-420-180-5 206-420-181-3 206-420-182-1 206-420-183-9 206-420-184-7 206-420-185-4 206-420-186-2 206-420-187-0 206-420-188-8 206-420-189-6 206-420-190-4 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 8 of 50 1010 1010 1010 1010 206-420-191-2 206-420-192-0 206-420-193-8 206-420-194-6 206-420-195-3 206-420-196-1 206-420-201-9 206-420-202-7 217-371-001-9 217-371-002-7 217-371-003-5 217-371-004-3 217-371-005-0 217-371-006-8 217-371-007-6 217-371-008-4 217-371-009-2 217-371-010-0 217-371-011-8 217-371-012-6 217-371-013-4 217-371-014-2 217-371-015-9 217-371-016-7 217-371-017-5 217-371-018-3 217-371-019-1 217-371-020-9 217-371-021-7 217-371-022-5 217-371-023-3 217-371-024-1 217-371-025-8 217-371-026-6 217-371-027-4 217-372-001-8 217-372-002-6 217-372-003-4 217-372-004-2 217-372-005-9 217-372-006-7 217-372-007-5 217-372-008-3 217-372-009-1 217-372-010-9 217-373-001-7 217-373-002-5 217-373-003-3 217-373-004-1 217-373-005-8 217-373-006-6 217-373-007-4 217-373-008-2 217-373-009-0 217-373-010-8 217-373-011-6 217-373-012-4 217-373-013-2 217-381-001-7 217-381-002-5 217-381-003-3 217-381-004-1 217-381-005-8 217-381-006-6 217-381-007-4 217-381-008-2 217-381-010-8 217-381-011-6 217-381-012-4 217-382-001-6 217-382-002-4 217-382-003-2 217-382-004-0 217-382-005-7 217-382-006-5 217-382-007-3 217-382-008-1 217-382-009-9 217-382-010-7 217-382-011-5 217-382-012-3 217-383-001-5 217-383-002-3 217-383-003-1 217-383-004-9 217-383-005-6 217-383-006-4 217-383-007-2 217-383-009-8 217-383-010-6 217-383-011-4 217-383-012-2 217-390-001-6 217-390-002-4 217-390-003-2 217-390-004-0 217-390-005-7 217-390-006-5 217-390-007-3 217-390-008-1 217-390-009-9 217-390-010-7 217-390-011-5 217-390-012-3 217-390-013-1 217-390-014-9 217-390-015-6 217-390-016-4 217-390-017-2 217-390-018-0 217-390-019-8 217-390-020-6 217-390-021-4 217-390-022-2 217-390-023-0 217-390-024-8 217-390-025-5 217-390-026-3 217-390-027-1 217-390-029-7 217-390-030-5 217-390-031-3 217-390-032-1 217-390-033-9 217-390-034-7 217-390-035-4 217-390-036-2 217-390-037-0 217-390-038-8 217-390-039-6 217-401-001-3 217-401-002-1 217-401-003-9 217-401-004-7 217-401-005-4 217-401-006-2 217-401-007-0 217-401-008-8 217-401-009-6 217-401-010-4 217-401-011-2 217-401-012-0 217-401-013-8 217-401-014-6 217-401-015-3 217-401-016-1 217-401-017-9 217-401-018-7 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 872.28 $ 830.36 $ 88.68 $ 81.82 $ 85.28 $ 85.28 $ 88.68 $ 88.68 $ 88.68 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 81.82 $ 85.28 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 85.28 $ 88.68 $ 85.28 $ 97.02 $ 97.02 $ 85.28 $ 85.28 $ 85.28 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 92.08 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 85.28 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 106.92 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 92.08 $ 88.68 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 92.08 $ 88.68 $ 92.08 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 9 of 50 1010 1010 1010 1010 217-401-019-5 217-401-020-3 217-401-021-1 217-401-022-9 217-401-023-7 217-401-024-5 217-401-025-2 217-401-026-0 217-401-027-8 217-401-028-6 217-401-029-4 217-401-030-2 217-401-031-0 217-401-032-8 217-401-033-6 217-401-034-4 217-401-035-1 217-401-036-9 217-401-037-7 217-401-038-5 217-401-039-3 217-401-040-1 217-401-041-9 217-401-042-7 217-401-043-5 217-401-044-3 217-402-006-1 217-402-007-9 217-402-008-7 217-402-009-5 217-402-010-3 217-410-001-2 217-410-002-0 217-410-003-8 217-410-004-6 217-410-005-3 217-410-006-1 217-410-007-9 217-410-008-7 217-410-009-5 217-410-010-3 217-410-011-1 217-410-012-9 217-410-013-7 217-410-014-5 217-410-015-2 217-410-016-0 217-410-017-8 217-410-018-6 217-410-019-4 217-410-020-2 217-410-021-0 217-410-022-8 217-410-023-6 217-410-024-4 217-410-025-1 217-410-026-9 217-410-027-7 217-410-028-5 217-410-029-3 217-410-030-1 217-410-031-9 217-410-032-7 217-410-033-5 217-410-034-3 217-410-035-0 217-410-036-8 217-410-037-6 217-410-038-4 217-410-039-2 217-410-040-0 217-410-041-8 217-410-042-6 217-410-043-4 217-410-044-2 217-410-045-9 217-410-046-7 217-410-047-5 217-410-048-3 217-410-049-1 217-410-050-9 217-410-051-7 217-410-052-5 217-410-053-3 217-410-054-1 217-410-055-8 217-410-056-6 217-410-057-4 217-410-058-2 217-410-059-0 217-410-060-8 217-410-061-6 217-410-062-4 217-410-063-2 217-410-064-0 217-410-065-7 217-410-066-5 217-410-067-3 217-410-068-1 217-410-069-9 217-410-070-7 217-410-071-5 217-410-072-3 217-410-073-1 217-410-074-9 217-410-075-6 217-410-076-4 217-410-077-2 217-410-078-0 217-410-088-9 217-410-089-7 217-410-090-5 217-410-091-3 217-420-001-0 217-420-002-8 217-420-003-6 217-420-004-4 217-420-005-1 217-420-006-9 217-420-007-7 217-420-008-5 217-420-009-3 217-420-010-1 217-420-011-9 217-420-012-7 217-420-013-5 217-420-014-3 217-420-015-0 217-420-016-8 217-420-017-6 217-420-018-4 217-420-019-2 217-420-020-0 217-420-021-8 217-420-022-6 217-420-023-4 217-420-024-2 217-420-025-9 217-420-026-7 217-420-027-5 217-420-028-3 217-420-029-1 217-420-030-9 217-420-031-7 217-420-032-5 217-420-033-3 217-420-034-1 217-420-035-8 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 106.92 $ 123.04 $ 97.02 $ 97.02 $ 106.92 $ 123.04 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 92.08 $ 88.68 $ 81.82 $ 81.82 $ 81.82 $ 92.08 $ 92.08 $ 81.82 $ 81.82 $ 81.82 $ 97.02 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 97.02 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 88.68 $ 106.92 $ 88.68 $ 88.68 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 88.68 $ 92.08 $ 92.08 $ 88.68 $ 85.28 $ 88.68 $ 88.68 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 106.92 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 123.04 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 97.02 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 10 of 50 1010 1010 1010 1010 217-420-036-6 217-420-037-4 217-420-038-2 217-420-039-0 217-420-040-8 217-420-041-6 217-420-042-4 217-420-043-2 217-420-044-0 217-420-045-7 217-420-046-5 217-420-047-3 217-420-048-1 217-420-049-9 217-420-050-7 217-420-051-5 217-420-052-3 217-420-053-1 217-420-054-9 217-420-055-6 217-420-056-4 217-420-057-2 217-420-058-0 217-420-059-8 217-420-060-6 217-420-061-4 217-420-062-2 217-420-063-0 217-420-064-8 217-420-065-5 217-420-066-3 217-420-067-1 217-420-068-9 217-420-069-7 217-420-070-5 217-420-071-3 217-420-072-1 217-420-073-9 217-420-074-7 217-420-075-4 217-420-076-2 217-420-080-4 217-420-082-0 217-420-083-8 217-420-084-6 217-420-085-3 217-430-001-8 217-430-002-6 217-430-003-4 217-430-004-2 217-430-005-9 217-430-006-7 217-430-007-5 217-430-008-3 217-430-009-1 217-430-010-9 217-430-011-7 217-430-012-5 217-430-013-3 217-430-014-1 217-430-015-8 217-430-016-6 217-430-017-4 217-430-018-2 217-430-019-0 217-430-020-8 217-430-021-6 217-430-022-4 217-430-023-2 217-430-024-0 217-430-025-7 217-430-026-5 217-430-027-3 217-430-028-1 217-430-029-9 217-430-030-7 217-430-031-5 217-430-032-3 217-430-033-1 217-430-034-9 217-430-035-6 217-430-036-4 217-430-037-2 217-430-038-0 217-430-039-8 217-430-040-6 217-430-041-4 217-430-042-2 217-430-043-0 217-430-044-8 217-430-045-5 217-430-046-3 217-430-047-1 217-430-048-9 217-430-049-7 217-430-050-5 217-430-051-3 217-430-052-1 217-430-053-9 217-430-054-7 217-430-055-4 217-430-056-2 217-430-059-6 217-430-060-4 217-430-061-2 217-430-062-0 217-430-063-8 217-430-064-6 217-430-065-3 217-430-066-1 217-430-067-9 217-430-068-7 217-430-069-5 217-430-070-3 217-430-071-1 217-430-072-9 217-430-073-7 217-430-074-5 217-430-075-2 217-430-076-0 217-430-077-8 217-430-078-6 217-430-079-4 217-430-080-2 217-430-081-0 217-430-082-8 217-430-083-6 217-430-084-4 217-430-085-1 217-430-086-9 217-430-087-7 217-430-088-5 217-430-093-5 217-430-094-3 217-430-095-0 217-430-096-8 217-430-104-0 217-430-105-7 217-430-106-5 217-430-107-3 217-430-108-1 217-430-109-9 217-430-110-7 217-430-111-5 217-430-112-3 217-430-113-1 217-450-001-3 217-450-002-1 $ 123.04 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 106.92 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 106.92 $ 106.92 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 18.80 $ 18.80 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 15.86 $ 15.86 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 11 of 50 1010 1010 1010 1010 217-450-003-9 217-450-004-7 217-450-005-4 217-450-006-2 217-450-007-0 217-450-008-8 217-450-009-6 217-450-010-4 217-450-011-2 217-450-012-0 217-450-013-8 217-450-014-6 217-450-015-3 217-450-016-1 217-450-017-9 217-450-018-7 217-450-019-5 217-450-020-3 217-450-021-1 217-450-022-9 217-450-023-7 217-450-024-5 217-450-025-2 217-450-026-0 217-450-027-8 217-450-028-6 217-450-029-4 217-450-030-2 217-450-031-0 217-450-032-8 217-450-033-6 217-450-034-4 217-450-035-1 217-450-036-9 217-450-037-7 217-450-038-5 217-450-039-3 217-450-040-1 217-450-041-9 217-450-042-7 217-450-043-5 217-450-044-3 217-450-045-0 217-450-046-8 217-450-047-6 217-450-048-4 217-450-049-2 217-450-050-0 217-450-051-8 217-450-052-6 217-450-053-4 217-450-054-2 217-450-055-9 217-450-056-7 217-450-057-5 217-450-058-3 217-450-059-1 217-450-060-9 217-450-061-7 217-450-062-5 217-450-063-3 217-450-064-1 217-450-065-8 217-450-066-6 217-450-067-4 217-450-068-2 217-450-069-0 217-450-070-8 217-450-071-6 217-450-072-4 217-450-073-2 217-450-074-0 217-450-075-7 217-450-076-5 217-460-001-1 217-460-002-9 217-460-003-7 217-460-004-5 217-460-005-2 217-460-006-0 217-460-007-8 217-460-008-6 217-460-009-4 217-460-010-2 217-460-011-0 217-460-012-8 217-460-013-6 217-460-014-4 217-460-015-1 217-460-016-9 217-460-017-7 217-460-018-5 217-460-019-3 217-460-020-1 217-460-021-9 217-460-022-7 217-460-023-5 217-460-024-3 217-460-025-0 217-460-026-8 217-460-027-6 217-460-028-4 217-460-029-2 217-460-030-0 217-460-031-8 217-460-032-6 217-460-033-4 217-460-034-2 217-460-035-9 217-460-036-7 217-460-037-5 217-460-038-3 217-460-039-1 217-460-040-9 217-460-041-7 217-460-042-5 217-460-043-3 217-460-044-1 217-460-045-8 217-460-046-6 217-460-047-4 217-460-048-2 217-460-049-0 217-460-050-8 217-460-051-6 217-460-052-4 217-460-053-2 217-460-054-0 217-460-055-7 217-460-056-5 217-460-057-3 217-460-058-1 217-460-059-9 217-460-060-7 217-460-061-5 217-460-062-3 217-460-063-1 217-460-064-9 217-460-065-6 217-460-066-4 217-460-067-2 217-460-068-0 217-460-069-8 217-460-070-6 217-460-071-4 217-460-072-2 217-460-073-0 217-460-074-8 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 92.08 $ 88.68 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 88.68 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 88.68 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 92.08 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 81.82 $ 85.28 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 88.68 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 92.08 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 81.82 $ 85.28 $ 88.68 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 12 of 50 1010 1010 1010 1010 217-460-075-5 217-460-076-3 217-460-077-1 217-460-078-9 217-460-079-7 217-460-080-5 217-460-081-3 217-460-082-1 217-460-083-9 217-460-084-7 217-470-002-7 217-470-003-5 217-470-004-3 217-470-005-0 217-470-006-8 217-470-007-6 217-470-008-4 217-470-009-2 217-470-010-0 217-470-011-8 217-470-012-6 217-470-013-4 217-470-014-2 217-470-015-9 217-470-016-7 217-470-017-5 217-470-018-3 217-470-019-1 217-470-020-9 217-470-022-5 217-470-023-3 217-470-024-1 217-470-025-8 217-470-026-6 217-470-027-4 217-470-028-2 217-470-029-0 217-470-030-8 217-470-033-2 217-470-034-0 217-470-035-7 217-470-036-5 217-470-043-1 217-470-044-9 217-470-045-6 217-470-046-4 217-470-047-2 217-470-048-0 217-470-049-8 217-470-050-6 217-470-051-4 217-470-052-2 217-470-053-0 217-470-054-8 217-470-055-5 217-470-056-3 217-470-057-1 217-470-058-9 217-470-059-7 217-470-060-5 217-470-061-3 217-470-062-1 217-470-063-9 217-470-064-7 217-470-065-4 217-470-066-2 217-470-067-0 217-470-068-8 217-470-069-6 217-470-070-4 217-470-071-2 217-470-072-0 217-470-073-8 217-470-074-6 217-470-075-3 217-470-076-1 217-470-077-9 217-470-078-7 217-470-079-5 217-470-080-3 217-470-081-1 217-470-082-9 217-470-083-7 217-470-087-8 217-470-088-6 217-470-089-4 217-470-090-2 217-470-091-0 217-470-092-8 217-470-093-6 217-470-094-4 217-470-095-1 217-470-096-9 217-470-097-7 217-470-098-5 217-470-099-3 217-470-100-9 217-470-101-7 217-470-105-8 217-470-106-6 217-470-107-4 217-470-108-2 217-470-109-0 217-470-115-7 217-470-116-5 217-470-117-3 217-470-118-1 217-470-119-9 217-470-124-9 217-470-125-6 217-470-126-4 217-470-128-0 217-470-129-8 217-470-130-6 217-470-132-2 217-470-133-0 217-470-134-8 217-470-135-5 217-470-136-3 220-060-019-1 220-060-020-9 220-060-039-9 220-080-035-3 220-080-037-9 220-080-038-7 220-080-040-3 220-401-013-2 220-401-014-0 220-401-015-7 220-401-016-5 220-401-017-3 220-401-018-1 220-401-019-9 220-401-020-7 220-401-021-5 220-401-022-3 220-401-023-1 220-401-024-9 220-401-025-6 220-440-010-1 220-440-011-9 220-440-012-7 220-440-013-5 220-440-014-3 220-440-015-0 220-440-016-8 220-440-017-6 220-440-018-4 $ 81.82 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 3,111.74 $ 195.68 $ 1,157.44 $ 203.00 $ 123.04 $ 123.04 $ 147.52 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 147.52 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 123.04 $ 123.04 $ 147.52 $ 123.04 $ 123.04 $ 106.92 $ 106.92 $ 123.04 $ 123.04 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 13 of 50 1010 1010 1010 1010 220-440-019-2 220-440-020-0 220-440-023-4 220-440-024-2 220-440-025-9 220-440-026-7 220-440-027-5 220-440-030-9 220-440-031-7 220-440-032-5 220-440-033-3 220-440-034-1 220-440-035-8 220-440-036-6 220-440-038-2 220-440-039-0 220-440-040-8 220-440-041-6 220-450-010-8 220-450-011-6 220-450-012-4 220-450-013-2 220-450-014-0 220-450-015-7 220-450-016-5 220-450-017-3 220-450-018-1 220-450-019-9 220-450-020-7 220-450-021-5 220-450-022-3 220-450-023-1 220-450-024-9 220-450-025-6 220-450-026-4 220-450-027-2 220-450-028-0 220-450-029-8 220-450-030-6 220-450-031-4 220-450-032-2 220-450-033-0 220-450-034-8 220-450-035-5 220-450-036-3 220-450-037-1 220-450-038-9 220-450-039-7 220-450-040-5 220-450-041-3 220-450-042-1 220-450-043-9 220-450-044-7 220-450-045-4 220-450-046-2 220-450-047-0 220-450-048-8 220-450-049-6 220-450-050-4 220-450-051-2 220-460-028-8 220-460-029-6 220-460-030-4 220-460-031-2 220-460-032-0 220-460-033-8 220-460-034-6 220-460-035-3 220-460-036-1 220-460-037-9 220-460-038-7 220-460-039-5 220-460-040-3 220-460-041-1 220-460-042-9 220-460-043-7 220-460-044-5 220-460-045-2 220-460-046-0 220-460-047-8 220-460-048-6 220-460-049-4 220-460-050-2 220-460-051-0 220-460-052-8 220-460-053-6 220-460-054-4 220-460-055-1 220-460-056-9 220-460-057-7 220-460-058-5 220-460-059-3 220-460-060-1 220-460-061-9 220-460-062-7 220-460-063-5 220-460-064-3 220-460-065-0 220-460-066-8 220-721-001-0 220-721-002-8 220-722-001-9 220-722-002-7 220-722-003-5 220-722-004-3 220-722-005-0 220-722-006-8 220-722-007-6 220-722-008-4 220-722-009-2 220-722-010-0 220-722-011-8 220-722-012-6 220-722-013-4 220-722-014-2 220-722-015-9 220-722-016-7 220-722-017-5 220-722-018-3 220-722-019-1 220-722-020-9 220-722-021-7 220-722-022-5 220-722-023-3 220-722-024-1 220-723-001-8 220-723-002-6 220-723-003-4 220-723-004-2 220-723-005-9 220-723-006-7 220-723-007-5 220-723-008-3 220-723-009-1 220-723-010-9 220-723-011-7 220-723-012-5 220-723-013-3 220-723-014-1 220-724-003-3 220-724-004-1 220-724-005-8 220-724-006-6 220-724-007-4 220-725-001-6 220-725-002-4 220-725-003-2 220-725-004-0 $ 147.52 $ 147.52 $ 123.04 $ 123.04 $ 106.92 $ 106.92 $ 203.00 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 123.04 $ 147.52 $ 147.52 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 123.04 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 123.04 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 123.04 $ 123.04 $ 106.92 $ 106.92 $ 123.04 $ 97.02 $ 123.04 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 14 of 50 1010 1010 1010 1010 220-725-005-7 220-725-006-5 220-725-007-3 220-725-008-1 220-725-009-9 220-725-010-7 220-725-011-5 220-725-012-3 220-725-013-1 220-725-014-9 220-725-015-6 220-725-016-4 220-725-017-2 220-725-018-0 220-725-019-8 220-725-020-6 220-725-021-4 220-725-022-2 220-725-023-0 220-725-024-8 220-725-025-5 220-725-026-3 220-725-027-1 220-725-028-9 220-725-029-7 220-725-030-5 220-725-031-3 220-725-032-1 220-725-033-9 220-725-034-7 220-725-035-4 220-726-001-5 220-726-002-3 220-726-003-1 220-726-004-9 220-726-005-6 220-726-006-4 220-731-001-8 220-731-002-6 220-731-003-4 220-732-001-7 220-732-002-5 220-732-003-3 220-732-004-1 220-732-005-8 220-732-006-6 220-732-007-4 220-732-008-2 220-732-009-0 220-732-010-8 220-732-011-6 220-732-012-4 220-732-013-2 220-732-014-0 220-732-015-7 220-732-016-5 220-732-017-3 220-732-018-1 220-733-001-6 220-733-002-4 220-733-003-2 220-733-004-0 220-733-005-7 220-734-001-5 220-734-002-3 220-734-003-1 220-734-004-9 220-734-005-6 220-734-006-4 220-734-007-2 220-734-008-0 220-734-009-8 220-734-010-6 220-734-011-4 220-734-012-2 220-734-013-0 220-734-014-8 220-734-015-5 220-734-016-3 220-734-017-1 220-734-018-9 220-735-001-4 220-735-002-2 220-735-003-0 220-735-004-8 220-735-005-5 220-735-006-3 220-736-001-3 220-736-002-1 220-736-003-9 220-736-004-7 220-736-005-4 220-737-001-2 220-737-002-0 220-737-003-8 220-737-004-6 220-737-005-3 220-737-006-1 220-738-001-1 220-738-002-9 220-738-003-7 220-738-004-5 220-739-001-0 220-739-002-8 220-739-003-6 220-739-004-4 220-741-001-6 220-741-002-4 220-741-003-2 220-741-004-0 220-741-005-7 220-741-006-5 220-741-007-3 220-741-008-1 220-741-011-5 220-741-012-3 220-741-013-1 220-741-014-9 220-741-015-6 220-741-016-4 220-741-017-2 220-741-018-0 220-741-019-8 220-741-020-6 220-741-021-4 220-741-022-2 220-741-023-0 220-741-024-8 220-741-025-5 220-741-026-3 220-741-027-1 220-741-028-9 220-741-029-7 220-741-030-5 220-741-031-3 220-741-032-1 220-741-033-9 220-741-034-7 220-741-035-4 220-741-036-2 220-741-037-0 220-741-038-8 220-741-039-6 220-741-040-4 220-741-041-2 220-741-042-0 220-741-043-8 220-741-044-6 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 106.92 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 97.02 $ 123.04 $ 106.92 $ 123.04 $ 123.04 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 106.92 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 106.92 $ 97.02 $ 88.68 $ 88.68 $ 97.02 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 88.68 $ 92.08 $ 97.02 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 123.04 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 92.08 $ 97.02 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 88.68 $ 97.02 $ 97.02 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 106.92 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 106.92 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 15 of 50 1010 1010 1010 1010 220-741-045-3 220-741-046-1 220-741-047-9 220-741-054-5 220-741-056-0 220-741-057-8 220-741-058-6 220-741-059-4 220-741-060-2 220-741-061-0 220-741-062-8 220-741-063-6 220-742-001-5 220-742-002-3 220-742-003-1 220-742-004-9 220-742-005-6 220-742-006-4 220-742-007-2 220-742-008-0 220-742-009-8 220-742-010-6 220-742-011-4 220-742-012-2 220-742-013-0 220-742-014-8 220-742-015-5 220-742-016-3 220-742-017-1 220-742-018-9 220-742-019-7 220-750-001-4 220-750-002-2 220-750-003-0 220-750-004-8 220-750-005-5 220-750-006-3 220-750-007-1 220-750-008-9 220-750-009-7 220-750-010-5 220-750-011-3 220-750-012-1 220-750-013-9 220-750-014-7 220-750-015-4 220-750-016-2 220-750-017-0 220-750-018-8 220-750-019-6 220-750-020-4 220-750-021-2 220-750-022-0 220-750-023-8 220-750-024-6 220-750-025-3 220-750-026-1 220-750-027-9 220-750-028-7 220-750-029-5 220-750-030-3 220-750-031-1 220-750-032-9 220-750-033-7 220-750-034-5 220-750-035-2 220-750-036-0 220-750-037-8 220-750-038-6 220-750-039-4 220-750-040-2 220-750-041-0 220-750-042-8 220-750-043-6 220-750-044-4 220-750-045-1 220-750-046-9 220-750-047-7 220-750-048-5 220-750-049-3 220-750-050-1 220-750-051-9 220-750-052-7 220-760-001-2 220-760-002-0 220-760-003-8 220-760-004-6 220-760-005-3 220-760-006-1 220-760-007-9 220-760-008-7 220-760-009-5 220-760-010-3 220-760-011-1 220-760-012-9 220-760-013-7 220-760-014-5 220-760-015-2 220-760-016-0 220-760-017-8 220-760-018-6 220-760-019-4 220-760-020-2 220-760-021-0 220-760-022-8 220-760-023-6 220-760-024-4 220-760-025-1 220-760-026-9 220-760-027-7 220-760-028-5 220-760-029-3 220-760-030-1 220-760-031-9 220-760-032-7 220-770-001-0 220-770-002-8 220-770-003-6 220-770-004-4 220-770-005-1 220-770-006-9 220-770-007-7 220-770-008-5 220-770-009-3 220-770-010-1 220-770-011-9 220-770-012-7 220-770-013-5 220-770-014-3 220-770-015-0 220-770-016-8 220-770-017-6 220-770-018-4 220-770-019-2 220-770-020-0 220-770-021-8 220-770-022-6 220-770-023-4 220-780-001-8 220-780-002-6 220-780-003-4 220-780-004-2 220-780-005-9 220-780-006-7 220-780-007-5 220-780-008-3 220-780-009-1 220-780-010-9 $ 92.08 $ 92.08 $ 123.04 $ 92.08 $ 92.08 $ 106.92 $ 81.82 $ 123.04 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 92.08 $ 106.92 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 88.68 $ 92.08 $ 97.02 $ 106.92 $ 97.02 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 106.92 $ 92.08 $ 97.02 $ 123.04 $ 106.92 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 97.02 $ 97.02 $ 123.04 $ 97.02 $ 106.92 $ 92.08 $ 92.08 $ 88.68 $ 106.92 $ 106.92 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 123.04 $ 147.52 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 92.08 $ 106.92 $ 123.04 $ 123.04 $ 123.04 $ 106.92 $ 123.04 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 16 of 50 1010 1010 1010 1010 220-780-011-7 220-780-012-5 220-780-013-3 220-780-014-1 220-780-015-8 220-780-016-6 220-780-017-4 220-780-018-2 220-780-019-0 220-780-020-8 220-780-021-6 220-790-001-6 220-790-002-4 220-790-003-2 220-790-004-0 220-790-005-7 220-790-006-5 220-790-007-3 220-790-008-1 220-790-009-9 220-790-010-7 220-790-011-5 220-790-012-3 220-790-013-1 220-790-014-9 220-790-015-6 220-790-016-4 220-790-017-2 220-790-018-0 220-790-019-8 220-790-020-6 220-790-021-4 220-790-022-2 220-790-023-0 220-790-024-8 220-790-025-5 220-790-026-3 220-790-027-1 220-790-028-9 220-790-029-7 220-790-030-5 220-790-031-3 220-790-032-1 220-790-033-9 220-790-034-7 220-790-035-4 220-790-036-2 220-790-037-0 220-790-038-8 220-790-039-6 220-790-040-4 220-790-041-2 220-790-042-0 220-790-043-8 220-790-044-6 220-790-045-3 220-790-046-1 220-790-047-9 220-790-048-7 220-790-049-5 220-790-050-3 220-790-051-1 220-790-052-9 220-790-053-7 220-790-054-5 220-790-055-2 220-790-056-0 220-790-057-8 220-790-058-6 220-790-059-4 220-790-060-2 220-790-061-0 220-790-062-8 220-800-001-4 220-800-002-2 220-800-003-0 220-800-004-8 220-800-005-5 220-800-006-3 220-800-007-1 220-800-008-9 220-800-009-7 220-800-010-5 220-800-011-3 220-800-012-1 220-800-013-9 220-800-014-7 220-800-015-4 220-800-016-2 220-800-017-0 220-800-018-8 220-800-019-6 220-800-020-4 220-800-021-2 220-800-022-0 220-800-023-8 220-800-024-6 220-800-025-3 220-800-026-1 220-800-027-9 220-800-028-7 220-800-029-5 220-800-030-3 220-800-031-1 220-800-032-9 220-800-033-7 220-800-034-5 220-800-035-2 220-800-036-0 220-800-037-8 220-810-001-2 220-810-002-0 220-810-003-8 220-810-004-6 220-810-005-3 220-810-006-1 220-810-007-9 220-810-008-7 220-810-009-5 220-810-010-3 220-810-011-1 220-810-012-9 220-810-013-7 220-810-014-5 220-810-015-2 220-810-016-0 220-810-017-8 220-810-018-6 220-810-019-4 220-810-020-2 220-810-021-0 220-810-022-8 220-810-023-6 220-820-001-0 220-820-002-8 220-820-003-6 220-820-004-4 220-820-005-1 220-820-006-9 220-820-007-7 220-820-008-5 220-820-009-3 220-820-010-1 220-820-011-9 220-820-012-7 220-820-013-5 220-820-014-3 220-820-015-0 $ 123.04 $ 123.04 $ 106.92 $ 147.52 $ 123.04 $ 147.52 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 147.52 $ 97.02 $ 106.92 $ 106.92 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 92.08 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 88.68 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 106.92 $ 123.04 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 92.08 $ 92.08 $ 106.92 $ 97.02 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 106.92 $ 106.92 $ 106.92 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 17 of 50 1010 1010 1010 1010A 1010A 220-820-016-8 220-820-017-6 220-820-018-4 220-820-019-2 220-820-020-0 220-820-021-8 220-820-022-6 220-820-023-4 220-820-024-2 220-820-025-9 220-820-026-7 220-820-027-5 220-820-028-3 220-820-029-1 220-820-030-9 220-820-031-7 220-820-032-5 220-820-033-3 220-820-034-1 220-820-035-8 220-820-036-6 220-820-037-4 220-820-038-2 220-820-039-0 220-820-042-4 220-820-043-2 220-820-044-0 220-820-045-7 220-820-046-5 220-820-047-3 220-820-048-1 220-820-049-9 220-820-050-7 220-820-051-5 220-820-052-3 220-820-053-1 220-820-054-9 220-820-055-6 220-820-056-4 220-820-057-2 220-820-058-0 220-820-059-8 220-820-060-6 220-820-061-4 220-820-062-2 220-820-063-0 220-820-069-7 220-820-070-5 220-830-001-8 220-830-002-6 220-830-003-4 220-830-004-2 220-830-005-9 220-830-006-7 220-830-007-5 220-830-008-3 220-830-009-1 220-830-010-9 220-830-011-7 220-830-012-5 220-830-013-3 220-830-014-1 220-830-015-8 220-830-016-6 220-830-017-4 220-830-018-2 220-830-019-0 220-830-020-8 220-830-021-6 220-830-022-4 220-830-023-2 220-830-024-0 220-830-025-7 220-830-026-5 220-830-027-3 220-830-028-1 220-830-029-9 220-830-030-7 220-830-031-5 220-830-032-3 220-830-033-1 220-830-034-9 220-830-035-6 220-830-036-4 220-840-001-6 220-840-002-4 220-840-003-2 220-840-004-0 220-840-005-7 220-840-006-5 220-840-007-3 220-840-008-1 220-840-009-9 220-840-010-7 220-840-011-5 220-840-012-3 220-341-001-0 220-341-002-8 220-341-003-6 220-341-004-4 220-341-005-1 220-341-006-9 220-341-007-7 220-341-008-5 220-341-009-3 220-341-010-1 220-341-011-9 220-341-012-7 220-341-013-5 220-341-014-3 220-341-015-0 220-341-016-8 220-341-017-6 220-342-001-9 220-342-002-7 220-342-003-5 220-342-004-3 220-342-005-0 220-342-006-8 220-342-007-6 220-342-008-4 220-342-009-2 220-343-001-8 220-343-002-6 220-343-003-4 220-343-004-2 220-343-005-9 220-343-006-7 220-343-007-5 220-343-008-3 220-343-009-1 220-343-010-9 220-343-011-7 220-343-012-5 220-343-013-3 220-343-014-1 220-343-015-8 220-343-016-6 220-343-017-4 220-343-018-2 220-343-019-0 220-343-020-8 220-343-021-6 220-343-022-4 220-343-023-2 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 92.08 $ 106.92 $ 147.52 $ 97.02 $ 92.08 $ 97.02 $ 92.08 $ 106.92 $ 106.92 $ 106.92 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 147.52 $ 123.04 $ 106.92 $ 123.04 $ 123.04 $ 123.04 $ 123.04 $ 123.04 $ 123.04 $ 123.04 $ 147.52 $ 123.04 $ 556.44 $ 508.52 $ 508.52 $ 613.08 $ 613.08 $ 613.08 $ 556.44 $ 528.14 $ 556.44 $ 705.64 $ 613.08 $ 613.08 $ 613.08 $ 556.44 $ 528.14 $ 556.44 $ 556.44 $ 556.44 $ 528.14 $ 613.08 $ 556.44 $ 528.14 $ 556.44 $ 528.14 $ 556.44 $ 613.08 $ 528.14 $ 508.52 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 508.52 $ 508.52 $ 508.52 $ 508.52 $ 508.52 $ 508.52 $ 556.44 $ 556.44 $ 613.08 DA DA DA DA DA $211,041.00 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 18 of 50 1010A 1010A 1010A 1010A 220-343-024-0 220-343-025-7 220-343-026-5 220-343-027-3 220-343-028-1 220-343-029-9 220-343-030-7 220-343-031-5 220-343-032-3 220-343-033-1 220-343-034-9 220-343-035-6 220-343-036-4 220-343-037-2 220-343-038-0 220-343-039-8 220-343-040-6 220-343-041-4 220-343-042-2 220-343-043-0 220-343-044-8 220-343-045-5 220-343-046-3 220-343-047-1 220-343-048-9 220-343-049-7 220-343-050-5 220-343-051-3 220-371-001-3 220-371-002-1 220-371-003-9 220-371-004-7 220-371-005-4 220-371-006-2 220-371-007-0 220-371-008-8 220-371-009-6 220-371-010-4 220-371-011-2 220-371-012-0 220-371-013-8 220-371-014-6 220-371-015-3 220-371-016-1 220-371-017-9 220-371-018-7 220-371-019-5 220-371-020-3 220-371-021-1 220-371-022-9 220-371-023-7 220-371-024-5 220-371-025-2 220-371-026-0 220-371-027-8 220-371-028-6 220-371-029-4 220-371-030-2 220-371-031-0 220-371-032-8 220-371-033-6 220-371-034-4 220-371-035-1 220-371-036-9 220-371-037-7 220-371-038-5 220-371-039-3 220-371-040-1 220-371-041-9 220-371-042-7 220-371-043-5 220-371-044-3 220-371-045-0 220-371-046-8 220-371-047-6 220-371-048-4 220-371-049-2 220-371-050-0 220-371-051-8 220-371-052-6 220-371-053-4 220-371-054-2 220-371-055-9 220-371-056-7 220-371-057-5 220-371-058-3 220-371-059-1 220-371-060-9 220-371-061-7 220-372-001-2 220-372-002-0 220-372-003-8 220-372-004-6 220-372-005-3 220-372-006-1 220-372-007-9 220-372-008-7 220-372-009-5 220-372-010-3 220-372-011-1 220-372-012-9 220-372-013-7 220-372-014-5 220-372-015-2 220-372-017-8 220-381-002-9 220-381-003-7 220-381-004-5 220-381-005-2 220-381-006-0 220-381-007-8 220-381-008-6 220-381-009-4 220-381-010-2 220-381-011-0 220-381-012-8 220-381-013-6 220-381-014-4 220-381-015-1 220-381-016-9 220-381-017-7 220-381-018-5 220-381-019-3 220-381-021-9 220-382-001-0 220-382-002-8 220-382-003-6 220-383-001-9 220-383-002-7 220-383-003-5 220-383-004-3 220-383-005-0 220-383-006-8 220-383-007-6 220-383-008-4 220-383-009-2 220-383-010-0 220-383-011-8 220-383-012-6 220-383-013-4 220-383-014-2 220-383-015-9 220-383-016-7 220-383-017-5 220-383-018-3 220-383-019-1 220-383-020-9 220-383-021-7 $ 556.44 $ 556.44 $ 613.08 $ 613.08 $ 556.44 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 613.08 $ 613.08 $ 556.44 $ 508.52 $ 528.14 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 528.14 $ 528.14 $ 556.44 $ 613.08 $ 508.52 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 705.64 $ 705.64 $ 556.44 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 528.14 $ 508.52 $ 508.52 $ 528.14 $ 556.44 $ 556.44 $ 556.44 $ 705.64 $ 613.08 $ 705.64 $ 613.08 $ 613.08 $ 556.44 $ 508.52 $ 508.52 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 528.14 $ 528.14 $ 508.52 $ 556.44 $ 705.64 $ 613.08 $ 846.10 $ 613.08 $ 556.44 $ 556.44 $ 528.14 $ 508.52 $ 613.08 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 528.14 $ 613.08 $ 613.08 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 613.08 $ 556.44 $ 613.08 $ 528.14 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 508.52 $ 508.52 $ 508.52 $ 508.52 $ 528.14 $ 556.44 $ 508.52 $ 528.14 $ 528.14 $ 508.52 $ 508.52 $ 508.52 $ 508.52 $ 528.14 $ 528.14 $ 556.44 $ 613.08 $ 556.44 $ 528.14 $ 528.14 $ 556.44 $ 705.64 $ 705.64 $ 613.08 $ 613.08 $ 528.14 $ 556.44 $ 528.14 $ 528.14 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 19 of 50 1010A 520 520 520 520 220-383-022-5 220-383-023-3 220-383-024-1 220-383-025-8 033-271-001-1 033-271-002-9 033-271-003-7 033-271-004-5 033-271-005-2 033-271-006-0 033-271-007-8 033-271-008-6 033-271-009-4 033-271-010-2 033-271-011-0 033-271-012-8 033-271-013-6 033-271-014-4 033-271-015-1 033-271-016-9 033-271-017-7 033-271-018-5 033-271-019-3 033-271-020-1 033-271-021-9 033-271-022-7 033-271-023-5 033-271-024-3 033-271-025-0 033-271-026-8 033-271-027-6 033-271-028-4 033-271-029-2 033-271-030-0 033-271-031-8 033-271-032-6 033-271-033-4 033-271-034-2 033-271-035-9 033-271-036-7 033-271-037-5 033-271-038-3 033-271-039-1 033-271-040-9 033-271-041-7 033-271-042-5 033-271-043-3 033-271-044-1 033-271-045-8 033-271-046-6 033-271-047-4 033-271-048-2 033-271-049-0 033-271-050-8 033-271-051-6 033-271-052-4 033-271-053-2 033-271-054-0 033-271-055-7 033-271-056-5 033-271-057-3 033-271-058-1 033-271-059-9 033-271-060-7 033-271-061-5 033-271-062-3 033-271-063-1 033-271-064-9 033-271-065-6 033-271-066-4 033-271-067-2 033-271-068-0 033-271-074-8 033-271-075-5 033-271-076-3 033-271-077-1 033-271-078-9 033-271-079-7 033-271-080-5 033-271-081-3 033-271-082-1 033-271-083-9 033-271-084-7 033-271-085-4 033-271-086-2 033-271-087-0 033-271-088-8 033-271-089-6 033-271-090-4 033-271-091-2 033-271-092-0 033-271-093-8 033-271-094-6 033-271-095-3 033-271-096-1 033-280-001-0 033-280-002-8 033-280-003-6 033-280-004-4 033-280-005-1 033-280-006-9 033-280-007-7 033-280-008-5 033-280-009-3 033-280-010-1 033-280-011-9 033-280-012-7 033-280-013-5 033-280-014-3 033-280-015-0 033-280-016-8 033-280-017-6 033-280-018-4 033-280-019-2 033-280-020-0 033-280-021-8 033-280-022-6 033-280-023-4 033-280-024-2 033-280-025-9 033-280-026-7 033-280-027-5 033-280-028-3 033-280-029-1 033-280-030-9 033-280-031-7 033-280-032-5 033-280-033-3 033-280-034-1 033-280-035-8 033-280-036-6 033-280-037-4 033-280-038-2 033-280-039-0 033-280-040-8 033-280-041-6 033-280-042-4 033-280-043-2 033-280-044-0 033-280-045-7 033-280-046-5 033-280-047-3 033-280-048-1 033-280-049-9 033-280-050-7 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 31.46 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 34.12 $ 32.80 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 32.80 $ 31.46 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 30.10 $ 30.10 $ 31.46 $ 31.46 $ 32.80 $ 31.46 $ 32.80 $ 34.12 $ 32.80 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 32.80 $ 31.46 $ 34.12 $ 31.46 $ 31.46 $ 32.80 $ 40.18 $ 40.18 $ 32.80 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 DA DA DA DA DA $111,318.76 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 20 of 50 520 520 520 520 033-280-051-5 033-280-052-3 033-280-053-1 033-280-054-9 033-280-055-6 033-280-056-4 033-280-057-2 033-280-058-0 033-280-059-8 033-280-060-6 033-280-061-4 033-280-062-2 033-280-063-0 033-280-064-8 033-280-065-5 033-280-066-3 033-280-067-1 033-280-068-9 033-280-069-7 033-280-070-5 033-280-071-3 033-280-072-1 033-280-073-9 033-280-074-7 033-280-075-4 033-280-076-2 033-280-077-0 033-280-078-8 033-280-079-6 033-280-080-4 033-280-081-2 033-280-082-0 033-280-083-8 033-280-084-6 033-280-085-3 033-280-086-1 033-280-087-9 033-280-088-7 033-280-089-5 033-280-090-3 033-280-091-1 033-280-092-9 033-280-093-7 033-280-094-5 033-280-095-2 033-280-096-0 033-280-097-8 033-280-098-6 033-280-099-4 033-280-106-7 033-290-001-8 033-290-002-6 033-290-003-4 033-290-004-2 033-290-005-9 033-290-006-7 033-290-007-5 033-290-008-3 033-290-009-1 033-290-010-9 033-290-011-7 033-290-012-5 033-290-013-3 033-290-014-1 033-290-015-8 033-290-016-6 033-290-017-4 033-290-018-2 033-290-019-0 033-290-020-8 033-290-021-6 033-290-022-4 033-290-023-2 033-290-024-0 033-290-025-7 033-290-026-5 033-290-027-3 033-290-028-1 033-290-029-9 033-290-030-7 033-290-031-5 033-290-032-3 033-290-033-1 033-290-034-9 033-290-035-6 033-290-036-4 033-290-037-2 033-290-038-0 033-290-039-8 033-360-001-3 033-360-002-1 033-360-003-9 033-360-004-7 033-360-005-4 033-360-006-2 033-360-007-0 033-360-008-8 033-360-009-6 033-360-010-4 033-360-011-2 033-360-012-0 033-360-013-8 033-360-014-6 033-360-015-3 033-360-016-1 033-360-017-9 033-360-018-7 033-360-019-5 033-360-020-3 033-360-021-1 033-360-022-9 033-360-023-7 033-360-024-5 033-360-025-2 033-360-026-0 033-360-027-8 033-360-029-4 033-360-030-2 033-360-031-0 033-360-032-8 033-360-033-6 033-360-034-4 033-360-035-1 033-360-036-9 033-360-037-7 033-360-038-5 033-360-039-3 033-360-040-1 033-360-041-9 033-360-042-7 033-360-043-5 033-360-044-3 033-360-045-0 033-360-046-8 033-360-047-6 033-360-048-4 033-360-049-2 033-360-050-0 033-380-001-9 033-380-002-7 033-380-003-5 033-380-004-3 033-380-005-0 033-380-006-8 033-380-007-6 033-380-008-4 033-380-009-2 033-380-010-0 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 32.80 $ 32.80 $ 31.46 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 32.80 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 30.10 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 30.10 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 30.10 $ 36.16 $ 30.10 $ 30.10 $ 30.10 $ 36.16 $ 30.10 $ 36.16 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 21 of 50 520 520 520 520 033-380-011-8 033-380-012-6 033-380-013-4 033-380-014-2 033-380-015-9 033-380-016-7 033-380-017-5 033-380-018-3 033-380-019-1 033-380-020-9 033-380-021-7 033-380-022-5 033-380-023-3 033-380-024-1 033-380-025-8 033-380-026-6 033-380-027-4 033-380-028-2 033-380-029-0 033-380-030-8 033-380-031-6 033-380-032-4 033-380-033-2 033-380-034-0 033-380-035-7 033-380-036-5 033-380-037-3 033-380-038-1 033-380-039-9 033-380-040-7 033-380-041-5 033-380-042-3 033-380-043-1 033-380-044-9 033-380-045-6 033-380-046-4 033-390-001-7 033-390-002-5 033-390-003-3 033-390-004-1 033-390-005-8 033-390-006-6 033-390-007-4 033-390-008-2 033-390-009-0 033-390-010-8 033-390-011-6 033-390-012-4 033-390-013-2 033-390-014-0 033-390-015-7 033-390-016-5 033-390-017-3 033-390-018-1 033-390-019-9 033-390-020-7 033-390-021-5 033-390-022-3 033-390-023-1 033-390-024-9 033-390-025-6 033-390-026-4 033-390-027-2 033-390-028-0 033-390-029-8 033-390-030-6 033-390-031-4 033-390-032-2 033-390-033-0 033-390-034-8 033-390-035-5 033-390-036-3 033-390-037-1 033-390-038-9 033-390-039-7 033-390-040-5 033-390-041-3 033-390-042-1 033-390-043-9 033-390-044-7 033-390-045-4 033-390-046-2 033-390-047-0 033-390-048-8 033-390-049-6 033-390-050-4 033-390-051-2 033-390-052-0 033-410-001-3 033-410-002-1 033-410-003-9 033-410-004-7 033-410-005-4 033-410-006-2 033-410-007-0 033-410-008-8 033-410-009-6 033-410-010-4 033-410-011-2 033-410-012-0 033-410-013-8 033-410-014-6 033-410-015-3 033-410-016-1 033-410-017-9 033-410-018-7 033-410-019-5 033-410-020-3 033-410-021-1 033-410-022-9 033-410-024-5 033-410-025-2 033-410-026-0 033-410-027-8 033-410-028-6 033-410-029-4 033-410-030-2 033-410-031-0 033-410-032-8 033-410-033-6 033-410-034-4 033-410-035-1 033-410-036-9 033-410-037-7 033-410-038-5 033-410-039-3 033-410-040-1 033-410-042-7 033-410-043-5 033-410-044-3 033-410-045-0 033-410-046-8 033-410-047-6 033-410-048-4 033-410-049-2 033-410-050-0 033-410-051-8 033-410-052-6 033-410-054-2 033-410-055-9 033-410-056-7 033-410-057-5 033-410-058-3 033-410-059-1 033-410-060-9 033-410-061-7 033-410-062-5 033-410-063-3 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 32.80 $ 30.10 $ 30.10 $ 32.80 $ 32.80 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 34.12 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 36.16 $ 31.46 $ 30.10 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 22 of 50 520 520 520 67A 67A 033-410-064-1 033-420-001-1 033-420-002-9 033-420-003-7 033-420-004-5 033-420-005-2 033-420-006-0 033-420-007-8 033-420-008-6 033-420-009-4 033-420-010-2 033-420-011-0 033-420-012-8 033-420-013-6 033-420-014-4 033-420-015-1 033-420-016-9 033-420-017-7 033-420-018-5 033-420-019-3 033-420-020-1 033-420-021-9 033-420-022-7 033-420-023-5 033-420-024-3 033-420-025-0 033-420-026-8 033-420-027-6 033-420-028-4 033-420-029-2 033-420-030-0 033-420-031-8 033-420-032-6 033-420-033-4 033-420-034-2 033-420-035-9 033-420-036-7 033-420-037-5 033-420-038-3 033-420-039-1 033-420-040-9 033-420-041-7 033-420-042-5 033-420-043-3 033-420-044-1 033-420-045-8 033-420-046-6 033-420-048-2 033-420-049-0 033-420-050-8 033-420-051-6 033-420-052-4 033-420-053-2 033-420-054-0 033-420-055-7 033-420-056-5 033-420-057-3 033-420-058-1 033-420-059-9 033-420-060-7 033-420-062-3 033-420-063-1 033-420-064-9 033-420-065-6 033-420-066-4 033-420-067-2 033-420-068-0 033-420-069-8 033-420-070-6 033-420-071-4 033-420-072-2 033-420-073-0 033-420-074-8 033-420-075-5 033-420-076-3 033-420-077-1 033-420-078-9 033-420-079-7 033-420-080-5 033-420-081-3 033-420-082-1 033-420-083-9 033-420-084-7 033-420-085-4 033-420-086-2 033-420-087-0 033-420-088-8 033-420-089-6 033-420-090-4 033-420-091-2 033-420-092-0 033-420-093-8 033-420-094-6 033-420-096-1 184-351-020-5 184-351-021-3 184-351-022-1 186-300-001-2 186-300-002-0 186-300-003-8 186-300-004-6 186-300-005-3 186-300-006-1 186-300-007-9 186-300-008-7 186-300-009-5 186-300-010-3 186-300-011-1 186-300-012-9 186-300-013-7 186-300-014-5 186-300-015-2 186-300-016-0 186-300-017-8 186-300-018-6 186-300-019-4 186-300-020-2 186-300-021-0 186-300-022-8 186-300-023-6 186-300-024-4 186-300-025-1 186-300-026-9 186-310-001-0 186-310-002-8 186-310-003-6 186-310-004-4 186-310-005-1 186-310-006-9 186-310-007-7 186-310-008-5 186-310-009-3 186-310-010-1 186-310-011-9 186-320-001-8 186-320-002-6 186-320-003-4 186-320-004-2 186-320-005-9 186-320-006-7 186-320-007-5 186-320-008-3 186-320-009-1 186-320-010-9 186-320-011-7 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 32.80 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 31.46 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 32.80 $ 3.12 $ 3.46 $ 3.12 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 DA DA DA DA DA $17,560.68 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 23 of 50 67A 67A 67A 67A 186-320-012-5 186-320-013-3 186-320-014-1 186-320-015-8 186-320-016-6 186-320-017-4 186-320-018-2 186-320-019-0 186-320-020-8 186-320-021-6 186-320-022-4 186-320-023-2 186-320-024-0 186-320-025-7 186-320-026-5 186-320-027-3 186-320-028-1 186-320-029-9 186-320-030-7 186-320-031-5 186-320-032-3 186-320-033-1 186-320-034-9 186-320-035-6 186-320-036-4 186-320-037-2 186-320-038-0 186-320-039-8 186-320-040-6 186-320-041-4 186-320-042-2 186-320-043-0 186-320-044-8 186-320-045-5 186-320-046-3 186-320-047-1 186-320-048-9 186-320-049-7 186-320-050-5 186-320-051-3 186-320-052-1 186-320-053-9 186-320-054-7 186-320-055-4 186-320-056-2 186-320-057-0 186-320-058-8 186-320-059-6 186-320-060-4 186-320-061-2 186-320-062-0 186-320-063-8 186-320-064-6 186-320-065-3 186-320-066-1 186-320-067-9 186-320-068-7 186-320-069-5 186-320-070-3 186-320-071-1 186-320-072-9 186-320-073-7 186-320-074-5 186-320-075-2 186-320-076-0 186-320-077-8 186-320-078-6 186-320-079-4 186-320-081-0 186-320-082-8 186-320-083-6 186-320-084-4 186-320-085-1 186-320-086-9 186-320-087-7 186-320-088-5 186-320-089-3 186-320-090-1 186-320-091-9 186-320-092-7 186-320-093-5 186-320-094-3 186-320-095-0 186-320-096-8 186-320-097-6 186-320-098-4 186-320-099-2 186-320-100-8 186-320-101-6 186-320-102-4 186-320-103-2 186-320-104-0 186-320-105-7 186-320-106-5 186-320-107-3 186-320-108-1 186-320-109-9 186-320-110-7 186-320-111-5 186-320-112-3 186-320-113-1 186-320-114-9 186-320-115-6 186-320-116-4 186-320-117-2 186-320-118-0 186-320-119-8 186-320-121-4 186-320-122-2 186-320-123-0 186-320-124-8 186-320-125-5 186-320-126-3 186-320-127-1 186-320-128-9 186-320-129-7 186-320-130-5 186-320-131-3 186-320-132-1 186-320-133-9 186-320-134-7 186-320-135-4 186-320-136-2 186-320-137-0 186-320-138-8 186-320-139-6 186-320-140-4 186-320-141-2 186-320-142-0 186-320-143-8 186-320-144-6 186-320-145-3 186-320-146-1 186-320-147-9 186-320-148-7 186-320-149-5 186-320-150-3 186-320-152-9 186-320-153-7 186-340-001-4 186-340-002-2 186-340-003-0 186-340-004-8 186-340-005-5 186-340-006-3 186-340-007-1 186-340-008-9 186-340-009-7 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 24 of 50 67A 67A 67A 67A 186-350-001-1 186-350-002-9 186-350-003-7 186-350-004-5 186-350-005-2 186-350-006-0 186-350-007-8 186-350-008-6 186-350-009-4 186-350-010-2 186-350-011-0 186-350-012-8 186-350-013-6 186-350-014-4 186-350-015-1 186-350-016-9 186-350-017-7 186-350-018-5 186-350-019-3 186-350-020-1 186-350-021-9 186-350-022-7 186-350-023-5 186-350-025-0 186-350-027-6 186-350-028-4 186-350-029-2 186-350-030-0 186-350-031-8 186-350-032-6 186-350-033-4 186-350-034-2 186-350-035-9 186-350-036-7 186-350-037-5 186-350-038-3 186-350-039-1 186-350-040-9 186-350-041-7 186-350-042-5 186-350-043-3 186-350-044-1 186-350-045-8 186-350-046-6 186-350-047-4 186-350-048-2 186-350-049-0 186-350-050-8 186-350-051-6 186-350-052-4 186-350-053-2 186-350-054-0 186-350-055-7 186-350-056-5 186-350-057-3 186-350-058-1 186-350-059-9 186-350-060-7 186-350-061-5 186-350-062-3 186-350-063-1 186-350-064-9 186-350-065-6 186-350-066-4 186-350-067-2 186-350-068-0 186-350-069-8 186-350-070-6 186-350-071-4 186-350-072-2 186-350-073-0 186-350-074-8 186-350-075-5 186-350-076-3 186-350-077-1 186-350-078-9 186-350-079-7 186-350-080-5 186-350-081-3 186-350-082-1 186-350-083-9 186-350-084-7 186-350-085-4 186-350-086-2 186-350-087-0 186-350-088-8 186-350-089-6 186-350-090-4 186-350-091-2 186-350-092-0 186-350-093-8 186-350-094-6 186-350-095-3 186-350-096-1 186-350-097-9 186-350-098-7 186-350-099-5 186-350-100-1 186-350-101-9 186-350-102-7 186-350-103-5 186-350-104-3 186-350-105-0 186-350-106-8 186-350-107-6 186-350-108-4 186-350-109-2 186-350-110-0 186-350-111-8 186-350-112-6 186-350-113-4 186-350-114-2 186-350-115-9 186-350-116-7 186-350-117-5 186-350-118-3 186-350-119-1 186-350-120-9 186-350-121-7 186-350-122-5 186-350-123-3 186-350-124-1 186-350-125-8 186-350-126-6 186-350-127-4 186-350-128-2 186-350-129-0 186-350-130-8 186-350-131-6 186-350-132-4 186-350-133-2 186-350-134-0 186-350-135-7 186-350-136-5 186-350-137-3 186-350-138-1 186-350-139-9 186-350-140-7 186-350-141-5 186-350-142-3 186-350-143-1 186-350-144-9 186-350-145-6 186-350-146-4 186-350-147-2 186-350-148-0 186-350-149-8 186-350-150-6 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 25 of 50 67A 67A 67A 67A 186-350-154-8 186-360-001-9 186-360-002-7 186-360-003-5 186-360-004-3 186-360-005-0 186-360-006-8 186-360-007-6 186-360-008-4 186-360-009-2 186-360-010-0 186-360-011-8 186-360-012-6 186-360-013-4 186-360-014-2 186-360-015-9 186-360-016-7 186-360-017-5 186-360-018-3 186-360-019-1 186-360-020-9 186-360-021-7 186-360-022-5 186-360-023-3 186-360-024-1 186-360-025-8 186-370-001-7 186-370-002-5 186-370-003-3 186-370-004-1 186-370-005-8 186-370-006-6 186-370-007-4 186-370-008-2 186-370-009-0 186-370-010-8 186-370-011-6 186-370-012-4 186-370-013-2 186-370-014-0 186-370-015-7 186-370-016-5 186-370-017-3 186-370-018-1 186-370-019-9 186-390-001-3 186-390-002-1 186-390-003-9 186-390-004-7 186-390-005-4 186-390-006-2 186-390-007-0 186-390-008-8 186-400-001-1 186-400-002-9 186-400-003-7 186-400-004-5 186-400-005-2 186-400-006-0 186-400-007-8 186-400-008-6 186-400-009-4 186-400-010-2 186-400-011-0 186-400-012-8 186-400-013-6 186-400-014-4 186-410-027-4 186-410-028-2 186-410-030-8 186-410-031-6 186-410-033-2 186-410-034-0 186-410-035-7 186-410-036-5 186-410-038-1 186-410-039-9 186-410-040-7 186-410-041-5 186-410-043-1 186-410-044-9 186-410-045-6 186-410-046-4 186-410-048-0 186-410-049-8 186-410-050-6 186-410-051-4 186-410-052-2 186-410-054-8 186-410-055-5 186-410-056-3 186-410-057-1 186-410-059-7 186-410-060-5 186-410-061-3 186-410-062-1 186-410-064-7 186-410-065-4 186-410-066-2 186-410-068-8 186-410-069-6 186-410-070-4 186-410-072-0 186-410-073-8 186-410-074-6 186-410-076-1 186-410-077-9 186-410-078-7 186-410-080-3 186-410-081-1 186-410-082-9 186-410-084-5 186-410-085-2 186-410-086-0 186-410-088-6 186-410-089-4 186-410-091-0 186-410-092-8 186-410-093-6 186-410-094-4 188-050-015-0 188-050-016-8 188-120-032-1 188-120-033-9 188-120-034-7 188-120-035-4 188-120-036-2 188-170-034-6 188-170-035-3 188-170-036-1 188-170-037-9 190-290-001-6 190-290-002-4 190-290-003-2 190-290-004-0 190-290-005-7 190-290-006-5 190-290-007-3 190-290-008-1 190-290-009-9 190-290-010-7 190-290-011-5 190-290-012-3 190-290-013-1 190-290-014-9 190-290-015-6 190-290-016-4 190-290-017-2 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 5.00 $ 6.22 $ 4.04 $ 5.00 $ 4.04 $ 5.00 $ 4.04 $ 5.00 $ 7.44 $ 5.00 $ 6.22 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 26 of 50 67A 67A 67A 67A 190-290-018-0 190-290-019-8 190-290-020-6 190-290-021-4 190-290-022-2 190-290-023-0 190-290-024-8 190-300-001-4 190-300-002-2 190-300-003-0 190-300-004-8 190-300-005-5 190-300-006-3 190-300-007-1 190-300-008-9 190-300-009-7 190-300-010-5 190-300-011-3 190-300-012-1 190-300-013-9 190-300-014-7 190-300-015-4 190-300-016-2 190-300-017-0 190-300-018-8 190-310-001-2 190-310-002-0 190-310-003-8 190-310-004-6 190-310-005-3 190-310-006-1 190-310-007-9 190-310-008-7 190-310-009-5 190-310-010-3 190-310-011-1 190-310-012-9 190-310-013-7 190-310-014-5 190-310-015-2 190-310-016-0 190-310-017-8 190-310-018-6 190-310-019-4 190-310-020-2 190-310-021-0 190-310-022-8 190-310-023-6 190-310-024-4 190-310-025-1 190-310-026-9 190-310-027-7 190-310-028-5 190-310-029-3 190-310-030-1 190-320-001-0 190-320-002-8 190-320-003-6 190-320-004-4 190-320-005-1 190-320-006-9 190-320-007-7 190-320-008-5 190-320-009-3 190-320-010-1 190-320-011-9 190-320-012-7 190-320-013-5 190-320-014-3 190-320-015-0 190-320-016-8 190-320-017-6 190-320-018-4 190-320-019-2 190-320-020-0 190-320-021-8 190-320-022-6 190-320-023-4 190-320-024-2 190-320-025-9 190-320-026-7 190-320-027-5 190-320-028-3 190-320-029-1 190-320-030-9 190-320-031-7 190-320-032-5 190-320-033-3 190-320-034-1 190-330-001-8 190-330-002-6 190-330-003-4 190-330-004-2 190-330-005-9 190-330-006-7 190-330-007-5 190-330-008-3 190-330-009-1 190-330-010-9 190-330-011-7 190-330-012-5 190-330-013-3 190-330-014-1 190-330-015-8 190-330-016-6 190-330-017-4 190-330-018-2 190-330-019-0 190-330-020-8 190-330-021-6 190-330-022-4 190-330-023-2 190-330-024-0 190-330-025-7 190-330-026-5 190-330-027-3 190-330-028-1 190-330-029-9 190-330-030-7 190-330-031-5 190-330-032-3 190-330-033-1 190-330-034-9 190-340-001-6 190-340-002-4 190-340-003-2 190-340-004-0 190-340-005-7 190-340-006-5 190-340-007-3 190-340-008-1 190-340-009-9 190-340-010-7 190-340-011-5 190-340-012-3 190-340-013-1 190-340-014-9 190-340-015-6 190-340-016-4 190-340-017-2 190-340-018-0 190-340-019-8 190-340-020-6 190-340-021-4 190-340-022-2 190-340-023-0 190-340-024-8 190-340-025-5 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 27 of 50 67A 67A 67A 67A 190-340-026-3 190-340-027-1 190-340-028-9 190-340-029-7 190-340-030-5 190-340-031-3 190-340-032-1 190-340-033-9 190-340-034-7 190-340-035-4 190-340-036-2 190-340-037-0 190-340-038-8 190-340-039-6 190-340-040-4 190-340-041-2 190-340-042-0 190-350-001-3 190-350-002-1 190-350-003-9 190-350-004-7 190-350-005-4 190-350-006-2 190-350-007-0 190-350-008-8 190-350-009-6 190-350-010-4 190-350-011-2 190-350-012-0 190-350-013-8 190-350-014-6 190-350-015-3 190-350-016-1 190-350-017-9 190-350-018-7 190-350-019-5 190-350-020-3 190-350-021-1 190-350-022-9 190-350-023-7 190-350-024-5 190-350-025-2 190-350-026-0 190-350-027-8 190-350-028-6 190-350-029-4 190-350-030-2 190-350-031-0 190-350-032-8 190-350-033-6 190-350-034-4 190-350-035-1 190-350-036-9 190-350-037-7 190-350-038-5 190-350-039-3 190-350-040-1 190-350-041-9 190-350-042-7 190-350-043-5 190-350-044-3 190-350-045-0 190-350-046-8 190-350-047-6 190-350-048-4 190-350-049-2 190-350-050-0 190-350-051-8 190-350-052-6 190-350-053-4 190-350-054-2 190-350-055-9 190-350-056-7 190-350-057-5 190-350-058-3 190-350-059-1 190-350-060-9 190-350-061-7 190-350-062-5 190-350-063-3 190-350-064-1 190-350-065-8 190-350-066-6 190-360-001-1 190-360-002-9 190-360-003-7 190-360-004-5 190-360-005-2 190-360-006-0 190-360-007-8 190-360-008-6 190-360-009-4 190-360-010-2 190-360-011-0 190-360-012-8 190-360-013-6 190-360-014-4 190-360-015-1 190-360-016-9 190-360-017-7 190-360-018-5 190-360-019-3 190-360-020-1 190-360-021-9 190-360-022-7 190-360-023-5 190-360-024-3 190-360-025-0 190-360-026-8 190-360-027-6 190-360-028-4 190-360-029-2 190-360-030-0 190-360-031-8 190-360-032-6 190-360-033-4 190-360-034-2 190-360-035-9 190-360-036-7 190-360-037-5 190-360-038-3 190-360-039-1 190-360-040-9 190-360-041-7 190-360-042-5 190-360-043-3 190-360-044-1 190-360-045-8 190-360-046-6 190-360-047-4 190-360-048-2 190-360-049-0 190-360-050-8 190-360-051-6 190-360-052-4 190-360-053-2 190-360-054-0 190-370-001-9 190-370-002-7 190-370-003-5 190-370-004-3 190-370-005-0 190-370-006-8 190-370-007-6 190-370-008-4 190-370-009-2 190-370-010-0 190-370-011-8 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 28 of 50 67A 67A 67A 67A 190-370-012-6 190-370-013-4 190-370-014-2 190-370-015-9 190-370-016-7 190-370-017-5 190-370-018-3 190-370-019-1 190-370-020-9 190-370-021-7 190-370-022-5 190-370-023-3 190-370-024-1 190-370-025-8 190-370-026-6 190-370-027-4 190-370-028-2 190-370-029-0 190-370-030-8 190-370-031-6 190-370-032-4 190-370-033-2 190-370-034-0 190-370-035-7 190-370-036-5 190-370-037-3 190-370-038-1 190-370-039-9 190-370-040-7 190-370-041-5 190-370-042-3 190-370-043-1 190-370-044-9 190-370-045-6 190-370-046-4 190-370-047-2 190-370-048-0 190-370-049-8 190-370-050-6 190-370-051-4 190-370-052-2 190-370-053-0 190-370-054-8 190-400-001-3 190-400-002-1 190-400-003-9 190-400-004-7 190-400-005-4 190-400-006-2 190-400-007-0 190-400-008-8 190-400-009-6 190-400-010-4 190-400-011-2 190-400-012-0 190-400-013-8 190-400-014-6 190-400-015-3 190-400-016-1 190-400-017-9 190-400-018-7 190-400-019-5 190-400-020-3 190-400-021-1 190-400-022-9 190-400-023-7 190-400-024-5 190-410-001-1 190-410-002-9 190-410-003-7 190-410-004-5 190-410-005-2 190-410-006-0 190-410-007-8 190-410-008-6 190-410-009-4 190-410-010-2 190-410-011-0 190-410-012-8 190-410-013-6 190-410-014-4 190-410-015-1 190-410-016-9 190-410-017-7 190-410-018-5 190-410-019-3 190-410-020-1 190-410-021-9 190-410-022-7 190-410-023-5 190-410-024-3 190-410-025-0 190-410-026-8 190-410-027-6 190-410-028-4 190-410-029-2 190-410-030-0 190-410-031-8 190-410-032-6 190-410-033-4 190-410-034-2 190-410-035-9 190-410-036-7 190-410-037-5 190-410-038-3 190-410-039-1 190-420-001-9 190-420-002-7 190-420-003-5 190-420-004-3 190-420-005-0 190-420-006-8 190-420-007-6 190-420-008-4 190-420-009-2 190-420-010-0 190-420-011-8 190-420-012-6 190-420-013-4 190-420-014-2 190-420-015-9 190-420-016-7 190-420-017-5 190-420-018-3 190-420-019-1 190-420-020-9 190-420-021-7 190-420-022-5 190-420-023-3 190-420-024-1 190-420-025-8 190-420-026-6 190-420-027-4 190-420-028-2 190-420-029-0 190-420-030-8 190-420-031-6 190-420-032-4 190-420-033-2 190-420-034-0 190-420-035-7 190-420-036-5 190-420-037-3 190-420-038-1 190-420-039-9 190-420-040-7 190-420-041-5 190-420-042-3 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 2.60 $ 2.60 $ 2.72 $ 2.72 $ 2.94 $ 2.60 $ 2.60 $ 2.72 $ 2.60 $ 2.60 $ 2.94 $ 2.94 $ 2.72 $ 2.72 $ 2.72 $ 2.72 $ 2.94 $ 2.94 $ 2.72 $ 2.60 $ 2.60 $ 2.84 $ 2.94 $ 2.84 $ 2.72 $ 2.72 $ 2.72 $ 2.72 $ 2.84 $ 2.94 $ 2.60 $ 2.94 $ 2.60 $ 2.94 $ 2.72 $ 3.12 $ 2.72 $ 2.72 $ 2.72 $ 2.60 $ 2.60 $ 2.60 $ 2.72 $ 2.84 $ 2.72 $ 2.72 $ 2.60 $ 2.60 $ 2.72 $ 2.72 $ 2.94 $ 2.60 $ 2.94 $ 2.84 $ 2.84 $ 2.72 $ 2.72 $ 2.72 $ 3.12 $ 2.84 $ 2.72 $ 2.72 $ 2.72 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 29 of 50 67A 67A 67A 67A 190-420-043-1 190-420-044-9 190-420-045-6 190-420-046-4 190-420-047-2 190-420-048-0 190-420-049-8 190-420-050-6 190-430-001-7 190-430-002-5 190-430-003-3 190-430-004-1 190-430-005-8 190-430-006-6 190-430-007-4 190-430-008-2 190-430-009-0 190-430-010-8 190-430-011-6 190-430-012-4 190-430-013-2 190-430-014-0 190-430-015-7 190-430-016-5 190-440-001-5 190-440-002-3 190-440-003-1 190-440-004-9 190-440-005-6 190-440-006-4 190-440-007-2 190-440-009-8 190-440-010-6 190-440-011-4 190-440-012-2 190-440-013-0 190-440-014-8 190-440-016-3 190-440-017-1 190-440-018-9 190-440-019-7 190-440-020-5 190-440-021-3 190-450-001-2 190-450-002-0 190-450-003-8 190-450-004-6 190-450-005-3 190-450-006-1 190-450-008-7 190-450-009-5 190-450-010-3 190-450-011-1 190-450-012-9 190-450-013-7 190-460-001-0 190-460-002-8 190-460-003-6 190-460-004-4 190-460-005-1 190-460-006-9 190-460-007-7 190-460-008-5 190-460-010-1 190-460-011-9 190-460-012-7 190-460-013-5 190-460-014-3 190-460-015-0 190-460-016-8 190-460-017-6 190-460-018-4 190-460-019-2 190-460-020-0 190-460-021-8 190-460-023-4 190-460-024-2 190-460-025-9 190-460-026-7 190-460-027-5 190-460-028-3 190-460-029-1 190-470-001-8 190-470-002-6 190-470-003-4 190-470-004-2 190-470-006-7 190-470-007-5 190-470-008-3 190-470-009-1 190-470-011-7 190-470-012-5 190-470-013-3 190-470-014-1 190-470-016-6 190-470-017-4 190-470-018-2 190-470-019-0 190-470-020-8 190-470-021-6 190-470-022-4 190-480-001-6 190-480-002-4 190-480-003-2 190-480-004-0 190-480-005-7 190-480-006-5 190-480-007-3 190-480-008-1 190-480-010-7 190-480-011-5 190-480-012-3 190-480-013-1 190-480-014-9 190-480-015-6 190-480-016-4 190-480-017-2 190-490-001-4 190-490-002-2 190-490-003-0 190-490-004-8 190-490-005-5 190-490-006-3 190-490-007-1 190-490-008-9 190-490-009-7 190-490-010-5 190-490-011-3 190-490-012-1 190-500-001-2 190-500-002-0 190-500-003-8 190-500-004-6 190-500-005-3 190-500-006-1 190-500-007-9 190-500-008-7 190-510-001-0 190-510-002-8 190-510-003-6 190-510-004-4 190-510-005-1 190-510-006-9 190-510-007-7 190-510-008-5 190-510-010-1 190-510-011-9 190-510-012-7 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 30 of 50 67A 67A 75A 75A 75A 190-510-013-5 190-510-014-3 190-510-015-0 190-510-016-8 190-510-017-6 190-510-018-4 190-510-019-2 190-510-020-0 190-510-021-8 190-510-023-4 190-510-024-2 190-510-025-9 190-510-026-7 190-510-027-5 190-510-028-3 190-510-029-1 190-510-030-9 190-510-031-7 190-510-032-5 190-510-033-3 190-510-034-1 190-520-002-6 190-520-003-4 190-520-004-2 190-520-005-9 190-520-006-7 190-520-007-5 190-520-008-3 190-520-009-1 190-520-010-9 190-520-011-7 190-520-012-5 190-520-013-3 191-190-006-4 191-210-008-6 191-210-009-4 191-210-010-2 213-040-089-4 213-320-012-7 213-320-013-5 213-330-001-8 213-330-002-6 213-330-003-4 213-330-004-2 213-330-005-9 213-330-006-7 213-330-007-5 213-330-008-3 213-330-009-1 213-330-010-9 213-330-011-7 213-330-012-5 213-330-013-3 213-330-014-1 213-330-015-8 213-330-016-6 213-330-017-4 213-330-018-2 213-330-019-0 213-330-020-8 213-330-021-6 213-330-022-4 213-330-023-2 213-330-024-0 213-330-025-7 213-330-026-5 213-330-027-3 213-330-028-1 213-330-029-9 213-330-030-7 213-330-031-5 213-330-032-3 213-330-033-1 213-330-034-9 213-330-035-6 213-330-036-4 213-330-037-2 213-330-038-0 213-330-039-8 213-330-040-6 213-330-041-4 213-340-001-6 213-340-002-4 213-340-003-2 213-340-004-0 213-340-005-7 213-340-006-5 213-340-007-3 213-340-008-1 213-340-009-9 213-340-010-7 213-340-011-5 213-340-012-3 213-340-013-1 213-340-014-9 213-340-015-6 213-340-016-4 213-340-017-2 213-340-018-0 213-350-001-3 213-350-002-1 213-350-003-9 213-350-004-7 213-350-005-4 213-350-006-2 213-350-007-0 213-350-008-8 213-350-009-6 213-350-010-4 213-350-017-9 213-350-018-7 213-360-001-1 213-360-002-9 213-360-003-7 213-360-004-5 213-360-005-2 213-360-006-0 213-360-007-8 213-360-008-6 213-360-009-4 213-360-010-2 213-360-011-0 213-360-012-8 213-360-013-6 213-360-014-4 213-360-015-1 213-360-016-9 213-360-017-7 213-360-018-5 213-360-019-3 213-360-020-1 213-360-021-9 213-360-022-7 213-360-023-5 213-360-024-3 213-360-025-0 213-360-026-8 213-360-027-6 213-360-028-4 213-360-029-2 213-360-030-0 213-360-031-8 213-360-032-6 213-360-033-4 213-360-034-2 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 9,257.08 $ 3,041.86 $ 6,949.22 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 235.92 $ 36.84 $ 42.06 $ 235.92 $ 117.96 $ 235.92 $ 235.92 $ 235.92 $ 235.92 $ 235.92 $ 29.48 $ 29.48 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 DA DA DA DA DA $3,319.46 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 31 of 50 75A 75A 75A 75A 213-360-035-9 213-360-036-7 213-360-037-5 213-360-038-3 213-360-039-1 213-360-040-9 213-360-041-7 213-360-042-5 213-360-043-3 213-360-044-1 213-360-045-8 213-360-046-6 213-360-047-4 213-360-048-2 213-360-049-0 213-360-050-8 213-360-051-6 213-360-052-4 213-360-053-2 213-360-054-0 213-360-055-7 213-360-056-5 213-360-057-3 213-360-058-1 213-360-059-9 213-360-060-7 213-380-005-8 213-390-001-5 213-390-002-3 213-390-003-1 213-390-004-9 213-390-005-6 213-390-006-4 213-390-007-2 213-390-008-0 213-390-009-8 213-390-010-6 213-390-011-4 213-390-012-2 213-390-013-0 213-390-014-8 213-390-015-5 213-390-016-3 213-390-017-1 213-390-018-9 213-390-019-7 213-390-020-5 213-390-026-2 213-390-028-8 213-390-029-6 213-390-030-4 213-390-031-2 213-390-037-9 213-390-038-7 213-390-039-5 213-390-041-1 213-390-042-9 213-390-043-7 213-390-044-5 213-400-001-3 213-400-002-1 213-400-003-9 213-400-004-7 213-400-005-4 213-400-006-2 213-400-007-0 213-400-008-8 213-400-009-6 213-400-010-4 213-400-011-2 213-400-012-0 213-400-013-8 213-400-014-6 213-400-015-3 213-400-016-1 213-400-017-9 213-400-018-7 213-400-019-5 213-400-020-3 213-400-021-1 213-400-022-9 213-400-023-7 213-400-024-5 213-400-025-2 213-400-026-0 213-400-027-8 213-400-028-6 213-400-029-4 213-400-030-2 213-400-031-0 213-400-032-8 213-400-033-6 213-400-034-4 213-400-035-1 213-400-036-9 213-400-037-7 213-400-038-5 213-400-039-3 213-400-040-1 213-410-001-1 213-410-002-9 213-410-003-7 213-410-004-5 213-410-005-2 213-410-006-0 213-410-007-8 213-410-008-6 213-410-009-4 213-410-010-2 213-410-011-0 213-410-012-8 213-410-013-6 213-410-014-4 213-410-015-1 213-410-016-9 213-410-017-7 213-410-018-5 213-410-019-3 213-410-020-1 213-410-021-9 213-410-022-7 213-410-023-5 213-410-024-3 213-410-025-0 213-410-026-8 213-410-027-6 213-410-028-4 213-410-029-2 213-410-030-0 213-410-031-8 213-410-032-6 213-410-033-4 213-410-034-2 213-410-035-9 213-410-036-7 213-410-037-5 213-410-038-3 213-410-039-1 213-410-040-9 213-410-041-7 213-410-042-5 213-410-043-3 213-410-044-1 213-410-045-8 213-410-046-6 213-410-047-4 213-410-048-2 213-410-049-0 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 4,629.42 $ 30.70 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 30.70 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 36.12 $ 1,986.74 $ 36.12 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 33.12 $ 29.48 $ 19.30 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 32.52 $ 32.52 $ 30.70 $ 29.48 $ 32.52 $ 30.70 $ 32.52 $ 32.52 $ 32.52 $ 30.70 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 30.70 $ 29.48 $ 30.70 $ 32.52 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 32.52 $ 32.52 $ 30.70 $ 42.18 $ 32.52 $ 32.52 $ 32.52 $ 30.70 $ 32.52 $ 36.12 $ 30.70 $ 42.18 $ 30.70 $ 29.48 $ 32.52 $ 29.48 $ 32.52 $ 30.70 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 32 of 50 75A 75A 75A 75A 213-410-050-8 213-410-051-6 213-410-052-4 213-410-053-2 213-410-054-0 213-410-055-7 213-410-056-5 213-410-058-1 213-410-059-9 213-410-060-7 213-410-061-5 213-410-062-3 213-410-063-1 213-410-068-0 213-420-001-9 213-420-002-7 213-420-003-5 213-420-004-3 213-420-005-0 213-420-006-8 213-420-007-6 213-420-008-4 213-420-009-2 213-420-010-0 213-420-011-8 213-420-012-6 213-420-013-4 213-420-014-2 213-420-015-9 213-420-016-7 213-420-017-5 213-420-018-3 213-420-019-1 213-420-020-9 213-420-021-7 213-420-022-5 213-420-023-3 213-420-024-1 213-420-025-8 213-420-026-6 213-420-027-4 213-420-028-2 213-420-029-0 213-420-030-8 213-420-031-6 213-420-032-4 213-420-033-2 213-420-034-0 213-420-035-7 213-420-036-5 213-420-037-3 213-420-038-1 213-420-039-9 213-420-040-7 213-420-041-5 213-430-001-7 213-430-002-5 213-430-005-8 213-430-008-2 213-430-009-0 213-430-012-4 213-430-013-2 213-430-014-0 213-430-015-7 213-430-016-5 213-430-017-3 213-430-018-1 213-430-022-3 213-430-023-1 213-430-029-8 213-430-030-6 213-430-036-3 213-430-037-1 213-430-065-2 213-430-068-6 213-430-069-4 213-430-070-2 213-430-071-0 213-430-072-8 213-430-073-6 213-430-074-4 213-430-075-1 213-430-076-9 213-430-077-7 213-430-078-5 213-430-079-3 213-430-080-1 213-430-081-9 213-430-082-7 213-430-083-5 213-430-084-3 213-430-085-0 213-430-086-8 213-430-087-6 213-430-088-4 213-430-089-2 213-430-090-0 213-430-091-8 213-430-092-6 213-430-093-4 213-430-094-2 213-430-095-9 213-430-096-7 213-430-097-5 213-430-098-3 213-430-099-1 213-430-100-7 213-430-101-5 213-430-102-3 213-430-103-1 213-430-104-9 213-430-105-6 213-430-107-2 213-430-108-0 213-430-109-8 213-430-110-6 213-430-111-4 213-430-113-0 213-430-114-8 213-480-010-7 213-480-011-5 213-480-012-3 213-480-013-1 213-480-014-9 213-480-015-6 213-480-016-4 213-480-017-2 213-480-018-0 213-480-019-8 213-480-020-6 213-480-021-4 213-480-022-2 213-480-023-0 213-480-024-8 213-480-025-5 213-490-011-3 213-490-012-1 213-490-013-9 213-490-014-7 213-490-015-4 213-490-016-2 213-490-017-0 213-490-018-8 213-490-019-6 213-490-020-4 213-490-021-2 213-490-022-0 213-490-023-8 $ 30.70 $ 32.52 $ 30.70 $ 32.52 $ 36.12 $ 32.52 $ 32.52 $ 30.70 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 32.52 $ 32.52 $ 30.70 $ 29.48 $ 29.48 $ 52.12 $ 29.48 $ 30.70 $ 29.48 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 42.18 $ 36.12 $ 29.48 $ 32.52 $ 32.52 $ 30.70 $ 32.52 $ 32.52 $ 29.48 $ 32.52 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 32.52 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 36.12 $ 29.48 $ 30.70 $ 30.70 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 2,332.54 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 33 of 50 75A 75A 75A 75A 213-490-024-6 213-490-025-3 213-490-026-1 213-490-027-9 213-490-028-7 213-490-029-5 213-500-010-3 213-500-011-1 213-500-012-9 213-500-013-7 213-500-014-5 213-500-015-2 213-500-016-0 213-500-017-8 213-500-018-6 213-500-019-4 213-500-025-1 213-500-026-9 213-500-027-7 213-500-028-5 213-500-029-3 213-500-030-1 213-510-014-3 213-510-015-0 213-510-016-8 213-510-017-6 213-510-018-4 213-510-019-2 213-510-020-0 213-510-021-8 213-510-022-6 213-510-023-4 213-510-024-2 213-510-025-9 213-510-026-7 213-510-027-5 213-510-028-3 213-510-029-1 213-510-030-9 213-510-031-7 213-510-032-5 213-510-033-3 213-520-008-3 213-520-009-1 213-520-010-9 213-520-011-7 213-520-012-5 213-520-013-3 213-520-014-1 213-520-015-8 213-520-016-6 213-520-017-4 213-530-011-5 213-530-012-3 213-530-013-1 213-530-014-9 213-530-015-6 213-530-016-4 213-530-017-2 213-530-018-0 213-530-019-8 213-530-020-6 213-530-021-4 213-530-022-2 213-530-023-0 213-530-024-8 213-540-008-9 213-540-009-7 213-540-010-5 213-540-011-3 213-540-012-1 213-540-013-9 213-540-014-7 213-540-015-4 213-540-016-2 213-540-017-0 213-540-018-8 213-550-007-8 213-550-008-6 213-550-009-4 213-550-010-2 213-550-011-0 213-550-012-8 213-550-013-6 213-550-014-4 213-550-015-1 213-550-016-9 213-560-010-0 213-560-011-8 213-560-012-6 213-560-013-4 213-560-014-2 213-560-015-9 213-560-016-7 213-560-017-5 213-560-018-3 213-560-019-1 213-560-020-9 213-560-021-7 213-560-022-5 213-560-023-3 213-560-024-1 213-560-025-8 213-560-026-6 213-560-027-4 213-560-028-2 213-560-029-0 213-570-010-8 213-570-011-6 213-570-012-4 213-570-014-0 213-570-015-7 213-570-017-3 213-570-018-1 213-570-019-9 213-570-021-5 213-570-022-3 213-570-027-2 213-570-028-0 213-570-029-8 213-570-030-6 213-570-033-0 213-570-034-8 213-570-035-5 213-580-010-6 213-580-011-4 213-580-012-2 213-580-014-8 213-580-015-5 213-580-016-3 213-580-018-9 213-580-019-7 213-580-021-3 213-580-022-1 213-580-023-9 213-580-025-4 213-580-026-2 213-580-028-8 213-580-029-6 213-580-030-4 213-580-032-0 213-580-033-8 213-590-013-8 213-590-014-6 213-590-016-1 213-590-017-9 213-590-018-7 213-590-020-3 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 34 of 50 75A 75A 75A 75A 213-590-021-1 213-590-022-9 213-590-024-5 213-590-025-2 213-590-027-8 213-590-028-6 213-590-029-4 213-590-031-0 213-590-032-8 213-590-034-4 213-590-035-1 213-590-036-9 213-590-037-7 213-590-038-5 213-590-039-3 213-590-040-1 213-590-041-9 213-590-042-7 213-590-043-5 213-610-020-9 213-610-029-0 213-610-031-6 213-610-033-2 213-621-001-6 213-621-002-4 213-621-005-7 213-621-009-9 213-621-013-1 213-660-107-3 213-660-108-1 213-660-109-9 213-660-110-7 213-660-111-5 213-660-112-3 213-660-113-1 213-660-114-9 213-660-115-6 213-660-116-4 213-660-117-2 213-660-118-0 213-660-119-8 213-660-120-6 213-660-121-4 213-660-122-2 213-660-123-0 213-660-124-8 213-660-125-5 213-660-126-3 213-660-127-1 213-660-128-9 213-660-129-7 213-660-130-5 213-660-131-3 213-660-132-1 213-660-133-9 213-660-134-7 213-660-135-4 213-660-136-2 213-660-137-0 213-660-138-8 213-660-139-6 213-660-140-4 213-660-141-2 213-660-142-0 213-660-143-8 213-660-144-6 213-660-145-3 213-660-146-1 213-660-147-9 213-660-148-7 213-660-149-5 213-660-150-3 213-660-151-1 213-660-152-9 213-660-153-7 213-660-154-5 213-660-155-2 213-660-156-0 213-660-157-8 213-660-158-6 213-660-159-4 213-660-160-2 213-660-161-0 213-660-162-8 213-660-163-6 213-660-164-4 213-660-165-1 213-660-166-9 213-660-167-7 213-660-168-5 213-660-169-3 213-660-170-1 213-660-171-9 213-660-172-7 213-660-173-5 213-660-174-3 213-660-175-0 213-660-176-8 213-660-177-6 213-660-178-4 213-660-179-2 213-660-180-0 213-660-181-8 213-660-182-6 213-660-183-4 213-660-184-2 213-660-185-9 213-660-186-7 213-660-187-5 213-660-188-3 213-660-189-1 213-660-190-9 213-660-191-7 213-660-192-5 213-660-193-3 213-660-194-1 213-660-195-8 213-660-196-6 213-660-197-4 213-660-198-2 213-660-199-0 213-660-200-6 213-660-201-4 213-660-202-2 213-660-203-0 213-660-204-8 213-660-205-5 213-660-206-3 213-660-207-1 213-660-208-9 213-660-209-7 213-660-210-5 213-670-147-7 213-670-148-5 213-670-149-3 213-670-150-1 213-670-151-9 213-670-152-7 213-670-153-5 213-670-154-3 213-670-155-0 213-670-156-8 213-670-157-6 213-670-158-4 213-670-159-2 213-670-160-0 213-670-161-8 213-670-162-6 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 587.66 $ 819.14 $ 7,983.82 $ 345.58 $ 138.32 $ 632.36 $ 641.94 $ 721.22 $ 2,500.40 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 35 of 50 75A 75A 75A 75A 213-670-163-4 213-670-164-2 213-670-165-9 213-670-166-7 213-670-167-5 213-670-168-3 213-670-169-1 213-670-170-9 213-670-171-7 213-670-172-5 213-670-173-3 213-670-174-1 213-670-175-8 213-670-176-6 213-670-177-4 213-670-178-2 213-670-179-0 213-670-180-8 213-670-181-6 213-670-182-4 213-670-183-2 213-670-184-0 213-670-185-7 213-670-186-5 213-670-187-3 213-670-188-1 213-670-189-9 213-670-190-7 213-670-191-5 213-670-192-3 213-670-193-1 213-670-194-9 213-670-195-6 213-670-196-4 213-670-197-2 213-670-198-0 213-670-199-8 213-670-200-4 213-670-201-2 213-670-202-0 213-670-203-8 213-670-204-6 213-670-205-3 213-670-206-1 213-670-207-9 213-670-208-7 213-670-209-5 213-670-210-3 213-670-211-1 213-670-212-9 213-670-213-7 213-670-214-5 213-670-215-2 213-670-216-0 213-670-217-8 213-670-218-6 213-670-219-4 213-670-220-2 213-670-221-0 213-670-222-8 213-670-223-6 213-670-224-4 213-670-225-1 213-670-226-9 213-670-227-7 213-670-228-5 213-670-229-3 213-670-230-1 213-670-231-9 213-670-232-7 213-670-233-5 213-670-234-3 213-670-235-0 213-670-236-8 213-670-237-6 213-670-238-4 213-670-239-2 213-670-240-0 213-670-241-8 213-670-242-6 213-670-243-4 213-670-244-2 213-670-245-9 213-670-246-7 213-670-247-5 213-670-248-3 213-670-249-1 213-670-250-9 213-670-251-7 213-670-252-5 213-670-253-3 213-670-254-1 213-670-255-8 213-670-256-6 213-670-257-4 213-670-258-2 213-670-259-0 213-670-260-8 213-670-261-6 213-670-262-4 213-670-263-2 213-670-264-0 213-670-265-7 213-670-266-5 213-670-267-3 213-670-268-1 213-670-269-9 213-670-270-7 213-670-271-5 213-670-272-3 213-670-273-1 213-670-274-9 213-670-275-6 213-670-276-4 213-670-277-2 213-670-278-0 213-670-279-8 213-670-280-6 213-670-281-4 213-670-282-2 213-670-283-0 213-670-284-8 213-670-285-5 213-670-286-3 213-670-287-1 213-670-288-9 213-670-289-7 213-670-290-5 213-680-008-9 213-680-011-3 213-680-012-1 213-680-013-9 213-680-016-2 213-680-017-0 213-680-018-8 213-680-019-6 213-680-020-4 213-680-021-2 213-680-022-0 213-680-023-8 213-680-024-6 213-680-025-3 213-680-026-1 213-680-029-5 213-680-030-3 213-680-031-1 213-680-032-9 213-680-035-2 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 36 of 50 75A 75A 75A 75A 213-680-036-0 213-680-037-8 213-680-038-6 213-680-039-4 213-680-040-2 213-680-041-0 213-680-042-8 213-680-043-6 213-680-044-4 213-680-045-1 213-680-046-9 213-680-047-7 213-680-048-5 213-680-049-3 213-680-050-1 213-680-055-0 213-680-056-8 213-680-057-6 213-680-058-4 213-680-059-2 213-680-060-0 213-680-061-8 213-680-062-6 213-680-063-4 213-680-064-2 213-680-065-9 213-680-069-1 213-680-070-9 213-680-071-7 213-680-072-5 213-680-073-3 213-680-076-6 213-680-077-4 213-680-078-2 213-680-079-0 213-680-080-8 213-680-081-6 213-680-082-4 213-680-083-2 213-680-084-0 213-680-085-7 213-680-086-5 213-680-092-3 213-680-093-1 213-680-094-9 213-680-095-6 213-680-096-4 213-680-098-0 213-680-099-8 213-680-100-4 213-680-101-2 213-680-103-8 213-680-104-6 213-680-105-3 213-680-106-1 213-680-107-9 213-680-108-7 213-680-109-5 213-680-112-9 213-680-113-7 213-680-114-5 213-680-115-2 213-680-116-0 213-680-117-8 213-680-118-6 213-680-120-2 213-680-121-0 213-680-122-8 213-680-123-6 213-680-125-1 213-680-126-9 213-690-002-0 213-690-003-8 213-690-004-6 213-690-013-7 213-690-014-5 213-690-015-2 213-690-016-0 213-690-017-8 213-690-018-6 213-690-019-4 213-690-020-2 213-690-021-0 213-690-022-8 213-690-023-6 213-690-024-4 213-690-025-1 213-690-026-9 213-690-027-7 213-690-028-5 213-690-029-3 213-690-030-1 213-690-031-9 213-690-032-7 213-690-033-5 213-690-034-3 213-690-035-0 213-690-036-8 213-690-037-6 213-690-038-4 213-690-039-2 213-690-040-0 213-690-041-8 213-690-042-6 213-690-043-4 213-690-044-2 213-690-045-9 213-690-046-7 213-690-047-5 213-690-048-3 213-690-051-7 213-690-052-5 213-690-053-3 213-690-054-1 213-690-055-8 213-690-056-6 213-690-058-2 213-690-059-0 213-690-060-8 213-730-001-4 213-730-002-2 213-730-003-0 213-730-004-8 213-730-005-5 213-730-006-3 213-730-007-1 213-730-008-9 213-730-009-7 213-730-010-5 213-730-011-3 213-730-012-1 213-730-013-9 213-730-014-7 213-730-015-4 213-730-016-2 213-730-017-0 213-730-018-8 213-730-019-6 213-730-020-4 213-730-021-2 213-730-022-0 213-730-023-8 213-730-024-6 213-730-025-3 213-730-026-1 213-730-027-9 213-730-028-7 213-730-029-5 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 29.48 $ 30.70 $ 29.48 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 29.48 $ 29.48 $ 29.48 $ 28.28 $ 28.28 $ 1,897.70 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 32.52 $ 30.70 $ 30.70 $ 32.52 $ 36.12 $ 32.52 $ 29.48 $ 30.70 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 32.52 $ 32.52 $ 30.70 $ 29.48 $ 30.70 $ 32.52 $ 30.70 $ 42.18 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 37 of 50 75A 75A 75A 75A 213-730-030-3 213-730-031-1 213-730-032-9 213-730-033-7 213-730-034-5 213-730-035-2 213-730-036-0 213-730-037-8 213-730-038-6 213-730-039-4 213-730-040-2 213-730-041-0 213-730-042-8 213-730-043-6 213-730-044-4 213-730-045-1 213-730-046-9 213-730-047-7 213-730-048-5 213-730-049-3 213-730-050-1 213-730-051-9 213-730-052-7 213-730-053-5 213-730-054-3 213-730-055-0 213-730-056-8 213-730-057-6 213-730-058-4 213-730-059-2 213-730-060-0 213-730-061-8 213-730-062-6 213-730-063-4 213-730-064-2 213-730-065-9 213-730-066-7 213-730-067-5 213-730-068-3 213-730-069-1 213-730-070-9 213-730-071-7 213-730-072-5 213-730-073-3 213-730-074-1 213-730-075-8 213-730-076-6 213-730-077-4 213-730-078-2 213-730-079-0 213-730-080-8 213-740-001-2 213-740-002-0 213-740-003-8 213-740-004-6 213-740-005-3 213-740-006-1 213-740-007-9 213-740-008-7 213-740-009-5 213-740-010-3 213-740-011-1 213-740-012-9 213-740-013-7 213-740-014-5 213-740-015-2 213-740-016-0 213-740-017-8 213-740-018-6 213-740-019-4 213-740-020-2 213-740-021-0 213-740-022-8 213-740-023-6 213-740-024-4 213-740-025-1 213-740-026-9 213-740-027-7 213-740-028-5 213-740-029-3 213-740-030-1 213-740-031-9 213-740-032-7 213-740-033-5 213-740-034-3 213-740-035-0 213-740-036-8 213-740-037-6 213-740-038-4 213-740-039-2 213-740-040-0 213-740-041-8 213-740-042-6 213-740-043-4 213-740-044-2 213-740-045-9 213-740-046-7 213-740-047-5 213-740-048-3 213-740-049-1 213-740-050-9 213-740-051-7 213-740-052-5 213-740-053-3 213-740-054-1 213-740-055-8 213-740-056-6 213-740-057-4 213-740-058-2 213-740-059-0 213-740-060-8 213-740-061-6 213-740-062-4 213-740-063-2 213-740-064-0 213-740-065-7 213-740-066-5 213-740-067-3 213-740-068-1 213-740-069-9 213-740-070-7 213-740-071-5 213-740-072-3 213-740-073-1 213-740-074-9 213-740-075-6 213-740-076-4 213-740-077-2 213-740-078-0 213-740-079-8 213-740-080-6 213-740-081-4 213-740-082-2 213-740-083-0 213-740-084-8 213-740-085-5 213-740-086-3 213-740-087-1 213-740-088-9 213-740-089-7 213-740-090-5 213-740-091-3 213-740-092-1 213-740-093-9 213-740-094-7 213-740-095-4 213-740-096-2 213-740-097-0 $ 33.12 $ 33.12 $ 33.12 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 38 of 50 75A 75A 75A 75A 213-740-098-8 213-740-099-6 213-740-100-2 213-740-101-0 213-740-102-8 213-740-103-6 213-740-104-4 213-740-105-1 213-740-106-9 213-740-107-7 213-740-108-5 213-750-002-7 213-750-003-5 213-750-011-8 213-750-012-6 213-750-013-4 213-760-001-7 213-760-002-5 213-760-003-3 213-760-004-1 213-760-005-8 213-760-006-6 213-760-007-4 213-760-008-2 213-760-009-0 213-760-010-8 213-760-011-6 213-760-012-4 213-760-013-2 213-760-014-0 213-760-015-7 213-760-016-5 213-760-017-3 213-760-018-1 213-760-019-9 213-760-020-7 213-760-021-5 213-760-022-3 213-760-023-1 213-760-024-9 213-760-025-6 213-760-026-4 213-760-027-2 213-760-028-0 213-760-029-8 213-760-030-6 213-760-031-4 213-760-032-2 213-760-033-0 213-760-034-8 213-760-035-5 213-760-036-3 213-760-037-1 213-760-038-9 213-760-039-7 213-760-040-5 213-760-041-3 213-760-042-1 213-760-043-9 213-760-044-7 213-760-045-4 213-760-046-2 213-760-047-0 213-760-048-8 213-760-049-6 213-760-050-4 213-760-051-2 213-760-052-0 213-760-053-8 213-760-054-6 213-760-055-3 213-760-056-1 213-760-057-9 213-760-058-7 213-760-059-5 213-760-060-3 213-760-061-1 213-760-062-9 213-760-063-7 213-760-064-5 213-760-065-2 213-760-066-0 213-760-067-8 213-760-068-6 213-760-069-4 213-760-070-2 213-760-071-0 213-760-072-8 213-760-073-6 213-760-074-4 213-760-075-1 213-760-076-9 213-760-077-7 213-760-078-5 213-760-079-3 213-760-080-1 213-760-081-9 213-760-082-7 213-760-083-5 213-760-084-3 213-760-085-0 213-760-086-8 213-760-087-6 213-760-088-4 213-760-089-2 213-760-090-0 213-760-091-8 213-760-092-6 213-760-093-4 213-760-094-2 213-760-095-9 213-760-096-7 213-760-097-5 213-760-098-3 213-760-099-1 213-760-100-7 213-760-101-5 213-760-102-3 213-760-103-1 213-760-104-9 213-760-105-6 213-760-106-4 213-760-107-2 213-760-108-0 213-760-109-8 213-760-110-6 213-760-111-4 213-760-112-2 213-760-113-0 213-760-114-8 213-760-115-5 213-760-116-3 213-760-117-1 213-810-001-7 213-810-002-5 213-810-003-3 213-810-004-1 213-810-005-8 213-810-006-6 213-810-007-4 213-810-008-2 213-810-009-0 213-810-010-8 213-810-011-6 213-810-012-4 213-810-013-2 213-810-014-0 213-810-015-7 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 114.62 $ 114.62 $ 1,820.52 $ 4,138.44 $ 11,898.02 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 29.48 $ 32.52 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 39 of 50 75A 75A 75A 75A 213-810-016-5 213-810-017-3 213-810-018-1 213-810-019-9 213-810-020-7 213-810-021-5 213-810-022-3 213-810-023-1 213-810-024-9 213-810-025-6 213-810-026-4 213-810-027-2 213-810-028-0 213-810-029-8 213-810-030-6 213-810-031-4 213-810-032-2 213-810-033-0 213-810-034-8 213-810-035-5 213-810-036-3 213-810-037-1 213-810-038-9 213-810-039-7 213-810-040-5 213-810-041-3 213-810-042-1 213-810-043-9 213-810-044-7 213-810-045-4 213-810-046-2 213-810-047-0 213-810-048-8 213-810-049-6 213-810-050-4 213-810-051-2 213-810-052-0 213-810-053-8 213-810-054-6 213-810-055-3 213-810-056-1 213-810-057-9 213-810-058-7 213-810-059-5 213-810-060-3 213-810-061-1 213-810-062-9 213-810-063-7 213-810-064-5 213-810-065-2 213-810-066-0 213-810-067-8 213-810-068-6 213-810-069-4 213-810-070-2 213-810-071-0 213-810-072-8 213-810-073-6 213-810-074-4 213-810-075-1 213-810-076-9 213-810-077-7 213-810-078-5 213-810-079-3 213-810-080-1 213-810-081-9 213-810-082-7 213-810-083-5 213-810-084-3 213-810-085-0 213-810-086-8 213-810-087-6 213-810-088-4 213-810-089-2 213-810-090-0 213-810-091-8 213-810-092-6 213-810-093-4 213-810-094-2 213-810-095-9 213-810-096-7 213-810-097-5 213-810-098-3 213-810-099-1 213-810-100-7 213-810-101-5 213-810-102-3 213-810-103-1 213-810-104-9 213-810-105-6 213-810-106-4 213-810-107-2 213-810-108-0 213-810-124-7 213-810-125-4 213-810-126-2 213-810-127-0 213-810-128-8 213-810-129-6 213-810-130-4 213-810-131-2 213-810-132-0 213-810-133-8 213-810-134-6 213-810-135-3 213-810-136-1 213-810-137-9 213-810-138-7 213-810-139-5 213-810-140-3 213-810-151-0 213-810-152-8 213-810-153-6 213-810-154-4 213-810-155-1 213-810-156-9 213-810-157-7 213-810-158-5 213-810-159-3 213-810-160-1 213-810-161-9 213-810-162-7 213-810-163-5 213-810-164-3 213-810-165-0 213-820-001-5 213-820-002-3 213-820-003-1 213-820-004-9 213-820-005-6 213-820-006-4 213-820-007-2 213-820-008-0 213-820-009-8 213-820-010-6 213-820-011-4 213-820-012-2 213-820-013-0 213-820-014-8 213-820-015-5 213-820-016-3 213-820-017-1 213-820-018-9 213-820-019-7 213-820-020-5 213-820-021-3 213-820-022-1 213-820-023-9 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 19.30 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 40 of 50 75A 75A 75A 75A 213-820-024-7 213-820-025-4 213-820-026-2 213-820-027-0 213-820-028-8 213-820-029-6 213-820-030-4 213-820-031-2 213-820-032-0 213-820-033-8 213-820-034-6 213-820-035-3 213-820-036-1 213-820-037-9 213-820-038-7 213-820-039-5 213-820-040-3 213-820-041-1 213-820-042-9 213-820-043-7 213-820-044-5 213-820-045-2 213-820-046-0 213-820-047-8 213-820-048-6 213-820-049-4 213-820-050-2 213-820-051-0 213-820-052-8 213-820-053-6 213-820-054-4 213-820-055-1 213-820-056-9 213-820-057-7 213-820-058-5 213-820-059-3 213-820-060-1 213-820-061-9 213-820-062-7 213-820-063-5 213-820-064-3 213-820-065-0 213-820-066-8 213-820-067-6 213-820-068-4 213-820-069-2 213-820-070-0 213-820-071-8 213-820-072-6 213-820-073-4 213-820-074-2 213-820-075-9 213-820-076-7 213-820-077-5 213-820-078-3 213-820-079-1 213-820-080-9 213-820-081-7 213-820-082-5 213-820-083-3 213-820-084-1 213-820-085-8 213-820-086-6 213-820-087-4 213-820-088-2 213-820-089-0 213-820-090-8 213-830-001-3 213-830-002-1 213-830-003-9 213-830-004-7 213-830-005-4 213-830-006-2 213-830-007-0 213-830-008-8 213-830-009-6 213-830-010-4 213-830-011-2 213-830-012-0 213-830-013-8 213-830-014-6 213-830-015-3 213-830-016-1 213-830-017-9 213-830-018-7 213-830-019-5 213-830-020-3 213-830-021-1 213-830-022-9 213-830-023-7 213-830-024-5 213-830-025-2 213-830-026-0 213-830-027-8 213-830-028-6 213-830-029-4 213-830-030-2 213-830-031-0 213-830-032-8 213-830-033-6 213-830-034-4 213-830-035-1 213-830-036-9 213-830-037-7 213-830-038-5 213-830-039-3 213-830-040-1 213-830-041-9 213-830-042-7 213-830-043-5 213-830-044-3 213-830-045-0 213-830-046-8 213-830-047-6 213-830-048-4 213-830-049-2 213-830-050-0 213-830-051-8 213-830-052-6 213-830-053-4 213-830-054-2 213-830-055-9 213-830-056-7 213-830-057-5 213-830-058-3 213-830-059-1 213-830-060-9 213-830-061-7 213-830-062-5 213-830-063-3 213-830-064-1 213-830-065-8 213-830-066-6 213-830-067-4 213-830-068-2 213-830-069-0 213-830-070-8 213-840-001-1 213-840-009-4 213-840-011-0 213-840-012-8 213-840-013-6 213-840-014-4 213-840-015-1 213-840-016-9 213-840-017-7 213-840-018-5 213-840-019-3 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 43.04 $ 22.76 $ 18.20 $ 19.46 $ 16.12 $ 8.30 $ 12.84 $ 26.50 $ 14.92 $ 21.50 $ 8.30 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 41 of 50 75A 75A 75A 75A 213-840-020-1 213-840-021-9 213-840-022-7 213-850-001-8 213-850-002-6 213-850-003-4 213-850-004-2 213-850-005-9 213-850-006-7 213-850-007-5 213-850-010-9 213-850-011-7 213-850-012-5 213-850-013-3 213-850-014-1 213-850-015-8 213-850-016-6 213-850-017-4 213-850-018-2 213-850-019-0 213-850-020-8 213-850-021-6 213-850-022-4 213-850-023-2 213-850-024-0 213-850-025-7 213-850-026-5 213-850-027-3 213-850-028-1 213-850-029-9 213-850-030-7 213-850-031-5 213-850-032-3 213-850-033-1 213-850-034-9 213-850-035-6 213-850-036-4 213-850-037-2 213-850-038-0 213-850-039-8 213-850-040-6 213-850-041-4 213-850-042-2 213-850-043-0 213-850-044-8 213-850-045-5 213-850-046-3 213-850-047-1 213-850-048-9 213-850-049-7 213-850-050-5 213-850-051-3 213-850-052-1 213-850-053-9 213-850-054-7 213-850-055-4 213-850-056-2 213-850-057-0 213-850-058-8 213-850-059-6 213-850-060-4 213-850-061-2 213-850-062-0 213-850-063-8 213-850-064-6 213-850-065-3 213-850-066-1 213-850-067-9 213-850-068-7 213-850-069-5 213-850-070-3 213-850-071-1 213-850-072-9 213-850-073-7 213-850-074-5 213-850-075-2 213-850-076-0 213-850-077-8 213-850-078-6 213-850-079-4 213-850-080-2 213-850-081-0 213-850-082-8 213-850-083-6 213-850-086-9 213-850-087-7 213-910-001-6 213-910-002-4 213-910-003-2 213-910-004-0 213-910-005-7 213-910-006-5 213-920-001-4 213-920-002-2 213-920-003-0 213-920-004-8 213-920-005-5 213-920-006-3 213-920-007-1 213-920-008-9 213-920-009-7 213-920-010-5 213-920-011-3 213-920-012-1 213-920-013-9 213-920-014-7 213-920-015-4 213-920-016-2 213-920-017-0 213-920-018-8 213-920-019-6 213-920-020-4 213-920-021-2 213-920-022-0 213-920-023-8 213-920-024-6 213-920-025-3 213-920-026-1 213-920-027-9 213-920-028-7 213-920-029-5 213-920-030-3 213-920-031-1 213-920-032-9 213-920-033-7 213-920-034-5 213-920-035-2 213-920-036-0 213-920-037-8 213-920-038-6 213-920-039-4 213-920-040-2 213-920-041-0 213-920-042-8 213-920-043-6 213-920-044-4 213-920-045-1 213-920-046-9 213-920-047-7 213-920-048-5 213-920-049-3 213-920-050-1 213-920-051-9 213-920-052-7 213-920-053-5 213-920-054-3 213-920-055-0 213-920-056-8 $ 7.46 $ 12.84 $ 8.70 $ 29.48 $ 28.28 $ 28.28 $ 28.28 $ 27.06 $ 32.52 $ 28.28 $ 30.70 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 30.70 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 29.48 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 30.70 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 30.70 $ 27.06 $ 29.80 $ 23.58 $ 43.46 $ 21.92 $ 22.76 $ 36.84 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 42 of 50 75A 75A 75A 75A 213-920-057-6 213-920-058-4 213-920-059-2 213-920-060-0 213-920-061-8 213-920-062-6 213-920-063-4 213-920-064-2 213-920-065-9 213-920-066-7 213-920-067-5 213-920-068-3 213-920-069-1 213-920-070-9 213-920-071-7 213-920-072-5 213-920-073-3 213-920-074-1 213-920-075-8 213-920-076-6 213-920-077-4 213-920-078-2 213-920-079-0 213-920-080-8 213-920-081-6 213-920-082-4 213-920-083-2 213-920-084-0 213-920-085-7 213-920-086-5 217-050-026-4 217-050-027-2 217-050-035-5 217-050-036-3 217-050-037-1 217-050-038-9 217-070-001-3 217-070-002-1 217-070-003-9 217-070-004-7 217-070-005-4 217-070-006-2 217-070-007-0 217-070-008-8 217-070-009-6 217-070-010-4 217-070-011-2 217-070-012-0 217-070-013-8 217-070-014-6 217-070-015-3 217-070-016-1 217-070-017-9 217-070-018-7 217-070-019-5 217-070-020-3 217-070-021-1 217-070-022-9 217-070-023-7 217-070-024-5 217-070-025-2 217-070-026-0 217-070-027-8 217-070-028-6 217-070-029-4 217-070-030-2 217-070-031-0 217-070-032-8 217-070-033-6 217-070-034-4 217-070-035-1 217-070-036-9 217-070-037-7 217-070-038-5 217-070-048-4 217-070-049-2 217-070-050-0 217-070-051-8 217-070-052-6 217-070-053-4 217-070-054-2 217-070-055-9 217-081-009-3 217-081-010-1 217-081-011-9 217-081-012-7 217-081-013-5 217-081-014-3 217-081-015-0 217-081-016-8 217-081-017-6 217-081-018-4 217-081-019-2 217-081-020-0 217-081-021-8 217-081-022-6 217-081-023-4 217-081-024-2 217-081-025-9 217-081-026-7 217-081-027-5 217-081-028-3 217-081-029-1 217-081-030-9 217-081-031-7 217-081-032-5 217-081-033-3 217-081-034-1 217-081-035-8 217-081-036-6 217-081-037-4 217-081-038-2 217-081-039-0 217-081-050-7 217-081-051-5 217-081-052-3 217-081-053-1 217-081-054-9 217-081-055-6 217-081-056-4 217-081-057-2 217-081-058-0 217-081-059-8 217-081-061-4 217-081-062-2 217-081-063-0 217-081-064-8 217-081-065-5 217-081-066-3 217-081-067-1 217-081-068-9 217-082-001-9 217-082-002-7 217-082-003-5 217-082-004-3 217-082-005-0 217-082-006-8 217-082-007-6 217-082-008-4 217-091-001-8 217-091-008-3 217-091-009-1 217-091-010-9 217-091-011-7 217-091-012-5 217-091-013-3 217-091-014-1 217-091-015-8 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 351.10 $ 1,422.20 $ 3,531.48 $ 2,937.16 $ 1,533.38 $ 1,597.40 $ 36.12 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 28.28 $ 28.28 $ 28.28 $ 29.48 $ 30.70 $ 29.48 $ 28.28 $ 30.70 $ 32.52 $ 30.70 $ 36.12 $ 42.18 $ 30.70 $ 29.48 $ 30.70 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 36.12 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 36.12 $ 29.48 $ 29.48 $ 29.48 $ 32.52 $ 29.48 $ 29.48 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 30.70 $ 32.52 $ 36.12 $ 36.12 $ 32.52 $ 30.70 $ 28.28 $ 29.48 $ 36.12 $ 42.18 $ 36.12 $ 30.70 $ 30.70 $ 32.52 $ 42.18 $ 42.18 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 32.52 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 32.52 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 29.48 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 30.70 $ 32.52 $ 30.70 $ 29.48 $ 32.52 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 30.70 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 43 of 50 75A 75A 75A 75A 217-091-016-6 217-091-017-4 217-091-018-2 217-091-019-0 217-091-020-8 217-091-021-6 217-091-022-4 217-091-023-2 217-091-024-0 217-091-025-7 217-091-026-5 217-091-027-3 217-092-001-7 217-092-002-5 217-092-003-3 217-092-004-1 217-092-005-8 217-092-006-6 217-092-007-4 217-092-008-2 217-092-009-0 217-092-010-8 217-093-001-6 217-093-002-4 217-093-003-2 217-093-004-0 217-093-005-7 217-093-006-5 217-093-007-3 217-093-008-1 217-093-009-9 217-093-010-7 217-093-011-5 217-101-001-6 217-101-002-4 217-101-003-2 217-101-004-0 217-101-005-7 217-101-006-5 217-101-007-3 217-101-008-1 217-101-009-9 217-101-010-7 217-101-011-5 217-102-001-5 217-102-002-3 217-102-003-1 217-102-004-9 217-102-005-6 217-102-006-4 217-102-007-2 217-102-008-0 217-102-009-8 217-102-010-6 217-102-011-4 217-102-014-8 217-102-016-3 217-102-017-1 217-102-018-9 217-102-019-7 217-102-020-5 217-102-021-3 217-102-022-1 217-102-023-9 217-102-024-7 217-102-025-4 217-102-026-2 217-103-001-4 217-103-002-2 217-103-003-0 217-103-004-8 217-103-005-5 217-103-006-3 217-103-007-1 217-103-008-9 217-103-009-7 217-103-010-5 217-111-001-4 217-111-002-2 217-111-003-0 217-111-004-8 217-111-005-5 217-111-006-3 217-111-007-1 217-111-008-9 217-111-009-7 217-111-010-5 217-112-001-3 217-112-002-1 217-112-003-9 217-112-004-7 217-112-005-4 217-112-006-2 217-112-007-0 217-112-008-8 217-112-009-6 217-112-010-4 217-112-011-2 217-113-001-2 217-113-002-0 217-113-005-3 217-113-006-1 217-113-007-9 217-113-008-7 217-114-001-1 217-114-002-9 217-114-003-7 217-114-004-5 217-114-005-2 217-114-006-0 217-114-007-8 217-114-008-6 217-121-001-2 217-121-002-0 217-121-003-8 217-121-004-6 217-121-005-3 217-121-006-1 217-121-007-9 217-121-008-7 217-121-009-5 217-121-010-3 217-121-011-1 217-122-002-9 217-122-003-7 217-122-004-5 217-122-005-2 217-122-006-0 217-122-007-8 217-122-008-6 217-122-009-4 217-122-010-2 217-122-011-0 217-122-012-8 217-122-013-6 217-131-001-0 217-131-002-8 217-131-003-6 217-131-004-4 217-131-005-1 217-131-006-9 217-131-007-7 217-131-008-5 217-131-009-3 217-131-010-1 217-131-011-9 217-131-012-7 217-131-013-5 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 32.52 $ 36.12 $ 32.52 $ 32.52 $ 30.70 $ 32.52 $ 32.52 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 32.52 $ 30.70 $ 32.52 $ 30.70 $ 42.18 $ 42.18 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 42.18 $ 42.18 $ 42.18 $ 36.12 $ 36.12 $ 36.12 $ 36.12 $ 36.12 $ 32.52 $ 30.70 $ 42.18 $ 29.48 $ 29.48 $ 32.52 $ 30.70 $ 29.48 $ 32.52 $ 32.52 $ 29.48 $ 32.52 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 36.12 $ 29.48 $ 32.52 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 32.52 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 36.12 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 32.52 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 36.12 $ 36.12 $ 29.48 $ 30.70 $ 29.48 $ 32.52 $ 42.18 $ 42.18 $ 36.12 $ 32.52 $ 30.70 $ 32.52 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 44 of 50 75A 75A 75A 75A 217-131-014-3 217-131-015-0 217-131-016-8 217-131-017-6 217-131-018-4 217-131-019-2 217-131-020-0 217-131-021-8 217-131-022-6 217-131-023-4 217-131-024-2 217-132-001-9 217-132-003-5 217-132-004-3 217-132-005-0 217-132-006-8 217-132-007-6 217-132-008-4 217-132-009-2 217-132-010-0 217-132-011-8 217-132-012-6 217-132-015-9 217-132-016-7 217-132-019-1 217-132-022-5 217-132-023-3 217-132-025-8 217-132-026-6 217-132-027-4 217-132-028-2 217-132-029-0 217-132-030-8 217-132-031-6 217-200-005-7 217-200-006-5 217-200-007-3 217-200-008-1 217-200-009-9 217-200-010-7 217-200-011-5 217-200-012-3 217-200-013-1 217-200-014-9 217-200-015-6 217-200-016-4 217-200-017-2 217-200-018-0 217-200-019-8 217-200-020-6 217-200-021-4 217-200-022-2 217-200-025-5 217-200-026-3 217-200-039-6 217-200-040-4 217-210-007-1 217-210-008-9 217-210-009-7 217-210-010-5 217-210-011-3 217-210-012-1 217-210-013-9 217-210-014-7 217-210-015-4 217-210-016-2 217-210-017-0 217-210-018-8 217-210-019-6 217-210-020-4 217-210-021-2 217-210-025-3 217-210-026-1 217-210-027-9 217-210-028-7 217-210-029-5 217-210-030-3 217-210-031-1 217-210-032-9 217-210-033-7 217-210-034-5 217-210-035-2 217-210-036-0 217-210-037-8 217-210-038-6 217-210-039-4 217-210-040-2 217-210-041-0 217-210-042-8 217-210-043-6 217-210-044-4 217-210-045-1 217-210-046-9 217-210-047-7 217-210-048-5 217-210-049-3 217-210-050-1 217-210-055-0 217-210-056-8 217-210-057-6 217-210-058-4 217-210-059-2 217-210-060-0 217-210-061-8 217-210-062-6 217-210-063-4 217-210-064-2 217-210-065-9 217-210-066-7 217-210-069-1 217-210-070-9 217-210-071-7 217-210-072-5 217-210-073-3 217-210-074-1 217-210-075-8 217-210-076-6 217-210-077-4 217-210-078-2 217-210-087-3 217-210-088-1 217-210-090-7 217-210-091-5 217-210-092-3 217-210-093-1 217-210-094-9 217-210-095-6 217-210-108-7 217-220-041-8 217-220-042-6 217-220-043-4 217-220-044-2 217-220-045-9 217-220-046-7 217-220-047-5 217-220-057-4 217-220-058-2 217-220-063-2 217-220-064-0 217-220-065-7 217-220-066-5 217-220-082-2 217-220-083-0 217-220-084-8 217-220-085-5 217-220-086-3 217-220-087-1 217-220-099-6 $ 30.70 $ 32.52 $ 42.18 $ 42.18 $ 36.12 $ 29.48 $ 32.52 $ 30.70 $ 30.70 $ 29.48 $ 32.52 $ 36.12 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 29.48 $ 30.70 $ 30.70 $ 36.12 $ 36.12 $ 32.52 $ 30.70 $ 32.52 $ 32.52 $ 29.48 $ 32.52 $ 29.48 $ 28.28 $ 28.28 $ 28.28 $ 27.06 $ 27.06 $ 28.28 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 36.12 $ 29.48 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 30.70 $ 30.70 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 30.70 $ 32.52 $ 29.48 $ 30.70 $ 36.12 $ 42.18 $ 36.12 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 32.52 $ 32.52 $ 32.52 $ 30.70 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 28.28 $ 28.28 $ 28.28 $ 32.52 $ 30.70 $ 29.48 $ 28.28 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 45 of 50 75A 75A 75A 75A 217-220-100-2 217-220-101-0 217-220-102-8 217-220-103-6 217-220-104-4 217-220-105-1 217-220-106-9 217-220-107-7 217-220-108-5 217-220-109-3 217-220-110-1 217-220-111-9 217-220-112-7 217-220-113-5 217-220-114-3 217-220-115-0 217-220-116-8 217-220-117-6 217-220-118-4 217-220-119-2 217-220-120-0 217-220-121-8 217-220-122-6 217-220-123-4 217-220-124-2 217-220-125-9 217-220-126-7 217-220-127-5 217-220-128-3 217-220-129-1 217-220-130-9 217-220-131-7 217-220-132-5 217-220-133-3 217-220-134-1 217-220-136-6 217-220-137-4 217-220-138-2 217-220-139-0 217-220-144-0 217-220-145-7 217-220-146-5 217-220-147-3 217-220-148-1 217-220-149-9 217-220-150-7 217-220-151-5 217-220-152-3 217-220-153-1 217-220-154-9 217-220-155-6 217-220-156-4 217-220-157-2 217-220-158-0 217-220-159-8 217-220-160-6 217-220-161-4 217-220-162-2 217-220-163-0 217-230-013-5 217-230-014-3 217-230-015-0 217-230-016-8 217-230-017-6 217-230-018-4 217-230-019-2 217-230-038-2 217-230-039-0 217-230-040-8 217-230-041-6 217-230-042-4 217-230-043-2 217-230-044-0 217-230-045-7 217-230-046-5 217-230-047-3 217-230-048-1 217-230-049-9 217-230-050-7 217-230-051-5 217-230-052-3 217-230-053-1 217-230-054-9 217-230-055-6 217-230-056-4 217-230-057-2 217-230-058-0 217-230-059-8 217-230-060-6 217-230-061-4 217-230-062-2 217-230-063-0 217-230-064-8 217-230-065-5 217-230-066-3 217-230-067-1 217-230-068-9 217-230-069-7 217-230-070-5 217-230-071-3 217-230-072-1 217-230-073-9 217-230-074-7 217-230-075-4 217-230-076-2 217-230-077-0 217-230-078-8 217-230-079-6 217-230-080-4 217-230-081-2 217-230-082-0 217-230-083-8 217-230-087-9 217-230-088-7 217-230-089-5 217-230-090-3 217-230-091-1 217-230-092-9 217-230-093-7 217-230-094-5 217-230-095-2 217-230-096-0 217-230-097-8 217-230-098-6 217-230-099-4 217-230-100-0 217-230-101-8 217-230-102-6 217-230-103-4 217-230-106-7 217-230-108-3 217-230-109-1 217-230-110-9 217-230-111-7 217-230-112-5 217-230-113-3 217-230-114-1 217-230-115-8 217-230-116-6 217-230-117-4 217-230-118-2 217-230-119-0 217-240-001-8 217-240-002-6 217-240-003-4 217-240-004-2 217-240-005-9 217-240-006-7 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 30.70 $ 29.48 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 46 of 50 75A 75A 75A 75A 217-240-007-5 217-240-008-3 217-240-009-1 217-240-010-9 217-240-011-7 217-240-012-5 217-240-013-3 217-240-014-1 217-240-015-8 217-240-016-6 217-240-017-4 217-240-018-2 217-250-007-2 217-260-001-3 217-260-002-1 217-260-003-9 217-260-004-7 217-260-005-4 217-260-006-2 217-260-007-0 217-260-008-8 217-260-009-6 217-260-010-4 217-260-011-2 217-260-012-0 217-260-013-8 217-260-014-6 217-260-015-3 217-260-016-1 217-260-017-9 217-260-018-7 217-260-019-5 217-260-020-3 217-260-021-1 217-260-022-9 217-260-023-7 217-260-024-5 217-260-025-2 217-260-026-0 217-260-027-8 217-260-028-6 217-260-029-4 217-260-030-2 217-260-031-0 217-260-032-8 217-260-033-6 217-260-034-4 217-260-035-1 217-260-036-9 217-260-037-7 217-260-038-5 217-260-039-3 217-260-040-1 217-260-041-9 217-260-042-7 217-260-043-5 217-260-044-3 217-260-045-0 217-260-046-8 217-260-047-6 217-260-048-4 217-260-049-2 217-260-050-0 217-260-051-8 217-280-001-9 217-280-002-7 217-280-003-5 217-280-004-3 217-280-005-0 217-280-006-8 217-280-007-6 217-280-008-4 217-280-009-2 217-280-010-0 217-280-011-8 217-280-012-6 217-280-013-4 217-280-014-2 217-280-015-9 217-280-016-7 217-280-017-5 217-280-018-3 217-280-019-1 217-280-020-9 217-280-021-7 217-280-022-5 217-290-001-7 217-290-002-5 217-290-003-3 217-290-004-1 217-290-005-8 217-290-006-6 217-290-007-4 217-290-008-2 217-290-009-0 217-290-010-8 217-290-011-6 217-290-012-4 217-290-013-2 217-290-014-0 217-290-015-7 217-290-016-5 217-290-017-3 217-290-018-1 217-290-019-9 217-290-020-7 217-290-021-5 217-290-022-3 217-290-023-1 217-290-024-9 217-290-025-6 217-290-026-4 217-290-027-2 217-290-028-0 217-290-029-8 217-290-030-6 217-290-031-4 217-290-032-2 217-290-033-0 217-300-001-5 217-300-002-3 217-300-003-1 217-300-004-9 217-300-005-6 217-300-006-4 217-300-007-2 217-300-008-0 217-300-009-8 217-300-010-6 217-300-011-4 217-300-012-2 217-300-013-0 217-300-014-8 217-300-015-5 217-300-016-3 217-300-017-1 217-300-018-9 217-300-019-7 217-300-020-5 217-300-021-3 217-300-022-1 217-300-023-9 217-300-024-7 217-300-025-4 217-300-026-2 217-300-027-0 217-300-028-8 217-300-029-6 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 3,757.44 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 18.48 $ 18.48 $ 18.48 $ 18.48 $ 18.48 $ 18.48 $ 18.48 $ 18.48 $ 18.48 $ 17.04 $ 17.04 $ 17.04 $ 17.04 $ 17.04 $ 17.04 $ 17.04 $ 17.04 $ 17.04 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 25.78 $ 25.78 $ 25.78 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 25.78 $ 25.78 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 47 of 50 75A 76A 76A 76A 76A 217-300-030-4 217-300-031-2 217-300-032-0 217-300-033-8 217-300-034-6 217-300-035-3 217-300-036-1 217-300-037-9 217-300-038-7 217-300-039-5 217-300-040-3 217-300-041-1 217-300-042-9 217-300-043-7 217-300-044-5 217-300-045-2 217-300-046-0 217-300-047-8 217-300-048-6 187-470-001-4 187-470-002-2 187-470-003-0 187-470-004-8 187-470-005-5 187-470-006-3 187-470-007-1 187-470-008-9 187-470-009-7 187-470-010-5 187-470-011-3 187-470-012-1 187-470-013-9 187-470-014-7 187-490-001-0 187-490-002-8 187-490-003-6 187-490-004-4 187-490-005-1 187-490-006-9 187-490-007-7 187-490-008-5 187-490-009-3 187-490-010-1 187-490-011-9 187-490-012-7 187-490-013-5 187-490-014-3 187-490-015-0 187-490-016-8 187-490-017-6 187-490-018-4 187-490-019-2 187-490-020-0 187-490-021-8 187-490-022-6 187-490-023-4 187-490-024-2 187-490-025-9 187-490-026-7 187-490-027-5 187-490-028-3 187-490-029-1 187-490-030-9 187-490-035-8 187-490-036-6 187-490-037-4 187-490-038-2 187-490-039-0 187-490-040-8 187-490-041-6 187-490-042-4 187-490-043-2 187-490-044-0 187-490-045-7 187-490-046-5 187-490-047-3 187-490-048-1 187-490-049-9 187-490-050-7 187-490-051-5 187-490-052-3 187-490-053-1 187-490-054-9 187-490-055-6 187-490-056-4 187-490-057-2 187-490-058-0 187-490-059-8 187-490-060-6 187-490-061-4 187-490-062-2 187-490-063-0 187-500-001-8 187-500-002-6 187-500-003-4 187-500-004-2 187-500-005-9 187-500-006-7 187-500-007-5 187-500-008-3 187-500-009-1 187-500-010-9 187-500-011-7 187-500-012-5 187-500-013-3 187-500-014-1 187-500-015-8 187-500-016-6 187-500-017-4 187-500-018-2 187-500-019-0 187-500-020-8 187-500-021-6 187-500-022-4 187-500-023-2 187-500-024-0 187-500-025-7 187-500-026-5 187-500-027-3 187-500-028-1 187-510-001-6 187-510-002-4 187-510-003-2 187-510-004-0 187-510-005-7 187-510-006-5 187-510-007-3 187-510-008-1 187-510-009-9 187-510-010-7 187-510-012-3 187-510-013-1 187-510-014-9 187-510-015-6 187-510-017-2 187-510-018-0 187-520-001-4 187-520-002-2 187-520-003-0 187-520-004-8 187-520-005-5 187-520-006-3 187-520-007-1 187-520-008-9 187-520-009-7 $ 22.14 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 235.86 $ 164.70 $ 197.48 $ 197.48 $ 235.86 $ 197.48 $ 271.70 $ 197.48 $ 197.48 $ 271.70 $ 235.86 $ 271.70 $ 271.70 $ 271.70 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 194.18 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 DA DA DA DA DA $147,950.30 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 48 of 50 76A 76A 76A 76A 187-520-010-5 187-520-011-3 187-520-012-1 187-520-013-9 187-520-014-7 187-520-015-4 187-520-016-2 187-520-017-0 187-520-018-8 187-520-019-6 187-520-020-4 187-520-021-2 187-520-022-0 187-520-024-6 187-520-025-3 187-520-026-1 187-520-027-9 187-520-028-7 187-520-029-5 187-520-030-3 187-520-031-1 187-520-032-9 187-520-033-7 187-520-034-5 187-520-035-2 187-520-036-0 187-520-037-8 187-520-038-6 187-531-001-1 187-531-002-9 187-531-003-7 187-531-004-5 187-531-005-2 187-531-006-0 187-531-007-8 187-532-001-0 187-532-002-8 187-532-003-6 187-532-004-4 187-532-005-1 187-532-006-9 187-532-007-7 187-532-008-5 187-532-009-3 187-532-010-1 187-532-011-9 187-533-001-9 187-533-002-7 187-533-003-5 187-533-004-3 187-534-001-8 187-534-002-6 187-535-001-7 187-536-001-6 187-537-001-5 187-537-002-3 187-537-003-1 187-537-008-0 187-537-010-6 187-537-011-4 187-537-012-2 187-541-001-9 187-541-002-7 187-541-003-5 187-541-004-3 187-542-001-8 187-542-002-6 187-542-003-4 187-542-004-2 187-542-005-9 187-542-006-7 187-542-007-5 187-542-008-3 187-542-009-1 187-542-010-9 187-542-011-7 187-543-001-7 187-543-002-5 187-543-003-3 187-543-004-1 187-544-003-2 187-544-004-0 187-551-001-6 187-551-002-4 187-551-003-2 187-551-006-5 187-551-007-3 187-551-008-1 187-552-001-5 187-552-002-3 192-210-023-3 192-210-024-1 192-210-025-8 192-210-027-4 192-210-028-2 192-210-029-0 192-210-030-8 192-210-031-6 193-690-069-3 193-880-001-6 193-880-002-4 193-880-003-2 193-880-004-0 193-880-005-7 193-880-006-5 193-880-008-1 193-880-009-9 193-880-010-7 193-880-011-5 193-890-001-4 193-890-002-2 193-890-003-0 193-890-004-8 193-890-005-5 193-890-006-3 193-890-007-1 193-890-008-9 193-890-009-7 193-890-010-5 193-890-011-3 193-890-012-1 193-890-013-9 193-890-014-7 193-890-015-4 193-890-016-2 193-890-018-8 193-890-021-2 193-890-022-0 193-890-023-8 193-890-024-6 193-890-025-3 193-890-026-1 193-890-027-9 193-890-028-7 193-890-029-5 193-890-030-3 193-890-032-9 193-890-033-7 193-890-034-5 193-900-001-2 193-900-002-0 193-900-003-8 193-900-004-6 193-900-005-3 193-900-006-1 193-900-007-9 193-900-008-7 193-900-009-5 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 235.86 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 235.86 $ 235.86 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 271.70 $ 197.48 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 271.70 $ 235.86 $ 271.70 $ 271.70 $ 235.86 $ 271.70 $ 235.86 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 197.48 $ 129.88 $ 129.88 $ 197.48 $ 235.86 $ 129.88 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 235.86 $ 235.86 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 129.88 $ 129.88 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 197.48 $ 197.48 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 164.70 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 49 of 50 76A 910 910 910 910 193-900-015-2 193-900-016-0 202-351-001-5 202-351-002-3 202-351-003-1 202-351-004-9 202-351-005-6 202-352-001-4 202-352-002-2 202-352-003-0 202-352-004-8 202-352-005-5 202-352-006-3 202-352-007-1 202-352-008-9 202-353-001-3 202-353-002-1 202-353-003-9 202-353-004-7 202-353-005-4 202-353-006-2 202-353-007-0 202-353-008-8 202-353-009-6 202-353-010-4 202-353-011-2 202-353-012-0 202-353-013-8 202-354-001-2 202-354-002-0 202-354-003-8 202-354-004-6 202-354-005-3 202-354-006-1 202-361-001-3 202-361-002-1 202-361-003-9 202-361-004-7 202-361-007-0 202-361-008-8 202-362-001-2 202-362-002-0 202-362-003-8 202-362-004-6 202-362-005-3 202-362-006-1 202-362-007-9 202-363-001-1 202-363-002-9 202-363-003-7 202-363-004-5 202-363-005-2 202-363-006-0 202-364-001-0 202-364-002-8 202-371-001-1 202-371-002-9 202-371-003-7 202-371-004-5 202-371-005-2 202-371-008-6 202-371-009-4 202-371-010-2 202-371-011-0 202-371-012-8 202-371-016-9 202-371-017-7 202-371-018-5 202-371-020-1 202-371-021-9 202-371-022-7 202-372-001-0 202-372-002-8 202-372-003-6 202-381-001-9 202-381-002-7 202-381-003-5 202-381-004-3 202-381-005-0 202-381-006-8 202-381-007-6 202-381-008-4 202-381-009-2 202-381-010-0 202-382-001-8 202-382-002-6 202-382-003-4 202-382-004-2 202-382-005-9 202-382-006-7 202-382-007-5 202-382-008-3 202-382-009-1 202-382-010-9 202-382-011-7 202-391-001-7 202-391-002-5 202-391-003-3 202-391-004-1 202-391-005-8 202-391-006-6 202-391-007-4 202-391-008-2 202-391-009-0 202-391-010-8 202-391-011-6 202-391-012-4 202-391-013-2 202-391-014-0 202-391-015-7 202-391-016-5 202-391-017-3 202-391-018-1 202-391-019-9 202-391-020-7 202-391-021-5 202-391-022-3 202-392-001-6 202-392-002-4 202-392-003-2 202-392-004-0 202-392-005-7 202-393-001-5 202-393-002-3 202-393-003-1 202-393-004-9 202-393-005-6 202-393-006-4 202-393-007-2 202-393-008-0 202-393-009-8 202-393-010-6 202-394-002-2 202-394-003-0 202-394-004-8 202-394-005-5 202-394-006-3 202-394-007-1 202-394-008-9 202-394-009-7 202-394-010-5 202-394-011-3 202-394-012-1 202-394-013-9 202-394-016-2 $ 197.48 $ 197.48 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 371.50 $ 286.34 $ 371.50 $ 318.26 $ 318.26 $ 371.50 $ 318.26 $ 318.26 $ 371.50 $ 318.26 $ 318.26 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 371.50 $ 318.26 $ 371.50 $ 318.26 $ 318.26 $ 318.26 $ 371.50 $ 371.50 $ 371.50 $ 371.50 $ 371.50 $ 371.50 $ 318.26 $ 318.26 $ 371.50 $ 371.50 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 318.26 $ 286.34 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 286.34 $ 286.34 $ 318.26 $ 371.50 $ 318.26 $ 371.50 $ 371.50 $ 371.50 $ 318.26 $ 286.34 $ 318.26 $ 371.50 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 286.34 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 286.34 $ 318.26 $ 318.26 $ 318.26 $ 371.50 $ 318.26 $ 371.50 $ 318.26 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 259.76 $ 249.12 $ 259.76 $ 259.76 $ 259.76 $ 286.34 $ 286.34 $ 259.76 $ 259.76 $ 270.40 $ 286.34 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 270.40 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 286.34 $ 249.12 $ 259.76 $ 259.76 $ 249.12 $ 249.12 $ 249.12 $ 270.40 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 DA DA DA DA DA $44,136.96 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 50 of 50 910 910 202-394-017-0 202-394-018-8 202-394-019-6 202-394-020-4 202-395-001-3 202-395-002-1 202-395-003-9 202-395-004-7 202-395-005-4 202-395-006-2 202-395-007-0 202-395-008-8 202-395-009-6 202-395-010-4 202-395-011-2 202-401-001-5 202-401-002-3 202-401-003-1 202-401-004-9 202-401-005-6 202-401-006-4 202-401-007-2 202-401-008-0 202-401-009-8 202-402-001-4 202-402-002-2 202-402-003-0 202-402-004-8 202-402-005-5 202-402-006-3 202-402-007-1 202-402-008-9 202-402-009-7 202-402-010-5 202-402-011-3 202-403-001-3 202-403-002-1 202-403-003-9 202-403-004-7 202-403-005-4 202-403-006-2 202-403-007-0 202-403-008-8 202-403-009-6 202-403-010-4 202-403-011-2 202-403-012-0 202-403-013-8 202-403-014-6 202-403-015-3 202-403-016-1 202-403-017-9 202-403-018-7 202-403-019-5 202-403-020-3 202-403-021-1 202-403-022-9 202-404-001-2 202-404-002-0 202-404-003-8 202-404-004-6 202-404-005-3 202-404-006-1 202-404-007-9 202-404-008-7 202-404-009-5 202-404-010-3 202-404-011-1 202-404-012-9 202-404-013-7 202-404-014-5 202-404-015-2 202-404-016-0 $ 286.34 $ 286.34 $ 286.34 $ 270.40 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 249.12 $ 259.76 $ 259.76 $ 259.76 $ 249.12 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 270.40 $ 270.40 $ 259.76 $ 249.12 $ 249.12 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 270.40 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 249.12 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 270.40 $ 259.76 $ 249.12 $ 249.12 $ 249.12 $ 259.76 $ 259.76 $ 249.12 $ 249.12 $ 249.12 $ 286.34 $ 318.26 $ 259.76 $ 249.12 $ 259.76 $ 259.76 DA DA $63,149.76 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2025- 213 Name: Status:Type:Consent Resolution Passed File created:In control:6/5/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:Acting as the governing body of the Contra Costa County Flood Control and Water Conservation District, ADOPT Resolution No. 2025-213, adopting and levying the annual Drainage Area Benefit Assessment in Drainage Area 75A for Fiscal Year 2025–2026, Danville and San Ramon areas. (100% Drainage Area Benefit Assessment Funds) Attachments:1. DA 75A Exhibit A FY Comparison, 2. Exhibit B Proposed_fees_2025 Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To: Contra Costa County Flood Control and Water Conservation District From:Warren Lai, Public Works Director/Chief Engineer Report Title:Adoption and levy of annual Drainage Area Benefit Assessment in Drainage Area 75A for Fiscal Year 2025-2026. Project No. 7505-6F8167 ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Resolution adopting and levying the annual Drainage Area Benefit Assessment (DABA)in Drainage Area 75A (DA 75A) for Fiscal Year 2025-2026, Danville and San Ramon area. FISCAL IMPACT: The proposed annual DABA will provide approximately $147,966 in funding for flood control drainage maintenance activities in DA 75A. (100% Drainage Area Benefit Assessment Funds) BACKGROUND: A DABA is a subset of parcels within a defined boundary of a larger drainage area that is assessed to fund flood control infrastructure maintenance that directly benefits the area.Assessments are used to pay for flood control maintenance activities,including complaint investigation,facility inspections,ditch and basin cleaning, maintaining right-of-way access,and additional general or routine drainage maintenance activities.The assessments collected are used only for the maintenance and operation of the flood control facilities within the Contra Costa County Flood Control and Water Conservation District right-of-way limits. DABAs are established when a development is determined to increase stormwater runoff,inundating existing drainage infrastructure.DABAs are established by agreement with developers or vote by parcel owners.DA 75A was established August 27,1985,by adoption of Resolution No.85/514.DA 75A has been assigned a specific number of Impervious Area Units (IAUs),where a single IAU is equal to 1,000 square feet of impervious surface.Parcels within DA 75A are assigned a specific number of IAUs based upon their proportional share of impervious area in accordance with the Benefit Assessment Act of 1982.DA 75A has a total of 12,330 IAUs,where the typical single-family home may pay an assessment amount of $37.56 for Fiscal CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 4 powered by Legistar™ File #:RES 2025-213,Version:1 total of 12,330 IAUs,where the typical single-family home may pay an assessment amount of $37.56 for Fiscal Year 2025-2026. To calculate the assessment,the cost of flood control infrastructure maintenance within DA 75A is budgeted. The cost of flood control infrastructure maintenance varies from year-to-year based upon the planned annual costs and unforeseen maintenance needs.The assessment rate/IAU is the quotient of the budgeted maintenance divided by the number of IAUs assigned to DA 75A.The assessment for each parcel is the product of the rate/IAU multiplied by the number of IAUs assigned to the parcel.At the onset of the initial formation,a maximum assessment rate was adopted for the establishment of a reserve fund based on unforeseen costs due to natural disasters or severe weather events.This maximum assessment rate is adjusted annually to account for inflation using an appropriate construction cost index, as cited in the DA’s Engineer’s Report upon formation. Based on the assessment calculation,where DA 75A has 12,330 IAUs and budgeted maintenance of $148,000, the assessment rate for Fiscal Year 2025-2026 is calculated to be $12.00.Unspent assessments from Fiscal Year 2024-2025 shall be carried over to Fiscal Year 2025-2026.Due to an increase in projected maintenance spending, the assessment rate that shall be levied will be equal to the calculated rate of $12.00. CONSEQUENCE OF NEGATIVE ACTION: If the proposed assessment for DA 75A is not adopted,the proposed assessment will not be levied,and the maintenance of the flood control facilities may not happen. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 4 powered by Legistar™ File #:RES 2025-213,Version:1 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board IN THE MATTER OF ADOPTING AND LEVYING ASSESSMENTS IN DRAINAGE AREA 75A FOR FISCAL YEAR 2025-2026. WHEREAS the Board of Supervisors FINDS that: 1.On August 27,1985,the Board of Supervisors,acting as the governing body of the Contra Costa County Flood Control and Water Conservation District (Flood Control District),adopted Resolution No.85/514, establishing Drainage Area 75A (DA 75A)and imposing assessments on parcels within the area of benefit pursuant to the Benefit Assessments Act of 1982 (Gov.Code,§54703 et.seq.),following approval by landowners,for the purpose of funding flood control facility maintenance,such as complaint investigation,facility inspections,ditch and basin cleaning,maintaining right-of-way access, and additional general or routine drainage maintenance activities. 2.Under Resolution No.85/514,assessments were imposed based upon the annual budgeted cost of flood control facility maintenance for DA 75A,the total impervious surface area (described as Impervious Area Units [IAUs],where a single IAU is equal to 1,000 square feet of impervious surface area) assigned to DA 75A,and the number of IAUs attributable to each parcel.In this way,assessment amounts were determined on the basis of proportionate stormwater runoff from each parcel,in accordance with Government Code section 54711. 3.Under Resolution No.85/514,and as approved by landowners of DA 75A,(a)the annual assessment rate is the quotient of the annual budgeted maintenance cost divided by the number of IAU’s assigned to DA 75A;(b)the maximum assessment amount was $20.00/IAU;and (c)the maximum assessment shall be adjusted for annually to account for inflation in accordance with the appropriate construction cost index, cited in the Engineer’s Report. 4.As set forth in Exhibit A,attached hereto and incorporated by this reference,the adjusted maximum assessment rate for Fiscal Year 2024-2025 was $80.46/IAU.The change in the construction cost index from December-to-December is -0.4 percent.Pursuant to Resolution No.85/514,the maximum assessment rate is adjusted downward by -0.4 percent to $80.13/IAU for Fiscal Year 2025-2026. 5.As set forth in Exhibit A,for Fiscal Year 2025-2026,the budgeted maintenance to be funded by DA 75A assessments is $148,000.Anticipated maintenance activities include facility inspections,ditch cleaning, CONTRA COSTA COUNTY Printed on 8/26/2025Page 3 of 4 powered by Legistar™ File #:RES 2025-213,Version:1 assessments is $148,000.Anticipated maintenance activities include facility inspections,ditch cleaning, fence repair, and landscape maintenance, among others. 6.Based on the formula set forth in Resolution No.85/514,the current number of IAUs in DA 75A (12,330),and budgeted maintenance of $148,000,the assessment rate for Fiscal Year 2025-2026 would be $12.00/IAU. 7.The adjusted annual assessment rate of $12.00 is less than the adjusted maximum rate of $80.13.The annual assessment rate for Fiscal Year 2025-2026 may, therefore, be set at $12.00/IAU. 8.Unspent assessments from Fiscal Year 2024-2025 shall be carried over to the Fiscal Year 2025-2026.As a result,the annual assessment rate that shall be levied will be equal to the adjusted annual assessment rate of $12.00. NOW, THEREFORE, the Board hereby determines and resolves that: 1.The annual budgeted cost of flood control facility maintenance to be financed by DA 75A assessments for Fiscal Year 2025-2026 shall not exceed $148,000. 2.Annual assessments shall be levied in DA 75A for Fiscal Year 2025-2026 at a rate of $12.00/IAU,in the specific amounts shown per parcel on Exhibit B,attached hereto and incorporated herein by this reference. 3.The Drainage Area Benefit Assessment shall be collected in the same manner,and subject to the same penalties and priority of lien as other charges and taxes fixed and collected by,or on behalf of,the Flood Control District, pursuant to Government Code section 54718. CONTRA COSTA COUNTY Printed on 8/26/2025Page 4 of 4 powered by Legistar™ Contra Costa County Flood Control and Water Conservation District Drainage Area Benefit Assessment (DABA) Max IAU Rate, Adjusted for Inflation IAU Rate No. of IAU's per Drainage Area Assessment Total Assessment Amount for Typical Parcel (3.12 IAU) Max IAU Rate, Adjusted for Inflation Proposed IAU Rate No. of IAU's per Drainage Area Proposed Assessment Total Assessment Amount for Typical Parcel (3.12 IAU) DA 75A Canyon Lake 80.46$ 6.34$ 12,330 78,175$ 19.84$ 80.13$ 12.00$ 12,330 147,966$ 37.56$ Beginning Fund Balance at start of July 1, 2024 Assessment Revenue Maintenance Expense Administration Expenses Engineering Project Expenses Estimated Total Expense June 30, 2025 Estimated Beginning Fund Balance at start of July 1, 2025 Estimated Assessment Revenue Budgeted Maintenance Expenses Budgeted Administration Expenses Budgeted Engineering Project Expenses Estimated Ending Fund Balance June 30, 2026 Tar et Reserve Fund per Engineer's Report DA 75A Canyon Lake 256,767$ 78,175$ 103,000$ 1,000$ -$ 104,000$ 230,942$ 147,966$ 122,000$ 26,000$ -$ 230,908$ 250,167$ FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 DA 75A Canyon Lake 7.70$ 17.42$ 2.00$ 5.00$ 6.34$ 12.00$ Drainage Area IAU Rate EXHIBIT A Drainage Area FY 2024-25 FY 2025-26 Drainage Area FY 2024-25 FY 2025-26 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 1 of 50 1010 1010 1010 1010 203-061-001-4 203-061-002-2 203-061-003-0 203-061-004-8 203-061-005-5 203-061-006-3 203-061-007-1 203-061-008-9 203-061-009-7 203-061-010-5 203-061-011-3 203-061-012-1 203-061-013-9 203-061-014-7 203-061-015-4 203-061-016-2 203-061-017-0 203-061-018-8 203-061-019-6 203-061-020-4 203-061-021-2 203-061-022-0 203-061-023-8 203-061-024-6 203-061-025-3 203-061-026-1 203-061-027-9 203-061-028-7 203-061-029-5 203-061-030-3 203-061-031-1 203-061-032-9 203-061-033-7 203-061-034-5 203-061-035-2 203-061-036-0 203-061-037-8 203-061-038-6 203-061-039-4 203-061-040-2 203-061-041-0 203-061-042-8 203-061-043-6 203-061-044-4 203-061-045-1 203-061-046-9 203-061-047-7 203-061-048-5 203-061-049-3 203-061-050-1 203-061-051-9 203-061-052-7 203-061-053-5 203-061-054-3 203-061-055-0 203-061-056-8 203-061-057-6 203-061-058-4 203-061-059-2 203-061-060-0 203-061-061-8 203-061-062-6 203-061-063-4 203-061-064-2 203-061-065-9 203-071-001-2 203-071-002-0 203-071-003-8 203-071-004-6 203-071-005-3 203-071-006-1 203-071-007-9 203-071-008-7 203-071-009-5 203-071-010-3 203-071-011-1 203-071-012-9 203-071-013-7 203-071-014-5 203-071-015-2 203-071-016-0 203-071-017-8 203-071-018-6 203-071-019-4 203-071-020-2 203-071-021-0 203-071-022-8 203-071-023-6 203-071-024-4 203-071-025-1 203-071-026-9 203-071-027-7 203-071-028-5 203-071-029-3 203-071-030-1 203-071-031-9 203-071-032-7 203-071-033-5 203-071-034-3 203-071-035-0 203-071-036-8 203-071-037-6 203-071-038-4 203-071-039-2 203-071-040-0 203-071-041-8 203-071-042-6 203-071-043-4 203-071-044-2 203-071-045-9 203-071-046-7 203-071-047-5 203-071-048-3 203-071-049-1 203-071-050-9 203-071-051-7 203-071-052-5 203-071-053-3 203-071-054-1 203-071-055-8 203-071-056-6 203-071-057-4 203-071-058-2 203-071-059-0 203-071-060-8 203-071-061-6 203-071-062-4 203-071-063-2 203-071-064-0 203-071-065-7 203-071-066-5 203-071-067-3 203-071-068-1 203-071-069-9 203-071-070-7 203-071-071-5 203-071-072-3 203-071-073-1 203-071-074-9 203-071-075-6 203-071-076-4 203-071-077-2 203-071-078-0 203-071-079-8 203-071-080-6 203-071-081-4 203-071-082-2 203-071-083-0 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 36.46 $ 36.46 $ 36.46 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 36.46 $ 36.46 $ 36.46 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 2 of 50 1010 1010 1010 1010 203-071-084-8 203-071-085-5 206-010-033-2 206-010-045-6 206-010-046-4 206-010-049-8 206-010-050-6 206-010-051-4 206-010-053-0 206-010-056-3 206-010-059-7 206-010-061-3 206-020-078-5 206-272-026-9 206-272-027-7 206-272-028-5 206-272-029-3 206-272-030-1 206-272-031-9 206-281-001-1 206-281-002-9 206-281-003-7 206-281-004-5 206-281-008-6 206-281-009-4 206-281-010-2 206-281-011-0 206-281-012-8 206-281-013-6 206-281-014-4 206-281-015-1 206-281-016-9 206-281-017-7 206-281-018-5 206-281-019-3 206-281-020-1 206-281-021-9 206-281-022-7 206-281-023-5 206-281-024-3 206-281-025-0 206-281-026-8 206-281-027-6 206-281-028-4 206-281-029-2 206-281-030-0 206-281-031-8 206-281-032-6 206-281-033-4 206-281-034-2 206-281-035-9 206-281-039-1 206-281-040-9 206-281-041-7 206-281-042-5 206-281-043-3 206-282-005-1 206-282-006-9 206-282-007-7 206-282-008-5 206-282-009-3 206-282-012-7 206-282-013-5 206-282-014-3 206-282-018-4 206-282-019-2 206-282-021-8 206-282-022-6 206-282-023-4 206-282-024-2 206-282-025-9 206-282-026-7 206-283-001-9 206-283-002-7 206-283-003-5 206-283-004-3 206-283-005-0 206-283-006-8 206-283-007-6 206-283-008-4 206-283-009-2 206-283-010-0 206-283-011-8 206-283-012-6 206-283-013-4 206-283-014-2 206-283-015-9 206-283-019-1 206-283-020-9 206-283-021-7 206-283-022-5 206-283-023-3 206-283-024-1 206-283-025-8 206-283-026-6 206-283-027-4 206-283-028-2 206-283-029-0 206-283-030-8 206-283-031-6 206-283-032-4 206-283-033-2 206-283-044-9 206-283-045-6 206-283-048-0 206-283-049-8 206-283-050-6 206-283-051-4 206-283-052-2 206-283-054-8 206-283-055-5 206-283-056-3 206-283-057-1 206-283-059-7 206-283-060-5 206-283-061-3 206-283-062-1 206-283-063-9 206-283-064-7 206-283-065-4 206-283-066-2 206-283-067-0 206-283-068-8 206-283-069-6 206-291-001-9 206-292-001-8 206-292-002-6 206-292-003-4 206-292-004-2 206-292-005-9 206-292-006-7 206-293-001-7 206-293-002-5 206-293-003-3 206-293-004-1 206-293-005-8 206-293-006-6 206-293-007-4 206-293-008-2 206-293-009-0 206-293-010-8 206-293-011-6 206-293-012-4 206-293-013-2 206-293-014-0 206-294-001-6 206-294-002-4 206-294-003-2 $ 36.46 $ 36.46 $ 914.24 $ 1,551.66 $ 9,435.86 $ 1,132.32 $ 4,369.84 $ 377.44 $ 494.84 $ 1,006.48 $ 436.14 $ 2,987.62 $ 203.00 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 106.92 $ 88.68 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 88.68 $ 97.02 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 88.68 $ 85.28 $ 92.08 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 88.68 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 88.68 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 85.28 $ 88.68 $ 85.28 $ 85.28 $ 88.68 $ 88.68 $ 85.28 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 85.28 $ 106.92 $ 97.02 $ 88.68 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 97.02 $ 123.04 $ 106.92 $ 97.02 $ 92.08 $ 88.68 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 3 of 50 1010 1010 1010 1010 206-294-004-0 206-294-005-7 206-294-006-5 206-294-007-3 206-294-008-1 206-294-009-9 206-294-010-7 206-294-011-5 206-294-012-3 206-294-013-1 206-294-014-9 206-294-015-6 206-294-016-4 206-294-017-2 206-294-018-0 206-294-019-8 206-294-020-6 206-294-021-4 206-301-001-7 206-301-002-5 206-301-003-3 206-301-004-1 206-301-005-8 206-301-006-6 206-301-007-4 206-301-008-2 206-301-009-0 206-301-010-8 206-302-001-6 206-302-002-4 206-302-003-2 206-302-004-0 206-302-005-7 206-302-006-5 206-302-007-3 206-302-008-1 206-302-009-9 206-302-010-7 206-302-011-5 206-302-012-3 206-303-001-5 206-303-002-3 206-311-001-5 206-311-002-3 206-311-003-1 206-311-004-9 206-311-005-6 206-311-020-5 206-311-022-1 206-311-023-9 206-311-024-7 206-311-025-4 206-312-001-4 206-312-002-2 206-312-003-0 206-312-004-8 206-312-005-5 206-341-001-9 206-341-002-7 206-341-003-5 206-341-004-3 206-341-005-0 206-341-006-8 206-341-007-6 206-342-006-7 206-342-007-5 206-342-008-3 206-342-009-1 206-342-010-9 206-342-011-7 206-342-012-5 206-342-013-3 206-342-014-1 206-342-015-8 206-342-016-6 206-342-017-4 206-342-018-2 206-342-019-0 206-342-020-8 206-342-021-6 206-342-022-4 206-342-023-2 206-342-024-0 206-342-025-7 206-342-026-5 206-342-027-3 206-343-001-7 206-343-002-5 206-343-003-3 206-343-004-1 206-343-005-8 206-343-006-6 206-343-007-4 206-343-008-2 206-343-009-0 206-343-010-8 206-343-011-6 206-343-012-4 206-343-013-2 206-343-014-0 206-343-015-7 206-343-016-5 206-343-017-3 206-343-018-1 206-343-019-9 206-343-020-7 206-343-021-5 206-343-022-3 206-343-023-1 206-343-024-9 206-343-025-6 206-343-026-4 206-343-027-2 206-343-028-0 206-343-029-8 206-351-001-6 206-351-002-4 206-351-003-2 206-351-004-0 206-351-005-7 206-351-006-5 206-351-007-3 206-351-008-1 206-351-009-9 206-351-024-8 206-351-025-5 206-351-026-3 206-351-027-1 206-351-028-9 206-351-029-7 206-351-030-5 206-351-031-3 206-351-032-1 206-351-033-9 206-351-034-7 206-351-035-4 206-351-036-2 206-351-037-0 206-352-001-5 206-352-002-3 206-352-003-1 206-352-004-9 206-353-003-0 206-353-004-8 206-353-005-5 206-353-006-3 206-353-007-1 206-353-008-9 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 106.92 $ 92.08 $ 92.08 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 147.52 $ 520.02 $ 97.02 $ 97.02 $ 92.08 $ 106.92 $ 123.04 $ 123.04 $ 106.92 $ 123.04 $ 123.04 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 88.68 $ 85.28 $ 81.82 $ 81.82 $ 85.28 $ 88.68 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 88.68 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 123.04 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 4 of 50 1010 1010 1010 1010 206-353-009-7 206-353-010-5 206-353-011-3 206-353-012-1 206-353-013-9 206-353-014-7 206-353-015-4 206-353-016-2 206-353-017-0 206-353-018-8 206-353-019-6 206-353-020-4 206-353-021-2 206-353-022-0 206-353-023-8 206-353-024-6 206-353-025-3 206-353-026-1 206-353-027-9 206-353-028-7 206-353-029-5 206-353-030-3 206-353-031-1 206-353-032-9 206-353-033-7 206-353-034-5 206-353-035-2 206-353-036-0 206-353-037-8 206-353-038-6 206-353-039-4 206-353-040-2 206-353-041-0 206-353-042-8 206-353-043-6 206-353-044-4 206-353-045-1 206-353-046-9 206-353-047-7 206-353-048-5 206-353-049-3 206-353-050-1 206-353-051-9 206-353-052-7 206-353-053-5 206-353-054-3 206-353-055-0 206-353-056-8 206-353-057-6 206-353-059-2 206-353-060-0 206-362-032-8 206-362-033-6 206-371-001-2 206-371-002-0 206-371-003-8 206-371-004-6 206-371-011-1 206-371-012-9 206-371-013-7 206-371-014-5 206-371-016-0 206-371-017-8 206-371-018-6 206-371-019-4 206-371-020-2 206-371-021-0 206-371-022-8 206-371-023-6 206-371-024-4 206-380-001-1 206-380-002-9 206-380-003-7 206-380-004-5 206-380-005-2 206-380-006-0 206-380-007-8 206-380-008-6 206-380-009-4 206-380-010-2 206-380-011-0 206-380-012-8 206-380-013-6 206-380-014-4 206-380-015-1 206-380-016-9 206-380-017-7 206-380-018-5 206-380-019-3 206-380-020-1 206-380-021-9 206-380-022-7 206-380-023-5 206-380-024-3 206-380-025-0 206-380-026-8 206-380-027-6 206-380-028-4 206-380-029-2 206-380-030-0 206-380-031-8 206-380-032-6 206-380-033-4 206-380-034-2 206-380-035-9 206-380-036-7 206-380-037-5 206-380-038-3 206-380-039-1 206-380-040-9 206-380-041-7 206-380-042-5 206-380-043-3 206-380-044-1 206-380-045-8 206-380-046-6 206-380-047-4 206-380-048-2 206-380-049-0 206-380-050-8 206-380-051-6 206-380-052-4 206-380-053-2 206-380-054-0 206-380-055-7 206-380-056-5 206-380-057-3 206-380-058-1 206-380-059-9 206-380-060-7 206-380-061-5 206-380-062-3 206-380-063-1 206-380-064-9 206-380-065-6 206-380-066-4 206-380-067-2 206-380-068-0 206-380-069-8 206-380-070-6 206-380-072-2 206-380-073-0 206-380-074-8 206-380-075-5 206-380-076-3 206-380-077-1 206-380-078-9 206-380-079-7 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 106.92 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 88.68 $ 85.28 $ 88.68 $ 92.08 $ 97.02 $ 123.04 $ 123.04 $ 97.02 $ 88.68 $ 88.68 $ 97.02 $ 88.68 $ 88.68 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 106.92 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 5 of 50 1010 1010 1010 1010 206-380-080-5 206-380-081-3 206-380-082-1 206-380-083-9 206-380-084-7 206-380-085-4 206-380-086-2 206-380-087-0 206-380-088-8 206-380-089-6 206-380-090-4 206-380-091-2 206-380-092-0 206-380-093-8 206-380-094-6 206-380-095-3 206-380-096-1 206-380-097-9 206-380-098-7 206-380-099-5 206-380-100-1 206-380-101-9 206-380-102-7 206-380-103-5 206-380-104-3 206-380-105-0 206-380-106-8 206-380-107-6 206-380-108-4 206-380-109-2 206-380-110-0 206-380-111-8 206-380-112-6 206-380-113-4 206-380-114-2 206-380-115-9 206-380-116-7 206-380-117-5 206-380-118-3 206-380-119-1 206-380-120-9 206-380-121-7 206-380-122-5 206-380-123-3 206-380-124-1 206-380-125-8 206-380-126-6 206-380-127-4 206-380-128-2 206-380-129-0 206-380-130-8 206-380-131-6 206-380-132-4 206-380-133-2 206-380-134-0 206-380-135-7 206-380-136-5 206-380-137-3 206-380-138-1 206-380-139-9 206-380-140-7 206-380-141-5 206-380-142-3 206-380-143-1 206-380-144-9 206-380-145-6 206-380-146-4 206-380-147-2 206-380-148-0 206-380-149-8 206-380-150-6 206-380-151-4 206-380-152-2 206-380-153-0 206-380-154-8 206-380-155-5 206-380-156-3 206-380-157-1 206-380-170-4 206-390-001-9 206-390-002-7 206-390-003-5 206-390-004-3 206-390-005-0 206-390-006-8 206-390-007-6 206-390-008-4 206-390-009-2 206-390-010-0 206-390-011-8 206-390-012-6 206-390-013-4 206-390-014-2 206-390-015-9 206-390-016-7 206-390-017-5 206-390-018-3 206-390-019-1 206-390-020-9 206-390-021-7 206-390-022-5 206-390-023-3 206-390-024-1 206-390-025-8 206-390-026-6 206-390-027-4 206-390-028-2 206-390-029-0 206-390-030-8 206-401-001-6 206-401-002-4 206-401-003-2 206-402-001-5 206-402-002-3 206-402-003-1 206-402-004-9 206-402-005-6 206-402-006-4 206-402-007-2 206-402-008-0 206-402-009-8 206-402-010-6 206-402-011-4 206-402-012-2 206-402-013-0 206-403-001-4 206-403-002-2 206-403-003-0 206-403-004-8 206-403-005-5 206-403-007-1 206-403-008-9 206-403-009-7 206-403-010-5 206-403-011-3 206-404-001-3 206-404-002-1 206-404-003-9 206-404-004-7 206-404-005-4 206-404-006-2 206-404-007-0 206-404-008-8 206-404-009-6 206-404-010-4 206-404-011-2 206-404-012-0 206-404-013-8 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 97.02 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 106.92 $ 123.04 $ 106.92 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 106.92 $ 123.04 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 106.92 $ 123.04 $ 123.04 $ 147.52 $ 123.04 $ 147.52 $ 147.52 $ 123.04 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 6 of 50 1010 1010 1010 1010 206-404-014-6 206-404-015-3 206-404-016-1 206-404-017-9 206-404-018-7 206-404-019-5 206-404-020-3 206-404-021-1 206-404-022-9 206-404-023-7 206-404-024-5 206-404-025-2 206-404-026-0 206-404-027-8 206-404-028-6 206-404-029-4 206-404-030-2 206-404-031-0 206-404-032-8 206-404-033-6 206-404-034-4 206-404-035-1 206-404-036-9 206-404-037-7 206-404-038-5 206-404-039-3 206-404-040-1 206-404-041-9 206-404-042-7 206-404-043-5 206-404-044-3 206-404-045-0 206-404-046-8 206-404-047-6 206-410-001-5 206-410-002-3 206-410-003-1 206-410-004-9 206-410-005-6 206-410-006-4 206-410-007-2 206-410-008-0 206-410-009-8 206-410-010-6 206-410-011-4 206-410-012-2 206-410-013-0 206-410-014-8 206-410-015-5 206-410-016-3 206-410-017-1 206-410-018-9 206-410-019-7 206-410-020-5 206-410-021-3 206-410-022-1 206-410-023-9 206-410-024-7 206-410-025-4 206-410-026-2 206-410-027-0 206-410-028-8 206-410-029-6 206-410-030-4 206-410-031-2 206-410-032-0 206-410-033-8 206-410-034-6 206-410-035-3 206-410-036-1 206-410-037-9 206-410-038-7 206-410-039-5 206-410-040-3 206-410-041-1 206-410-042-9 206-410-043-7 206-410-044-5 206-410-045-2 206-410-046-0 206-410-047-8 206-410-048-6 206-410-049-4 206-410-050-2 206-410-051-0 206-410-052-8 206-410-053-6 206-410-054-4 206-410-055-1 206-410-056-9 206-410-057-7 206-410-058-5 206-410-059-3 206-410-060-1 206-410-061-9 206-410-062-7 206-410-063-5 206-410-064-3 206-410-065-0 206-410-066-8 206-410-067-6 206-410-068-4 206-410-069-2 206-410-070-0 206-410-071-8 206-410-072-6 206-420-001-3 206-420-002-1 206-420-003-9 206-420-004-7 206-420-005-4 206-420-006-2 206-420-007-0 206-420-008-8 206-420-009-6 206-420-010-4 206-420-011-2 206-420-012-0 206-420-013-8 206-420-014-6 206-420-015-3 206-420-016-1 206-420-017-9 206-420-018-7 206-420-019-5 206-420-020-3 206-420-021-1 206-420-022-9 206-420-023-7 206-420-024-5 206-420-025-2 206-420-026-0 206-420-027-8 206-420-028-6 206-420-029-4 206-420-030-2 206-420-031-0 206-420-032-8 206-420-033-6 206-420-034-4 206-420-035-1 206-420-036-9 206-420-037-7 206-420-038-5 206-420-039-3 206-420-040-1 206-420-041-9 206-420-042-7 $ 88.68 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 106.92 $ 106.92 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 97.02 $ 123.04 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 97.02 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 81.82 $ 106.92 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 88.68 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 97.02 $ 85.28 $ 85.28 $ 85.28 $ 88.68 $ 88.68 $ 88.68 $ 81.82 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 85.28 $ 85.28 $ 97.02 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 7 of 50 1010 1010 1010 1010 206-420-043-5 206-420-044-3 206-420-045-0 206-420-046-8 206-420-047-6 206-420-048-4 206-420-049-2 206-420-050-0 206-420-051-8 206-420-052-6 206-420-053-4 206-420-054-2 206-420-055-9 206-420-056-7 206-420-057-5 206-420-058-3 206-420-059-1 206-420-060-9 206-420-061-7 206-420-062-5 206-420-063-3 206-420-064-1 206-420-065-8 206-420-066-6 206-420-067-4 206-420-068-2 206-420-069-0 206-420-070-8 206-420-071-6 206-420-072-4 206-420-073-2 206-420-074-0 206-420-075-7 206-420-076-5 206-420-077-3 206-420-078-1 206-420-079-9 206-420-080-7 206-420-081-5 206-420-082-3 206-420-083-1 206-420-084-9 206-420-085-6 206-420-086-4 206-420-087-2 206-420-088-0 206-420-089-8 206-420-090-6 206-420-091-4 206-420-092-2 206-420-093-0 206-420-094-8 206-420-095-5 206-420-096-3 206-420-097-1 206-420-098-9 206-420-099-7 206-420-100-3 206-420-101-1 206-420-102-9 206-420-103-7 206-420-104-5 206-420-105-2 206-420-106-0 206-420-107-8 206-420-108-6 206-420-109-4 206-420-110-2 206-420-111-0 206-420-112-8 206-420-113-6 206-420-114-4 206-420-115-1 206-420-116-9 206-420-117-7 206-420-118-5 206-420-119-3 206-420-120-1 206-420-121-9 206-420-122-7 206-420-123-5 206-420-124-3 206-420-125-0 206-420-126-8 206-420-127-6 206-420-128-4 206-420-129-2 206-420-130-0 206-420-131-8 206-420-132-6 206-420-133-4 206-420-134-2 206-420-135-9 206-420-136-7 206-420-137-5 206-420-138-3 206-420-139-1 206-420-140-9 206-420-141-7 206-420-142-5 206-420-143-3 206-420-144-1 206-420-145-8 206-420-146-6 206-420-147-4 206-420-148-2 206-420-149-0 206-420-150-8 206-420-151-6 206-420-152-4 206-420-153-2 206-420-154-0 206-420-155-7 206-420-156-5 206-420-157-3 206-420-158-1 206-420-159-9 206-420-160-7 206-420-161-5 206-420-162-3 206-420-163-1 206-420-164-9 206-420-165-6 206-420-166-4 206-420-167-2 206-420-168-0 206-420-169-8 206-420-170-6 206-420-171-4 206-420-172-2 206-420-173-0 206-420-174-8 206-420-175-5 206-420-176-3 206-420-177-1 206-420-178-9 206-420-179-7 206-420-180-5 206-420-181-3 206-420-182-1 206-420-183-9 206-420-184-7 206-420-185-4 206-420-186-2 206-420-187-0 206-420-188-8 206-420-189-6 206-420-190-4 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 8 of 50 1010 1010 1010 1010 206-420-191-2 206-420-192-0 206-420-193-8 206-420-194-6 206-420-195-3 206-420-196-1 206-420-201-9 206-420-202-7 217-371-001-9 217-371-002-7 217-371-003-5 217-371-004-3 217-371-005-0 217-371-006-8 217-371-007-6 217-371-008-4 217-371-009-2 217-371-010-0 217-371-011-8 217-371-012-6 217-371-013-4 217-371-014-2 217-371-015-9 217-371-016-7 217-371-017-5 217-371-018-3 217-371-019-1 217-371-020-9 217-371-021-7 217-371-022-5 217-371-023-3 217-371-024-1 217-371-025-8 217-371-026-6 217-371-027-4 217-372-001-8 217-372-002-6 217-372-003-4 217-372-004-2 217-372-005-9 217-372-006-7 217-372-007-5 217-372-008-3 217-372-009-1 217-372-010-9 217-373-001-7 217-373-002-5 217-373-003-3 217-373-004-1 217-373-005-8 217-373-006-6 217-373-007-4 217-373-008-2 217-373-009-0 217-373-010-8 217-373-011-6 217-373-012-4 217-373-013-2 217-381-001-7 217-381-002-5 217-381-003-3 217-381-004-1 217-381-005-8 217-381-006-6 217-381-007-4 217-381-008-2 217-381-010-8 217-381-011-6 217-381-012-4 217-382-001-6 217-382-002-4 217-382-003-2 217-382-004-0 217-382-005-7 217-382-006-5 217-382-007-3 217-382-008-1 217-382-009-9 217-382-010-7 217-382-011-5 217-382-012-3 217-383-001-5 217-383-002-3 217-383-003-1 217-383-004-9 217-383-005-6 217-383-006-4 217-383-007-2 217-383-009-8 217-383-010-6 217-383-011-4 217-383-012-2 217-390-001-6 217-390-002-4 217-390-003-2 217-390-004-0 217-390-005-7 217-390-006-5 217-390-007-3 217-390-008-1 217-390-009-9 217-390-010-7 217-390-011-5 217-390-012-3 217-390-013-1 217-390-014-9 217-390-015-6 217-390-016-4 217-390-017-2 217-390-018-0 217-390-019-8 217-390-020-6 217-390-021-4 217-390-022-2 217-390-023-0 217-390-024-8 217-390-025-5 217-390-026-3 217-390-027-1 217-390-029-7 217-390-030-5 217-390-031-3 217-390-032-1 217-390-033-9 217-390-034-7 217-390-035-4 217-390-036-2 217-390-037-0 217-390-038-8 217-390-039-6 217-401-001-3 217-401-002-1 217-401-003-9 217-401-004-7 217-401-005-4 217-401-006-2 217-401-007-0 217-401-008-8 217-401-009-6 217-401-010-4 217-401-011-2 217-401-012-0 217-401-013-8 217-401-014-6 217-401-015-3 217-401-016-1 217-401-017-9 217-401-018-7 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 872.28 $ 830.36 $ 88.68 $ 81.82 $ 85.28 $ 85.28 $ 88.68 $ 88.68 $ 88.68 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 81.82 $ 85.28 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 85.28 $ 88.68 $ 85.28 $ 97.02 $ 97.02 $ 85.28 $ 85.28 $ 85.28 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 92.08 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 85.28 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 106.92 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 92.08 $ 88.68 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 92.08 $ 88.68 $ 92.08 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 9 of 50 1010 1010 1010 1010 217-401-019-5 217-401-020-3 217-401-021-1 217-401-022-9 217-401-023-7 217-401-024-5 217-401-025-2 217-401-026-0 217-401-027-8 217-401-028-6 217-401-029-4 217-401-030-2 217-401-031-0 217-401-032-8 217-401-033-6 217-401-034-4 217-401-035-1 217-401-036-9 217-401-037-7 217-401-038-5 217-401-039-3 217-401-040-1 217-401-041-9 217-401-042-7 217-401-043-5 217-401-044-3 217-402-006-1 217-402-007-9 217-402-008-7 217-402-009-5 217-402-010-3 217-410-001-2 217-410-002-0 217-410-003-8 217-410-004-6 217-410-005-3 217-410-006-1 217-410-007-9 217-410-008-7 217-410-009-5 217-410-010-3 217-410-011-1 217-410-012-9 217-410-013-7 217-410-014-5 217-410-015-2 217-410-016-0 217-410-017-8 217-410-018-6 217-410-019-4 217-410-020-2 217-410-021-0 217-410-022-8 217-410-023-6 217-410-024-4 217-410-025-1 217-410-026-9 217-410-027-7 217-410-028-5 217-410-029-3 217-410-030-1 217-410-031-9 217-410-032-7 217-410-033-5 217-410-034-3 217-410-035-0 217-410-036-8 217-410-037-6 217-410-038-4 217-410-039-2 217-410-040-0 217-410-041-8 217-410-042-6 217-410-043-4 217-410-044-2 217-410-045-9 217-410-046-7 217-410-047-5 217-410-048-3 217-410-049-1 217-410-050-9 217-410-051-7 217-410-052-5 217-410-053-3 217-410-054-1 217-410-055-8 217-410-056-6 217-410-057-4 217-410-058-2 217-410-059-0 217-410-060-8 217-410-061-6 217-410-062-4 217-410-063-2 217-410-064-0 217-410-065-7 217-410-066-5 217-410-067-3 217-410-068-1 217-410-069-9 217-410-070-7 217-410-071-5 217-410-072-3 217-410-073-1 217-410-074-9 217-410-075-6 217-410-076-4 217-410-077-2 217-410-078-0 217-410-088-9 217-410-089-7 217-410-090-5 217-410-091-3 217-420-001-0 217-420-002-8 217-420-003-6 217-420-004-4 217-420-005-1 217-420-006-9 217-420-007-7 217-420-008-5 217-420-009-3 217-420-010-1 217-420-011-9 217-420-012-7 217-420-013-5 217-420-014-3 217-420-015-0 217-420-016-8 217-420-017-6 217-420-018-4 217-420-019-2 217-420-020-0 217-420-021-8 217-420-022-6 217-420-023-4 217-420-024-2 217-420-025-9 217-420-026-7 217-420-027-5 217-420-028-3 217-420-029-1 217-420-030-9 217-420-031-7 217-420-032-5 217-420-033-3 217-420-034-1 217-420-035-8 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 106.92 $ 123.04 $ 97.02 $ 97.02 $ 106.92 $ 123.04 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 92.08 $ 88.68 $ 81.82 $ 81.82 $ 81.82 $ 92.08 $ 92.08 $ 81.82 $ 81.82 $ 81.82 $ 97.02 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 97.02 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 88.68 $ 106.92 $ 88.68 $ 88.68 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 88.68 $ 92.08 $ 92.08 $ 88.68 $ 85.28 $ 88.68 $ 88.68 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 106.92 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 123.04 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 97.02 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 10 of 50 1010 1010 1010 1010 217-420-036-6 217-420-037-4 217-420-038-2 217-420-039-0 217-420-040-8 217-420-041-6 217-420-042-4 217-420-043-2 217-420-044-0 217-420-045-7 217-420-046-5 217-420-047-3 217-420-048-1 217-420-049-9 217-420-050-7 217-420-051-5 217-420-052-3 217-420-053-1 217-420-054-9 217-420-055-6 217-420-056-4 217-420-057-2 217-420-058-0 217-420-059-8 217-420-060-6 217-420-061-4 217-420-062-2 217-420-063-0 217-420-064-8 217-420-065-5 217-420-066-3 217-420-067-1 217-420-068-9 217-420-069-7 217-420-070-5 217-420-071-3 217-420-072-1 217-420-073-9 217-420-074-7 217-420-075-4 217-420-076-2 217-420-080-4 217-420-082-0 217-420-083-8 217-420-084-6 217-420-085-3 217-430-001-8 217-430-002-6 217-430-003-4 217-430-004-2 217-430-005-9 217-430-006-7 217-430-007-5 217-430-008-3 217-430-009-1 217-430-010-9 217-430-011-7 217-430-012-5 217-430-013-3 217-430-014-1 217-430-015-8 217-430-016-6 217-430-017-4 217-430-018-2 217-430-019-0 217-430-020-8 217-430-021-6 217-430-022-4 217-430-023-2 217-430-024-0 217-430-025-7 217-430-026-5 217-430-027-3 217-430-028-1 217-430-029-9 217-430-030-7 217-430-031-5 217-430-032-3 217-430-033-1 217-430-034-9 217-430-035-6 217-430-036-4 217-430-037-2 217-430-038-0 217-430-039-8 217-430-040-6 217-430-041-4 217-430-042-2 217-430-043-0 217-430-044-8 217-430-045-5 217-430-046-3 217-430-047-1 217-430-048-9 217-430-049-7 217-430-050-5 217-430-051-3 217-430-052-1 217-430-053-9 217-430-054-7 217-430-055-4 217-430-056-2 217-430-059-6 217-430-060-4 217-430-061-2 217-430-062-0 217-430-063-8 217-430-064-6 217-430-065-3 217-430-066-1 217-430-067-9 217-430-068-7 217-430-069-5 217-430-070-3 217-430-071-1 217-430-072-9 217-430-073-7 217-430-074-5 217-430-075-2 217-430-076-0 217-430-077-8 217-430-078-6 217-430-079-4 217-430-080-2 217-430-081-0 217-430-082-8 217-430-083-6 217-430-084-4 217-430-085-1 217-430-086-9 217-430-087-7 217-430-088-5 217-430-093-5 217-430-094-3 217-430-095-0 217-430-096-8 217-430-104-0 217-430-105-7 217-430-106-5 217-430-107-3 217-430-108-1 217-430-109-9 217-430-110-7 217-430-111-5 217-430-112-3 217-430-113-1 217-450-001-3 217-450-002-1 $ 123.04 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 106.92 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 106.92 $ 106.92 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 18.80 $ 18.80 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 15.86 $ 15.86 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 11 of 50 1010 1010 1010 1010 217-450-003-9 217-450-004-7 217-450-005-4 217-450-006-2 217-450-007-0 217-450-008-8 217-450-009-6 217-450-010-4 217-450-011-2 217-450-012-0 217-450-013-8 217-450-014-6 217-450-015-3 217-450-016-1 217-450-017-9 217-450-018-7 217-450-019-5 217-450-020-3 217-450-021-1 217-450-022-9 217-450-023-7 217-450-024-5 217-450-025-2 217-450-026-0 217-450-027-8 217-450-028-6 217-450-029-4 217-450-030-2 217-450-031-0 217-450-032-8 217-450-033-6 217-450-034-4 217-450-035-1 217-450-036-9 217-450-037-7 217-450-038-5 217-450-039-3 217-450-040-1 217-450-041-9 217-450-042-7 217-450-043-5 217-450-044-3 217-450-045-0 217-450-046-8 217-450-047-6 217-450-048-4 217-450-049-2 217-450-050-0 217-450-051-8 217-450-052-6 217-450-053-4 217-450-054-2 217-450-055-9 217-450-056-7 217-450-057-5 217-450-058-3 217-450-059-1 217-450-060-9 217-450-061-7 217-450-062-5 217-450-063-3 217-450-064-1 217-450-065-8 217-450-066-6 217-450-067-4 217-450-068-2 217-450-069-0 217-450-070-8 217-450-071-6 217-450-072-4 217-450-073-2 217-450-074-0 217-450-075-7 217-450-076-5 217-460-001-1 217-460-002-9 217-460-003-7 217-460-004-5 217-460-005-2 217-460-006-0 217-460-007-8 217-460-008-6 217-460-009-4 217-460-010-2 217-460-011-0 217-460-012-8 217-460-013-6 217-460-014-4 217-460-015-1 217-460-016-9 217-460-017-7 217-460-018-5 217-460-019-3 217-460-020-1 217-460-021-9 217-460-022-7 217-460-023-5 217-460-024-3 217-460-025-0 217-460-026-8 217-460-027-6 217-460-028-4 217-460-029-2 217-460-030-0 217-460-031-8 217-460-032-6 217-460-033-4 217-460-034-2 217-460-035-9 217-460-036-7 217-460-037-5 217-460-038-3 217-460-039-1 217-460-040-9 217-460-041-7 217-460-042-5 217-460-043-3 217-460-044-1 217-460-045-8 217-460-046-6 217-460-047-4 217-460-048-2 217-460-049-0 217-460-050-8 217-460-051-6 217-460-052-4 217-460-053-2 217-460-054-0 217-460-055-7 217-460-056-5 217-460-057-3 217-460-058-1 217-460-059-9 217-460-060-7 217-460-061-5 217-460-062-3 217-460-063-1 217-460-064-9 217-460-065-6 217-460-066-4 217-460-067-2 217-460-068-0 217-460-069-8 217-460-070-6 217-460-071-4 217-460-072-2 217-460-073-0 217-460-074-8 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 92.08 $ 88.68 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 88.68 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 88.68 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 92.08 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 81.82 $ 85.28 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 88.68 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 92.08 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 81.82 $ 85.28 $ 88.68 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 12 of 50 1010 1010 1010 1010 217-460-075-5 217-460-076-3 217-460-077-1 217-460-078-9 217-460-079-7 217-460-080-5 217-460-081-3 217-460-082-1 217-460-083-9 217-460-084-7 217-470-002-7 217-470-003-5 217-470-004-3 217-470-005-0 217-470-006-8 217-470-007-6 217-470-008-4 217-470-009-2 217-470-010-0 217-470-011-8 217-470-012-6 217-470-013-4 217-470-014-2 217-470-015-9 217-470-016-7 217-470-017-5 217-470-018-3 217-470-019-1 217-470-020-9 217-470-022-5 217-470-023-3 217-470-024-1 217-470-025-8 217-470-026-6 217-470-027-4 217-470-028-2 217-470-029-0 217-470-030-8 217-470-033-2 217-470-034-0 217-470-035-7 217-470-036-5 217-470-043-1 217-470-044-9 217-470-045-6 217-470-046-4 217-470-047-2 217-470-048-0 217-470-049-8 217-470-050-6 217-470-051-4 217-470-052-2 217-470-053-0 217-470-054-8 217-470-055-5 217-470-056-3 217-470-057-1 217-470-058-9 217-470-059-7 217-470-060-5 217-470-061-3 217-470-062-1 217-470-063-9 217-470-064-7 217-470-065-4 217-470-066-2 217-470-067-0 217-470-068-8 217-470-069-6 217-470-070-4 217-470-071-2 217-470-072-0 217-470-073-8 217-470-074-6 217-470-075-3 217-470-076-1 217-470-077-9 217-470-078-7 217-470-079-5 217-470-080-3 217-470-081-1 217-470-082-9 217-470-083-7 217-470-087-8 217-470-088-6 217-470-089-4 217-470-090-2 217-470-091-0 217-470-092-8 217-470-093-6 217-470-094-4 217-470-095-1 217-470-096-9 217-470-097-7 217-470-098-5 217-470-099-3 217-470-100-9 217-470-101-7 217-470-105-8 217-470-106-6 217-470-107-4 217-470-108-2 217-470-109-0 217-470-115-7 217-470-116-5 217-470-117-3 217-470-118-1 217-470-119-9 217-470-124-9 217-470-125-6 217-470-126-4 217-470-128-0 217-470-129-8 217-470-130-6 217-470-132-2 217-470-133-0 217-470-134-8 217-470-135-5 217-470-136-3 220-060-019-1 220-060-020-9 220-060-039-9 220-080-035-3 220-080-037-9 220-080-038-7 220-080-040-3 220-401-013-2 220-401-014-0 220-401-015-7 220-401-016-5 220-401-017-3 220-401-018-1 220-401-019-9 220-401-020-7 220-401-021-5 220-401-022-3 220-401-023-1 220-401-024-9 220-401-025-6 220-440-010-1 220-440-011-9 220-440-012-7 220-440-013-5 220-440-014-3 220-440-015-0 220-440-016-8 220-440-017-6 220-440-018-4 $ 81.82 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 3,111.74 $ 195.68 $ 1,157.44 $ 203.00 $ 123.04 $ 123.04 $ 147.52 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 147.52 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 123.04 $ 123.04 $ 147.52 $ 123.04 $ 123.04 $ 106.92 $ 106.92 $ 123.04 $ 123.04 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 13 of 50 1010 1010 1010 1010 220-440-019-2 220-440-020-0 220-440-023-4 220-440-024-2 220-440-025-9 220-440-026-7 220-440-027-5 220-440-030-9 220-440-031-7 220-440-032-5 220-440-033-3 220-440-034-1 220-440-035-8 220-440-036-6 220-440-038-2 220-440-039-0 220-440-040-8 220-440-041-6 220-450-010-8 220-450-011-6 220-450-012-4 220-450-013-2 220-450-014-0 220-450-015-7 220-450-016-5 220-450-017-3 220-450-018-1 220-450-019-9 220-450-020-7 220-450-021-5 220-450-022-3 220-450-023-1 220-450-024-9 220-450-025-6 220-450-026-4 220-450-027-2 220-450-028-0 220-450-029-8 220-450-030-6 220-450-031-4 220-450-032-2 220-450-033-0 220-450-034-8 220-450-035-5 220-450-036-3 220-450-037-1 220-450-038-9 220-450-039-7 220-450-040-5 220-450-041-3 220-450-042-1 220-450-043-9 220-450-044-7 220-450-045-4 220-450-046-2 220-450-047-0 220-450-048-8 220-450-049-6 220-450-050-4 220-450-051-2 220-460-028-8 220-460-029-6 220-460-030-4 220-460-031-2 220-460-032-0 220-460-033-8 220-460-034-6 220-460-035-3 220-460-036-1 220-460-037-9 220-460-038-7 220-460-039-5 220-460-040-3 220-460-041-1 220-460-042-9 220-460-043-7 220-460-044-5 220-460-045-2 220-460-046-0 220-460-047-8 220-460-048-6 220-460-049-4 220-460-050-2 220-460-051-0 220-460-052-8 220-460-053-6 220-460-054-4 220-460-055-1 220-460-056-9 220-460-057-7 220-460-058-5 220-460-059-3 220-460-060-1 220-460-061-9 220-460-062-7 220-460-063-5 220-460-064-3 220-460-065-0 220-460-066-8 220-721-001-0 220-721-002-8 220-722-001-9 220-722-002-7 220-722-003-5 220-722-004-3 220-722-005-0 220-722-006-8 220-722-007-6 220-722-008-4 220-722-009-2 220-722-010-0 220-722-011-8 220-722-012-6 220-722-013-4 220-722-014-2 220-722-015-9 220-722-016-7 220-722-017-5 220-722-018-3 220-722-019-1 220-722-020-9 220-722-021-7 220-722-022-5 220-722-023-3 220-722-024-1 220-723-001-8 220-723-002-6 220-723-003-4 220-723-004-2 220-723-005-9 220-723-006-7 220-723-007-5 220-723-008-3 220-723-009-1 220-723-010-9 220-723-011-7 220-723-012-5 220-723-013-3 220-723-014-1 220-724-003-3 220-724-004-1 220-724-005-8 220-724-006-6 220-724-007-4 220-725-001-6 220-725-002-4 220-725-003-2 220-725-004-0 $ 147.52 $ 147.52 $ 123.04 $ 123.04 $ 106.92 $ 106.92 $ 203.00 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 123.04 $ 147.52 $ 147.52 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 123.04 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 123.04 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 123.04 $ 123.04 $ 106.92 $ 106.92 $ 123.04 $ 97.02 $ 123.04 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 14 of 50 1010 1010 1010 1010 220-725-005-7 220-725-006-5 220-725-007-3 220-725-008-1 220-725-009-9 220-725-010-7 220-725-011-5 220-725-012-3 220-725-013-1 220-725-014-9 220-725-015-6 220-725-016-4 220-725-017-2 220-725-018-0 220-725-019-8 220-725-020-6 220-725-021-4 220-725-022-2 220-725-023-0 220-725-024-8 220-725-025-5 220-725-026-3 220-725-027-1 220-725-028-9 220-725-029-7 220-725-030-5 220-725-031-3 220-725-032-1 220-725-033-9 220-725-034-7 220-725-035-4 220-726-001-5 220-726-002-3 220-726-003-1 220-726-004-9 220-726-005-6 220-726-006-4 220-731-001-8 220-731-002-6 220-731-003-4 220-732-001-7 220-732-002-5 220-732-003-3 220-732-004-1 220-732-005-8 220-732-006-6 220-732-007-4 220-732-008-2 220-732-009-0 220-732-010-8 220-732-011-6 220-732-012-4 220-732-013-2 220-732-014-0 220-732-015-7 220-732-016-5 220-732-017-3 220-732-018-1 220-733-001-6 220-733-002-4 220-733-003-2 220-733-004-0 220-733-005-7 220-734-001-5 220-734-002-3 220-734-003-1 220-734-004-9 220-734-005-6 220-734-006-4 220-734-007-2 220-734-008-0 220-734-009-8 220-734-010-6 220-734-011-4 220-734-012-2 220-734-013-0 220-734-014-8 220-734-015-5 220-734-016-3 220-734-017-1 220-734-018-9 220-735-001-4 220-735-002-2 220-735-003-0 220-735-004-8 220-735-005-5 220-735-006-3 220-736-001-3 220-736-002-1 220-736-003-9 220-736-004-7 220-736-005-4 220-737-001-2 220-737-002-0 220-737-003-8 220-737-004-6 220-737-005-3 220-737-006-1 220-738-001-1 220-738-002-9 220-738-003-7 220-738-004-5 220-739-001-0 220-739-002-8 220-739-003-6 220-739-004-4 220-741-001-6 220-741-002-4 220-741-003-2 220-741-004-0 220-741-005-7 220-741-006-5 220-741-007-3 220-741-008-1 220-741-011-5 220-741-012-3 220-741-013-1 220-741-014-9 220-741-015-6 220-741-016-4 220-741-017-2 220-741-018-0 220-741-019-8 220-741-020-6 220-741-021-4 220-741-022-2 220-741-023-0 220-741-024-8 220-741-025-5 220-741-026-3 220-741-027-1 220-741-028-9 220-741-029-7 220-741-030-5 220-741-031-3 220-741-032-1 220-741-033-9 220-741-034-7 220-741-035-4 220-741-036-2 220-741-037-0 220-741-038-8 220-741-039-6 220-741-040-4 220-741-041-2 220-741-042-0 220-741-043-8 220-741-044-6 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 106.92 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 97.02 $ 123.04 $ 106.92 $ 123.04 $ 123.04 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 106.92 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 106.92 $ 97.02 $ 88.68 $ 88.68 $ 97.02 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 88.68 $ 92.08 $ 97.02 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 123.04 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 92.08 $ 97.02 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 88.68 $ 97.02 $ 97.02 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 106.92 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 106.92 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 15 of 50 1010 1010 1010 1010 220-741-045-3 220-741-046-1 220-741-047-9 220-741-054-5 220-741-056-0 220-741-057-8 220-741-058-6 220-741-059-4 220-741-060-2 220-741-061-0 220-741-062-8 220-741-063-6 220-742-001-5 220-742-002-3 220-742-003-1 220-742-004-9 220-742-005-6 220-742-006-4 220-742-007-2 220-742-008-0 220-742-009-8 220-742-010-6 220-742-011-4 220-742-012-2 220-742-013-0 220-742-014-8 220-742-015-5 220-742-016-3 220-742-017-1 220-742-018-9 220-742-019-7 220-750-001-4 220-750-002-2 220-750-003-0 220-750-004-8 220-750-005-5 220-750-006-3 220-750-007-1 220-750-008-9 220-750-009-7 220-750-010-5 220-750-011-3 220-750-012-1 220-750-013-9 220-750-014-7 220-750-015-4 220-750-016-2 220-750-017-0 220-750-018-8 220-750-019-6 220-750-020-4 220-750-021-2 220-750-022-0 220-750-023-8 220-750-024-6 220-750-025-3 220-750-026-1 220-750-027-9 220-750-028-7 220-750-029-5 220-750-030-3 220-750-031-1 220-750-032-9 220-750-033-7 220-750-034-5 220-750-035-2 220-750-036-0 220-750-037-8 220-750-038-6 220-750-039-4 220-750-040-2 220-750-041-0 220-750-042-8 220-750-043-6 220-750-044-4 220-750-045-1 220-750-046-9 220-750-047-7 220-750-048-5 220-750-049-3 220-750-050-1 220-750-051-9 220-750-052-7 220-760-001-2 220-760-002-0 220-760-003-8 220-760-004-6 220-760-005-3 220-760-006-1 220-760-007-9 220-760-008-7 220-760-009-5 220-760-010-3 220-760-011-1 220-760-012-9 220-760-013-7 220-760-014-5 220-760-015-2 220-760-016-0 220-760-017-8 220-760-018-6 220-760-019-4 220-760-020-2 220-760-021-0 220-760-022-8 220-760-023-6 220-760-024-4 220-760-025-1 220-760-026-9 220-760-027-7 220-760-028-5 220-760-029-3 220-760-030-1 220-760-031-9 220-760-032-7 220-770-001-0 220-770-002-8 220-770-003-6 220-770-004-4 220-770-005-1 220-770-006-9 220-770-007-7 220-770-008-5 220-770-009-3 220-770-010-1 220-770-011-9 220-770-012-7 220-770-013-5 220-770-014-3 220-770-015-0 220-770-016-8 220-770-017-6 220-770-018-4 220-770-019-2 220-770-020-0 220-770-021-8 220-770-022-6 220-770-023-4 220-780-001-8 220-780-002-6 220-780-003-4 220-780-004-2 220-780-005-9 220-780-006-7 220-780-007-5 220-780-008-3 220-780-009-1 220-780-010-9 $ 92.08 $ 92.08 $ 123.04 $ 92.08 $ 92.08 $ 106.92 $ 81.82 $ 123.04 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 92.08 $ 106.92 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 88.68 $ 92.08 $ 97.02 $ 106.92 $ 97.02 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 106.92 $ 92.08 $ 97.02 $ 123.04 $ 106.92 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 97.02 $ 97.02 $ 123.04 $ 97.02 $ 106.92 $ 92.08 $ 92.08 $ 88.68 $ 106.92 $ 106.92 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 123.04 $ 147.52 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 92.08 $ 106.92 $ 123.04 $ 123.04 $ 123.04 $ 106.92 $ 123.04 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 16 of 50 1010 1010 1010 1010 220-780-011-7 220-780-012-5 220-780-013-3 220-780-014-1 220-780-015-8 220-780-016-6 220-780-017-4 220-780-018-2 220-780-019-0 220-780-020-8 220-780-021-6 220-790-001-6 220-790-002-4 220-790-003-2 220-790-004-0 220-790-005-7 220-790-006-5 220-790-007-3 220-790-008-1 220-790-009-9 220-790-010-7 220-790-011-5 220-790-012-3 220-790-013-1 220-790-014-9 220-790-015-6 220-790-016-4 220-790-017-2 220-790-018-0 220-790-019-8 220-790-020-6 220-790-021-4 220-790-022-2 220-790-023-0 220-790-024-8 220-790-025-5 220-790-026-3 220-790-027-1 220-790-028-9 220-790-029-7 220-790-030-5 220-790-031-3 220-790-032-1 220-790-033-9 220-790-034-7 220-790-035-4 220-790-036-2 220-790-037-0 220-790-038-8 220-790-039-6 220-790-040-4 220-790-041-2 220-790-042-0 220-790-043-8 220-790-044-6 220-790-045-3 220-790-046-1 220-790-047-9 220-790-048-7 220-790-049-5 220-790-050-3 220-790-051-1 220-790-052-9 220-790-053-7 220-790-054-5 220-790-055-2 220-790-056-0 220-790-057-8 220-790-058-6 220-790-059-4 220-790-060-2 220-790-061-0 220-790-062-8 220-800-001-4 220-800-002-2 220-800-003-0 220-800-004-8 220-800-005-5 220-800-006-3 220-800-007-1 220-800-008-9 220-800-009-7 220-800-010-5 220-800-011-3 220-800-012-1 220-800-013-9 220-800-014-7 220-800-015-4 220-800-016-2 220-800-017-0 220-800-018-8 220-800-019-6 220-800-020-4 220-800-021-2 220-800-022-0 220-800-023-8 220-800-024-6 220-800-025-3 220-800-026-1 220-800-027-9 220-800-028-7 220-800-029-5 220-800-030-3 220-800-031-1 220-800-032-9 220-800-033-7 220-800-034-5 220-800-035-2 220-800-036-0 220-800-037-8 220-810-001-2 220-810-002-0 220-810-003-8 220-810-004-6 220-810-005-3 220-810-006-1 220-810-007-9 220-810-008-7 220-810-009-5 220-810-010-3 220-810-011-1 220-810-012-9 220-810-013-7 220-810-014-5 220-810-015-2 220-810-016-0 220-810-017-8 220-810-018-6 220-810-019-4 220-810-020-2 220-810-021-0 220-810-022-8 220-810-023-6 220-820-001-0 220-820-002-8 220-820-003-6 220-820-004-4 220-820-005-1 220-820-006-9 220-820-007-7 220-820-008-5 220-820-009-3 220-820-010-1 220-820-011-9 220-820-012-7 220-820-013-5 220-820-014-3 220-820-015-0 $ 123.04 $ 123.04 $ 106.92 $ 147.52 $ 123.04 $ 147.52 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 147.52 $ 97.02 $ 106.92 $ 106.92 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 92.08 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 88.68 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 106.92 $ 123.04 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 92.08 $ 92.08 $ 106.92 $ 97.02 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 106.92 $ 106.92 $ 106.92 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 17 of 50 1010 1010 1010 1010A 1010A 220-820-016-8 220-820-017-6 220-820-018-4 220-820-019-2 220-820-020-0 220-820-021-8 220-820-022-6 220-820-023-4 220-820-024-2 220-820-025-9 220-820-026-7 220-820-027-5 220-820-028-3 220-820-029-1 220-820-030-9 220-820-031-7 220-820-032-5 220-820-033-3 220-820-034-1 220-820-035-8 220-820-036-6 220-820-037-4 220-820-038-2 220-820-039-0 220-820-042-4 220-820-043-2 220-820-044-0 220-820-045-7 220-820-046-5 220-820-047-3 220-820-048-1 220-820-049-9 220-820-050-7 220-820-051-5 220-820-052-3 220-820-053-1 220-820-054-9 220-820-055-6 220-820-056-4 220-820-057-2 220-820-058-0 220-820-059-8 220-820-060-6 220-820-061-4 220-820-062-2 220-820-063-0 220-820-069-7 220-820-070-5 220-830-001-8 220-830-002-6 220-830-003-4 220-830-004-2 220-830-005-9 220-830-006-7 220-830-007-5 220-830-008-3 220-830-009-1 220-830-010-9 220-830-011-7 220-830-012-5 220-830-013-3 220-830-014-1 220-830-015-8 220-830-016-6 220-830-017-4 220-830-018-2 220-830-019-0 220-830-020-8 220-830-021-6 220-830-022-4 220-830-023-2 220-830-024-0 220-830-025-7 220-830-026-5 220-830-027-3 220-830-028-1 220-830-029-9 220-830-030-7 220-830-031-5 220-830-032-3 220-830-033-1 220-830-034-9 220-830-035-6 220-830-036-4 220-840-001-6 220-840-002-4 220-840-003-2 220-840-004-0 220-840-005-7 220-840-006-5 220-840-007-3 220-840-008-1 220-840-009-9 220-840-010-7 220-840-011-5 220-840-012-3 220-341-001-0 220-341-002-8 220-341-003-6 220-341-004-4 220-341-005-1 220-341-006-9 220-341-007-7 220-341-008-5 220-341-009-3 220-341-010-1 220-341-011-9 220-341-012-7 220-341-013-5 220-341-014-3 220-341-015-0 220-341-016-8 220-341-017-6 220-342-001-9 220-342-002-7 220-342-003-5 220-342-004-3 220-342-005-0 220-342-006-8 220-342-007-6 220-342-008-4 220-342-009-2 220-343-001-8 220-343-002-6 220-343-003-4 220-343-004-2 220-343-005-9 220-343-006-7 220-343-007-5 220-343-008-3 220-343-009-1 220-343-010-9 220-343-011-7 220-343-012-5 220-343-013-3 220-343-014-1 220-343-015-8 220-343-016-6 220-343-017-4 220-343-018-2 220-343-019-0 220-343-020-8 220-343-021-6 220-343-022-4 220-343-023-2 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 92.08 $ 106.92 $ 147.52 $ 97.02 $ 92.08 $ 97.02 $ 92.08 $ 106.92 $ 106.92 $ 106.92 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 147.52 $ 123.04 $ 106.92 $ 123.04 $ 123.04 $ 123.04 $ 123.04 $ 123.04 $ 123.04 $ 123.04 $ 147.52 $ 123.04 $ 556.44 $ 508.52 $ 508.52 $ 613.08 $ 613.08 $ 613.08 $ 556.44 $ 528.14 $ 556.44 $ 705.64 $ 613.08 $ 613.08 $ 613.08 $ 556.44 $ 528.14 $ 556.44 $ 556.44 $ 556.44 $ 528.14 $ 613.08 $ 556.44 $ 528.14 $ 556.44 $ 528.14 $ 556.44 $ 613.08 $ 528.14 $ 508.52 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 508.52 $ 508.52 $ 508.52 $ 508.52 $ 508.52 $ 508.52 $ 556.44 $ 556.44 $ 613.08 DA DA DA DA DA $211,041.00 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 18 of 50 1010A 1010A 1010A 1010A 220-343-024-0 220-343-025-7 220-343-026-5 220-343-027-3 220-343-028-1 220-343-029-9 220-343-030-7 220-343-031-5 220-343-032-3 220-343-033-1 220-343-034-9 220-343-035-6 220-343-036-4 220-343-037-2 220-343-038-0 220-343-039-8 220-343-040-6 220-343-041-4 220-343-042-2 220-343-043-0 220-343-044-8 220-343-045-5 220-343-046-3 220-343-047-1 220-343-048-9 220-343-049-7 220-343-050-5 220-343-051-3 220-371-001-3 220-371-002-1 220-371-003-9 220-371-004-7 220-371-005-4 220-371-006-2 220-371-007-0 220-371-008-8 220-371-009-6 220-371-010-4 220-371-011-2 220-371-012-0 220-371-013-8 220-371-014-6 220-371-015-3 220-371-016-1 220-371-017-9 220-371-018-7 220-371-019-5 220-371-020-3 220-371-021-1 220-371-022-9 220-371-023-7 220-371-024-5 220-371-025-2 220-371-026-0 220-371-027-8 220-371-028-6 220-371-029-4 220-371-030-2 220-371-031-0 220-371-032-8 220-371-033-6 220-371-034-4 220-371-035-1 220-371-036-9 220-371-037-7 220-371-038-5 220-371-039-3 220-371-040-1 220-371-041-9 220-371-042-7 220-371-043-5 220-371-044-3 220-371-045-0 220-371-046-8 220-371-047-6 220-371-048-4 220-371-049-2 220-371-050-0 220-371-051-8 220-371-052-6 220-371-053-4 220-371-054-2 220-371-055-9 220-371-056-7 220-371-057-5 220-371-058-3 220-371-059-1 220-371-060-9 220-371-061-7 220-372-001-2 220-372-002-0 220-372-003-8 220-372-004-6 220-372-005-3 220-372-006-1 220-372-007-9 220-372-008-7 220-372-009-5 220-372-010-3 220-372-011-1 220-372-012-9 220-372-013-7 220-372-014-5 220-372-015-2 220-372-017-8 220-381-002-9 220-381-003-7 220-381-004-5 220-381-005-2 220-381-006-0 220-381-007-8 220-381-008-6 220-381-009-4 220-381-010-2 220-381-011-0 220-381-012-8 220-381-013-6 220-381-014-4 220-381-015-1 220-381-016-9 220-381-017-7 220-381-018-5 220-381-019-3 220-381-021-9 220-382-001-0 220-382-002-8 220-382-003-6 220-383-001-9 220-383-002-7 220-383-003-5 220-383-004-3 220-383-005-0 220-383-006-8 220-383-007-6 220-383-008-4 220-383-009-2 220-383-010-0 220-383-011-8 220-383-012-6 220-383-013-4 220-383-014-2 220-383-015-9 220-383-016-7 220-383-017-5 220-383-018-3 220-383-019-1 220-383-020-9 220-383-021-7 $ 556.44 $ 556.44 $ 613.08 $ 613.08 $ 556.44 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 613.08 $ 613.08 $ 556.44 $ 508.52 $ 528.14 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 528.14 $ 528.14 $ 556.44 $ 613.08 $ 508.52 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 705.64 $ 705.64 $ 556.44 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 528.14 $ 508.52 $ 508.52 $ 528.14 $ 556.44 $ 556.44 $ 556.44 $ 705.64 $ 613.08 $ 705.64 $ 613.08 $ 613.08 $ 556.44 $ 508.52 $ 508.52 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 528.14 $ 528.14 $ 508.52 $ 556.44 $ 705.64 $ 613.08 $ 846.10 $ 613.08 $ 556.44 $ 556.44 $ 528.14 $ 508.52 $ 613.08 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 528.14 $ 613.08 $ 613.08 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 613.08 $ 556.44 $ 613.08 $ 528.14 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 508.52 $ 508.52 $ 508.52 $ 508.52 $ 528.14 $ 556.44 $ 508.52 $ 528.14 $ 528.14 $ 508.52 $ 508.52 $ 508.52 $ 508.52 $ 528.14 $ 528.14 $ 556.44 $ 613.08 $ 556.44 $ 528.14 $ 528.14 $ 556.44 $ 705.64 $ 705.64 $ 613.08 $ 613.08 $ 528.14 $ 556.44 $ 528.14 $ 528.14 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 19 of 50 1010A 520 520 520 520 220-383-022-5 220-383-023-3 220-383-024-1 220-383-025-8 033-271-001-1 033-271-002-9 033-271-003-7 033-271-004-5 033-271-005-2 033-271-006-0 033-271-007-8 033-271-008-6 033-271-009-4 033-271-010-2 033-271-011-0 033-271-012-8 033-271-013-6 033-271-014-4 033-271-015-1 033-271-016-9 033-271-017-7 033-271-018-5 033-271-019-3 033-271-020-1 033-271-021-9 033-271-022-7 033-271-023-5 033-271-024-3 033-271-025-0 033-271-026-8 033-271-027-6 033-271-028-4 033-271-029-2 033-271-030-0 033-271-031-8 033-271-032-6 033-271-033-4 033-271-034-2 033-271-035-9 033-271-036-7 033-271-037-5 033-271-038-3 033-271-039-1 033-271-040-9 033-271-041-7 033-271-042-5 033-271-043-3 033-271-044-1 033-271-045-8 033-271-046-6 033-271-047-4 033-271-048-2 033-271-049-0 033-271-050-8 033-271-051-6 033-271-052-4 033-271-053-2 033-271-054-0 033-271-055-7 033-271-056-5 033-271-057-3 033-271-058-1 033-271-059-9 033-271-060-7 033-271-061-5 033-271-062-3 033-271-063-1 033-271-064-9 033-271-065-6 033-271-066-4 033-271-067-2 033-271-068-0 033-271-074-8 033-271-075-5 033-271-076-3 033-271-077-1 033-271-078-9 033-271-079-7 033-271-080-5 033-271-081-3 033-271-082-1 033-271-083-9 033-271-084-7 033-271-085-4 033-271-086-2 033-271-087-0 033-271-088-8 033-271-089-6 033-271-090-4 033-271-091-2 033-271-092-0 033-271-093-8 033-271-094-6 033-271-095-3 033-271-096-1 033-280-001-0 033-280-002-8 033-280-003-6 033-280-004-4 033-280-005-1 033-280-006-9 033-280-007-7 033-280-008-5 033-280-009-3 033-280-010-1 033-280-011-9 033-280-012-7 033-280-013-5 033-280-014-3 033-280-015-0 033-280-016-8 033-280-017-6 033-280-018-4 033-280-019-2 033-280-020-0 033-280-021-8 033-280-022-6 033-280-023-4 033-280-024-2 033-280-025-9 033-280-026-7 033-280-027-5 033-280-028-3 033-280-029-1 033-280-030-9 033-280-031-7 033-280-032-5 033-280-033-3 033-280-034-1 033-280-035-8 033-280-036-6 033-280-037-4 033-280-038-2 033-280-039-0 033-280-040-8 033-280-041-6 033-280-042-4 033-280-043-2 033-280-044-0 033-280-045-7 033-280-046-5 033-280-047-3 033-280-048-1 033-280-049-9 033-280-050-7 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 31.46 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 34.12 $ 32.80 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 32.80 $ 31.46 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 30.10 $ 30.10 $ 31.46 $ 31.46 $ 32.80 $ 31.46 $ 32.80 $ 34.12 $ 32.80 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 32.80 $ 31.46 $ 34.12 $ 31.46 $ 31.46 $ 32.80 $ 40.18 $ 40.18 $ 32.80 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 DA DA DA DA DA $111,318.76 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 20 of 50 520 520 520 520 033-280-051-5 033-280-052-3 033-280-053-1 033-280-054-9 033-280-055-6 033-280-056-4 033-280-057-2 033-280-058-0 033-280-059-8 033-280-060-6 033-280-061-4 033-280-062-2 033-280-063-0 033-280-064-8 033-280-065-5 033-280-066-3 033-280-067-1 033-280-068-9 033-280-069-7 033-280-070-5 033-280-071-3 033-280-072-1 033-280-073-9 033-280-074-7 033-280-075-4 033-280-076-2 033-280-077-0 033-280-078-8 033-280-079-6 033-280-080-4 033-280-081-2 033-280-082-0 033-280-083-8 033-280-084-6 033-280-085-3 033-280-086-1 033-280-087-9 033-280-088-7 033-280-089-5 033-280-090-3 033-280-091-1 033-280-092-9 033-280-093-7 033-280-094-5 033-280-095-2 033-280-096-0 033-280-097-8 033-280-098-6 033-280-099-4 033-280-106-7 033-290-001-8 033-290-002-6 033-290-003-4 033-290-004-2 033-290-005-9 033-290-006-7 033-290-007-5 033-290-008-3 033-290-009-1 033-290-010-9 033-290-011-7 033-290-012-5 033-290-013-3 033-290-014-1 033-290-015-8 033-290-016-6 033-290-017-4 033-290-018-2 033-290-019-0 033-290-020-8 033-290-021-6 033-290-022-4 033-290-023-2 033-290-024-0 033-290-025-7 033-290-026-5 033-290-027-3 033-290-028-1 033-290-029-9 033-290-030-7 033-290-031-5 033-290-032-3 033-290-033-1 033-290-034-9 033-290-035-6 033-290-036-4 033-290-037-2 033-290-038-0 033-290-039-8 033-360-001-3 033-360-002-1 033-360-003-9 033-360-004-7 033-360-005-4 033-360-006-2 033-360-007-0 033-360-008-8 033-360-009-6 033-360-010-4 033-360-011-2 033-360-012-0 033-360-013-8 033-360-014-6 033-360-015-3 033-360-016-1 033-360-017-9 033-360-018-7 033-360-019-5 033-360-020-3 033-360-021-1 033-360-022-9 033-360-023-7 033-360-024-5 033-360-025-2 033-360-026-0 033-360-027-8 033-360-029-4 033-360-030-2 033-360-031-0 033-360-032-8 033-360-033-6 033-360-034-4 033-360-035-1 033-360-036-9 033-360-037-7 033-360-038-5 033-360-039-3 033-360-040-1 033-360-041-9 033-360-042-7 033-360-043-5 033-360-044-3 033-360-045-0 033-360-046-8 033-360-047-6 033-360-048-4 033-360-049-2 033-360-050-0 033-380-001-9 033-380-002-7 033-380-003-5 033-380-004-3 033-380-005-0 033-380-006-8 033-380-007-6 033-380-008-4 033-380-009-2 033-380-010-0 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 32.80 $ 32.80 $ 31.46 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 32.80 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 30.10 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 30.10 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 30.10 $ 36.16 $ 30.10 $ 30.10 $ 30.10 $ 36.16 $ 30.10 $ 36.16 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 21 of 50 520 520 520 520 033-380-011-8 033-380-012-6 033-380-013-4 033-380-014-2 033-380-015-9 033-380-016-7 033-380-017-5 033-380-018-3 033-380-019-1 033-380-020-9 033-380-021-7 033-380-022-5 033-380-023-3 033-380-024-1 033-380-025-8 033-380-026-6 033-380-027-4 033-380-028-2 033-380-029-0 033-380-030-8 033-380-031-6 033-380-032-4 033-380-033-2 033-380-034-0 033-380-035-7 033-380-036-5 033-380-037-3 033-380-038-1 033-380-039-9 033-380-040-7 033-380-041-5 033-380-042-3 033-380-043-1 033-380-044-9 033-380-045-6 033-380-046-4 033-390-001-7 033-390-002-5 033-390-003-3 033-390-004-1 033-390-005-8 033-390-006-6 033-390-007-4 033-390-008-2 033-390-009-0 033-390-010-8 033-390-011-6 033-390-012-4 033-390-013-2 033-390-014-0 033-390-015-7 033-390-016-5 033-390-017-3 033-390-018-1 033-390-019-9 033-390-020-7 033-390-021-5 033-390-022-3 033-390-023-1 033-390-024-9 033-390-025-6 033-390-026-4 033-390-027-2 033-390-028-0 033-390-029-8 033-390-030-6 033-390-031-4 033-390-032-2 033-390-033-0 033-390-034-8 033-390-035-5 033-390-036-3 033-390-037-1 033-390-038-9 033-390-039-7 033-390-040-5 033-390-041-3 033-390-042-1 033-390-043-9 033-390-044-7 033-390-045-4 033-390-046-2 033-390-047-0 033-390-048-8 033-390-049-6 033-390-050-4 033-390-051-2 033-390-052-0 033-410-001-3 033-410-002-1 033-410-003-9 033-410-004-7 033-410-005-4 033-410-006-2 033-410-007-0 033-410-008-8 033-410-009-6 033-410-010-4 033-410-011-2 033-410-012-0 033-410-013-8 033-410-014-6 033-410-015-3 033-410-016-1 033-410-017-9 033-410-018-7 033-410-019-5 033-410-020-3 033-410-021-1 033-410-022-9 033-410-024-5 033-410-025-2 033-410-026-0 033-410-027-8 033-410-028-6 033-410-029-4 033-410-030-2 033-410-031-0 033-410-032-8 033-410-033-6 033-410-034-4 033-410-035-1 033-410-036-9 033-410-037-7 033-410-038-5 033-410-039-3 033-410-040-1 033-410-042-7 033-410-043-5 033-410-044-3 033-410-045-0 033-410-046-8 033-410-047-6 033-410-048-4 033-410-049-2 033-410-050-0 033-410-051-8 033-410-052-6 033-410-054-2 033-410-055-9 033-410-056-7 033-410-057-5 033-410-058-3 033-410-059-1 033-410-060-9 033-410-061-7 033-410-062-5 033-410-063-3 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 32.80 $ 30.10 $ 30.10 $ 32.80 $ 32.80 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 34.12 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 36.16 $ 31.46 $ 30.10 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 22 of 50 520 520 520 67A 67A 033-410-064-1 033-420-001-1 033-420-002-9 033-420-003-7 033-420-004-5 033-420-005-2 033-420-006-0 033-420-007-8 033-420-008-6 033-420-009-4 033-420-010-2 033-420-011-0 033-420-012-8 033-420-013-6 033-420-014-4 033-420-015-1 033-420-016-9 033-420-017-7 033-420-018-5 033-420-019-3 033-420-020-1 033-420-021-9 033-420-022-7 033-420-023-5 033-420-024-3 033-420-025-0 033-420-026-8 033-420-027-6 033-420-028-4 033-420-029-2 033-420-030-0 033-420-031-8 033-420-032-6 033-420-033-4 033-420-034-2 033-420-035-9 033-420-036-7 033-420-037-5 033-420-038-3 033-420-039-1 033-420-040-9 033-420-041-7 033-420-042-5 033-420-043-3 033-420-044-1 033-420-045-8 033-420-046-6 033-420-048-2 033-420-049-0 033-420-050-8 033-420-051-6 033-420-052-4 033-420-053-2 033-420-054-0 033-420-055-7 033-420-056-5 033-420-057-3 033-420-058-1 033-420-059-9 033-420-060-7 033-420-062-3 033-420-063-1 033-420-064-9 033-420-065-6 033-420-066-4 033-420-067-2 033-420-068-0 033-420-069-8 033-420-070-6 033-420-071-4 033-420-072-2 033-420-073-0 033-420-074-8 033-420-075-5 033-420-076-3 033-420-077-1 033-420-078-9 033-420-079-7 033-420-080-5 033-420-081-3 033-420-082-1 033-420-083-9 033-420-084-7 033-420-085-4 033-420-086-2 033-420-087-0 033-420-088-8 033-420-089-6 033-420-090-4 033-420-091-2 033-420-092-0 033-420-093-8 033-420-094-6 033-420-096-1 184-351-020-5 184-351-021-3 184-351-022-1 186-300-001-2 186-300-002-0 186-300-003-8 186-300-004-6 186-300-005-3 186-300-006-1 186-300-007-9 186-300-008-7 186-300-009-5 186-300-010-3 186-300-011-1 186-300-012-9 186-300-013-7 186-300-014-5 186-300-015-2 186-300-016-0 186-300-017-8 186-300-018-6 186-300-019-4 186-300-020-2 186-300-021-0 186-300-022-8 186-300-023-6 186-300-024-4 186-300-025-1 186-300-026-9 186-310-001-0 186-310-002-8 186-310-003-6 186-310-004-4 186-310-005-1 186-310-006-9 186-310-007-7 186-310-008-5 186-310-009-3 186-310-010-1 186-310-011-9 186-320-001-8 186-320-002-6 186-320-003-4 186-320-004-2 186-320-005-9 186-320-006-7 186-320-007-5 186-320-008-3 186-320-009-1 186-320-010-9 186-320-011-7 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 32.80 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 31.46 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 32.80 $ 3.12 $ 3.46 $ 3.12 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 DA DA DA DA DA $17,560.68 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 23 of 50 67A 67A 67A 67A 186-320-012-5 186-320-013-3 186-320-014-1 186-320-015-8 186-320-016-6 186-320-017-4 186-320-018-2 186-320-019-0 186-320-020-8 186-320-021-6 186-320-022-4 186-320-023-2 186-320-024-0 186-320-025-7 186-320-026-5 186-320-027-3 186-320-028-1 186-320-029-9 186-320-030-7 186-320-031-5 186-320-032-3 186-320-033-1 186-320-034-9 186-320-035-6 186-320-036-4 186-320-037-2 186-320-038-0 186-320-039-8 186-320-040-6 186-320-041-4 186-320-042-2 186-320-043-0 186-320-044-8 186-320-045-5 186-320-046-3 186-320-047-1 186-320-048-9 186-320-049-7 186-320-050-5 186-320-051-3 186-320-052-1 186-320-053-9 186-320-054-7 186-320-055-4 186-320-056-2 186-320-057-0 186-320-058-8 186-320-059-6 186-320-060-4 186-320-061-2 186-320-062-0 186-320-063-8 186-320-064-6 186-320-065-3 186-320-066-1 186-320-067-9 186-320-068-7 186-320-069-5 186-320-070-3 186-320-071-1 186-320-072-9 186-320-073-7 186-320-074-5 186-320-075-2 186-320-076-0 186-320-077-8 186-320-078-6 186-320-079-4 186-320-081-0 186-320-082-8 186-320-083-6 186-320-084-4 186-320-085-1 186-320-086-9 186-320-087-7 186-320-088-5 186-320-089-3 186-320-090-1 186-320-091-9 186-320-092-7 186-320-093-5 186-320-094-3 186-320-095-0 186-320-096-8 186-320-097-6 186-320-098-4 186-320-099-2 186-320-100-8 186-320-101-6 186-320-102-4 186-320-103-2 186-320-104-0 186-320-105-7 186-320-106-5 186-320-107-3 186-320-108-1 186-320-109-9 186-320-110-7 186-320-111-5 186-320-112-3 186-320-113-1 186-320-114-9 186-320-115-6 186-320-116-4 186-320-117-2 186-320-118-0 186-320-119-8 186-320-121-4 186-320-122-2 186-320-123-0 186-320-124-8 186-320-125-5 186-320-126-3 186-320-127-1 186-320-128-9 186-320-129-7 186-320-130-5 186-320-131-3 186-320-132-1 186-320-133-9 186-320-134-7 186-320-135-4 186-320-136-2 186-320-137-0 186-320-138-8 186-320-139-6 186-320-140-4 186-320-141-2 186-320-142-0 186-320-143-8 186-320-144-6 186-320-145-3 186-320-146-1 186-320-147-9 186-320-148-7 186-320-149-5 186-320-150-3 186-320-152-9 186-320-153-7 186-340-001-4 186-340-002-2 186-340-003-0 186-340-004-8 186-340-005-5 186-340-006-3 186-340-007-1 186-340-008-9 186-340-009-7 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 24 of 50 67A 67A 67A 67A 186-350-001-1 186-350-002-9 186-350-003-7 186-350-004-5 186-350-005-2 186-350-006-0 186-350-007-8 186-350-008-6 186-350-009-4 186-350-010-2 186-350-011-0 186-350-012-8 186-350-013-6 186-350-014-4 186-350-015-1 186-350-016-9 186-350-017-7 186-350-018-5 186-350-019-3 186-350-020-1 186-350-021-9 186-350-022-7 186-350-023-5 186-350-025-0 186-350-027-6 186-350-028-4 186-350-029-2 186-350-030-0 186-350-031-8 186-350-032-6 186-350-033-4 186-350-034-2 186-350-035-9 186-350-036-7 186-350-037-5 186-350-038-3 186-350-039-1 186-350-040-9 186-350-041-7 186-350-042-5 186-350-043-3 186-350-044-1 186-350-045-8 186-350-046-6 186-350-047-4 186-350-048-2 186-350-049-0 186-350-050-8 186-350-051-6 186-350-052-4 186-350-053-2 186-350-054-0 186-350-055-7 186-350-056-5 186-350-057-3 186-350-058-1 186-350-059-9 186-350-060-7 186-350-061-5 186-350-062-3 186-350-063-1 186-350-064-9 186-350-065-6 186-350-066-4 186-350-067-2 186-350-068-0 186-350-069-8 186-350-070-6 186-350-071-4 186-350-072-2 186-350-073-0 186-350-074-8 186-350-075-5 186-350-076-3 186-350-077-1 186-350-078-9 186-350-079-7 186-350-080-5 186-350-081-3 186-350-082-1 186-350-083-9 186-350-084-7 186-350-085-4 186-350-086-2 186-350-087-0 186-350-088-8 186-350-089-6 186-350-090-4 186-350-091-2 186-350-092-0 186-350-093-8 186-350-094-6 186-350-095-3 186-350-096-1 186-350-097-9 186-350-098-7 186-350-099-5 186-350-100-1 186-350-101-9 186-350-102-7 186-350-103-5 186-350-104-3 186-350-105-0 186-350-106-8 186-350-107-6 186-350-108-4 186-350-109-2 186-350-110-0 186-350-111-8 186-350-112-6 186-350-113-4 186-350-114-2 186-350-115-9 186-350-116-7 186-350-117-5 186-350-118-3 186-350-119-1 186-350-120-9 186-350-121-7 186-350-122-5 186-350-123-3 186-350-124-1 186-350-125-8 186-350-126-6 186-350-127-4 186-350-128-2 186-350-129-0 186-350-130-8 186-350-131-6 186-350-132-4 186-350-133-2 186-350-134-0 186-350-135-7 186-350-136-5 186-350-137-3 186-350-138-1 186-350-139-9 186-350-140-7 186-350-141-5 186-350-142-3 186-350-143-1 186-350-144-9 186-350-145-6 186-350-146-4 186-350-147-2 186-350-148-0 186-350-149-8 186-350-150-6 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 25 of 50 67A 67A 67A 67A 186-350-154-8 186-360-001-9 186-360-002-7 186-360-003-5 186-360-004-3 186-360-005-0 186-360-006-8 186-360-007-6 186-360-008-4 186-360-009-2 186-360-010-0 186-360-011-8 186-360-012-6 186-360-013-4 186-360-014-2 186-360-015-9 186-360-016-7 186-360-017-5 186-360-018-3 186-360-019-1 186-360-020-9 186-360-021-7 186-360-022-5 186-360-023-3 186-360-024-1 186-360-025-8 186-370-001-7 186-370-002-5 186-370-003-3 186-370-004-1 186-370-005-8 186-370-006-6 186-370-007-4 186-370-008-2 186-370-009-0 186-370-010-8 186-370-011-6 186-370-012-4 186-370-013-2 186-370-014-0 186-370-015-7 186-370-016-5 186-370-017-3 186-370-018-1 186-370-019-9 186-390-001-3 186-390-002-1 186-390-003-9 186-390-004-7 186-390-005-4 186-390-006-2 186-390-007-0 186-390-008-8 186-400-001-1 186-400-002-9 186-400-003-7 186-400-004-5 186-400-005-2 186-400-006-0 186-400-007-8 186-400-008-6 186-400-009-4 186-400-010-2 186-400-011-0 186-400-012-8 186-400-013-6 186-400-014-4 186-410-027-4 186-410-028-2 186-410-030-8 186-410-031-6 186-410-033-2 186-410-034-0 186-410-035-7 186-410-036-5 186-410-038-1 186-410-039-9 186-410-040-7 186-410-041-5 186-410-043-1 186-410-044-9 186-410-045-6 186-410-046-4 186-410-048-0 186-410-049-8 186-410-050-6 186-410-051-4 186-410-052-2 186-410-054-8 186-410-055-5 186-410-056-3 186-410-057-1 186-410-059-7 186-410-060-5 186-410-061-3 186-410-062-1 186-410-064-7 186-410-065-4 186-410-066-2 186-410-068-8 186-410-069-6 186-410-070-4 186-410-072-0 186-410-073-8 186-410-074-6 186-410-076-1 186-410-077-9 186-410-078-7 186-410-080-3 186-410-081-1 186-410-082-9 186-410-084-5 186-410-085-2 186-410-086-0 186-410-088-6 186-410-089-4 186-410-091-0 186-410-092-8 186-410-093-6 186-410-094-4 188-050-015-0 188-050-016-8 188-120-032-1 188-120-033-9 188-120-034-7 188-120-035-4 188-120-036-2 188-170-034-6 188-170-035-3 188-170-036-1 188-170-037-9 190-290-001-6 190-290-002-4 190-290-003-2 190-290-004-0 190-290-005-7 190-290-006-5 190-290-007-3 190-290-008-1 190-290-009-9 190-290-010-7 190-290-011-5 190-290-012-3 190-290-013-1 190-290-014-9 190-290-015-6 190-290-016-4 190-290-017-2 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 5.00 $ 6.22 $ 4.04 $ 5.00 $ 4.04 $ 5.00 $ 4.04 $ 5.00 $ 7.44 $ 5.00 $ 6.22 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 26 of 50 67A 67A 67A 67A 190-290-018-0 190-290-019-8 190-290-020-6 190-290-021-4 190-290-022-2 190-290-023-0 190-290-024-8 190-300-001-4 190-300-002-2 190-300-003-0 190-300-004-8 190-300-005-5 190-300-006-3 190-300-007-1 190-300-008-9 190-300-009-7 190-300-010-5 190-300-011-3 190-300-012-1 190-300-013-9 190-300-014-7 190-300-015-4 190-300-016-2 190-300-017-0 190-300-018-8 190-310-001-2 190-310-002-0 190-310-003-8 190-310-004-6 190-310-005-3 190-310-006-1 190-310-007-9 190-310-008-7 190-310-009-5 190-310-010-3 190-310-011-1 190-310-012-9 190-310-013-7 190-310-014-5 190-310-015-2 190-310-016-0 190-310-017-8 190-310-018-6 190-310-019-4 190-310-020-2 190-310-021-0 190-310-022-8 190-310-023-6 190-310-024-4 190-310-025-1 190-310-026-9 190-310-027-7 190-310-028-5 190-310-029-3 190-310-030-1 190-320-001-0 190-320-002-8 190-320-003-6 190-320-004-4 190-320-005-1 190-320-006-9 190-320-007-7 190-320-008-5 190-320-009-3 190-320-010-1 190-320-011-9 190-320-012-7 190-320-013-5 190-320-014-3 190-320-015-0 190-320-016-8 190-320-017-6 190-320-018-4 190-320-019-2 190-320-020-0 190-320-021-8 190-320-022-6 190-320-023-4 190-320-024-2 190-320-025-9 190-320-026-7 190-320-027-5 190-320-028-3 190-320-029-1 190-320-030-9 190-320-031-7 190-320-032-5 190-320-033-3 190-320-034-1 190-330-001-8 190-330-002-6 190-330-003-4 190-330-004-2 190-330-005-9 190-330-006-7 190-330-007-5 190-330-008-3 190-330-009-1 190-330-010-9 190-330-011-7 190-330-012-5 190-330-013-3 190-330-014-1 190-330-015-8 190-330-016-6 190-330-017-4 190-330-018-2 190-330-019-0 190-330-020-8 190-330-021-6 190-330-022-4 190-330-023-2 190-330-024-0 190-330-025-7 190-330-026-5 190-330-027-3 190-330-028-1 190-330-029-9 190-330-030-7 190-330-031-5 190-330-032-3 190-330-033-1 190-330-034-9 190-340-001-6 190-340-002-4 190-340-003-2 190-340-004-0 190-340-005-7 190-340-006-5 190-340-007-3 190-340-008-1 190-340-009-9 190-340-010-7 190-340-011-5 190-340-012-3 190-340-013-1 190-340-014-9 190-340-015-6 190-340-016-4 190-340-017-2 190-340-018-0 190-340-019-8 190-340-020-6 190-340-021-4 190-340-022-2 190-340-023-0 190-340-024-8 190-340-025-5 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 27 of 50 67A 67A 67A 67A 190-340-026-3 190-340-027-1 190-340-028-9 190-340-029-7 190-340-030-5 190-340-031-3 190-340-032-1 190-340-033-9 190-340-034-7 190-340-035-4 190-340-036-2 190-340-037-0 190-340-038-8 190-340-039-6 190-340-040-4 190-340-041-2 190-340-042-0 190-350-001-3 190-350-002-1 190-350-003-9 190-350-004-7 190-350-005-4 190-350-006-2 190-350-007-0 190-350-008-8 190-350-009-6 190-350-010-4 190-350-011-2 190-350-012-0 190-350-013-8 190-350-014-6 190-350-015-3 190-350-016-1 190-350-017-9 190-350-018-7 190-350-019-5 190-350-020-3 190-350-021-1 190-350-022-9 190-350-023-7 190-350-024-5 190-350-025-2 190-350-026-0 190-350-027-8 190-350-028-6 190-350-029-4 190-350-030-2 190-350-031-0 190-350-032-8 190-350-033-6 190-350-034-4 190-350-035-1 190-350-036-9 190-350-037-7 190-350-038-5 190-350-039-3 190-350-040-1 190-350-041-9 190-350-042-7 190-350-043-5 190-350-044-3 190-350-045-0 190-350-046-8 190-350-047-6 190-350-048-4 190-350-049-2 190-350-050-0 190-350-051-8 190-350-052-6 190-350-053-4 190-350-054-2 190-350-055-9 190-350-056-7 190-350-057-5 190-350-058-3 190-350-059-1 190-350-060-9 190-350-061-7 190-350-062-5 190-350-063-3 190-350-064-1 190-350-065-8 190-350-066-6 190-360-001-1 190-360-002-9 190-360-003-7 190-360-004-5 190-360-005-2 190-360-006-0 190-360-007-8 190-360-008-6 190-360-009-4 190-360-010-2 190-360-011-0 190-360-012-8 190-360-013-6 190-360-014-4 190-360-015-1 190-360-016-9 190-360-017-7 190-360-018-5 190-360-019-3 190-360-020-1 190-360-021-9 190-360-022-7 190-360-023-5 190-360-024-3 190-360-025-0 190-360-026-8 190-360-027-6 190-360-028-4 190-360-029-2 190-360-030-0 190-360-031-8 190-360-032-6 190-360-033-4 190-360-034-2 190-360-035-9 190-360-036-7 190-360-037-5 190-360-038-3 190-360-039-1 190-360-040-9 190-360-041-7 190-360-042-5 190-360-043-3 190-360-044-1 190-360-045-8 190-360-046-6 190-360-047-4 190-360-048-2 190-360-049-0 190-360-050-8 190-360-051-6 190-360-052-4 190-360-053-2 190-360-054-0 190-370-001-9 190-370-002-7 190-370-003-5 190-370-004-3 190-370-005-0 190-370-006-8 190-370-007-6 190-370-008-4 190-370-009-2 190-370-010-0 190-370-011-8 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 28 of 50 67A 67A 67A 67A 190-370-012-6 190-370-013-4 190-370-014-2 190-370-015-9 190-370-016-7 190-370-017-5 190-370-018-3 190-370-019-1 190-370-020-9 190-370-021-7 190-370-022-5 190-370-023-3 190-370-024-1 190-370-025-8 190-370-026-6 190-370-027-4 190-370-028-2 190-370-029-0 190-370-030-8 190-370-031-6 190-370-032-4 190-370-033-2 190-370-034-0 190-370-035-7 190-370-036-5 190-370-037-3 190-370-038-1 190-370-039-9 190-370-040-7 190-370-041-5 190-370-042-3 190-370-043-1 190-370-044-9 190-370-045-6 190-370-046-4 190-370-047-2 190-370-048-0 190-370-049-8 190-370-050-6 190-370-051-4 190-370-052-2 190-370-053-0 190-370-054-8 190-400-001-3 190-400-002-1 190-400-003-9 190-400-004-7 190-400-005-4 190-400-006-2 190-400-007-0 190-400-008-8 190-400-009-6 190-400-010-4 190-400-011-2 190-400-012-0 190-400-013-8 190-400-014-6 190-400-015-3 190-400-016-1 190-400-017-9 190-400-018-7 190-400-019-5 190-400-020-3 190-400-021-1 190-400-022-9 190-400-023-7 190-400-024-5 190-410-001-1 190-410-002-9 190-410-003-7 190-410-004-5 190-410-005-2 190-410-006-0 190-410-007-8 190-410-008-6 190-410-009-4 190-410-010-2 190-410-011-0 190-410-012-8 190-410-013-6 190-410-014-4 190-410-015-1 190-410-016-9 190-410-017-7 190-410-018-5 190-410-019-3 190-410-020-1 190-410-021-9 190-410-022-7 190-410-023-5 190-410-024-3 190-410-025-0 190-410-026-8 190-410-027-6 190-410-028-4 190-410-029-2 190-410-030-0 190-410-031-8 190-410-032-6 190-410-033-4 190-410-034-2 190-410-035-9 190-410-036-7 190-410-037-5 190-410-038-3 190-410-039-1 190-420-001-9 190-420-002-7 190-420-003-5 190-420-004-3 190-420-005-0 190-420-006-8 190-420-007-6 190-420-008-4 190-420-009-2 190-420-010-0 190-420-011-8 190-420-012-6 190-420-013-4 190-420-014-2 190-420-015-9 190-420-016-7 190-420-017-5 190-420-018-3 190-420-019-1 190-420-020-9 190-420-021-7 190-420-022-5 190-420-023-3 190-420-024-1 190-420-025-8 190-420-026-6 190-420-027-4 190-420-028-2 190-420-029-0 190-420-030-8 190-420-031-6 190-420-032-4 190-420-033-2 190-420-034-0 190-420-035-7 190-420-036-5 190-420-037-3 190-420-038-1 190-420-039-9 190-420-040-7 190-420-041-5 190-420-042-3 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 2.60 $ 2.60 $ 2.72 $ 2.72 $ 2.94 $ 2.60 $ 2.60 $ 2.72 $ 2.60 $ 2.60 $ 2.94 $ 2.94 $ 2.72 $ 2.72 $ 2.72 $ 2.72 $ 2.94 $ 2.94 $ 2.72 $ 2.60 $ 2.60 $ 2.84 $ 2.94 $ 2.84 $ 2.72 $ 2.72 $ 2.72 $ 2.72 $ 2.84 $ 2.94 $ 2.60 $ 2.94 $ 2.60 $ 2.94 $ 2.72 $ 3.12 $ 2.72 $ 2.72 $ 2.72 $ 2.60 $ 2.60 $ 2.60 $ 2.72 $ 2.84 $ 2.72 $ 2.72 $ 2.60 $ 2.60 $ 2.72 $ 2.72 $ 2.94 $ 2.60 $ 2.94 $ 2.84 $ 2.84 $ 2.72 $ 2.72 $ 2.72 $ 3.12 $ 2.84 $ 2.72 $ 2.72 $ 2.72 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 29 of 50 67A 67A 67A 67A 190-420-043-1 190-420-044-9 190-420-045-6 190-420-046-4 190-420-047-2 190-420-048-0 190-420-049-8 190-420-050-6 190-430-001-7 190-430-002-5 190-430-003-3 190-430-004-1 190-430-005-8 190-430-006-6 190-430-007-4 190-430-008-2 190-430-009-0 190-430-010-8 190-430-011-6 190-430-012-4 190-430-013-2 190-430-014-0 190-430-015-7 190-430-016-5 190-440-001-5 190-440-002-3 190-440-003-1 190-440-004-9 190-440-005-6 190-440-006-4 190-440-007-2 190-440-009-8 190-440-010-6 190-440-011-4 190-440-012-2 190-440-013-0 190-440-014-8 190-440-016-3 190-440-017-1 190-440-018-9 190-440-019-7 190-440-020-5 190-440-021-3 190-450-001-2 190-450-002-0 190-450-003-8 190-450-004-6 190-450-005-3 190-450-006-1 190-450-008-7 190-450-009-5 190-450-010-3 190-450-011-1 190-450-012-9 190-450-013-7 190-460-001-0 190-460-002-8 190-460-003-6 190-460-004-4 190-460-005-1 190-460-006-9 190-460-007-7 190-460-008-5 190-460-010-1 190-460-011-9 190-460-012-7 190-460-013-5 190-460-014-3 190-460-015-0 190-460-016-8 190-460-017-6 190-460-018-4 190-460-019-2 190-460-020-0 190-460-021-8 190-460-023-4 190-460-024-2 190-460-025-9 190-460-026-7 190-460-027-5 190-460-028-3 190-460-029-1 190-470-001-8 190-470-002-6 190-470-003-4 190-470-004-2 190-470-006-7 190-470-007-5 190-470-008-3 190-470-009-1 190-470-011-7 190-470-012-5 190-470-013-3 190-470-014-1 190-470-016-6 190-470-017-4 190-470-018-2 190-470-019-0 190-470-020-8 190-470-021-6 190-470-022-4 190-480-001-6 190-480-002-4 190-480-003-2 190-480-004-0 190-480-005-7 190-480-006-5 190-480-007-3 190-480-008-1 190-480-010-7 190-480-011-5 190-480-012-3 190-480-013-1 190-480-014-9 190-480-015-6 190-480-016-4 190-480-017-2 190-490-001-4 190-490-002-2 190-490-003-0 190-490-004-8 190-490-005-5 190-490-006-3 190-490-007-1 190-490-008-9 190-490-009-7 190-490-010-5 190-490-011-3 190-490-012-1 190-500-001-2 190-500-002-0 190-500-003-8 190-500-004-6 190-500-005-3 190-500-006-1 190-500-007-9 190-500-008-7 190-510-001-0 190-510-002-8 190-510-003-6 190-510-004-4 190-510-005-1 190-510-006-9 190-510-007-7 190-510-008-5 190-510-010-1 190-510-011-9 190-510-012-7 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 30 of 50 67A 67A 75A 75A 75A 190-510-013-5 190-510-014-3 190-510-015-0 190-510-016-8 190-510-017-6 190-510-018-4 190-510-019-2 190-510-020-0 190-510-021-8 190-510-023-4 190-510-024-2 190-510-025-9 190-510-026-7 190-510-027-5 190-510-028-3 190-510-029-1 190-510-030-9 190-510-031-7 190-510-032-5 190-510-033-3 190-510-034-1 190-520-002-6 190-520-003-4 190-520-004-2 190-520-005-9 190-520-006-7 190-520-007-5 190-520-008-3 190-520-009-1 190-520-010-9 190-520-011-7 190-520-012-5 190-520-013-3 191-190-006-4 191-210-008-6 191-210-009-4 191-210-010-2 213-040-089-4 213-320-012-7 213-320-013-5 213-330-001-8 213-330-002-6 213-330-003-4 213-330-004-2 213-330-005-9 213-330-006-7 213-330-007-5 213-330-008-3 213-330-009-1 213-330-010-9 213-330-011-7 213-330-012-5 213-330-013-3 213-330-014-1 213-330-015-8 213-330-016-6 213-330-017-4 213-330-018-2 213-330-019-0 213-330-020-8 213-330-021-6 213-330-022-4 213-330-023-2 213-330-024-0 213-330-025-7 213-330-026-5 213-330-027-3 213-330-028-1 213-330-029-9 213-330-030-7 213-330-031-5 213-330-032-3 213-330-033-1 213-330-034-9 213-330-035-6 213-330-036-4 213-330-037-2 213-330-038-0 213-330-039-8 213-330-040-6 213-330-041-4 213-340-001-6 213-340-002-4 213-340-003-2 213-340-004-0 213-340-005-7 213-340-006-5 213-340-007-3 213-340-008-1 213-340-009-9 213-340-010-7 213-340-011-5 213-340-012-3 213-340-013-1 213-340-014-9 213-340-015-6 213-340-016-4 213-340-017-2 213-340-018-0 213-350-001-3 213-350-002-1 213-350-003-9 213-350-004-7 213-350-005-4 213-350-006-2 213-350-007-0 213-350-008-8 213-350-009-6 213-350-010-4 213-350-017-9 213-350-018-7 213-360-001-1 213-360-002-9 213-360-003-7 213-360-004-5 213-360-005-2 213-360-006-0 213-360-007-8 213-360-008-6 213-360-009-4 213-360-010-2 213-360-011-0 213-360-012-8 213-360-013-6 213-360-014-4 213-360-015-1 213-360-016-9 213-360-017-7 213-360-018-5 213-360-019-3 213-360-020-1 213-360-021-9 213-360-022-7 213-360-023-5 213-360-024-3 213-360-025-0 213-360-026-8 213-360-027-6 213-360-028-4 213-360-029-2 213-360-030-0 213-360-031-8 213-360-032-6 213-360-033-4 213-360-034-2 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 9,257.08 $ 3,041.86 $ 6,949.22 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 235.92 $ 36.84 $ 42.06 $ 235.92 $ 117.96 $ 235.92 $ 235.92 $ 235.92 $ 235.92 $ 235.92 $ 29.48 $ 29.48 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 DA DA DA DA DA $3,319.46 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 31 of 50 75A 75A 75A 75A 213-360-035-9 213-360-036-7 213-360-037-5 213-360-038-3 213-360-039-1 213-360-040-9 213-360-041-7 213-360-042-5 213-360-043-3 213-360-044-1 213-360-045-8 213-360-046-6 213-360-047-4 213-360-048-2 213-360-049-0 213-360-050-8 213-360-051-6 213-360-052-4 213-360-053-2 213-360-054-0 213-360-055-7 213-360-056-5 213-360-057-3 213-360-058-1 213-360-059-9 213-360-060-7 213-380-005-8 213-390-001-5 213-390-002-3 213-390-003-1 213-390-004-9 213-390-005-6 213-390-006-4 213-390-007-2 213-390-008-0 213-390-009-8 213-390-010-6 213-390-011-4 213-390-012-2 213-390-013-0 213-390-014-8 213-390-015-5 213-390-016-3 213-390-017-1 213-390-018-9 213-390-019-7 213-390-020-5 213-390-026-2 213-390-028-8 213-390-029-6 213-390-030-4 213-390-031-2 213-390-037-9 213-390-038-7 213-390-039-5 213-390-041-1 213-390-042-9 213-390-043-7 213-390-044-5 213-400-001-3 213-400-002-1 213-400-003-9 213-400-004-7 213-400-005-4 213-400-006-2 213-400-007-0 213-400-008-8 213-400-009-6 213-400-010-4 213-400-011-2 213-400-012-0 213-400-013-8 213-400-014-6 213-400-015-3 213-400-016-1 213-400-017-9 213-400-018-7 213-400-019-5 213-400-020-3 213-400-021-1 213-400-022-9 213-400-023-7 213-400-024-5 213-400-025-2 213-400-026-0 213-400-027-8 213-400-028-6 213-400-029-4 213-400-030-2 213-400-031-0 213-400-032-8 213-400-033-6 213-400-034-4 213-400-035-1 213-400-036-9 213-400-037-7 213-400-038-5 213-400-039-3 213-400-040-1 213-410-001-1 213-410-002-9 213-410-003-7 213-410-004-5 213-410-005-2 213-410-006-0 213-410-007-8 213-410-008-6 213-410-009-4 213-410-010-2 213-410-011-0 213-410-012-8 213-410-013-6 213-410-014-4 213-410-015-1 213-410-016-9 213-410-017-7 213-410-018-5 213-410-019-3 213-410-020-1 213-410-021-9 213-410-022-7 213-410-023-5 213-410-024-3 213-410-025-0 213-410-026-8 213-410-027-6 213-410-028-4 213-410-029-2 213-410-030-0 213-410-031-8 213-410-032-6 213-410-033-4 213-410-034-2 213-410-035-9 213-410-036-7 213-410-037-5 213-410-038-3 213-410-039-1 213-410-040-9 213-410-041-7 213-410-042-5 213-410-043-3 213-410-044-1 213-410-045-8 213-410-046-6 213-410-047-4 213-410-048-2 213-410-049-0 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 4,629.42 $ 30.70 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 30.70 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 36.12 $ 1,986.74 $ 36.12 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 33.12 $ 29.48 $ 19.30 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 32.52 $ 32.52 $ 30.70 $ 29.48 $ 32.52 $ 30.70 $ 32.52 $ 32.52 $ 32.52 $ 30.70 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 30.70 $ 29.48 $ 30.70 $ 32.52 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 32.52 $ 32.52 $ 30.70 $ 42.18 $ 32.52 $ 32.52 $ 32.52 $ 30.70 $ 32.52 $ 36.12 $ 30.70 $ 42.18 $ 30.70 $ 29.48 $ 32.52 $ 29.48 $ 32.52 $ 30.70 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 32 of 50 75A 75A 75A 75A 213-410-050-8 213-410-051-6 213-410-052-4 213-410-053-2 213-410-054-0 213-410-055-7 213-410-056-5 213-410-058-1 213-410-059-9 213-410-060-7 213-410-061-5 213-410-062-3 213-410-063-1 213-410-068-0 213-420-001-9 213-420-002-7 213-420-003-5 213-420-004-3 213-420-005-0 213-420-006-8 213-420-007-6 213-420-008-4 213-420-009-2 213-420-010-0 213-420-011-8 213-420-012-6 213-420-013-4 213-420-014-2 213-420-015-9 213-420-016-7 213-420-017-5 213-420-018-3 213-420-019-1 213-420-020-9 213-420-021-7 213-420-022-5 213-420-023-3 213-420-024-1 213-420-025-8 213-420-026-6 213-420-027-4 213-420-028-2 213-420-029-0 213-420-030-8 213-420-031-6 213-420-032-4 213-420-033-2 213-420-034-0 213-420-035-7 213-420-036-5 213-420-037-3 213-420-038-1 213-420-039-9 213-420-040-7 213-420-041-5 213-430-001-7 213-430-002-5 213-430-005-8 213-430-008-2 213-430-009-0 213-430-012-4 213-430-013-2 213-430-014-0 213-430-015-7 213-430-016-5 213-430-017-3 213-430-018-1 213-430-022-3 213-430-023-1 213-430-029-8 213-430-030-6 213-430-036-3 213-430-037-1 213-430-065-2 213-430-068-6 213-430-069-4 213-430-070-2 213-430-071-0 213-430-072-8 213-430-073-6 213-430-074-4 213-430-075-1 213-430-076-9 213-430-077-7 213-430-078-5 213-430-079-3 213-430-080-1 213-430-081-9 213-430-082-7 213-430-083-5 213-430-084-3 213-430-085-0 213-430-086-8 213-430-087-6 213-430-088-4 213-430-089-2 213-430-090-0 213-430-091-8 213-430-092-6 213-430-093-4 213-430-094-2 213-430-095-9 213-430-096-7 213-430-097-5 213-430-098-3 213-430-099-1 213-430-100-7 213-430-101-5 213-430-102-3 213-430-103-1 213-430-104-9 213-430-105-6 213-430-107-2 213-430-108-0 213-430-109-8 213-430-110-6 213-430-111-4 213-430-113-0 213-430-114-8 213-480-010-7 213-480-011-5 213-480-012-3 213-480-013-1 213-480-014-9 213-480-015-6 213-480-016-4 213-480-017-2 213-480-018-0 213-480-019-8 213-480-020-6 213-480-021-4 213-480-022-2 213-480-023-0 213-480-024-8 213-480-025-5 213-490-011-3 213-490-012-1 213-490-013-9 213-490-014-7 213-490-015-4 213-490-016-2 213-490-017-0 213-490-018-8 213-490-019-6 213-490-020-4 213-490-021-2 213-490-022-0 213-490-023-8 $ 30.70 $ 32.52 $ 30.70 $ 32.52 $ 36.12 $ 32.52 $ 32.52 $ 30.70 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 32.52 $ 32.52 $ 30.70 $ 29.48 $ 29.48 $ 52.12 $ 29.48 $ 30.70 $ 29.48 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 42.18 $ 36.12 $ 29.48 $ 32.52 $ 32.52 $ 30.70 $ 32.52 $ 32.52 $ 29.48 $ 32.52 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 32.52 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 36.12 $ 29.48 $ 30.70 $ 30.70 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 2,332.54 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 33 of 50 75A 75A 75A 75A 213-490-024-6 213-490-025-3 213-490-026-1 213-490-027-9 213-490-028-7 213-490-029-5 213-500-010-3 213-500-011-1 213-500-012-9 213-500-013-7 213-500-014-5 213-500-015-2 213-500-016-0 213-500-017-8 213-500-018-6 213-500-019-4 213-500-025-1 213-500-026-9 213-500-027-7 213-500-028-5 213-500-029-3 213-500-030-1 213-510-014-3 213-510-015-0 213-510-016-8 213-510-017-6 213-510-018-4 213-510-019-2 213-510-020-0 213-510-021-8 213-510-022-6 213-510-023-4 213-510-024-2 213-510-025-9 213-510-026-7 213-510-027-5 213-510-028-3 213-510-029-1 213-510-030-9 213-510-031-7 213-510-032-5 213-510-033-3 213-520-008-3 213-520-009-1 213-520-010-9 213-520-011-7 213-520-012-5 213-520-013-3 213-520-014-1 213-520-015-8 213-520-016-6 213-520-017-4 213-530-011-5 213-530-012-3 213-530-013-1 213-530-014-9 213-530-015-6 213-530-016-4 213-530-017-2 213-530-018-0 213-530-019-8 213-530-020-6 213-530-021-4 213-530-022-2 213-530-023-0 213-530-024-8 213-540-008-9 213-540-009-7 213-540-010-5 213-540-011-3 213-540-012-1 213-540-013-9 213-540-014-7 213-540-015-4 213-540-016-2 213-540-017-0 213-540-018-8 213-550-007-8 213-550-008-6 213-550-009-4 213-550-010-2 213-550-011-0 213-550-012-8 213-550-013-6 213-550-014-4 213-550-015-1 213-550-016-9 213-560-010-0 213-560-011-8 213-560-012-6 213-560-013-4 213-560-014-2 213-560-015-9 213-560-016-7 213-560-017-5 213-560-018-3 213-560-019-1 213-560-020-9 213-560-021-7 213-560-022-5 213-560-023-3 213-560-024-1 213-560-025-8 213-560-026-6 213-560-027-4 213-560-028-2 213-560-029-0 213-570-010-8 213-570-011-6 213-570-012-4 213-570-014-0 213-570-015-7 213-570-017-3 213-570-018-1 213-570-019-9 213-570-021-5 213-570-022-3 213-570-027-2 213-570-028-0 213-570-029-8 213-570-030-6 213-570-033-0 213-570-034-8 213-570-035-5 213-580-010-6 213-580-011-4 213-580-012-2 213-580-014-8 213-580-015-5 213-580-016-3 213-580-018-9 213-580-019-7 213-580-021-3 213-580-022-1 213-580-023-9 213-580-025-4 213-580-026-2 213-580-028-8 213-580-029-6 213-580-030-4 213-580-032-0 213-580-033-8 213-590-013-8 213-590-014-6 213-590-016-1 213-590-017-9 213-590-018-7 213-590-020-3 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 34 of 50 75A 75A 75A 75A 213-590-021-1 213-590-022-9 213-590-024-5 213-590-025-2 213-590-027-8 213-590-028-6 213-590-029-4 213-590-031-0 213-590-032-8 213-590-034-4 213-590-035-1 213-590-036-9 213-590-037-7 213-590-038-5 213-590-039-3 213-590-040-1 213-590-041-9 213-590-042-7 213-590-043-5 213-610-020-9 213-610-029-0 213-610-031-6 213-610-033-2 213-621-001-6 213-621-002-4 213-621-005-7 213-621-009-9 213-621-013-1 213-660-107-3 213-660-108-1 213-660-109-9 213-660-110-7 213-660-111-5 213-660-112-3 213-660-113-1 213-660-114-9 213-660-115-6 213-660-116-4 213-660-117-2 213-660-118-0 213-660-119-8 213-660-120-6 213-660-121-4 213-660-122-2 213-660-123-0 213-660-124-8 213-660-125-5 213-660-126-3 213-660-127-1 213-660-128-9 213-660-129-7 213-660-130-5 213-660-131-3 213-660-132-1 213-660-133-9 213-660-134-7 213-660-135-4 213-660-136-2 213-660-137-0 213-660-138-8 213-660-139-6 213-660-140-4 213-660-141-2 213-660-142-0 213-660-143-8 213-660-144-6 213-660-145-3 213-660-146-1 213-660-147-9 213-660-148-7 213-660-149-5 213-660-150-3 213-660-151-1 213-660-152-9 213-660-153-7 213-660-154-5 213-660-155-2 213-660-156-0 213-660-157-8 213-660-158-6 213-660-159-4 213-660-160-2 213-660-161-0 213-660-162-8 213-660-163-6 213-660-164-4 213-660-165-1 213-660-166-9 213-660-167-7 213-660-168-5 213-660-169-3 213-660-170-1 213-660-171-9 213-660-172-7 213-660-173-5 213-660-174-3 213-660-175-0 213-660-176-8 213-660-177-6 213-660-178-4 213-660-179-2 213-660-180-0 213-660-181-8 213-660-182-6 213-660-183-4 213-660-184-2 213-660-185-9 213-660-186-7 213-660-187-5 213-660-188-3 213-660-189-1 213-660-190-9 213-660-191-7 213-660-192-5 213-660-193-3 213-660-194-1 213-660-195-8 213-660-196-6 213-660-197-4 213-660-198-2 213-660-199-0 213-660-200-6 213-660-201-4 213-660-202-2 213-660-203-0 213-660-204-8 213-660-205-5 213-660-206-3 213-660-207-1 213-660-208-9 213-660-209-7 213-660-210-5 213-670-147-7 213-670-148-5 213-670-149-3 213-670-150-1 213-670-151-9 213-670-152-7 213-670-153-5 213-670-154-3 213-670-155-0 213-670-156-8 213-670-157-6 213-670-158-4 213-670-159-2 213-670-160-0 213-670-161-8 213-670-162-6 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 587.66 $ 819.14 $ 7,983.82 $ 345.58 $ 138.32 $ 632.36 $ 641.94 $ 721.22 $ 2,500.40 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 35 of 50 75A 75A 75A 75A 213-670-163-4 213-670-164-2 213-670-165-9 213-670-166-7 213-670-167-5 213-670-168-3 213-670-169-1 213-670-170-9 213-670-171-7 213-670-172-5 213-670-173-3 213-670-174-1 213-670-175-8 213-670-176-6 213-670-177-4 213-670-178-2 213-670-179-0 213-670-180-8 213-670-181-6 213-670-182-4 213-670-183-2 213-670-184-0 213-670-185-7 213-670-186-5 213-670-187-3 213-670-188-1 213-670-189-9 213-670-190-7 213-670-191-5 213-670-192-3 213-670-193-1 213-670-194-9 213-670-195-6 213-670-196-4 213-670-197-2 213-670-198-0 213-670-199-8 213-670-200-4 213-670-201-2 213-670-202-0 213-670-203-8 213-670-204-6 213-670-205-3 213-670-206-1 213-670-207-9 213-670-208-7 213-670-209-5 213-670-210-3 213-670-211-1 213-670-212-9 213-670-213-7 213-670-214-5 213-670-215-2 213-670-216-0 213-670-217-8 213-670-218-6 213-670-219-4 213-670-220-2 213-670-221-0 213-670-222-8 213-670-223-6 213-670-224-4 213-670-225-1 213-670-226-9 213-670-227-7 213-670-228-5 213-670-229-3 213-670-230-1 213-670-231-9 213-670-232-7 213-670-233-5 213-670-234-3 213-670-235-0 213-670-236-8 213-670-237-6 213-670-238-4 213-670-239-2 213-670-240-0 213-670-241-8 213-670-242-6 213-670-243-4 213-670-244-2 213-670-245-9 213-670-246-7 213-670-247-5 213-670-248-3 213-670-249-1 213-670-250-9 213-670-251-7 213-670-252-5 213-670-253-3 213-670-254-1 213-670-255-8 213-670-256-6 213-670-257-4 213-670-258-2 213-670-259-0 213-670-260-8 213-670-261-6 213-670-262-4 213-670-263-2 213-670-264-0 213-670-265-7 213-670-266-5 213-670-267-3 213-670-268-1 213-670-269-9 213-670-270-7 213-670-271-5 213-670-272-3 213-670-273-1 213-670-274-9 213-670-275-6 213-670-276-4 213-670-277-2 213-670-278-0 213-670-279-8 213-670-280-6 213-670-281-4 213-670-282-2 213-670-283-0 213-670-284-8 213-670-285-5 213-670-286-3 213-670-287-1 213-670-288-9 213-670-289-7 213-670-290-5 213-680-008-9 213-680-011-3 213-680-012-1 213-680-013-9 213-680-016-2 213-680-017-0 213-680-018-8 213-680-019-6 213-680-020-4 213-680-021-2 213-680-022-0 213-680-023-8 213-680-024-6 213-680-025-3 213-680-026-1 213-680-029-5 213-680-030-3 213-680-031-1 213-680-032-9 213-680-035-2 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 36 of 50 75A 75A 75A 75A 213-680-036-0 213-680-037-8 213-680-038-6 213-680-039-4 213-680-040-2 213-680-041-0 213-680-042-8 213-680-043-6 213-680-044-4 213-680-045-1 213-680-046-9 213-680-047-7 213-680-048-5 213-680-049-3 213-680-050-1 213-680-055-0 213-680-056-8 213-680-057-6 213-680-058-4 213-680-059-2 213-680-060-0 213-680-061-8 213-680-062-6 213-680-063-4 213-680-064-2 213-680-065-9 213-680-069-1 213-680-070-9 213-680-071-7 213-680-072-5 213-680-073-3 213-680-076-6 213-680-077-4 213-680-078-2 213-680-079-0 213-680-080-8 213-680-081-6 213-680-082-4 213-680-083-2 213-680-084-0 213-680-085-7 213-680-086-5 213-680-092-3 213-680-093-1 213-680-094-9 213-680-095-6 213-680-096-4 213-680-098-0 213-680-099-8 213-680-100-4 213-680-101-2 213-680-103-8 213-680-104-6 213-680-105-3 213-680-106-1 213-680-107-9 213-680-108-7 213-680-109-5 213-680-112-9 213-680-113-7 213-680-114-5 213-680-115-2 213-680-116-0 213-680-117-8 213-680-118-6 213-680-120-2 213-680-121-0 213-680-122-8 213-680-123-6 213-680-125-1 213-680-126-9 213-690-002-0 213-690-003-8 213-690-004-6 213-690-013-7 213-690-014-5 213-690-015-2 213-690-016-0 213-690-017-8 213-690-018-6 213-690-019-4 213-690-020-2 213-690-021-0 213-690-022-8 213-690-023-6 213-690-024-4 213-690-025-1 213-690-026-9 213-690-027-7 213-690-028-5 213-690-029-3 213-690-030-1 213-690-031-9 213-690-032-7 213-690-033-5 213-690-034-3 213-690-035-0 213-690-036-8 213-690-037-6 213-690-038-4 213-690-039-2 213-690-040-0 213-690-041-8 213-690-042-6 213-690-043-4 213-690-044-2 213-690-045-9 213-690-046-7 213-690-047-5 213-690-048-3 213-690-051-7 213-690-052-5 213-690-053-3 213-690-054-1 213-690-055-8 213-690-056-6 213-690-058-2 213-690-059-0 213-690-060-8 213-730-001-4 213-730-002-2 213-730-003-0 213-730-004-8 213-730-005-5 213-730-006-3 213-730-007-1 213-730-008-9 213-730-009-7 213-730-010-5 213-730-011-3 213-730-012-1 213-730-013-9 213-730-014-7 213-730-015-4 213-730-016-2 213-730-017-0 213-730-018-8 213-730-019-6 213-730-020-4 213-730-021-2 213-730-022-0 213-730-023-8 213-730-024-6 213-730-025-3 213-730-026-1 213-730-027-9 213-730-028-7 213-730-029-5 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 29.48 $ 30.70 $ 29.48 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 29.48 $ 29.48 $ 29.48 $ 28.28 $ 28.28 $ 1,897.70 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 32.52 $ 30.70 $ 30.70 $ 32.52 $ 36.12 $ 32.52 $ 29.48 $ 30.70 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 32.52 $ 32.52 $ 30.70 $ 29.48 $ 30.70 $ 32.52 $ 30.70 $ 42.18 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 37 of 50 75A 75A 75A 75A 213-730-030-3 213-730-031-1 213-730-032-9 213-730-033-7 213-730-034-5 213-730-035-2 213-730-036-0 213-730-037-8 213-730-038-6 213-730-039-4 213-730-040-2 213-730-041-0 213-730-042-8 213-730-043-6 213-730-044-4 213-730-045-1 213-730-046-9 213-730-047-7 213-730-048-5 213-730-049-3 213-730-050-1 213-730-051-9 213-730-052-7 213-730-053-5 213-730-054-3 213-730-055-0 213-730-056-8 213-730-057-6 213-730-058-4 213-730-059-2 213-730-060-0 213-730-061-8 213-730-062-6 213-730-063-4 213-730-064-2 213-730-065-9 213-730-066-7 213-730-067-5 213-730-068-3 213-730-069-1 213-730-070-9 213-730-071-7 213-730-072-5 213-730-073-3 213-730-074-1 213-730-075-8 213-730-076-6 213-730-077-4 213-730-078-2 213-730-079-0 213-730-080-8 213-740-001-2 213-740-002-0 213-740-003-8 213-740-004-6 213-740-005-3 213-740-006-1 213-740-007-9 213-740-008-7 213-740-009-5 213-740-010-3 213-740-011-1 213-740-012-9 213-740-013-7 213-740-014-5 213-740-015-2 213-740-016-0 213-740-017-8 213-740-018-6 213-740-019-4 213-740-020-2 213-740-021-0 213-740-022-8 213-740-023-6 213-740-024-4 213-740-025-1 213-740-026-9 213-740-027-7 213-740-028-5 213-740-029-3 213-740-030-1 213-740-031-9 213-740-032-7 213-740-033-5 213-740-034-3 213-740-035-0 213-740-036-8 213-740-037-6 213-740-038-4 213-740-039-2 213-740-040-0 213-740-041-8 213-740-042-6 213-740-043-4 213-740-044-2 213-740-045-9 213-740-046-7 213-740-047-5 213-740-048-3 213-740-049-1 213-740-050-9 213-740-051-7 213-740-052-5 213-740-053-3 213-740-054-1 213-740-055-8 213-740-056-6 213-740-057-4 213-740-058-2 213-740-059-0 213-740-060-8 213-740-061-6 213-740-062-4 213-740-063-2 213-740-064-0 213-740-065-7 213-740-066-5 213-740-067-3 213-740-068-1 213-740-069-9 213-740-070-7 213-740-071-5 213-740-072-3 213-740-073-1 213-740-074-9 213-740-075-6 213-740-076-4 213-740-077-2 213-740-078-0 213-740-079-8 213-740-080-6 213-740-081-4 213-740-082-2 213-740-083-0 213-740-084-8 213-740-085-5 213-740-086-3 213-740-087-1 213-740-088-9 213-740-089-7 213-740-090-5 213-740-091-3 213-740-092-1 213-740-093-9 213-740-094-7 213-740-095-4 213-740-096-2 213-740-097-0 $ 33.12 $ 33.12 $ 33.12 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 38 of 50 75A 75A 75A 75A 213-740-098-8 213-740-099-6 213-740-100-2 213-740-101-0 213-740-102-8 213-740-103-6 213-740-104-4 213-740-105-1 213-740-106-9 213-740-107-7 213-740-108-5 213-750-002-7 213-750-003-5 213-750-011-8 213-750-012-6 213-750-013-4 213-760-001-7 213-760-002-5 213-760-003-3 213-760-004-1 213-760-005-8 213-760-006-6 213-760-007-4 213-760-008-2 213-760-009-0 213-760-010-8 213-760-011-6 213-760-012-4 213-760-013-2 213-760-014-0 213-760-015-7 213-760-016-5 213-760-017-3 213-760-018-1 213-760-019-9 213-760-020-7 213-760-021-5 213-760-022-3 213-760-023-1 213-760-024-9 213-760-025-6 213-760-026-4 213-760-027-2 213-760-028-0 213-760-029-8 213-760-030-6 213-760-031-4 213-760-032-2 213-760-033-0 213-760-034-8 213-760-035-5 213-760-036-3 213-760-037-1 213-760-038-9 213-760-039-7 213-760-040-5 213-760-041-3 213-760-042-1 213-760-043-9 213-760-044-7 213-760-045-4 213-760-046-2 213-760-047-0 213-760-048-8 213-760-049-6 213-760-050-4 213-760-051-2 213-760-052-0 213-760-053-8 213-760-054-6 213-760-055-3 213-760-056-1 213-760-057-9 213-760-058-7 213-760-059-5 213-760-060-3 213-760-061-1 213-760-062-9 213-760-063-7 213-760-064-5 213-760-065-2 213-760-066-0 213-760-067-8 213-760-068-6 213-760-069-4 213-760-070-2 213-760-071-0 213-760-072-8 213-760-073-6 213-760-074-4 213-760-075-1 213-760-076-9 213-760-077-7 213-760-078-5 213-760-079-3 213-760-080-1 213-760-081-9 213-760-082-7 213-760-083-5 213-760-084-3 213-760-085-0 213-760-086-8 213-760-087-6 213-760-088-4 213-760-089-2 213-760-090-0 213-760-091-8 213-760-092-6 213-760-093-4 213-760-094-2 213-760-095-9 213-760-096-7 213-760-097-5 213-760-098-3 213-760-099-1 213-760-100-7 213-760-101-5 213-760-102-3 213-760-103-1 213-760-104-9 213-760-105-6 213-760-106-4 213-760-107-2 213-760-108-0 213-760-109-8 213-760-110-6 213-760-111-4 213-760-112-2 213-760-113-0 213-760-114-8 213-760-115-5 213-760-116-3 213-760-117-1 213-810-001-7 213-810-002-5 213-810-003-3 213-810-004-1 213-810-005-8 213-810-006-6 213-810-007-4 213-810-008-2 213-810-009-0 213-810-010-8 213-810-011-6 213-810-012-4 213-810-013-2 213-810-014-0 213-810-015-7 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 114.62 $ 114.62 $ 1,820.52 $ 4,138.44 $ 11,898.02 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 29.48 $ 32.52 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 39 of 50 75A 75A 75A 75A 213-810-016-5 213-810-017-3 213-810-018-1 213-810-019-9 213-810-020-7 213-810-021-5 213-810-022-3 213-810-023-1 213-810-024-9 213-810-025-6 213-810-026-4 213-810-027-2 213-810-028-0 213-810-029-8 213-810-030-6 213-810-031-4 213-810-032-2 213-810-033-0 213-810-034-8 213-810-035-5 213-810-036-3 213-810-037-1 213-810-038-9 213-810-039-7 213-810-040-5 213-810-041-3 213-810-042-1 213-810-043-9 213-810-044-7 213-810-045-4 213-810-046-2 213-810-047-0 213-810-048-8 213-810-049-6 213-810-050-4 213-810-051-2 213-810-052-0 213-810-053-8 213-810-054-6 213-810-055-3 213-810-056-1 213-810-057-9 213-810-058-7 213-810-059-5 213-810-060-3 213-810-061-1 213-810-062-9 213-810-063-7 213-810-064-5 213-810-065-2 213-810-066-0 213-810-067-8 213-810-068-6 213-810-069-4 213-810-070-2 213-810-071-0 213-810-072-8 213-810-073-6 213-810-074-4 213-810-075-1 213-810-076-9 213-810-077-7 213-810-078-5 213-810-079-3 213-810-080-1 213-810-081-9 213-810-082-7 213-810-083-5 213-810-084-3 213-810-085-0 213-810-086-8 213-810-087-6 213-810-088-4 213-810-089-2 213-810-090-0 213-810-091-8 213-810-092-6 213-810-093-4 213-810-094-2 213-810-095-9 213-810-096-7 213-810-097-5 213-810-098-3 213-810-099-1 213-810-100-7 213-810-101-5 213-810-102-3 213-810-103-1 213-810-104-9 213-810-105-6 213-810-106-4 213-810-107-2 213-810-108-0 213-810-124-7 213-810-125-4 213-810-126-2 213-810-127-0 213-810-128-8 213-810-129-6 213-810-130-4 213-810-131-2 213-810-132-0 213-810-133-8 213-810-134-6 213-810-135-3 213-810-136-1 213-810-137-9 213-810-138-7 213-810-139-5 213-810-140-3 213-810-151-0 213-810-152-8 213-810-153-6 213-810-154-4 213-810-155-1 213-810-156-9 213-810-157-7 213-810-158-5 213-810-159-3 213-810-160-1 213-810-161-9 213-810-162-7 213-810-163-5 213-810-164-3 213-810-165-0 213-820-001-5 213-820-002-3 213-820-003-1 213-820-004-9 213-820-005-6 213-820-006-4 213-820-007-2 213-820-008-0 213-820-009-8 213-820-010-6 213-820-011-4 213-820-012-2 213-820-013-0 213-820-014-8 213-820-015-5 213-820-016-3 213-820-017-1 213-820-018-9 213-820-019-7 213-820-020-5 213-820-021-3 213-820-022-1 213-820-023-9 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 19.30 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 40 of 50 75A 75A 75A 75A 213-820-024-7 213-820-025-4 213-820-026-2 213-820-027-0 213-820-028-8 213-820-029-6 213-820-030-4 213-820-031-2 213-820-032-0 213-820-033-8 213-820-034-6 213-820-035-3 213-820-036-1 213-820-037-9 213-820-038-7 213-820-039-5 213-820-040-3 213-820-041-1 213-820-042-9 213-820-043-7 213-820-044-5 213-820-045-2 213-820-046-0 213-820-047-8 213-820-048-6 213-820-049-4 213-820-050-2 213-820-051-0 213-820-052-8 213-820-053-6 213-820-054-4 213-820-055-1 213-820-056-9 213-820-057-7 213-820-058-5 213-820-059-3 213-820-060-1 213-820-061-9 213-820-062-7 213-820-063-5 213-820-064-3 213-820-065-0 213-820-066-8 213-820-067-6 213-820-068-4 213-820-069-2 213-820-070-0 213-820-071-8 213-820-072-6 213-820-073-4 213-820-074-2 213-820-075-9 213-820-076-7 213-820-077-5 213-820-078-3 213-820-079-1 213-820-080-9 213-820-081-7 213-820-082-5 213-820-083-3 213-820-084-1 213-820-085-8 213-820-086-6 213-820-087-4 213-820-088-2 213-820-089-0 213-820-090-8 213-830-001-3 213-830-002-1 213-830-003-9 213-830-004-7 213-830-005-4 213-830-006-2 213-830-007-0 213-830-008-8 213-830-009-6 213-830-010-4 213-830-011-2 213-830-012-0 213-830-013-8 213-830-014-6 213-830-015-3 213-830-016-1 213-830-017-9 213-830-018-7 213-830-019-5 213-830-020-3 213-830-021-1 213-830-022-9 213-830-023-7 213-830-024-5 213-830-025-2 213-830-026-0 213-830-027-8 213-830-028-6 213-830-029-4 213-830-030-2 213-830-031-0 213-830-032-8 213-830-033-6 213-830-034-4 213-830-035-1 213-830-036-9 213-830-037-7 213-830-038-5 213-830-039-3 213-830-040-1 213-830-041-9 213-830-042-7 213-830-043-5 213-830-044-3 213-830-045-0 213-830-046-8 213-830-047-6 213-830-048-4 213-830-049-2 213-830-050-0 213-830-051-8 213-830-052-6 213-830-053-4 213-830-054-2 213-830-055-9 213-830-056-7 213-830-057-5 213-830-058-3 213-830-059-1 213-830-060-9 213-830-061-7 213-830-062-5 213-830-063-3 213-830-064-1 213-830-065-8 213-830-066-6 213-830-067-4 213-830-068-2 213-830-069-0 213-830-070-8 213-840-001-1 213-840-009-4 213-840-011-0 213-840-012-8 213-840-013-6 213-840-014-4 213-840-015-1 213-840-016-9 213-840-017-7 213-840-018-5 213-840-019-3 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 43.04 $ 22.76 $ 18.20 $ 19.46 $ 16.12 $ 8.30 $ 12.84 $ 26.50 $ 14.92 $ 21.50 $ 8.30 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 41 of 50 75A 75A 75A 75A 213-840-020-1 213-840-021-9 213-840-022-7 213-850-001-8 213-850-002-6 213-850-003-4 213-850-004-2 213-850-005-9 213-850-006-7 213-850-007-5 213-850-010-9 213-850-011-7 213-850-012-5 213-850-013-3 213-850-014-1 213-850-015-8 213-850-016-6 213-850-017-4 213-850-018-2 213-850-019-0 213-850-020-8 213-850-021-6 213-850-022-4 213-850-023-2 213-850-024-0 213-850-025-7 213-850-026-5 213-850-027-3 213-850-028-1 213-850-029-9 213-850-030-7 213-850-031-5 213-850-032-3 213-850-033-1 213-850-034-9 213-850-035-6 213-850-036-4 213-850-037-2 213-850-038-0 213-850-039-8 213-850-040-6 213-850-041-4 213-850-042-2 213-850-043-0 213-850-044-8 213-850-045-5 213-850-046-3 213-850-047-1 213-850-048-9 213-850-049-7 213-850-050-5 213-850-051-3 213-850-052-1 213-850-053-9 213-850-054-7 213-850-055-4 213-850-056-2 213-850-057-0 213-850-058-8 213-850-059-6 213-850-060-4 213-850-061-2 213-850-062-0 213-850-063-8 213-850-064-6 213-850-065-3 213-850-066-1 213-850-067-9 213-850-068-7 213-850-069-5 213-850-070-3 213-850-071-1 213-850-072-9 213-850-073-7 213-850-074-5 213-850-075-2 213-850-076-0 213-850-077-8 213-850-078-6 213-850-079-4 213-850-080-2 213-850-081-0 213-850-082-8 213-850-083-6 213-850-086-9 213-850-087-7 213-910-001-6 213-910-002-4 213-910-003-2 213-910-004-0 213-910-005-7 213-910-006-5 213-920-001-4 213-920-002-2 213-920-003-0 213-920-004-8 213-920-005-5 213-920-006-3 213-920-007-1 213-920-008-9 213-920-009-7 213-920-010-5 213-920-011-3 213-920-012-1 213-920-013-9 213-920-014-7 213-920-015-4 213-920-016-2 213-920-017-0 213-920-018-8 213-920-019-6 213-920-020-4 213-920-021-2 213-920-022-0 213-920-023-8 213-920-024-6 213-920-025-3 213-920-026-1 213-920-027-9 213-920-028-7 213-920-029-5 213-920-030-3 213-920-031-1 213-920-032-9 213-920-033-7 213-920-034-5 213-920-035-2 213-920-036-0 213-920-037-8 213-920-038-6 213-920-039-4 213-920-040-2 213-920-041-0 213-920-042-8 213-920-043-6 213-920-044-4 213-920-045-1 213-920-046-9 213-920-047-7 213-920-048-5 213-920-049-3 213-920-050-1 213-920-051-9 213-920-052-7 213-920-053-5 213-920-054-3 213-920-055-0 213-920-056-8 $ 7.46 $ 12.84 $ 8.70 $ 29.48 $ 28.28 $ 28.28 $ 28.28 $ 27.06 $ 32.52 $ 28.28 $ 30.70 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 30.70 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 29.48 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 30.70 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 30.70 $ 27.06 $ 29.80 $ 23.58 $ 43.46 $ 21.92 $ 22.76 $ 36.84 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 42 of 50 75A 75A 75A 75A 213-920-057-6 213-920-058-4 213-920-059-2 213-920-060-0 213-920-061-8 213-920-062-6 213-920-063-4 213-920-064-2 213-920-065-9 213-920-066-7 213-920-067-5 213-920-068-3 213-920-069-1 213-920-070-9 213-920-071-7 213-920-072-5 213-920-073-3 213-920-074-1 213-920-075-8 213-920-076-6 213-920-077-4 213-920-078-2 213-920-079-0 213-920-080-8 213-920-081-6 213-920-082-4 213-920-083-2 213-920-084-0 213-920-085-7 213-920-086-5 217-050-026-4 217-050-027-2 217-050-035-5 217-050-036-3 217-050-037-1 217-050-038-9 217-070-001-3 217-070-002-1 217-070-003-9 217-070-004-7 217-070-005-4 217-070-006-2 217-070-007-0 217-070-008-8 217-070-009-6 217-070-010-4 217-070-011-2 217-070-012-0 217-070-013-8 217-070-014-6 217-070-015-3 217-070-016-1 217-070-017-9 217-070-018-7 217-070-019-5 217-070-020-3 217-070-021-1 217-070-022-9 217-070-023-7 217-070-024-5 217-070-025-2 217-070-026-0 217-070-027-8 217-070-028-6 217-070-029-4 217-070-030-2 217-070-031-0 217-070-032-8 217-070-033-6 217-070-034-4 217-070-035-1 217-070-036-9 217-070-037-7 217-070-038-5 217-070-048-4 217-070-049-2 217-070-050-0 217-070-051-8 217-070-052-6 217-070-053-4 217-070-054-2 217-070-055-9 217-081-009-3 217-081-010-1 217-081-011-9 217-081-012-7 217-081-013-5 217-081-014-3 217-081-015-0 217-081-016-8 217-081-017-6 217-081-018-4 217-081-019-2 217-081-020-0 217-081-021-8 217-081-022-6 217-081-023-4 217-081-024-2 217-081-025-9 217-081-026-7 217-081-027-5 217-081-028-3 217-081-029-1 217-081-030-9 217-081-031-7 217-081-032-5 217-081-033-3 217-081-034-1 217-081-035-8 217-081-036-6 217-081-037-4 217-081-038-2 217-081-039-0 217-081-050-7 217-081-051-5 217-081-052-3 217-081-053-1 217-081-054-9 217-081-055-6 217-081-056-4 217-081-057-2 217-081-058-0 217-081-059-8 217-081-061-4 217-081-062-2 217-081-063-0 217-081-064-8 217-081-065-5 217-081-066-3 217-081-067-1 217-081-068-9 217-082-001-9 217-082-002-7 217-082-003-5 217-082-004-3 217-082-005-0 217-082-006-8 217-082-007-6 217-082-008-4 217-091-001-8 217-091-008-3 217-091-009-1 217-091-010-9 217-091-011-7 217-091-012-5 217-091-013-3 217-091-014-1 217-091-015-8 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 351.10 $ 1,422.20 $ 3,531.48 $ 2,937.16 $ 1,533.38 $ 1,597.40 $ 36.12 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 28.28 $ 28.28 $ 28.28 $ 29.48 $ 30.70 $ 29.48 $ 28.28 $ 30.70 $ 32.52 $ 30.70 $ 36.12 $ 42.18 $ 30.70 $ 29.48 $ 30.70 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 36.12 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 36.12 $ 29.48 $ 29.48 $ 29.48 $ 32.52 $ 29.48 $ 29.48 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 30.70 $ 32.52 $ 36.12 $ 36.12 $ 32.52 $ 30.70 $ 28.28 $ 29.48 $ 36.12 $ 42.18 $ 36.12 $ 30.70 $ 30.70 $ 32.52 $ 42.18 $ 42.18 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 32.52 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 32.52 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 29.48 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 30.70 $ 32.52 $ 30.70 $ 29.48 $ 32.52 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 30.70 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 43 of 50 75A 75A 75A 75A 217-091-016-6 217-091-017-4 217-091-018-2 217-091-019-0 217-091-020-8 217-091-021-6 217-091-022-4 217-091-023-2 217-091-024-0 217-091-025-7 217-091-026-5 217-091-027-3 217-092-001-7 217-092-002-5 217-092-003-3 217-092-004-1 217-092-005-8 217-092-006-6 217-092-007-4 217-092-008-2 217-092-009-0 217-092-010-8 217-093-001-6 217-093-002-4 217-093-003-2 217-093-004-0 217-093-005-7 217-093-006-5 217-093-007-3 217-093-008-1 217-093-009-9 217-093-010-7 217-093-011-5 217-101-001-6 217-101-002-4 217-101-003-2 217-101-004-0 217-101-005-7 217-101-006-5 217-101-007-3 217-101-008-1 217-101-009-9 217-101-010-7 217-101-011-5 217-102-001-5 217-102-002-3 217-102-003-1 217-102-004-9 217-102-005-6 217-102-006-4 217-102-007-2 217-102-008-0 217-102-009-8 217-102-010-6 217-102-011-4 217-102-014-8 217-102-016-3 217-102-017-1 217-102-018-9 217-102-019-7 217-102-020-5 217-102-021-3 217-102-022-1 217-102-023-9 217-102-024-7 217-102-025-4 217-102-026-2 217-103-001-4 217-103-002-2 217-103-003-0 217-103-004-8 217-103-005-5 217-103-006-3 217-103-007-1 217-103-008-9 217-103-009-7 217-103-010-5 217-111-001-4 217-111-002-2 217-111-003-0 217-111-004-8 217-111-005-5 217-111-006-3 217-111-007-1 217-111-008-9 217-111-009-7 217-111-010-5 217-112-001-3 217-112-002-1 217-112-003-9 217-112-004-7 217-112-005-4 217-112-006-2 217-112-007-0 217-112-008-8 217-112-009-6 217-112-010-4 217-112-011-2 217-113-001-2 217-113-002-0 217-113-005-3 217-113-006-1 217-113-007-9 217-113-008-7 217-114-001-1 217-114-002-9 217-114-003-7 217-114-004-5 217-114-005-2 217-114-006-0 217-114-007-8 217-114-008-6 217-121-001-2 217-121-002-0 217-121-003-8 217-121-004-6 217-121-005-3 217-121-006-1 217-121-007-9 217-121-008-7 217-121-009-5 217-121-010-3 217-121-011-1 217-122-002-9 217-122-003-7 217-122-004-5 217-122-005-2 217-122-006-0 217-122-007-8 217-122-008-6 217-122-009-4 217-122-010-2 217-122-011-0 217-122-012-8 217-122-013-6 217-131-001-0 217-131-002-8 217-131-003-6 217-131-004-4 217-131-005-1 217-131-006-9 217-131-007-7 217-131-008-5 217-131-009-3 217-131-010-1 217-131-011-9 217-131-012-7 217-131-013-5 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 32.52 $ 36.12 $ 32.52 $ 32.52 $ 30.70 $ 32.52 $ 32.52 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 32.52 $ 30.70 $ 32.52 $ 30.70 $ 42.18 $ 42.18 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 42.18 $ 42.18 $ 42.18 $ 36.12 $ 36.12 $ 36.12 $ 36.12 $ 36.12 $ 32.52 $ 30.70 $ 42.18 $ 29.48 $ 29.48 $ 32.52 $ 30.70 $ 29.48 $ 32.52 $ 32.52 $ 29.48 $ 32.52 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 36.12 $ 29.48 $ 32.52 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 32.52 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 36.12 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 32.52 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 36.12 $ 36.12 $ 29.48 $ 30.70 $ 29.48 $ 32.52 $ 42.18 $ 42.18 $ 36.12 $ 32.52 $ 30.70 $ 32.52 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 44 of 50 75A 75A 75A 75A 217-131-014-3 217-131-015-0 217-131-016-8 217-131-017-6 217-131-018-4 217-131-019-2 217-131-020-0 217-131-021-8 217-131-022-6 217-131-023-4 217-131-024-2 217-132-001-9 217-132-003-5 217-132-004-3 217-132-005-0 217-132-006-8 217-132-007-6 217-132-008-4 217-132-009-2 217-132-010-0 217-132-011-8 217-132-012-6 217-132-015-9 217-132-016-7 217-132-019-1 217-132-022-5 217-132-023-3 217-132-025-8 217-132-026-6 217-132-027-4 217-132-028-2 217-132-029-0 217-132-030-8 217-132-031-6 217-200-005-7 217-200-006-5 217-200-007-3 217-200-008-1 217-200-009-9 217-200-010-7 217-200-011-5 217-200-012-3 217-200-013-1 217-200-014-9 217-200-015-6 217-200-016-4 217-200-017-2 217-200-018-0 217-200-019-8 217-200-020-6 217-200-021-4 217-200-022-2 217-200-025-5 217-200-026-3 217-200-039-6 217-200-040-4 217-210-007-1 217-210-008-9 217-210-009-7 217-210-010-5 217-210-011-3 217-210-012-1 217-210-013-9 217-210-014-7 217-210-015-4 217-210-016-2 217-210-017-0 217-210-018-8 217-210-019-6 217-210-020-4 217-210-021-2 217-210-025-3 217-210-026-1 217-210-027-9 217-210-028-7 217-210-029-5 217-210-030-3 217-210-031-1 217-210-032-9 217-210-033-7 217-210-034-5 217-210-035-2 217-210-036-0 217-210-037-8 217-210-038-6 217-210-039-4 217-210-040-2 217-210-041-0 217-210-042-8 217-210-043-6 217-210-044-4 217-210-045-1 217-210-046-9 217-210-047-7 217-210-048-5 217-210-049-3 217-210-050-1 217-210-055-0 217-210-056-8 217-210-057-6 217-210-058-4 217-210-059-2 217-210-060-0 217-210-061-8 217-210-062-6 217-210-063-4 217-210-064-2 217-210-065-9 217-210-066-7 217-210-069-1 217-210-070-9 217-210-071-7 217-210-072-5 217-210-073-3 217-210-074-1 217-210-075-8 217-210-076-6 217-210-077-4 217-210-078-2 217-210-087-3 217-210-088-1 217-210-090-7 217-210-091-5 217-210-092-3 217-210-093-1 217-210-094-9 217-210-095-6 217-210-108-7 217-220-041-8 217-220-042-6 217-220-043-4 217-220-044-2 217-220-045-9 217-220-046-7 217-220-047-5 217-220-057-4 217-220-058-2 217-220-063-2 217-220-064-0 217-220-065-7 217-220-066-5 217-220-082-2 217-220-083-0 217-220-084-8 217-220-085-5 217-220-086-3 217-220-087-1 217-220-099-6 $ 30.70 $ 32.52 $ 42.18 $ 42.18 $ 36.12 $ 29.48 $ 32.52 $ 30.70 $ 30.70 $ 29.48 $ 32.52 $ 36.12 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 29.48 $ 30.70 $ 30.70 $ 36.12 $ 36.12 $ 32.52 $ 30.70 $ 32.52 $ 32.52 $ 29.48 $ 32.52 $ 29.48 $ 28.28 $ 28.28 $ 28.28 $ 27.06 $ 27.06 $ 28.28 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 36.12 $ 29.48 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 30.70 $ 30.70 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 30.70 $ 32.52 $ 29.48 $ 30.70 $ 36.12 $ 42.18 $ 36.12 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 32.52 $ 32.52 $ 32.52 $ 30.70 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 28.28 $ 28.28 $ 28.28 $ 32.52 $ 30.70 $ 29.48 $ 28.28 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 45 of 50 75A 75A 75A 75A 217-220-100-2 217-220-101-0 217-220-102-8 217-220-103-6 217-220-104-4 217-220-105-1 217-220-106-9 217-220-107-7 217-220-108-5 217-220-109-3 217-220-110-1 217-220-111-9 217-220-112-7 217-220-113-5 217-220-114-3 217-220-115-0 217-220-116-8 217-220-117-6 217-220-118-4 217-220-119-2 217-220-120-0 217-220-121-8 217-220-122-6 217-220-123-4 217-220-124-2 217-220-125-9 217-220-126-7 217-220-127-5 217-220-128-3 217-220-129-1 217-220-130-9 217-220-131-7 217-220-132-5 217-220-133-3 217-220-134-1 217-220-136-6 217-220-137-4 217-220-138-2 217-220-139-0 217-220-144-0 217-220-145-7 217-220-146-5 217-220-147-3 217-220-148-1 217-220-149-9 217-220-150-7 217-220-151-5 217-220-152-3 217-220-153-1 217-220-154-9 217-220-155-6 217-220-156-4 217-220-157-2 217-220-158-0 217-220-159-8 217-220-160-6 217-220-161-4 217-220-162-2 217-220-163-0 217-230-013-5 217-230-014-3 217-230-015-0 217-230-016-8 217-230-017-6 217-230-018-4 217-230-019-2 217-230-038-2 217-230-039-0 217-230-040-8 217-230-041-6 217-230-042-4 217-230-043-2 217-230-044-0 217-230-045-7 217-230-046-5 217-230-047-3 217-230-048-1 217-230-049-9 217-230-050-7 217-230-051-5 217-230-052-3 217-230-053-1 217-230-054-9 217-230-055-6 217-230-056-4 217-230-057-2 217-230-058-0 217-230-059-8 217-230-060-6 217-230-061-4 217-230-062-2 217-230-063-0 217-230-064-8 217-230-065-5 217-230-066-3 217-230-067-1 217-230-068-9 217-230-069-7 217-230-070-5 217-230-071-3 217-230-072-1 217-230-073-9 217-230-074-7 217-230-075-4 217-230-076-2 217-230-077-0 217-230-078-8 217-230-079-6 217-230-080-4 217-230-081-2 217-230-082-0 217-230-083-8 217-230-087-9 217-230-088-7 217-230-089-5 217-230-090-3 217-230-091-1 217-230-092-9 217-230-093-7 217-230-094-5 217-230-095-2 217-230-096-0 217-230-097-8 217-230-098-6 217-230-099-4 217-230-100-0 217-230-101-8 217-230-102-6 217-230-103-4 217-230-106-7 217-230-108-3 217-230-109-1 217-230-110-9 217-230-111-7 217-230-112-5 217-230-113-3 217-230-114-1 217-230-115-8 217-230-116-6 217-230-117-4 217-230-118-2 217-230-119-0 217-240-001-8 217-240-002-6 217-240-003-4 217-240-004-2 217-240-005-9 217-240-006-7 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 30.70 $ 29.48 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 46 of 50 75A 75A 75A 75A 217-240-007-5 217-240-008-3 217-240-009-1 217-240-010-9 217-240-011-7 217-240-012-5 217-240-013-3 217-240-014-1 217-240-015-8 217-240-016-6 217-240-017-4 217-240-018-2 217-250-007-2 217-260-001-3 217-260-002-1 217-260-003-9 217-260-004-7 217-260-005-4 217-260-006-2 217-260-007-0 217-260-008-8 217-260-009-6 217-260-010-4 217-260-011-2 217-260-012-0 217-260-013-8 217-260-014-6 217-260-015-3 217-260-016-1 217-260-017-9 217-260-018-7 217-260-019-5 217-260-020-3 217-260-021-1 217-260-022-9 217-260-023-7 217-260-024-5 217-260-025-2 217-260-026-0 217-260-027-8 217-260-028-6 217-260-029-4 217-260-030-2 217-260-031-0 217-260-032-8 217-260-033-6 217-260-034-4 217-260-035-1 217-260-036-9 217-260-037-7 217-260-038-5 217-260-039-3 217-260-040-1 217-260-041-9 217-260-042-7 217-260-043-5 217-260-044-3 217-260-045-0 217-260-046-8 217-260-047-6 217-260-048-4 217-260-049-2 217-260-050-0 217-260-051-8 217-280-001-9 217-280-002-7 217-280-003-5 217-280-004-3 217-280-005-0 217-280-006-8 217-280-007-6 217-280-008-4 217-280-009-2 217-280-010-0 217-280-011-8 217-280-012-6 217-280-013-4 217-280-014-2 217-280-015-9 217-280-016-7 217-280-017-5 217-280-018-3 217-280-019-1 217-280-020-9 217-280-021-7 217-280-022-5 217-290-001-7 217-290-002-5 217-290-003-3 217-290-004-1 217-290-005-8 217-290-006-6 217-290-007-4 217-290-008-2 217-290-009-0 217-290-010-8 217-290-011-6 217-290-012-4 217-290-013-2 217-290-014-0 217-290-015-7 217-290-016-5 217-290-017-3 217-290-018-1 217-290-019-9 217-290-020-7 217-290-021-5 217-290-022-3 217-290-023-1 217-290-024-9 217-290-025-6 217-290-026-4 217-290-027-2 217-290-028-0 217-290-029-8 217-290-030-6 217-290-031-4 217-290-032-2 217-290-033-0 217-300-001-5 217-300-002-3 217-300-003-1 217-300-004-9 217-300-005-6 217-300-006-4 217-300-007-2 217-300-008-0 217-300-009-8 217-300-010-6 217-300-011-4 217-300-012-2 217-300-013-0 217-300-014-8 217-300-015-5 217-300-016-3 217-300-017-1 217-300-018-9 217-300-019-7 217-300-020-5 217-300-021-3 217-300-022-1 217-300-023-9 217-300-024-7 217-300-025-4 217-300-026-2 217-300-027-0 217-300-028-8 217-300-029-6 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 3,757.44 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 18.48 $ 18.48 $ 18.48 $ 18.48 $ 18.48 $ 18.48 $ 18.48 $ 18.48 $ 18.48 $ 17.04 $ 17.04 $ 17.04 $ 17.04 $ 17.04 $ 17.04 $ 17.04 $ 17.04 $ 17.04 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 25.78 $ 25.78 $ 25.78 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 25.78 $ 25.78 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 47 of 50 75A 76A 76A 76A 76A 217-300-030-4 217-300-031-2 217-300-032-0 217-300-033-8 217-300-034-6 217-300-035-3 217-300-036-1 217-300-037-9 217-300-038-7 217-300-039-5 217-300-040-3 217-300-041-1 217-300-042-9 217-300-043-7 217-300-044-5 217-300-045-2 217-300-046-0 217-300-047-8 217-300-048-6 187-470-001-4 187-470-002-2 187-470-003-0 187-470-004-8 187-470-005-5 187-470-006-3 187-470-007-1 187-470-008-9 187-470-009-7 187-470-010-5 187-470-011-3 187-470-012-1 187-470-013-9 187-470-014-7 187-490-001-0 187-490-002-8 187-490-003-6 187-490-004-4 187-490-005-1 187-490-006-9 187-490-007-7 187-490-008-5 187-490-009-3 187-490-010-1 187-490-011-9 187-490-012-7 187-490-013-5 187-490-014-3 187-490-015-0 187-490-016-8 187-490-017-6 187-490-018-4 187-490-019-2 187-490-020-0 187-490-021-8 187-490-022-6 187-490-023-4 187-490-024-2 187-490-025-9 187-490-026-7 187-490-027-5 187-490-028-3 187-490-029-1 187-490-030-9 187-490-035-8 187-490-036-6 187-490-037-4 187-490-038-2 187-490-039-0 187-490-040-8 187-490-041-6 187-490-042-4 187-490-043-2 187-490-044-0 187-490-045-7 187-490-046-5 187-490-047-3 187-490-048-1 187-490-049-9 187-490-050-7 187-490-051-5 187-490-052-3 187-490-053-1 187-490-054-9 187-490-055-6 187-490-056-4 187-490-057-2 187-490-058-0 187-490-059-8 187-490-060-6 187-490-061-4 187-490-062-2 187-490-063-0 187-500-001-8 187-500-002-6 187-500-003-4 187-500-004-2 187-500-005-9 187-500-006-7 187-500-007-5 187-500-008-3 187-500-009-1 187-500-010-9 187-500-011-7 187-500-012-5 187-500-013-3 187-500-014-1 187-500-015-8 187-500-016-6 187-500-017-4 187-500-018-2 187-500-019-0 187-500-020-8 187-500-021-6 187-500-022-4 187-500-023-2 187-500-024-0 187-500-025-7 187-500-026-5 187-500-027-3 187-500-028-1 187-510-001-6 187-510-002-4 187-510-003-2 187-510-004-0 187-510-005-7 187-510-006-5 187-510-007-3 187-510-008-1 187-510-009-9 187-510-010-7 187-510-012-3 187-510-013-1 187-510-014-9 187-510-015-6 187-510-017-2 187-510-018-0 187-520-001-4 187-520-002-2 187-520-003-0 187-520-004-8 187-520-005-5 187-520-006-3 187-520-007-1 187-520-008-9 187-520-009-7 $ 22.14 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 235.86 $ 164.70 $ 197.48 $ 197.48 $ 235.86 $ 197.48 $ 271.70 $ 197.48 $ 197.48 $ 271.70 $ 235.86 $ 271.70 $ 271.70 $ 271.70 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 194.18 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 DA DA DA DA DA $147,950.30 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 48 of 50 76A 76A 76A 76A 187-520-010-5 187-520-011-3 187-520-012-1 187-520-013-9 187-520-014-7 187-520-015-4 187-520-016-2 187-520-017-0 187-520-018-8 187-520-019-6 187-520-020-4 187-520-021-2 187-520-022-0 187-520-024-6 187-520-025-3 187-520-026-1 187-520-027-9 187-520-028-7 187-520-029-5 187-520-030-3 187-520-031-1 187-520-032-9 187-520-033-7 187-520-034-5 187-520-035-2 187-520-036-0 187-520-037-8 187-520-038-6 187-531-001-1 187-531-002-9 187-531-003-7 187-531-004-5 187-531-005-2 187-531-006-0 187-531-007-8 187-532-001-0 187-532-002-8 187-532-003-6 187-532-004-4 187-532-005-1 187-532-006-9 187-532-007-7 187-532-008-5 187-532-009-3 187-532-010-1 187-532-011-9 187-533-001-9 187-533-002-7 187-533-003-5 187-533-004-3 187-534-001-8 187-534-002-6 187-535-001-7 187-536-001-6 187-537-001-5 187-537-002-3 187-537-003-1 187-537-008-0 187-537-010-6 187-537-011-4 187-537-012-2 187-541-001-9 187-541-002-7 187-541-003-5 187-541-004-3 187-542-001-8 187-542-002-6 187-542-003-4 187-542-004-2 187-542-005-9 187-542-006-7 187-542-007-5 187-542-008-3 187-542-009-1 187-542-010-9 187-542-011-7 187-543-001-7 187-543-002-5 187-543-003-3 187-543-004-1 187-544-003-2 187-544-004-0 187-551-001-6 187-551-002-4 187-551-003-2 187-551-006-5 187-551-007-3 187-551-008-1 187-552-001-5 187-552-002-3 192-210-023-3 192-210-024-1 192-210-025-8 192-210-027-4 192-210-028-2 192-210-029-0 192-210-030-8 192-210-031-6 193-690-069-3 193-880-001-6 193-880-002-4 193-880-003-2 193-880-004-0 193-880-005-7 193-880-006-5 193-880-008-1 193-880-009-9 193-880-010-7 193-880-011-5 193-890-001-4 193-890-002-2 193-890-003-0 193-890-004-8 193-890-005-5 193-890-006-3 193-890-007-1 193-890-008-9 193-890-009-7 193-890-010-5 193-890-011-3 193-890-012-1 193-890-013-9 193-890-014-7 193-890-015-4 193-890-016-2 193-890-018-8 193-890-021-2 193-890-022-0 193-890-023-8 193-890-024-6 193-890-025-3 193-890-026-1 193-890-027-9 193-890-028-7 193-890-029-5 193-890-030-3 193-890-032-9 193-890-033-7 193-890-034-5 193-900-001-2 193-900-002-0 193-900-003-8 193-900-004-6 193-900-005-3 193-900-006-1 193-900-007-9 193-900-008-7 193-900-009-5 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 235.86 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 235.86 $ 235.86 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 271.70 $ 197.48 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 271.70 $ 235.86 $ 271.70 $ 271.70 $ 235.86 $ 271.70 $ 235.86 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 197.48 $ 129.88 $ 129.88 $ 197.48 $ 235.86 $ 129.88 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 235.86 $ 235.86 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 129.88 $ 129.88 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 197.48 $ 197.48 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 164.70 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 49 of 50 76A 910 910 910 910 193-900-015-2 193-900-016-0 202-351-001-5 202-351-002-3 202-351-003-1 202-351-004-9 202-351-005-6 202-352-001-4 202-352-002-2 202-352-003-0 202-352-004-8 202-352-005-5 202-352-006-3 202-352-007-1 202-352-008-9 202-353-001-3 202-353-002-1 202-353-003-9 202-353-004-7 202-353-005-4 202-353-006-2 202-353-007-0 202-353-008-8 202-353-009-6 202-353-010-4 202-353-011-2 202-353-012-0 202-353-013-8 202-354-001-2 202-354-002-0 202-354-003-8 202-354-004-6 202-354-005-3 202-354-006-1 202-361-001-3 202-361-002-1 202-361-003-9 202-361-004-7 202-361-007-0 202-361-008-8 202-362-001-2 202-362-002-0 202-362-003-8 202-362-004-6 202-362-005-3 202-362-006-1 202-362-007-9 202-363-001-1 202-363-002-9 202-363-003-7 202-363-004-5 202-363-005-2 202-363-006-0 202-364-001-0 202-364-002-8 202-371-001-1 202-371-002-9 202-371-003-7 202-371-004-5 202-371-005-2 202-371-008-6 202-371-009-4 202-371-010-2 202-371-011-0 202-371-012-8 202-371-016-9 202-371-017-7 202-371-018-5 202-371-020-1 202-371-021-9 202-371-022-7 202-372-001-0 202-372-002-8 202-372-003-6 202-381-001-9 202-381-002-7 202-381-003-5 202-381-004-3 202-381-005-0 202-381-006-8 202-381-007-6 202-381-008-4 202-381-009-2 202-381-010-0 202-382-001-8 202-382-002-6 202-382-003-4 202-382-004-2 202-382-005-9 202-382-006-7 202-382-007-5 202-382-008-3 202-382-009-1 202-382-010-9 202-382-011-7 202-391-001-7 202-391-002-5 202-391-003-3 202-391-004-1 202-391-005-8 202-391-006-6 202-391-007-4 202-391-008-2 202-391-009-0 202-391-010-8 202-391-011-6 202-391-012-4 202-391-013-2 202-391-014-0 202-391-015-7 202-391-016-5 202-391-017-3 202-391-018-1 202-391-019-9 202-391-020-7 202-391-021-5 202-391-022-3 202-392-001-6 202-392-002-4 202-392-003-2 202-392-004-0 202-392-005-7 202-393-001-5 202-393-002-3 202-393-003-1 202-393-004-9 202-393-005-6 202-393-006-4 202-393-007-2 202-393-008-0 202-393-009-8 202-393-010-6 202-394-002-2 202-394-003-0 202-394-004-8 202-394-005-5 202-394-006-3 202-394-007-1 202-394-008-9 202-394-009-7 202-394-010-5 202-394-011-3 202-394-012-1 202-394-013-9 202-394-016-2 $ 197.48 $ 197.48 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 371.50 $ 286.34 $ 371.50 $ 318.26 $ 318.26 $ 371.50 $ 318.26 $ 318.26 $ 371.50 $ 318.26 $ 318.26 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 371.50 $ 318.26 $ 371.50 $ 318.26 $ 318.26 $ 318.26 $ 371.50 $ 371.50 $ 371.50 $ 371.50 $ 371.50 $ 371.50 $ 318.26 $ 318.26 $ 371.50 $ 371.50 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 318.26 $ 286.34 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 286.34 $ 286.34 $ 318.26 $ 371.50 $ 318.26 $ 371.50 $ 371.50 $ 371.50 $ 318.26 $ 286.34 $ 318.26 $ 371.50 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 286.34 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 286.34 $ 318.26 $ 318.26 $ 318.26 $ 371.50 $ 318.26 $ 371.50 $ 318.26 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 259.76 $ 249.12 $ 259.76 $ 259.76 $ 259.76 $ 286.34 $ 286.34 $ 259.76 $ 259.76 $ 270.40 $ 286.34 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 270.40 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 286.34 $ 249.12 $ 259.76 $ 259.76 $ 249.12 $ 249.12 $ 249.12 $ 270.40 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 DA DA DA DA DA $44,136.96 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 50 of 50 910 910 202-394-017-0 202-394-018-8 202-394-019-6 202-394-020-4 202-395-001-3 202-395-002-1 202-395-003-9 202-395-004-7 202-395-005-4 202-395-006-2 202-395-007-0 202-395-008-8 202-395-009-6 202-395-010-4 202-395-011-2 202-401-001-5 202-401-002-3 202-401-003-1 202-401-004-9 202-401-005-6 202-401-006-4 202-401-007-2 202-401-008-0 202-401-009-8 202-402-001-4 202-402-002-2 202-402-003-0 202-402-004-8 202-402-005-5 202-402-006-3 202-402-007-1 202-402-008-9 202-402-009-7 202-402-010-5 202-402-011-3 202-403-001-3 202-403-002-1 202-403-003-9 202-403-004-7 202-403-005-4 202-403-006-2 202-403-007-0 202-403-008-8 202-403-009-6 202-403-010-4 202-403-011-2 202-403-012-0 202-403-013-8 202-403-014-6 202-403-015-3 202-403-016-1 202-403-017-9 202-403-018-7 202-403-019-5 202-403-020-3 202-403-021-1 202-403-022-9 202-404-001-2 202-404-002-0 202-404-003-8 202-404-004-6 202-404-005-3 202-404-006-1 202-404-007-9 202-404-008-7 202-404-009-5 202-404-010-3 202-404-011-1 202-404-012-9 202-404-013-7 202-404-014-5 202-404-015-2 202-404-016-0 $ 286.34 $ 286.34 $ 286.34 $ 270.40 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 249.12 $ 259.76 $ 259.76 $ 259.76 $ 249.12 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 270.40 $ 270.40 $ 259.76 $ 249.12 $ 249.12 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 270.40 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 249.12 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 270.40 $ 259.76 $ 249.12 $ 249.12 $ 249.12 $ 259.76 $ 259.76 $ 249.12 $ 249.12 $ 249.12 $ 286.34 $ 318.26 $ 259.76 $ 249.12 $ 259.76 $ 259.76 DA DA $63,149.76 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2025- 214 Name: Status:Type:Consent Resolution Passed File created:In control:6/5/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:Acting as the governing body of the Contra Costa County Flood Control and Water Conservation District, ADOPT Resolution No. 2025-214, adopting and levying the annual Drainage Area Benefit Assessment in Drainage Area 76A for Fiscal Year 2025–2026, Alamo area. (100% Drainage Area Benefit Assessment Funds) Attachments:1. DA 76A Exhibit A FY Comparison, 2. Exhibit B Proposed_fees_2025 Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To: Contra Costa County Flood Control and Water Conservation District From:Warren Lai, Public Works Director/Chief Engineer Report Title:Adoption and levy of annual Drainage Area Benefit Assessment in Drainage Area 76A for Fiscal Year 2025-2026. Project No. 7505-6F8167 ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Resolution adopting and levying the annual Drainage Area Benefit Assessment (DABA)in Drainage Area 76A (DA 76A) for Fiscal Year 2025-2026, Alamo area. FISCAL IMPACT: The proposed annual DABA will provide approximately $44,136 in funding for flood control drainage maintenance activities in DA 76A. (100% Drainage Area Benefit Assessment Funds) BACKGROUND: A DABA is a subset of parcels within a defined boundary of a larger drainage area that is assessed to fund flood control infrastructure maintenance that directly benefits the area.Assessments are used to pay for flood control maintenance activities,including complaint investigation,facility inspections,ditch and basin cleaning, maintaining right-of-way access,and additional general or routine drainage maintenance activities.The assessments collected are used only for the maintenance and operation of the flood control facilities within the Contra Costa County Flood Control and Water Conservation District right-of-way limits. DABAs are established when a development is determined to increase stormwater runoff,inundating existing drainage infrastructure.DABAs are established by agreement with developers or vote by parcel owners.DA 76A was established December 1,1987,by adoption of Resolution No.87/726 with subsequent annexations of additional developments in 1989,1995,and 2000.DA 76A has been assigned a specific number of Impervious Area Units (IAUs),where a single IAU is equal to 1,000 square feet of impervious surface.Parcels within DA 76A are assigned a specific number of IAUs based upon their proportional share of impervious area in accordance with the Benefit Assessment Act of 1982.DA 76A has a total of 1,545 IAUs,where the typical CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 4 powered by Legistar™ File #:RES 2025-214,Version:1 accordance with the Benefit Assessment Act of 1982.DA 76A has a total of 1,545 IAUs,where the typical single-family home may pay an assessment amount of $89.42 for Fiscal Year 2025-2026. To calculate the assessment,the cost of flood control infrastructure maintenance within DA 76A is budgeted. The cost of flood control infrastructure maintenance varies from year-to-year based upon the planned annual costs and unforeseen maintenance needs.The assessment rate/IAU is the quotient of the budgeted maintenance divided by the number of IAUs assigned to DA 76A.The assessment for each parcel is the product of the rate/IAU multiplied by the number of IAUs assigned to the parcel.At the onset of the initial formation, including subsequent annexation,a maximum assessment rate was adopted for the establishment of a reserve fund based on unforeseen costs due to natural disasters or severe weather events.This maximum annual assessment remains unchanged and is not adjusted annually for inflation. Based on the assessment calculation,where DA 75A has 1,545 IAUs and budgeted maintenance of $59,000,the assessment rate for Fiscal Year 2025-2026 is calculated to be $38.19.Unspent assessments from Fiscal Year 2024-2025 shall be carried over to Fiscal Year 2025-2026.As a result,the assessment rate that shall be levied will be less than the calculated rate of $38.19. CONSEQUENCE OF NEGATIVE ACTION: If the proposed assessment for DA 76A is not adopted,the proposed assessment will not be levied,and the maintenance of the flood control facilities may not happen. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 4 powered by Legistar™ File #:RES 2025-214,Version:1 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board IN THE MATTER OF ADOPTING AND LEVYING ASSESSMENTS IN DRAINAGE AREA 76A FOR FISCAL YEAR 2025-2026. WHEREAS the Board of Supervisors FINDS that: 1.On December 1,1987,the Board of Supervisors,as the governing body of the Contra Costa County Flood Control and Water Conservation District (Flood Control District),adopted Resolution No.87/726, establishing Drainage Area 76A (DA 76A)and imposing assessments on parcels within the area of benefit pursuant to the Benefit Assessments Act of 1982 (Gov.Code,§54703 et.seq.),following approval by landowners,for the purpose of funding flood control facility maintenance,such as complaint investigation,facility inspections,ditch and basin cleaning,maintaining right-of-way access, and additional general or routine drainage maintenance activities. 2.Under Resolution No.87/726,assessments were imposed based upon the annual budgeted cost of flood control facility maintenance for DA 76A,the total impervious surface area (described as Impervious Area Units [IAUs]where a single IAU is equal to 1,000 square feet of impervious surface area) assigned to DA 76A,and the number of IAUs attributable to each parcel.In this way,assessment amounts were determined on the basis of proportionate stormwater runoff from each parcel,in accordance with Government Code section 54711. 3.Under Resolution No.87/726,and as approved by landowners of DA 76A,(a)the annual assessment rate is the quotient of the annual budgeted maintenance cost divided by the number of IAUs assigned to DA 76A; and (b) the maximum assessment amount is $65.07/IAU. 4.As set forth in Exhibit A,attached hereto and incorporated by this reference,the maximum assessment rate for Fiscal Year 2024-2025 was $65.07/IAU and remains unchanged for Fiscal Year 2025-2026. 5.As set forth in Exhibit A,for Fiscal Year 2025-2026,the budgeted maintenance to be funded by DA 76A assessments is $59,000.Anticipated maintenance activities include facility inspections,ditch cleaning, fence repair, and landscape maintenance, among others. 6.Based upon the formula set forth in Resolution No.87/726,the current number of IAUs in DA 76A CONTRA COSTA COUNTY Printed on 8/26/2025Page 3 of 4 powered by Legistar™ File #:RES 2025-214,Version:1 6.Based upon the formula set forth in Resolution No.87/726,the current number of IAUs in DA 76A (1,545),and budgeted maintenance of $59,000,the adjusted annual assessment rate for Fiscal Year 2025 -2026 would be $38.19/IAU. 7.The annual assessment rate of $38.19 is less than the maximum rate of $65.07.The annual assessment rate for Fiscal Year 2025-2026 may, therefore, be set at $38.19/IAU. 8.Unspent assessments from Fiscal Year 2024-2025 shall be carried over to Fiscal Year 2025-2026.As a result,the annual assessment rate that shall be levied will be less than the adjusted annual assessment rate of $38.19. NOW, THEREFORE, the Board hereby determines and resolves that: 1.The annual budgeted cost of flood control facility maintenance to be financed by DA 76A assessments for Fiscal Year 2025-2026 shall not exceed $59,000. 2.Annual assessments shall be levied in DA 76A for Fiscal Year 2025-2026 at a rate of $28.57/IAU,in the specific amounts shown per parcel on Exhibit B,attached hereto and incorporated herein by this reference. 3.The Drainage Area Benefit Assessment shall be collected in the same manner,and subject to the same penalties and priority of lien as other charges and taxes fixed and collected by,or on behalf of,the Flood Control District, pursuant to Government Code section 54718. CONTRA COSTA COUNTY Printed on 8/26/2025Page 4 of 4 powered by Legistar™ Contra Costa County Flood Control and Water Conservation District Drainage Area Benefit Assessment (DABA) Max IAU Rate, Adjusted for Inflation IAU Rate No. of IAU's per Drainage Area Assessment Total Assessment Amount for Typical Parcel (3.12 IAU) Max IAU Rate, Adjusted for Inflation Proposed IAU Rate No. of IAU's per Drainage Area Proposed Assessment Total Assessment Amount for Typical Parcel (3.12 IAU) DA 76A Bogue Ranch 65.07$ 28.57$ 1,545 44,136$ 89.42$ 65.07$ 28.57$ 1,545 44,136$ 89.42$ Beginning Fund Balance at start of July 1, 2024 Assessment Revenue Maintenance Expense Administration Expenses Engineering Project Expenses Estimated Total Expense June 30, 2025 Estimated Beginning Fund Balance at start of July 1, 2025 Estimated Assessment Revenue Budgeted Maintenance Expenses Budgeted Administration Expenses Budgeted Engineering Project Expenses Estimated Ending Fund Balance June 30, 2026 Tar et Reserve Fund per Engineer's Report DA 76A Bogue Ranch 310,980$ 44,136$ 45,600$ 500$ -$ 46,100$ 309,016$ 44,136$ 44,000$ 15,000$ -$ 294,152$ 314,625$ FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 DA 76A Bogue Ranch 42.08$ 31.17$ 2.00$ 10.00$ 28.57$ 28.57$ Drainage Area IAU Rate EXHIBIT A Drainage Area FY 2024-25 FY 2025-26 Drainage Area FY 2024-25 FY 2025-26 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 1 of 50 1010 1010 1010 1010 203-061-001-4 203-061-002-2 203-061-003-0 203-061-004-8 203-061-005-5 203-061-006-3 203-061-007-1 203-061-008-9 203-061-009-7 203-061-010-5 203-061-011-3 203-061-012-1 203-061-013-9 203-061-014-7 203-061-015-4 203-061-016-2 203-061-017-0 203-061-018-8 203-061-019-6 203-061-020-4 203-061-021-2 203-061-022-0 203-061-023-8 203-061-024-6 203-061-025-3 203-061-026-1 203-061-027-9 203-061-028-7 203-061-029-5 203-061-030-3 203-061-031-1 203-061-032-9 203-061-033-7 203-061-034-5 203-061-035-2 203-061-036-0 203-061-037-8 203-061-038-6 203-061-039-4 203-061-040-2 203-061-041-0 203-061-042-8 203-061-043-6 203-061-044-4 203-061-045-1 203-061-046-9 203-061-047-7 203-061-048-5 203-061-049-3 203-061-050-1 203-061-051-9 203-061-052-7 203-061-053-5 203-061-054-3 203-061-055-0 203-061-056-8 203-061-057-6 203-061-058-4 203-061-059-2 203-061-060-0 203-061-061-8 203-061-062-6 203-061-063-4 203-061-064-2 203-061-065-9 203-071-001-2 203-071-002-0 203-071-003-8 203-071-004-6 203-071-005-3 203-071-006-1 203-071-007-9 203-071-008-7 203-071-009-5 203-071-010-3 203-071-011-1 203-071-012-9 203-071-013-7 203-071-014-5 203-071-015-2 203-071-016-0 203-071-017-8 203-071-018-6 203-071-019-4 203-071-020-2 203-071-021-0 203-071-022-8 203-071-023-6 203-071-024-4 203-071-025-1 203-071-026-9 203-071-027-7 203-071-028-5 203-071-029-3 203-071-030-1 203-071-031-9 203-071-032-7 203-071-033-5 203-071-034-3 203-071-035-0 203-071-036-8 203-071-037-6 203-071-038-4 203-071-039-2 203-071-040-0 203-071-041-8 203-071-042-6 203-071-043-4 203-071-044-2 203-071-045-9 203-071-046-7 203-071-047-5 203-071-048-3 203-071-049-1 203-071-050-9 203-071-051-7 203-071-052-5 203-071-053-3 203-071-054-1 203-071-055-8 203-071-056-6 203-071-057-4 203-071-058-2 203-071-059-0 203-071-060-8 203-071-061-6 203-071-062-4 203-071-063-2 203-071-064-0 203-071-065-7 203-071-066-5 203-071-067-3 203-071-068-1 203-071-069-9 203-071-070-7 203-071-071-5 203-071-072-3 203-071-073-1 203-071-074-9 203-071-075-6 203-071-076-4 203-071-077-2 203-071-078-0 203-071-079-8 203-071-080-6 203-071-081-4 203-071-082-2 203-071-083-0 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 36.46 $ 36.46 $ 36.46 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 36.46 $ 36.46 $ 36.46 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 2 of 50 1010 1010 1010 1010 203-071-084-8 203-071-085-5 206-010-033-2 206-010-045-6 206-010-046-4 206-010-049-8 206-010-050-6 206-010-051-4 206-010-053-0 206-010-056-3 206-010-059-7 206-010-061-3 206-020-078-5 206-272-026-9 206-272-027-7 206-272-028-5 206-272-029-3 206-272-030-1 206-272-031-9 206-281-001-1 206-281-002-9 206-281-003-7 206-281-004-5 206-281-008-6 206-281-009-4 206-281-010-2 206-281-011-0 206-281-012-8 206-281-013-6 206-281-014-4 206-281-015-1 206-281-016-9 206-281-017-7 206-281-018-5 206-281-019-3 206-281-020-1 206-281-021-9 206-281-022-7 206-281-023-5 206-281-024-3 206-281-025-0 206-281-026-8 206-281-027-6 206-281-028-4 206-281-029-2 206-281-030-0 206-281-031-8 206-281-032-6 206-281-033-4 206-281-034-2 206-281-035-9 206-281-039-1 206-281-040-9 206-281-041-7 206-281-042-5 206-281-043-3 206-282-005-1 206-282-006-9 206-282-007-7 206-282-008-5 206-282-009-3 206-282-012-7 206-282-013-5 206-282-014-3 206-282-018-4 206-282-019-2 206-282-021-8 206-282-022-6 206-282-023-4 206-282-024-2 206-282-025-9 206-282-026-7 206-283-001-9 206-283-002-7 206-283-003-5 206-283-004-3 206-283-005-0 206-283-006-8 206-283-007-6 206-283-008-4 206-283-009-2 206-283-010-0 206-283-011-8 206-283-012-6 206-283-013-4 206-283-014-2 206-283-015-9 206-283-019-1 206-283-020-9 206-283-021-7 206-283-022-5 206-283-023-3 206-283-024-1 206-283-025-8 206-283-026-6 206-283-027-4 206-283-028-2 206-283-029-0 206-283-030-8 206-283-031-6 206-283-032-4 206-283-033-2 206-283-044-9 206-283-045-6 206-283-048-0 206-283-049-8 206-283-050-6 206-283-051-4 206-283-052-2 206-283-054-8 206-283-055-5 206-283-056-3 206-283-057-1 206-283-059-7 206-283-060-5 206-283-061-3 206-283-062-1 206-283-063-9 206-283-064-7 206-283-065-4 206-283-066-2 206-283-067-0 206-283-068-8 206-283-069-6 206-291-001-9 206-292-001-8 206-292-002-6 206-292-003-4 206-292-004-2 206-292-005-9 206-292-006-7 206-293-001-7 206-293-002-5 206-293-003-3 206-293-004-1 206-293-005-8 206-293-006-6 206-293-007-4 206-293-008-2 206-293-009-0 206-293-010-8 206-293-011-6 206-293-012-4 206-293-013-2 206-293-014-0 206-294-001-6 206-294-002-4 206-294-003-2 $ 36.46 $ 36.46 $ 914.24 $ 1,551.66 $ 9,435.86 $ 1,132.32 $ 4,369.84 $ 377.44 $ 494.84 $ 1,006.48 $ 436.14 $ 2,987.62 $ 203.00 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 106.92 $ 88.68 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 88.68 $ 97.02 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 88.68 $ 85.28 $ 92.08 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 88.68 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 88.68 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 85.28 $ 88.68 $ 85.28 $ 85.28 $ 88.68 $ 88.68 $ 85.28 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 85.28 $ 106.92 $ 97.02 $ 88.68 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 97.02 $ 123.04 $ 106.92 $ 97.02 $ 92.08 $ 88.68 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 3 of 50 1010 1010 1010 1010 206-294-004-0 206-294-005-7 206-294-006-5 206-294-007-3 206-294-008-1 206-294-009-9 206-294-010-7 206-294-011-5 206-294-012-3 206-294-013-1 206-294-014-9 206-294-015-6 206-294-016-4 206-294-017-2 206-294-018-0 206-294-019-8 206-294-020-6 206-294-021-4 206-301-001-7 206-301-002-5 206-301-003-3 206-301-004-1 206-301-005-8 206-301-006-6 206-301-007-4 206-301-008-2 206-301-009-0 206-301-010-8 206-302-001-6 206-302-002-4 206-302-003-2 206-302-004-0 206-302-005-7 206-302-006-5 206-302-007-3 206-302-008-1 206-302-009-9 206-302-010-7 206-302-011-5 206-302-012-3 206-303-001-5 206-303-002-3 206-311-001-5 206-311-002-3 206-311-003-1 206-311-004-9 206-311-005-6 206-311-020-5 206-311-022-1 206-311-023-9 206-311-024-7 206-311-025-4 206-312-001-4 206-312-002-2 206-312-003-0 206-312-004-8 206-312-005-5 206-341-001-9 206-341-002-7 206-341-003-5 206-341-004-3 206-341-005-0 206-341-006-8 206-341-007-6 206-342-006-7 206-342-007-5 206-342-008-3 206-342-009-1 206-342-010-9 206-342-011-7 206-342-012-5 206-342-013-3 206-342-014-1 206-342-015-8 206-342-016-6 206-342-017-4 206-342-018-2 206-342-019-0 206-342-020-8 206-342-021-6 206-342-022-4 206-342-023-2 206-342-024-0 206-342-025-7 206-342-026-5 206-342-027-3 206-343-001-7 206-343-002-5 206-343-003-3 206-343-004-1 206-343-005-8 206-343-006-6 206-343-007-4 206-343-008-2 206-343-009-0 206-343-010-8 206-343-011-6 206-343-012-4 206-343-013-2 206-343-014-0 206-343-015-7 206-343-016-5 206-343-017-3 206-343-018-1 206-343-019-9 206-343-020-7 206-343-021-5 206-343-022-3 206-343-023-1 206-343-024-9 206-343-025-6 206-343-026-4 206-343-027-2 206-343-028-0 206-343-029-8 206-351-001-6 206-351-002-4 206-351-003-2 206-351-004-0 206-351-005-7 206-351-006-5 206-351-007-3 206-351-008-1 206-351-009-9 206-351-024-8 206-351-025-5 206-351-026-3 206-351-027-1 206-351-028-9 206-351-029-7 206-351-030-5 206-351-031-3 206-351-032-1 206-351-033-9 206-351-034-7 206-351-035-4 206-351-036-2 206-351-037-0 206-352-001-5 206-352-002-3 206-352-003-1 206-352-004-9 206-353-003-0 206-353-004-8 206-353-005-5 206-353-006-3 206-353-007-1 206-353-008-9 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 106.92 $ 92.08 $ 92.08 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 147.52 $ 520.02 $ 97.02 $ 97.02 $ 92.08 $ 106.92 $ 123.04 $ 123.04 $ 106.92 $ 123.04 $ 123.04 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 88.68 $ 85.28 $ 81.82 $ 81.82 $ 85.28 $ 88.68 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 88.68 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 123.04 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 4 of 50 1010 1010 1010 1010 206-353-009-7 206-353-010-5 206-353-011-3 206-353-012-1 206-353-013-9 206-353-014-7 206-353-015-4 206-353-016-2 206-353-017-0 206-353-018-8 206-353-019-6 206-353-020-4 206-353-021-2 206-353-022-0 206-353-023-8 206-353-024-6 206-353-025-3 206-353-026-1 206-353-027-9 206-353-028-7 206-353-029-5 206-353-030-3 206-353-031-1 206-353-032-9 206-353-033-7 206-353-034-5 206-353-035-2 206-353-036-0 206-353-037-8 206-353-038-6 206-353-039-4 206-353-040-2 206-353-041-0 206-353-042-8 206-353-043-6 206-353-044-4 206-353-045-1 206-353-046-9 206-353-047-7 206-353-048-5 206-353-049-3 206-353-050-1 206-353-051-9 206-353-052-7 206-353-053-5 206-353-054-3 206-353-055-0 206-353-056-8 206-353-057-6 206-353-059-2 206-353-060-0 206-362-032-8 206-362-033-6 206-371-001-2 206-371-002-0 206-371-003-8 206-371-004-6 206-371-011-1 206-371-012-9 206-371-013-7 206-371-014-5 206-371-016-0 206-371-017-8 206-371-018-6 206-371-019-4 206-371-020-2 206-371-021-0 206-371-022-8 206-371-023-6 206-371-024-4 206-380-001-1 206-380-002-9 206-380-003-7 206-380-004-5 206-380-005-2 206-380-006-0 206-380-007-8 206-380-008-6 206-380-009-4 206-380-010-2 206-380-011-0 206-380-012-8 206-380-013-6 206-380-014-4 206-380-015-1 206-380-016-9 206-380-017-7 206-380-018-5 206-380-019-3 206-380-020-1 206-380-021-9 206-380-022-7 206-380-023-5 206-380-024-3 206-380-025-0 206-380-026-8 206-380-027-6 206-380-028-4 206-380-029-2 206-380-030-0 206-380-031-8 206-380-032-6 206-380-033-4 206-380-034-2 206-380-035-9 206-380-036-7 206-380-037-5 206-380-038-3 206-380-039-1 206-380-040-9 206-380-041-7 206-380-042-5 206-380-043-3 206-380-044-1 206-380-045-8 206-380-046-6 206-380-047-4 206-380-048-2 206-380-049-0 206-380-050-8 206-380-051-6 206-380-052-4 206-380-053-2 206-380-054-0 206-380-055-7 206-380-056-5 206-380-057-3 206-380-058-1 206-380-059-9 206-380-060-7 206-380-061-5 206-380-062-3 206-380-063-1 206-380-064-9 206-380-065-6 206-380-066-4 206-380-067-2 206-380-068-0 206-380-069-8 206-380-070-6 206-380-072-2 206-380-073-0 206-380-074-8 206-380-075-5 206-380-076-3 206-380-077-1 206-380-078-9 206-380-079-7 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 106.92 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 88.68 $ 85.28 $ 88.68 $ 92.08 $ 97.02 $ 123.04 $ 123.04 $ 97.02 $ 88.68 $ 88.68 $ 97.02 $ 88.68 $ 88.68 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 106.92 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 5 of 50 1010 1010 1010 1010 206-380-080-5 206-380-081-3 206-380-082-1 206-380-083-9 206-380-084-7 206-380-085-4 206-380-086-2 206-380-087-0 206-380-088-8 206-380-089-6 206-380-090-4 206-380-091-2 206-380-092-0 206-380-093-8 206-380-094-6 206-380-095-3 206-380-096-1 206-380-097-9 206-380-098-7 206-380-099-5 206-380-100-1 206-380-101-9 206-380-102-7 206-380-103-5 206-380-104-3 206-380-105-0 206-380-106-8 206-380-107-6 206-380-108-4 206-380-109-2 206-380-110-0 206-380-111-8 206-380-112-6 206-380-113-4 206-380-114-2 206-380-115-9 206-380-116-7 206-380-117-5 206-380-118-3 206-380-119-1 206-380-120-9 206-380-121-7 206-380-122-5 206-380-123-3 206-380-124-1 206-380-125-8 206-380-126-6 206-380-127-4 206-380-128-2 206-380-129-0 206-380-130-8 206-380-131-6 206-380-132-4 206-380-133-2 206-380-134-0 206-380-135-7 206-380-136-5 206-380-137-3 206-380-138-1 206-380-139-9 206-380-140-7 206-380-141-5 206-380-142-3 206-380-143-1 206-380-144-9 206-380-145-6 206-380-146-4 206-380-147-2 206-380-148-0 206-380-149-8 206-380-150-6 206-380-151-4 206-380-152-2 206-380-153-0 206-380-154-8 206-380-155-5 206-380-156-3 206-380-157-1 206-380-170-4 206-390-001-9 206-390-002-7 206-390-003-5 206-390-004-3 206-390-005-0 206-390-006-8 206-390-007-6 206-390-008-4 206-390-009-2 206-390-010-0 206-390-011-8 206-390-012-6 206-390-013-4 206-390-014-2 206-390-015-9 206-390-016-7 206-390-017-5 206-390-018-3 206-390-019-1 206-390-020-9 206-390-021-7 206-390-022-5 206-390-023-3 206-390-024-1 206-390-025-8 206-390-026-6 206-390-027-4 206-390-028-2 206-390-029-0 206-390-030-8 206-401-001-6 206-401-002-4 206-401-003-2 206-402-001-5 206-402-002-3 206-402-003-1 206-402-004-9 206-402-005-6 206-402-006-4 206-402-007-2 206-402-008-0 206-402-009-8 206-402-010-6 206-402-011-4 206-402-012-2 206-402-013-0 206-403-001-4 206-403-002-2 206-403-003-0 206-403-004-8 206-403-005-5 206-403-007-1 206-403-008-9 206-403-009-7 206-403-010-5 206-403-011-3 206-404-001-3 206-404-002-1 206-404-003-9 206-404-004-7 206-404-005-4 206-404-006-2 206-404-007-0 206-404-008-8 206-404-009-6 206-404-010-4 206-404-011-2 206-404-012-0 206-404-013-8 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 97.02 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 106.92 $ 123.04 $ 106.92 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 106.92 $ 123.04 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 106.92 $ 123.04 $ 123.04 $ 147.52 $ 123.04 $ 147.52 $ 147.52 $ 123.04 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 6 of 50 1010 1010 1010 1010 206-404-014-6 206-404-015-3 206-404-016-1 206-404-017-9 206-404-018-7 206-404-019-5 206-404-020-3 206-404-021-1 206-404-022-9 206-404-023-7 206-404-024-5 206-404-025-2 206-404-026-0 206-404-027-8 206-404-028-6 206-404-029-4 206-404-030-2 206-404-031-0 206-404-032-8 206-404-033-6 206-404-034-4 206-404-035-1 206-404-036-9 206-404-037-7 206-404-038-5 206-404-039-3 206-404-040-1 206-404-041-9 206-404-042-7 206-404-043-5 206-404-044-3 206-404-045-0 206-404-046-8 206-404-047-6 206-410-001-5 206-410-002-3 206-410-003-1 206-410-004-9 206-410-005-6 206-410-006-4 206-410-007-2 206-410-008-0 206-410-009-8 206-410-010-6 206-410-011-4 206-410-012-2 206-410-013-0 206-410-014-8 206-410-015-5 206-410-016-3 206-410-017-1 206-410-018-9 206-410-019-7 206-410-020-5 206-410-021-3 206-410-022-1 206-410-023-9 206-410-024-7 206-410-025-4 206-410-026-2 206-410-027-0 206-410-028-8 206-410-029-6 206-410-030-4 206-410-031-2 206-410-032-0 206-410-033-8 206-410-034-6 206-410-035-3 206-410-036-1 206-410-037-9 206-410-038-7 206-410-039-5 206-410-040-3 206-410-041-1 206-410-042-9 206-410-043-7 206-410-044-5 206-410-045-2 206-410-046-0 206-410-047-8 206-410-048-6 206-410-049-4 206-410-050-2 206-410-051-0 206-410-052-8 206-410-053-6 206-410-054-4 206-410-055-1 206-410-056-9 206-410-057-7 206-410-058-5 206-410-059-3 206-410-060-1 206-410-061-9 206-410-062-7 206-410-063-5 206-410-064-3 206-410-065-0 206-410-066-8 206-410-067-6 206-410-068-4 206-410-069-2 206-410-070-0 206-410-071-8 206-410-072-6 206-420-001-3 206-420-002-1 206-420-003-9 206-420-004-7 206-420-005-4 206-420-006-2 206-420-007-0 206-420-008-8 206-420-009-6 206-420-010-4 206-420-011-2 206-420-012-0 206-420-013-8 206-420-014-6 206-420-015-3 206-420-016-1 206-420-017-9 206-420-018-7 206-420-019-5 206-420-020-3 206-420-021-1 206-420-022-9 206-420-023-7 206-420-024-5 206-420-025-2 206-420-026-0 206-420-027-8 206-420-028-6 206-420-029-4 206-420-030-2 206-420-031-0 206-420-032-8 206-420-033-6 206-420-034-4 206-420-035-1 206-420-036-9 206-420-037-7 206-420-038-5 206-420-039-3 206-420-040-1 206-420-041-9 206-420-042-7 $ 88.68 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 106.92 $ 106.92 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 97.02 $ 123.04 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 97.02 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 81.82 $ 106.92 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 88.68 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 97.02 $ 85.28 $ 85.28 $ 85.28 $ 88.68 $ 88.68 $ 88.68 $ 81.82 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 85.28 $ 85.28 $ 97.02 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 7 of 50 1010 1010 1010 1010 206-420-043-5 206-420-044-3 206-420-045-0 206-420-046-8 206-420-047-6 206-420-048-4 206-420-049-2 206-420-050-0 206-420-051-8 206-420-052-6 206-420-053-4 206-420-054-2 206-420-055-9 206-420-056-7 206-420-057-5 206-420-058-3 206-420-059-1 206-420-060-9 206-420-061-7 206-420-062-5 206-420-063-3 206-420-064-1 206-420-065-8 206-420-066-6 206-420-067-4 206-420-068-2 206-420-069-0 206-420-070-8 206-420-071-6 206-420-072-4 206-420-073-2 206-420-074-0 206-420-075-7 206-420-076-5 206-420-077-3 206-420-078-1 206-420-079-9 206-420-080-7 206-420-081-5 206-420-082-3 206-420-083-1 206-420-084-9 206-420-085-6 206-420-086-4 206-420-087-2 206-420-088-0 206-420-089-8 206-420-090-6 206-420-091-4 206-420-092-2 206-420-093-0 206-420-094-8 206-420-095-5 206-420-096-3 206-420-097-1 206-420-098-9 206-420-099-7 206-420-100-3 206-420-101-1 206-420-102-9 206-420-103-7 206-420-104-5 206-420-105-2 206-420-106-0 206-420-107-8 206-420-108-6 206-420-109-4 206-420-110-2 206-420-111-0 206-420-112-8 206-420-113-6 206-420-114-4 206-420-115-1 206-420-116-9 206-420-117-7 206-420-118-5 206-420-119-3 206-420-120-1 206-420-121-9 206-420-122-7 206-420-123-5 206-420-124-3 206-420-125-0 206-420-126-8 206-420-127-6 206-420-128-4 206-420-129-2 206-420-130-0 206-420-131-8 206-420-132-6 206-420-133-4 206-420-134-2 206-420-135-9 206-420-136-7 206-420-137-5 206-420-138-3 206-420-139-1 206-420-140-9 206-420-141-7 206-420-142-5 206-420-143-3 206-420-144-1 206-420-145-8 206-420-146-6 206-420-147-4 206-420-148-2 206-420-149-0 206-420-150-8 206-420-151-6 206-420-152-4 206-420-153-2 206-420-154-0 206-420-155-7 206-420-156-5 206-420-157-3 206-420-158-1 206-420-159-9 206-420-160-7 206-420-161-5 206-420-162-3 206-420-163-1 206-420-164-9 206-420-165-6 206-420-166-4 206-420-167-2 206-420-168-0 206-420-169-8 206-420-170-6 206-420-171-4 206-420-172-2 206-420-173-0 206-420-174-8 206-420-175-5 206-420-176-3 206-420-177-1 206-420-178-9 206-420-179-7 206-420-180-5 206-420-181-3 206-420-182-1 206-420-183-9 206-420-184-7 206-420-185-4 206-420-186-2 206-420-187-0 206-420-188-8 206-420-189-6 206-420-190-4 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 8 of 50 1010 1010 1010 1010 206-420-191-2 206-420-192-0 206-420-193-8 206-420-194-6 206-420-195-3 206-420-196-1 206-420-201-9 206-420-202-7 217-371-001-9 217-371-002-7 217-371-003-5 217-371-004-3 217-371-005-0 217-371-006-8 217-371-007-6 217-371-008-4 217-371-009-2 217-371-010-0 217-371-011-8 217-371-012-6 217-371-013-4 217-371-014-2 217-371-015-9 217-371-016-7 217-371-017-5 217-371-018-3 217-371-019-1 217-371-020-9 217-371-021-7 217-371-022-5 217-371-023-3 217-371-024-1 217-371-025-8 217-371-026-6 217-371-027-4 217-372-001-8 217-372-002-6 217-372-003-4 217-372-004-2 217-372-005-9 217-372-006-7 217-372-007-5 217-372-008-3 217-372-009-1 217-372-010-9 217-373-001-7 217-373-002-5 217-373-003-3 217-373-004-1 217-373-005-8 217-373-006-6 217-373-007-4 217-373-008-2 217-373-009-0 217-373-010-8 217-373-011-6 217-373-012-4 217-373-013-2 217-381-001-7 217-381-002-5 217-381-003-3 217-381-004-1 217-381-005-8 217-381-006-6 217-381-007-4 217-381-008-2 217-381-010-8 217-381-011-6 217-381-012-4 217-382-001-6 217-382-002-4 217-382-003-2 217-382-004-0 217-382-005-7 217-382-006-5 217-382-007-3 217-382-008-1 217-382-009-9 217-382-010-7 217-382-011-5 217-382-012-3 217-383-001-5 217-383-002-3 217-383-003-1 217-383-004-9 217-383-005-6 217-383-006-4 217-383-007-2 217-383-009-8 217-383-010-6 217-383-011-4 217-383-012-2 217-390-001-6 217-390-002-4 217-390-003-2 217-390-004-0 217-390-005-7 217-390-006-5 217-390-007-3 217-390-008-1 217-390-009-9 217-390-010-7 217-390-011-5 217-390-012-3 217-390-013-1 217-390-014-9 217-390-015-6 217-390-016-4 217-390-017-2 217-390-018-0 217-390-019-8 217-390-020-6 217-390-021-4 217-390-022-2 217-390-023-0 217-390-024-8 217-390-025-5 217-390-026-3 217-390-027-1 217-390-029-7 217-390-030-5 217-390-031-3 217-390-032-1 217-390-033-9 217-390-034-7 217-390-035-4 217-390-036-2 217-390-037-0 217-390-038-8 217-390-039-6 217-401-001-3 217-401-002-1 217-401-003-9 217-401-004-7 217-401-005-4 217-401-006-2 217-401-007-0 217-401-008-8 217-401-009-6 217-401-010-4 217-401-011-2 217-401-012-0 217-401-013-8 217-401-014-6 217-401-015-3 217-401-016-1 217-401-017-9 217-401-018-7 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 872.28 $ 830.36 $ 88.68 $ 81.82 $ 85.28 $ 85.28 $ 88.68 $ 88.68 $ 88.68 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 81.82 $ 85.28 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 85.28 $ 88.68 $ 85.28 $ 97.02 $ 97.02 $ 85.28 $ 85.28 $ 85.28 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 92.08 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 85.28 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 106.92 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 92.08 $ 88.68 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 92.08 $ 88.68 $ 92.08 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 9 of 50 1010 1010 1010 1010 217-401-019-5 217-401-020-3 217-401-021-1 217-401-022-9 217-401-023-7 217-401-024-5 217-401-025-2 217-401-026-0 217-401-027-8 217-401-028-6 217-401-029-4 217-401-030-2 217-401-031-0 217-401-032-8 217-401-033-6 217-401-034-4 217-401-035-1 217-401-036-9 217-401-037-7 217-401-038-5 217-401-039-3 217-401-040-1 217-401-041-9 217-401-042-7 217-401-043-5 217-401-044-3 217-402-006-1 217-402-007-9 217-402-008-7 217-402-009-5 217-402-010-3 217-410-001-2 217-410-002-0 217-410-003-8 217-410-004-6 217-410-005-3 217-410-006-1 217-410-007-9 217-410-008-7 217-410-009-5 217-410-010-3 217-410-011-1 217-410-012-9 217-410-013-7 217-410-014-5 217-410-015-2 217-410-016-0 217-410-017-8 217-410-018-6 217-410-019-4 217-410-020-2 217-410-021-0 217-410-022-8 217-410-023-6 217-410-024-4 217-410-025-1 217-410-026-9 217-410-027-7 217-410-028-5 217-410-029-3 217-410-030-1 217-410-031-9 217-410-032-7 217-410-033-5 217-410-034-3 217-410-035-0 217-410-036-8 217-410-037-6 217-410-038-4 217-410-039-2 217-410-040-0 217-410-041-8 217-410-042-6 217-410-043-4 217-410-044-2 217-410-045-9 217-410-046-7 217-410-047-5 217-410-048-3 217-410-049-1 217-410-050-9 217-410-051-7 217-410-052-5 217-410-053-3 217-410-054-1 217-410-055-8 217-410-056-6 217-410-057-4 217-410-058-2 217-410-059-0 217-410-060-8 217-410-061-6 217-410-062-4 217-410-063-2 217-410-064-0 217-410-065-7 217-410-066-5 217-410-067-3 217-410-068-1 217-410-069-9 217-410-070-7 217-410-071-5 217-410-072-3 217-410-073-1 217-410-074-9 217-410-075-6 217-410-076-4 217-410-077-2 217-410-078-0 217-410-088-9 217-410-089-7 217-410-090-5 217-410-091-3 217-420-001-0 217-420-002-8 217-420-003-6 217-420-004-4 217-420-005-1 217-420-006-9 217-420-007-7 217-420-008-5 217-420-009-3 217-420-010-1 217-420-011-9 217-420-012-7 217-420-013-5 217-420-014-3 217-420-015-0 217-420-016-8 217-420-017-6 217-420-018-4 217-420-019-2 217-420-020-0 217-420-021-8 217-420-022-6 217-420-023-4 217-420-024-2 217-420-025-9 217-420-026-7 217-420-027-5 217-420-028-3 217-420-029-1 217-420-030-9 217-420-031-7 217-420-032-5 217-420-033-3 217-420-034-1 217-420-035-8 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 106.92 $ 123.04 $ 97.02 $ 97.02 $ 106.92 $ 123.04 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 92.08 $ 88.68 $ 81.82 $ 81.82 $ 81.82 $ 92.08 $ 92.08 $ 81.82 $ 81.82 $ 81.82 $ 97.02 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 97.02 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 88.68 $ 106.92 $ 88.68 $ 88.68 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 88.68 $ 92.08 $ 92.08 $ 88.68 $ 85.28 $ 88.68 $ 88.68 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 106.92 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 123.04 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 97.02 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 10 of 50 1010 1010 1010 1010 217-420-036-6 217-420-037-4 217-420-038-2 217-420-039-0 217-420-040-8 217-420-041-6 217-420-042-4 217-420-043-2 217-420-044-0 217-420-045-7 217-420-046-5 217-420-047-3 217-420-048-1 217-420-049-9 217-420-050-7 217-420-051-5 217-420-052-3 217-420-053-1 217-420-054-9 217-420-055-6 217-420-056-4 217-420-057-2 217-420-058-0 217-420-059-8 217-420-060-6 217-420-061-4 217-420-062-2 217-420-063-0 217-420-064-8 217-420-065-5 217-420-066-3 217-420-067-1 217-420-068-9 217-420-069-7 217-420-070-5 217-420-071-3 217-420-072-1 217-420-073-9 217-420-074-7 217-420-075-4 217-420-076-2 217-420-080-4 217-420-082-0 217-420-083-8 217-420-084-6 217-420-085-3 217-430-001-8 217-430-002-6 217-430-003-4 217-430-004-2 217-430-005-9 217-430-006-7 217-430-007-5 217-430-008-3 217-430-009-1 217-430-010-9 217-430-011-7 217-430-012-5 217-430-013-3 217-430-014-1 217-430-015-8 217-430-016-6 217-430-017-4 217-430-018-2 217-430-019-0 217-430-020-8 217-430-021-6 217-430-022-4 217-430-023-2 217-430-024-0 217-430-025-7 217-430-026-5 217-430-027-3 217-430-028-1 217-430-029-9 217-430-030-7 217-430-031-5 217-430-032-3 217-430-033-1 217-430-034-9 217-430-035-6 217-430-036-4 217-430-037-2 217-430-038-0 217-430-039-8 217-430-040-6 217-430-041-4 217-430-042-2 217-430-043-0 217-430-044-8 217-430-045-5 217-430-046-3 217-430-047-1 217-430-048-9 217-430-049-7 217-430-050-5 217-430-051-3 217-430-052-1 217-430-053-9 217-430-054-7 217-430-055-4 217-430-056-2 217-430-059-6 217-430-060-4 217-430-061-2 217-430-062-0 217-430-063-8 217-430-064-6 217-430-065-3 217-430-066-1 217-430-067-9 217-430-068-7 217-430-069-5 217-430-070-3 217-430-071-1 217-430-072-9 217-430-073-7 217-430-074-5 217-430-075-2 217-430-076-0 217-430-077-8 217-430-078-6 217-430-079-4 217-430-080-2 217-430-081-0 217-430-082-8 217-430-083-6 217-430-084-4 217-430-085-1 217-430-086-9 217-430-087-7 217-430-088-5 217-430-093-5 217-430-094-3 217-430-095-0 217-430-096-8 217-430-104-0 217-430-105-7 217-430-106-5 217-430-107-3 217-430-108-1 217-430-109-9 217-430-110-7 217-430-111-5 217-430-112-3 217-430-113-1 217-450-001-3 217-450-002-1 $ 123.04 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 106.92 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 106.92 $ 106.92 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 18.80 $ 18.80 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 15.86 $ 15.86 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 11 of 50 1010 1010 1010 1010 217-450-003-9 217-450-004-7 217-450-005-4 217-450-006-2 217-450-007-0 217-450-008-8 217-450-009-6 217-450-010-4 217-450-011-2 217-450-012-0 217-450-013-8 217-450-014-6 217-450-015-3 217-450-016-1 217-450-017-9 217-450-018-7 217-450-019-5 217-450-020-3 217-450-021-1 217-450-022-9 217-450-023-7 217-450-024-5 217-450-025-2 217-450-026-0 217-450-027-8 217-450-028-6 217-450-029-4 217-450-030-2 217-450-031-0 217-450-032-8 217-450-033-6 217-450-034-4 217-450-035-1 217-450-036-9 217-450-037-7 217-450-038-5 217-450-039-3 217-450-040-1 217-450-041-9 217-450-042-7 217-450-043-5 217-450-044-3 217-450-045-0 217-450-046-8 217-450-047-6 217-450-048-4 217-450-049-2 217-450-050-0 217-450-051-8 217-450-052-6 217-450-053-4 217-450-054-2 217-450-055-9 217-450-056-7 217-450-057-5 217-450-058-3 217-450-059-1 217-450-060-9 217-450-061-7 217-450-062-5 217-450-063-3 217-450-064-1 217-450-065-8 217-450-066-6 217-450-067-4 217-450-068-2 217-450-069-0 217-450-070-8 217-450-071-6 217-450-072-4 217-450-073-2 217-450-074-0 217-450-075-7 217-450-076-5 217-460-001-1 217-460-002-9 217-460-003-7 217-460-004-5 217-460-005-2 217-460-006-0 217-460-007-8 217-460-008-6 217-460-009-4 217-460-010-2 217-460-011-0 217-460-012-8 217-460-013-6 217-460-014-4 217-460-015-1 217-460-016-9 217-460-017-7 217-460-018-5 217-460-019-3 217-460-020-1 217-460-021-9 217-460-022-7 217-460-023-5 217-460-024-3 217-460-025-0 217-460-026-8 217-460-027-6 217-460-028-4 217-460-029-2 217-460-030-0 217-460-031-8 217-460-032-6 217-460-033-4 217-460-034-2 217-460-035-9 217-460-036-7 217-460-037-5 217-460-038-3 217-460-039-1 217-460-040-9 217-460-041-7 217-460-042-5 217-460-043-3 217-460-044-1 217-460-045-8 217-460-046-6 217-460-047-4 217-460-048-2 217-460-049-0 217-460-050-8 217-460-051-6 217-460-052-4 217-460-053-2 217-460-054-0 217-460-055-7 217-460-056-5 217-460-057-3 217-460-058-1 217-460-059-9 217-460-060-7 217-460-061-5 217-460-062-3 217-460-063-1 217-460-064-9 217-460-065-6 217-460-066-4 217-460-067-2 217-460-068-0 217-460-069-8 217-460-070-6 217-460-071-4 217-460-072-2 217-460-073-0 217-460-074-8 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 92.08 $ 88.68 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 88.68 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 88.68 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 92.08 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 81.82 $ 85.28 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 88.68 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 92.08 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 81.82 $ 85.28 $ 88.68 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 12 of 50 1010 1010 1010 1010 217-460-075-5 217-460-076-3 217-460-077-1 217-460-078-9 217-460-079-7 217-460-080-5 217-460-081-3 217-460-082-1 217-460-083-9 217-460-084-7 217-470-002-7 217-470-003-5 217-470-004-3 217-470-005-0 217-470-006-8 217-470-007-6 217-470-008-4 217-470-009-2 217-470-010-0 217-470-011-8 217-470-012-6 217-470-013-4 217-470-014-2 217-470-015-9 217-470-016-7 217-470-017-5 217-470-018-3 217-470-019-1 217-470-020-9 217-470-022-5 217-470-023-3 217-470-024-1 217-470-025-8 217-470-026-6 217-470-027-4 217-470-028-2 217-470-029-0 217-470-030-8 217-470-033-2 217-470-034-0 217-470-035-7 217-470-036-5 217-470-043-1 217-470-044-9 217-470-045-6 217-470-046-4 217-470-047-2 217-470-048-0 217-470-049-8 217-470-050-6 217-470-051-4 217-470-052-2 217-470-053-0 217-470-054-8 217-470-055-5 217-470-056-3 217-470-057-1 217-470-058-9 217-470-059-7 217-470-060-5 217-470-061-3 217-470-062-1 217-470-063-9 217-470-064-7 217-470-065-4 217-470-066-2 217-470-067-0 217-470-068-8 217-470-069-6 217-470-070-4 217-470-071-2 217-470-072-0 217-470-073-8 217-470-074-6 217-470-075-3 217-470-076-1 217-470-077-9 217-470-078-7 217-470-079-5 217-470-080-3 217-470-081-1 217-470-082-9 217-470-083-7 217-470-087-8 217-470-088-6 217-470-089-4 217-470-090-2 217-470-091-0 217-470-092-8 217-470-093-6 217-470-094-4 217-470-095-1 217-470-096-9 217-470-097-7 217-470-098-5 217-470-099-3 217-470-100-9 217-470-101-7 217-470-105-8 217-470-106-6 217-470-107-4 217-470-108-2 217-470-109-0 217-470-115-7 217-470-116-5 217-470-117-3 217-470-118-1 217-470-119-9 217-470-124-9 217-470-125-6 217-470-126-4 217-470-128-0 217-470-129-8 217-470-130-6 217-470-132-2 217-470-133-0 217-470-134-8 217-470-135-5 217-470-136-3 220-060-019-1 220-060-020-9 220-060-039-9 220-080-035-3 220-080-037-9 220-080-038-7 220-080-040-3 220-401-013-2 220-401-014-0 220-401-015-7 220-401-016-5 220-401-017-3 220-401-018-1 220-401-019-9 220-401-020-7 220-401-021-5 220-401-022-3 220-401-023-1 220-401-024-9 220-401-025-6 220-440-010-1 220-440-011-9 220-440-012-7 220-440-013-5 220-440-014-3 220-440-015-0 220-440-016-8 220-440-017-6 220-440-018-4 $ 81.82 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 3,111.74 $ 195.68 $ 1,157.44 $ 203.00 $ 123.04 $ 123.04 $ 147.52 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 147.52 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 123.04 $ 123.04 $ 147.52 $ 123.04 $ 123.04 $ 106.92 $ 106.92 $ 123.04 $ 123.04 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 13 of 50 1010 1010 1010 1010 220-440-019-2 220-440-020-0 220-440-023-4 220-440-024-2 220-440-025-9 220-440-026-7 220-440-027-5 220-440-030-9 220-440-031-7 220-440-032-5 220-440-033-3 220-440-034-1 220-440-035-8 220-440-036-6 220-440-038-2 220-440-039-0 220-440-040-8 220-440-041-6 220-450-010-8 220-450-011-6 220-450-012-4 220-450-013-2 220-450-014-0 220-450-015-7 220-450-016-5 220-450-017-3 220-450-018-1 220-450-019-9 220-450-020-7 220-450-021-5 220-450-022-3 220-450-023-1 220-450-024-9 220-450-025-6 220-450-026-4 220-450-027-2 220-450-028-0 220-450-029-8 220-450-030-6 220-450-031-4 220-450-032-2 220-450-033-0 220-450-034-8 220-450-035-5 220-450-036-3 220-450-037-1 220-450-038-9 220-450-039-7 220-450-040-5 220-450-041-3 220-450-042-1 220-450-043-9 220-450-044-7 220-450-045-4 220-450-046-2 220-450-047-0 220-450-048-8 220-450-049-6 220-450-050-4 220-450-051-2 220-460-028-8 220-460-029-6 220-460-030-4 220-460-031-2 220-460-032-0 220-460-033-8 220-460-034-6 220-460-035-3 220-460-036-1 220-460-037-9 220-460-038-7 220-460-039-5 220-460-040-3 220-460-041-1 220-460-042-9 220-460-043-7 220-460-044-5 220-460-045-2 220-460-046-0 220-460-047-8 220-460-048-6 220-460-049-4 220-460-050-2 220-460-051-0 220-460-052-8 220-460-053-6 220-460-054-4 220-460-055-1 220-460-056-9 220-460-057-7 220-460-058-5 220-460-059-3 220-460-060-1 220-460-061-9 220-460-062-7 220-460-063-5 220-460-064-3 220-460-065-0 220-460-066-8 220-721-001-0 220-721-002-8 220-722-001-9 220-722-002-7 220-722-003-5 220-722-004-3 220-722-005-0 220-722-006-8 220-722-007-6 220-722-008-4 220-722-009-2 220-722-010-0 220-722-011-8 220-722-012-6 220-722-013-4 220-722-014-2 220-722-015-9 220-722-016-7 220-722-017-5 220-722-018-3 220-722-019-1 220-722-020-9 220-722-021-7 220-722-022-5 220-722-023-3 220-722-024-1 220-723-001-8 220-723-002-6 220-723-003-4 220-723-004-2 220-723-005-9 220-723-006-7 220-723-007-5 220-723-008-3 220-723-009-1 220-723-010-9 220-723-011-7 220-723-012-5 220-723-013-3 220-723-014-1 220-724-003-3 220-724-004-1 220-724-005-8 220-724-006-6 220-724-007-4 220-725-001-6 220-725-002-4 220-725-003-2 220-725-004-0 $ 147.52 $ 147.52 $ 123.04 $ 123.04 $ 106.92 $ 106.92 $ 203.00 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 123.04 $ 147.52 $ 147.52 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 123.04 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 123.04 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 123.04 $ 123.04 $ 106.92 $ 106.92 $ 123.04 $ 97.02 $ 123.04 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 14 of 50 1010 1010 1010 1010 220-725-005-7 220-725-006-5 220-725-007-3 220-725-008-1 220-725-009-9 220-725-010-7 220-725-011-5 220-725-012-3 220-725-013-1 220-725-014-9 220-725-015-6 220-725-016-4 220-725-017-2 220-725-018-0 220-725-019-8 220-725-020-6 220-725-021-4 220-725-022-2 220-725-023-0 220-725-024-8 220-725-025-5 220-725-026-3 220-725-027-1 220-725-028-9 220-725-029-7 220-725-030-5 220-725-031-3 220-725-032-1 220-725-033-9 220-725-034-7 220-725-035-4 220-726-001-5 220-726-002-3 220-726-003-1 220-726-004-9 220-726-005-6 220-726-006-4 220-731-001-8 220-731-002-6 220-731-003-4 220-732-001-7 220-732-002-5 220-732-003-3 220-732-004-1 220-732-005-8 220-732-006-6 220-732-007-4 220-732-008-2 220-732-009-0 220-732-010-8 220-732-011-6 220-732-012-4 220-732-013-2 220-732-014-0 220-732-015-7 220-732-016-5 220-732-017-3 220-732-018-1 220-733-001-6 220-733-002-4 220-733-003-2 220-733-004-0 220-733-005-7 220-734-001-5 220-734-002-3 220-734-003-1 220-734-004-9 220-734-005-6 220-734-006-4 220-734-007-2 220-734-008-0 220-734-009-8 220-734-010-6 220-734-011-4 220-734-012-2 220-734-013-0 220-734-014-8 220-734-015-5 220-734-016-3 220-734-017-1 220-734-018-9 220-735-001-4 220-735-002-2 220-735-003-0 220-735-004-8 220-735-005-5 220-735-006-3 220-736-001-3 220-736-002-1 220-736-003-9 220-736-004-7 220-736-005-4 220-737-001-2 220-737-002-0 220-737-003-8 220-737-004-6 220-737-005-3 220-737-006-1 220-738-001-1 220-738-002-9 220-738-003-7 220-738-004-5 220-739-001-0 220-739-002-8 220-739-003-6 220-739-004-4 220-741-001-6 220-741-002-4 220-741-003-2 220-741-004-0 220-741-005-7 220-741-006-5 220-741-007-3 220-741-008-1 220-741-011-5 220-741-012-3 220-741-013-1 220-741-014-9 220-741-015-6 220-741-016-4 220-741-017-2 220-741-018-0 220-741-019-8 220-741-020-6 220-741-021-4 220-741-022-2 220-741-023-0 220-741-024-8 220-741-025-5 220-741-026-3 220-741-027-1 220-741-028-9 220-741-029-7 220-741-030-5 220-741-031-3 220-741-032-1 220-741-033-9 220-741-034-7 220-741-035-4 220-741-036-2 220-741-037-0 220-741-038-8 220-741-039-6 220-741-040-4 220-741-041-2 220-741-042-0 220-741-043-8 220-741-044-6 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 106.92 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 97.02 $ 123.04 $ 106.92 $ 123.04 $ 123.04 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 106.92 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 106.92 $ 97.02 $ 88.68 $ 88.68 $ 97.02 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 88.68 $ 92.08 $ 97.02 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 123.04 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 92.08 $ 97.02 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 88.68 $ 97.02 $ 97.02 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 106.92 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 106.92 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 15 of 50 1010 1010 1010 1010 220-741-045-3 220-741-046-1 220-741-047-9 220-741-054-5 220-741-056-0 220-741-057-8 220-741-058-6 220-741-059-4 220-741-060-2 220-741-061-0 220-741-062-8 220-741-063-6 220-742-001-5 220-742-002-3 220-742-003-1 220-742-004-9 220-742-005-6 220-742-006-4 220-742-007-2 220-742-008-0 220-742-009-8 220-742-010-6 220-742-011-4 220-742-012-2 220-742-013-0 220-742-014-8 220-742-015-5 220-742-016-3 220-742-017-1 220-742-018-9 220-742-019-7 220-750-001-4 220-750-002-2 220-750-003-0 220-750-004-8 220-750-005-5 220-750-006-3 220-750-007-1 220-750-008-9 220-750-009-7 220-750-010-5 220-750-011-3 220-750-012-1 220-750-013-9 220-750-014-7 220-750-015-4 220-750-016-2 220-750-017-0 220-750-018-8 220-750-019-6 220-750-020-4 220-750-021-2 220-750-022-0 220-750-023-8 220-750-024-6 220-750-025-3 220-750-026-1 220-750-027-9 220-750-028-7 220-750-029-5 220-750-030-3 220-750-031-1 220-750-032-9 220-750-033-7 220-750-034-5 220-750-035-2 220-750-036-0 220-750-037-8 220-750-038-6 220-750-039-4 220-750-040-2 220-750-041-0 220-750-042-8 220-750-043-6 220-750-044-4 220-750-045-1 220-750-046-9 220-750-047-7 220-750-048-5 220-750-049-3 220-750-050-1 220-750-051-9 220-750-052-7 220-760-001-2 220-760-002-0 220-760-003-8 220-760-004-6 220-760-005-3 220-760-006-1 220-760-007-9 220-760-008-7 220-760-009-5 220-760-010-3 220-760-011-1 220-760-012-9 220-760-013-7 220-760-014-5 220-760-015-2 220-760-016-0 220-760-017-8 220-760-018-6 220-760-019-4 220-760-020-2 220-760-021-0 220-760-022-8 220-760-023-6 220-760-024-4 220-760-025-1 220-760-026-9 220-760-027-7 220-760-028-5 220-760-029-3 220-760-030-1 220-760-031-9 220-760-032-7 220-770-001-0 220-770-002-8 220-770-003-6 220-770-004-4 220-770-005-1 220-770-006-9 220-770-007-7 220-770-008-5 220-770-009-3 220-770-010-1 220-770-011-9 220-770-012-7 220-770-013-5 220-770-014-3 220-770-015-0 220-770-016-8 220-770-017-6 220-770-018-4 220-770-019-2 220-770-020-0 220-770-021-8 220-770-022-6 220-770-023-4 220-780-001-8 220-780-002-6 220-780-003-4 220-780-004-2 220-780-005-9 220-780-006-7 220-780-007-5 220-780-008-3 220-780-009-1 220-780-010-9 $ 92.08 $ 92.08 $ 123.04 $ 92.08 $ 92.08 $ 106.92 $ 81.82 $ 123.04 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 92.08 $ 106.92 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 88.68 $ 92.08 $ 97.02 $ 106.92 $ 97.02 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 106.92 $ 92.08 $ 97.02 $ 123.04 $ 106.92 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 97.02 $ 97.02 $ 123.04 $ 97.02 $ 106.92 $ 92.08 $ 92.08 $ 88.68 $ 106.92 $ 106.92 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 123.04 $ 147.52 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 92.08 $ 106.92 $ 123.04 $ 123.04 $ 123.04 $ 106.92 $ 123.04 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 16 of 50 1010 1010 1010 1010 220-780-011-7 220-780-012-5 220-780-013-3 220-780-014-1 220-780-015-8 220-780-016-6 220-780-017-4 220-780-018-2 220-780-019-0 220-780-020-8 220-780-021-6 220-790-001-6 220-790-002-4 220-790-003-2 220-790-004-0 220-790-005-7 220-790-006-5 220-790-007-3 220-790-008-1 220-790-009-9 220-790-010-7 220-790-011-5 220-790-012-3 220-790-013-1 220-790-014-9 220-790-015-6 220-790-016-4 220-790-017-2 220-790-018-0 220-790-019-8 220-790-020-6 220-790-021-4 220-790-022-2 220-790-023-0 220-790-024-8 220-790-025-5 220-790-026-3 220-790-027-1 220-790-028-9 220-790-029-7 220-790-030-5 220-790-031-3 220-790-032-1 220-790-033-9 220-790-034-7 220-790-035-4 220-790-036-2 220-790-037-0 220-790-038-8 220-790-039-6 220-790-040-4 220-790-041-2 220-790-042-0 220-790-043-8 220-790-044-6 220-790-045-3 220-790-046-1 220-790-047-9 220-790-048-7 220-790-049-5 220-790-050-3 220-790-051-1 220-790-052-9 220-790-053-7 220-790-054-5 220-790-055-2 220-790-056-0 220-790-057-8 220-790-058-6 220-790-059-4 220-790-060-2 220-790-061-0 220-790-062-8 220-800-001-4 220-800-002-2 220-800-003-0 220-800-004-8 220-800-005-5 220-800-006-3 220-800-007-1 220-800-008-9 220-800-009-7 220-800-010-5 220-800-011-3 220-800-012-1 220-800-013-9 220-800-014-7 220-800-015-4 220-800-016-2 220-800-017-0 220-800-018-8 220-800-019-6 220-800-020-4 220-800-021-2 220-800-022-0 220-800-023-8 220-800-024-6 220-800-025-3 220-800-026-1 220-800-027-9 220-800-028-7 220-800-029-5 220-800-030-3 220-800-031-1 220-800-032-9 220-800-033-7 220-800-034-5 220-800-035-2 220-800-036-0 220-800-037-8 220-810-001-2 220-810-002-0 220-810-003-8 220-810-004-6 220-810-005-3 220-810-006-1 220-810-007-9 220-810-008-7 220-810-009-5 220-810-010-3 220-810-011-1 220-810-012-9 220-810-013-7 220-810-014-5 220-810-015-2 220-810-016-0 220-810-017-8 220-810-018-6 220-810-019-4 220-810-020-2 220-810-021-0 220-810-022-8 220-810-023-6 220-820-001-0 220-820-002-8 220-820-003-6 220-820-004-4 220-820-005-1 220-820-006-9 220-820-007-7 220-820-008-5 220-820-009-3 220-820-010-1 220-820-011-9 220-820-012-7 220-820-013-5 220-820-014-3 220-820-015-0 $ 123.04 $ 123.04 $ 106.92 $ 147.52 $ 123.04 $ 147.52 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 147.52 $ 97.02 $ 106.92 $ 106.92 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 92.08 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 88.68 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 106.92 $ 123.04 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 92.08 $ 92.08 $ 106.92 $ 97.02 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 106.92 $ 106.92 $ 106.92 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 17 of 50 1010 1010 1010 1010A 1010A 220-820-016-8 220-820-017-6 220-820-018-4 220-820-019-2 220-820-020-0 220-820-021-8 220-820-022-6 220-820-023-4 220-820-024-2 220-820-025-9 220-820-026-7 220-820-027-5 220-820-028-3 220-820-029-1 220-820-030-9 220-820-031-7 220-820-032-5 220-820-033-3 220-820-034-1 220-820-035-8 220-820-036-6 220-820-037-4 220-820-038-2 220-820-039-0 220-820-042-4 220-820-043-2 220-820-044-0 220-820-045-7 220-820-046-5 220-820-047-3 220-820-048-1 220-820-049-9 220-820-050-7 220-820-051-5 220-820-052-3 220-820-053-1 220-820-054-9 220-820-055-6 220-820-056-4 220-820-057-2 220-820-058-0 220-820-059-8 220-820-060-6 220-820-061-4 220-820-062-2 220-820-063-0 220-820-069-7 220-820-070-5 220-830-001-8 220-830-002-6 220-830-003-4 220-830-004-2 220-830-005-9 220-830-006-7 220-830-007-5 220-830-008-3 220-830-009-1 220-830-010-9 220-830-011-7 220-830-012-5 220-830-013-3 220-830-014-1 220-830-015-8 220-830-016-6 220-830-017-4 220-830-018-2 220-830-019-0 220-830-020-8 220-830-021-6 220-830-022-4 220-830-023-2 220-830-024-0 220-830-025-7 220-830-026-5 220-830-027-3 220-830-028-1 220-830-029-9 220-830-030-7 220-830-031-5 220-830-032-3 220-830-033-1 220-830-034-9 220-830-035-6 220-830-036-4 220-840-001-6 220-840-002-4 220-840-003-2 220-840-004-0 220-840-005-7 220-840-006-5 220-840-007-3 220-840-008-1 220-840-009-9 220-840-010-7 220-840-011-5 220-840-012-3 220-341-001-0 220-341-002-8 220-341-003-6 220-341-004-4 220-341-005-1 220-341-006-9 220-341-007-7 220-341-008-5 220-341-009-3 220-341-010-1 220-341-011-9 220-341-012-7 220-341-013-5 220-341-014-3 220-341-015-0 220-341-016-8 220-341-017-6 220-342-001-9 220-342-002-7 220-342-003-5 220-342-004-3 220-342-005-0 220-342-006-8 220-342-007-6 220-342-008-4 220-342-009-2 220-343-001-8 220-343-002-6 220-343-003-4 220-343-004-2 220-343-005-9 220-343-006-7 220-343-007-5 220-343-008-3 220-343-009-1 220-343-010-9 220-343-011-7 220-343-012-5 220-343-013-3 220-343-014-1 220-343-015-8 220-343-016-6 220-343-017-4 220-343-018-2 220-343-019-0 220-343-020-8 220-343-021-6 220-343-022-4 220-343-023-2 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 92.08 $ 106.92 $ 147.52 $ 97.02 $ 92.08 $ 97.02 $ 92.08 $ 106.92 $ 106.92 $ 106.92 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 147.52 $ 123.04 $ 106.92 $ 123.04 $ 123.04 $ 123.04 $ 123.04 $ 123.04 $ 123.04 $ 123.04 $ 147.52 $ 123.04 $ 556.44 $ 508.52 $ 508.52 $ 613.08 $ 613.08 $ 613.08 $ 556.44 $ 528.14 $ 556.44 $ 705.64 $ 613.08 $ 613.08 $ 613.08 $ 556.44 $ 528.14 $ 556.44 $ 556.44 $ 556.44 $ 528.14 $ 613.08 $ 556.44 $ 528.14 $ 556.44 $ 528.14 $ 556.44 $ 613.08 $ 528.14 $ 508.52 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 508.52 $ 508.52 $ 508.52 $ 508.52 $ 508.52 $ 508.52 $ 556.44 $ 556.44 $ 613.08 DA DA DA DA DA $211,041.00 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 18 of 50 1010A 1010A 1010A 1010A 220-343-024-0 220-343-025-7 220-343-026-5 220-343-027-3 220-343-028-1 220-343-029-9 220-343-030-7 220-343-031-5 220-343-032-3 220-343-033-1 220-343-034-9 220-343-035-6 220-343-036-4 220-343-037-2 220-343-038-0 220-343-039-8 220-343-040-6 220-343-041-4 220-343-042-2 220-343-043-0 220-343-044-8 220-343-045-5 220-343-046-3 220-343-047-1 220-343-048-9 220-343-049-7 220-343-050-5 220-343-051-3 220-371-001-3 220-371-002-1 220-371-003-9 220-371-004-7 220-371-005-4 220-371-006-2 220-371-007-0 220-371-008-8 220-371-009-6 220-371-010-4 220-371-011-2 220-371-012-0 220-371-013-8 220-371-014-6 220-371-015-3 220-371-016-1 220-371-017-9 220-371-018-7 220-371-019-5 220-371-020-3 220-371-021-1 220-371-022-9 220-371-023-7 220-371-024-5 220-371-025-2 220-371-026-0 220-371-027-8 220-371-028-6 220-371-029-4 220-371-030-2 220-371-031-0 220-371-032-8 220-371-033-6 220-371-034-4 220-371-035-1 220-371-036-9 220-371-037-7 220-371-038-5 220-371-039-3 220-371-040-1 220-371-041-9 220-371-042-7 220-371-043-5 220-371-044-3 220-371-045-0 220-371-046-8 220-371-047-6 220-371-048-4 220-371-049-2 220-371-050-0 220-371-051-8 220-371-052-6 220-371-053-4 220-371-054-2 220-371-055-9 220-371-056-7 220-371-057-5 220-371-058-3 220-371-059-1 220-371-060-9 220-371-061-7 220-372-001-2 220-372-002-0 220-372-003-8 220-372-004-6 220-372-005-3 220-372-006-1 220-372-007-9 220-372-008-7 220-372-009-5 220-372-010-3 220-372-011-1 220-372-012-9 220-372-013-7 220-372-014-5 220-372-015-2 220-372-017-8 220-381-002-9 220-381-003-7 220-381-004-5 220-381-005-2 220-381-006-0 220-381-007-8 220-381-008-6 220-381-009-4 220-381-010-2 220-381-011-0 220-381-012-8 220-381-013-6 220-381-014-4 220-381-015-1 220-381-016-9 220-381-017-7 220-381-018-5 220-381-019-3 220-381-021-9 220-382-001-0 220-382-002-8 220-382-003-6 220-383-001-9 220-383-002-7 220-383-003-5 220-383-004-3 220-383-005-0 220-383-006-8 220-383-007-6 220-383-008-4 220-383-009-2 220-383-010-0 220-383-011-8 220-383-012-6 220-383-013-4 220-383-014-2 220-383-015-9 220-383-016-7 220-383-017-5 220-383-018-3 220-383-019-1 220-383-020-9 220-383-021-7 $ 556.44 $ 556.44 $ 613.08 $ 613.08 $ 556.44 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 613.08 $ 613.08 $ 556.44 $ 508.52 $ 528.14 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 528.14 $ 528.14 $ 556.44 $ 613.08 $ 508.52 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 705.64 $ 705.64 $ 556.44 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 528.14 $ 508.52 $ 508.52 $ 528.14 $ 556.44 $ 556.44 $ 556.44 $ 705.64 $ 613.08 $ 705.64 $ 613.08 $ 613.08 $ 556.44 $ 508.52 $ 508.52 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 528.14 $ 528.14 $ 508.52 $ 556.44 $ 705.64 $ 613.08 $ 846.10 $ 613.08 $ 556.44 $ 556.44 $ 528.14 $ 508.52 $ 613.08 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 528.14 $ 613.08 $ 613.08 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 613.08 $ 556.44 $ 613.08 $ 528.14 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 508.52 $ 508.52 $ 508.52 $ 508.52 $ 528.14 $ 556.44 $ 508.52 $ 528.14 $ 528.14 $ 508.52 $ 508.52 $ 508.52 $ 508.52 $ 528.14 $ 528.14 $ 556.44 $ 613.08 $ 556.44 $ 528.14 $ 528.14 $ 556.44 $ 705.64 $ 705.64 $ 613.08 $ 613.08 $ 528.14 $ 556.44 $ 528.14 $ 528.14 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 19 of 50 1010A 520 520 520 520 220-383-022-5 220-383-023-3 220-383-024-1 220-383-025-8 033-271-001-1 033-271-002-9 033-271-003-7 033-271-004-5 033-271-005-2 033-271-006-0 033-271-007-8 033-271-008-6 033-271-009-4 033-271-010-2 033-271-011-0 033-271-012-8 033-271-013-6 033-271-014-4 033-271-015-1 033-271-016-9 033-271-017-7 033-271-018-5 033-271-019-3 033-271-020-1 033-271-021-9 033-271-022-7 033-271-023-5 033-271-024-3 033-271-025-0 033-271-026-8 033-271-027-6 033-271-028-4 033-271-029-2 033-271-030-0 033-271-031-8 033-271-032-6 033-271-033-4 033-271-034-2 033-271-035-9 033-271-036-7 033-271-037-5 033-271-038-3 033-271-039-1 033-271-040-9 033-271-041-7 033-271-042-5 033-271-043-3 033-271-044-1 033-271-045-8 033-271-046-6 033-271-047-4 033-271-048-2 033-271-049-0 033-271-050-8 033-271-051-6 033-271-052-4 033-271-053-2 033-271-054-0 033-271-055-7 033-271-056-5 033-271-057-3 033-271-058-1 033-271-059-9 033-271-060-7 033-271-061-5 033-271-062-3 033-271-063-1 033-271-064-9 033-271-065-6 033-271-066-4 033-271-067-2 033-271-068-0 033-271-074-8 033-271-075-5 033-271-076-3 033-271-077-1 033-271-078-9 033-271-079-7 033-271-080-5 033-271-081-3 033-271-082-1 033-271-083-9 033-271-084-7 033-271-085-4 033-271-086-2 033-271-087-0 033-271-088-8 033-271-089-6 033-271-090-4 033-271-091-2 033-271-092-0 033-271-093-8 033-271-094-6 033-271-095-3 033-271-096-1 033-280-001-0 033-280-002-8 033-280-003-6 033-280-004-4 033-280-005-1 033-280-006-9 033-280-007-7 033-280-008-5 033-280-009-3 033-280-010-1 033-280-011-9 033-280-012-7 033-280-013-5 033-280-014-3 033-280-015-0 033-280-016-8 033-280-017-6 033-280-018-4 033-280-019-2 033-280-020-0 033-280-021-8 033-280-022-6 033-280-023-4 033-280-024-2 033-280-025-9 033-280-026-7 033-280-027-5 033-280-028-3 033-280-029-1 033-280-030-9 033-280-031-7 033-280-032-5 033-280-033-3 033-280-034-1 033-280-035-8 033-280-036-6 033-280-037-4 033-280-038-2 033-280-039-0 033-280-040-8 033-280-041-6 033-280-042-4 033-280-043-2 033-280-044-0 033-280-045-7 033-280-046-5 033-280-047-3 033-280-048-1 033-280-049-9 033-280-050-7 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 31.46 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 34.12 $ 32.80 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 32.80 $ 31.46 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 30.10 $ 30.10 $ 31.46 $ 31.46 $ 32.80 $ 31.46 $ 32.80 $ 34.12 $ 32.80 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 32.80 $ 31.46 $ 34.12 $ 31.46 $ 31.46 $ 32.80 $ 40.18 $ 40.18 $ 32.80 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 DA DA DA DA DA $111,318.76 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 20 of 50 520 520 520 520 033-280-051-5 033-280-052-3 033-280-053-1 033-280-054-9 033-280-055-6 033-280-056-4 033-280-057-2 033-280-058-0 033-280-059-8 033-280-060-6 033-280-061-4 033-280-062-2 033-280-063-0 033-280-064-8 033-280-065-5 033-280-066-3 033-280-067-1 033-280-068-9 033-280-069-7 033-280-070-5 033-280-071-3 033-280-072-1 033-280-073-9 033-280-074-7 033-280-075-4 033-280-076-2 033-280-077-0 033-280-078-8 033-280-079-6 033-280-080-4 033-280-081-2 033-280-082-0 033-280-083-8 033-280-084-6 033-280-085-3 033-280-086-1 033-280-087-9 033-280-088-7 033-280-089-5 033-280-090-3 033-280-091-1 033-280-092-9 033-280-093-7 033-280-094-5 033-280-095-2 033-280-096-0 033-280-097-8 033-280-098-6 033-280-099-4 033-280-106-7 033-290-001-8 033-290-002-6 033-290-003-4 033-290-004-2 033-290-005-9 033-290-006-7 033-290-007-5 033-290-008-3 033-290-009-1 033-290-010-9 033-290-011-7 033-290-012-5 033-290-013-3 033-290-014-1 033-290-015-8 033-290-016-6 033-290-017-4 033-290-018-2 033-290-019-0 033-290-020-8 033-290-021-6 033-290-022-4 033-290-023-2 033-290-024-0 033-290-025-7 033-290-026-5 033-290-027-3 033-290-028-1 033-290-029-9 033-290-030-7 033-290-031-5 033-290-032-3 033-290-033-1 033-290-034-9 033-290-035-6 033-290-036-4 033-290-037-2 033-290-038-0 033-290-039-8 033-360-001-3 033-360-002-1 033-360-003-9 033-360-004-7 033-360-005-4 033-360-006-2 033-360-007-0 033-360-008-8 033-360-009-6 033-360-010-4 033-360-011-2 033-360-012-0 033-360-013-8 033-360-014-6 033-360-015-3 033-360-016-1 033-360-017-9 033-360-018-7 033-360-019-5 033-360-020-3 033-360-021-1 033-360-022-9 033-360-023-7 033-360-024-5 033-360-025-2 033-360-026-0 033-360-027-8 033-360-029-4 033-360-030-2 033-360-031-0 033-360-032-8 033-360-033-6 033-360-034-4 033-360-035-1 033-360-036-9 033-360-037-7 033-360-038-5 033-360-039-3 033-360-040-1 033-360-041-9 033-360-042-7 033-360-043-5 033-360-044-3 033-360-045-0 033-360-046-8 033-360-047-6 033-360-048-4 033-360-049-2 033-360-050-0 033-380-001-9 033-380-002-7 033-380-003-5 033-380-004-3 033-380-005-0 033-380-006-8 033-380-007-6 033-380-008-4 033-380-009-2 033-380-010-0 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 32.80 $ 32.80 $ 31.46 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 32.80 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 30.10 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 30.10 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 30.10 $ 36.16 $ 30.10 $ 30.10 $ 30.10 $ 36.16 $ 30.10 $ 36.16 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 21 of 50 520 520 520 520 033-380-011-8 033-380-012-6 033-380-013-4 033-380-014-2 033-380-015-9 033-380-016-7 033-380-017-5 033-380-018-3 033-380-019-1 033-380-020-9 033-380-021-7 033-380-022-5 033-380-023-3 033-380-024-1 033-380-025-8 033-380-026-6 033-380-027-4 033-380-028-2 033-380-029-0 033-380-030-8 033-380-031-6 033-380-032-4 033-380-033-2 033-380-034-0 033-380-035-7 033-380-036-5 033-380-037-3 033-380-038-1 033-380-039-9 033-380-040-7 033-380-041-5 033-380-042-3 033-380-043-1 033-380-044-9 033-380-045-6 033-380-046-4 033-390-001-7 033-390-002-5 033-390-003-3 033-390-004-1 033-390-005-8 033-390-006-6 033-390-007-4 033-390-008-2 033-390-009-0 033-390-010-8 033-390-011-6 033-390-012-4 033-390-013-2 033-390-014-0 033-390-015-7 033-390-016-5 033-390-017-3 033-390-018-1 033-390-019-9 033-390-020-7 033-390-021-5 033-390-022-3 033-390-023-1 033-390-024-9 033-390-025-6 033-390-026-4 033-390-027-2 033-390-028-0 033-390-029-8 033-390-030-6 033-390-031-4 033-390-032-2 033-390-033-0 033-390-034-8 033-390-035-5 033-390-036-3 033-390-037-1 033-390-038-9 033-390-039-7 033-390-040-5 033-390-041-3 033-390-042-1 033-390-043-9 033-390-044-7 033-390-045-4 033-390-046-2 033-390-047-0 033-390-048-8 033-390-049-6 033-390-050-4 033-390-051-2 033-390-052-0 033-410-001-3 033-410-002-1 033-410-003-9 033-410-004-7 033-410-005-4 033-410-006-2 033-410-007-0 033-410-008-8 033-410-009-6 033-410-010-4 033-410-011-2 033-410-012-0 033-410-013-8 033-410-014-6 033-410-015-3 033-410-016-1 033-410-017-9 033-410-018-7 033-410-019-5 033-410-020-3 033-410-021-1 033-410-022-9 033-410-024-5 033-410-025-2 033-410-026-0 033-410-027-8 033-410-028-6 033-410-029-4 033-410-030-2 033-410-031-0 033-410-032-8 033-410-033-6 033-410-034-4 033-410-035-1 033-410-036-9 033-410-037-7 033-410-038-5 033-410-039-3 033-410-040-1 033-410-042-7 033-410-043-5 033-410-044-3 033-410-045-0 033-410-046-8 033-410-047-6 033-410-048-4 033-410-049-2 033-410-050-0 033-410-051-8 033-410-052-6 033-410-054-2 033-410-055-9 033-410-056-7 033-410-057-5 033-410-058-3 033-410-059-1 033-410-060-9 033-410-061-7 033-410-062-5 033-410-063-3 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 32.80 $ 30.10 $ 30.10 $ 32.80 $ 32.80 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 34.12 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 36.16 $ 31.46 $ 30.10 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 22 of 50 520 520 520 67A 67A 033-410-064-1 033-420-001-1 033-420-002-9 033-420-003-7 033-420-004-5 033-420-005-2 033-420-006-0 033-420-007-8 033-420-008-6 033-420-009-4 033-420-010-2 033-420-011-0 033-420-012-8 033-420-013-6 033-420-014-4 033-420-015-1 033-420-016-9 033-420-017-7 033-420-018-5 033-420-019-3 033-420-020-1 033-420-021-9 033-420-022-7 033-420-023-5 033-420-024-3 033-420-025-0 033-420-026-8 033-420-027-6 033-420-028-4 033-420-029-2 033-420-030-0 033-420-031-8 033-420-032-6 033-420-033-4 033-420-034-2 033-420-035-9 033-420-036-7 033-420-037-5 033-420-038-3 033-420-039-1 033-420-040-9 033-420-041-7 033-420-042-5 033-420-043-3 033-420-044-1 033-420-045-8 033-420-046-6 033-420-048-2 033-420-049-0 033-420-050-8 033-420-051-6 033-420-052-4 033-420-053-2 033-420-054-0 033-420-055-7 033-420-056-5 033-420-057-3 033-420-058-1 033-420-059-9 033-420-060-7 033-420-062-3 033-420-063-1 033-420-064-9 033-420-065-6 033-420-066-4 033-420-067-2 033-420-068-0 033-420-069-8 033-420-070-6 033-420-071-4 033-420-072-2 033-420-073-0 033-420-074-8 033-420-075-5 033-420-076-3 033-420-077-1 033-420-078-9 033-420-079-7 033-420-080-5 033-420-081-3 033-420-082-1 033-420-083-9 033-420-084-7 033-420-085-4 033-420-086-2 033-420-087-0 033-420-088-8 033-420-089-6 033-420-090-4 033-420-091-2 033-420-092-0 033-420-093-8 033-420-094-6 033-420-096-1 184-351-020-5 184-351-021-3 184-351-022-1 186-300-001-2 186-300-002-0 186-300-003-8 186-300-004-6 186-300-005-3 186-300-006-1 186-300-007-9 186-300-008-7 186-300-009-5 186-300-010-3 186-300-011-1 186-300-012-9 186-300-013-7 186-300-014-5 186-300-015-2 186-300-016-0 186-300-017-8 186-300-018-6 186-300-019-4 186-300-020-2 186-300-021-0 186-300-022-8 186-300-023-6 186-300-024-4 186-300-025-1 186-300-026-9 186-310-001-0 186-310-002-8 186-310-003-6 186-310-004-4 186-310-005-1 186-310-006-9 186-310-007-7 186-310-008-5 186-310-009-3 186-310-010-1 186-310-011-9 186-320-001-8 186-320-002-6 186-320-003-4 186-320-004-2 186-320-005-9 186-320-006-7 186-320-007-5 186-320-008-3 186-320-009-1 186-320-010-9 186-320-011-7 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 32.80 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 31.46 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 32.80 $ 3.12 $ 3.46 $ 3.12 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 DA DA DA DA DA $17,560.68 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 23 of 50 67A 67A 67A 67A 186-320-012-5 186-320-013-3 186-320-014-1 186-320-015-8 186-320-016-6 186-320-017-4 186-320-018-2 186-320-019-0 186-320-020-8 186-320-021-6 186-320-022-4 186-320-023-2 186-320-024-0 186-320-025-7 186-320-026-5 186-320-027-3 186-320-028-1 186-320-029-9 186-320-030-7 186-320-031-5 186-320-032-3 186-320-033-1 186-320-034-9 186-320-035-6 186-320-036-4 186-320-037-2 186-320-038-0 186-320-039-8 186-320-040-6 186-320-041-4 186-320-042-2 186-320-043-0 186-320-044-8 186-320-045-5 186-320-046-3 186-320-047-1 186-320-048-9 186-320-049-7 186-320-050-5 186-320-051-3 186-320-052-1 186-320-053-9 186-320-054-7 186-320-055-4 186-320-056-2 186-320-057-0 186-320-058-8 186-320-059-6 186-320-060-4 186-320-061-2 186-320-062-0 186-320-063-8 186-320-064-6 186-320-065-3 186-320-066-1 186-320-067-9 186-320-068-7 186-320-069-5 186-320-070-3 186-320-071-1 186-320-072-9 186-320-073-7 186-320-074-5 186-320-075-2 186-320-076-0 186-320-077-8 186-320-078-6 186-320-079-4 186-320-081-0 186-320-082-8 186-320-083-6 186-320-084-4 186-320-085-1 186-320-086-9 186-320-087-7 186-320-088-5 186-320-089-3 186-320-090-1 186-320-091-9 186-320-092-7 186-320-093-5 186-320-094-3 186-320-095-0 186-320-096-8 186-320-097-6 186-320-098-4 186-320-099-2 186-320-100-8 186-320-101-6 186-320-102-4 186-320-103-2 186-320-104-0 186-320-105-7 186-320-106-5 186-320-107-3 186-320-108-1 186-320-109-9 186-320-110-7 186-320-111-5 186-320-112-3 186-320-113-1 186-320-114-9 186-320-115-6 186-320-116-4 186-320-117-2 186-320-118-0 186-320-119-8 186-320-121-4 186-320-122-2 186-320-123-0 186-320-124-8 186-320-125-5 186-320-126-3 186-320-127-1 186-320-128-9 186-320-129-7 186-320-130-5 186-320-131-3 186-320-132-1 186-320-133-9 186-320-134-7 186-320-135-4 186-320-136-2 186-320-137-0 186-320-138-8 186-320-139-6 186-320-140-4 186-320-141-2 186-320-142-0 186-320-143-8 186-320-144-6 186-320-145-3 186-320-146-1 186-320-147-9 186-320-148-7 186-320-149-5 186-320-150-3 186-320-152-9 186-320-153-7 186-340-001-4 186-340-002-2 186-340-003-0 186-340-004-8 186-340-005-5 186-340-006-3 186-340-007-1 186-340-008-9 186-340-009-7 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 24 of 50 67A 67A 67A 67A 186-350-001-1 186-350-002-9 186-350-003-7 186-350-004-5 186-350-005-2 186-350-006-0 186-350-007-8 186-350-008-6 186-350-009-4 186-350-010-2 186-350-011-0 186-350-012-8 186-350-013-6 186-350-014-4 186-350-015-1 186-350-016-9 186-350-017-7 186-350-018-5 186-350-019-3 186-350-020-1 186-350-021-9 186-350-022-7 186-350-023-5 186-350-025-0 186-350-027-6 186-350-028-4 186-350-029-2 186-350-030-0 186-350-031-8 186-350-032-6 186-350-033-4 186-350-034-2 186-350-035-9 186-350-036-7 186-350-037-5 186-350-038-3 186-350-039-1 186-350-040-9 186-350-041-7 186-350-042-5 186-350-043-3 186-350-044-1 186-350-045-8 186-350-046-6 186-350-047-4 186-350-048-2 186-350-049-0 186-350-050-8 186-350-051-6 186-350-052-4 186-350-053-2 186-350-054-0 186-350-055-7 186-350-056-5 186-350-057-3 186-350-058-1 186-350-059-9 186-350-060-7 186-350-061-5 186-350-062-3 186-350-063-1 186-350-064-9 186-350-065-6 186-350-066-4 186-350-067-2 186-350-068-0 186-350-069-8 186-350-070-6 186-350-071-4 186-350-072-2 186-350-073-0 186-350-074-8 186-350-075-5 186-350-076-3 186-350-077-1 186-350-078-9 186-350-079-7 186-350-080-5 186-350-081-3 186-350-082-1 186-350-083-9 186-350-084-7 186-350-085-4 186-350-086-2 186-350-087-0 186-350-088-8 186-350-089-6 186-350-090-4 186-350-091-2 186-350-092-0 186-350-093-8 186-350-094-6 186-350-095-3 186-350-096-1 186-350-097-9 186-350-098-7 186-350-099-5 186-350-100-1 186-350-101-9 186-350-102-7 186-350-103-5 186-350-104-3 186-350-105-0 186-350-106-8 186-350-107-6 186-350-108-4 186-350-109-2 186-350-110-0 186-350-111-8 186-350-112-6 186-350-113-4 186-350-114-2 186-350-115-9 186-350-116-7 186-350-117-5 186-350-118-3 186-350-119-1 186-350-120-9 186-350-121-7 186-350-122-5 186-350-123-3 186-350-124-1 186-350-125-8 186-350-126-6 186-350-127-4 186-350-128-2 186-350-129-0 186-350-130-8 186-350-131-6 186-350-132-4 186-350-133-2 186-350-134-0 186-350-135-7 186-350-136-5 186-350-137-3 186-350-138-1 186-350-139-9 186-350-140-7 186-350-141-5 186-350-142-3 186-350-143-1 186-350-144-9 186-350-145-6 186-350-146-4 186-350-147-2 186-350-148-0 186-350-149-8 186-350-150-6 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 25 of 50 67A 67A 67A 67A 186-350-154-8 186-360-001-9 186-360-002-7 186-360-003-5 186-360-004-3 186-360-005-0 186-360-006-8 186-360-007-6 186-360-008-4 186-360-009-2 186-360-010-0 186-360-011-8 186-360-012-6 186-360-013-4 186-360-014-2 186-360-015-9 186-360-016-7 186-360-017-5 186-360-018-3 186-360-019-1 186-360-020-9 186-360-021-7 186-360-022-5 186-360-023-3 186-360-024-1 186-360-025-8 186-370-001-7 186-370-002-5 186-370-003-3 186-370-004-1 186-370-005-8 186-370-006-6 186-370-007-4 186-370-008-2 186-370-009-0 186-370-010-8 186-370-011-6 186-370-012-4 186-370-013-2 186-370-014-0 186-370-015-7 186-370-016-5 186-370-017-3 186-370-018-1 186-370-019-9 186-390-001-3 186-390-002-1 186-390-003-9 186-390-004-7 186-390-005-4 186-390-006-2 186-390-007-0 186-390-008-8 186-400-001-1 186-400-002-9 186-400-003-7 186-400-004-5 186-400-005-2 186-400-006-0 186-400-007-8 186-400-008-6 186-400-009-4 186-400-010-2 186-400-011-0 186-400-012-8 186-400-013-6 186-400-014-4 186-410-027-4 186-410-028-2 186-410-030-8 186-410-031-6 186-410-033-2 186-410-034-0 186-410-035-7 186-410-036-5 186-410-038-1 186-410-039-9 186-410-040-7 186-410-041-5 186-410-043-1 186-410-044-9 186-410-045-6 186-410-046-4 186-410-048-0 186-410-049-8 186-410-050-6 186-410-051-4 186-410-052-2 186-410-054-8 186-410-055-5 186-410-056-3 186-410-057-1 186-410-059-7 186-410-060-5 186-410-061-3 186-410-062-1 186-410-064-7 186-410-065-4 186-410-066-2 186-410-068-8 186-410-069-6 186-410-070-4 186-410-072-0 186-410-073-8 186-410-074-6 186-410-076-1 186-410-077-9 186-410-078-7 186-410-080-3 186-410-081-1 186-410-082-9 186-410-084-5 186-410-085-2 186-410-086-0 186-410-088-6 186-410-089-4 186-410-091-0 186-410-092-8 186-410-093-6 186-410-094-4 188-050-015-0 188-050-016-8 188-120-032-1 188-120-033-9 188-120-034-7 188-120-035-4 188-120-036-2 188-170-034-6 188-170-035-3 188-170-036-1 188-170-037-9 190-290-001-6 190-290-002-4 190-290-003-2 190-290-004-0 190-290-005-7 190-290-006-5 190-290-007-3 190-290-008-1 190-290-009-9 190-290-010-7 190-290-011-5 190-290-012-3 190-290-013-1 190-290-014-9 190-290-015-6 190-290-016-4 190-290-017-2 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 5.00 $ 6.22 $ 4.04 $ 5.00 $ 4.04 $ 5.00 $ 4.04 $ 5.00 $ 7.44 $ 5.00 $ 6.22 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 26 of 50 67A 67A 67A 67A 190-290-018-0 190-290-019-8 190-290-020-6 190-290-021-4 190-290-022-2 190-290-023-0 190-290-024-8 190-300-001-4 190-300-002-2 190-300-003-0 190-300-004-8 190-300-005-5 190-300-006-3 190-300-007-1 190-300-008-9 190-300-009-7 190-300-010-5 190-300-011-3 190-300-012-1 190-300-013-9 190-300-014-7 190-300-015-4 190-300-016-2 190-300-017-0 190-300-018-8 190-310-001-2 190-310-002-0 190-310-003-8 190-310-004-6 190-310-005-3 190-310-006-1 190-310-007-9 190-310-008-7 190-310-009-5 190-310-010-3 190-310-011-1 190-310-012-9 190-310-013-7 190-310-014-5 190-310-015-2 190-310-016-0 190-310-017-8 190-310-018-6 190-310-019-4 190-310-020-2 190-310-021-0 190-310-022-8 190-310-023-6 190-310-024-4 190-310-025-1 190-310-026-9 190-310-027-7 190-310-028-5 190-310-029-3 190-310-030-1 190-320-001-0 190-320-002-8 190-320-003-6 190-320-004-4 190-320-005-1 190-320-006-9 190-320-007-7 190-320-008-5 190-320-009-3 190-320-010-1 190-320-011-9 190-320-012-7 190-320-013-5 190-320-014-3 190-320-015-0 190-320-016-8 190-320-017-6 190-320-018-4 190-320-019-2 190-320-020-0 190-320-021-8 190-320-022-6 190-320-023-4 190-320-024-2 190-320-025-9 190-320-026-7 190-320-027-5 190-320-028-3 190-320-029-1 190-320-030-9 190-320-031-7 190-320-032-5 190-320-033-3 190-320-034-1 190-330-001-8 190-330-002-6 190-330-003-4 190-330-004-2 190-330-005-9 190-330-006-7 190-330-007-5 190-330-008-3 190-330-009-1 190-330-010-9 190-330-011-7 190-330-012-5 190-330-013-3 190-330-014-1 190-330-015-8 190-330-016-6 190-330-017-4 190-330-018-2 190-330-019-0 190-330-020-8 190-330-021-6 190-330-022-4 190-330-023-2 190-330-024-0 190-330-025-7 190-330-026-5 190-330-027-3 190-330-028-1 190-330-029-9 190-330-030-7 190-330-031-5 190-330-032-3 190-330-033-1 190-330-034-9 190-340-001-6 190-340-002-4 190-340-003-2 190-340-004-0 190-340-005-7 190-340-006-5 190-340-007-3 190-340-008-1 190-340-009-9 190-340-010-7 190-340-011-5 190-340-012-3 190-340-013-1 190-340-014-9 190-340-015-6 190-340-016-4 190-340-017-2 190-340-018-0 190-340-019-8 190-340-020-6 190-340-021-4 190-340-022-2 190-340-023-0 190-340-024-8 190-340-025-5 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 27 of 50 67A 67A 67A 67A 190-340-026-3 190-340-027-1 190-340-028-9 190-340-029-7 190-340-030-5 190-340-031-3 190-340-032-1 190-340-033-9 190-340-034-7 190-340-035-4 190-340-036-2 190-340-037-0 190-340-038-8 190-340-039-6 190-340-040-4 190-340-041-2 190-340-042-0 190-350-001-3 190-350-002-1 190-350-003-9 190-350-004-7 190-350-005-4 190-350-006-2 190-350-007-0 190-350-008-8 190-350-009-6 190-350-010-4 190-350-011-2 190-350-012-0 190-350-013-8 190-350-014-6 190-350-015-3 190-350-016-1 190-350-017-9 190-350-018-7 190-350-019-5 190-350-020-3 190-350-021-1 190-350-022-9 190-350-023-7 190-350-024-5 190-350-025-2 190-350-026-0 190-350-027-8 190-350-028-6 190-350-029-4 190-350-030-2 190-350-031-0 190-350-032-8 190-350-033-6 190-350-034-4 190-350-035-1 190-350-036-9 190-350-037-7 190-350-038-5 190-350-039-3 190-350-040-1 190-350-041-9 190-350-042-7 190-350-043-5 190-350-044-3 190-350-045-0 190-350-046-8 190-350-047-6 190-350-048-4 190-350-049-2 190-350-050-0 190-350-051-8 190-350-052-6 190-350-053-4 190-350-054-2 190-350-055-9 190-350-056-7 190-350-057-5 190-350-058-3 190-350-059-1 190-350-060-9 190-350-061-7 190-350-062-5 190-350-063-3 190-350-064-1 190-350-065-8 190-350-066-6 190-360-001-1 190-360-002-9 190-360-003-7 190-360-004-5 190-360-005-2 190-360-006-0 190-360-007-8 190-360-008-6 190-360-009-4 190-360-010-2 190-360-011-0 190-360-012-8 190-360-013-6 190-360-014-4 190-360-015-1 190-360-016-9 190-360-017-7 190-360-018-5 190-360-019-3 190-360-020-1 190-360-021-9 190-360-022-7 190-360-023-5 190-360-024-3 190-360-025-0 190-360-026-8 190-360-027-6 190-360-028-4 190-360-029-2 190-360-030-0 190-360-031-8 190-360-032-6 190-360-033-4 190-360-034-2 190-360-035-9 190-360-036-7 190-360-037-5 190-360-038-3 190-360-039-1 190-360-040-9 190-360-041-7 190-360-042-5 190-360-043-3 190-360-044-1 190-360-045-8 190-360-046-6 190-360-047-4 190-360-048-2 190-360-049-0 190-360-050-8 190-360-051-6 190-360-052-4 190-360-053-2 190-360-054-0 190-370-001-9 190-370-002-7 190-370-003-5 190-370-004-3 190-370-005-0 190-370-006-8 190-370-007-6 190-370-008-4 190-370-009-2 190-370-010-0 190-370-011-8 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 28 of 50 67A 67A 67A 67A 190-370-012-6 190-370-013-4 190-370-014-2 190-370-015-9 190-370-016-7 190-370-017-5 190-370-018-3 190-370-019-1 190-370-020-9 190-370-021-7 190-370-022-5 190-370-023-3 190-370-024-1 190-370-025-8 190-370-026-6 190-370-027-4 190-370-028-2 190-370-029-0 190-370-030-8 190-370-031-6 190-370-032-4 190-370-033-2 190-370-034-0 190-370-035-7 190-370-036-5 190-370-037-3 190-370-038-1 190-370-039-9 190-370-040-7 190-370-041-5 190-370-042-3 190-370-043-1 190-370-044-9 190-370-045-6 190-370-046-4 190-370-047-2 190-370-048-0 190-370-049-8 190-370-050-6 190-370-051-4 190-370-052-2 190-370-053-0 190-370-054-8 190-400-001-3 190-400-002-1 190-400-003-9 190-400-004-7 190-400-005-4 190-400-006-2 190-400-007-0 190-400-008-8 190-400-009-6 190-400-010-4 190-400-011-2 190-400-012-0 190-400-013-8 190-400-014-6 190-400-015-3 190-400-016-1 190-400-017-9 190-400-018-7 190-400-019-5 190-400-020-3 190-400-021-1 190-400-022-9 190-400-023-7 190-400-024-5 190-410-001-1 190-410-002-9 190-410-003-7 190-410-004-5 190-410-005-2 190-410-006-0 190-410-007-8 190-410-008-6 190-410-009-4 190-410-010-2 190-410-011-0 190-410-012-8 190-410-013-6 190-410-014-4 190-410-015-1 190-410-016-9 190-410-017-7 190-410-018-5 190-410-019-3 190-410-020-1 190-410-021-9 190-410-022-7 190-410-023-5 190-410-024-3 190-410-025-0 190-410-026-8 190-410-027-6 190-410-028-4 190-410-029-2 190-410-030-0 190-410-031-8 190-410-032-6 190-410-033-4 190-410-034-2 190-410-035-9 190-410-036-7 190-410-037-5 190-410-038-3 190-410-039-1 190-420-001-9 190-420-002-7 190-420-003-5 190-420-004-3 190-420-005-0 190-420-006-8 190-420-007-6 190-420-008-4 190-420-009-2 190-420-010-0 190-420-011-8 190-420-012-6 190-420-013-4 190-420-014-2 190-420-015-9 190-420-016-7 190-420-017-5 190-420-018-3 190-420-019-1 190-420-020-9 190-420-021-7 190-420-022-5 190-420-023-3 190-420-024-1 190-420-025-8 190-420-026-6 190-420-027-4 190-420-028-2 190-420-029-0 190-420-030-8 190-420-031-6 190-420-032-4 190-420-033-2 190-420-034-0 190-420-035-7 190-420-036-5 190-420-037-3 190-420-038-1 190-420-039-9 190-420-040-7 190-420-041-5 190-420-042-3 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 2.60 $ 2.60 $ 2.72 $ 2.72 $ 2.94 $ 2.60 $ 2.60 $ 2.72 $ 2.60 $ 2.60 $ 2.94 $ 2.94 $ 2.72 $ 2.72 $ 2.72 $ 2.72 $ 2.94 $ 2.94 $ 2.72 $ 2.60 $ 2.60 $ 2.84 $ 2.94 $ 2.84 $ 2.72 $ 2.72 $ 2.72 $ 2.72 $ 2.84 $ 2.94 $ 2.60 $ 2.94 $ 2.60 $ 2.94 $ 2.72 $ 3.12 $ 2.72 $ 2.72 $ 2.72 $ 2.60 $ 2.60 $ 2.60 $ 2.72 $ 2.84 $ 2.72 $ 2.72 $ 2.60 $ 2.60 $ 2.72 $ 2.72 $ 2.94 $ 2.60 $ 2.94 $ 2.84 $ 2.84 $ 2.72 $ 2.72 $ 2.72 $ 3.12 $ 2.84 $ 2.72 $ 2.72 $ 2.72 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 29 of 50 67A 67A 67A 67A 190-420-043-1 190-420-044-9 190-420-045-6 190-420-046-4 190-420-047-2 190-420-048-0 190-420-049-8 190-420-050-6 190-430-001-7 190-430-002-5 190-430-003-3 190-430-004-1 190-430-005-8 190-430-006-6 190-430-007-4 190-430-008-2 190-430-009-0 190-430-010-8 190-430-011-6 190-430-012-4 190-430-013-2 190-430-014-0 190-430-015-7 190-430-016-5 190-440-001-5 190-440-002-3 190-440-003-1 190-440-004-9 190-440-005-6 190-440-006-4 190-440-007-2 190-440-009-8 190-440-010-6 190-440-011-4 190-440-012-2 190-440-013-0 190-440-014-8 190-440-016-3 190-440-017-1 190-440-018-9 190-440-019-7 190-440-020-5 190-440-021-3 190-450-001-2 190-450-002-0 190-450-003-8 190-450-004-6 190-450-005-3 190-450-006-1 190-450-008-7 190-450-009-5 190-450-010-3 190-450-011-1 190-450-012-9 190-450-013-7 190-460-001-0 190-460-002-8 190-460-003-6 190-460-004-4 190-460-005-1 190-460-006-9 190-460-007-7 190-460-008-5 190-460-010-1 190-460-011-9 190-460-012-7 190-460-013-5 190-460-014-3 190-460-015-0 190-460-016-8 190-460-017-6 190-460-018-4 190-460-019-2 190-460-020-0 190-460-021-8 190-460-023-4 190-460-024-2 190-460-025-9 190-460-026-7 190-460-027-5 190-460-028-3 190-460-029-1 190-470-001-8 190-470-002-6 190-470-003-4 190-470-004-2 190-470-006-7 190-470-007-5 190-470-008-3 190-470-009-1 190-470-011-7 190-470-012-5 190-470-013-3 190-470-014-1 190-470-016-6 190-470-017-4 190-470-018-2 190-470-019-0 190-470-020-8 190-470-021-6 190-470-022-4 190-480-001-6 190-480-002-4 190-480-003-2 190-480-004-0 190-480-005-7 190-480-006-5 190-480-007-3 190-480-008-1 190-480-010-7 190-480-011-5 190-480-012-3 190-480-013-1 190-480-014-9 190-480-015-6 190-480-016-4 190-480-017-2 190-490-001-4 190-490-002-2 190-490-003-0 190-490-004-8 190-490-005-5 190-490-006-3 190-490-007-1 190-490-008-9 190-490-009-7 190-490-010-5 190-490-011-3 190-490-012-1 190-500-001-2 190-500-002-0 190-500-003-8 190-500-004-6 190-500-005-3 190-500-006-1 190-500-007-9 190-500-008-7 190-510-001-0 190-510-002-8 190-510-003-6 190-510-004-4 190-510-005-1 190-510-006-9 190-510-007-7 190-510-008-5 190-510-010-1 190-510-011-9 190-510-012-7 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 30 of 50 67A 67A 75A 75A 75A 190-510-013-5 190-510-014-3 190-510-015-0 190-510-016-8 190-510-017-6 190-510-018-4 190-510-019-2 190-510-020-0 190-510-021-8 190-510-023-4 190-510-024-2 190-510-025-9 190-510-026-7 190-510-027-5 190-510-028-3 190-510-029-1 190-510-030-9 190-510-031-7 190-510-032-5 190-510-033-3 190-510-034-1 190-520-002-6 190-520-003-4 190-520-004-2 190-520-005-9 190-520-006-7 190-520-007-5 190-520-008-3 190-520-009-1 190-520-010-9 190-520-011-7 190-520-012-5 190-520-013-3 191-190-006-4 191-210-008-6 191-210-009-4 191-210-010-2 213-040-089-4 213-320-012-7 213-320-013-5 213-330-001-8 213-330-002-6 213-330-003-4 213-330-004-2 213-330-005-9 213-330-006-7 213-330-007-5 213-330-008-3 213-330-009-1 213-330-010-9 213-330-011-7 213-330-012-5 213-330-013-3 213-330-014-1 213-330-015-8 213-330-016-6 213-330-017-4 213-330-018-2 213-330-019-0 213-330-020-8 213-330-021-6 213-330-022-4 213-330-023-2 213-330-024-0 213-330-025-7 213-330-026-5 213-330-027-3 213-330-028-1 213-330-029-9 213-330-030-7 213-330-031-5 213-330-032-3 213-330-033-1 213-330-034-9 213-330-035-6 213-330-036-4 213-330-037-2 213-330-038-0 213-330-039-8 213-330-040-6 213-330-041-4 213-340-001-6 213-340-002-4 213-340-003-2 213-340-004-0 213-340-005-7 213-340-006-5 213-340-007-3 213-340-008-1 213-340-009-9 213-340-010-7 213-340-011-5 213-340-012-3 213-340-013-1 213-340-014-9 213-340-015-6 213-340-016-4 213-340-017-2 213-340-018-0 213-350-001-3 213-350-002-1 213-350-003-9 213-350-004-7 213-350-005-4 213-350-006-2 213-350-007-0 213-350-008-8 213-350-009-6 213-350-010-4 213-350-017-9 213-350-018-7 213-360-001-1 213-360-002-9 213-360-003-7 213-360-004-5 213-360-005-2 213-360-006-0 213-360-007-8 213-360-008-6 213-360-009-4 213-360-010-2 213-360-011-0 213-360-012-8 213-360-013-6 213-360-014-4 213-360-015-1 213-360-016-9 213-360-017-7 213-360-018-5 213-360-019-3 213-360-020-1 213-360-021-9 213-360-022-7 213-360-023-5 213-360-024-3 213-360-025-0 213-360-026-8 213-360-027-6 213-360-028-4 213-360-029-2 213-360-030-0 213-360-031-8 213-360-032-6 213-360-033-4 213-360-034-2 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 9,257.08 $ 3,041.86 $ 6,949.22 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 235.92 $ 36.84 $ 42.06 $ 235.92 $ 117.96 $ 235.92 $ 235.92 $ 235.92 $ 235.92 $ 235.92 $ 29.48 $ 29.48 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 DA DA DA DA DA $3,319.46 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 31 of 50 75A 75A 75A 75A 213-360-035-9 213-360-036-7 213-360-037-5 213-360-038-3 213-360-039-1 213-360-040-9 213-360-041-7 213-360-042-5 213-360-043-3 213-360-044-1 213-360-045-8 213-360-046-6 213-360-047-4 213-360-048-2 213-360-049-0 213-360-050-8 213-360-051-6 213-360-052-4 213-360-053-2 213-360-054-0 213-360-055-7 213-360-056-5 213-360-057-3 213-360-058-1 213-360-059-9 213-360-060-7 213-380-005-8 213-390-001-5 213-390-002-3 213-390-003-1 213-390-004-9 213-390-005-6 213-390-006-4 213-390-007-2 213-390-008-0 213-390-009-8 213-390-010-6 213-390-011-4 213-390-012-2 213-390-013-0 213-390-014-8 213-390-015-5 213-390-016-3 213-390-017-1 213-390-018-9 213-390-019-7 213-390-020-5 213-390-026-2 213-390-028-8 213-390-029-6 213-390-030-4 213-390-031-2 213-390-037-9 213-390-038-7 213-390-039-5 213-390-041-1 213-390-042-9 213-390-043-7 213-390-044-5 213-400-001-3 213-400-002-1 213-400-003-9 213-400-004-7 213-400-005-4 213-400-006-2 213-400-007-0 213-400-008-8 213-400-009-6 213-400-010-4 213-400-011-2 213-400-012-0 213-400-013-8 213-400-014-6 213-400-015-3 213-400-016-1 213-400-017-9 213-400-018-7 213-400-019-5 213-400-020-3 213-400-021-1 213-400-022-9 213-400-023-7 213-400-024-5 213-400-025-2 213-400-026-0 213-400-027-8 213-400-028-6 213-400-029-4 213-400-030-2 213-400-031-0 213-400-032-8 213-400-033-6 213-400-034-4 213-400-035-1 213-400-036-9 213-400-037-7 213-400-038-5 213-400-039-3 213-400-040-1 213-410-001-1 213-410-002-9 213-410-003-7 213-410-004-5 213-410-005-2 213-410-006-0 213-410-007-8 213-410-008-6 213-410-009-4 213-410-010-2 213-410-011-0 213-410-012-8 213-410-013-6 213-410-014-4 213-410-015-1 213-410-016-9 213-410-017-7 213-410-018-5 213-410-019-3 213-410-020-1 213-410-021-9 213-410-022-7 213-410-023-5 213-410-024-3 213-410-025-0 213-410-026-8 213-410-027-6 213-410-028-4 213-410-029-2 213-410-030-0 213-410-031-8 213-410-032-6 213-410-033-4 213-410-034-2 213-410-035-9 213-410-036-7 213-410-037-5 213-410-038-3 213-410-039-1 213-410-040-9 213-410-041-7 213-410-042-5 213-410-043-3 213-410-044-1 213-410-045-8 213-410-046-6 213-410-047-4 213-410-048-2 213-410-049-0 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 4,629.42 $ 30.70 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 30.70 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 36.12 $ 1,986.74 $ 36.12 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 33.12 $ 29.48 $ 19.30 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 32.52 $ 32.52 $ 30.70 $ 29.48 $ 32.52 $ 30.70 $ 32.52 $ 32.52 $ 32.52 $ 30.70 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 30.70 $ 29.48 $ 30.70 $ 32.52 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 32.52 $ 32.52 $ 30.70 $ 42.18 $ 32.52 $ 32.52 $ 32.52 $ 30.70 $ 32.52 $ 36.12 $ 30.70 $ 42.18 $ 30.70 $ 29.48 $ 32.52 $ 29.48 $ 32.52 $ 30.70 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 32 of 50 75A 75A 75A 75A 213-410-050-8 213-410-051-6 213-410-052-4 213-410-053-2 213-410-054-0 213-410-055-7 213-410-056-5 213-410-058-1 213-410-059-9 213-410-060-7 213-410-061-5 213-410-062-3 213-410-063-1 213-410-068-0 213-420-001-9 213-420-002-7 213-420-003-5 213-420-004-3 213-420-005-0 213-420-006-8 213-420-007-6 213-420-008-4 213-420-009-2 213-420-010-0 213-420-011-8 213-420-012-6 213-420-013-4 213-420-014-2 213-420-015-9 213-420-016-7 213-420-017-5 213-420-018-3 213-420-019-1 213-420-020-9 213-420-021-7 213-420-022-5 213-420-023-3 213-420-024-1 213-420-025-8 213-420-026-6 213-420-027-4 213-420-028-2 213-420-029-0 213-420-030-8 213-420-031-6 213-420-032-4 213-420-033-2 213-420-034-0 213-420-035-7 213-420-036-5 213-420-037-3 213-420-038-1 213-420-039-9 213-420-040-7 213-420-041-5 213-430-001-7 213-430-002-5 213-430-005-8 213-430-008-2 213-430-009-0 213-430-012-4 213-430-013-2 213-430-014-0 213-430-015-7 213-430-016-5 213-430-017-3 213-430-018-1 213-430-022-3 213-430-023-1 213-430-029-8 213-430-030-6 213-430-036-3 213-430-037-1 213-430-065-2 213-430-068-6 213-430-069-4 213-430-070-2 213-430-071-0 213-430-072-8 213-430-073-6 213-430-074-4 213-430-075-1 213-430-076-9 213-430-077-7 213-430-078-5 213-430-079-3 213-430-080-1 213-430-081-9 213-430-082-7 213-430-083-5 213-430-084-3 213-430-085-0 213-430-086-8 213-430-087-6 213-430-088-4 213-430-089-2 213-430-090-0 213-430-091-8 213-430-092-6 213-430-093-4 213-430-094-2 213-430-095-9 213-430-096-7 213-430-097-5 213-430-098-3 213-430-099-1 213-430-100-7 213-430-101-5 213-430-102-3 213-430-103-1 213-430-104-9 213-430-105-6 213-430-107-2 213-430-108-0 213-430-109-8 213-430-110-6 213-430-111-4 213-430-113-0 213-430-114-8 213-480-010-7 213-480-011-5 213-480-012-3 213-480-013-1 213-480-014-9 213-480-015-6 213-480-016-4 213-480-017-2 213-480-018-0 213-480-019-8 213-480-020-6 213-480-021-4 213-480-022-2 213-480-023-0 213-480-024-8 213-480-025-5 213-490-011-3 213-490-012-1 213-490-013-9 213-490-014-7 213-490-015-4 213-490-016-2 213-490-017-0 213-490-018-8 213-490-019-6 213-490-020-4 213-490-021-2 213-490-022-0 213-490-023-8 $ 30.70 $ 32.52 $ 30.70 $ 32.52 $ 36.12 $ 32.52 $ 32.52 $ 30.70 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 32.52 $ 32.52 $ 30.70 $ 29.48 $ 29.48 $ 52.12 $ 29.48 $ 30.70 $ 29.48 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 42.18 $ 36.12 $ 29.48 $ 32.52 $ 32.52 $ 30.70 $ 32.52 $ 32.52 $ 29.48 $ 32.52 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 32.52 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 36.12 $ 29.48 $ 30.70 $ 30.70 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 2,332.54 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 33 of 50 75A 75A 75A 75A 213-490-024-6 213-490-025-3 213-490-026-1 213-490-027-9 213-490-028-7 213-490-029-5 213-500-010-3 213-500-011-1 213-500-012-9 213-500-013-7 213-500-014-5 213-500-015-2 213-500-016-0 213-500-017-8 213-500-018-6 213-500-019-4 213-500-025-1 213-500-026-9 213-500-027-7 213-500-028-5 213-500-029-3 213-500-030-1 213-510-014-3 213-510-015-0 213-510-016-8 213-510-017-6 213-510-018-4 213-510-019-2 213-510-020-0 213-510-021-8 213-510-022-6 213-510-023-4 213-510-024-2 213-510-025-9 213-510-026-7 213-510-027-5 213-510-028-3 213-510-029-1 213-510-030-9 213-510-031-7 213-510-032-5 213-510-033-3 213-520-008-3 213-520-009-1 213-520-010-9 213-520-011-7 213-520-012-5 213-520-013-3 213-520-014-1 213-520-015-8 213-520-016-6 213-520-017-4 213-530-011-5 213-530-012-3 213-530-013-1 213-530-014-9 213-530-015-6 213-530-016-4 213-530-017-2 213-530-018-0 213-530-019-8 213-530-020-6 213-530-021-4 213-530-022-2 213-530-023-0 213-530-024-8 213-540-008-9 213-540-009-7 213-540-010-5 213-540-011-3 213-540-012-1 213-540-013-9 213-540-014-7 213-540-015-4 213-540-016-2 213-540-017-0 213-540-018-8 213-550-007-8 213-550-008-6 213-550-009-4 213-550-010-2 213-550-011-0 213-550-012-8 213-550-013-6 213-550-014-4 213-550-015-1 213-550-016-9 213-560-010-0 213-560-011-8 213-560-012-6 213-560-013-4 213-560-014-2 213-560-015-9 213-560-016-7 213-560-017-5 213-560-018-3 213-560-019-1 213-560-020-9 213-560-021-7 213-560-022-5 213-560-023-3 213-560-024-1 213-560-025-8 213-560-026-6 213-560-027-4 213-560-028-2 213-560-029-0 213-570-010-8 213-570-011-6 213-570-012-4 213-570-014-0 213-570-015-7 213-570-017-3 213-570-018-1 213-570-019-9 213-570-021-5 213-570-022-3 213-570-027-2 213-570-028-0 213-570-029-8 213-570-030-6 213-570-033-0 213-570-034-8 213-570-035-5 213-580-010-6 213-580-011-4 213-580-012-2 213-580-014-8 213-580-015-5 213-580-016-3 213-580-018-9 213-580-019-7 213-580-021-3 213-580-022-1 213-580-023-9 213-580-025-4 213-580-026-2 213-580-028-8 213-580-029-6 213-580-030-4 213-580-032-0 213-580-033-8 213-590-013-8 213-590-014-6 213-590-016-1 213-590-017-9 213-590-018-7 213-590-020-3 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 34 of 50 75A 75A 75A 75A 213-590-021-1 213-590-022-9 213-590-024-5 213-590-025-2 213-590-027-8 213-590-028-6 213-590-029-4 213-590-031-0 213-590-032-8 213-590-034-4 213-590-035-1 213-590-036-9 213-590-037-7 213-590-038-5 213-590-039-3 213-590-040-1 213-590-041-9 213-590-042-7 213-590-043-5 213-610-020-9 213-610-029-0 213-610-031-6 213-610-033-2 213-621-001-6 213-621-002-4 213-621-005-7 213-621-009-9 213-621-013-1 213-660-107-3 213-660-108-1 213-660-109-9 213-660-110-7 213-660-111-5 213-660-112-3 213-660-113-1 213-660-114-9 213-660-115-6 213-660-116-4 213-660-117-2 213-660-118-0 213-660-119-8 213-660-120-6 213-660-121-4 213-660-122-2 213-660-123-0 213-660-124-8 213-660-125-5 213-660-126-3 213-660-127-1 213-660-128-9 213-660-129-7 213-660-130-5 213-660-131-3 213-660-132-1 213-660-133-9 213-660-134-7 213-660-135-4 213-660-136-2 213-660-137-0 213-660-138-8 213-660-139-6 213-660-140-4 213-660-141-2 213-660-142-0 213-660-143-8 213-660-144-6 213-660-145-3 213-660-146-1 213-660-147-9 213-660-148-7 213-660-149-5 213-660-150-3 213-660-151-1 213-660-152-9 213-660-153-7 213-660-154-5 213-660-155-2 213-660-156-0 213-660-157-8 213-660-158-6 213-660-159-4 213-660-160-2 213-660-161-0 213-660-162-8 213-660-163-6 213-660-164-4 213-660-165-1 213-660-166-9 213-660-167-7 213-660-168-5 213-660-169-3 213-660-170-1 213-660-171-9 213-660-172-7 213-660-173-5 213-660-174-3 213-660-175-0 213-660-176-8 213-660-177-6 213-660-178-4 213-660-179-2 213-660-180-0 213-660-181-8 213-660-182-6 213-660-183-4 213-660-184-2 213-660-185-9 213-660-186-7 213-660-187-5 213-660-188-3 213-660-189-1 213-660-190-9 213-660-191-7 213-660-192-5 213-660-193-3 213-660-194-1 213-660-195-8 213-660-196-6 213-660-197-4 213-660-198-2 213-660-199-0 213-660-200-6 213-660-201-4 213-660-202-2 213-660-203-0 213-660-204-8 213-660-205-5 213-660-206-3 213-660-207-1 213-660-208-9 213-660-209-7 213-660-210-5 213-670-147-7 213-670-148-5 213-670-149-3 213-670-150-1 213-670-151-9 213-670-152-7 213-670-153-5 213-670-154-3 213-670-155-0 213-670-156-8 213-670-157-6 213-670-158-4 213-670-159-2 213-670-160-0 213-670-161-8 213-670-162-6 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 587.66 $ 819.14 $ 7,983.82 $ 345.58 $ 138.32 $ 632.36 $ 641.94 $ 721.22 $ 2,500.40 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 35 of 50 75A 75A 75A 75A 213-670-163-4 213-670-164-2 213-670-165-9 213-670-166-7 213-670-167-5 213-670-168-3 213-670-169-1 213-670-170-9 213-670-171-7 213-670-172-5 213-670-173-3 213-670-174-1 213-670-175-8 213-670-176-6 213-670-177-4 213-670-178-2 213-670-179-0 213-670-180-8 213-670-181-6 213-670-182-4 213-670-183-2 213-670-184-0 213-670-185-7 213-670-186-5 213-670-187-3 213-670-188-1 213-670-189-9 213-670-190-7 213-670-191-5 213-670-192-3 213-670-193-1 213-670-194-9 213-670-195-6 213-670-196-4 213-670-197-2 213-670-198-0 213-670-199-8 213-670-200-4 213-670-201-2 213-670-202-0 213-670-203-8 213-670-204-6 213-670-205-3 213-670-206-1 213-670-207-9 213-670-208-7 213-670-209-5 213-670-210-3 213-670-211-1 213-670-212-9 213-670-213-7 213-670-214-5 213-670-215-2 213-670-216-0 213-670-217-8 213-670-218-6 213-670-219-4 213-670-220-2 213-670-221-0 213-670-222-8 213-670-223-6 213-670-224-4 213-670-225-1 213-670-226-9 213-670-227-7 213-670-228-5 213-670-229-3 213-670-230-1 213-670-231-9 213-670-232-7 213-670-233-5 213-670-234-3 213-670-235-0 213-670-236-8 213-670-237-6 213-670-238-4 213-670-239-2 213-670-240-0 213-670-241-8 213-670-242-6 213-670-243-4 213-670-244-2 213-670-245-9 213-670-246-7 213-670-247-5 213-670-248-3 213-670-249-1 213-670-250-9 213-670-251-7 213-670-252-5 213-670-253-3 213-670-254-1 213-670-255-8 213-670-256-6 213-670-257-4 213-670-258-2 213-670-259-0 213-670-260-8 213-670-261-6 213-670-262-4 213-670-263-2 213-670-264-0 213-670-265-7 213-670-266-5 213-670-267-3 213-670-268-1 213-670-269-9 213-670-270-7 213-670-271-5 213-670-272-3 213-670-273-1 213-670-274-9 213-670-275-6 213-670-276-4 213-670-277-2 213-670-278-0 213-670-279-8 213-670-280-6 213-670-281-4 213-670-282-2 213-670-283-0 213-670-284-8 213-670-285-5 213-670-286-3 213-670-287-1 213-670-288-9 213-670-289-7 213-670-290-5 213-680-008-9 213-680-011-3 213-680-012-1 213-680-013-9 213-680-016-2 213-680-017-0 213-680-018-8 213-680-019-6 213-680-020-4 213-680-021-2 213-680-022-0 213-680-023-8 213-680-024-6 213-680-025-3 213-680-026-1 213-680-029-5 213-680-030-3 213-680-031-1 213-680-032-9 213-680-035-2 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 36 of 50 75A 75A 75A 75A 213-680-036-0 213-680-037-8 213-680-038-6 213-680-039-4 213-680-040-2 213-680-041-0 213-680-042-8 213-680-043-6 213-680-044-4 213-680-045-1 213-680-046-9 213-680-047-7 213-680-048-5 213-680-049-3 213-680-050-1 213-680-055-0 213-680-056-8 213-680-057-6 213-680-058-4 213-680-059-2 213-680-060-0 213-680-061-8 213-680-062-6 213-680-063-4 213-680-064-2 213-680-065-9 213-680-069-1 213-680-070-9 213-680-071-7 213-680-072-5 213-680-073-3 213-680-076-6 213-680-077-4 213-680-078-2 213-680-079-0 213-680-080-8 213-680-081-6 213-680-082-4 213-680-083-2 213-680-084-0 213-680-085-7 213-680-086-5 213-680-092-3 213-680-093-1 213-680-094-9 213-680-095-6 213-680-096-4 213-680-098-0 213-680-099-8 213-680-100-4 213-680-101-2 213-680-103-8 213-680-104-6 213-680-105-3 213-680-106-1 213-680-107-9 213-680-108-7 213-680-109-5 213-680-112-9 213-680-113-7 213-680-114-5 213-680-115-2 213-680-116-0 213-680-117-8 213-680-118-6 213-680-120-2 213-680-121-0 213-680-122-8 213-680-123-6 213-680-125-1 213-680-126-9 213-690-002-0 213-690-003-8 213-690-004-6 213-690-013-7 213-690-014-5 213-690-015-2 213-690-016-0 213-690-017-8 213-690-018-6 213-690-019-4 213-690-020-2 213-690-021-0 213-690-022-8 213-690-023-6 213-690-024-4 213-690-025-1 213-690-026-9 213-690-027-7 213-690-028-5 213-690-029-3 213-690-030-1 213-690-031-9 213-690-032-7 213-690-033-5 213-690-034-3 213-690-035-0 213-690-036-8 213-690-037-6 213-690-038-4 213-690-039-2 213-690-040-0 213-690-041-8 213-690-042-6 213-690-043-4 213-690-044-2 213-690-045-9 213-690-046-7 213-690-047-5 213-690-048-3 213-690-051-7 213-690-052-5 213-690-053-3 213-690-054-1 213-690-055-8 213-690-056-6 213-690-058-2 213-690-059-0 213-690-060-8 213-730-001-4 213-730-002-2 213-730-003-0 213-730-004-8 213-730-005-5 213-730-006-3 213-730-007-1 213-730-008-9 213-730-009-7 213-730-010-5 213-730-011-3 213-730-012-1 213-730-013-9 213-730-014-7 213-730-015-4 213-730-016-2 213-730-017-0 213-730-018-8 213-730-019-6 213-730-020-4 213-730-021-2 213-730-022-0 213-730-023-8 213-730-024-6 213-730-025-3 213-730-026-1 213-730-027-9 213-730-028-7 213-730-029-5 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 29.48 $ 30.70 $ 29.48 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 29.48 $ 29.48 $ 29.48 $ 28.28 $ 28.28 $ 1,897.70 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 32.52 $ 30.70 $ 30.70 $ 32.52 $ 36.12 $ 32.52 $ 29.48 $ 30.70 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 32.52 $ 32.52 $ 30.70 $ 29.48 $ 30.70 $ 32.52 $ 30.70 $ 42.18 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 37 of 50 75A 75A 75A 75A 213-730-030-3 213-730-031-1 213-730-032-9 213-730-033-7 213-730-034-5 213-730-035-2 213-730-036-0 213-730-037-8 213-730-038-6 213-730-039-4 213-730-040-2 213-730-041-0 213-730-042-8 213-730-043-6 213-730-044-4 213-730-045-1 213-730-046-9 213-730-047-7 213-730-048-5 213-730-049-3 213-730-050-1 213-730-051-9 213-730-052-7 213-730-053-5 213-730-054-3 213-730-055-0 213-730-056-8 213-730-057-6 213-730-058-4 213-730-059-2 213-730-060-0 213-730-061-8 213-730-062-6 213-730-063-4 213-730-064-2 213-730-065-9 213-730-066-7 213-730-067-5 213-730-068-3 213-730-069-1 213-730-070-9 213-730-071-7 213-730-072-5 213-730-073-3 213-730-074-1 213-730-075-8 213-730-076-6 213-730-077-4 213-730-078-2 213-730-079-0 213-730-080-8 213-740-001-2 213-740-002-0 213-740-003-8 213-740-004-6 213-740-005-3 213-740-006-1 213-740-007-9 213-740-008-7 213-740-009-5 213-740-010-3 213-740-011-1 213-740-012-9 213-740-013-7 213-740-014-5 213-740-015-2 213-740-016-0 213-740-017-8 213-740-018-6 213-740-019-4 213-740-020-2 213-740-021-0 213-740-022-8 213-740-023-6 213-740-024-4 213-740-025-1 213-740-026-9 213-740-027-7 213-740-028-5 213-740-029-3 213-740-030-1 213-740-031-9 213-740-032-7 213-740-033-5 213-740-034-3 213-740-035-0 213-740-036-8 213-740-037-6 213-740-038-4 213-740-039-2 213-740-040-0 213-740-041-8 213-740-042-6 213-740-043-4 213-740-044-2 213-740-045-9 213-740-046-7 213-740-047-5 213-740-048-3 213-740-049-1 213-740-050-9 213-740-051-7 213-740-052-5 213-740-053-3 213-740-054-1 213-740-055-8 213-740-056-6 213-740-057-4 213-740-058-2 213-740-059-0 213-740-060-8 213-740-061-6 213-740-062-4 213-740-063-2 213-740-064-0 213-740-065-7 213-740-066-5 213-740-067-3 213-740-068-1 213-740-069-9 213-740-070-7 213-740-071-5 213-740-072-3 213-740-073-1 213-740-074-9 213-740-075-6 213-740-076-4 213-740-077-2 213-740-078-0 213-740-079-8 213-740-080-6 213-740-081-4 213-740-082-2 213-740-083-0 213-740-084-8 213-740-085-5 213-740-086-3 213-740-087-1 213-740-088-9 213-740-089-7 213-740-090-5 213-740-091-3 213-740-092-1 213-740-093-9 213-740-094-7 213-740-095-4 213-740-096-2 213-740-097-0 $ 33.12 $ 33.12 $ 33.12 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 38 of 50 75A 75A 75A 75A 213-740-098-8 213-740-099-6 213-740-100-2 213-740-101-0 213-740-102-8 213-740-103-6 213-740-104-4 213-740-105-1 213-740-106-9 213-740-107-7 213-740-108-5 213-750-002-7 213-750-003-5 213-750-011-8 213-750-012-6 213-750-013-4 213-760-001-7 213-760-002-5 213-760-003-3 213-760-004-1 213-760-005-8 213-760-006-6 213-760-007-4 213-760-008-2 213-760-009-0 213-760-010-8 213-760-011-6 213-760-012-4 213-760-013-2 213-760-014-0 213-760-015-7 213-760-016-5 213-760-017-3 213-760-018-1 213-760-019-9 213-760-020-7 213-760-021-5 213-760-022-3 213-760-023-1 213-760-024-9 213-760-025-6 213-760-026-4 213-760-027-2 213-760-028-0 213-760-029-8 213-760-030-6 213-760-031-4 213-760-032-2 213-760-033-0 213-760-034-8 213-760-035-5 213-760-036-3 213-760-037-1 213-760-038-9 213-760-039-7 213-760-040-5 213-760-041-3 213-760-042-1 213-760-043-9 213-760-044-7 213-760-045-4 213-760-046-2 213-760-047-0 213-760-048-8 213-760-049-6 213-760-050-4 213-760-051-2 213-760-052-0 213-760-053-8 213-760-054-6 213-760-055-3 213-760-056-1 213-760-057-9 213-760-058-7 213-760-059-5 213-760-060-3 213-760-061-1 213-760-062-9 213-760-063-7 213-760-064-5 213-760-065-2 213-760-066-0 213-760-067-8 213-760-068-6 213-760-069-4 213-760-070-2 213-760-071-0 213-760-072-8 213-760-073-6 213-760-074-4 213-760-075-1 213-760-076-9 213-760-077-7 213-760-078-5 213-760-079-3 213-760-080-1 213-760-081-9 213-760-082-7 213-760-083-5 213-760-084-3 213-760-085-0 213-760-086-8 213-760-087-6 213-760-088-4 213-760-089-2 213-760-090-0 213-760-091-8 213-760-092-6 213-760-093-4 213-760-094-2 213-760-095-9 213-760-096-7 213-760-097-5 213-760-098-3 213-760-099-1 213-760-100-7 213-760-101-5 213-760-102-3 213-760-103-1 213-760-104-9 213-760-105-6 213-760-106-4 213-760-107-2 213-760-108-0 213-760-109-8 213-760-110-6 213-760-111-4 213-760-112-2 213-760-113-0 213-760-114-8 213-760-115-5 213-760-116-3 213-760-117-1 213-810-001-7 213-810-002-5 213-810-003-3 213-810-004-1 213-810-005-8 213-810-006-6 213-810-007-4 213-810-008-2 213-810-009-0 213-810-010-8 213-810-011-6 213-810-012-4 213-810-013-2 213-810-014-0 213-810-015-7 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 114.62 $ 114.62 $ 1,820.52 $ 4,138.44 $ 11,898.02 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 29.48 $ 32.52 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 39 of 50 75A 75A 75A 75A 213-810-016-5 213-810-017-3 213-810-018-1 213-810-019-9 213-810-020-7 213-810-021-5 213-810-022-3 213-810-023-1 213-810-024-9 213-810-025-6 213-810-026-4 213-810-027-2 213-810-028-0 213-810-029-8 213-810-030-6 213-810-031-4 213-810-032-2 213-810-033-0 213-810-034-8 213-810-035-5 213-810-036-3 213-810-037-1 213-810-038-9 213-810-039-7 213-810-040-5 213-810-041-3 213-810-042-1 213-810-043-9 213-810-044-7 213-810-045-4 213-810-046-2 213-810-047-0 213-810-048-8 213-810-049-6 213-810-050-4 213-810-051-2 213-810-052-0 213-810-053-8 213-810-054-6 213-810-055-3 213-810-056-1 213-810-057-9 213-810-058-7 213-810-059-5 213-810-060-3 213-810-061-1 213-810-062-9 213-810-063-7 213-810-064-5 213-810-065-2 213-810-066-0 213-810-067-8 213-810-068-6 213-810-069-4 213-810-070-2 213-810-071-0 213-810-072-8 213-810-073-6 213-810-074-4 213-810-075-1 213-810-076-9 213-810-077-7 213-810-078-5 213-810-079-3 213-810-080-1 213-810-081-9 213-810-082-7 213-810-083-5 213-810-084-3 213-810-085-0 213-810-086-8 213-810-087-6 213-810-088-4 213-810-089-2 213-810-090-0 213-810-091-8 213-810-092-6 213-810-093-4 213-810-094-2 213-810-095-9 213-810-096-7 213-810-097-5 213-810-098-3 213-810-099-1 213-810-100-7 213-810-101-5 213-810-102-3 213-810-103-1 213-810-104-9 213-810-105-6 213-810-106-4 213-810-107-2 213-810-108-0 213-810-124-7 213-810-125-4 213-810-126-2 213-810-127-0 213-810-128-8 213-810-129-6 213-810-130-4 213-810-131-2 213-810-132-0 213-810-133-8 213-810-134-6 213-810-135-3 213-810-136-1 213-810-137-9 213-810-138-7 213-810-139-5 213-810-140-3 213-810-151-0 213-810-152-8 213-810-153-6 213-810-154-4 213-810-155-1 213-810-156-9 213-810-157-7 213-810-158-5 213-810-159-3 213-810-160-1 213-810-161-9 213-810-162-7 213-810-163-5 213-810-164-3 213-810-165-0 213-820-001-5 213-820-002-3 213-820-003-1 213-820-004-9 213-820-005-6 213-820-006-4 213-820-007-2 213-820-008-0 213-820-009-8 213-820-010-6 213-820-011-4 213-820-012-2 213-820-013-0 213-820-014-8 213-820-015-5 213-820-016-3 213-820-017-1 213-820-018-9 213-820-019-7 213-820-020-5 213-820-021-3 213-820-022-1 213-820-023-9 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 19.30 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 40 of 50 75A 75A 75A 75A 213-820-024-7 213-820-025-4 213-820-026-2 213-820-027-0 213-820-028-8 213-820-029-6 213-820-030-4 213-820-031-2 213-820-032-0 213-820-033-8 213-820-034-6 213-820-035-3 213-820-036-1 213-820-037-9 213-820-038-7 213-820-039-5 213-820-040-3 213-820-041-1 213-820-042-9 213-820-043-7 213-820-044-5 213-820-045-2 213-820-046-0 213-820-047-8 213-820-048-6 213-820-049-4 213-820-050-2 213-820-051-0 213-820-052-8 213-820-053-6 213-820-054-4 213-820-055-1 213-820-056-9 213-820-057-7 213-820-058-5 213-820-059-3 213-820-060-1 213-820-061-9 213-820-062-7 213-820-063-5 213-820-064-3 213-820-065-0 213-820-066-8 213-820-067-6 213-820-068-4 213-820-069-2 213-820-070-0 213-820-071-8 213-820-072-6 213-820-073-4 213-820-074-2 213-820-075-9 213-820-076-7 213-820-077-5 213-820-078-3 213-820-079-1 213-820-080-9 213-820-081-7 213-820-082-5 213-820-083-3 213-820-084-1 213-820-085-8 213-820-086-6 213-820-087-4 213-820-088-2 213-820-089-0 213-820-090-8 213-830-001-3 213-830-002-1 213-830-003-9 213-830-004-7 213-830-005-4 213-830-006-2 213-830-007-0 213-830-008-8 213-830-009-6 213-830-010-4 213-830-011-2 213-830-012-0 213-830-013-8 213-830-014-6 213-830-015-3 213-830-016-1 213-830-017-9 213-830-018-7 213-830-019-5 213-830-020-3 213-830-021-1 213-830-022-9 213-830-023-7 213-830-024-5 213-830-025-2 213-830-026-0 213-830-027-8 213-830-028-6 213-830-029-4 213-830-030-2 213-830-031-0 213-830-032-8 213-830-033-6 213-830-034-4 213-830-035-1 213-830-036-9 213-830-037-7 213-830-038-5 213-830-039-3 213-830-040-1 213-830-041-9 213-830-042-7 213-830-043-5 213-830-044-3 213-830-045-0 213-830-046-8 213-830-047-6 213-830-048-4 213-830-049-2 213-830-050-0 213-830-051-8 213-830-052-6 213-830-053-4 213-830-054-2 213-830-055-9 213-830-056-7 213-830-057-5 213-830-058-3 213-830-059-1 213-830-060-9 213-830-061-7 213-830-062-5 213-830-063-3 213-830-064-1 213-830-065-8 213-830-066-6 213-830-067-4 213-830-068-2 213-830-069-0 213-830-070-8 213-840-001-1 213-840-009-4 213-840-011-0 213-840-012-8 213-840-013-6 213-840-014-4 213-840-015-1 213-840-016-9 213-840-017-7 213-840-018-5 213-840-019-3 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 43.04 $ 22.76 $ 18.20 $ 19.46 $ 16.12 $ 8.30 $ 12.84 $ 26.50 $ 14.92 $ 21.50 $ 8.30 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 41 of 50 75A 75A 75A 75A 213-840-020-1 213-840-021-9 213-840-022-7 213-850-001-8 213-850-002-6 213-850-003-4 213-850-004-2 213-850-005-9 213-850-006-7 213-850-007-5 213-850-010-9 213-850-011-7 213-850-012-5 213-850-013-3 213-850-014-1 213-850-015-8 213-850-016-6 213-850-017-4 213-850-018-2 213-850-019-0 213-850-020-8 213-850-021-6 213-850-022-4 213-850-023-2 213-850-024-0 213-850-025-7 213-850-026-5 213-850-027-3 213-850-028-1 213-850-029-9 213-850-030-7 213-850-031-5 213-850-032-3 213-850-033-1 213-850-034-9 213-850-035-6 213-850-036-4 213-850-037-2 213-850-038-0 213-850-039-8 213-850-040-6 213-850-041-4 213-850-042-2 213-850-043-0 213-850-044-8 213-850-045-5 213-850-046-3 213-850-047-1 213-850-048-9 213-850-049-7 213-850-050-5 213-850-051-3 213-850-052-1 213-850-053-9 213-850-054-7 213-850-055-4 213-850-056-2 213-850-057-0 213-850-058-8 213-850-059-6 213-850-060-4 213-850-061-2 213-850-062-0 213-850-063-8 213-850-064-6 213-850-065-3 213-850-066-1 213-850-067-9 213-850-068-7 213-850-069-5 213-850-070-3 213-850-071-1 213-850-072-9 213-850-073-7 213-850-074-5 213-850-075-2 213-850-076-0 213-850-077-8 213-850-078-6 213-850-079-4 213-850-080-2 213-850-081-0 213-850-082-8 213-850-083-6 213-850-086-9 213-850-087-7 213-910-001-6 213-910-002-4 213-910-003-2 213-910-004-0 213-910-005-7 213-910-006-5 213-920-001-4 213-920-002-2 213-920-003-0 213-920-004-8 213-920-005-5 213-920-006-3 213-920-007-1 213-920-008-9 213-920-009-7 213-920-010-5 213-920-011-3 213-920-012-1 213-920-013-9 213-920-014-7 213-920-015-4 213-920-016-2 213-920-017-0 213-920-018-8 213-920-019-6 213-920-020-4 213-920-021-2 213-920-022-0 213-920-023-8 213-920-024-6 213-920-025-3 213-920-026-1 213-920-027-9 213-920-028-7 213-920-029-5 213-920-030-3 213-920-031-1 213-920-032-9 213-920-033-7 213-920-034-5 213-920-035-2 213-920-036-0 213-920-037-8 213-920-038-6 213-920-039-4 213-920-040-2 213-920-041-0 213-920-042-8 213-920-043-6 213-920-044-4 213-920-045-1 213-920-046-9 213-920-047-7 213-920-048-5 213-920-049-3 213-920-050-1 213-920-051-9 213-920-052-7 213-920-053-5 213-920-054-3 213-920-055-0 213-920-056-8 $ 7.46 $ 12.84 $ 8.70 $ 29.48 $ 28.28 $ 28.28 $ 28.28 $ 27.06 $ 32.52 $ 28.28 $ 30.70 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 30.70 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 29.48 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 30.70 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 30.70 $ 27.06 $ 29.80 $ 23.58 $ 43.46 $ 21.92 $ 22.76 $ 36.84 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 42 of 50 75A 75A 75A 75A 213-920-057-6 213-920-058-4 213-920-059-2 213-920-060-0 213-920-061-8 213-920-062-6 213-920-063-4 213-920-064-2 213-920-065-9 213-920-066-7 213-920-067-5 213-920-068-3 213-920-069-1 213-920-070-9 213-920-071-7 213-920-072-5 213-920-073-3 213-920-074-1 213-920-075-8 213-920-076-6 213-920-077-4 213-920-078-2 213-920-079-0 213-920-080-8 213-920-081-6 213-920-082-4 213-920-083-2 213-920-084-0 213-920-085-7 213-920-086-5 217-050-026-4 217-050-027-2 217-050-035-5 217-050-036-3 217-050-037-1 217-050-038-9 217-070-001-3 217-070-002-1 217-070-003-9 217-070-004-7 217-070-005-4 217-070-006-2 217-070-007-0 217-070-008-8 217-070-009-6 217-070-010-4 217-070-011-2 217-070-012-0 217-070-013-8 217-070-014-6 217-070-015-3 217-070-016-1 217-070-017-9 217-070-018-7 217-070-019-5 217-070-020-3 217-070-021-1 217-070-022-9 217-070-023-7 217-070-024-5 217-070-025-2 217-070-026-0 217-070-027-8 217-070-028-6 217-070-029-4 217-070-030-2 217-070-031-0 217-070-032-8 217-070-033-6 217-070-034-4 217-070-035-1 217-070-036-9 217-070-037-7 217-070-038-5 217-070-048-4 217-070-049-2 217-070-050-0 217-070-051-8 217-070-052-6 217-070-053-4 217-070-054-2 217-070-055-9 217-081-009-3 217-081-010-1 217-081-011-9 217-081-012-7 217-081-013-5 217-081-014-3 217-081-015-0 217-081-016-8 217-081-017-6 217-081-018-4 217-081-019-2 217-081-020-0 217-081-021-8 217-081-022-6 217-081-023-4 217-081-024-2 217-081-025-9 217-081-026-7 217-081-027-5 217-081-028-3 217-081-029-1 217-081-030-9 217-081-031-7 217-081-032-5 217-081-033-3 217-081-034-1 217-081-035-8 217-081-036-6 217-081-037-4 217-081-038-2 217-081-039-0 217-081-050-7 217-081-051-5 217-081-052-3 217-081-053-1 217-081-054-9 217-081-055-6 217-081-056-4 217-081-057-2 217-081-058-0 217-081-059-8 217-081-061-4 217-081-062-2 217-081-063-0 217-081-064-8 217-081-065-5 217-081-066-3 217-081-067-1 217-081-068-9 217-082-001-9 217-082-002-7 217-082-003-5 217-082-004-3 217-082-005-0 217-082-006-8 217-082-007-6 217-082-008-4 217-091-001-8 217-091-008-3 217-091-009-1 217-091-010-9 217-091-011-7 217-091-012-5 217-091-013-3 217-091-014-1 217-091-015-8 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 351.10 $ 1,422.20 $ 3,531.48 $ 2,937.16 $ 1,533.38 $ 1,597.40 $ 36.12 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 28.28 $ 28.28 $ 28.28 $ 29.48 $ 30.70 $ 29.48 $ 28.28 $ 30.70 $ 32.52 $ 30.70 $ 36.12 $ 42.18 $ 30.70 $ 29.48 $ 30.70 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 36.12 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 36.12 $ 29.48 $ 29.48 $ 29.48 $ 32.52 $ 29.48 $ 29.48 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 30.70 $ 32.52 $ 36.12 $ 36.12 $ 32.52 $ 30.70 $ 28.28 $ 29.48 $ 36.12 $ 42.18 $ 36.12 $ 30.70 $ 30.70 $ 32.52 $ 42.18 $ 42.18 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 32.52 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 32.52 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 29.48 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 30.70 $ 32.52 $ 30.70 $ 29.48 $ 32.52 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 30.70 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 43 of 50 75A 75A 75A 75A 217-091-016-6 217-091-017-4 217-091-018-2 217-091-019-0 217-091-020-8 217-091-021-6 217-091-022-4 217-091-023-2 217-091-024-0 217-091-025-7 217-091-026-5 217-091-027-3 217-092-001-7 217-092-002-5 217-092-003-3 217-092-004-1 217-092-005-8 217-092-006-6 217-092-007-4 217-092-008-2 217-092-009-0 217-092-010-8 217-093-001-6 217-093-002-4 217-093-003-2 217-093-004-0 217-093-005-7 217-093-006-5 217-093-007-3 217-093-008-1 217-093-009-9 217-093-010-7 217-093-011-5 217-101-001-6 217-101-002-4 217-101-003-2 217-101-004-0 217-101-005-7 217-101-006-5 217-101-007-3 217-101-008-1 217-101-009-9 217-101-010-7 217-101-011-5 217-102-001-5 217-102-002-3 217-102-003-1 217-102-004-9 217-102-005-6 217-102-006-4 217-102-007-2 217-102-008-0 217-102-009-8 217-102-010-6 217-102-011-4 217-102-014-8 217-102-016-3 217-102-017-1 217-102-018-9 217-102-019-7 217-102-020-5 217-102-021-3 217-102-022-1 217-102-023-9 217-102-024-7 217-102-025-4 217-102-026-2 217-103-001-4 217-103-002-2 217-103-003-0 217-103-004-8 217-103-005-5 217-103-006-3 217-103-007-1 217-103-008-9 217-103-009-7 217-103-010-5 217-111-001-4 217-111-002-2 217-111-003-0 217-111-004-8 217-111-005-5 217-111-006-3 217-111-007-1 217-111-008-9 217-111-009-7 217-111-010-5 217-112-001-3 217-112-002-1 217-112-003-9 217-112-004-7 217-112-005-4 217-112-006-2 217-112-007-0 217-112-008-8 217-112-009-6 217-112-010-4 217-112-011-2 217-113-001-2 217-113-002-0 217-113-005-3 217-113-006-1 217-113-007-9 217-113-008-7 217-114-001-1 217-114-002-9 217-114-003-7 217-114-004-5 217-114-005-2 217-114-006-0 217-114-007-8 217-114-008-6 217-121-001-2 217-121-002-0 217-121-003-8 217-121-004-6 217-121-005-3 217-121-006-1 217-121-007-9 217-121-008-7 217-121-009-5 217-121-010-3 217-121-011-1 217-122-002-9 217-122-003-7 217-122-004-5 217-122-005-2 217-122-006-0 217-122-007-8 217-122-008-6 217-122-009-4 217-122-010-2 217-122-011-0 217-122-012-8 217-122-013-6 217-131-001-0 217-131-002-8 217-131-003-6 217-131-004-4 217-131-005-1 217-131-006-9 217-131-007-7 217-131-008-5 217-131-009-3 217-131-010-1 217-131-011-9 217-131-012-7 217-131-013-5 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 32.52 $ 36.12 $ 32.52 $ 32.52 $ 30.70 $ 32.52 $ 32.52 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 32.52 $ 30.70 $ 32.52 $ 30.70 $ 42.18 $ 42.18 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 42.18 $ 42.18 $ 42.18 $ 36.12 $ 36.12 $ 36.12 $ 36.12 $ 36.12 $ 32.52 $ 30.70 $ 42.18 $ 29.48 $ 29.48 $ 32.52 $ 30.70 $ 29.48 $ 32.52 $ 32.52 $ 29.48 $ 32.52 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 36.12 $ 29.48 $ 32.52 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 32.52 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 36.12 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 32.52 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 36.12 $ 36.12 $ 29.48 $ 30.70 $ 29.48 $ 32.52 $ 42.18 $ 42.18 $ 36.12 $ 32.52 $ 30.70 $ 32.52 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 44 of 50 75A 75A 75A 75A 217-131-014-3 217-131-015-0 217-131-016-8 217-131-017-6 217-131-018-4 217-131-019-2 217-131-020-0 217-131-021-8 217-131-022-6 217-131-023-4 217-131-024-2 217-132-001-9 217-132-003-5 217-132-004-3 217-132-005-0 217-132-006-8 217-132-007-6 217-132-008-4 217-132-009-2 217-132-010-0 217-132-011-8 217-132-012-6 217-132-015-9 217-132-016-7 217-132-019-1 217-132-022-5 217-132-023-3 217-132-025-8 217-132-026-6 217-132-027-4 217-132-028-2 217-132-029-0 217-132-030-8 217-132-031-6 217-200-005-7 217-200-006-5 217-200-007-3 217-200-008-1 217-200-009-9 217-200-010-7 217-200-011-5 217-200-012-3 217-200-013-1 217-200-014-9 217-200-015-6 217-200-016-4 217-200-017-2 217-200-018-0 217-200-019-8 217-200-020-6 217-200-021-4 217-200-022-2 217-200-025-5 217-200-026-3 217-200-039-6 217-200-040-4 217-210-007-1 217-210-008-9 217-210-009-7 217-210-010-5 217-210-011-3 217-210-012-1 217-210-013-9 217-210-014-7 217-210-015-4 217-210-016-2 217-210-017-0 217-210-018-8 217-210-019-6 217-210-020-4 217-210-021-2 217-210-025-3 217-210-026-1 217-210-027-9 217-210-028-7 217-210-029-5 217-210-030-3 217-210-031-1 217-210-032-9 217-210-033-7 217-210-034-5 217-210-035-2 217-210-036-0 217-210-037-8 217-210-038-6 217-210-039-4 217-210-040-2 217-210-041-0 217-210-042-8 217-210-043-6 217-210-044-4 217-210-045-1 217-210-046-9 217-210-047-7 217-210-048-5 217-210-049-3 217-210-050-1 217-210-055-0 217-210-056-8 217-210-057-6 217-210-058-4 217-210-059-2 217-210-060-0 217-210-061-8 217-210-062-6 217-210-063-4 217-210-064-2 217-210-065-9 217-210-066-7 217-210-069-1 217-210-070-9 217-210-071-7 217-210-072-5 217-210-073-3 217-210-074-1 217-210-075-8 217-210-076-6 217-210-077-4 217-210-078-2 217-210-087-3 217-210-088-1 217-210-090-7 217-210-091-5 217-210-092-3 217-210-093-1 217-210-094-9 217-210-095-6 217-210-108-7 217-220-041-8 217-220-042-6 217-220-043-4 217-220-044-2 217-220-045-9 217-220-046-7 217-220-047-5 217-220-057-4 217-220-058-2 217-220-063-2 217-220-064-0 217-220-065-7 217-220-066-5 217-220-082-2 217-220-083-0 217-220-084-8 217-220-085-5 217-220-086-3 217-220-087-1 217-220-099-6 $ 30.70 $ 32.52 $ 42.18 $ 42.18 $ 36.12 $ 29.48 $ 32.52 $ 30.70 $ 30.70 $ 29.48 $ 32.52 $ 36.12 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 29.48 $ 30.70 $ 30.70 $ 36.12 $ 36.12 $ 32.52 $ 30.70 $ 32.52 $ 32.52 $ 29.48 $ 32.52 $ 29.48 $ 28.28 $ 28.28 $ 28.28 $ 27.06 $ 27.06 $ 28.28 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 36.12 $ 29.48 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 30.70 $ 30.70 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 30.70 $ 32.52 $ 29.48 $ 30.70 $ 36.12 $ 42.18 $ 36.12 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 32.52 $ 32.52 $ 32.52 $ 30.70 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 28.28 $ 28.28 $ 28.28 $ 32.52 $ 30.70 $ 29.48 $ 28.28 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 45 of 50 75A 75A 75A 75A 217-220-100-2 217-220-101-0 217-220-102-8 217-220-103-6 217-220-104-4 217-220-105-1 217-220-106-9 217-220-107-7 217-220-108-5 217-220-109-3 217-220-110-1 217-220-111-9 217-220-112-7 217-220-113-5 217-220-114-3 217-220-115-0 217-220-116-8 217-220-117-6 217-220-118-4 217-220-119-2 217-220-120-0 217-220-121-8 217-220-122-6 217-220-123-4 217-220-124-2 217-220-125-9 217-220-126-7 217-220-127-5 217-220-128-3 217-220-129-1 217-220-130-9 217-220-131-7 217-220-132-5 217-220-133-3 217-220-134-1 217-220-136-6 217-220-137-4 217-220-138-2 217-220-139-0 217-220-144-0 217-220-145-7 217-220-146-5 217-220-147-3 217-220-148-1 217-220-149-9 217-220-150-7 217-220-151-5 217-220-152-3 217-220-153-1 217-220-154-9 217-220-155-6 217-220-156-4 217-220-157-2 217-220-158-0 217-220-159-8 217-220-160-6 217-220-161-4 217-220-162-2 217-220-163-0 217-230-013-5 217-230-014-3 217-230-015-0 217-230-016-8 217-230-017-6 217-230-018-4 217-230-019-2 217-230-038-2 217-230-039-0 217-230-040-8 217-230-041-6 217-230-042-4 217-230-043-2 217-230-044-0 217-230-045-7 217-230-046-5 217-230-047-3 217-230-048-1 217-230-049-9 217-230-050-7 217-230-051-5 217-230-052-3 217-230-053-1 217-230-054-9 217-230-055-6 217-230-056-4 217-230-057-2 217-230-058-0 217-230-059-8 217-230-060-6 217-230-061-4 217-230-062-2 217-230-063-0 217-230-064-8 217-230-065-5 217-230-066-3 217-230-067-1 217-230-068-9 217-230-069-7 217-230-070-5 217-230-071-3 217-230-072-1 217-230-073-9 217-230-074-7 217-230-075-4 217-230-076-2 217-230-077-0 217-230-078-8 217-230-079-6 217-230-080-4 217-230-081-2 217-230-082-0 217-230-083-8 217-230-087-9 217-230-088-7 217-230-089-5 217-230-090-3 217-230-091-1 217-230-092-9 217-230-093-7 217-230-094-5 217-230-095-2 217-230-096-0 217-230-097-8 217-230-098-6 217-230-099-4 217-230-100-0 217-230-101-8 217-230-102-6 217-230-103-4 217-230-106-7 217-230-108-3 217-230-109-1 217-230-110-9 217-230-111-7 217-230-112-5 217-230-113-3 217-230-114-1 217-230-115-8 217-230-116-6 217-230-117-4 217-230-118-2 217-230-119-0 217-240-001-8 217-240-002-6 217-240-003-4 217-240-004-2 217-240-005-9 217-240-006-7 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 30.70 $ 29.48 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 46 of 50 75A 75A 75A 75A 217-240-007-5 217-240-008-3 217-240-009-1 217-240-010-9 217-240-011-7 217-240-012-5 217-240-013-3 217-240-014-1 217-240-015-8 217-240-016-6 217-240-017-4 217-240-018-2 217-250-007-2 217-260-001-3 217-260-002-1 217-260-003-9 217-260-004-7 217-260-005-4 217-260-006-2 217-260-007-0 217-260-008-8 217-260-009-6 217-260-010-4 217-260-011-2 217-260-012-0 217-260-013-8 217-260-014-6 217-260-015-3 217-260-016-1 217-260-017-9 217-260-018-7 217-260-019-5 217-260-020-3 217-260-021-1 217-260-022-9 217-260-023-7 217-260-024-5 217-260-025-2 217-260-026-0 217-260-027-8 217-260-028-6 217-260-029-4 217-260-030-2 217-260-031-0 217-260-032-8 217-260-033-6 217-260-034-4 217-260-035-1 217-260-036-9 217-260-037-7 217-260-038-5 217-260-039-3 217-260-040-1 217-260-041-9 217-260-042-7 217-260-043-5 217-260-044-3 217-260-045-0 217-260-046-8 217-260-047-6 217-260-048-4 217-260-049-2 217-260-050-0 217-260-051-8 217-280-001-9 217-280-002-7 217-280-003-5 217-280-004-3 217-280-005-0 217-280-006-8 217-280-007-6 217-280-008-4 217-280-009-2 217-280-010-0 217-280-011-8 217-280-012-6 217-280-013-4 217-280-014-2 217-280-015-9 217-280-016-7 217-280-017-5 217-280-018-3 217-280-019-1 217-280-020-9 217-280-021-7 217-280-022-5 217-290-001-7 217-290-002-5 217-290-003-3 217-290-004-1 217-290-005-8 217-290-006-6 217-290-007-4 217-290-008-2 217-290-009-0 217-290-010-8 217-290-011-6 217-290-012-4 217-290-013-2 217-290-014-0 217-290-015-7 217-290-016-5 217-290-017-3 217-290-018-1 217-290-019-9 217-290-020-7 217-290-021-5 217-290-022-3 217-290-023-1 217-290-024-9 217-290-025-6 217-290-026-4 217-290-027-2 217-290-028-0 217-290-029-8 217-290-030-6 217-290-031-4 217-290-032-2 217-290-033-0 217-300-001-5 217-300-002-3 217-300-003-1 217-300-004-9 217-300-005-6 217-300-006-4 217-300-007-2 217-300-008-0 217-300-009-8 217-300-010-6 217-300-011-4 217-300-012-2 217-300-013-0 217-300-014-8 217-300-015-5 217-300-016-3 217-300-017-1 217-300-018-9 217-300-019-7 217-300-020-5 217-300-021-3 217-300-022-1 217-300-023-9 217-300-024-7 217-300-025-4 217-300-026-2 217-300-027-0 217-300-028-8 217-300-029-6 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 3,757.44 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 18.48 $ 18.48 $ 18.48 $ 18.48 $ 18.48 $ 18.48 $ 18.48 $ 18.48 $ 18.48 $ 17.04 $ 17.04 $ 17.04 $ 17.04 $ 17.04 $ 17.04 $ 17.04 $ 17.04 $ 17.04 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 25.78 $ 25.78 $ 25.78 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 25.78 $ 25.78 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 47 of 50 75A 76A 76A 76A 76A 217-300-030-4 217-300-031-2 217-300-032-0 217-300-033-8 217-300-034-6 217-300-035-3 217-300-036-1 217-300-037-9 217-300-038-7 217-300-039-5 217-300-040-3 217-300-041-1 217-300-042-9 217-300-043-7 217-300-044-5 217-300-045-2 217-300-046-0 217-300-047-8 217-300-048-6 187-470-001-4 187-470-002-2 187-470-003-0 187-470-004-8 187-470-005-5 187-470-006-3 187-470-007-1 187-470-008-9 187-470-009-7 187-470-010-5 187-470-011-3 187-470-012-1 187-470-013-9 187-470-014-7 187-490-001-0 187-490-002-8 187-490-003-6 187-490-004-4 187-490-005-1 187-490-006-9 187-490-007-7 187-490-008-5 187-490-009-3 187-490-010-1 187-490-011-9 187-490-012-7 187-490-013-5 187-490-014-3 187-490-015-0 187-490-016-8 187-490-017-6 187-490-018-4 187-490-019-2 187-490-020-0 187-490-021-8 187-490-022-6 187-490-023-4 187-490-024-2 187-490-025-9 187-490-026-7 187-490-027-5 187-490-028-3 187-490-029-1 187-490-030-9 187-490-035-8 187-490-036-6 187-490-037-4 187-490-038-2 187-490-039-0 187-490-040-8 187-490-041-6 187-490-042-4 187-490-043-2 187-490-044-0 187-490-045-7 187-490-046-5 187-490-047-3 187-490-048-1 187-490-049-9 187-490-050-7 187-490-051-5 187-490-052-3 187-490-053-1 187-490-054-9 187-490-055-6 187-490-056-4 187-490-057-2 187-490-058-0 187-490-059-8 187-490-060-6 187-490-061-4 187-490-062-2 187-490-063-0 187-500-001-8 187-500-002-6 187-500-003-4 187-500-004-2 187-500-005-9 187-500-006-7 187-500-007-5 187-500-008-3 187-500-009-1 187-500-010-9 187-500-011-7 187-500-012-5 187-500-013-3 187-500-014-1 187-500-015-8 187-500-016-6 187-500-017-4 187-500-018-2 187-500-019-0 187-500-020-8 187-500-021-6 187-500-022-4 187-500-023-2 187-500-024-0 187-500-025-7 187-500-026-5 187-500-027-3 187-500-028-1 187-510-001-6 187-510-002-4 187-510-003-2 187-510-004-0 187-510-005-7 187-510-006-5 187-510-007-3 187-510-008-1 187-510-009-9 187-510-010-7 187-510-012-3 187-510-013-1 187-510-014-9 187-510-015-6 187-510-017-2 187-510-018-0 187-520-001-4 187-520-002-2 187-520-003-0 187-520-004-8 187-520-005-5 187-520-006-3 187-520-007-1 187-520-008-9 187-520-009-7 $ 22.14 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 235.86 $ 164.70 $ 197.48 $ 197.48 $ 235.86 $ 197.48 $ 271.70 $ 197.48 $ 197.48 $ 271.70 $ 235.86 $ 271.70 $ 271.70 $ 271.70 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 194.18 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 DA DA DA DA DA $147,950.30 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 48 of 50 76A 76A 76A 76A 187-520-010-5 187-520-011-3 187-520-012-1 187-520-013-9 187-520-014-7 187-520-015-4 187-520-016-2 187-520-017-0 187-520-018-8 187-520-019-6 187-520-020-4 187-520-021-2 187-520-022-0 187-520-024-6 187-520-025-3 187-520-026-1 187-520-027-9 187-520-028-7 187-520-029-5 187-520-030-3 187-520-031-1 187-520-032-9 187-520-033-7 187-520-034-5 187-520-035-2 187-520-036-0 187-520-037-8 187-520-038-6 187-531-001-1 187-531-002-9 187-531-003-7 187-531-004-5 187-531-005-2 187-531-006-0 187-531-007-8 187-532-001-0 187-532-002-8 187-532-003-6 187-532-004-4 187-532-005-1 187-532-006-9 187-532-007-7 187-532-008-5 187-532-009-3 187-532-010-1 187-532-011-9 187-533-001-9 187-533-002-7 187-533-003-5 187-533-004-3 187-534-001-8 187-534-002-6 187-535-001-7 187-536-001-6 187-537-001-5 187-537-002-3 187-537-003-1 187-537-008-0 187-537-010-6 187-537-011-4 187-537-012-2 187-541-001-9 187-541-002-7 187-541-003-5 187-541-004-3 187-542-001-8 187-542-002-6 187-542-003-4 187-542-004-2 187-542-005-9 187-542-006-7 187-542-007-5 187-542-008-3 187-542-009-1 187-542-010-9 187-542-011-7 187-543-001-7 187-543-002-5 187-543-003-3 187-543-004-1 187-544-003-2 187-544-004-0 187-551-001-6 187-551-002-4 187-551-003-2 187-551-006-5 187-551-007-3 187-551-008-1 187-552-001-5 187-552-002-3 192-210-023-3 192-210-024-1 192-210-025-8 192-210-027-4 192-210-028-2 192-210-029-0 192-210-030-8 192-210-031-6 193-690-069-3 193-880-001-6 193-880-002-4 193-880-003-2 193-880-004-0 193-880-005-7 193-880-006-5 193-880-008-1 193-880-009-9 193-880-010-7 193-880-011-5 193-890-001-4 193-890-002-2 193-890-003-0 193-890-004-8 193-890-005-5 193-890-006-3 193-890-007-1 193-890-008-9 193-890-009-7 193-890-010-5 193-890-011-3 193-890-012-1 193-890-013-9 193-890-014-7 193-890-015-4 193-890-016-2 193-890-018-8 193-890-021-2 193-890-022-0 193-890-023-8 193-890-024-6 193-890-025-3 193-890-026-1 193-890-027-9 193-890-028-7 193-890-029-5 193-890-030-3 193-890-032-9 193-890-033-7 193-890-034-5 193-900-001-2 193-900-002-0 193-900-003-8 193-900-004-6 193-900-005-3 193-900-006-1 193-900-007-9 193-900-008-7 193-900-009-5 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 235.86 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 235.86 $ 235.86 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 271.70 $ 197.48 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 271.70 $ 235.86 $ 271.70 $ 271.70 $ 235.86 $ 271.70 $ 235.86 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 197.48 $ 129.88 $ 129.88 $ 197.48 $ 235.86 $ 129.88 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 235.86 $ 235.86 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 129.88 $ 129.88 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 197.48 $ 197.48 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 164.70 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 49 of 50 76A 910 910 910 910 193-900-015-2 193-900-016-0 202-351-001-5 202-351-002-3 202-351-003-1 202-351-004-9 202-351-005-6 202-352-001-4 202-352-002-2 202-352-003-0 202-352-004-8 202-352-005-5 202-352-006-3 202-352-007-1 202-352-008-9 202-353-001-3 202-353-002-1 202-353-003-9 202-353-004-7 202-353-005-4 202-353-006-2 202-353-007-0 202-353-008-8 202-353-009-6 202-353-010-4 202-353-011-2 202-353-012-0 202-353-013-8 202-354-001-2 202-354-002-0 202-354-003-8 202-354-004-6 202-354-005-3 202-354-006-1 202-361-001-3 202-361-002-1 202-361-003-9 202-361-004-7 202-361-007-0 202-361-008-8 202-362-001-2 202-362-002-0 202-362-003-8 202-362-004-6 202-362-005-3 202-362-006-1 202-362-007-9 202-363-001-1 202-363-002-9 202-363-003-7 202-363-004-5 202-363-005-2 202-363-006-0 202-364-001-0 202-364-002-8 202-371-001-1 202-371-002-9 202-371-003-7 202-371-004-5 202-371-005-2 202-371-008-6 202-371-009-4 202-371-010-2 202-371-011-0 202-371-012-8 202-371-016-9 202-371-017-7 202-371-018-5 202-371-020-1 202-371-021-9 202-371-022-7 202-372-001-0 202-372-002-8 202-372-003-6 202-381-001-9 202-381-002-7 202-381-003-5 202-381-004-3 202-381-005-0 202-381-006-8 202-381-007-6 202-381-008-4 202-381-009-2 202-381-010-0 202-382-001-8 202-382-002-6 202-382-003-4 202-382-004-2 202-382-005-9 202-382-006-7 202-382-007-5 202-382-008-3 202-382-009-1 202-382-010-9 202-382-011-7 202-391-001-7 202-391-002-5 202-391-003-3 202-391-004-1 202-391-005-8 202-391-006-6 202-391-007-4 202-391-008-2 202-391-009-0 202-391-010-8 202-391-011-6 202-391-012-4 202-391-013-2 202-391-014-0 202-391-015-7 202-391-016-5 202-391-017-3 202-391-018-1 202-391-019-9 202-391-020-7 202-391-021-5 202-391-022-3 202-392-001-6 202-392-002-4 202-392-003-2 202-392-004-0 202-392-005-7 202-393-001-5 202-393-002-3 202-393-003-1 202-393-004-9 202-393-005-6 202-393-006-4 202-393-007-2 202-393-008-0 202-393-009-8 202-393-010-6 202-394-002-2 202-394-003-0 202-394-004-8 202-394-005-5 202-394-006-3 202-394-007-1 202-394-008-9 202-394-009-7 202-394-010-5 202-394-011-3 202-394-012-1 202-394-013-9 202-394-016-2 $ 197.48 $ 197.48 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 371.50 $ 286.34 $ 371.50 $ 318.26 $ 318.26 $ 371.50 $ 318.26 $ 318.26 $ 371.50 $ 318.26 $ 318.26 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 371.50 $ 318.26 $ 371.50 $ 318.26 $ 318.26 $ 318.26 $ 371.50 $ 371.50 $ 371.50 $ 371.50 $ 371.50 $ 371.50 $ 318.26 $ 318.26 $ 371.50 $ 371.50 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 318.26 $ 286.34 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 286.34 $ 286.34 $ 318.26 $ 371.50 $ 318.26 $ 371.50 $ 371.50 $ 371.50 $ 318.26 $ 286.34 $ 318.26 $ 371.50 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 286.34 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 286.34 $ 318.26 $ 318.26 $ 318.26 $ 371.50 $ 318.26 $ 371.50 $ 318.26 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 259.76 $ 249.12 $ 259.76 $ 259.76 $ 259.76 $ 286.34 $ 286.34 $ 259.76 $ 259.76 $ 270.40 $ 286.34 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 270.40 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 286.34 $ 249.12 $ 259.76 $ 259.76 $ 249.12 $ 249.12 $ 249.12 $ 270.40 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 DA DA DA DA DA $44,136.96 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 50 of 50 910 910 202-394-017-0 202-394-018-8 202-394-019-6 202-394-020-4 202-395-001-3 202-395-002-1 202-395-003-9 202-395-004-7 202-395-005-4 202-395-006-2 202-395-007-0 202-395-008-8 202-395-009-6 202-395-010-4 202-395-011-2 202-401-001-5 202-401-002-3 202-401-003-1 202-401-004-9 202-401-005-6 202-401-006-4 202-401-007-2 202-401-008-0 202-401-009-8 202-402-001-4 202-402-002-2 202-402-003-0 202-402-004-8 202-402-005-5 202-402-006-3 202-402-007-1 202-402-008-9 202-402-009-7 202-402-010-5 202-402-011-3 202-403-001-3 202-403-002-1 202-403-003-9 202-403-004-7 202-403-005-4 202-403-006-2 202-403-007-0 202-403-008-8 202-403-009-6 202-403-010-4 202-403-011-2 202-403-012-0 202-403-013-8 202-403-014-6 202-403-015-3 202-403-016-1 202-403-017-9 202-403-018-7 202-403-019-5 202-403-020-3 202-403-021-1 202-403-022-9 202-404-001-2 202-404-002-0 202-404-003-8 202-404-004-6 202-404-005-3 202-404-006-1 202-404-007-9 202-404-008-7 202-404-009-5 202-404-010-3 202-404-011-1 202-404-012-9 202-404-013-7 202-404-014-5 202-404-015-2 202-404-016-0 $ 286.34 $ 286.34 $ 286.34 $ 270.40 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 249.12 $ 259.76 $ 259.76 $ 259.76 $ 249.12 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 270.40 $ 270.40 $ 259.76 $ 249.12 $ 249.12 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 270.40 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 249.12 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 270.40 $ 259.76 $ 249.12 $ 249.12 $ 249.12 $ 259.76 $ 259.76 $ 249.12 $ 249.12 $ 249.12 $ 286.34 $ 318.26 $ 259.76 $ 249.12 $ 259.76 $ 259.76 DA DA $63,149.76 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2025- 215 Name: Status:Type:Consent Resolution Passed File created:In control:6/5/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:Acting as the governing body of the Contra Costa County Flood Control and Water Conservation District, ADOPT Resolution No. 2025-215, adopting and levying the annual Drainage Area Benefit Assessment in Drainage Area 520 for Fiscal Year 2025–2026, Oakley area. (100% Drainage Area Benefit Assessment Funds) Attachments:1. DA 520 Exhibit A FY Comparison, 2. Exhibit B Proposed_fees_2025 Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To: Contra Costa County Flood Control and Water Conservation District From:Warren Lai, Public Works Director/Chief Engineer Report Title:Adoption and levy of annual Drainage Area Benefit Assessment in Drainage Area 520 for Fiscal Year 2025-2026. Project No. 7505-6F8167 ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Resolution adopting and levying the annual Drainage Area Benefit Assessment (DABA)in Drainage Area 520 (DA 520) for Fiscal Year 2025-2026, Oakley area. FISCAL IMPACT: The proposed annual DABA will provide approximately $17,562 in funding for flood control drainage maintenance activities in DA 520. (100% Drainage Area Benefit Assessment Funds) BACKGROUND: A DABA is a subset of parcels within a defined boundary of a larger drainage area that is assessed to fund flood control infrastructure maintenance that directly benefits the area.Assessments are used to pay for flood control maintenance activities,including complaint investigation,facility inspections,ditch and basin cleaning, maintaining right-of-way access,and additional general or routine drainage maintenance activities.The assessments collected are used only for the maintenance and operation of the flood control facilities within the Contra Costa County Flood Control and Water Conservation District right-of-way limits. DABAs are established when a development is determined to increase stormwater runoff,inundating existing drainage infrastructure.DABAs are established by agreement with developers or vote by parcel owners.DA 520 was established December 1,1987,by adoption of Resolution No.87/716 with subsequent annexations of additional developments in 2000 and 2001.DA 520 has been assigned a specific number of Impervious Area Units (IAUs),where a single IAU is equal to 1,000 square feet of impervious surface.Parcels within DA 520 are assigned a specific number of IAUs based upon their proportional share of impervious area in accordance with the Benefit Assessment Act of 1982.DA 520 has a total of 1,254 IAUs,where the typical single-family CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 4 powered by Legistar™ File #:RES 2025-215,Version:1 with the Benefit Assessment Act of 1982.DA 520 has a total of 1,254 IAUs,where the typical single-family home may pay an assessment amount of $43.82 for Fiscal Year 2025-2026. To calculate the assessment,the cost of flood control infrastructure maintenance within DA 520 is budgeted. The cost of flood control infrastructure maintenance varies from year-to-year based upon the planned annual costs and unforeseen maintenance needs.The assessment rate/IAU is the quotient of the budgeted maintenance divided by the number of IAUs assigned to DA 520.The assessment for each parcel is the product of the rate/IAU multiplied by the number of IAUs assigned to the parcel.At the onset of the initial formation, including subsequent annexation,a maximum assessment rate was adopted for the establishment of a reserve fund based on unforeseen costs due to natural disasters or severe weather events.The subsequent annexations allow for this maximum annual assessment rate to be adjusted annually to account for inflation,while the initial formation does not.Therefore,the maximum annual assessment remains unchanged and is not adjusted annually for inflation. Based on the assessment calculation,where DA 520 has 1,254 IAUs and budgeted maintenance of $50,000,the assessment rate for Fiscal Year 2025-2026 is calculated to be $39.86.Unspent assessments from Fiscal Year 2024-2025 shall be carried over to Fiscal Year 2025-2026.As a result,the assessment rate that shall be levied will be less than the calculated rate of $39.86. CONSEQUENCE OF NEGATIVE ACTION: If the proposed assessment for DA 520 is not adopted,the proposed assessment will not be levied,and the maintenance of the flood control facilities may not happen. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 4 powered by Legistar™ File #:RES 2025-215,Version:1 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board IN THE MATTER OF ADOPTING AND LEVYING ASSESSMENTS IN DRAINAGE AREA 520 FOR FISCAL YEAR 2025-2026. WHEREAS the Board of Supervisors FINDS that: 1.On December 1,1987,the Board of Supervisors,as the governing body of the Contra Costa County Flood Control and Water Conservation District (Flood Control District),adopted Resolution No.87/716, establishing Drainage Area 520 (DA 520)and imposing assessments on parcels within the area of benefit pursuant to the Benefit Assessments Act of 1982 (Gov.Code,§54703 et.seq.),following approval by landowners,for the purpose of funding flood control facility maintenance,such as complaint investigation,facility inspections,ditch and basin cleaning,maintaining right-of-way access, and additional general or routine drainage maintenance activities. 2.Under Resolution No.87/716,assessments were imposed based upon the annual budgeted cost of flood control facility maintenance for DA 520,the total impervious surface area (described as Impervious Area Units [IAUs],where a single IAU is equal to 1,000 square feet of impervious surface area) assigned to DA 520,and the number of IAUs attributable to each parcel.In this way,assessment amounts were determined on the basis of proportionate stormwater runoff from each parcel,in accordance with Government Code section 54711. 3.Under Resolution No.87/716,and as approved by landowners of DA 520,(a)the annual assessment rate is the quotient of the annual budgeted maintenance cost divided by the number of IAUs assigned to DA 520; and (b) the maximum assessment amount is $35.61/IAU. 4.As set forth in Exhibit A,attached hereto and incorporated by this reference,the initial assessment rate for Fiscal Year 2024-2025 was $35.61/IAU and remains unchanged for Fiscal Year 2025-2026. 5.As set forth in Exhibit A,for Fiscal Year 2025-2026,the budgeted maintenance to be funded by DA 520 assessments is $50,000.Anticipated maintenance activities include facility inspections,ditch cleaning, fence repair, and landscape maintenance, among others. 6.Based upon the formula set forth in Resolution No.87/716,the current number of IAUs in DA 520 CONTRA COSTA COUNTY Printed on 8/26/2025Page 3 of 4 powered by Legistar™ File #:RES 2025-215,Version:1 6.Based upon the formula set forth in Resolution No.87/716,the current number of IAUs in DA 520 (1,254),and budgeted maintenance of $50,000,the adjusted annual assessment rate for Fiscal Year 2025 -2026 would be $39.86/IAU. 7.The adjusted annual assessment rate of $39.86 is more than the adjusted maximum rate of $35.61.The annual assessment rate for Fiscal Year 2025-2026 cannot be set at $39.86 and will,therefore,be set below the maximum rate of $35.61. 8.Unspent assessments from Fiscal Year 2024-2025 shall be carried over to Fiscal Year 2025-2026.As a result,the annual assessment rate that shall be levied will be less than the adjusted annual assessment rate of $39.86. NOW, THEREFORE, the Board hereby determines and resolves that: 1.The annual budgeted cost of flood control facility maintenance to be financed by DA 520 assessments for Fiscal Year 2025-2026 shall not exceed $50,000. 2.Annual assessments shall be levied in DA 520 for Fiscal Year 2025-2026 at a rate of $14.00/IAU,in the specific amounts shown on Exhibit B, attached hereto and incorporated herein by this reference. 3.The Drainage Area Benefit Assessment shall be collected in the same manner,and subject to the same penalties and priority of lien as other charges and taxes fixed and collected by,or on behalf of,the Flood Control District, pursuant to Government Code section 54718. CONTRA COSTA COUNTY Printed on 8/26/2025Page 4 of 4 powered by Legistar™ Contra Costa County Flood Control and Water Conservation District Drainage Area Benefit Assessment (DABA) Max IAU Rate, Adjusted for Inflation IAU Rate No. of IAU's per Drainage Area Assessment Total Assessment Amount for Typical Parcel (3.12 IAU) Max IAU Rate, Adjusted for Inflation Proposed IAU Rate No. of IAU's per Drainage Area Proposed Assessment Total Assessment Amount for Typical Parcel (3.12 IAU) DA 520 Laurel Basin 35.61$ 9.96$ 1,254 12,494$ 31.17$ 35.61$ 14.00$ 1,254 17,562$ 43.82$ Beginning Fund Balance at start of July 1, 2024 Assessment Revenue Maintenance Expense Administration Expenses Engineering Project Expenses Estimated Total Expense June 30, 2025 Estimated Beginning Fund Balance at start of July 1, 2025 Estimated Assessment Revenue Budgeted Maintenance Expenses Budgeted Administration Expenses Budgeted Engineering Project Expenses Estimated Ending Fund Balance June 30, 2026 Tar et Reserve Fund per Engineer's Report DA 520 Laurel Basin 266,678$ 12,494$ 37,500$ -$ -$ 37,500$ 241,672$ 17,562$ 40,000$ 10,000$ -$ 209,234$ 254,583$ FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 DA 520 Laurel Basin 62.18$ -$ 28.73$ 1.00$ 9.96$ 14.00$ Drainage Area IAU Rate EXHIBIT A Drainage Area FY 2024-25 FY 2025-26 Drainage Area FY 2024-25 FY 2025-26 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 1 of 50 1010 1010 1010 1010 203-061-001-4 203-061-002-2 203-061-003-0 203-061-004-8 203-061-005-5 203-061-006-3 203-061-007-1 203-061-008-9 203-061-009-7 203-061-010-5 203-061-011-3 203-061-012-1 203-061-013-9 203-061-014-7 203-061-015-4 203-061-016-2 203-061-017-0 203-061-018-8 203-061-019-6 203-061-020-4 203-061-021-2 203-061-022-0 203-061-023-8 203-061-024-6 203-061-025-3 203-061-026-1 203-061-027-9 203-061-028-7 203-061-029-5 203-061-030-3 203-061-031-1 203-061-032-9 203-061-033-7 203-061-034-5 203-061-035-2 203-061-036-0 203-061-037-8 203-061-038-6 203-061-039-4 203-061-040-2 203-061-041-0 203-061-042-8 203-061-043-6 203-061-044-4 203-061-045-1 203-061-046-9 203-061-047-7 203-061-048-5 203-061-049-3 203-061-050-1 203-061-051-9 203-061-052-7 203-061-053-5 203-061-054-3 203-061-055-0 203-061-056-8 203-061-057-6 203-061-058-4 203-061-059-2 203-061-060-0 203-061-061-8 203-061-062-6 203-061-063-4 203-061-064-2 203-061-065-9 203-071-001-2 203-071-002-0 203-071-003-8 203-071-004-6 203-071-005-3 203-071-006-1 203-071-007-9 203-071-008-7 203-071-009-5 203-071-010-3 203-071-011-1 203-071-012-9 203-071-013-7 203-071-014-5 203-071-015-2 203-071-016-0 203-071-017-8 203-071-018-6 203-071-019-4 203-071-020-2 203-071-021-0 203-071-022-8 203-071-023-6 203-071-024-4 203-071-025-1 203-071-026-9 203-071-027-7 203-071-028-5 203-071-029-3 203-071-030-1 203-071-031-9 203-071-032-7 203-071-033-5 203-071-034-3 203-071-035-0 203-071-036-8 203-071-037-6 203-071-038-4 203-071-039-2 203-071-040-0 203-071-041-8 203-071-042-6 203-071-043-4 203-071-044-2 203-071-045-9 203-071-046-7 203-071-047-5 203-071-048-3 203-071-049-1 203-071-050-9 203-071-051-7 203-071-052-5 203-071-053-3 203-071-054-1 203-071-055-8 203-071-056-6 203-071-057-4 203-071-058-2 203-071-059-0 203-071-060-8 203-071-061-6 203-071-062-4 203-071-063-2 203-071-064-0 203-071-065-7 203-071-066-5 203-071-067-3 203-071-068-1 203-071-069-9 203-071-070-7 203-071-071-5 203-071-072-3 203-071-073-1 203-071-074-9 203-071-075-6 203-071-076-4 203-071-077-2 203-071-078-0 203-071-079-8 203-071-080-6 203-071-081-4 203-071-082-2 203-071-083-0 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 36.46 $ 36.46 $ 36.46 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 36.46 $ 36.46 $ 36.46 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 2 of 50 1010 1010 1010 1010 203-071-084-8 203-071-085-5 206-010-033-2 206-010-045-6 206-010-046-4 206-010-049-8 206-010-050-6 206-010-051-4 206-010-053-0 206-010-056-3 206-010-059-7 206-010-061-3 206-020-078-5 206-272-026-9 206-272-027-7 206-272-028-5 206-272-029-3 206-272-030-1 206-272-031-9 206-281-001-1 206-281-002-9 206-281-003-7 206-281-004-5 206-281-008-6 206-281-009-4 206-281-010-2 206-281-011-0 206-281-012-8 206-281-013-6 206-281-014-4 206-281-015-1 206-281-016-9 206-281-017-7 206-281-018-5 206-281-019-3 206-281-020-1 206-281-021-9 206-281-022-7 206-281-023-5 206-281-024-3 206-281-025-0 206-281-026-8 206-281-027-6 206-281-028-4 206-281-029-2 206-281-030-0 206-281-031-8 206-281-032-6 206-281-033-4 206-281-034-2 206-281-035-9 206-281-039-1 206-281-040-9 206-281-041-7 206-281-042-5 206-281-043-3 206-282-005-1 206-282-006-9 206-282-007-7 206-282-008-5 206-282-009-3 206-282-012-7 206-282-013-5 206-282-014-3 206-282-018-4 206-282-019-2 206-282-021-8 206-282-022-6 206-282-023-4 206-282-024-2 206-282-025-9 206-282-026-7 206-283-001-9 206-283-002-7 206-283-003-5 206-283-004-3 206-283-005-0 206-283-006-8 206-283-007-6 206-283-008-4 206-283-009-2 206-283-010-0 206-283-011-8 206-283-012-6 206-283-013-4 206-283-014-2 206-283-015-9 206-283-019-1 206-283-020-9 206-283-021-7 206-283-022-5 206-283-023-3 206-283-024-1 206-283-025-8 206-283-026-6 206-283-027-4 206-283-028-2 206-283-029-0 206-283-030-8 206-283-031-6 206-283-032-4 206-283-033-2 206-283-044-9 206-283-045-6 206-283-048-0 206-283-049-8 206-283-050-6 206-283-051-4 206-283-052-2 206-283-054-8 206-283-055-5 206-283-056-3 206-283-057-1 206-283-059-7 206-283-060-5 206-283-061-3 206-283-062-1 206-283-063-9 206-283-064-7 206-283-065-4 206-283-066-2 206-283-067-0 206-283-068-8 206-283-069-6 206-291-001-9 206-292-001-8 206-292-002-6 206-292-003-4 206-292-004-2 206-292-005-9 206-292-006-7 206-293-001-7 206-293-002-5 206-293-003-3 206-293-004-1 206-293-005-8 206-293-006-6 206-293-007-4 206-293-008-2 206-293-009-0 206-293-010-8 206-293-011-6 206-293-012-4 206-293-013-2 206-293-014-0 206-294-001-6 206-294-002-4 206-294-003-2 $ 36.46 $ 36.46 $ 914.24 $ 1,551.66 $ 9,435.86 $ 1,132.32 $ 4,369.84 $ 377.44 $ 494.84 $ 1,006.48 $ 436.14 $ 2,987.62 $ 203.00 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 106.92 $ 88.68 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 88.68 $ 97.02 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 88.68 $ 85.28 $ 92.08 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 88.68 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 88.68 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 85.28 $ 88.68 $ 85.28 $ 85.28 $ 88.68 $ 88.68 $ 85.28 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 85.28 $ 106.92 $ 97.02 $ 88.68 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 97.02 $ 123.04 $ 106.92 $ 97.02 $ 92.08 $ 88.68 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 3 of 50 1010 1010 1010 1010 206-294-004-0 206-294-005-7 206-294-006-5 206-294-007-3 206-294-008-1 206-294-009-9 206-294-010-7 206-294-011-5 206-294-012-3 206-294-013-1 206-294-014-9 206-294-015-6 206-294-016-4 206-294-017-2 206-294-018-0 206-294-019-8 206-294-020-6 206-294-021-4 206-301-001-7 206-301-002-5 206-301-003-3 206-301-004-1 206-301-005-8 206-301-006-6 206-301-007-4 206-301-008-2 206-301-009-0 206-301-010-8 206-302-001-6 206-302-002-4 206-302-003-2 206-302-004-0 206-302-005-7 206-302-006-5 206-302-007-3 206-302-008-1 206-302-009-9 206-302-010-7 206-302-011-5 206-302-012-3 206-303-001-5 206-303-002-3 206-311-001-5 206-311-002-3 206-311-003-1 206-311-004-9 206-311-005-6 206-311-020-5 206-311-022-1 206-311-023-9 206-311-024-7 206-311-025-4 206-312-001-4 206-312-002-2 206-312-003-0 206-312-004-8 206-312-005-5 206-341-001-9 206-341-002-7 206-341-003-5 206-341-004-3 206-341-005-0 206-341-006-8 206-341-007-6 206-342-006-7 206-342-007-5 206-342-008-3 206-342-009-1 206-342-010-9 206-342-011-7 206-342-012-5 206-342-013-3 206-342-014-1 206-342-015-8 206-342-016-6 206-342-017-4 206-342-018-2 206-342-019-0 206-342-020-8 206-342-021-6 206-342-022-4 206-342-023-2 206-342-024-0 206-342-025-7 206-342-026-5 206-342-027-3 206-343-001-7 206-343-002-5 206-343-003-3 206-343-004-1 206-343-005-8 206-343-006-6 206-343-007-4 206-343-008-2 206-343-009-0 206-343-010-8 206-343-011-6 206-343-012-4 206-343-013-2 206-343-014-0 206-343-015-7 206-343-016-5 206-343-017-3 206-343-018-1 206-343-019-9 206-343-020-7 206-343-021-5 206-343-022-3 206-343-023-1 206-343-024-9 206-343-025-6 206-343-026-4 206-343-027-2 206-343-028-0 206-343-029-8 206-351-001-6 206-351-002-4 206-351-003-2 206-351-004-0 206-351-005-7 206-351-006-5 206-351-007-3 206-351-008-1 206-351-009-9 206-351-024-8 206-351-025-5 206-351-026-3 206-351-027-1 206-351-028-9 206-351-029-7 206-351-030-5 206-351-031-3 206-351-032-1 206-351-033-9 206-351-034-7 206-351-035-4 206-351-036-2 206-351-037-0 206-352-001-5 206-352-002-3 206-352-003-1 206-352-004-9 206-353-003-0 206-353-004-8 206-353-005-5 206-353-006-3 206-353-007-1 206-353-008-9 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 106.92 $ 92.08 $ 92.08 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 147.52 $ 520.02 $ 97.02 $ 97.02 $ 92.08 $ 106.92 $ 123.04 $ 123.04 $ 106.92 $ 123.04 $ 123.04 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 88.68 $ 85.28 $ 81.82 $ 81.82 $ 85.28 $ 88.68 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 88.68 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 123.04 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 4 of 50 1010 1010 1010 1010 206-353-009-7 206-353-010-5 206-353-011-3 206-353-012-1 206-353-013-9 206-353-014-7 206-353-015-4 206-353-016-2 206-353-017-0 206-353-018-8 206-353-019-6 206-353-020-4 206-353-021-2 206-353-022-0 206-353-023-8 206-353-024-6 206-353-025-3 206-353-026-1 206-353-027-9 206-353-028-7 206-353-029-5 206-353-030-3 206-353-031-1 206-353-032-9 206-353-033-7 206-353-034-5 206-353-035-2 206-353-036-0 206-353-037-8 206-353-038-6 206-353-039-4 206-353-040-2 206-353-041-0 206-353-042-8 206-353-043-6 206-353-044-4 206-353-045-1 206-353-046-9 206-353-047-7 206-353-048-5 206-353-049-3 206-353-050-1 206-353-051-9 206-353-052-7 206-353-053-5 206-353-054-3 206-353-055-0 206-353-056-8 206-353-057-6 206-353-059-2 206-353-060-0 206-362-032-8 206-362-033-6 206-371-001-2 206-371-002-0 206-371-003-8 206-371-004-6 206-371-011-1 206-371-012-9 206-371-013-7 206-371-014-5 206-371-016-0 206-371-017-8 206-371-018-6 206-371-019-4 206-371-020-2 206-371-021-0 206-371-022-8 206-371-023-6 206-371-024-4 206-380-001-1 206-380-002-9 206-380-003-7 206-380-004-5 206-380-005-2 206-380-006-0 206-380-007-8 206-380-008-6 206-380-009-4 206-380-010-2 206-380-011-0 206-380-012-8 206-380-013-6 206-380-014-4 206-380-015-1 206-380-016-9 206-380-017-7 206-380-018-5 206-380-019-3 206-380-020-1 206-380-021-9 206-380-022-7 206-380-023-5 206-380-024-3 206-380-025-0 206-380-026-8 206-380-027-6 206-380-028-4 206-380-029-2 206-380-030-0 206-380-031-8 206-380-032-6 206-380-033-4 206-380-034-2 206-380-035-9 206-380-036-7 206-380-037-5 206-380-038-3 206-380-039-1 206-380-040-9 206-380-041-7 206-380-042-5 206-380-043-3 206-380-044-1 206-380-045-8 206-380-046-6 206-380-047-4 206-380-048-2 206-380-049-0 206-380-050-8 206-380-051-6 206-380-052-4 206-380-053-2 206-380-054-0 206-380-055-7 206-380-056-5 206-380-057-3 206-380-058-1 206-380-059-9 206-380-060-7 206-380-061-5 206-380-062-3 206-380-063-1 206-380-064-9 206-380-065-6 206-380-066-4 206-380-067-2 206-380-068-0 206-380-069-8 206-380-070-6 206-380-072-2 206-380-073-0 206-380-074-8 206-380-075-5 206-380-076-3 206-380-077-1 206-380-078-9 206-380-079-7 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 106.92 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 88.68 $ 85.28 $ 88.68 $ 92.08 $ 97.02 $ 123.04 $ 123.04 $ 97.02 $ 88.68 $ 88.68 $ 97.02 $ 88.68 $ 88.68 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 106.92 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 5 of 50 1010 1010 1010 1010 206-380-080-5 206-380-081-3 206-380-082-1 206-380-083-9 206-380-084-7 206-380-085-4 206-380-086-2 206-380-087-0 206-380-088-8 206-380-089-6 206-380-090-4 206-380-091-2 206-380-092-0 206-380-093-8 206-380-094-6 206-380-095-3 206-380-096-1 206-380-097-9 206-380-098-7 206-380-099-5 206-380-100-1 206-380-101-9 206-380-102-7 206-380-103-5 206-380-104-3 206-380-105-0 206-380-106-8 206-380-107-6 206-380-108-4 206-380-109-2 206-380-110-0 206-380-111-8 206-380-112-6 206-380-113-4 206-380-114-2 206-380-115-9 206-380-116-7 206-380-117-5 206-380-118-3 206-380-119-1 206-380-120-9 206-380-121-7 206-380-122-5 206-380-123-3 206-380-124-1 206-380-125-8 206-380-126-6 206-380-127-4 206-380-128-2 206-380-129-0 206-380-130-8 206-380-131-6 206-380-132-4 206-380-133-2 206-380-134-0 206-380-135-7 206-380-136-5 206-380-137-3 206-380-138-1 206-380-139-9 206-380-140-7 206-380-141-5 206-380-142-3 206-380-143-1 206-380-144-9 206-380-145-6 206-380-146-4 206-380-147-2 206-380-148-0 206-380-149-8 206-380-150-6 206-380-151-4 206-380-152-2 206-380-153-0 206-380-154-8 206-380-155-5 206-380-156-3 206-380-157-1 206-380-170-4 206-390-001-9 206-390-002-7 206-390-003-5 206-390-004-3 206-390-005-0 206-390-006-8 206-390-007-6 206-390-008-4 206-390-009-2 206-390-010-0 206-390-011-8 206-390-012-6 206-390-013-4 206-390-014-2 206-390-015-9 206-390-016-7 206-390-017-5 206-390-018-3 206-390-019-1 206-390-020-9 206-390-021-7 206-390-022-5 206-390-023-3 206-390-024-1 206-390-025-8 206-390-026-6 206-390-027-4 206-390-028-2 206-390-029-0 206-390-030-8 206-401-001-6 206-401-002-4 206-401-003-2 206-402-001-5 206-402-002-3 206-402-003-1 206-402-004-9 206-402-005-6 206-402-006-4 206-402-007-2 206-402-008-0 206-402-009-8 206-402-010-6 206-402-011-4 206-402-012-2 206-402-013-0 206-403-001-4 206-403-002-2 206-403-003-0 206-403-004-8 206-403-005-5 206-403-007-1 206-403-008-9 206-403-009-7 206-403-010-5 206-403-011-3 206-404-001-3 206-404-002-1 206-404-003-9 206-404-004-7 206-404-005-4 206-404-006-2 206-404-007-0 206-404-008-8 206-404-009-6 206-404-010-4 206-404-011-2 206-404-012-0 206-404-013-8 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 97.02 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 106.92 $ 123.04 $ 106.92 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 106.92 $ 123.04 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 106.92 $ 123.04 $ 123.04 $ 147.52 $ 123.04 $ 147.52 $ 147.52 $ 123.04 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 6 of 50 1010 1010 1010 1010 206-404-014-6 206-404-015-3 206-404-016-1 206-404-017-9 206-404-018-7 206-404-019-5 206-404-020-3 206-404-021-1 206-404-022-9 206-404-023-7 206-404-024-5 206-404-025-2 206-404-026-0 206-404-027-8 206-404-028-6 206-404-029-4 206-404-030-2 206-404-031-0 206-404-032-8 206-404-033-6 206-404-034-4 206-404-035-1 206-404-036-9 206-404-037-7 206-404-038-5 206-404-039-3 206-404-040-1 206-404-041-9 206-404-042-7 206-404-043-5 206-404-044-3 206-404-045-0 206-404-046-8 206-404-047-6 206-410-001-5 206-410-002-3 206-410-003-1 206-410-004-9 206-410-005-6 206-410-006-4 206-410-007-2 206-410-008-0 206-410-009-8 206-410-010-6 206-410-011-4 206-410-012-2 206-410-013-0 206-410-014-8 206-410-015-5 206-410-016-3 206-410-017-1 206-410-018-9 206-410-019-7 206-410-020-5 206-410-021-3 206-410-022-1 206-410-023-9 206-410-024-7 206-410-025-4 206-410-026-2 206-410-027-0 206-410-028-8 206-410-029-6 206-410-030-4 206-410-031-2 206-410-032-0 206-410-033-8 206-410-034-6 206-410-035-3 206-410-036-1 206-410-037-9 206-410-038-7 206-410-039-5 206-410-040-3 206-410-041-1 206-410-042-9 206-410-043-7 206-410-044-5 206-410-045-2 206-410-046-0 206-410-047-8 206-410-048-6 206-410-049-4 206-410-050-2 206-410-051-0 206-410-052-8 206-410-053-6 206-410-054-4 206-410-055-1 206-410-056-9 206-410-057-7 206-410-058-5 206-410-059-3 206-410-060-1 206-410-061-9 206-410-062-7 206-410-063-5 206-410-064-3 206-410-065-0 206-410-066-8 206-410-067-6 206-410-068-4 206-410-069-2 206-410-070-0 206-410-071-8 206-410-072-6 206-420-001-3 206-420-002-1 206-420-003-9 206-420-004-7 206-420-005-4 206-420-006-2 206-420-007-0 206-420-008-8 206-420-009-6 206-420-010-4 206-420-011-2 206-420-012-0 206-420-013-8 206-420-014-6 206-420-015-3 206-420-016-1 206-420-017-9 206-420-018-7 206-420-019-5 206-420-020-3 206-420-021-1 206-420-022-9 206-420-023-7 206-420-024-5 206-420-025-2 206-420-026-0 206-420-027-8 206-420-028-6 206-420-029-4 206-420-030-2 206-420-031-0 206-420-032-8 206-420-033-6 206-420-034-4 206-420-035-1 206-420-036-9 206-420-037-7 206-420-038-5 206-420-039-3 206-420-040-1 206-420-041-9 206-420-042-7 $ 88.68 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 106.92 $ 106.92 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 97.02 $ 123.04 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 97.02 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 81.82 $ 106.92 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 88.68 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 97.02 $ 85.28 $ 85.28 $ 85.28 $ 88.68 $ 88.68 $ 88.68 $ 81.82 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 85.28 $ 85.28 $ 97.02 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 7 of 50 1010 1010 1010 1010 206-420-043-5 206-420-044-3 206-420-045-0 206-420-046-8 206-420-047-6 206-420-048-4 206-420-049-2 206-420-050-0 206-420-051-8 206-420-052-6 206-420-053-4 206-420-054-2 206-420-055-9 206-420-056-7 206-420-057-5 206-420-058-3 206-420-059-1 206-420-060-9 206-420-061-7 206-420-062-5 206-420-063-3 206-420-064-1 206-420-065-8 206-420-066-6 206-420-067-4 206-420-068-2 206-420-069-0 206-420-070-8 206-420-071-6 206-420-072-4 206-420-073-2 206-420-074-0 206-420-075-7 206-420-076-5 206-420-077-3 206-420-078-1 206-420-079-9 206-420-080-7 206-420-081-5 206-420-082-3 206-420-083-1 206-420-084-9 206-420-085-6 206-420-086-4 206-420-087-2 206-420-088-0 206-420-089-8 206-420-090-6 206-420-091-4 206-420-092-2 206-420-093-0 206-420-094-8 206-420-095-5 206-420-096-3 206-420-097-1 206-420-098-9 206-420-099-7 206-420-100-3 206-420-101-1 206-420-102-9 206-420-103-7 206-420-104-5 206-420-105-2 206-420-106-0 206-420-107-8 206-420-108-6 206-420-109-4 206-420-110-2 206-420-111-0 206-420-112-8 206-420-113-6 206-420-114-4 206-420-115-1 206-420-116-9 206-420-117-7 206-420-118-5 206-420-119-3 206-420-120-1 206-420-121-9 206-420-122-7 206-420-123-5 206-420-124-3 206-420-125-0 206-420-126-8 206-420-127-6 206-420-128-4 206-420-129-2 206-420-130-0 206-420-131-8 206-420-132-6 206-420-133-4 206-420-134-2 206-420-135-9 206-420-136-7 206-420-137-5 206-420-138-3 206-420-139-1 206-420-140-9 206-420-141-7 206-420-142-5 206-420-143-3 206-420-144-1 206-420-145-8 206-420-146-6 206-420-147-4 206-420-148-2 206-420-149-0 206-420-150-8 206-420-151-6 206-420-152-4 206-420-153-2 206-420-154-0 206-420-155-7 206-420-156-5 206-420-157-3 206-420-158-1 206-420-159-9 206-420-160-7 206-420-161-5 206-420-162-3 206-420-163-1 206-420-164-9 206-420-165-6 206-420-166-4 206-420-167-2 206-420-168-0 206-420-169-8 206-420-170-6 206-420-171-4 206-420-172-2 206-420-173-0 206-420-174-8 206-420-175-5 206-420-176-3 206-420-177-1 206-420-178-9 206-420-179-7 206-420-180-5 206-420-181-3 206-420-182-1 206-420-183-9 206-420-184-7 206-420-185-4 206-420-186-2 206-420-187-0 206-420-188-8 206-420-189-6 206-420-190-4 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 8 of 50 1010 1010 1010 1010 206-420-191-2 206-420-192-0 206-420-193-8 206-420-194-6 206-420-195-3 206-420-196-1 206-420-201-9 206-420-202-7 217-371-001-9 217-371-002-7 217-371-003-5 217-371-004-3 217-371-005-0 217-371-006-8 217-371-007-6 217-371-008-4 217-371-009-2 217-371-010-0 217-371-011-8 217-371-012-6 217-371-013-4 217-371-014-2 217-371-015-9 217-371-016-7 217-371-017-5 217-371-018-3 217-371-019-1 217-371-020-9 217-371-021-7 217-371-022-5 217-371-023-3 217-371-024-1 217-371-025-8 217-371-026-6 217-371-027-4 217-372-001-8 217-372-002-6 217-372-003-4 217-372-004-2 217-372-005-9 217-372-006-7 217-372-007-5 217-372-008-3 217-372-009-1 217-372-010-9 217-373-001-7 217-373-002-5 217-373-003-3 217-373-004-1 217-373-005-8 217-373-006-6 217-373-007-4 217-373-008-2 217-373-009-0 217-373-010-8 217-373-011-6 217-373-012-4 217-373-013-2 217-381-001-7 217-381-002-5 217-381-003-3 217-381-004-1 217-381-005-8 217-381-006-6 217-381-007-4 217-381-008-2 217-381-010-8 217-381-011-6 217-381-012-4 217-382-001-6 217-382-002-4 217-382-003-2 217-382-004-0 217-382-005-7 217-382-006-5 217-382-007-3 217-382-008-1 217-382-009-9 217-382-010-7 217-382-011-5 217-382-012-3 217-383-001-5 217-383-002-3 217-383-003-1 217-383-004-9 217-383-005-6 217-383-006-4 217-383-007-2 217-383-009-8 217-383-010-6 217-383-011-4 217-383-012-2 217-390-001-6 217-390-002-4 217-390-003-2 217-390-004-0 217-390-005-7 217-390-006-5 217-390-007-3 217-390-008-1 217-390-009-9 217-390-010-7 217-390-011-5 217-390-012-3 217-390-013-1 217-390-014-9 217-390-015-6 217-390-016-4 217-390-017-2 217-390-018-0 217-390-019-8 217-390-020-6 217-390-021-4 217-390-022-2 217-390-023-0 217-390-024-8 217-390-025-5 217-390-026-3 217-390-027-1 217-390-029-7 217-390-030-5 217-390-031-3 217-390-032-1 217-390-033-9 217-390-034-7 217-390-035-4 217-390-036-2 217-390-037-0 217-390-038-8 217-390-039-6 217-401-001-3 217-401-002-1 217-401-003-9 217-401-004-7 217-401-005-4 217-401-006-2 217-401-007-0 217-401-008-8 217-401-009-6 217-401-010-4 217-401-011-2 217-401-012-0 217-401-013-8 217-401-014-6 217-401-015-3 217-401-016-1 217-401-017-9 217-401-018-7 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 872.28 $ 830.36 $ 88.68 $ 81.82 $ 85.28 $ 85.28 $ 88.68 $ 88.68 $ 88.68 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 81.82 $ 85.28 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 85.28 $ 88.68 $ 85.28 $ 97.02 $ 97.02 $ 85.28 $ 85.28 $ 85.28 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 92.08 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 85.28 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 106.92 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 92.08 $ 88.68 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 92.08 $ 88.68 $ 92.08 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 9 of 50 1010 1010 1010 1010 217-401-019-5 217-401-020-3 217-401-021-1 217-401-022-9 217-401-023-7 217-401-024-5 217-401-025-2 217-401-026-0 217-401-027-8 217-401-028-6 217-401-029-4 217-401-030-2 217-401-031-0 217-401-032-8 217-401-033-6 217-401-034-4 217-401-035-1 217-401-036-9 217-401-037-7 217-401-038-5 217-401-039-3 217-401-040-1 217-401-041-9 217-401-042-7 217-401-043-5 217-401-044-3 217-402-006-1 217-402-007-9 217-402-008-7 217-402-009-5 217-402-010-3 217-410-001-2 217-410-002-0 217-410-003-8 217-410-004-6 217-410-005-3 217-410-006-1 217-410-007-9 217-410-008-7 217-410-009-5 217-410-010-3 217-410-011-1 217-410-012-9 217-410-013-7 217-410-014-5 217-410-015-2 217-410-016-0 217-410-017-8 217-410-018-6 217-410-019-4 217-410-020-2 217-410-021-0 217-410-022-8 217-410-023-6 217-410-024-4 217-410-025-1 217-410-026-9 217-410-027-7 217-410-028-5 217-410-029-3 217-410-030-1 217-410-031-9 217-410-032-7 217-410-033-5 217-410-034-3 217-410-035-0 217-410-036-8 217-410-037-6 217-410-038-4 217-410-039-2 217-410-040-0 217-410-041-8 217-410-042-6 217-410-043-4 217-410-044-2 217-410-045-9 217-410-046-7 217-410-047-5 217-410-048-3 217-410-049-1 217-410-050-9 217-410-051-7 217-410-052-5 217-410-053-3 217-410-054-1 217-410-055-8 217-410-056-6 217-410-057-4 217-410-058-2 217-410-059-0 217-410-060-8 217-410-061-6 217-410-062-4 217-410-063-2 217-410-064-0 217-410-065-7 217-410-066-5 217-410-067-3 217-410-068-1 217-410-069-9 217-410-070-7 217-410-071-5 217-410-072-3 217-410-073-1 217-410-074-9 217-410-075-6 217-410-076-4 217-410-077-2 217-410-078-0 217-410-088-9 217-410-089-7 217-410-090-5 217-410-091-3 217-420-001-0 217-420-002-8 217-420-003-6 217-420-004-4 217-420-005-1 217-420-006-9 217-420-007-7 217-420-008-5 217-420-009-3 217-420-010-1 217-420-011-9 217-420-012-7 217-420-013-5 217-420-014-3 217-420-015-0 217-420-016-8 217-420-017-6 217-420-018-4 217-420-019-2 217-420-020-0 217-420-021-8 217-420-022-6 217-420-023-4 217-420-024-2 217-420-025-9 217-420-026-7 217-420-027-5 217-420-028-3 217-420-029-1 217-420-030-9 217-420-031-7 217-420-032-5 217-420-033-3 217-420-034-1 217-420-035-8 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 106.92 $ 123.04 $ 97.02 $ 97.02 $ 106.92 $ 123.04 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 92.08 $ 88.68 $ 81.82 $ 81.82 $ 81.82 $ 92.08 $ 92.08 $ 81.82 $ 81.82 $ 81.82 $ 97.02 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 97.02 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 88.68 $ 106.92 $ 88.68 $ 88.68 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 88.68 $ 92.08 $ 92.08 $ 88.68 $ 85.28 $ 88.68 $ 88.68 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 106.92 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 123.04 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 97.02 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 10 of 50 1010 1010 1010 1010 217-420-036-6 217-420-037-4 217-420-038-2 217-420-039-0 217-420-040-8 217-420-041-6 217-420-042-4 217-420-043-2 217-420-044-0 217-420-045-7 217-420-046-5 217-420-047-3 217-420-048-1 217-420-049-9 217-420-050-7 217-420-051-5 217-420-052-3 217-420-053-1 217-420-054-9 217-420-055-6 217-420-056-4 217-420-057-2 217-420-058-0 217-420-059-8 217-420-060-6 217-420-061-4 217-420-062-2 217-420-063-0 217-420-064-8 217-420-065-5 217-420-066-3 217-420-067-1 217-420-068-9 217-420-069-7 217-420-070-5 217-420-071-3 217-420-072-1 217-420-073-9 217-420-074-7 217-420-075-4 217-420-076-2 217-420-080-4 217-420-082-0 217-420-083-8 217-420-084-6 217-420-085-3 217-430-001-8 217-430-002-6 217-430-003-4 217-430-004-2 217-430-005-9 217-430-006-7 217-430-007-5 217-430-008-3 217-430-009-1 217-430-010-9 217-430-011-7 217-430-012-5 217-430-013-3 217-430-014-1 217-430-015-8 217-430-016-6 217-430-017-4 217-430-018-2 217-430-019-0 217-430-020-8 217-430-021-6 217-430-022-4 217-430-023-2 217-430-024-0 217-430-025-7 217-430-026-5 217-430-027-3 217-430-028-1 217-430-029-9 217-430-030-7 217-430-031-5 217-430-032-3 217-430-033-1 217-430-034-9 217-430-035-6 217-430-036-4 217-430-037-2 217-430-038-0 217-430-039-8 217-430-040-6 217-430-041-4 217-430-042-2 217-430-043-0 217-430-044-8 217-430-045-5 217-430-046-3 217-430-047-1 217-430-048-9 217-430-049-7 217-430-050-5 217-430-051-3 217-430-052-1 217-430-053-9 217-430-054-7 217-430-055-4 217-430-056-2 217-430-059-6 217-430-060-4 217-430-061-2 217-430-062-0 217-430-063-8 217-430-064-6 217-430-065-3 217-430-066-1 217-430-067-9 217-430-068-7 217-430-069-5 217-430-070-3 217-430-071-1 217-430-072-9 217-430-073-7 217-430-074-5 217-430-075-2 217-430-076-0 217-430-077-8 217-430-078-6 217-430-079-4 217-430-080-2 217-430-081-0 217-430-082-8 217-430-083-6 217-430-084-4 217-430-085-1 217-430-086-9 217-430-087-7 217-430-088-5 217-430-093-5 217-430-094-3 217-430-095-0 217-430-096-8 217-430-104-0 217-430-105-7 217-430-106-5 217-430-107-3 217-430-108-1 217-430-109-9 217-430-110-7 217-430-111-5 217-430-112-3 217-430-113-1 217-450-001-3 217-450-002-1 $ 123.04 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 106.92 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 106.92 $ 106.92 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 18.80 $ 18.80 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 15.86 $ 15.86 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 11 of 50 1010 1010 1010 1010 217-450-003-9 217-450-004-7 217-450-005-4 217-450-006-2 217-450-007-0 217-450-008-8 217-450-009-6 217-450-010-4 217-450-011-2 217-450-012-0 217-450-013-8 217-450-014-6 217-450-015-3 217-450-016-1 217-450-017-9 217-450-018-7 217-450-019-5 217-450-020-3 217-450-021-1 217-450-022-9 217-450-023-7 217-450-024-5 217-450-025-2 217-450-026-0 217-450-027-8 217-450-028-6 217-450-029-4 217-450-030-2 217-450-031-0 217-450-032-8 217-450-033-6 217-450-034-4 217-450-035-1 217-450-036-9 217-450-037-7 217-450-038-5 217-450-039-3 217-450-040-1 217-450-041-9 217-450-042-7 217-450-043-5 217-450-044-3 217-450-045-0 217-450-046-8 217-450-047-6 217-450-048-4 217-450-049-2 217-450-050-0 217-450-051-8 217-450-052-6 217-450-053-4 217-450-054-2 217-450-055-9 217-450-056-7 217-450-057-5 217-450-058-3 217-450-059-1 217-450-060-9 217-450-061-7 217-450-062-5 217-450-063-3 217-450-064-1 217-450-065-8 217-450-066-6 217-450-067-4 217-450-068-2 217-450-069-0 217-450-070-8 217-450-071-6 217-450-072-4 217-450-073-2 217-450-074-0 217-450-075-7 217-450-076-5 217-460-001-1 217-460-002-9 217-460-003-7 217-460-004-5 217-460-005-2 217-460-006-0 217-460-007-8 217-460-008-6 217-460-009-4 217-460-010-2 217-460-011-0 217-460-012-8 217-460-013-6 217-460-014-4 217-460-015-1 217-460-016-9 217-460-017-7 217-460-018-5 217-460-019-3 217-460-020-1 217-460-021-9 217-460-022-7 217-460-023-5 217-460-024-3 217-460-025-0 217-460-026-8 217-460-027-6 217-460-028-4 217-460-029-2 217-460-030-0 217-460-031-8 217-460-032-6 217-460-033-4 217-460-034-2 217-460-035-9 217-460-036-7 217-460-037-5 217-460-038-3 217-460-039-1 217-460-040-9 217-460-041-7 217-460-042-5 217-460-043-3 217-460-044-1 217-460-045-8 217-460-046-6 217-460-047-4 217-460-048-2 217-460-049-0 217-460-050-8 217-460-051-6 217-460-052-4 217-460-053-2 217-460-054-0 217-460-055-7 217-460-056-5 217-460-057-3 217-460-058-1 217-460-059-9 217-460-060-7 217-460-061-5 217-460-062-3 217-460-063-1 217-460-064-9 217-460-065-6 217-460-066-4 217-460-067-2 217-460-068-0 217-460-069-8 217-460-070-6 217-460-071-4 217-460-072-2 217-460-073-0 217-460-074-8 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 92.08 $ 88.68 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 88.68 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 88.68 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 92.08 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 81.82 $ 85.28 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 88.68 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 92.08 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 81.82 $ 85.28 $ 88.68 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 12 of 50 1010 1010 1010 1010 217-460-075-5 217-460-076-3 217-460-077-1 217-460-078-9 217-460-079-7 217-460-080-5 217-460-081-3 217-460-082-1 217-460-083-9 217-460-084-7 217-470-002-7 217-470-003-5 217-470-004-3 217-470-005-0 217-470-006-8 217-470-007-6 217-470-008-4 217-470-009-2 217-470-010-0 217-470-011-8 217-470-012-6 217-470-013-4 217-470-014-2 217-470-015-9 217-470-016-7 217-470-017-5 217-470-018-3 217-470-019-1 217-470-020-9 217-470-022-5 217-470-023-3 217-470-024-1 217-470-025-8 217-470-026-6 217-470-027-4 217-470-028-2 217-470-029-0 217-470-030-8 217-470-033-2 217-470-034-0 217-470-035-7 217-470-036-5 217-470-043-1 217-470-044-9 217-470-045-6 217-470-046-4 217-470-047-2 217-470-048-0 217-470-049-8 217-470-050-6 217-470-051-4 217-470-052-2 217-470-053-0 217-470-054-8 217-470-055-5 217-470-056-3 217-470-057-1 217-470-058-9 217-470-059-7 217-470-060-5 217-470-061-3 217-470-062-1 217-470-063-9 217-470-064-7 217-470-065-4 217-470-066-2 217-470-067-0 217-470-068-8 217-470-069-6 217-470-070-4 217-470-071-2 217-470-072-0 217-470-073-8 217-470-074-6 217-470-075-3 217-470-076-1 217-470-077-9 217-470-078-7 217-470-079-5 217-470-080-3 217-470-081-1 217-470-082-9 217-470-083-7 217-470-087-8 217-470-088-6 217-470-089-4 217-470-090-2 217-470-091-0 217-470-092-8 217-470-093-6 217-470-094-4 217-470-095-1 217-470-096-9 217-470-097-7 217-470-098-5 217-470-099-3 217-470-100-9 217-470-101-7 217-470-105-8 217-470-106-6 217-470-107-4 217-470-108-2 217-470-109-0 217-470-115-7 217-470-116-5 217-470-117-3 217-470-118-1 217-470-119-9 217-470-124-9 217-470-125-6 217-470-126-4 217-470-128-0 217-470-129-8 217-470-130-6 217-470-132-2 217-470-133-0 217-470-134-8 217-470-135-5 217-470-136-3 220-060-019-1 220-060-020-9 220-060-039-9 220-080-035-3 220-080-037-9 220-080-038-7 220-080-040-3 220-401-013-2 220-401-014-0 220-401-015-7 220-401-016-5 220-401-017-3 220-401-018-1 220-401-019-9 220-401-020-7 220-401-021-5 220-401-022-3 220-401-023-1 220-401-024-9 220-401-025-6 220-440-010-1 220-440-011-9 220-440-012-7 220-440-013-5 220-440-014-3 220-440-015-0 220-440-016-8 220-440-017-6 220-440-018-4 $ 81.82 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 3,111.74 $ 195.68 $ 1,157.44 $ 203.00 $ 123.04 $ 123.04 $ 147.52 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 147.52 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 123.04 $ 123.04 $ 147.52 $ 123.04 $ 123.04 $ 106.92 $ 106.92 $ 123.04 $ 123.04 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 13 of 50 1010 1010 1010 1010 220-440-019-2 220-440-020-0 220-440-023-4 220-440-024-2 220-440-025-9 220-440-026-7 220-440-027-5 220-440-030-9 220-440-031-7 220-440-032-5 220-440-033-3 220-440-034-1 220-440-035-8 220-440-036-6 220-440-038-2 220-440-039-0 220-440-040-8 220-440-041-6 220-450-010-8 220-450-011-6 220-450-012-4 220-450-013-2 220-450-014-0 220-450-015-7 220-450-016-5 220-450-017-3 220-450-018-1 220-450-019-9 220-450-020-7 220-450-021-5 220-450-022-3 220-450-023-1 220-450-024-9 220-450-025-6 220-450-026-4 220-450-027-2 220-450-028-0 220-450-029-8 220-450-030-6 220-450-031-4 220-450-032-2 220-450-033-0 220-450-034-8 220-450-035-5 220-450-036-3 220-450-037-1 220-450-038-9 220-450-039-7 220-450-040-5 220-450-041-3 220-450-042-1 220-450-043-9 220-450-044-7 220-450-045-4 220-450-046-2 220-450-047-0 220-450-048-8 220-450-049-6 220-450-050-4 220-450-051-2 220-460-028-8 220-460-029-6 220-460-030-4 220-460-031-2 220-460-032-0 220-460-033-8 220-460-034-6 220-460-035-3 220-460-036-1 220-460-037-9 220-460-038-7 220-460-039-5 220-460-040-3 220-460-041-1 220-460-042-9 220-460-043-7 220-460-044-5 220-460-045-2 220-460-046-0 220-460-047-8 220-460-048-6 220-460-049-4 220-460-050-2 220-460-051-0 220-460-052-8 220-460-053-6 220-460-054-4 220-460-055-1 220-460-056-9 220-460-057-7 220-460-058-5 220-460-059-3 220-460-060-1 220-460-061-9 220-460-062-7 220-460-063-5 220-460-064-3 220-460-065-0 220-460-066-8 220-721-001-0 220-721-002-8 220-722-001-9 220-722-002-7 220-722-003-5 220-722-004-3 220-722-005-0 220-722-006-8 220-722-007-6 220-722-008-4 220-722-009-2 220-722-010-0 220-722-011-8 220-722-012-6 220-722-013-4 220-722-014-2 220-722-015-9 220-722-016-7 220-722-017-5 220-722-018-3 220-722-019-1 220-722-020-9 220-722-021-7 220-722-022-5 220-722-023-3 220-722-024-1 220-723-001-8 220-723-002-6 220-723-003-4 220-723-004-2 220-723-005-9 220-723-006-7 220-723-007-5 220-723-008-3 220-723-009-1 220-723-010-9 220-723-011-7 220-723-012-5 220-723-013-3 220-723-014-1 220-724-003-3 220-724-004-1 220-724-005-8 220-724-006-6 220-724-007-4 220-725-001-6 220-725-002-4 220-725-003-2 220-725-004-0 $ 147.52 $ 147.52 $ 123.04 $ 123.04 $ 106.92 $ 106.92 $ 203.00 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 123.04 $ 147.52 $ 147.52 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 123.04 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 123.04 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 123.04 $ 123.04 $ 106.92 $ 106.92 $ 123.04 $ 97.02 $ 123.04 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 14 of 50 1010 1010 1010 1010 220-725-005-7 220-725-006-5 220-725-007-3 220-725-008-1 220-725-009-9 220-725-010-7 220-725-011-5 220-725-012-3 220-725-013-1 220-725-014-9 220-725-015-6 220-725-016-4 220-725-017-2 220-725-018-0 220-725-019-8 220-725-020-6 220-725-021-4 220-725-022-2 220-725-023-0 220-725-024-8 220-725-025-5 220-725-026-3 220-725-027-1 220-725-028-9 220-725-029-7 220-725-030-5 220-725-031-3 220-725-032-1 220-725-033-9 220-725-034-7 220-725-035-4 220-726-001-5 220-726-002-3 220-726-003-1 220-726-004-9 220-726-005-6 220-726-006-4 220-731-001-8 220-731-002-6 220-731-003-4 220-732-001-7 220-732-002-5 220-732-003-3 220-732-004-1 220-732-005-8 220-732-006-6 220-732-007-4 220-732-008-2 220-732-009-0 220-732-010-8 220-732-011-6 220-732-012-4 220-732-013-2 220-732-014-0 220-732-015-7 220-732-016-5 220-732-017-3 220-732-018-1 220-733-001-6 220-733-002-4 220-733-003-2 220-733-004-0 220-733-005-7 220-734-001-5 220-734-002-3 220-734-003-1 220-734-004-9 220-734-005-6 220-734-006-4 220-734-007-2 220-734-008-0 220-734-009-8 220-734-010-6 220-734-011-4 220-734-012-2 220-734-013-0 220-734-014-8 220-734-015-5 220-734-016-3 220-734-017-1 220-734-018-9 220-735-001-4 220-735-002-2 220-735-003-0 220-735-004-8 220-735-005-5 220-735-006-3 220-736-001-3 220-736-002-1 220-736-003-9 220-736-004-7 220-736-005-4 220-737-001-2 220-737-002-0 220-737-003-8 220-737-004-6 220-737-005-3 220-737-006-1 220-738-001-1 220-738-002-9 220-738-003-7 220-738-004-5 220-739-001-0 220-739-002-8 220-739-003-6 220-739-004-4 220-741-001-6 220-741-002-4 220-741-003-2 220-741-004-0 220-741-005-7 220-741-006-5 220-741-007-3 220-741-008-1 220-741-011-5 220-741-012-3 220-741-013-1 220-741-014-9 220-741-015-6 220-741-016-4 220-741-017-2 220-741-018-0 220-741-019-8 220-741-020-6 220-741-021-4 220-741-022-2 220-741-023-0 220-741-024-8 220-741-025-5 220-741-026-3 220-741-027-1 220-741-028-9 220-741-029-7 220-741-030-5 220-741-031-3 220-741-032-1 220-741-033-9 220-741-034-7 220-741-035-4 220-741-036-2 220-741-037-0 220-741-038-8 220-741-039-6 220-741-040-4 220-741-041-2 220-741-042-0 220-741-043-8 220-741-044-6 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 106.92 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 97.02 $ 123.04 $ 106.92 $ 123.04 $ 123.04 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 106.92 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 106.92 $ 97.02 $ 88.68 $ 88.68 $ 97.02 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 88.68 $ 92.08 $ 97.02 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 123.04 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 92.08 $ 97.02 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 88.68 $ 97.02 $ 97.02 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 106.92 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 106.92 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 15 of 50 1010 1010 1010 1010 220-741-045-3 220-741-046-1 220-741-047-9 220-741-054-5 220-741-056-0 220-741-057-8 220-741-058-6 220-741-059-4 220-741-060-2 220-741-061-0 220-741-062-8 220-741-063-6 220-742-001-5 220-742-002-3 220-742-003-1 220-742-004-9 220-742-005-6 220-742-006-4 220-742-007-2 220-742-008-0 220-742-009-8 220-742-010-6 220-742-011-4 220-742-012-2 220-742-013-0 220-742-014-8 220-742-015-5 220-742-016-3 220-742-017-1 220-742-018-9 220-742-019-7 220-750-001-4 220-750-002-2 220-750-003-0 220-750-004-8 220-750-005-5 220-750-006-3 220-750-007-1 220-750-008-9 220-750-009-7 220-750-010-5 220-750-011-3 220-750-012-1 220-750-013-9 220-750-014-7 220-750-015-4 220-750-016-2 220-750-017-0 220-750-018-8 220-750-019-6 220-750-020-4 220-750-021-2 220-750-022-0 220-750-023-8 220-750-024-6 220-750-025-3 220-750-026-1 220-750-027-9 220-750-028-7 220-750-029-5 220-750-030-3 220-750-031-1 220-750-032-9 220-750-033-7 220-750-034-5 220-750-035-2 220-750-036-0 220-750-037-8 220-750-038-6 220-750-039-4 220-750-040-2 220-750-041-0 220-750-042-8 220-750-043-6 220-750-044-4 220-750-045-1 220-750-046-9 220-750-047-7 220-750-048-5 220-750-049-3 220-750-050-1 220-750-051-9 220-750-052-7 220-760-001-2 220-760-002-0 220-760-003-8 220-760-004-6 220-760-005-3 220-760-006-1 220-760-007-9 220-760-008-7 220-760-009-5 220-760-010-3 220-760-011-1 220-760-012-9 220-760-013-7 220-760-014-5 220-760-015-2 220-760-016-0 220-760-017-8 220-760-018-6 220-760-019-4 220-760-020-2 220-760-021-0 220-760-022-8 220-760-023-6 220-760-024-4 220-760-025-1 220-760-026-9 220-760-027-7 220-760-028-5 220-760-029-3 220-760-030-1 220-760-031-9 220-760-032-7 220-770-001-0 220-770-002-8 220-770-003-6 220-770-004-4 220-770-005-1 220-770-006-9 220-770-007-7 220-770-008-5 220-770-009-3 220-770-010-1 220-770-011-9 220-770-012-7 220-770-013-5 220-770-014-3 220-770-015-0 220-770-016-8 220-770-017-6 220-770-018-4 220-770-019-2 220-770-020-0 220-770-021-8 220-770-022-6 220-770-023-4 220-780-001-8 220-780-002-6 220-780-003-4 220-780-004-2 220-780-005-9 220-780-006-7 220-780-007-5 220-780-008-3 220-780-009-1 220-780-010-9 $ 92.08 $ 92.08 $ 123.04 $ 92.08 $ 92.08 $ 106.92 $ 81.82 $ 123.04 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 92.08 $ 106.92 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 88.68 $ 92.08 $ 97.02 $ 106.92 $ 97.02 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 106.92 $ 92.08 $ 97.02 $ 123.04 $ 106.92 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 97.02 $ 97.02 $ 123.04 $ 97.02 $ 106.92 $ 92.08 $ 92.08 $ 88.68 $ 106.92 $ 106.92 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 123.04 $ 147.52 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 92.08 $ 106.92 $ 123.04 $ 123.04 $ 123.04 $ 106.92 $ 123.04 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 16 of 50 1010 1010 1010 1010 220-780-011-7 220-780-012-5 220-780-013-3 220-780-014-1 220-780-015-8 220-780-016-6 220-780-017-4 220-780-018-2 220-780-019-0 220-780-020-8 220-780-021-6 220-790-001-6 220-790-002-4 220-790-003-2 220-790-004-0 220-790-005-7 220-790-006-5 220-790-007-3 220-790-008-1 220-790-009-9 220-790-010-7 220-790-011-5 220-790-012-3 220-790-013-1 220-790-014-9 220-790-015-6 220-790-016-4 220-790-017-2 220-790-018-0 220-790-019-8 220-790-020-6 220-790-021-4 220-790-022-2 220-790-023-0 220-790-024-8 220-790-025-5 220-790-026-3 220-790-027-1 220-790-028-9 220-790-029-7 220-790-030-5 220-790-031-3 220-790-032-1 220-790-033-9 220-790-034-7 220-790-035-4 220-790-036-2 220-790-037-0 220-790-038-8 220-790-039-6 220-790-040-4 220-790-041-2 220-790-042-0 220-790-043-8 220-790-044-6 220-790-045-3 220-790-046-1 220-790-047-9 220-790-048-7 220-790-049-5 220-790-050-3 220-790-051-1 220-790-052-9 220-790-053-7 220-790-054-5 220-790-055-2 220-790-056-0 220-790-057-8 220-790-058-6 220-790-059-4 220-790-060-2 220-790-061-0 220-790-062-8 220-800-001-4 220-800-002-2 220-800-003-0 220-800-004-8 220-800-005-5 220-800-006-3 220-800-007-1 220-800-008-9 220-800-009-7 220-800-010-5 220-800-011-3 220-800-012-1 220-800-013-9 220-800-014-7 220-800-015-4 220-800-016-2 220-800-017-0 220-800-018-8 220-800-019-6 220-800-020-4 220-800-021-2 220-800-022-0 220-800-023-8 220-800-024-6 220-800-025-3 220-800-026-1 220-800-027-9 220-800-028-7 220-800-029-5 220-800-030-3 220-800-031-1 220-800-032-9 220-800-033-7 220-800-034-5 220-800-035-2 220-800-036-0 220-800-037-8 220-810-001-2 220-810-002-0 220-810-003-8 220-810-004-6 220-810-005-3 220-810-006-1 220-810-007-9 220-810-008-7 220-810-009-5 220-810-010-3 220-810-011-1 220-810-012-9 220-810-013-7 220-810-014-5 220-810-015-2 220-810-016-0 220-810-017-8 220-810-018-6 220-810-019-4 220-810-020-2 220-810-021-0 220-810-022-8 220-810-023-6 220-820-001-0 220-820-002-8 220-820-003-6 220-820-004-4 220-820-005-1 220-820-006-9 220-820-007-7 220-820-008-5 220-820-009-3 220-820-010-1 220-820-011-9 220-820-012-7 220-820-013-5 220-820-014-3 220-820-015-0 $ 123.04 $ 123.04 $ 106.92 $ 147.52 $ 123.04 $ 147.52 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 147.52 $ 97.02 $ 106.92 $ 106.92 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 92.08 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 88.68 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 106.92 $ 123.04 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 92.08 $ 92.08 $ 106.92 $ 97.02 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 106.92 $ 106.92 $ 106.92 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 17 of 50 1010 1010 1010 1010A 1010A 220-820-016-8 220-820-017-6 220-820-018-4 220-820-019-2 220-820-020-0 220-820-021-8 220-820-022-6 220-820-023-4 220-820-024-2 220-820-025-9 220-820-026-7 220-820-027-5 220-820-028-3 220-820-029-1 220-820-030-9 220-820-031-7 220-820-032-5 220-820-033-3 220-820-034-1 220-820-035-8 220-820-036-6 220-820-037-4 220-820-038-2 220-820-039-0 220-820-042-4 220-820-043-2 220-820-044-0 220-820-045-7 220-820-046-5 220-820-047-3 220-820-048-1 220-820-049-9 220-820-050-7 220-820-051-5 220-820-052-3 220-820-053-1 220-820-054-9 220-820-055-6 220-820-056-4 220-820-057-2 220-820-058-0 220-820-059-8 220-820-060-6 220-820-061-4 220-820-062-2 220-820-063-0 220-820-069-7 220-820-070-5 220-830-001-8 220-830-002-6 220-830-003-4 220-830-004-2 220-830-005-9 220-830-006-7 220-830-007-5 220-830-008-3 220-830-009-1 220-830-010-9 220-830-011-7 220-830-012-5 220-830-013-3 220-830-014-1 220-830-015-8 220-830-016-6 220-830-017-4 220-830-018-2 220-830-019-0 220-830-020-8 220-830-021-6 220-830-022-4 220-830-023-2 220-830-024-0 220-830-025-7 220-830-026-5 220-830-027-3 220-830-028-1 220-830-029-9 220-830-030-7 220-830-031-5 220-830-032-3 220-830-033-1 220-830-034-9 220-830-035-6 220-830-036-4 220-840-001-6 220-840-002-4 220-840-003-2 220-840-004-0 220-840-005-7 220-840-006-5 220-840-007-3 220-840-008-1 220-840-009-9 220-840-010-7 220-840-011-5 220-840-012-3 220-341-001-0 220-341-002-8 220-341-003-6 220-341-004-4 220-341-005-1 220-341-006-9 220-341-007-7 220-341-008-5 220-341-009-3 220-341-010-1 220-341-011-9 220-341-012-7 220-341-013-5 220-341-014-3 220-341-015-0 220-341-016-8 220-341-017-6 220-342-001-9 220-342-002-7 220-342-003-5 220-342-004-3 220-342-005-0 220-342-006-8 220-342-007-6 220-342-008-4 220-342-009-2 220-343-001-8 220-343-002-6 220-343-003-4 220-343-004-2 220-343-005-9 220-343-006-7 220-343-007-5 220-343-008-3 220-343-009-1 220-343-010-9 220-343-011-7 220-343-012-5 220-343-013-3 220-343-014-1 220-343-015-8 220-343-016-6 220-343-017-4 220-343-018-2 220-343-019-0 220-343-020-8 220-343-021-6 220-343-022-4 220-343-023-2 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 92.08 $ 106.92 $ 147.52 $ 97.02 $ 92.08 $ 97.02 $ 92.08 $ 106.92 $ 106.92 $ 106.92 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 147.52 $ 123.04 $ 106.92 $ 123.04 $ 123.04 $ 123.04 $ 123.04 $ 123.04 $ 123.04 $ 123.04 $ 147.52 $ 123.04 $ 556.44 $ 508.52 $ 508.52 $ 613.08 $ 613.08 $ 613.08 $ 556.44 $ 528.14 $ 556.44 $ 705.64 $ 613.08 $ 613.08 $ 613.08 $ 556.44 $ 528.14 $ 556.44 $ 556.44 $ 556.44 $ 528.14 $ 613.08 $ 556.44 $ 528.14 $ 556.44 $ 528.14 $ 556.44 $ 613.08 $ 528.14 $ 508.52 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 508.52 $ 508.52 $ 508.52 $ 508.52 $ 508.52 $ 508.52 $ 556.44 $ 556.44 $ 613.08 DA DA DA DA DA $211,041.00 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 18 of 50 1010A 1010A 1010A 1010A 220-343-024-0 220-343-025-7 220-343-026-5 220-343-027-3 220-343-028-1 220-343-029-9 220-343-030-7 220-343-031-5 220-343-032-3 220-343-033-1 220-343-034-9 220-343-035-6 220-343-036-4 220-343-037-2 220-343-038-0 220-343-039-8 220-343-040-6 220-343-041-4 220-343-042-2 220-343-043-0 220-343-044-8 220-343-045-5 220-343-046-3 220-343-047-1 220-343-048-9 220-343-049-7 220-343-050-5 220-343-051-3 220-371-001-3 220-371-002-1 220-371-003-9 220-371-004-7 220-371-005-4 220-371-006-2 220-371-007-0 220-371-008-8 220-371-009-6 220-371-010-4 220-371-011-2 220-371-012-0 220-371-013-8 220-371-014-6 220-371-015-3 220-371-016-1 220-371-017-9 220-371-018-7 220-371-019-5 220-371-020-3 220-371-021-1 220-371-022-9 220-371-023-7 220-371-024-5 220-371-025-2 220-371-026-0 220-371-027-8 220-371-028-6 220-371-029-4 220-371-030-2 220-371-031-0 220-371-032-8 220-371-033-6 220-371-034-4 220-371-035-1 220-371-036-9 220-371-037-7 220-371-038-5 220-371-039-3 220-371-040-1 220-371-041-9 220-371-042-7 220-371-043-5 220-371-044-3 220-371-045-0 220-371-046-8 220-371-047-6 220-371-048-4 220-371-049-2 220-371-050-0 220-371-051-8 220-371-052-6 220-371-053-4 220-371-054-2 220-371-055-9 220-371-056-7 220-371-057-5 220-371-058-3 220-371-059-1 220-371-060-9 220-371-061-7 220-372-001-2 220-372-002-0 220-372-003-8 220-372-004-6 220-372-005-3 220-372-006-1 220-372-007-9 220-372-008-7 220-372-009-5 220-372-010-3 220-372-011-1 220-372-012-9 220-372-013-7 220-372-014-5 220-372-015-2 220-372-017-8 220-381-002-9 220-381-003-7 220-381-004-5 220-381-005-2 220-381-006-0 220-381-007-8 220-381-008-6 220-381-009-4 220-381-010-2 220-381-011-0 220-381-012-8 220-381-013-6 220-381-014-4 220-381-015-1 220-381-016-9 220-381-017-7 220-381-018-5 220-381-019-3 220-381-021-9 220-382-001-0 220-382-002-8 220-382-003-6 220-383-001-9 220-383-002-7 220-383-003-5 220-383-004-3 220-383-005-0 220-383-006-8 220-383-007-6 220-383-008-4 220-383-009-2 220-383-010-0 220-383-011-8 220-383-012-6 220-383-013-4 220-383-014-2 220-383-015-9 220-383-016-7 220-383-017-5 220-383-018-3 220-383-019-1 220-383-020-9 220-383-021-7 $ 556.44 $ 556.44 $ 613.08 $ 613.08 $ 556.44 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 613.08 $ 613.08 $ 556.44 $ 508.52 $ 528.14 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 528.14 $ 528.14 $ 556.44 $ 613.08 $ 508.52 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 705.64 $ 705.64 $ 556.44 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 528.14 $ 508.52 $ 508.52 $ 528.14 $ 556.44 $ 556.44 $ 556.44 $ 705.64 $ 613.08 $ 705.64 $ 613.08 $ 613.08 $ 556.44 $ 508.52 $ 508.52 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 528.14 $ 528.14 $ 508.52 $ 556.44 $ 705.64 $ 613.08 $ 846.10 $ 613.08 $ 556.44 $ 556.44 $ 528.14 $ 508.52 $ 613.08 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 528.14 $ 613.08 $ 613.08 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 613.08 $ 556.44 $ 613.08 $ 528.14 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 508.52 $ 508.52 $ 508.52 $ 508.52 $ 528.14 $ 556.44 $ 508.52 $ 528.14 $ 528.14 $ 508.52 $ 508.52 $ 508.52 $ 508.52 $ 528.14 $ 528.14 $ 556.44 $ 613.08 $ 556.44 $ 528.14 $ 528.14 $ 556.44 $ 705.64 $ 705.64 $ 613.08 $ 613.08 $ 528.14 $ 556.44 $ 528.14 $ 528.14 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 19 of 50 1010A 520 520 520 520 220-383-022-5 220-383-023-3 220-383-024-1 220-383-025-8 033-271-001-1 033-271-002-9 033-271-003-7 033-271-004-5 033-271-005-2 033-271-006-0 033-271-007-8 033-271-008-6 033-271-009-4 033-271-010-2 033-271-011-0 033-271-012-8 033-271-013-6 033-271-014-4 033-271-015-1 033-271-016-9 033-271-017-7 033-271-018-5 033-271-019-3 033-271-020-1 033-271-021-9 033-271-022-7 033-271-023-5 033-271-024-3 033-271-025-0 033-271-026-8 033-271-027-6 033-271-028-4 033-271-029-2 033-271-030-0 033-271-031-8 033-271-032-6 033-271-033-4 033-271-034-2 033-271-035-9 033-271-036-7 033-271-037-5 033-271-038-3 033-271-039-1 033-271-040-9 033-271-041-7 033-271-042-5 033-271-043-3 033-271-044-1 033-271-045-8 033-271-046-6 033-271-047-4 033-271-048-2 033-271-049-0 033-271-050-8 033-271-051-6 033-271-052-4 033-271-053-2 033-271-054-0 033-271-055-7 033-271-056-5 033-271-057-3 033-271-058-1 033-271-059-9 033-271-060-7 033-271-061-5 033-271-062-3 033-271-063-1 033-271-064-9 033-271-065-6 033-271-066-4 033-271-067-2 033-271-068-0 033-271-074-8 033-271-075-5 033-271-076-3 033-271-077-1 033-271-078-9 033-271-079-7 033-271-080-5 033-271-081-3 033-271-082-1 033-271-083-9 033-271-084-7 033-271-085-4 033-271-086-2 033-271-087-0 033-271-088-8 033-271-089-6 033-271-090-4 033-271-091-2 033-271-092-0 033-271-093-8 033-271-094-6 033-271-095-3 033-271-096-1 033-280-001-0 033-280-002-8 033-280-003-6 033-280-004-4 033-280-005-1 033-280-006-9 033-280-007-7 033-280-008-5 033-280-009-3 033-280-010-1 033-280-011-9 033-280-012-7 033-280-013-5 033-280-014-3 033-280-015-0 033-280-016-8 033-280-017-6 033-280-018-4 033-280-019-2 033-280-020-0 033-280-021-8 033-280-022-6 033-280-023-4 033-280-024-2 033-280-025-9 033-280-026-7 033-280-027-5 033-280-028-3 033-280-029-1 033-280-030-9 033-280-031-7 033-280-032-5 033-280-033-3 033-280-034-1 033-280-035-8 033-280-036-6 033-280-037-4 033-280-038-2 033-280-039-0 033-280-040-8 033-280-041-6 033-280-042-4 033-280-043-2 033-280-044-0 033-280-045-7 033-280-046-5 033-280-047-3 033-280-048-1 033-280-049-9 033-280-050-7 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 31.46 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 34.12 $ 32.80 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 32.80 $ 31.46 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 30.10 $ 30.10 $ 31.46 $ 31.46 $ 32.80 $ 31.46 $ 32.80 $ 34.12 $ 32.80 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 32.80 $ 31.46 $ 34.12 $ 31.46 $ 31.46 $ 32.80 $ 40.18 $ 40.18 $ 32.80 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 DA DA DA DA DA $111,318.76 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 20 of 50 520 520 520 520 033-280-051-5 033-280-052-3 033-280-053-1 033-280-054-9 033-280-055-6 033-280-056-4 033-280-057-2 033-280-058-0 033-280-059-8 033-280-060-6 033-280-061-4 033-280-062-2 033-280-063-0 033-280-064-8 033-280-065-5 033-280-066-3 033-280-067-1 033-280-068-9 033-280-069-7 033-280-070-5 033-280-071-3 033-280-072-1 033-280-073-9 033-280-074-7 033-280-075-4 033-280-076-2 033-280-077-0 033-280-078-8 033-280-079-6 033-280-080-4 033-280-081-2 033-280-082-0 033-280-083-8 033-280-084-6 033-280-085-3 033-280-086-1 033-280-087-9 033-280-088-7 033-280-089-5 033-280-090-3 033-280-091-1 033-280-092-9 033-280-093-7 033-280-094-5 033-280-095-2 033-280-096-0 033-280-097-8 033-280-098-6 033-280-099-4 033-280-106-7 033-290-001-8 033-290-002-6 033-290-003-4 033-290-004-2 033-290-005-9 033-290-006-7 033-290-007-5 033-290-008-3 033-290-009-1 033-290-010-9 033-290-011-7 033-290-012-5 033-290-013-3 033-290-014-1 033-290-015-8 033-290-016-6 033-290-017-4 033-290-018-2 033-290-019-0 033-290-020-8 033-290-021-6 033-290-022-4 033-290-023-2 033-290-024-0 033-290-025-7 033-290-026-5 033-290-027-3 033-290-028-1 033-290-029-9 033-290-030-7 033-290-031-5 033-290-032-3 033-290-033-1 033-290-034-9 033-290-035-6 033-290-036-4 033-290-037-2 033-290-038-0 033-290-039-8 033-360-001-3 033-360-002-1 033-360-003-9 033-360-004-7 033-360-005-4 033-360-006-2 033-360-007-0 033-360-008-8 033-360-009-6 033-360-010-4 033-360-011-2 033-360-012-0 033-360-013-8 033-360-014-6 033-360-015-3 033-360-016-1 033-360-017-9 033-360-018-7 033-360-019-5 033-360-020-3 033-360-021-1 033-360-022-9 033-360-023-7 033-360-024-5 033-360-025-2 033-360-026-0 033-360-027-8 033-360-029-4 033-360-030-2 033-360-031-0 033-360-032-8 033-360-033-6 033-360-034-4 033-360-035-1 033-360-036-9 033-360-037-7 033-360-038-5 033-360-039-3 033-360-040-1 033-360-041-9 033-360-042-7 033-360-043-5 033-360-044-3 033-360-045-0 033-360-046-8 033-360-047-6 033-360-048-4 033-360-049-2 033-360-050-0 033-380-001-9 033-380-002-7 033-380-003-5 033-380-004-3 033-380-005-0 033-380-006-8 033-380-007-6 033-380-008-4 033-380-009-2 033-380-010-0 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 32.80 $ 32.80 $ 31.46 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 32.80 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 30.10 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 30.10 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 30.10 $ 36.16 $ 30.10 $ 30.10 $ 30.10 $ 36.16 $ 30.10 $ 36.16 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 21 of 50 520 520 520 520 033-380-011-8 033-380-012-6 033-380-013-4 033-380-014-2 033-380-015-9 033-380-016-7 033-380-017-5 033-380-018-3 033-380-019-1 033-380-020-9 033-380-021-7 033-380-022-5 033-380-023-3 033-380-024-1 033-380-025-8 033-380-026-6 033-380-027-4 033-380-028-2 033-380-029-0 033-380-030-8 033-380-031-6 033-380-032-4 033-380-033-2 033-380-034-0 033-380-035-7 033-380-036-5 033-380-037-3 033-380-038-1 033-380-039-9 033-380-040-7 033-380-041-5 033-380-042-3 033-380-043-1 033-380-044-9 033-380-045-6 033-380-046-4 033-390-001-7 033-390-002-5 033-390-003-3 033-390-004-1 033-390-005-8 033-390-006-6 033-390-007-4 033-390-008-2 033-390-009-0 033-390-010-8 033-390-011-6 033-390-012-4 033-390-013-2 033-390-014-0 033-390-015-7 033-390-016-5 033-390-017-3 033-390-018-1 033-390-019-9 033-390-020-7 033-390-021-5 033-390-022-3 033-390-023-1 033-390-024-9 033-390-025-6 033-390-026-4 033-390-027-2 033-390-028-0 033-390-029-8 033-390-030-6 033-390-031-4 033-390-032-2 033-390-033-0 033-390-034-8 033-390-035-5 033-390-036-3 033-390-037-1 033-390-038-9 033-390-039-7 033-390-040-5 033-390-041-3 033-390-042-1 033-390-043-9 033-390-044-7 033-390-045-4 033-390-046-2 033-390-047-0 033-390-048-8 033-390-049-6 033-390-050-4 033-390-051-2 033-390-052-0 033-410-001-3 033-410-002-1 033-410-003-9 033-410-004-7 033-410-005-4 033-410-006-2 033-410-007-0 033-410-008-8 033-410-009-6 033-410-010-4 033-410-011-2 033-410-012-0 033-410-013-8 033-410-014-6 033-410-015-3 033-410-016-1 033-410-017-9 033-410-018-7 033-410-019-5 033-410-020-3 033-410-021-1 033-410-022-9 033-410-024-5 033-410-025-2 033-410-026-0 033-410-027-8 033-410-028-6 033-410-029-4 033-410-030-2 033-410-031-0 033-410-032-8 033-410-033-6 033-410-034-4 033-410-035-1 033-410-036-9 033-410-037-7 033-410-038-5 033-410-039-3 033-410-040-1 033-410-042-7 033-410-043-5 033-410-044-3 033-410-045-0 033-410-046-8 033-410-047-6 033-410-048-4 033-410-049-2 033-410-050-0 033-410-051-8 033-410-052-6 033-410-054-2 033-410-055-9 033-410-056-7 033-410-057-5 033-410-058-3 033-410-059-1 033-410-060-9 033-410-061-7 033-410-062-5 033-410-063-3 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 32.80 $ 30.10 $ 30.10 $ 32.80 $ 32.80 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 34.12 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 36.16 $ 31.46 $ 30.10 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 22 of 50 520 520 520 67A 67A 033-410-064-1 033-420-001-1 033-420-002-9 033-420-003-7 033-420-004-5 033-420-005-2 033-420-006-0 033-420-007-8 033-420-008-6 033-420-009-4 033-420-010-2 033-420-011-0 033-420-012-8 033-420-013-6 033-420-014-4 033-420-015-1 033-420-016-9 033-420-017-7 033-420-018-5 033-420-019-3 033-420-020-1 033-420-021-9 033-420-022-7 033-420-023-5 033-420-024-3 033-420-025-0 033-420-026-8 033-420-027-6 033-420-028-4 033-420-029-2 033-420-030-0 033-420-031-8 033-420-032-6 033-420-033-4 033-420-034-2 033-420-035-9 033-420-036-7 033-420-037-5 033-420-038-3 033-420-039-1 033-420-040-9 033-420-041-7 033-420-042-5 033-420-043-3 033-420-044-1 033-420-045-8 033-420-046-6 033-420-048-2 033-420-049-0 033-420-050-8 033-420-051-6 033-420-052-4 033-420-053-2 033-420-054-0 033-420-055-7 033-420-056-5 033-420-057-3 033-420-058-1 033-420-059-9 033-420-060-7 033-420-062-3 033-420-063-1 033-420-064-9 033-420-065-6 033-420-066-4 033-420-067-2 033-420-068-0 033-420-069-8 033-420-070-6 033-420-071-4 033-420-072-2 033-420-073-0 033-420-074-8 033-420-075-5 033-420-076-3 033-420-077-1 033-420-078-9 033-420-079-7 033-420-080-5 033-420-081-3 033-420-082-1 033-420-083-9 033-420-084-7 033-420-085-4 033-420-086-2 033-420-087-0 033-420-088-8 033-420-089-6 033-420-090-4 033-420-091-2 033-420-092-0 033-420-093-8 033-420-094-6 033-420-096-1 184-351-020-5 184-351-021-3 184-351-022-1 186-300-001-2 186-300-002-0 186-300-003-8 186-300-004-6 186-300-005-3 186-300-006-1 186-300-007-9 186-300-008-7 186-300-009-5 186-300-010-3 186-300-011-1 186-300-012-9 186-300-013-7 186-300-014-5 186-300-015-2 186-300-016-0 186-300-017-8 186-300-018-6 186-300-019-4 186-300-020-2 186-300-021-0 186-300-022-8 186-300-023-6 186-300-024-4 186-300-025-1 186-300-026-9 186-310-001-0 186-310-002-8 186-310-003-6 186-310-004-4 186-310-005-1 186-310-006-9 186-310-007-7 186-310-008-5 186-310-009-3 186-310-010-1 186-310-011-9 186-320-001-8 186-320-002-6 186-320-003-4 186-320-004-2 186-320-005-9 186-320-006-7 186-320-007-5 186-320-008-3 186-320-009-1 186-320-010-9 186-320-011-7 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 32.80 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 31.46 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 32.80 $ 3.12 $ 3.46 $ 3.12 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 DA DA DA DA DA $17,560.68 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 23 of 50 67A 67A 67A 67A 186-320-012-5 186-320-013-3 186-320-014-1 186-320-015-8 186-320-016-6 186-320-017-4 186-320-018-2 186-320-019-0 186-320-020-8 186-320-021-6 186-320-022-4 186-320-023-2 186-320-024-0 186-320-025-7 186-320-026-5 186-320-027-3 186-320-028-1 186-320-029-9 186-320-030-7 186-320-031-5 186-320-032-3 186-320-033-1 186-320-034-9 186-320-035-6 186-320-036-4 186-320-037-2 186-320-038-0 186-320-039-8 186-320-040-6 186-320-041-4 186-320-042-2 186-320-043-0 186-320-044-8 186-320-045-5 186-320-046-3 186-320-047-1 186-320-048-9 186-320-049-7 186-320-050-5 186-320-051-3 186-320-052-1 186-320-053-9 186-320-054-7 186-320-055-4 186-320-056-2 186-320-057-0 186-320-058-8 186-320-059-6 186-320-060-4 186-320-061-2 186-320-062-0 186-320-063-8 186-320-064-6 186-320-065-3 186-320-066-1 186-320-067-9 186-320-068-7 186-320-069-5 186-320-070-3 186-320-071-1 186-320-072-9 186-320-073-7 186-320-074-5 186-320-075-2 186-320-076-0 186-320-077-8 186-320-078-6 186-320-079-4 186-320-081-0 186-320-082-8 186-320-083-6 186-320-084-4 186-320-085-1 186-320-086-9 186-320-087-7 186-320-088-5 186-320-089-3 186-320-090-1 186-320-091-9 186-320-092-7 186-320-093-5 186-320-094-3 186-320-095-0 186-320-096-8 186-320-097-6 186-320-098-4 186-320-099-2 186-320-100-8 186-320-101-6 186-320-102-4 186-320-103-2 186-320-104-0 186-320-105-7 186-320-106-5 186-320-107-3 186-320-108-1 186-320-109-9 186-320-110-7 186-320-111-5 186-320-112-3 186-320-113-1 186-320-114-9 186-320-115-6 186-320-116-4 186-320-117-2 186-320-118-0 186-320-119-8 186-320-121-4 186-320-122-2 186-320-123-0 186-320-124-8 186-320-125-5 186-320-126-3 186-320-127-1 186-320-128-9 186-320-129-7 186-320-130-5 186-320-131-3 186-320-132-1 186-320-133-9 186-320-134-7 186-320-135-4 186-320-136-2 186-320-137-0 186-320-138-8 186-320-139-6 186-320-140-4 186-320-141-2 186-320-142-0 186-320-143-8 186-320-144-6 186-320-145-3 186-320-146-1 186-320-147-9 186-320-148-7 186-320-149-5 186-320-150-3 186-320-152-9 186-320-153-7 186-340-001-4 186-340-002-2 186-340-003-0 186-340-004-8 186-340-005-5 186-340-006-3 186-340-007-1 186-340-008-9 186-340-009-7 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 24 of 50 67A 67A 67A 67A 186-350-001-1 186-350-002-9 186-350-003-7 186-350-004-5 186-350-005-2 186-350-006-0 186-350-007-8 186-350-008-6 186-350-009-4 186-350-010-2 186-350-011-0 186-350-012-8 186-350-013-6 186-350-014-4 186-350-015-1 186-350-016-9 186-350-017-7 186-350-018-5 186-350-019-3 186-350-020-1 186-350-021-9 186-350-022-7 186-350-023-5 186-350-025-0 186-350-027-6 186-350-028-4 186-350-029-2 186-350-030-0 186-350-031-8 186-350-032-6 186-350-033-4 186-350-034-2 186-350-035-9 186-350-036-7 186-350-037-5 186-350-038-3 186-350-039-1 186-350-040-9 186-350-041-7 186-350-042-5 186-350-043-3 186-350-044-1 186-350-045-8 186-350-046-6 186-350-047-4 186-350-048-2 186-350-049-0 186-350-050-8 186-350-051-6 186-350-052-4 186-350-053-2 186-350-054-0 186-350-055-7 186-350-056-5 186-350-057-3 186-350-058-1 186-350-059-9 186-350-060-7 186-350-061-5 186-350-062-3 186-350-063-1 186-350-064-9 186-350-065-6 186-350-066-4 186-350-067-2 186-350-068-0 186-350-069-8 186-350-070-6 186-350-071-4 186-350-072-2 186-350-073-0 186-350-074-8 186-350-075-5 186-350-076-3 186-350-077-1 186-350-078-9 186-350-079-7 186-350-080-5 186-350-081-3 186-350-082-1 186-350-083-9 186-350-084-7 186-350-085-4 186-350-086-2 186-350-087-0 186-350-088-8 186-350-089-6 186-350-090-4 186-350-091-2 186-350-092-0 186-350-093-8 186-350-094-6 186-350-095-3 186-350-096-1 186-350-097-9 186-350-098-7 186-350-099-5 186-350-100-1 186-350-101-9 186-350-102-7 186-350-103-5 186-350-104-3 186-350-105-0 186-350-106-8 186-350-107-6 186-350-108-4 186-350-109-2 186-350-110-0 186-350-111-8 186-350-112-6 186-350-113-4 186-350-114-2 186-350-115-9 186-350-116-7 186-350-117-5 186-350-118-3 186-350-119-1 186-350-120-9 186-350-121-7 186-350-122-5 186-350-123-3 186-350-124-1 186-350-125-8 186-350-126-6 186-350-127-4 186-350-128-2 186-350-129-0 186-350-130-8 186-350-131-6 186-350-132-4 186-350-133-2 186-350-134-0 186-350-135-7 186-350-136-5 186-350-137-3 186-350-138-1 186-350-139-9 186-350-140-7 186-350-141-5 186-350-142-3 186-350-143-1 186-350-144-9 186-350-145-6 186-350-146-4 186-350-147-2 186-350-148-0 186-350-149-8 186-350-150-6 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 25 of 50 67A 67A 67A 67A 186-350-154-8 186-360-001-9 186-360-002-7 186-360-003-5 186-360-004-3 186-360-005-0 186-360-006-8 186-360-007-6 186-360-008-4 186-360-009-2 186-360-010-0 186-360-011-8 186-360-012-6 186-360-013-4 186-360-014-2 186-360-015-9 186-360-016-7 186-360-017-5 186-360-018-3 186-360-019-1 186-360-020-9 186-360-021-7 186-360-022-5 186-360-023-3 186-360-024-1 186-360-025-8 186-370-001-7 186-370-002-5 186-370-003-3 186-370-004-1 186-370-005-8 186-370-006-6 186-370-007-4 186-370-008-2 186-370-009-0 186-370-010-8 186-370-011-6 186-370-012-4 186-370-013-2 186-370-014-0 186-370-015-7 186-370-016-5 186-370-017-3 186-370-018-1 186-370-019-9 186-390-001-3 186-390-002-1 186-390-003-9 186-390-004-7 186-390-005-4 186-390-006-2 186-390-007-0 186-390-008-8 186-400-001-1 186-400-002-9 186-400-003-7 186-400-004-5 186-400-005-2 186-400-006-0 186-400-007-8 186-400-008-6 186-400-009-4 186-400-010-2 186-400-011-0 186-400-012-8 186-400-013-6 186-400-014-4 186-410-027-4 186-410-028-2 186-410-030-8 186-410-031-6 186-410-033-2 186-410-034-0 186-410-035-7 186-410-036-5 186-410-038-1 186-410-039-9 186-410-040-7 186-410-041-5 186-410-043-1 186-410-044-9 186-410-045-6 186-410-046-4 186-410-048-0 186-410-049-8 186-410-050-6 186-410-051-4 186-410-052-2 186-410-054-8 186-410-055-5 186-410-056-3 186-410-057-1 186-410-059-7 186-410-060-5 186-410-061-3 186-410-062-1 186-410-064-7 186-410-065-4 186-410-066-2 186-410-068-8 186-410-069-6 186-410-070-4 186-410-072-0 186-410-073-8 186-410-074-6 186-410-076-1 186-410-077-9 186-410-078-7 186-410-080-3 186-410-081-1 186-410-082-9 186-410-084-5 186-410-085-2 186-410-086-0 186-410-088-6 186-410-089-4 186-410-091-0 186-410-092-8 186-410-093-6 186-410-094-4 188-050-015-0 188-050-016-8 188-120-032-1 188-120-033-9 188-120-034-7 188-120-035-4 188-120-036-2 188-170-034-6 188-170-035-3 188-170-036-1 188-170-037-9 190-290-001-6 190-290-002-4 190-290-003-2 190-290-004-0 190-290-005-7 190-290-006-5 190-290-007-3 190-290-008-1 190-290-009-9 190-290-010-7 190-290-011-5 190-290-012-3 190-290-013-1 190-290-014-9 190-290-015-6 190-290-016-4 190-290-017-2 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 5.00 $ 6.22 $ 4.04 $ 5.00 $ 4.04 $ 5.00 $ 4.04 $ 5.00 $ 7.44 $ 5.00 $ 6.22 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 26 of 50 67A 67A 67A 67A 190-290-018-0 190-290-019-8 190-290-020-6 190-290-021-4 190-290-022-2 190-290-023-0 190-290-024-8 190-300-001-4 190-300-002-2 190-300-003-0 190-300-004-8 190-300-005-5 190-300-006-3 190-300-007-1 190-300-008-9 190-300-009-7 190-300-010-5 190-300-011-3 190-300-012-1 190-300-013-9 190-300-014-7 190-300-015-4 190-300-016-2 190-300-017-0 190-300-018-8 190-310-001-2 190-310-002-0 190-310-003-8 190-310-004-6 190-310-005-3 190-310-006-1 190-310-007-9 190-310-008-7 190-310-009-5 190-310-010-3 190-310-011-1 190-310-012-9 190-310-013-7 190-310-014-5 190-310-015-2 190-310-016-0 190-310-017-8 190-310-018-6 190-310-019-4 190-310-020-2 190-310-021-0 190-310-022-8 190-310-023-6 190-310-024-4 190-310-025-1 190-310-026-9 190-310-027-7 190-310-028-5 190-310-029-3 190-310-030-1 190-320-001-0 190-320-002-8 190-320-003-6 190-320-004-4 190-320-005-1 190-320-006-9 190-320-007-7 190-320-008-5 190-320-009-3 190-320-010-1 190-320-011-9 190-320-012-7 190-320-013-5 190-320-014-3 190-320-015-0 190-320-016-8 190-320-017-6 190-320-018-4 190-320-019-2 190-320-020-0 190-320-021-8 190-320-022-6 190-320-023-4 190-320-024-2 190-320-025-9 190-320-026-7 190-320-027-5 190-320-028-3 190-320-029-1 190-320-030-9 190-320-031-7 190-320-032-5 190-320-033-3 190-320-034-1 190-330-001-8 190-330-002-6 190-330-003-4 190-330-004-2 190-330-005-9 190-330-006-7 190-330-007-5 190-330-008-3 190-330-009-1 190-330-010-9 190-330-011-7 190-330-012-5 190-330-013-3 190-330-014-1 190-330-015-8 190-330-016-6 190-330-017-4 190-330-018-2 190-330-019-0 190-330-020-8 190-330-021-6 190-330-022-4 190-330-023-2 190-330-024-0 190-330-025-7 190-330-026-5 190-330-027-3 190-330-028-1 190-330-029-9 190-330-030-7 190-330-031-5 190-330-032-3 190-330-033-1 190-330-034-9 190-340-001-6 190-340-002-4 190-340-003-2 190-340-004-0 190-340-005-7 190-340-006-5 190-340-007-3 190-340-008-1 190-340-009-9 190-340-010-7 190-340-011-5 190-340-012-3 190-340-013-1 190-340-014-9 190-340-015-6 190-340-016-4 190-340-017-2 190-340-018-0 190-340-019-8 190-340-020-6 190-340-021-4 190-340-022-2 190-340-023-0 190-340-024-8 190-340-025-5 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 27 of 50 67A 67A 67A 67A 190-340-026-3 190-340-027-1 190-340-028-9 190-340-029-7 190-340-030-5 190-340-031-3 190-340-032-1 190-340-033-9 190-340-034-7 190-340-035-4 190-340-036-2 190-340-037-0 190-340-038-8 190-340-039-6 190-340-040-4 190-340-041-2 190-340-042-0 190-350-001-3 190-350-002-1 190-350-003-9 190-350-004-7 190-350-005-4 190-350-006-2 190-350-007-0 190-350-008-8 190-350-009-6 190-350-010-4 190-350-011-2 190-350-012-0 190-350-013-8 190-350-014-6 190-350-015-3 190-350-016-1 190-350-017-9 190-350-018-7 190-350-019-5 190-350-020-3 190-350-021-1 190-350-022-9 190-350-023-7 190-350-024-5 190-350-025-2 190-350-026-0 190-350-027-8 190-350-028-6 190-350-029-4 190-350-030-2 190-350-031-0 190-350-032-8 190-350-033-6 190-350-034-4 190-350-035-1 190-350-036-9 190-350-037-7 190-350-038-5 190-350-039-3 190-350-040-1 190-350-041-9 190-350-042-7 190-350-043-5 190-350-044-3 190-350-045-0 190-350-046-8 190-350-047-6 190-350-048-4 190-350-049-2 190-350-050-0 190-350-051-8 190-350-052-6 190-350-053-4 190-350-054-2 190-350-055-9 190-350-056-7 190-350-057-5 190-350-058-3 190-350-059-1 190-350-060-9 190-350-061-7 190-350-062-5 190-350-063-3 190-350-064-1 190-350-065-8 190-350-066-6 190-360-001-1 190-360-002-9 190-360-003-7 190-360-004-5 190-360-005-2 190-360-006-0 190-360-007-8 190-360-008-6 190-360-009-4 190-360-010-2 190-360-011-0 190-360-012-8 190-360-013-6 190-360-014-4 190-360-015-1 190-360-016-9 190-360-017-7 190-360-018-5 190-360-019-3 190-360-020-1 190-360-021-9 190-360-022-7 190-360-023-5 190-360-024-3 190-360-025-0 190-360-026-8 190-360-027-6 190-360-028-4 190-360-029-2 190-360-030-0 190-360-031-8 190-360-032-6 190-360-033-4 190-360-034-2 190-360-035-9 190-360-036-7 190-360-037-5 190-360-038-3 190-360-039-1 190-360-040-9 190-360-041-7 190-360-042-5 190-360-043-3 190-360-044-1 190-360-045-8 190-360-046-6 190-360-047-4 190-360-048-2 190-360-049-0 190-360-050-8 190-360-051-6 190-360-052-4 190-360-053-2 190-360-054-0 190-370-001-9 190-370-002-7 190-370-003-5 190-370-004-3 190-370-005-0 190-370-006-8 190-370-007-6 190-370-008-4 190-370-009-2 190-370-010-0 190-370-011-8 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 28 of 50 67A 67A 67A 67A 190-370-012-6 190-370-013-4 190-370-014-2 190-370-015-9 190-370-016-7 190-370-017-5 190-370-018-3 190-370-019-1 190-370-020-9 190-370-021-7 190-370-022-5 190-370-023-3 190-370-024-1 190-370-025-8 190-370-026-6 190-370-027-4 190-370-028-2 190-370-029-0 190-370-030-8 190-370-031-6 190-370-032-4 190-370-033-2 190-370-034-0 190-370-035-7 190-370-036-5 190-370-037-3 190-370-038-1 190-370-039-9 190-370-040-7 190-370-041-5 190-370-042-3 190-370-043-1 190-370-044-9 190-370-045-6 190-370-046-4 190-370-047-2 190-370-048-0 190-370-049-8 190-370-050-6 190-370-051-4 190-370-052-2 190-370-053-0 190-370-054-8 190-400-001-3 190-400-002-1 190-400-003-9 190-400-004-7 190-400-005-4 190-400-006-2 190-400-007-0 190-400-008-8 190-400-009-6 190-400-010-4 190-400-011-2 190-400-012-0 190-400-013-8 190-400-014-6 190-400-015-3 190-400-016-1 190-400-017-9 190-400-018-7 190-400-019-5 190-400-020-3 190-400-021-1 190-400-022-9 190-400-023-7 190-400-024-5 190-410-001-1 190-410-002-9 190-410-003-7 190-410-004-5 190-410-005-2 190-410-006-0 190-410-007-8 190-410-008-6 190-410-009-4 190-410-010-2 190-410-011-0 190-410-012-8 190-410-013-6 190-410-014-4 190-410-015-1 190-410-016-9 190-410-017-7 190-410-018-5 190-410-019-3 190-410-020-1 190-410-021-9 190-410-022-7 190-410-023-5 190-410-024-3 190-410-025-0 190-410-026-8 190-410-027-6 190-410-028-4 190-410-029-2 190-410-030-0 190-410-031-8 190-410-032-6 190-410-033-4 190-410-034-2 190-410-035-9 190-410-036-7 190-410-037-5 190-410-038-3 190-410-039-1 190-420-001-9 190-420-002-7 190-420-003-5 190-420-004-3 190-420-005-0 190-420-006-8 190-420-007-6 190-420-008-4 190-420-009-2 190-420-010-0 190-420-011-8 190-420-012-6 190-420-013-4 190-420-014-2 190-420-015-9 190-420-016-7 190-420-017-5 190-420-018-3 190-420-019-1 190-420-020-9 190-420-021-7 190-420-022-5 190-420-023-3 190-420-024-1 190-420-025-8 190-420-026-6 190-420-027-4 190-420-028-2 190-420-029-0 190-420-030-8 190-420-031-6 190-420-032-4 190-420-033-2 190-420-034-0 190-420-035-7 190-420-036-5 190-420-037-3 190-420-038-1 190-420-039-9 190-420-040-7 190-420-041-5 190-420-042-3 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 2.60 $ 2.60 $ 2.72 $ 2.72 $ 2.94 $ 2.60 $ 2.60 $ 2.72 $ 2.60 $ 2.60 $ 2.94 $ 2.94 $ 2.72 $ 2.72 $ 2.72 $ 2.72 $ 2.94 $ 2.94 $ 2.72 $ 2.60 $ 2.60 $ 2.84 $ 2.94 $ 2.84 $ 2.72 $ 2.72 $ 2.72 $ 2.72 $ 2.84 $ 2.94 $ 2.60 $ 2.94 $ 2.60 $ 2.94 $ 2.72 $ 3.12 $ 2.72 $ 2.72 $ 2.72 $ 2.60 $ 2.60 $ 2.60 $ 2.72 $ 2.84 $ 2.72 $ 2.72 $ 2.60 $ 2.60 $ 2.72 $ 2.72 $ 2.94 $ 2.60 $ 2.94 $ 2.84 $ 2.84 $ 2.72 $ 2.72 $ 2.72 $ 3.12 $ 2.84 $ 2.72 $ 2.72 $ 2.72 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 29 of 50 67A 67A 67A 67A 190-420-043-1 190-420-044-9 190-420-045-6 190-420-046-4 190-420-047-2 190-420-048-0 190-420-049-8 190-420-050-6 190-430-001-7 190-430-002-5 190-430-003-3 190-430-004-1 190-430-005-8 190-430-006-6 190-430-007-4 190-430-008-2 190-430-009-0 190-430-010-8 190-430-011-6 190-430-012-4 190-430-013-2 190-430-014-0 190-430-015-7 190-430-016-5 190-440-001-5 190-440-002-3 190-440-003-1 190-440-004-9 190-440-005-6 190-440-006-4 190-440-007-2 190-440-009-8 190-440-010-6 190-440-011-4 190-440-012-2 190-440-013-0 190-440-014-8 190-440-016-3 190-440-017-1 190-440-018-9 190-440-019-7 190-440-020-5 190-440-021-3 190-450-001-2 190-450-002-0 190-450-003-8 190-450-004-6 190-450-005-3 190-450-006-1 190-450-008-7 190-450-009-5 190-450-010-3 190-450-011-1 190-450-012-9 190-450-013-7 190-460-001-0 190-460-002-8 190-460-003-6 190-460-004-4 190-460-005-1 190-460-006-9 190-460-007-7 190-460-008-5 190-460-010-1 190-460-011-9 190-460-012-7 190-460-013-5 190-460-014-3 190-460-015-0 190-460-016-8 190-460-017-6 190-460-018-4 190-460-019-2 190-460-020-0 190-460-021-8 190-460-023-4 190-460-024-2 190-460-025-9 190-460-026-7 190-460-027-5 190-460-028-3 190-460-029-1 190-470-001-8 190-470-002-6 190-470-003-4 190-470-004-2 190-470-006-7 190-470-007-5 190-470-008-3 190-470-009-1 190-470-011-7 190-470-012-5 190-470-013-3 190-470-014-1 190-470-016-6 190-470-017-4 190-470-018-2 190-470-019-0 190-470-020-8 190-470-021-6 190-470-022-4 190-480-001-6 190-480-002-4 190-480-003-2 190-480-004-0 190-480-005-7 190-480-006-5 190-480-007-3 190-480-008-1 190-480-010-7 190-480-011-5 190-480-012-3 190-480-013-1 190-480-014-9 190-480-015-6 190-480-016-4 190-480-017-2 190-490-001-4 190-490-002-2 190-490-003-0 190-490-004-8 190-490-005-5 190-490-006-3 190-490-007-1 190-490-008-9 190-490-009-7 190-490-010-5 190-490-011-3 190-490-012-1 190-500-001-2 190-500-002-0 190-500-003-8 190-500-004-6 190-500-005-3 190-500-006-1 190-500-007-9 190-500-008-7 190-510-001-0 190-510-002-8 190-510-003-6 190-510-004-4 190-510-005-1 190-510-006-9 190-510-007-7 190-510-008-5 190-510-010-1 190-510-011-9 190-510-012-7 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 30 of 50 67A 67A 75A 75A 75A 190-510-013-5 190-510-014-3 190-510-015-0 190-510-016-8 190-510-017-6 190-510-018-4 190-510-019-2 190-510-020-0 190-510-021-8 190-510-023-4 190-510-024-2 190-510-025-9 190-510-026-7 190-510-027-5 190-510-028-3 190-510-029-1 190-510-030-9 190-510-031-7 190-510-032-5 190-510-033-3 190-510-034-1 190-520-002-6 190-520-003-4 190-520-004-2 190-520-005-9 190-520-006-7 190-520-007-5 190-520-008-3 190-520-009-1 190-520-010-9 190-520-011-7 190-520-012-5 190-520-013-3 191-190-006-4 191-210-008-6 191-210-009-4 191-210-010-2 213-040-089-4 213-320-012-7 213-320-013-5 213-330-001-8 213-330-002-6 213-330-003-4 213-330-004-2 213-330-005-9 213-330-006-7 213-330-007-5 213-330-008-3 213-330-009-1 213-330-010-9 213-330-011-7 213-330-012-5 213-330-013-3 213-330-014-1 213-330-015-8 213-330-016-6 213-330-017-4 213-330-018-2 213-330-019-0 213-330-020-8 213-330-021-6 213-330-022-4 213-330-023-2 213-330-024-0 213-330-025-7 213-330-026-5 213-330-027-3 213-330-028-1 213-330-029-9 213-330-030-7 213-330-031-5 213-330-032-3 213-330-033-1 213-330-034-9 213-330-035-6 213-330-036-4 213-330-037-2 213-330-038-0 213-330-039-8 213-330-040-6 213-330-041-4 213-340-001-6 213-340-002-4 213-340-003-2 213-340-004-0 213-340-005-7 213-340-006-5 213-340-007-3 213-340-008-1 213-340-009-9 213-340-010-7 213-340-011-5 213-340-012-3 213-340-013-1 213-340-014-9 213-340-015-6 213-340-016-4 213-340-017-2 213-340-018-0 213-350-001-3 213-350-002-1 213-350-003-9 213-350-004-7 213-350-005-4 213-350-006-2 213-350-007-0 213-350-008-8 213-350-009-6 213-350-010-4 213-350-017-9 213-350-018-7 213-360-001-1 213-360-002-9 213-360-003-7 213-360-004-5 213-360-005-2 213-360-006-0 213-360-007-8 213-360-008-6 213-360-009-4 213-360-010-2 213-360-011-0 213-360-012-8 213-360-013-6 213-360-014-4 213-360-015-1 213-360-016-9 213-360-017-7 213-360-018-5 213-360-019-3 213-360-020-1 213-360-021-9 213-360-022-7 213-360-023-5 213-360-024-3 213-360-025-0 213-360-026-8 213-360-027-6 213-360-028-4 213-360-029-2 213-360-030-0 213-360-031-8 213-360-032-6 213-360-033-4 213-360-034-2 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 9,257.08 $ 3,041.86 $ 6,949.22 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 235.92 $ 36.84 $ 42.06 $ 235.92 $ 117.96 $ 235.92 $ 235.92 $ 235.92 $ 235.92 $ 235.92 $ 29.48 $ 29.48 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 DA DA DA DA DA $3,319.46 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 31 of 50 75A 75A 75A 75A 213-360-035-9 213-360-036-7 213-360-037-5 213-360-038-3 213-360-039-1 213-360-040-9 213-360-041-7 213-360-042-5 213-360-043-3 213-360-044-1 213-360-045-8 213-360-046-6 213-360-047-4 213-360-048-2 213-360-049-0 213-360-050-8 213-360-051-6 213-360-052-4 213-360-053-2 213-360-054-0 213-360-055-7 213-360-056-5 213-360-057-3 213-360-058-1 213-360-059-9 213-360-060-7 213-380-005-8 213-390-001-5 213-390-002-3 213-390-003-1 213-390-004-9 213-390-005-6 213-390-006-4 213-390-007-2 213-390-008-0 213-390-009-8 213-390-010-6 213-390-011-4 213-390-012-2 213-390-013-0 213-390-014-8 213-390-015-5 213-390-016-3 213-390-017-1 213-390-018-9 213-390-019-7 213-390-020-5 213-390-026-2 213-390-028-8 213-390-029-6 213-390-030-4 213-390-031-2 213-390-037-9 213-390-038-7 213-390-039-5 213-390-041-1 213-390-042-9 213-390-043-7 213-390-044-5 213-400-001-3 213-400-002-1 213-400-003-9 213-400-004-7 213-400-005-4 213-400-006-2 213-400-007-0 213-400-008-8 213-400-009-6 213-400-010-4 213-400-011-2 213-400-012-0 213-400-013-8 213-400-014-6 213-400-015-3 213-400-016-1 213-400-017-9 213-400-018-7 213-400-019-5 213-400-020-3 213-400-021-1 213-400-022-9 213-400-023-7 213-400-024-5 213-400-025-2 213-400-026-0 213-400-027-8 213-400-028-6 213-400-029-4 213-400-030-2 213-400-031-0 213-400-032-8 213-400-033-6 213-400-034-4 213-400-035-1 213-400-036-9 213-400-037-7 213-400-038-5 213-400-039-3 213-400-040-1 213-410-001-1 213-410-002-9 213-410-003-7 213-410-004-5 213-410-005-2 213-410-006-0 213-410-007-8 213-410-008-6 213-410-009-4 213-410-010-2 213-410-011-0 213-410-012-8 213-410-013-6 213-410-014-4 213-410-015-1 213-410-016-9 213-410-017-7 213-410-018-5 213-410-019-3 213-410-020-1 213-410-021-9 213-410-022-7 213-410-023-5 213-410-024-3 213-410-025-0 213-410-026-8 213-410-027-6 213-410-028-4 213-410-029-2 213-410-030-0 213-410-031-8 213-410-032-6 213-410-033-4 213-410-034-2 213-410-035-9 213-410-036-7 213-410-037-5 213-410-038-3 213-410-039-1 213-410-040-9 213-410-041-7 213-410-042-5 213-410-043-3 213-410-044-1 213-410-045-8 213-410-046-6 213-410-047-4 213-410-048-2 213-410-049-0 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 4,629.42 $ 30.70 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 30.70 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 36.12 $ 1,986.74 $ 36.12 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 33.12 $ 29.48 $ 19.30 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 32.52 $ 32.52 $ 30.70 $ 29.48 $ 32.52 $ 30.70 $ 32.52 $ 32.52 $ 32.52 $ 30.70 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 30.70 $ 29.48 $ 30.70 $ 32.52 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 32.52 $ 32.52 $ 30.70 $ 42.18 $ 32.52 $ 32.52 $ 32.52 $ 30.70 $ 32.52 $ 36.12 $ 30.70 $ 42.18 $ 30.70 $ 29.48 $ 32.52 $ 29.48 $ 32.52 $ 30.70 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 32 of 50 75A 75A 75A 75A 213-410-050-8 213-410-051-6 213-410-052-4 213-410-053-2 213-410-054-0 213-410-055-7 213-410-056-5 213-410-058-1 213-410-059-9 213-410-060-7 213-410-061-5 213-410-062-3 213-410-063-1 213-410-068-0 213-420-001-9 213-420-002-7 213-420-003-5 213-420-004-3 213-420-005-0 213-420-006-8 213-420-007-6 213-420-008-4 213-420-009-2 213-420-010-0 213-420-011-8 213-420-012-6 213-420-013-4 213-420-014-2 213-420-015-9 213-420-016-7 213-420-017-5 213-420-018-3 213-420-019-1 213-420-020-9 213-420-021-7 213-420-022-5 213-420-023-3 213-420-024-1 213-420-025-8 213-420-026-6 213-420-027-4 213-420-028-2 213-420-029-0 213-420-030-8 213-420-031-6 213-420-032-4 213-420-033-2 213-420-034-0 213-420-035-7 213-420-036-5 213-420-037-3 213-420-038-1 213-420-039-9 213-420-040-7 213-420-041-5 213-430-001-7 213-430-002-5 213-430-005-8 213-430-008-2 213-430-009-0 213-430-012-4 213-430-013-2 213-430-014-0 213-430-015-7 213-430-016-5 213-430-017-3 213-430-018-1 213-430-022-3 213-430-023-1 213-430-029-8 213-430-030-6 213-430-036-3 213-430-037-1 213-430-065-2 213-430-068-6 213-430-069-4 213-430-070-2 213-430-071-0 213-430-072-8 213-430-073-6 213-430-074-4 213-430-075-1 213-430-076-9 213-430-077-7 213-430-078-5 213-430-079-3 213-430-080-1 213-430-081-9 213-430-082-7 213-430-083-5 213-430-084-3 213-430-085-0 213-430-086-8 213-430-087-6 213-430-088-4 213-430-089-2 213-430-090-0 213-430-091-8 213-430-092-6 213-430-093-4 213-430-094-2 213-430-095-9 213-430-096-7 213-430-097-5 213-430-098-3 213-430-099-1 213-430-100-7 213-430-101-5 213-430-102-3 213-430-103-1 213-430-104-9 213-430-105-6 213-430-107-2 213-430-108-0 213-430-109-8 213-430-110-6 213-430-111-4 213-430-113-0 213-430-114-8 213-480-010-7 213-480-011-5 213-480-012-3 213-480-013-1 213-480-014-9 213-480-015-6 213-480-016-4 213-480-017-2 213-480-018-0 213-480-019-8 213-480-020-6 213-480-021-4 213-480-022-2 213-480-023-0 213-480-024-8 213-480-025-5 213-490-011-3 213-490-012-1 213-490-013-9 213-490-014-7 213-490-015-4 213-490-016-2 213-490-017-0 213-490-018-8 213-490-019-6 213-490-020-4 213-490-021-2 213-490-022-0 213-490-023-8 $ 30.70 $ 32.52 $ 30.70 $ 32.52 $ 36.12 $ 32.52 $ 32.52 $ 30.70 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 32.52 $ 32.52 $ 30.70 $ 29.48 $ 29.48 $ 52.12 $ 29.48 $ 30.70 $ 29.48 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 42.18 $ 36.12 $ 29.48 $ 32.52 $ 32.52 $ 30.70 $ 32.52 $ 32.52 $ 29.48 $ 32.52 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 32.52 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 36.12 $ 29.48 $ 30.70 $ 30.70 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 2,332.54 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 33 of 50 75A 75A 75A 75A 213-490-024-6 213-490-025-3 213-490-026-1 213-490-027-9 213-490-028-7 213-490-029-5 213-500-010-3 213-500-011-1 213-500-012-9 213-500-013-7 213-500-014-5 213-500-015-2 213-500-016-0 213-500-017-8 213-500-018-6 213-500-019-4 213-500-025-1 213-500-026-9 213-500-027-7 213-500-028-5 213-500-029-3 213-500-030-1 213-510-014-3 213-510-015-0 213-510-016-8 213-510-017-6 213-510-018-4 213-510-019-2 213-510-020-0 213-510-021-8 213-510-022-6 213-510-023-4 213-510-024-2 213-510-025-9 213-510-026-7 213-510-027-5 213-510-028-3 213-510-029-1 213-510-030-9 213-510-031-7 213-510-032-5 213-510-033-3 213-520-008-3 213-520-009-1 213-520-010-9 213-520-011-7 213-520-012-5 213-520-013-3 213-520-014-1 213-520-015-8 213-520-016-6 213-520-017-4 213-530-011-5 213-530-012-3 213-530-013-1 213-530-014-9 213-530-015-6 213-530-016-4 213-530-017-2 213-530-018-0 213-530-019-8 213-530-020-6 213-530-021-4 213-530-022-2 213-530-023-0 213-530-024-8 213-540-008-9 213-540-009-7 213-540-010-5 213-540-011-3 213-540-012-1 213-540-013-9 213-540-014-7 213-540-015-4 213-540-016-2 213-540-017-0 213-540-018-8 213-550-007-8 213-550-008-6 213-550-009-4 213-550-010-2 213-550-011-0 213-550-012-8 213-550-013-6 213-550-014-4 213-550-015-1 213-550-016-9 213-560-010-0 213-560-011-8 213-560-012-6 213-560-013-4 213-560-014-2 213-560-015-9 213-560-016-7 213-560-017-5 213-560-018-3 213-560-019-1 213-560-020-9 213-560-021-7 213-560-022-5 213-560-023-3 213-560-024-1 213-560-025-8 213-560-026-6 213-560-027-4 213-560-028-2 213-560-029-0 213-570-010-8 213-570-011-6 213-570-012-4 213-570-014-0 213-570-015-7 213-570-017-3 213-570-018-1 213-570-019-9 213-570-021-5 213-570-022-3 213-570-027-2 213-570-028-0 213-570-029-8 213-570-030-6 213-570-033-0 213-570-034-8 213-570-035-5 213-580-010-6 213-580-011-4 213-580-012-2 213-580-014-8 213-580-015-5 213-580-016-3 213-580-018-9 213-580-019-7 213-580-021-3 213-580-022-1 213-580-023-9 213-580-025-4 213-580-026-2 213-580-028-8 213-580-029-6 213-580-030-4 213-580-032-0 213-580-033-8 213-590-013-8 213-590-014-6 213-590-016-1 213-590-017-9 213-590-018-7 213-590-020-3 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 34 of 50 75A 75A 75A 75A 213-590-021-1 213-590-022-9 213-590-024-5 213-590-025-2 213-590-027-8 213-590-028-6 213-590-029-4 213-590-031-0 213-590-032-8 213-590-034-4 213-590-035-1 213-590-036-9 213-590-037-7 213-590-038-5 213-590-039-3 213-590-040-1 213-590-041-9 213-590-042-7 213-590-043-5 213-610-020-9 213-610-029-0 213-610-031-6 213-610-033-2 213-621-001-6 213-621-002-4 213-621-005-7 213-621-009-9 213-621-013-1 213-660-107-3 213-660-108-1 213-660-109-9 213-660-110-7 213-660-111-5 213-660-112-3 213-660-113-1 213-660-114-9 213-660-115-6 213-660-116-4 213-660-117-2 213-660-118-0 213-660-119-8 213-660-120-6 213-660-121-4 213-660-122-2 213-660-123-0 213-660-124-8 213-660-125-5 213-660-126-3 213-660-127-1 213-660-128-9 213-660-129-7 213-660-130-5 213-660-131-3 213-660-132-1 213-660-133-9 213-660-134-7 213-660-135-4 213-660-136-2 213-660-137-0 213-660-138-8 213-660-139-6 213-660-140-4 213-660-141-2 213-660-142-0 213-660-143-8 213-660-144-6 213-660-145-3 213-660-146-1 213-660-147-9 213-660-148-7 213-660-149-5 213-660-150-3 213-660-151-1 213-660-152-9 213-660-153-7 213-660-154-5 213-660-155-2 213-660-156-0 213-660-157-8 213-660-158-6 213-660-159-4 213-660-160-2 213-660-161-0 213-660-162-8 213-660-163-6 213-660-164-4 213-660-165-1 213-660-166-9 213-660-167-7 213-660-168-5 213-660-169-3 213-660-170-1 213-660-171-9 213-660-172-7 213-660-173-5 213-660-174-3 213-660-175-0 213-660-176-8 213-660-177-6 213-660-178-4 213-660-179-2 213-660-180-0 213-660-181-8 213-660-182-6 213-660-183-4 213-660-184-2 213-660-185-9 213-660-186-7 213-660-187-5 213-660-188-3 213-660-189-1 213-660-190-9 213-660-191-7 213-660-192-5 213-660-193-3 213-660-194-1 213-660-195-8 213-660-196-6 213-660-197-4 213-660-198-2 213-660-199-0 213-660-200-6 213-660-201-4 213-660-202-2 213-660-203-0 213-660-204-8 213-660-205-5 213-660-206-3 213-660-207-1 213-660-208-9 213-660-209-7 213-660-210-5 213-670-147-7 213-670-148-5 213-670-149-3 213-670-150-1 213-670-151-9 213-670-152-7 213-670-153-5 213-670-154-3 213-670-155-0 213-670-156-8 213-670-157-6 213-670-158-4 213-670-159-2 213-670-160-0 213-670-161-8 213-670-162-6 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 587.66 $ 819.14 $ 7,983.82 $ 345.58 $ 138.32 $ 632.36 $ 641.94 $ 721.22 $ 2,500.40 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 35 of 50 75A 75A 75A 75A 213-670-163-4 213-670-164-2 213-670-165-9 213-670-166-7 213-670-167-5 213-670-168-3 213-670-169-1 213-670-170-9 213-670-171-7 213-670-172-5 213-670-173-3 213-670-174-1 213-670-175-8 213-670-176-6 213-670-177-4 213-670-178-2 213-670-179-0 213-670-180-8 213-670-181-6 213-670-182-4 213-670-183-2 213-670-184-0 213-670-185-7 213-670-186-5 213-670-187-3 213-670-188-1 213-670-189-9 213-670-190-7 213-670-191-5 213-670-192-3 213-670-193-1 213-670-194-9 213-670-195-6 213-670-196-4 213-670-197-2 213-670-198-0 213-670-199-8 213-670-200-4 213-670-201-2 213-670-202-0 213-670-203-8 213-670-204-6 213-670-205-3 213-670-206-1 213-670-207-9 213-670-208-7 213-670-209-5 213-670-210-3 213-670-211-1 213-670-212-9 213-670-213-7 213-670-214-5 213-670-215-2 213-670-216-0 213-670-217-8 213-670-218-6 213-670-219-4 213-670-220-2 213-670-221-0 213-670-222-8 213-670-223-6 213-670-224-4 213-670-225-1 213-670-226-9 213-670-227-7 213-670-228-5 213-670-229-3 213-670-230-1 213-670-231-9 213-670-232-7 213-670-233-5 213-670-234-3 213-670-235-0 213-670-236-8 213-670-237-6 213-670-238-4 213-670-239-2 213-670-240-0 213-670-241-8 213-670-242-6 213-670-243-4 213-670-244-2 213-670-245-9 213-670-246-7 213-670-247-5 213-670-248-3 213-670-249-1 213-670-250-9 213-670-251-7 213-670-252-5 213-670-253-3 213-670-254-1 213-670-255-8 213-670-256-6 213-670-257-4 213-670-258-2 213-670-259-0 213-670-260-8 213-670-261-6 213-670-262-4 213-670-263-2 213-670-264-0 213-670-265-7 213-670-266-5 213-670-267-3 213-670-268-1 213-670-269-9 213-670-270-7 213-670-271-5 213-670-272-3 213-670-273-1 213-670-274-9 213-670-275-6 213-670-276-4 213-670-277-2 213-670-278-0 213-670-279-8 213-670-280-6 213-670-281-4 213-670-282-2 213-670-283-0 213-670-284-8 213-670-285-5 213-670-286-3 213-670-287-1 213-670-288-9 213-670-289-7 213-670-290-5 213-680-008-9 213-680-011-3 213-680-012-1 213-680-013-9 213-680-016-2 213-680-017-0 213-680-018-8 213-680-019-6 213-680-020-4 213-680-021-2 213-680-022-0 213-680-023-8 213-680-024-6 213-680-025-3 213-680-026-1 213-680-029-5 213-680-030-3 213-680-031-1 213-680-032-9 213-680-035-2 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 36 of 50 75A 75A 75A 75A 213-680-036-0 213-680-037-8 213-680-038-6 213-680-039-4 213-680-040-2 213-680-041-0 213-680-042-8 213-680-043-6 213-680-044-4 213-680-045-1 213-680-046-9 213-680-047-7 213-680-048-5 213-680-049-3 213-680-050-1 213-680-055-0 213-680-056-8 213-680-057-6 213-680-058-4 213-680-059-2 213-680-060-0 213-680-061-8 213-680-062-6 213-680-063-4 213-680-064-2 213-680-065-9 213-680-069-1 213-680-070-9 213-680-071-7 213-680-072-5 213-680-073-3 213-680-076-6 213-680-077-4 213-680-078-2 213-680-079-0 213-680-080-8 213-680-081-6 213-680-082-4 213-680-083-2 213-680-084-0 213-680-085-7 213-680-086-5 213-680-092-3 213-680-093-1 213-680-094-9 213-680-095-6 213-680-096-4 213-680-098-0 213-680-099-8 213-680-100-4 213-680-101-2 213-680-103-8 213-680-104-6 213-680-105-3 213-680-106-1 213-680-107-9 213-680-108-7 213-680-109-5 213-680-112-9 213-680-113-7 213-680-114-5 213-680-115-2 213-680-116-0 213-680-117-8 213-680-118-6 213-680-120-2 213-680-121-0 213-680-122-8 213-680-123-6 213-680-125-1 213-680-126-9 213-690-002-0 213-690-003-8 213-690-004-6 213-690-013-7 213-690-014-5 213-690-015-2 213-690-016-0 213-690-017-8 213-690-018-6 213-690-019-4 213-690-020-2 213-690-021-0 213-690-022-8 213-690-023-6 213-690-024-4 213-690-025-1 213-690-026-9 213-690-027-7 213-690-028-5 213-690-029-3 213-690-030-1 213-690-031-9 213-690-032-7 213-690-033-5 213-690-034-3 213-690-035-0 213-690-036-8 213-690-037-6 213-690-038-4 213-690-039-2 213-690-040-0 213-690-041-8 213-690-042-6 213-690-043-4 213-690-044-2 213-690-045-9 213-690-046-7 213-690-047-5 213-690-048-3 213-690-051-7 213-690-052-5 213-690-053-3 213-690-054-1 213-690-055-8 213-690-056-6 213-690-058-2 213-690-059-0 213-690-060-8 213-730-001-4 213-730-002-2 213-730-003-0 213-730-004-8 213-730-005-5 213-730-006-3 213-730-007-1 213-730-008-9 213-730-009-7 213-730-010-5 213-730-011-3 213-730-012-1 213-730-013-9 213-730-014-7 213-730-015-4 213-730-016-2 213-730-017-0 213-730-018-8 213-730-019-6 213-730-020-4 213-730-021-2 213-730-022-0 213-730-023-8 213-730-024-6 213-730-025-3 213-730-026-1 213-730-027-9 213-730-028-7 213-730-029-5 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 29.48 $ 30.70 $ 29.48 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 29.48 $ 29.48 $ 29.48 $ 28.28 $ 28.28 $ 1,897.70 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 32.52 $ 30.70 $ 30.70 $ 32.52 $ 36.12 $ 32.52 $ 29.48 $ 30.70 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 32.52 $ 32.52 $ 30.70 $ 29.48 $ 30.70 $ 32.52 $ 30.70 $ 42.18 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 37 of 50 75A 75A 75A 75A 213-730-030-3 213-730-031-1 213-730-032-9 213-730-033-7 213-730-034-5 213-730-035-2 213-730-036-0 213-730-037-8 213-730-038-6 213-730-039-4 213-730-040-2 213-730-041-0 213-730-042-8 213-730-043-6 213-730-044-4 213-730-045-1 213-730-046-9 213-730-047-7 213-730-048-5 213-730-049-3 213-730-050-1 213-730-051-9 213-730-052-7 213-730-053-5 213-730-054-3 213-730-055-0 213-730-056-8 213-730-057-6 213-730-058-4 213-730-059-2 213-730-060-0 213-730-061-8 213-730-062-6 213-730-063-4 213-730-064-2 213-730-065-9 213-730-066-7 213-730-067-5 213-730-068-3 213-730-069-1 213-730-070-9 213-730-071-7 213-730-072-5 213-730-073-3 213-730-074-1 213-730-075-8 213-730-076-6 213-730-077-4 213-730-078-2 213-730-079-0 213-730-080-8 213-740-001-2 213-740-002-0 213-740-003-8 213-740-004-6 213-740-005-3 213-740-006-1 213-740-007-9 213-740-008-7 213-740-009-5 213-740-010-3 213-740-011-1 213-740-012-9 213-740-013-7 213-740-014-5 213-740-015-2 213-740-016-0 213-740-017-8 213-740-018-6 213-740-019-4 213-740-020-2 213-740-021-0 213-740-022-8 213-740-023-6 213-740-024-4 213-740-025-1 213-740-026-9 213-740-027-7 213-740-028-5 213-740-029-3 213-740-030-1 213-740-031-9 213-740-032-7 213-740-033-5 213-740-034-3 213-740-035-0 213-740-036-8 213-740-037-6 213-740-038-4 213-740-039-2 213-740-040-0 213-740-041-8 213-740-042-6 213-740-043-4 213-740-044-2 213-740-045-9 213-740-046-7 213-740-047-5 213-740-048-3 213-740-049-1 213-740-050-9 213-740-051-7 213-740-052-5 213-740-053-3 213-740-054-1 213-740-055-8 213-740-056-6 213-740-057-4 213-740-058-2 213-740-059-0 213-740-060-8 213-740-061-6 213-740-062-4 213-740-063-2 213-740-064-0 213-740-065-7 213-740-066-5 213-740-067-3 213-740-068-1 213-740-069-9 213-740-070-7 213-740-071-5 213-740-072-3 213-740-073-1 213-740-074-9 213-740-075-6 213-740-076-4 213-740-077-2 213-740-078-0 213-740-079-8 213-740-080-6 213-740-081-4 213-740-082-2 213-740-083-0 213-740-084-8 213-740-085-5 213-740-086-3 213-740-087-1 213-740-088-9 213-740-089-7 213-740-090-5 213-740-091-3 213-740-092-1 213-740-093-9 213-740-094-7 213-740-095-4 213-740-096-2 213-740-097-0 $ 33.12 $ 33.12 $ 33.12 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 38 of 50 75A 75A 75A 75A 213-740-098-8 213-740-099-6 213-740-100-2 213-740-101-0 213-740-102-8 213-740-103-6 213-740-104-4 213-740-105-1 213-740-106-9 213-740-107-7 213-740-108-5 213-750-002-7 213-750-003-5 213-750-011-8 213-750-012-6 213-750-013-4 213-760-001-7 213-760-002-5 213-760-003-3 213-760-004-1 213-760-005-8 213-760-006-6 213-760-007-4 213-760-008-2 213-760-009-0 213-760-010-8 213-760-011-6 213-760-012-4 213-760-013-2 213-760-014-0 213-760-015-7 213-760-016-5 213-760-017-3 213-760-018-1 213-760-019-9 213-760-020-7 213-760-021-5 213-760-022-3 213-760-023-1 213-760-024-9 213-760-025-6 213-760-026-4 213-760-027-2 213-760-028-0 213-760-029-8 213-760-030-6 213-760-031-4 213-760-032-2 213-760-033-0 213-760-034-8 213-760-035-5 213-760-036-3 213-760-037-1 213-760-038-9 213-760-039-7 213-760-040-5 213-760-041-3 213-760-042-1 213-760-043-9 213-760-044-7 213-760-045-4 213-760-046-2 213-760-047-0 213-760-048-8 213-760-049-6 213-760-050-4 213-760-051-2 213-760-052-0 213-760-053-8 213-760-054-6 213-760-055-3 213-760-056-1 213-760-057-9 213-760-058-7 213-760-059-5 213-760-060-3 213-760-061-1 213-760-062-9 213-760-063-7 213-760-064-5 213-760-065-2 213-760-066-0 213-760-067-8 213-760-068-6 213-760-069-4 213-760-070-2 213-760-071-0 213-760-072-8 213-760-073-6 213-760-074-4 213-760-075-1 213-760-076-9 213-760-077-7 213-760-078-5 213-760-079-3 213-760-080-1 213-760-081-9 213-760-082-7 213-760-083-5 213-760-084-3 213-760-085-0 213-760-086-8 213-760-087-6 213-760-088-4 213-760-089-2 213-760-090-0 213-760-091-8 213-760-092-6 213-760-093-4 213-760-094-2 213-760-095-9 213-760-096-7 213-760-097-5 213-760-098-3 213-760-099-1 213-760-100-7 213-760-101-5 213-760-102-3 213-760-103-1 213-760-104-9 213-760-105-6 213-760-106-4 213-760-107-2 213-760-108-0 213-760-109-8 213-760-110-6 213-760-111-4 213-760-112-2 213-760-113-0 213-760-114-8 213-760-115-5 213-760-116-3 213-760-117-1 213-810-001-7 213-810-002-5 213-810-003-3 213-810-004-1 213-810-005-8 213-810-006-6 213-810-007-4 213-810-008-2 213-810-009-0 213-810-010-8 213-810-011-6 213-810-012-4 213-810-013-2 213-810-014-0 213-810-015-7 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 114.62 $ 114.62 $ 1,820.52 $ 4,138.44 $ 11,898.02 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 29.48 $ 32.52 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 39 of 50 75A 75A 75A 75A 213-810-016-5 213-810-017-3 213-810-018-1 213-810-019-9 213-810-020-7 213-810-021-5 213-810-022-3 213-810-023-1 213-810-024-9 213-810-025-6 213-810-026-4 213-810-027-2 213-810-028-0 213-810-029-8 213-810-030-6 213-810-031-4 213-810-032-2 213-810-033-0 213-810-034-8 213-810-035-5 213-810-036-3 213-810-037-1 213-810-038-9 213-810-039-7 213-810-040-5 213-810-041-3 213-810-042-1 213-810-043-9 213-810-044-7 213-810-045-4 213-810-046-2 213-810-047-0 213-810-048-8 213-810-049-6 213-810-050-4 213-810-051-2 213-810-052-0 213-810-053-8 213-810-054-6 213-810-055-3 213-810-056-1 213-810-057-9 213-810-058-7 213-810-059-5 213-810-060-3 213-810-061-1 213-810-062-9 213-810-063-7 213-810-064-5 213-810-065-2 213-810-066-0 213-810-067-8 213-810-068-6 213-810-069-4 213-810-070-2 213-810-071-0 213-810-072-8 213-810-073-6 213-810-074-4 213-810-075-1 213-810-076-9 213-810-077-7 213-810-078-5 213-810-079-3 213-810-080-1 213-810-081-9 213-810-082-7 213-810-083-5 213-810-084-3 213-810-085-0 213-810-086-8 213-810-087-6 213-810-088-4 213-810-089-2 213-810-090-0 213-810-091-8 213-810-092-6 213-810-093-4 213-810-094-2 213-810-095-9 213-810-096-7 213-810-097-5 213-810-098-3 213-810-099-1 213-810-100-7 213-810-101-5 213-810-102-3 213-810-103-1 213-810-104-9 213-810-105-6 213-810-106-4 213-810-107-2 213-810-108-0 213-810-124-7 213-810-125-4 213-810-126-2 213-810-127-0 213-810-128-8 213-810-129-6 213-810-130-4 213-810-131-2 213-810-132-0 213-810-133-8 213-810-134-6 213-810-135-3 213-810-136-1 213-810-137-9 213-810-138-7 213-810-139-5 213-810-140-3 213-810-151-0 213-810-152-8 213-810-153-6 213-810-154-4 213-810-155-1 213-810-156-9 213-810-157-7 213-810-158-5 213-810-159-3 213-810-160-1 213-810-161-9 213-810-162-7 213-810-163-5 213-810-164-3 213-810-165-0 213-820-001-5 213-820-002-3 213-820-003-1 213-820-004-9 213-820-005-6 213-820-006-4 213-820-007-2 213-820-008-0 213-820-009-8 213-820-010-6 213-820-011-4 213-820-012-2 213-820-013-0 213-820-014-8 213-820-015-5 213-820-016-3 213-820-017-1 213-820-018-9 213-820-019-7 213-820-020-5 213-820-021-3 213-820-022-1 213-820-023-9 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 19.30 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 40 of 50 75A 75A 75A 75A 213-820-024-7 213-820-025-4 213-820-026-2 213-820-027-0 213-820-028-8 213-820-029-6 213-820-030-4 213-820-031-2 213-820-032-0 213-820-033-8 213-820-034-6 213-820-035-3 213-820-036-1 213-820-037-9 213-820-038-7 213-820-039-5 213-820-040-3 213-820-041-1 213-820-042-9 213-820-043-7 213-820-044-5 213-820-045-2 213-820-046-0 213-820-047-8 213-820-048-6 213-820-049-4 213-820-050-2 213-820-051-0 213-820-052-8 213-820-053-6 213-820-054-4 213-820-055-1 213-820-056-9 213-820-057-7 213-820-058-5 213-820-059-3 213-820-060-1 213-820-061-9 213-820-062-7 213-820-063-5 213-820-064-3 213-820-065-0 213-820-066-8 213-820-067-6 213-820-068-4 213-820-069-2 213-820-070-0 213-820-071-8 213-820-072-6 213-820-073-4 213-820-074-2 213-820-075-9 213-820-076-7 213-820-077-5 213-820-078-3 213-820-079-1 213-820-080-9 213-820-081-7 213-820-082-5 213-820-083-3 213-820-084-1 213-820-085-8 213-820-086-6 213-820-087-4 213-820-088-2 213-820-089-0 213-820-090-8 213-830-001-3 213-830-002-1 213-830-003-9 213-830-004-7 213-830-005-4 213-830-006-2 213-830-007-0 213-830-008-8 213-830-009-6 213-830-010-4 213-830-011-2 213-830-012-0 213-830-013-8 213-830-014-6 213-830-015-3 213-830-016-1 213-830-017-9 213-830-018-7 213-830-019-5 213-830-020-3 213-830-021-1 213-830-022-9 213-830-023-7 213-830-024-5 213-830-025-2 213-830-026-0 213-830-027-8 213-830-028-6 213-830-029-4 213-830-030-2 213-830-031-0 213-830-032-8 213-830-033-6 213-830-034-4 213-830-035-1 213-830-036-9 213-830-037-7 213-830-038-5 213-830-039-3 213-830-040-1 213-830-041-9 213-830-042-7 213-830-043-5 213-830-044-3 213-830-045-0 213-830-046-8 213-830-047-6 213-830-048-4 213-830-049-2 213-830-050-0 213-830-051-8 213-830-052-6 213-830-053-4 213-830-054-2 213-830-055-9 213-830-056-7 213-830-057-5 213-830-058-3 213-830-059-1 213-830-060-9 213-830-061-7 213-830-062-5 213-830-063-3 213-830-064-1 213-830-065-8 213-830-066-6 213-830-067-4 213-830-068-2 213-830-069-0 213-830-070-8 213-840-001-1 213-840-009-4 213-840-011-0 213-840-012-8 213-840-013-6 213-840-014-4 213-840-015-1 213-840-016-9 213-840-017-7 213-840-018-5 213-840-019-3 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 43.04 $ 22.76 $ 18.20 $ 19.46 $ 16.12 $ 8.30 $ 12.84 $ 26.50 $ 14.92 $ 21.50 $ 8.30 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 41 of 50 75A 75A 75A 75A 213-840-020-1 213-840-021-9 213-840-022-7 213-850-001-8 213-850-002-6 213-850-003-4 213-850-004-2 213-850-005-9 213-850-006-7 213-850-007-5 213-850-010-9 213-850-011-7 213-850-012-5 213-850-013-3 213-850-014-1 213-850-015-8 213-850-016-6 213-850-017-4 213-850-018-2 213-850-019-0 213-850-020-8 213-850-021-6 213-850-022-4 213-850-023-2 213-850-024-0 213-850-025-7 213-850-026-5 213-850-027-3 213-850-028-1 213-850-029-9 213-850-030-7 213-850-031-5 213-850-032-3 213-850-033-1 213-850-034-9 213-850-035-6 213-850-036-4 213-850-037-2 213-850-038-0 213-850-039-8 213-850-040-6 213-850-041-4 213-850-042-2 213-850-043-0 213-850-044-8 213-850-045-5 213-850-046-3 213-850-047-1 213-850-048-9 213-850-049-7 213-850-050-5 213-850-051-3 213-850-052-1 213-850-053-9 213-850-054-7 213-850-055-4 213-850-056-2 213-850-057-0 213-850-058-8 213-850-059-6 213-850-060-4 213-850-061-2 213-850-062-0 213-850-063-8 213-850-064-6 213-850-065-3 213-850-066-1 213-850-067-9 213-850-068-7 213-850-069-5 213-850-070-3 213-850-071-1 213-850-072-9 213-850-073-7 213-850-074-5 213-850-075-2 213-850-076-0 213-850-077-8 213-850-078-6 213-850-079-4 213-850-080-2 213-850-081-0 213-850-082-8 213-850-083-6 213-850-086-9 213-850-087-7 213-910-001-6 213-910-002-4 213-910-003-2 213-910-004-0 213-910-005-7 213-910-006-5 213-920-001-4 213-920-002-2 213-920-003-0 213-920-004-8 213-920-005-5 213-920-006-3 213-920-007-1 213-920-008-9 213-920-009-7 213-920-010-5 213-920-011-3 213-920-012-1 213-920-013-9 213-920-014-7 213-920-015-4 213-920-016-2 213-920-017-0 213-920-018-8 213-920-019-6 213-920-020-4 213-920-021-2 213-920-022-0 213-920-023-8 213-920-024-6 213-920-025-3 213-920-026-1 213-920-027-9 213-920-028-7 213-920-029-5 213-920-030-3 213-920-031-1 213-920-032-9 213-920-033-7 213-920-034-5 213-920-035-2 213-920-036-0 213-920-037-8 213-920-038-6 213-920-039-4 213-920-040-2 213-920-041-0 213-920-042-8 213-920-043-6 213-920-044-4 213-920-045-1 213-920-046-9 213-920-047-7 213-920-048-5 213-920-049-3 213-920-050-1 213-920-051-9 213-920-052-7 213-920-053-5 213-920-054-3 213-920-055-0 213-920-056-8 $ 7.46 $ 12.84 $ 8.70 $ 29.48 $ 28.28 $ 28.28 $ 28.28 $ 27.06 $ 32.52 $ 28.28 $ 30.70 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 30.70 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 29.48 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 30.70 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 30.70 $ 27.06 $ 29.80 $ 23.58 $ 43.46 $ 21.92 $ 22.76 $ 36.84 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 42 of 50 75A 75A 75A 75A 213-920-057-6 213-920-058-4 213-920-059-2 213-920-060-0 213-920-061-8 213-920-062-6 213-920-063-4 213-920-064-2 213-920-065-9 213-920-066-7 213-920-067-5 213-920-068-3 213-920-069-1 213-920-070-9 213-920-071-7 213-920-072-5 213-920-073-3 213-920-074-1 213-920-075-8 213-920-076-6 213-920-077-4 213-920-078-2 213-920-079-0 213-920-080-8 213-920-081-6 213-920-082-4 213-920-083-2 213-920-084-0 213-920-085-7 213-920-086-5 217-050-026-4 217-050-027-2 217-050-035-5 217-050-036-3 217-050-037-1 217-050-038-9 217-070-001-3 217-070-002-1 217-070-003-9 217-070-004-7 217-070-005-4 217-070-006-2 217-070-007-0 217-070-008-8 217-070-009-6 217-070-010-4 217-070-011-2 217-070-012-0 217-070-013-8 217-070-014-6 217-070-015-3 217-070-016-1 217-070-017-9 217-070-018-7 217-070-019-5 217-070-020-3 217-070-021-1 217-070-022-9 217-070-023-7 217-070-024-5 217-070-025-2 217-070-026-0 217-070-027-8 217-070-028-6 217-070-029-4 217-070-030-2 217-070-031-0 217-070-032-8 217-070-033-6 217-070-034-4 217-070-035-1 217-070-036-9 217-070-037-7 217-070-038-5 217-070-048-4 217-070-049-2 217-070-050-0 217-070-051-8 217-070-052-6 217-070-053-4 217-070-054-2 217-070-055-9 217-081-009-3 217-081-010-1 217-081-011-9 217-081-012-7 217-081-013-5 217-081-014-3 217-081-015-0 217-081-016-8 217-081-017-6 217-081-018-4 217-081-019-2 217-081-020-0 217-081-021-8 217-081-022-6 217-081-023-4 217-081-024-2 217-081-025-9 217-081-026-7 217-081-027-5 217-081-028-3 217-081-029-1 217-081-030-9 217-081-031-7 217-081-032-5 217-081-033-3 217-081-034-1 217-081-035-8 217-081-036-6 217-081-037-4 217-081-038-2 217-081-039-0 217-081-050-7 217-081-051-5 217-081-052-3 217-081-053-1 217-081-054-9 217-081-055-6 217-081-056-4 217-081-057-2 217-081-058-0 217-081-059-8 217-081-061-4 217-081-062-2 217-081-063-0 217-081-064-8 217-081-065-5 217-081-066-3 217-081-067-1 217-081-068-9 217-082-001-9 217-082-002-7 217-082-003-5 217-082-004-3 217-082-005-0 217-082-006-8 217-082-007-6 217-082-008-4 217-091-001-8 217-091-008-3 217-091-009-1 217-091-010-9 217-091-011-7 217-091-012-5 217-091-013-3 217-091-014-1 217-091-015-8 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 351.10 $ 1,422.20 $ 3,531.48 $ 2,937.16 $ 1,533.38 $ 1,597.40 $ 36.12 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 28.28 $ 28.28 $ 28.28 $ 29.48 $ 30.70 $ 29.48 $ 28.28 $ 30.70 $ 32.52 $ 30.70 $ 36.12 $ 42.18 $ 30.70 $ 29.48 $ 30.70 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 36.12 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 36.12 $ 29.48 $ 29.48 $ 29.48 $ 32.52 $ 29.48 $ 29.48 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 30.70 $ 32.52 $ 36.12 $ 36.12 $ 32.52 $ 30.70 $ 28.28 $ 29.48 $ 36.12 $ 42.18 $ 36.12 $ 30.70 $ 30.70 $ 32.52 $ 42.18 $ 42.18 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 32.52 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 32.52 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 29.48 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 30.70 $ 32.52 $ 30.70 $ 29.48 $ 32.52 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 30.70 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 43 of 50 75A 75A 75A 75A 217-091-016-6 217-091-017-4 217-091-018-2 217-091-019-0 217-091-020-8 217-091-021-6 217-091-022-4 217-091-023-2 217-091-024-0 217-091-025-7 217-091-026-5 217-091-027-3 217-092-001-7 217-092-002-5 217-092-003-3 217-092-004-1 217-092-005-8 217-092-006-6 217-092-007-4 217-092-008-2 217-092-009-0 217-092-010-8 217-093-001-6 217-093-002-4 217-093-003-2 217-093-004-0 217-093-005-7 217-093-006-5 217-093-007-3 217-093-008-1 217-093-009-9 217-093-010-7 217-093-011-5 217-101-001-6 217-101-002-4 217-101-003-2 217-101-004-0 217-101-005-7 217-101-006-5 217-101-007-3 217-101-008-1 217-101-009-9 217-101-010-7 217-101-011-5 217-102-001-5 217-102-002-3 217-102-003-1 217-102-004-9 217-102-005-6 217-102-006-4 217-102-007-2 217-102-008-0 217-102-009-8 217-102-010-6 217-102-011-4 217-102-014-8 217-102-016-3 217-102-017-1 217-102-018-9 217-102-019-7 217-102-020-5 217-102-021-3 217-102-022-1 217-102-023-9 217-102-024-7 217-102-025-4 217-102-026-2 217-103-001-4 217-103-002-2 217-103-003-0 217-103-004-8 217-103-005-5 217-103-006-3 217-103-007-1 217-103-008-9 217-103-009-7 217-103-010-5 217-111-001-4 217-111-002-2 217-111-003-0 217-111-004-8 217-111-005-5 217-111-006-3 217-111-007-1 217-111-008-9 217-111-009-7 217-111-010-5 217-112-001-3 217-112-002-1 217-112-003-9 217-112-004-7 217-112-005-4 217-112-006-2 217-112-007-0 217-112-008-8 217-112-009-6 217-112-010-4 217-112-011-2 217-113-001-2 217-113-002-0 217-113-005-3 217-113-006-1 217-113-007-9 217-113-008-7 217-114-001-1 217-114-002-9 217-114-003-7 217-114-004-5 217-114-005-2 217-114-006-0 217-114-007-8 217-114-008-6 217-121-001-2 217-121-002-0 217-121-003-8 217-121-004-6 217-121-005-3 217-121-006-1 217-121-007-9 217-121-008-7 217-121-009-5 217-121-010-3 217-121-011-1 217-122-002-9 217-122-003-7 217-122-004-5 217-122-005-2 217-122-006-0 217-122-007-8 217-122-008-6 217-122-009-4 217-122-010-2 217-122-011-0 217-122-012-8 217-122-013-6 217-131-001-0 217-131-002-8 217-131-003-6 217-131-004-4 217-131-005-1 217-131-006-9 217-131-007-7 217-131-008-5 217-131-009-3 217-131-010-1 217-131-011-9 217-131-012-7 217-131-013-5 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 32.52 $ 36.12 $ 32.52 $ 32.52 $ 30.70 $ 32.52 $ 32.52 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 32.52 $ 30.70 $ 32.52 $ 30.70 $ 42.18 $ 42.18 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 42.18 $ 42.18 $ 42.18 $ 36.12 $ 36.12 $ 36.12 $ 36.12 $ 36.12 $ 32.52 $ 30.70 $ 42.18 $ 29.48 $ 29.48 $ 32.52 $ 30.70 $ 29.48 $ 32.52 $ 32.52 $ 29.48 $ 32.52 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 36.12 $ 29.48 $ 32.52 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 32.52 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 36.12 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 32.52 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 36.12 $ 36.12 $ 29.48 $ 30.70 $ 29.48 $ 32.52 $ 42.18 $ 42.18 $ 36.12 $ 32.52 $ 30.70 $ 32.52 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 44 of 50 75A 75A 75A 75A 217-131-014-3 217-131-015-0 217-131-016-8 217-131-017-6 217-131-018-4 217-131-019-2 217-131-020-0 217-131-021-8 217-131-022-6 217-131-023-4 217-131-024-2 217-132-001-9 217-132-003-5 217-132-004-3 217-132-005-0 217-132-006-8 217-132-007-6 217-132-008-4 217-132-009-2 217-132-010-0 217-132-011-8 217-132-012-6 217-132-015-9 217-132-016-7 217-132-019-1 217-132-022-5 217-132-023-3 217-132-025-8 217-132-026-6 217-132-027-4 217-132-028-2 217-132-029-0 217-132-030-8 217-132-031-6 217-200-005-7 217-200-006-5 217-200-007-3 217-200-008-1 217-200-009-9 217-200-010-7 217-200-011-5 217-200-012-3 217-200-013-1 217-200-014-9 217-200-015-6 217-200-016-4 217-200-017-2 217-200-018-0 217-200-019-8 217-200-020-6 217-200-021-4 217-200-022-2 217-200-025-5 217-200-026-3 217-200-039-6 217-200-040-4 217-210-007-1 217-210-008-9 217-210-009-7 217-210-010-5 217-210-011-3 217-210-012-1 217-210-013-9 217-210-014-7 217-210-015-4 217-210-016-2 217-210-017-0 217-210-018-8 217-210-019-6 217-210-020-4 217-210-021-2 217-210-025-3 217-210-026-1 217-210-027-9 217-210-028-7 217-210-029-5 217-210-030-3 217-210-031-1 217-210-032-9 217-210-033-7 217-210-034-5 217-210-035-2 217-210-036-0 217-210-037-8 217-210-038-6 217-210-039-4 217-210-040-2 217-210-041-0 217-210-042-8 217-210-043-6 217-210-044-4 217-210-045-1 217-210-046-9 217-210-047-7 217-210-048-5 217-210-049-3 217-210-050-1 217-210-055-0 217-210-056-8 217-210-057-6 217-210-058-4 217-210-059-2 217-210-060-0 217-210-061-8 217-210-062-6 217-210-063-4 217-210-064-2 217-210-065-9 217-210-066-7 217-210-069-1 217-210-070-9 217-210-071-7 217-210-072-5 217-210-073-3 217-210-074-1 217-210-075-8 217-210-076-6 217-210-077-4 217-210-078-2 217-210-087-3 217-210-088-1 217-210-090-7 217-210-091-5 217-210-092-3 217-210-093-1 217-210-094-9 217-210-095-6 217-210-108-7 217-220-041-8 217-220-042-6 217-220-043-4 217-220-044-2 217-220-045-9 217-220-046-7 217-220-047-5 217-220-057-4 217-220-058-2 217-220-063-2 217-220-064-0 217-220-065-7 217-220-066-5 217-220-082-2 217-220-083-0 217-220-084-8 217-220-085-5 217-220-086-3 217-220-087-1 217-220-099-6 $ 30.70 $ 32.52 $ 42.18 $ 42.18 $ 36.12 $ 29.48 $ 32.52 $ 30.70 $ 30.70 $ 29.48 $ 32.52 $ 36.12 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 29.48 $ 30.70 $ 30.70 $ 36.12 $ 36.12 $ 32.52 $ 30.70 $ 32.52 $ 32.52 $ 29.48 $ 32.52 $ 29.48 $ 28.28 $ 28.28 $ 28.28 $ 27.06 $ 27.06 $ 28.28 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 36.12 $ 29.48 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 30.70 $ 30.70 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 30.70 $ 32.52 $ 29.48 $ 30.70 $ 36.12 $ 42.18 $ 36.12 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 32.52 $ 32.52 $ 32.52 $ 30.70 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 28.28 $ 28.28 $ 28.28 $ 32.52 $ 30.70 $ 29.48 $ 28.28 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 45 of 50 75A 75A 75A 75A 217-220-100-2 217-220-101-0 217-220-102-8 217-220-103-6 217-220-104-4 217-220-105-1 217-220-106-9 217-220-107-7 217-220-108-5 217-220-109-3 217-220-110-1 217-220-111-9 217-220-112-7 217-220-113-5 217-220-114-3 217-220-115-0 217-220-116-8 217-220-117-6 217-220-118-4 217-220-119-2 217-220-120-0 217-220-121-8 217-220-122-6 217-220-123-4 217-220-124-2 217-220-125-9 217-220-126-7 217-220-127-5 217-220-128-3 217-220-129-1 217-220-130-9 217-220-131-7 217-220-132-5 217-220-133-3 217-220-134-1 217-220-136-6 217-220-137-4 217-220-138-2 217-220-139-0 217-220-144-0 217-220-145-7 217-220-146-5 217-220-147-3 217-220-148-1 217-220-149-9 217-220-150-7 217-220-151-5 217-220-152-3 217-220-153-1 217-220-154-9 217-220-155-6 217-220-156-4 217-220-157-2 217-220-158-0 217-220-159-8 217-220-160-6 217-220-161-4 217-220-162-2 217-220-163-0 217-230-013-5 217-230-014-3 217-230-015-0 217-230-016-8 217-230-017-6 217-230-018-4 217-230-019-2 217-230-038-2 217-230-039-0 217-230-040-8 217-230-041-6 217-230-042-4 217-230-043-2 217-230-044-0 217-230-045-7 217-230-046-5 217-230-047-3 217-230-048-1 217-230-049-9 217-230-050-7 217-230-051-5 217-230-052-3 217-230-053-1 217-230-054-9 217-230-055-6 217-230-056-4 217-230-057-2 217-230-058-0 217-230-059-8 217-230-060-6 217-230-061-4 217-230-062-2 217-230-063-0 217-230-064-8 217-230-065-5 217-230-066-3 217-230-067-1 217-230-068-9 217-230-069-7 217-230-070-5 217-230-071-3 217-230-072-1 217-230-073-9 217-230-074-7 217-230-075-4 217-230-076-2 217-230-077-0 217-230-078-8 217-230-079-6 217-230-080-4 217-230-081-2 217-230-082-0 217-230-083-8 217-230-087-9 217-230-088-7 217-230-089-5 217-230-090-3 217-230-091-1 217-230-092-9 217-230-093-7 217-230-094-5 217-230-095-2 217-230-096-0 217-230-097-8 217-230-098-6 217-230-099-4 217-230-100-0 217-230-101-8 217-230-102-6 217-230-103-4 217-230-106-7 217-230-108-3 217-230-109-1 217-230-110-9 217-230-111-7 217-230-112-5 217-230-113-3 217-230-114-1 217-230-115-8 217-230-116-6 217-230-117-4 217-230-118-2 217-230-119-0 217-240-001-8 217-240-002-6 217-240-003-4 217-240-004-2 217-240-005-9 217-240-006-7 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 30.70 $ 29.48 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 46 of 50 75A 75A 75A 75A 217-240-007-5 217-240-008-3 217-240-009-1 217-240-010-9 217-240-011-7 217-240-012-5 217-240-013-3 217-240-014-1 217-240-015-8 217-240-016-6 217-240-017-4 217-240-018-2 217-250-007-2 217-260-001-3 217-260-002-1 217-260-003-9 217-260-004-7 217-260-005-4 217-260-006-2 217-260-007-0 217-260-008-8 217-260-009-6 217-260-010-4 217-260-011-2 217-260-012-0 217-260-013-8 217-260-014-6 217-260-015-3 217-260-016-1 217-260-017-9 217-260-018-7 217-260-019-5 217-260-020-3 217-260-021-1 217-260-022-9 217-260-023-7 217-260-024-5 217-260-025-2 217-260-026-0 217-260-027-8 217-260-028-6 217-260-029-4 217-260-030-2 217-260-031-0 217-260-032-8 217-260-033-6 217-260-034-4 217-260-035-1 217-260-036-9 217-260-037-7 217-260-038-5 217-260-039-3 217-260-040-1 217-260-041-9 217-260-042-7 217-260-043-5 217-260-044-3 217-260-045-0 217-260-046-8 217-260-047-6 217-260-048-4 217-260-049-2 217-260-050-0 217-260-051-8 217-280-001-9 217-280-002-7 217-280-003-5 217-280-004-3 217-280-005-0 217-280-006-8 217-280-007-6 217-280-008-4 217-280-009-2 217-280-010-0 217-280-011-8 217-280-012-6 217-280-013-4 217-280-014-2 217-280-015-9 217-280-016-7 217-280-017-5 217-280-018-3 217-280-019-1 217-280-020-9 217-280-021-7 217-280-022-5 217-290-001-7 217-290-002-5 217-290-003-3 217-290-004-1 217-290-005-8 217-290-006-6 217-290-007-4 217-290-008-2 217-290-009-0 217-290-010-8 217-290-011-6 217-290-012-4 217-290-013-2 217-290-014-0 217-290-015-7 217-290-016-5 217-290-017-3 217-290-018-1 217-290-019-9 217-290-020-7 217-290-021-5 217-290-022-3 217-290-023-1 217-290-024-9 217-290-025-6 217-290-026-4 217-290-027-2 217-290-028-0 217-290-029-8 217-290-030-6 217-290-031-4 217-290-032-2 217-290-033-0 217-300-001-5 217-300-002-3 217-300-003-1 217-300-004-9 217-300-005-6 217-300-006-4 217-300-007-2 217-300-008-0 217-300-009-8 217-300-010-6 217-300-011-4 217-300-012-2 217-300-013-0 217-300-014-8 217-300-015-5 217-300-016-3 217-300-017-1 217-300-018-9 217-300-019-7 217-300-020-5 217-300-021-3 217-300-022-1 217-300-023-9 217-300-024-7 217-300-025-4 217-300-026-2 217-300-027-0 217-300-028-8 217-300-029-6 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 3,757.44 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 18.48 $ 18.48 $ 18.48 $ 18.48 $ 18.48 $ 18.48 $ 18.48 $ 18.48 $ 18.48 $ 17.04 $ 17.04 $ 17.04 $ 17.04 $ 17.04 $ 17.04 $ 17.04 $ 17.04 $ 17.04 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 25.78 $ 25.78 $ 25.78 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 25.78 $ 25.78 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 47 of 50 75A 76A 76A 76A 76A 217-300-030-4 217-300-031-2 217-300-032-0 217-300-033-8 217-300-034-6 217-300-035-3 217-300-036-1 217-300-037-9 217-300-038-7 217-300-039-5 217-300-040-3 217-300-041-1 217-300-042-9 217-300-043-7 217-300-044-5 217-300-045-2 217-300-046-0 217-300-047-8 217-300-048-6 187-470-001-4 187-470-002-2 187-470-003-0 187-470-004-8 187-470-005-5 187-470-006-3 187-470-007-1 187-470-008-9 187-470-009-7 187-470-010-5 187-470-011-3 187-470-012-1 187-470-013-9 187-470-014-7 187-490-001-0 187-490-002-8 187-490-003-6 187-490-004-4 187-490-005-1 187-490-006-9 187-490-007-7 187-490-008-5 187-490-009-3 187-490-010-1 187-490-011-9 187-490-012-7 187-490-013-5 187-490-014-3 187-490-015-0 187-490-016-8 187-490-017-6 187-490-018-4 187-490-019-2 187-490-020-0 187-490-021-8 187-490-022-6 187-490-023-4 187-490-024-2 187-490-025-9 187-490-026-7 187-490-027-5 187-490-028-3 187-490-029-1 187-490-030-9 187-490-035-8 187-490-036-6 187-490-037-4 187-490-038-2 187-490-039-0 187-490-040-8 187-490-041-6 187-490-042-4 187-490-043-2 187-490-044-0 187-490-045-7 187-490-046-5 187-490-047-3 187-490-048-1 187-490-049-9 187-490-050-7 187-490-051-5 187-490-052-3 187-490-053-1 187-490-054-9 187-490-055-6 187-490-056-4 187-490-057-2 187-490-058-0 187-490-059-8 187-490-060-6 187-490-061-4 187-490-062-2 187-490-063-0 187-500-001-8 187-500-002-6 187-500-003-4 187-500-004-2 187-500-005-9 187-500-006-7 187-500-007-5 187-500-008-3 187-500-009-1 187-500-010-9 187-500-011-7 187-500-012-5 187-500-013-3 187-500-014-1 187-500-015-8 187-500-016-6 187-500-017-4 187-500-018-2 187-500-019-0 187-500-020-8 187-500-021-6 187-500-022-4 187-500-023-2 187-500-024-0 187-500-025-7 187-500-026-5 187-500-027-3 187-500-028-1 187-510-001-6 187-510-002-4 187-510-003-2 187-510-004-0 187-510-005-7 187-510-006-5 187-510-007-3 187-510-008-1 187-510-009-9 187-510-010-7 187-510-012-3 187-510-013-1 187-510-014-9 187-510-015-6 187-510-017-2 187-510-018-0 187-520-001-4 187-520-002-2 187-520-003-0 187-520-004-8 187-520-005-5 187-520-006-3 187-520-007-1 187-520-008-9 187-520-009-7 $ 22.14 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 235.86 $ 164.70 $ 197.48 $ 197.48 $ 235.86 $ 197.48 $ 271.70 $ 197.48 $ 197.48 $ 271.70 $ 235.86 $ 271.70 $ 271.70 $ 271.70 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 194.18 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 DA DA DA DA DA $147,950.30 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 48 of 50 76A 76A 76A 76A 187-520-010-5 187-520-011-3 187-520-012-1 187-520-013-9 187-520-014-7 187-520-015-4 187-520-016-2 187-520-017-0 187-520-018-8 187-520-019-6 187-520-020-4 187-520-021-2 187-520-022-0 187-520-024-6 187-520-025-3 187-520-026-1 187-520-027-9 187-520-028-7 187-520-029-5 187-520-030-3 187-520-031-1 187-520-032-9 187-520-033-7 187-520-034-5 187-520-035-2 187-520-036-0 187-520-037-8 187-520-038-6 187-531-001-1 187-531-002-9 187-531-003-7 187-531-004-5 187-531-005-2 187-531-006-0 187-531-007-8 187-532-001-0 187-532-002-8 187-532-003-6 187-532-004-4 187-532-005-1 187-532-006-9 187-532-007-7 187-532-008-5 187-532-009-3 187-532-010-1 187-532-011-9 187-533-001-9 187-533-002-7 187-533-003-5 187-533-004-3 187-534-001-8 187-534-002-6 187-535-001-7 187-536-001-6 187-537-001-5 187-537-002-3 187-537-003-1 187-537-008-0 187-537-010-6 187-537-011-4 187-537-012-2 187-541-001-9 187-541-002-7 187-541-003-5 187-541-004-3 187-542-001-8 187-542-002-6 187-542-003-4 187-542-004-2 187-542-005-9 187-542-006-7 187-542-007-5 187-542-008-3 187-542-009-1 187-542-010-9 187-542-011-7 187-543-001-7 187-543-002-5 187-543-003-3 187-543-004-1 187-544-003-2 187-544-004-0 187-551-001-6 187-551-002-4 187-551-003-2 187-551-006-5 187-551-007-3 187-551-008-1 187-552-001-5 187-552-002-3 192-210-023-3 192-210-024-1 192-210-025-8 192-210-027-4 192-210-028-2 192-210-029-0 192-210-030-8 192-210-031-6 193-690-069-3 193-880-001-6 193-880-002-4 193-880-003-2 193-880-004-0 193-880-005-7 193-880-006-5 193-880-008-1 193-880-009-9 193-880-010-7 193-880-011-5 193-890-001-4 193-890-002-2 193-890-003-0 193-890-004-8 193-890-005-5 193-890-006-3 193-890-007-1 193-890-008-9 193-890-009-7 193-890-010-5 193-890-011-3 193-890-012-1 193-890-013-9 193-890-014-7 193-890-015-4 193-890-016-2 193-890-018-8 193-890-021-2 193-890-022-0 193-890-023-8 193-890-024-6 193-890-025-3 193-890-026-1 193-890-027-9 193-890-028-7 193-890-029-5 193-890-030-3 193-890-032-9 193-890-033-7 193-890-034-5 193-900-001-2 193-900-002-0 193-900-003-8 193-900-004-6 193-900-005-3 193-900-006-1 193-900-007-9 193-900-008-7 193-900-009-5 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 235.86 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 235.86 $ 235.86 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 271.70 $ 197.48 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 271.70 $ 235.86 $ 271.70 $ 271.70 $ 235.86 $ 271.70 $ 235.86 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 197.48 $ 129.88 $ 129.88 $ 197.48 $ 235.86 $ 129.88 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 235.86 $ 235.86 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 129.88 $ 129.88 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 197.48 $ 197.48 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 164.70 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 49 of 50 76A 910 910 910 910 193-900-015-2 193-900-016-0 202-351-001-5 202-351-002-3 202-351-003-1 202-351-004-9 202-351-005-6 202-352-001-4 202-352-002-2 202-352-003-0 202-352-004-8 202-352-005-5 202-352-006-3 202-352-007-1 202-352-008-9 202-353-001-3 202-353-002-1 202-353-003-9 202-353-004-7 202-353-005-4 202-353-006-2 202-353-007-0 202-353-008-8 202-353-009-6 202-353-010-4 202-353-011-2 202-353-012-0 202-353-013-8 202-354-001-2 202-354-002-0 202-354-003-8 202-354-004-6 202-354-005-3 202-354-006-1 202-361-001-3 202-361-002-1 202-361-003-9 202-361-004-7 202-361-007-0 202-361-008-8 202-362-001-2 202-362-002-0 202-362-003-8 202-362-004-6 202-362-005-3 202-362-006-1 202-362-007-9 202-363-001-1 202-363-002-9 202-363-003-7 202-363-004-5 202-363-005-2 202-363-006-0 202-364-001-0 202-364-002-8 202-371-001-1 202-371-002-9 202-371-003-7 202-371-004-5 202-371-005-2 202-371-008-6 202-371-009-4 202-371-010-2 202-371-011-0 202-371-012-8 202-371-016-9 202-371-017-7 202-371-018-5 202-371-020-1 202-371-021-9 202-371-022-7 202-372-001-0 202-372-002-8 202-372-003-6 202-381-001-9 202-381-002-7 202-381-003-5 202-381-004-3 202-381-005-0 202-381-006-8 202-381-007-6 202-381-008-4 202-381-009-2 202-381-010-0 202-382-001-8 202-382-002-6 202-382-003-4 202-382-004-2 202-382-005-9 202-382-006-7 202-382-007-5 202-382-008-3 202-382-009-1 202-382-010-9 202-382-011-7 202-391-001-7 202-391-002-5 202-391-003-3 202-391-004-1 202-391-005-8 202-391-006-6 202-391-007-4 202-391-008-2 202-391-009-0 202-391-010-8 202-391-011-6 202-391-012-4 202-391-013-2 202-391-014-0 202-391-015-7 202-391-016-5 202-391-017-3 202-391-018-1 202-391-019-9 202-391-020-7 202-391-021-5 202-391-022-3 202-392-001-6 202-392-002-4 202-392-003-2 202-392-004-0 202-392-005-7 202-393-001-5 202-393-002-3 202-393-003-1 202-393-004-9 202-393-005-6 202-393-006-4 202-393-007-2 202-393-008-0 202-393-009-8 202-393-010-6 202-394-002-2 202-394-003-0 202-394-004-8 202-394-005-5 202-394-006-3 202-394-007-1 202-394-008-9 202-394-009-7 202-394-010-5 202-394-011-3 202-394-012-1 202-394-013-9 202-394-016-2 $ 197.48 $ 197.48 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 371.50 $ 286.34 $ 371.50 $ 318.26 $ 318.26 $ 371.50 $ 318.26 $ 318.26 $ 371.50 $ 318.26 $ 318.26 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 371.50 $ 318.26 $ 371.50 $ 318.26 $ 318.26 $ 318.26 $ 371.50 $ 371.50 $ 371.50 $ 371.50 $ 371.50 $ 371.50 $ 318.26 $ 318.26 $ 371.50 $ 371.50 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 318.26 $ 286.34 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 286.34 $ 286.34 $ 318.26 $ 371.50 $ 318.26 $ 371.50 $ 371.50 $ 371.50 $ 318.26 $ 286.34 $ 318.26 $ 371.50 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 286.34 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 286.34 $ 318.26 $ 318.26 $ 318.26 $ 371.50 $ 318.26 $ 371.50 $ 318.26 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 259.76 $ 249.12 $ 259.76 $ 259.76 $ 259.76 $ 286.34 $ 286.34 $ 259.76 $ 259.76 $ 270.40 $ 286.34 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 270.40 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 286.34 $ 249.12 $ 259.76 $ 259.76 $ 249.12 $ 249.12 $ 249.12 $ 270.40 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 DA DA DA DA DA $44,136.96 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 50 of 50 910 910 202-394-017-0 202-394-018-8 202-394-019-6 202-394-020-4 202-395-001-3 202-395-002-1 202-395-003-9 202-395-004-7 202-395-005-4 202-395-006-2 202-395-007-0 202-395-008-8 202-395-009-6 202-395-010-4 202-395-011-2 202-401-001-5 202-401-002-3 202-401-003-1 202-401-004-9 202-401-005-6 202-401-006-4 202-401-007-2 202-401-008-0 202-401-009-8 202-402-001-4 202-402-002-2 202-402-003-0 202-402-004-8 202-402-005-5 202-402-006-3 202-402-007-1 202-402-008-9 202-402-009-7 202-402-010-5 202-402-011-3 202-403-001-3 202-403-002-1 202-403-003-9 202-403-004-7 202-403-005-4 202-403-006-2 202-403-007-0 202-403-008-8 202-403-009-6 202-403-010-4 202-403-011-2 202-403-012-0 202-403-013-8 202-403-014-6 202-403-015-3 202-403-016-1 202-403-017-9 202-403-018-7 202-403-019-5 202-403-020-3 202-403-021-1 202-403-022-9 202-404-001-2 202-404-002-0 202-404-003-8 202-404-004-6 202-404-005-3 202-404-006-1 202-404-007-9 202-404-008-7 202-404-009-5 202-404-010-3 202-404-011-1 202-404-012-9 202-404-013-7 202-404-014-5 202-404-015-2 202-404-016-0 $ 286.34 $ 286.34 $ 286.34 $ 270.40 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 249.12 $ 259.76 $ 259.76 $ 259.76 $ 249.12 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 270.40 $ 270.40 $ 259.76 $ 249.12 $ 249.12 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 270.40 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 249.12 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 270.40 $ 259.76 $ 249.12 $ 249.12 $ 249.12 $ 259.76 $ 259.76 $ 249.12 $ 249.12 $ 249.12 $ 286.34 $ 318.26 $ 259.76 $ 249.12 $ 259.76 $ 259.76 DA DA $63,149.76 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2025- 216 Name: Status:Type:Consent Resolution Passed File created:In control:6/5/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:Acting as the governing body of the Contra Costa County Flood Control and Water Conservation District, ADOPT Resolution No. 2025-216, adopting and levying the annual Drainage Area Benefit Assessment in Drainage Area 910 for Fiscal Year 2025–2026, Danville area. (100% Drainage Area Benefit Assessment Funds) Attachments:1. DA 910 Exhibit A FY Comparison, 2. Exhibit B Proposed_fees_2025 Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To: Contra Costa County Flood Control and Water Conservation District From:Warren Lai, Public Works Director/Chief Engineer Report Title:Adoption and levy of annual Drainage Area Benefit Assessment in Drainage Area 910 for Fiscal Year 2025-2026. Project No. 7505-6F8167 ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Resolution adopting and levying the annual Drainage Area Benefit Assessment (DABA)in Drainage Area 910 (DA 910) for Fiscal Year 2025-2026, Danville area. FISCAL IMPACT: The proposed annual DABA will provide approximately $63,152 in funding for flood control drainage maintenance activities in DA 910. (100% Drainage Area Benefit Assessment Funds) BACKGROUND: A DABA is a subset of parcels within a defined boundary of a larger drainage area that is assessed to fund flood control infrastructure maintenance that directly benefits the area.Assessments are used to pay for flood control maintenance activities,including complaint investigation,facility inspections,ditch and basin cleaning, maintaining right-of-way access,and additional general or routine drainage maintenance activities.The assessments collected are used only for the maintenance and operation of the flood control facilities within the Contra Costa County Flood Control and Water Conservation District right-of-way limits. DABAs are established when a development is determined to increase stormwater runoff,inundating existing drainage infrastructure.DABAs are established by agreement with developers or vote by parcel owners.DA 910 was established January 23,1990,by adoption of Resolution No.90/54.DA 910 has been assigned a specific number of Impervious Area Units (IAUs),where a single IAU is equal to 1,000 square feet of impervious surface.Parcels within DA 910 are assigned a specific number of IAUs based upon their proportional share of impervious area in accordance with the Benefit Assessment Act of 1982.DA 910 has a total of 686 IAUs,where the typical single-family home may pay an assessment amount of $287.96 for Fiscal CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 4 powered by Legistar™ File #:RES 2025-216,Version:1 total of 686 IAUs,where the typical single-family home may pay an assessment amount of $287.96 for Fiscal Year 2025-2026. To calculate the assessment,the cost of flood control infrastructure maintenance within DA 910 is budgeted. The cost of flood control infrastructure maintenance varies from year-to-year based upon the planned annual costs and unforeseen maintenance needs.The assessment rate/IAU is the quotient of the budgeted maintenance divided by the number of IAUs assigned to DA 910.The assessment for each parcel is the product of the rate/IAU multiplied by the number of IAUs assigned to the parcel.At the onset of the initial formation,a maximum assessment rate was adopted for the establishment of a reserve fund based on unforeseen costs due to natural disasters or severe weather events.With the establishment of the reserve fund,the initial assessment rate is adjusted annually to account for inflation using the California Construction Cost Index,as cited in the DA’s Engineer’s Report upon formation. Based on the assessment calculations,where DA 910 has 686 IAUs and budgeted maintenance of $58,000,the assessment rate for Fiscal Year 2025-2026 is calculated to be $84.50.Unspent assessments from Fiscal Year 2024-2025 shall be carried over to Fiscal Year 2025-2026.Due to an increase in projected expenditures for Fiscal Year 2025-2026 and an underfunded Reserve Fund Balance for DA 910,the assessment rate that shall be levied will be more than the calculated rate of $84.50. CONSEQUENCE OF NEGATIVE ACTION: If the proposed assessment for DA 910 is not adopted,the proposed assessment will not be levied,and the maintenance of the flood control facilities may not happen. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 4 powered by Legistar™ File #:RES 2025-216,Version:1 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board IN THE MATTER OF ADOPTING AND LEVYING ASSESSMENTS IN DRAINAGE AREA 910 FOR FISCAL YEAR 2025-2026. WHEREAS the Board of Supervisors FINDS that: 1.On January 23,1990,the Board of Supervisors,as the governing body of the Contra Costa County Flood Control and Water Conservation District (Flood Control District),adopted Resolution No.90/54, establishing Drainage Area 910 (DA 910)and imposing assessments on parcels within the area of benefit pursuant to the Benefit Assessments Act of 1982 (Gov.Code,§54703 et.seq.),following approval by landowners,for the purpose of funding flood control facility maintenance,such as complaint investigation,facility inspections,ditch and basin cleaning,maintaining right-of-way access, and additional general or routine drainage maintenance activities. 2.Under Resolution No.90/54,assessments were imposed based upon the annual budgeted cost of flood control facility maintenance for DA 910,the total impervious surface area (described as Impervious Area Units [IAUs],where a single IAU is equal to 1,000 square feet of impervious surface area) assigned to DA 910,and the number of IAUs attributable to each parcel.In this way,assessment amounts were determined on the basis of proportionate stormwater runoff from each parcel,in accordance with Government Code section 54711. 3.Under Resolution No.90/54,and as approved by landowners of DA 910,(a)the annual assessment rate is the quotient of the annual budgeted maintenance cost divided by the number of IAUs assigned to DA 910;(b)the maximum assessment amount was $88.23/IAU;and (c)the maximum assessment shall be adjusted for annually to account for inflation in accordance with the appropriate construction cost index, cited in the Engineer’s Report. 4.As set forth in Exhibit A,attached hereto and incorporated by this reference,the adjusted maximum assessment rate for Fiscal Year 2024-2025 was $320.76/IAU.The change in the construction cost index from December-to-December is -0.4 percent.Pursuant to Resolution No.90/54,the maximum assessment rate is adjusted downward by -0.4 percent to $319.47/IAU for Fiscal Year 2025-2026. 5.As set forth in Exhibit A,for Fiscal Year 2025-2026,the budgeted maintenance to be funded by DA 910 CONTRA COSTA COUNTY Printed on 8/26/2025Page 3 of 4 powered by Legistar™ File #:RES 2025-216,Version:1 5.As set forth in Exhibit A,for Fiscal Year 2025-2026,the budgeted maintenance to be funded by DA 910 assessments is $58,000.Anticipated maintenance activities include facility inspections,ditch cleaning, fence repair, and landscape maintenance, among others. 6.Based on the formula set forth in Resolution No.90/54,the current number of IAUs in DA 910 (686), and budgeted maintenance of $58,000,the adjusted annual assessment rate for Fiscal Year 2025-2026 would be $84.50/IAU. 7.The annual assessment rate of $84.50 is less than the adjusted maximum rate of $319.47.The annual assessment rate for Fiscal Year 2025-2026 may, therefore, be set at $84.50. 8.Unspent assessments from Fiscal Year 2024-2025 shall be carried over to Fiscal Year 2025-2026.Due to an increase in projected maintenance expenditures for Fiscal Year 2025-2026 and an underfunded Reserve Fund Balance for DA 910,the annual assessment rate that shall be levied will be more than the adjusted annual assessment rate of $84.50. NOW, THEREFORE, the Board hereby determines and resolves that: 1.The annual budgeted cost of flood control facility maintenance to be financed by DA 910 assessments for Fiscal Year 2025-2026 shall not exceed $58,000. 2.Annual assessments shall be levied in DA 910 for Fiscal Year 2025-2026 at a rate of $92.00/IAU,in the specific amounts shown per parcel on Exhibit B,attached hereto and incorporated herein by this reference. 3.The Drainage Area Benefit Assessment shall be collected in the same manner,and subject to the same penalties and priority of lien as other charges and taxes fixed and collected by,or on behalf of,the Flood Control District, pursuant to Government Code section 54718. CONTRA COSTA COUNTY Printed on 8/26/2025Page 4 of 4 powered by Legistar™ Contra Costa County Flood Control and Water Conservation District Drainage Area Benefit Assessment (DABA) Max IAU Rate, Adjusted for Inflation IAU Rate No. of IAU's per Drainage Area Assessment Total Assessment Amount for Typical Parcel (3.12 IAU) Max IAU Rate, Adjusted for Inflation Proposed IAU Rate No. of IAU's per Drainage Area Proposed Assessment Total Assessment Amount for Typical Parcel (3.12 IAU) DA 910 Rassier Ranch 320.76$ 35.29$ 686 24,224$ 110.46$ 319.47$ 92.00$ 686 63,152$ 287.96$ Beginning Fund Balance at start of July 1, 2024 Assessment Revenue Maintenance Expense Administration Expenses Engineering Project Expenses Estimated Total Expense June 30, 2025 Estimated Beginning Fund Balance at start of July 1, 2025 Estimated Assessment Revenue Budgeted Maintenance Expenses Budgeted Administration Expenses Budgeted Engineering Project Expenses Estimated Ending Fund Balance June 30, 2026 Tar et Reserve Fund per Engineer's Report DA 910 Rassier Ranch 133,344$ 24,224$ 44,450$ -$ -$ 44,450$ 113,118$ 63,152$ 46,000$ 12,000$ -$ 118,270$ 147,450$ FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 DA 910 Rassier Ranch 26.22$ -$ 2.00$ 15.00$ 35.29$ 92.00$ Drainage Area IAU Rate EXHIBIT A Drainage Area FY 2024-25 FY 2025-26 Drainage Area FY 2024-25 FY 2025-26 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 1 of 50 1010 1010 1010 1010 203-061-001-4 203-061-002-2 203-061-003-0 203-061-004-8 203-061-005-5 203-061-006-3 203-061-007-1 203-061-008-9 203-061-009-7 203-061-010-5 203-061-011-3 203-061-012-1 203-061-013-9 203-061-014-7 203-061-015-4 203-061-016-2 203-061-017-0 203-061-018-8 203-061-019-6 203-061-020-4 203-061-021-2 203-061-022-0 203-061-023-8 203-061-024-6 203-061-025-3 203-061-026-1 203-061-027-9 203-061-028-7 203-061-029-5 203-061-030-3 203-061-031-1 203-061-032-9 203-061-033-7 203-061-034-5 203-061-035-2 203-061-036-0 203-061-037-8 203-061-038-6 203-061-039-4 203-061-040-2 203-061-041-0 203-061-042-8 203-061-043-6 203-061-044-4 203-061-045-1 203-061-046-9 203-061-047-7 203-061-048-5 203-061-049-3 203-061-050-1 203-061-051-9 203-061-052-7 203-061-053-5 203-061-054-3 203-061-055-0 203-061-056-8 203-061-057-6 203-061-058-4 203-061-059-2 203-061-060-0 203-061-061-8 203-061-062-6 203-061-063-4 203-061-064-2 203-061-065-9 203-071-001-2 203-071-002-0 203-071-003-8 203-071-004-6 203-071-005-3 203-071-006-1 203-071-007-9 203-071-008-7 203-071-009-5 203-071-010-3 203-071-011-1 203-071-012-9 203-071-013-7 203-071-014-5 203-071-015-2 203-071-016-0 203-071-017-8 203-071-018-6 203-071-019-4 203-071-020-2 203-071-021-0 203-071-022-8 203-071-023-6 203-071-024-4 203-071-025-1 203-071-026-9 203-071-027-7 203-071-028-5 203-071-029-3 203-071-030-1 203-071-031-9 203-071-032-7 203-071-033-5 203-071-034-3 203-071-035-0 203-071-036-8 203-071-037-6 203-071-038-4 203-071-039-2 203-071-040-0 203-071-041-8 203-071-042-6 203-071-043-4 203-071-044-2 203-071-045-9 203-071-046-7 203-071-047-5 203-071-048-3 203-071-049-1 203-071-050-9 203-071-051-7 203-071-052-5 203-071-053-3 203-071-054-1 203-071-055-8 203-071-056-6 203-071-057-4 203-071-058-2 203-071-059-0 203-071-060-8 203-071-061-6 203-071-062-4 203-071-063-2 203-071-064-0 203-071-065-7 203-071-066-5 203-071-067-3 203-071-068-1 203-071-069-9 203-071-070-7 203-071-071-5 203-071-072-3 203-071-073-1 203-071-074-9 203-071-075-6 203-071-076-4 203-071-077-2 203-071-078-0 203-071-079-8 203-071-080-6 203-071-081-4 203-071-082-2 203-071-083-0 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 36.46 $ 36.46 $ 36.46 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 36.46 $ 36.46 $ 36.46 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 2 of 50 1010 1010 1010 1010 203-071-084-8 203-071-085-5 206-010-033-2 206-010-045-6 206-010-046-4 206-010-049-8 206-010-050-6 206-010-051-4 206-010-053-0 206-010-056-3 206-010-059-7 206-010-061-3 206-020-078-5 206-272-026-9 206-272-027-7 206-272-028-5 206-272-029-3 206-272-030-1 206-272-031-9 206-281-001-1 206-281-002-9 206-281-003-7 206-281-004-5 206-281-008-6 206-281-009-4 206-281-010-2 206-281-011-0 206-281-012-8 206-281-013-6 206-281-014-4 206-281-015-1 206-281-016-9 206-281-017-7 206-281-018-5 206-281-019-3 206-281-020-1 206-281-021-9 206-281-022-7 206-281-023-5 206-281-024-3 206-281-025-0 206-281-026-8 206-281-027-6 206-281-028-4 206-281-029-2 206-281-030-0 206-281-031-8 206-281-032-6 206-281-033-4 206-281-034-2 206-281-035-9 206-281-039-1 206-281-040-9 206-281-041-7 206-281-042-5 206-281-043-3 206-282-005-1 206-282-006-9 206-282-007-7 206-282-008-5 206-282-009-3 206-282-012-7 206-282-013-5 206-282-014-3 206-282-018-4 206-282-019-2 206-282-021-8 206-282-022-6 206-282-023-4 206-282-024-2 206-282-025-9 206-282-026-7 206-283-001-9 206-283-002-7 206-283-003-5 206-283-004-3 206-283-005-0 206-283-006-8 206-283-007-6 206-283-008-4 206-283-009-2 206-283-010-0 206-283-011-8 206-283-012-6 206-283-013-4 206-283-014-2 206-283-015-9 206-283-019-1 206-283-020-9 206-283-021-7 206-283-022-5 206-283-023-3 206-283-024-1 206-283-025-8 206-283-026-6 206-283-027-4 206-283-028-2 206-283-029-0 206-283-030-8 206-283-031-6 206-283-032-4 206-283-033-2 206-283-044-9 206-283-045-6 206-283-048-0 206-283-049-8 206-283-050-6 206-283-051-4 206-283-052-2 206-283-054-8 206-283-055-5 206-283-056-3 206-283-057-1 206-283-059-7 206-283-060-5 206-283-061-3 206-283-062-1 206-283-063-9 206-283-064-7 206-283-065-4 206-283-066-2 206-283-067-0 206-283-068-8 206-283-069-6 206-291-001-9 206-292-001-8 206-292-002-6 206-292-003-4 206-292-004-2 206-292-005-9 206-292-006-7 206-293-001-7 206-293-002-5 206-293-003-3 206-293-004-1 206-293-005-8 206-293-006-6 206-293-007-4 206-293-008-2 206-293-009-0 206-293-010-8 206-293-011-6 206-293-012-4 206-293-013-2 206-293-014-0 206-294-001-6 206-294-002-4 206-294-003-2 $ 36.46 $ 36.46 $ 914.24 $ 1,551.66 $ 9,435.86 $ 1,132.32 $ 4,369.84 $ 377.44 $ 494.84 $ 1,006.48 $ 436.14 $ 2,987.62 $ 203.00 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 106.92 $ 88.68 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 88.68 $ 97.02 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 88.68 $ 85.28 $ 92.08 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 88.68 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 88.68 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 85.28 $ 88.68 $ 85.28 $ 85.28 $ 88.68 $ 88.68 $ 85.28 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 85.28 $ 106.92 $ 97.02 $ 88.68 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 97.02 $ 123.04 $ 106.92 $ 97.02 $ 92.08 $ 88.68 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 3 of 50 1010 1010 1010 1010 206-294-004-0 206-294-005-7 206-294-006-5 206-294-007-3 206-294-008-1 206-294-009-9 206-294-010-7 206-294-011-5 206-294-012-3 206-294-013-1 206-294-014-9 206-294-015-6 206-294-016-4 206-294-017-2 206-294-018-0 206-294-019-8 206-294-020-6 206-294-021-4 206-301-001-7 206-301-002-5 206-301-003-3 206-301-004-1 206-301-005-8 206-301-006-6 206-301-007-4 206-301-008-2 206-301-009-0 206-301-010-8 206-302-001-6 206-302-002-4 206-302-003-2 206-302-004-0 206-302-005-7 206-302-006-5 206-302-007-3 206-302-008-1 206-302-009-9 206-302-010-7 206-302-011-5 206-302-012-3 206-303-001-5 206-303-002-3 206-311-001-5 206-311-002-3 206-311-003-1 206-311-004-9 206-311-005-6 206-311-020-5 206-311-022-1 206-311-023-9 206-311-024-7 206-311-025-4 206-312-001-4 206-312-002-2 206-312-003-0 206-312-004-8 206-312-005-5 206-341-001-9 206-341-002-7 206-341-003-5 206-341-004-3 206-341-005-0 206-341-006-8 206-341-007-6 206-342-006-7 206-342-007-5 206-342-008-3 206-342-009-1 206-342-010-9 206-342-011-7 206-342-012-5 206-342-013-3 206-342-014-1 206-342-015-8 206-342-016-6 206-342-017-4 206-342-018-2 206-342-019-0 206-342-020-8 206-342-021-6 206-342-022-4 206-342-023-2 206-342-024-0 206-342-025-7 206-342-026-5 206-342-027-3 206-343-001-7 206-343-002-5 206-343-003-3 206-343-004-1 206-343-005-8 206-343-006-6 206-343-007-4 206-343-008-2 206-343-009-0 206-343-010-8 206-343-011-6 206-343-012-4 206-343-013-2 206-343-014-0 206-343-015-7 206-343-016-5 206-343-017-3 206-343-018-1 206-343-019-9 206-343-020-7 206-343-021-5 206-343-022-3 206-343-023-1 206-343-024-9 206-343-025-6 206-343-026-4 206-343-027-2 206-343-028-0 206-343-029-8 206-351-001-6 206-351-002-4 206-351-003-2 206-351-004-0 206-351-005-7 206-351-006-5 206-351-007-3 206-351-008-1 206-351-009-9 206-351-024-8 206-351-025-5 206-351-026-3 206-351-027-1 206-351-028-9 206-351-029-7 206-351-030-5 206-351-031-3 206-351-032-1 206-351-033-9 206-351-034-7 206-351-035-4 206-351-036-2 206-351-037-0 206-352-001-5 206-352-002-3 206-352-003-1 206-352-004-9 206-353-003-0 206-353-004-8 206-353-005-5 206-353-006-3 206-353-007-1 206-353-008-9 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 106.92 $ 92.08 $ 92.08 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 147.52 $ 520.02 $ 97.02 $ 97.02 $ 92.08 $ 106.92 $ 123.04 $ 123.04 $ 106.92 $ 123.04 $ 123.04 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 88.68 $ 85.28 $ 81.82 $ 81.82 $ 85.28 $ 88.68 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 88.68 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 123.04 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 4 of 50 1010 1010 1010 1010 206-353-009-7 206-353-010-5 206-353-011-3 206-353-012-1 206-353-013-9 206-353-014-7 206-353-015-4 206-353-016-2 206-353-017-0 206-353-018-8 206-353-019-6 206-353-020-4 206-353-021-2 206-353-022-0 206-353-023-8 206-353-024-6 206-353-025-3 206-353-026-1 206-353-027-9 206-353-028-7 206-353-029-5 206-353-030-3 206-353-031-1 206-353-032-9 206-353-033-7 206-353-034-5 206-353-035-2 206-353-036-0 206-353-037-8 206-353-038-6 206-353-039-4 206-353-040-2 206-353-041-0 206-353-042-8 206-353-043-6 206-353-044-4 206-353-045-1 206-353-046-9 206-353-047-7 206-353-048-5 206-353-049-3 206-353-050-1 206-353-051-9 206-353-052-7 206-353-053-5 206-353-054-3 206-353-055-0 206-353-056-8 206-353-057-6 206-353-059-2 206-353-060-0 206-362-032-8 206-362-033-6 206-371-001-2 206-371-002-0 206-371-003-8 206-371-004-6 206-371-011-1 206-371-012-9 206-371-013-7 206-371-014-5 206-371-016-0 206-371-017-8 206-371-018-6 206-371-019-4 206-371-020-2 206-371-021-0 206-371-022-8 206-371-023-6 206-371-024-4 206-380-001-1 206-380-002-9 206-380-003-7 206-380-004-5 206-380-005-2 206-380-006-0 206-380-007-8 206-380-008-6 206-380-009-4 206-380-010-2 206-380-011-0 206-380-012-8 206-380-013-6 206-380-014-4 206-380-015-1 206-380-016-9 206-380-017-7 206-380-018-5 206-380-019-3 206-380-020-1 206-380-021-9 206-380-022-7 206-380-023-5 206-380-024-3 206-380-025-0 206-380-026-8 206-380-027-6 206-380-028-4 206-380-029-2 206-380-030-0 206-380-031-8 206-380-032-6 206-380-033-4 206-380-034-2 206-380-035-9 206-380-036-7 206-380-037-5 206-380-038-3 206-380-039-1 206-380-040-9 206-380-041-7 206-380-042-5 206-380-043-3 206-380-044-1 206-380-045-8 206-380-046-6 206-380-047-4 206-380-048-2 206-380-049-0 206-380-050-8 206-380-051-6 206-380-052-4 206-380-053-2 206-380-054-0 206-380-055-7 206-380-056-5 206-380-057-3 206-380-058-1 206-380-059-9 206-380-060-7 206-380-061-5 206-380-062-3 206-380-063-1 206-380-064-9 206-380-065-6 206-380-066-4 206-380-067-2 206-380-068-0 206-380-069-8 206-380-070-6 206-380-072-2 206-380-073-0 206-380-074-8 206-380-075-5 206-380-076-3 206-380-077-1 206-380-078-9 206-380-079-7 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 106.92 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 88.68 $ 85.28 $ 88.68 $ 92.08 $ 97.02 $ 123.04 $ 123.04 $ 97.02 $ 88.68 $ 88.68 $ 97.02 $ 88.68 $ 88.68 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 106.92 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 5 of 50 1010 1010 1010 1010 206-380-080-5 206-380-081-3 206-380-082-1 206-380-083-9 206-380-084-7 206-380-085-4 206-380-086-2 206-380-087-0 206-380-088-8 206-380-089-6 206-380-090-4 206-380-091-2 206-380-092-0 206-380-093-8 206-380-094-6 206-380-095-3 206-380-096-1 206-380-097-9 206-380-098-7 206-380-099-5 206-380-100-1 206-380-101-9 206-380-102-7 206-380-103-5 206-380-104-3 206-380-105-0 206-380-106-8 206-380-107-6 206-380-108-4 206-380-109-2 206-380-110-0 206-380-111-8 206-380-112-6 206-380-113-4 206-380-114-2 206-380-115-9 206-380-116-7 206-380-117-5 206-380-118-3 206-380-119-1 206-380-120-9 206-380-121-7 206-380-122-5 206-380-123-3 206-380-124-1 206-380-125-8 206-380-126-6 206-380-127-4 206-380-128-2 206-380-129-0 206-380-130-8 206-380-131-6 206-380-132-4 206-380-133-2 206-380-134-0 206-380-135-7 206-380-136-5 206-380-137-3 206-380-138-1 206-380-139-9 206-380-140-7 206-380-141-5 206-380-142-3 206-380-143-1 206-380-144-9 206-380-145-6 206-380-146-4 206-380-147-2 206-380-148-0 206-380-149-8 206-380-150-6 206-380-151-4 206-380-152-2 206-380-153-0 206-380-154-8 206-380-155-5 206-380-156-3 206-380-157-1 206-380-170-4 206-390-001-9 206-390-002-7 206-390-003-5 206-390-004-3 206-390-005-0 206-390-006-8 206-390-007-6 206-390-008-4 206-390-009-2 206-390-010-0 206-390-011-8 206-390-012-6 206-390-013-4 206-390-014-2 206-390-015-9 206-390-016-7 206-390-017-5 206-390-018-3 206-390-019-1 206-390-020-9 206-390-021-7 206-390-022-5 206-390-023-3 206-390-024-1 206-390-025-8 206-390-026-6 206-390-027-4 206-390-028-2 206-390-029-0 206-390-030-8 206-401-001-6 206-401-002-4 206-401-003-2 206-402-001-5 206-402-002-3 206-402-003-1 206-402-004-9 206-402-005-6 206-402-006-4 206-402-007-2 206-402-008-0 206-402-009-8 206-402-010-6 206-402-011-4 206-402-012-2 206-402-013-0 206-403-001-4 206-403-002-2 206-403-003-0 206-403-004-8 206-403-005-5 206-403-007-1 206-403-008-9 206-403-009-7 206-403-010-5 206-403-011-3 206-404-001-3 206-404-002-1 206-404-003-9 206-404-004-7 206-404-005-4 206-404-006-2 206-404-007-0 206-404-008-8 206-404-009-6 206-404-010-4 206-404-011-2 206-404-012-0 206-404-013-8 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 97.02 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 106.92 $ 123.04 $ 106.92 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 106.92 $ 123.04 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 106.92 $ 123.04 $ 123.04 $ 147.52 $ 123.04 $ 147.52 $ 147.52 $ 123.04 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 6 of 50 1010 1010 1010 1010 206-404-014-6 206-404-015-3 206-404-016-1 206-404-017-9 206-404-018-7 206-404-019-5 206-404-020-3 206-404-021-1 206-404-022-9 206-404-023-7 206-404-024-5 206-404-025-2 206-404-026-0 206-404-027-8 206-404-028-6 206-404-029-4 206-404-030-2 206-404-031-0 206-404-032-8 206-404-033-6 206-404-034-4 206-404-035-1 206-404-036-9 206-404-037-7 206-404-038-5 206-404-039-3 206-404-040-1 206-404-041-9 206-404-042-7 206-404-043-5 206-404-044-3 206-404-045-0 206-404-046-8 206-404-047-6 206-410-001-5 206-410-002-3 206-410-003-1 206-410-004-9 206-410-005-6 206-410-006-4 206-410-007-2 206-410-008-0 206-410-009-8 206-410-010-6 206-410-011-4 206-410-012-2 206-410-013-0 206-410-014-8 206-410-015-5 206-410-016-3 206-410-017-1 206-410-018-9 206-410-019-7 206-410-020-5 206-410-021-3 206-410-022-1 206-410-023-9 206-410-024-7 206-410-025-4 206-410-026-2 206-410-027-0 206-410-028-8 206-410-029-6 206-410-030-4 206-410-031-2 206-410-032-0 206-410-033-8 206-410-034-6 206-410-035-3 206-410-036-1 206-410-037-9 206-410-038-7 206-410-039-5 206-410-040-3 206-410-041-1 206-410-042-9 206-410-043-7 206-410-044-5 206-410-045-2 206-410-046-0 206-410-047-8 206-410-048-6 206-410-049-4 206-410-050-2 206-410-051-0 206-410-052-8 206-410-053-6 206-410-054-4 206-410-055-1 206-410-056-9 206-410-057-7 206-410-058-5 206-410-059-3 206-410-060-1 206-410-061-9 206-410-062-7 206-410-063-5 206-410-064-3 206-410-065-0 206-410-066-8 206-410-067-6 206-410-068-4 206-410-069-2 206-410-070-0 206-410-071-8 206-410-072-6 206-420-001-3 206-420-002-1 206-420-003-9 206-420-004-7 206-420-005-4 206-420-006-2 206-420-007-0 206-420-008-8 206-420-009-6 206-420-010-4 206-420-011-2 206-420-012-0 206-420-013-8 206-420-014-6 206-420-015-3 206-420-016-1 206-420-017-9 206-420-018-7 206-420-019-5 206-420-020-3 206-420-021-1 206-420-022-9 206-420-023-7 206-420-024-5 206-420-025-2 206-420-026-0 206-420-027-8 206-420-028-6 206-420-029-4 206-420-030-2 206-420-031-0 206-420-032-8 206-420-033-6 206-420-034-4 206-420-035-1 206-420-036-9 206-420-037-7 206-420-038-5 206-420-039-3 206-420-040-1 206-420-041-9 206-420-042-7 $ 88.68 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 106.92 $ 106.92 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 97.02 $ 123.04 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 97.02 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 81.82 $ 106.92 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 88.68 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 97.02 $ 85.28 $ 85.28 $ 85.28 $ 88.68 $ 88.68 $ 88.68 $ 81.82 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 85.28 $ 85.28 $ 97.02 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 7 of 50 1010 1010 1010 1010 206-420-043-5 206-420-044-3 206-420-045-0 206-420-046-8 206-420-047-6 206-420-048-4 206-420-049-2 206-420-050-0 206-420-051-8 206-420-052-6 206-420-053-4 206-420-054-2 206-420-055-9 206-420-056-7 206-420-057-5 206-420-058-3 206-420-059-1 206-420-060-9 206-420-061-7 206-420-062-5 206-420-063-3 206-420-064-1 206-420-065-8 206-420-066-6 206-420-067-4 206-420-068-2 206-420-069-0 206-420-070-8 206-420-071-6 206-420-072-4 206-420-073-2 206-420-074-0 206-420-075-7 206-420-076-5 206-420-077-3 206-420-078-1 206-420-079-9 206-420-080-7 206-420-081-5 206-420-082-3 206-420-083-1 206-420-084-9 206-420-085-6 206-420-086-4 206-420-087-2 206-420-088-0 206-420-089-8 206-420-090-6 206-420-091-4 206-420-092-2 206-420-093-0 206-420-094-8 206-420-095-5 206-420-096-3 206-420-097-1 206-420-098-9 206-420-099-7 206-420-100-3 206-420-101-1 206-420-102-9 206-420-103-7 206-420-104-5 206-420-105-2 206-420-106-0 206-420-107-8 206-420-108-6 206-420-109-4 206-420-110-2 206-420-111-0 206-420-112-8 206-420-113-6 206-420-114-4 206-420-115-1 206-420-116-9 206-420-117-7 206-420-118-5 206-420-119-3 206-420-120-1 206-420-121-9 206-420-122-7 206-420-123-5 206-420-124-3 206-420-125-0 206-420-126-8 206-420-127-6 206-420-128-4 206-420-129-2 206-420-130-0 206-420-131-8 206-420-132-6 206-420-133-4 206-420-134-2 206-420-135-9 206-420-136-7 206-420-137-5 206-420-138-3 206-420-139-1 206-420-140-9 206-420-141-7 206-420-142-5 206-420-143-3 206-420-144-1 206-420-145-8 206-420-146-6 206-420-147-4 206-420-148-2 206-420-149-0 206-420-150-8 206-420-151-6 206-420-152-4 206-420-153-2 206-420-154-0 206-420-155-7 206-420-156-5 206-420-157-3 206-420-158-1 206-420-159-9 206-420-160-7 206-420-161-5 206-420-162-3 206-420-163-1 206-420-164-9 206-420-165-6 206-420-166-4 206-420-167-2 206-420-168-0 206-420-169-8 206-420-170-6 206-420-171-4 206-420-172-2 206-420-173-0 206-420-174-8 206-420-175-5 206-420-176-3 206-420-177-1 206-420-178-9 206-420-179-7 206-420-180-5 206-420-181-3 206-420-182-1 206-420-183-9 206-420-184-7 206-420-185-4 206-420-186-2 206-420-187-0 206-420-188-8 206-420-189-6 206-420-190-4 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 8 of 50 1010 1010 1010 1010 206-420-191-2 206-420-192-0 206-420-193-8 206-420-194-6 206-420-195-3 206-420-196-1 206-420-201-9 206-420-202-7 217-371-001-9 217-371-002-7 217-371-003-5 217-371-004-3 217-371-005-0 217-371-006-8 217-371-007-6 217-371-008-4 217-371-009-2 217-371-010-0 217-371-011-8 217-371-012-6 217-371-013-4 217-371-014-2 217-371-015-9 217-371-016-7 217-371-017-5 217-371-018-3 217-371-019-1 217-371-020-9 217-371-021-7 217-371-022-5 217-371-023-3 217-371-024-1 217-371-025-8 217-371-026-6 217-371-027-4 217-372-001-8 217-372-002-6 217-372-003-4 217-372-004-2 217-372-005-9 217-372-006-7 217-372-007-5 217-372-008-3 217-372-009-1 217-372-010-9 217-373-001-7 217-373-002-5 217-373-003-3 217-373-004-1 217-373-005-8 217-373-006-6 217-373-007-4 217-373-008-2 217-373-009-0 217-373-010-8 217-373-011-6 217-373-012-4 217-373-013-2 217-381-001-7 217-381-002-5 217-381-003-3 217-381-004-1 217-381-005-8 217-381-006-6 217-381-007-4 217-381-008-2 217-381-010-8 217-381-011-6 217-381-012-4 217-382-001-6 217-382-002-4 217-382-003-2 217-382-004-0 217-382-005-7 217-382-006-5 217-382-007-3 217-382-008-1 217-382-009-9 217-382-010-7 217-382-011-5 217-382-012-3 217-383-001-5 217-383-002-3 217-383-003-1 217-383-004-9 217-383-005-6 217-383-006-4 217-383-007-2 217-383-009-8 217-383-010-6 217-383-011-4 217-383-012-2 217-390-001-6 217-390-002-4 217-390-003-2 217-390-004-0 217-390-005-7 217-390-006-5 217-390-007-3 217-390-008-1 217-390-009-9 217-390-010-7 217-390-011-5 217-390-012-3 217-390-013-1 217-390-014-9 217-390-015-6 217-390-016-4 217-390-017-2 217-390-018-0 217-390-019-8 217-390-020-6 217-390-021-4 217-390-022-2 217-390-023-0 217-390-024-8 217-390-025-5 217-390-026-3 217-390-027-1 217-390-029-7 217-390-030-5 217-390-031-3 217-390-032-1 217-390-033-9 217-390-034-7 217-390-035-4 217-390-036-2 217-390-037-0 217-390-038-8 217-390-039-6 217-401-001-3 217-401-002-1 217-401-003-9 217-401-004-7 217-401-005-4 217-401-006-2 217-401-007-0 217-401-008-8 217-401-009-6 217-401-010-4 217-401-011-2 217-401-012-0 217-401-013-8 217-401-014-6 217-401-015-3 217-401-016-1 217-401-017-9 217-401-018-7 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 872.28 $ 830.36 $ 88.68 $ 81.82 $ 85.28 $ 85.28 $ 88.68 $ 88.68 $ 88.68 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 81.82 $ 85.28 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 85.28 $ 88.68 $ 85.28 $ 97.02 $ 97.02 $ 85.28 $ 85.28 $ 85.28 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 92.08 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 85.28 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 106.92 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 92.08 $ 88.68 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 92.08 $ 88.68 $ 92.08 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 9 of 50 1010 1010 1010 1010 217-401-019-5 217-401-020-3 217-401-021-1 217-401-022-9 217-401-023-7 217-401-024-5 217-401-025-2 217-401-026-0 217-401-027-8 217-401-028-6 217-401-029-4 217-401-030-2 217-401-031-0 217-401-032-8 217-401-033-6 217-401-034-4 217-401-035-1 217-401-036-9 217-401-037-7 217-401-038-5 217-401-039-3 217-401-040-1 217-401-041-9 217-401-042-7 217-401-043-5 217-401-044-3 217-402-006-1 217-402-007-9 217-402-008-7 217-402-009-5 217-402-010-3 217-410-001-2 217-410-002-0 217-410-003-8 217-410-004-6 217-410-005-3 217-410-006-1 217-410-007-9 217-410-008-7 217-410-009-5 217-410-010-3 217-410-011-1 217-410-012-9 217-410-013-7 217-410-014-5 217-410-015-2 217-410-016-0 217-410-017-8 217-410-018-6 217-410-019-4 217-410-020-2 217-410-021-0 217-410-022-8 217-410-023-6 217-410-024-4 217-410-025-1 217-410-026-9 217-410-027-7 217-410-028-5 217-410-029-3 217-410-030-1 217-410-031-9 217-410-032-7 217-410-033-5 217-410-034-3 217-410-035-0 217-410-036-8 217-410-037-6 217-410-038-4 217-410-039-2 217-410-040-0 217-410-041-8 217-410-042-6 217-410-043-4 217-410-044-2 217-410-045-9 217-410-046-7 217-410-047-5 217-410-048-3 217-410-049-1 217-410-050-9 217-410-051-7 217-410-052-5 217-410-053-3 217-410-054-1 217-410-055-8 217-410-056-6 217-410-057-4 217-410-058-2 217-410-059-0 217-410-060-8 217-410-061-6 217-410-062-4 217-410-063-2 217-410-064-0 217-410-065-7 217-410-066-5 217-410-067-3 217-410-068-1 217-410-069-9 217-410-070-7 217-410-071-5 217-410-072-3 217-410-073-1 217-410-074-9 217-410-075-6 217-410-076-4 217-410-077-2 217-410-078-0 217-410-088-9 217-410-089-7 217-410-090-5 217-410-091-3 217-420-001-0 217-420-002-8 217-420-003-6 217-420-004-4 217-420-005-1 217-420-006-9 217-420-007-7 217-420-008-5 217-420-009-3 217-420-010-1 217-420-011-9 217-420-012-7 217-420-013-5 217-420-014-3 217-420-015-0 217-420-016-8 217-420-017-6 217-420-018-4 217-420-019-2 217-420-020-0 217-420-021-8 217-420-022-6 217-420-023-4 217-420-024-2 217-420-025-9 217-420-026-7 217-420-027-5 217-420-028-3 217-420-029-1 217-420-030-9 217-420-031-7 217-420-032-5 217-420-033-3 217-420-034-1 217-420-035-8 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 106.92 $ 123.04 $ 97.02 $ 97.02 $ 106.92 $ 123.04 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 92.08 $ 88.68 $ 81.82 $ 81.82 $ 81.82 $ 92.08 $ 92.08 $ 81.82 $ 81.82 $ 81.82 $ 97.02 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 97.02 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 88.68 $ 106.92 $ 88.68 $ 88.68 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 88.68 $ 92.08 $ 92.08 $ 88.68 $ 85.28 $ 88.68 $ 88.68 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 106.92 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 123.04 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 97.02 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 10 of 50 1010 1010 1010 1010 217-420-036-6 217-420-037-4 217-420-038-2 217-420-039-0 217-420-040-8 217-420-041-6 217-420-042-4 217-420-043-2 217-420-044-0 217-420-045-7 217-420-046-5 217-420-047-3 217-420-048-1 217-420-049-9 217-420-050-7 217-420-051-5 217-420-052-3 217-420-053-1 217-420-054-9 217-420-055-6 217-420-056-4 217-420-057-2 217-420-058-0 217-420-059-8 217-420-060-6 217-420-061-4 217-420-062-2 217-420-063-0 217-420-064-8 217-420-065-5 217-420-066-3 217-420-067-1 217-420-068-9 217-420-069-7 217-420-070-5 217-420-071-3 217-420-072-1 217-420-073-9 217-420-074-7 217-420-075-4 217-420-076-2 217-420-080-4 217-420-082-0 217-420-083-8 217-420-084-6 217-420-085-3 217-430-001-8 217-430-002-6 217-430-003-4 217-430-004-2 217-430-005-9 217-430-006-7 217-430-007-5 217-430-008-3 217-430-009-1 217-430-010-9 217-430-011-7 217-430-012-5 217-430-013-3 217-430-014-1 217-430-015-8 217-430-016-6 217-430-017-4 217-430-018-2 217-430-019-0 217-430-020-8 217-430-021-6 217-430-022-4 217-430-023-2 217-430-024-0 217-430-025-7 217-430-026-5 217-430-027-3 217-430-028-1 217-430-029-9 217-430-030-7 217-430-031-5 217-430-032-3 217-430-033-1 217-430-034-9 217-430-035-6 217-430-036-4 217-430-037-2 217-430-038-0 217-430-039-8 217-430-040-6 217-430-041-4 217-430-042-2 217-430-043-0 217-430-044-8 217-430-045-5 217-430-046-3 217-430-047-1 217-430-048-9 217-430-049-7 217-430-050-5 217-430-051-3 217-430-052-1 217-430-053-9 217-430-054-7 217-430-055-4 217-430-056-2 217-430-059-6 217-430-060-4 217-430-061-2 217-430-062-0 217-430-063-8 217-430-064-6 217-430-065-3 217-430-066-1 217-430-067-9 217-430-068-7 217-430-069-5 217-430-070-3 217-430-071-1 217-430-072-9 217-430-073-7 217-430-074-5 217-430-075-2 217-430-076-0 217-430-077-8 217-430-078-6 217-430-079-4 217-430-080-2 217-430-081-0 217-430-082-8 217-430-083-6 217-430-084-4 217-430-085-1 217-430-086-9 217-430-087-7 217-430-088-5 217-430-093-5 217-430-094-3 217-430-095-0 217-430-096-8 217-430-104-0 217-430-105-7 217-430-106-5 217-430-107-3 217-430-108-1 217-430-109-9 217-430-110-7 217-430-111-5 217-430-112-3 217-430-113-1 217-450-001-3 217-450-002-1 $ 123.04 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 106.92 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 106.92 $ 106.92 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 18.80 $ 18.80 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 15.86 $ 15.86 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 11 of 50 1010 1010 1010 1010 217-450-003-9 217-450-004-7 217-450-005-4 217-450-006-2 217-450-007-0 217-450-008-8 217-450-009-6 217-450-010-4 217-450-011-2 217-450-012-0 217-450-013-8 217-450-014-6 217-450-015-3 217-450-016-1 217-450-017-9 217-450-018-7 217-450-019-5 217-450-020-3 217-450-021-1 217-450-022-9 217-450-023-7 217-450-024-5 217-450-025-2 217-450-026-0 217-450-027-8 217-450-028-6 217-450-029-4 217-450-030-2 217-450-031-0 217-450-032-8 217-450-033-6 217-450-034-4 217-450-035-1 217-450-036-9 217-450-037-7 217-450-038-5 217-450-039-3 217-450-040-1 217-450-041-9 217-450-042-7 217-450-043-5 217-450-044-3 217-450-045-0 217-450-046-8 217-450-047-6 217-450-048-4 217-450-049-2 217-450-050-0 217-450-051-8 217-450-052-6 217-450-053-4 217-450-054-2 217-450-055-9 217-450-056-7 217-450-057-5 217-450-058-3 217-450-059-1 217-450-060-9 217-450-061-7 217-450-062-5 217-450-063-3 217-450-064-1 217-450-065-8 217-450-066-6 217-450-067-4 217-450-068-2 217-450-069-0 217-450-070-8 217-450-071-6 217-450-072-4 217-450-073-2 217-450-074-0 217-450-075-7 217-450-076-5 217-460-001-1 217-460-002-9 217-460-003-7 217-460-004-5 217-460-005-2 217-460-006-0 217-460-007-8 217-460-008-6 217-460-009-4 217-460-010-2 217-460-011-0 217-460-012-8 217-460-013-6 217-460-014-4 217-460-015-1 217-460-016-9 217-460-017-7 217-460-018-5 217-460-019-3 217-460-020-1 217-460-021-9 217-460-022-7 217-460-023-5 217-460-024-3 217-460-025-0 217-460-026-8 217-460-027-6 217-460-028-4 217-460-029-2 217-460-030-0 217-460-031-8 217-460-032-6 217-460-033-4 217-460-034-2 217-460-035-9 217-460-036-7 217-460-037-5 217-460-038-3 217-460-039-1 217-460-040-9 217-460-041-7 217-460-042-5 217-460-043-3 217-460-044-1 217-460-045-8 217-460-046-6 217-460-047-4 217-460-048-2 217-460-049-0 217-460-050-8 217-460-051-6 217-460-052-4 217-460-053-2 217-460-054-0 217-460-055-7 217-460-056-5 217-460-057-3 217-460-058-1 217-460-059-9 217-460-060-7 217-460-061-5 217-460-062-3 217-460-063-1 217-460-064-9 217-460-065-6 217-460-066-4 217-460-067-2 217-460-068-0 217-460-069-8 217-460-070-6 217-460-071-4 217-460-072-2 217-460-073-0 217-460-074-8 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 92.08 $ 88.68 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 88.68 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 88.68 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 92.08 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 81.82 $ 85.28 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 88.68 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 92.08 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 81.82 $ 85.28 $ 88.68 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 12 of 50 1010 1010 1010 1010 217-460-075-5 217-460-076-3 217-460-077-1 217-460-078-9 217-460-079-7 217-460-080-5 217-460-081-3 217-460-082-1 217-460-083-9 217-460-084-7 217-470-002-7 217-470-003-5 217-470-004-3 217-470-005-0 217-470-006-8 217-470-007-6 217-470-008-4 217-470-009-2 217-470-010-0 217-470-011-8 217-470-012-6 217-470-013-4 217-470-014-2 217-470-015-9 217-470-016-7 217-470-017-5 217-470-018-3 217-470-019-1 217-470-020-9 217-470-022-5 217-470-023-3 217-470-024-1 217-470-025-8 217-470-026-6 217-470-027-4 217-470-028-2 217-470-029-0 217-470-030-8 217-470-033-2 217-470-034-0 217-470-035-7 217-470-036-5 217-470-043-1 217-470-044-9 217-470-045-6 217-470-046-4 217-470-047-2 217-470-048-0 217-470-049-8 217-470-050-6 217-470-051-4 217-470-052-2 217-470-053-0 217-470-054-8 217-470-055-5 217-470-056-3 217-470-057-1 217-470-058-9 217-470-059-7 217-470-060-5 217-470-061-3 217-470-062-1 217-470-063-9 217-470-064-7 217-470-065-4 217-470-066-2 217-470-067-0 217-470-068-8 217-470-069-6 217-470-070-4 217-470-071-2 217-470-072-0 217-470-073-8 217-470-074-6 217-470-075-3 217-470-076-1 217-470-077-9 217-470-078-7 217-470-079-5 217-470-080-3 217-470-081-1 217-470-082-9 217-470-083-7 217-470-087-8 217-470-088-6 217-470-089-4 217-470-090-2 217-470-091-0 217-470-092-8 217-470-093-6 217-470-094-4 217-470-095-1 217-470-096-9 217-470-097-7 217-470-098-5 217-470-099-3 217-470-100-9 217-470-101-7 217-470-105-8 217-470-106-6 217-470-107-4 217-470-108-2 217-470-109-0 217-470-115-7 217-470-116-5 217-470-117-3 217-470-118-1 217-470-119-9 217-470-124-9 217-470-125-6 217-470-126-4 217-470-128-0 217-470-129-8 217-470-130-6 217-470-132-2 217-470-133-0 217-470-134-8 217-470-135-5 217-470-136-3 220-060-019-1 220-060-020-9 220-060-039-9 220-080-035-3 220-080-037-9 220-080-038-7 220-080-040-3 220-401-013-2 220-401-014-0 220-401-015-7 220-401-016-5 220-401-017-3 220-401-018-1 220-401-019-9 220-401-020-7 220-401-021-5 220-401-022-3 220-401-023-1 220-401-024-9 220-401-025-6 220-440-010-1 220-440-011-9 220-440-012-7 220-440-013-5 220-440-014-3 220-440-015-0 220-440-016-8 220-440-017-6 220-440-018-4 $ 81.82 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 3,111.74 $ 195.68 $ 1,157.44 $ 203.00 $ 123.04 $ 123.04 $ 147.52 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 147.52 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 123.04 $ 123.04 $ 147.52 $ 123.04 $ 123.04 $ 106.92 $ 106.92 $ 123.04 $ 123.04 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 13 of 50 1010 1010 1010 1010 220-440-019-2 220-440-020-0 220-440-023-4 220-440-024-2 220-440-025-9 220-440-026-7 220-440-027-5 220-440-030-9 220-440-031-7 220-440-032-5 220-440-033-3 220-440-034-1 220-440-035-8 220-440-036-6 220-440-038-2 220-440-039-0 220-440-040-8 220-440-041-6 220-450-010-8 220-450-011-6 220-450-012-4 220-450-013-2 220-450-014-0 220-450-015-7 220-450-016-5 220-450-017-3 220-450-018-1 220-450-019-9 220-450-020-7 220-450-021-5 220-450-022-3 220-450-023-1 220-450-024-9 220-450-025-6 220-450-026-4 220-450-027-2 220-450-028-0 220-450-029-8 220-450-030-6 220-450-031-4 220-450-032-2 220-450-033-0 220-450-034-8 220-450-035-5 220-450-036-3 220-450-037-1 220-450-038-9 220-450-039-7 220-450-040-5 220-450-041-3 220-450-042-1 220-450-043-9 220-450-044-7 220-450-045-4 220-450-046-2 220-450-047-0 220-450-048-8 220-450-049-6 220-450-050-4 220-450-051-2 220-460-028-8 220-460-029-6 220-460-030-4 220-460-031-2 220-460-032-0 220-460-033-8 220-460-034-6 220-460-035-3 220-460-036-1 220-460-037-9 220-460-038-7 220-460-039-5 220-460-040-3 220-460-041-1 220-460-042-9 220-460-043-7 220-460-044-5 220-460-045-2 220-460-046-0 220-460-047-8 220-460-048-6 220-460-049-4 220-460-050-2 220-460-051-0 220-460-052-8 220-460-053-6 220-460-054-4 220-460-055-1 220-460-056-9 220-460-057-7 220-460-058-5 220-460-059-3 220-460-060-1 220-460-061-9 220-460-062-7 220-460-063-5 220-460-064-3 220-460-065-0 220-460-066-8 220-721-001-0 220-721-002-8 220-722-001-9 220-722-002-7 220-722-003-5 220-722-004-3 220-722-005-0 220-722-006-8 220-722-007-6 220-722-008-4 220-722-009-2 220-722-010-0 220-722-011-8 220-722-012-6 220-722-013-4 220-722-014-2 220-722-015-9 220-722-016-7 220-722-017-5 220-722-018-3 220-722-019-1 220-722-020-9 220-722-021-7 220-722-022-5 220-722-023-3 220-722-024-1 220-723-001-8 220-723-002-6 220-723-003-4 220-723-004-2 220-723-005-9 220-723-006-7 220-723-007-5 220-723-008-3 220-723-009-1 220-723-010-9 220-723-011-7 220-723-012-5 220-723-013-3 220-723-014-1 220-724-003-3 220-724-004-1 220-724-005-8 220-724-006-6 220-724-007-4 220-725-001-6 220-725-002-4 220-725-003-2 220-725-004-0 $ 147.52 $ 147.52 $ 123.04 $ 123.04 $ 106.92 $ 106.92 $ 203.00 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 123.04 $ 147.52 $ 147.52 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 123.04 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 123.04 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 123.04 $ 123.04 $ 106.92 $ 106.92 $ 123.04 $ 97.02 $ 123.04 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 14 of 50 1010 1010 1010 1010 220-725-005-7 220-725-006-5 220-725-007-3 220-725-008-1 220-725-009-9 220-725-010-7 220-725-011-5 220-725-012-3 220-725-013-1 220-725-014-9 220-725-015-6 220-725-016-4 220-725-017-2 220-725-018-0 220-725-019-8 220-725-020-6 220-725-021-4 220-725-022-2 220-725-023-0 220-725-024-8 220-725-025-5 220-725-026-3 220-725-027-1 220-725-028-9 220-725-029-7 220-725-030-5 220-725-031-3 220-725-032-1 220-725-033-9 220-725-034-7 220-725-035-4 220-726-001-5 220-726-002-3 220-726-003-1 220-726-004-9 220-726-005-6 220-726-006-4 220-731-001-8 220-731-002-6 220-731-003-4 220-732-001-7 220-732-002-5 220-732-003-3 220-732-004-1 220-732-005-8 220-732-006-6 220-732-007-4 220-732-008-2 220-732-009-0 220-732-010-8 220-732-011-6 220-732-012-4 220-732-013-2 220-732-014-0 220-732-015-7 220-732-016-5 220-732-017-3 220-732-018-1 220-733-001-6 220-733-002-4 220-733-003-2 220-733-004-0 220-733-005-7 220-734-001-5 220-734-002-3 220-734-003-1 220-734-004-9 220-734-005-6 220-734-006-4 220-734-007-2 220-734-008-0 220-734-009-8 220-734-010-6 220-734-011-4 220-734-012-2 220-734-013-0 220-734-014-8 220-734-015-5 220-734-016-3 220-734-017-1 220-734-018-9 220-735-001-4 220-735-002-2 220-735-003-0 220-735-004-8 220-735-005-5 220-735-006-3 220-736-001-3 220-736-002-1 220-736-003-9 220-736-004-7 220-736-005-4 220-737-001-2 220-737-002-0 220-737-003-8 220-737-004-6 220-737-005-3 220-737-006-1 220-738-001-1 220-738-002-9 220-738-003-7 220-738-004-5 220-739-001-0 220-739-002-8 220-739-003-6 220-739-004-4 220-741-001-6 220-741-002-4 220-741-003-2 220-741-004-0 220-741-005-7 220-741-006-5 220-741-007-3 220-741-008-1 220-741-011-5 220-741-012-3 220-741-013-1 220-741-014-9 220-741-015-6 220-741-016-4 220-741-017-2 220-741-018-0 220-741-019-8 220-741-020-6 220-741-021-4 220-741-022-2 220-741-023-0 220-741-024-8 220-741-025-5 220-741-026-3 220-741-027-1 220-741-028-9 220-741-029-7 220-741-030-5 220-741-031-3 220-741-032-1 220-741-033-9 220-741-034-7 220-741-035-4 220-741-036-2 220-741-037-0 220-741-038-8 220-741-039-6 220-741-040-4 220-741-041-2 220-741-042-0 220-741-043-8 220-741-044-6 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 106.92 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 97.02 $ 123.04 $ 106.92 $ 123.04 $ 123.04 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 106.92 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 106.92 $ 97.02 $ 88.68 $ 88.68 $ 97.02 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 88.68 $ 92.08 $ 97.02 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 123.04 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 92.08 $ 97.02 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 88.68 $ 97.02 $ 97.02 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 106.92 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 106.92 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 15 of 50 1010 1010 1010 1010 220-741-045-3 220-741-046-1 220-741-047-9 220-741-054-5 220-741-056-0 220-741-057-8 220-741-058-6 220-741-059-4 220-741-060-2 220-741-061-0 220-741-062-8 220-741-063-6 220-742-001-5 220-742-002-3 220-742-003-1 220-742-004-9 220-742-005-6 220-742-006-4 220-742-007-2 220-742-008-0 220-742-009-8 220-742-010-6 220-742-011-4 220-742-012-2 220-742-013-0 220-742-014-8 220-742-015-5 220-742-016-3 220-742-017-1 220-742-018-9 220-742-019-7 220-750-001-4 220-750-002-2 220-750-003-0 220-750-004-8 220-750-005-5 220-750-006-3 220-750-007-1 220-750-008-9 220-750-009-7 220-750-010-5 220-750-011-3 220-750-012-1 220-750-013-9 220-750-014-7 220-750-015-4 220-750-016-2 220-750-017-0 220-750-018-8 220-750-019-6 220-750-020-4 220-750-021-2 220-750-022-0 220-750-023-8 220-750-024-6 220-750-025-3 220-750-026-1 220-750-027-9 220-750-028-7 220-750-029-5 220-750-030-3 220-750-031-1 220-750-032-9 220-750-033-7 220-750-034-5 220-750-035-2 220-750-036-0 220-750-037-8 220-750-038-6 220-750-039-4 220-750-040-2 220-750-041-0 220-750-042-8 220-750-043-6 220-750-044-4 220-750-045-1 220-750-046-9 220-750-047-7 220-750-048-5 220-750-049-3 220-750-050-1 220-750-051-9 220-750-052-7 220-760-001-2 220-760-002-0 220-760-003-8 220-760-004-6 220-760-005-3 220-760-006-1 220-760-007-9 220-760-008-7 220-760-009-5 220-760-010-3 220-760-011-1 220-760-012-9 220-760-013-7 220-760-014-5 220-760-015-2 220-760-016-0 220-760-017-8 220-760-018-6 220-760-019-4 220-760-020-2 220-760-021-0 220-760-022-8 220-760-023-6 220-760-024-4 220-760-025-1 220-760-026-9 220-760-027-7 220-760-028-5 220-760-029-3 220-760-030-1 220-760-031-9 220-760-032-7 220-770-001-0 220-770-002-8 220-770-003-6 220-770-004-4 220-770-005-1 220-770-006-9 220-770-007-7 220-770-008-5 220-770-009-3 220-770-010-1 220-770-011-9 220-770-012-7 220-770-013-5 220-770-014-3 220-770-015-0 220-770-016-8 220-770-017-6 220-770-018-4 220-770-019-2 220-770-020-0 220-770-021-8 220-770-022-6 220-770-023-4 220-780-001-8 220-780-002-6 220-780-003-4 220-780-004-2 220-780-005-9 220-780-006-7 220-780-007-5 220-780-008-3 220-780-009-1 220-780-010-9 $ 92.08 $ 92.08 $ 123.04 $ 92.08 $ 92.08 $ 106.92 $ 81.82 $ 123.04 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 92.08 $ 106.92 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 88.68 $ 92.08 $ 97.02 $ 106.92 $ 97.02 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 106.92 $ 92.08 $ 97.02 $ 123.04 $ 106.92 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 97.02 $ 97.02 $ 123.04 $ 97.02 $ 106.92 $ 92.08 $ 92.08 $ 88.68 $ 106.92 $ 106.92 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 123.04 $ 147.52 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 92.08 $ 106.92 $ 123.04 $ 123.04 $ 123.04 $ 106.92 $ 123.04 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 16 of 50 1010 1010 1010 1010 220-780-011-7 220-780-012-5 220-780-013-3 220-780-014-1 220-780-015-8 220-780-016-6 220-780-017-4 220-780-018-2 220-780-019-0 220-780-020-8 220-780-021-6 220-790-001-6 220-790-002-4 220-790-003-2 220-790-004-0 220-790-005-7 220-790-006-5 220-790-007-3 220-790-008-1 220-790-009-9 220-790-010-7 220-790-011-5 220-790-012-3 220-790-013-1 220-790-014-9 220-790-015-6 220-790-016-4 220-790-017-2 220-790-018-0 220-790-019-8 220-790-020-6 220-790-021-4 220-790-022-2 220-790-023-0 220-790-024-8 220-790-025-5 220-790-026-3 220-790-027-1 220-790-028-9 220-790-029-7 220-790-030-5 220-790-031-3 220-790-032-1 220-790-033-9 220-790-034-7 220-790-035-4 220-790-036-2 220-790-037-0 220-790-038-8 220-790-039-6 220-790-040-4 220-790-041-2 220-790-042-0 220-790-043-8 220-790-044-6 220-790-045-3 220-790-046-1 220-790-047-9 220-790-048-7 220-790-049-5 220-790-050-3 220-790-051-1 220-790-052-9 220-790-053-7 220-790-054-5 220-790-055-2 220-790-056-0 220-790-057-8 220-790-058-6 220-790-059-4 220-790-060-2 220-790-061-0 220-790-062-8 220-800-001-4 220-800-002-2 220-800-003-0 220-800-004-8 220-800-005-5 220-800-006-3 220-800-007-1 220-800-008-9 220-800-009-7 220-800-010-5 220-800-011-3 220-800-012-1 220-800-013-9 220-800-014-7 220-800-015-4 220-800-016-2 220-800-017-0 220-800-018-8 220-800-019-6 220-800-020-4 220-800-021-2 220-800-022-0 220-800-023-8 220-800-024-6 220-800-025-3 220-800-026-1 220-800-027-9 220-800-028-7 220-800-029-5 220-800-030-3 220-800-031-1 220-800-032-9 220-800-033-7 220-800-034-5 220-800-035-2 220-800-036-0 220-800-037-8 220-810-001-2 220-810-002-0 220-810-003-8 220-810-004-6 220-810-005-3 220-810-006-1 220-810-007-9 220-810-008-7 220-810-009-5 220-810-010-3 220-810-011-1 220-810-012-9 220-810-013-7 220-810-014-5 220-810-015-2 220-810-016-0 220-810-017-8 220-810-018-6 220-810-019-4 220-810-020-2 220-810-021-0 220-810-022-8 220-810-023-6 220-820-001-0 220-820-002-8 220-820-003-6 220-820-004-4 220-820-005-1 220-820-006-9 220-820-007-7 220-820-008-5 220-820-009-3 220-820-010-1 220-820-011-9 220-820-012-7 220-820-013-5 220-820-014-3 220-820-015-0 $ 123.04 $ 123.04 $ 106.92 $ 147.52 $ 123.04 $ 147.52 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 147.52 $ 97.02 $ 106.92 $ 106.92 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 92.08 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 88.68 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 106.92 $ 123.04 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 92.08 $ 92.08 $ 106.92 $ 97.02 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 106.92 $ 106.92 $ 106.92 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 17 of 50 1010 1010 1010 1010A 1010A 220-820-016-8 220-820-017-6 220-820-018-4 220-820-019-2 220-820-020-0 220-820-021-8 220-820-022-6 220-820-023-4 220-820-024-2 220-820-025-9 220-820-026-7 220-820-027-5 220-820-028-3 220-820-029-1 220-820-030-9 220-820-031-7 220-820-032-5 220-820-033-3 220-820-034-1 220-820-035-8 220-820-036-6 220-820-037-4 220-820-038-2 220-820-039-0 220-820-042-4 220-820-043-2 220-820-044-0 220-820-045-7 220-820-046-5 220-820-047-3 220-820-048-1 220-820-049-9 220-820-050-7 220-820-051-5 220-820-052-3 220-820-053-1 220-820-054-9 220-820-055-6 220-820-056-4 220-820-057-2 220-820-058-0 220-820-059-8 220-820-060-6 220-820-061-4 220-820-062-2 220-820-063-0 220-820-069-7 220-820-070-5 220-830-001-8 220-830-002-6 220-830-003-4 220-830-004-2 220-830-005-9 220-830-006-7 220-830-007-5 220-830-008-3 220-830-009-1 220-830-010-9 220-830-011-7 220-830-012-5 220-830-013-3 220-830-014-1 220-830-015-8 220-830-016-6 220-830-017-4 220-830-018-2 220-830-019-0 220-830-020-8 220-830-021-6 220-830-022-4 220-830-023-2 220-830-024-0 220-830-025-7 220-830-026-5 220-830-027-3 220-830-028-1 220-830-029-9 220-830-030-7 220-830-031-5 220-830-032-3 220-830-033-1 220-830-034-9 220-830-035-6 220-830-036-4 220-840-001-6 220-840-002-4 220-840-003-2 220-840-004-0 220-840-005-7 220-840-006-5 220-840-007-3 220-840-008-1 220-840-009-9 220-840-010-7 220-840-011-5 220-840-012-3 220-341-001-0 220-341-002-8 220-341-003-6 220-341-004-4 220-341-005-1 220-341-006-9 220-341-007-7 220-341-008-5 220-341-009-3 220-341-010-1 220-341-011-9 220-341-012-7 220-341-013-5 220-341-014-3 220-341-015-0 220-341-016-8 220-341-017-6 220-342-001-9 220-342-002-7 220-342-003-5 220-342-004-3 220-342-005-0 220-342-006-8 220-342-007-6 220-342-008-4 220-342-009-2 220-343-001-8 220-343-002-6 220-343-003-4 220-343-004-2 220-343-005-9 220-343-006-7 220-343-007-5 220-343-008-3 220-343-009-1 220-343-010-9 220-343-011-7 220-343-012-5 220-343-013-3 220-343-014-1 220-343-015-8 220-343-016-6 220-343-017-4 220-343-018-2 220-343-019-0 220-343-020-8 220-343-021-6 220-343-022-4 220-343-023-2 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 92.08 $ 106.92 $ 147.52 $ 97.02 $ 92.08 $ 97.02 $ 92.08 $ 106.92 $ 106.92 $ 106.92 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 147.52 $ 123.04 $ 106.92 $ 123.04 $ 123.04 $ 123.04 $ 123.04 $ 123.04 $ 123.04 $ 123.04 $ 147.52 $ 123.04 $ 556.44 $ 508.52 $ 508.52 $ 613.08 $ 613.08 $ 613.08 $ 556.44 $ 528.14 $ 556.44 $ 705.64 $ 613.08 $ 613.08 $ 613.08 $ 556.44 $ 528.14 $ 556.44 $ 556.44 $ 556.44 $ 528.14 $ 613.08 $ 556.44 $ 528.14 $ 556.44 $ 528.14 $ 556.44 $ 613.08 $ 528.14 $ 508.52 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 508.52 $ 508.52 $ 508.52 $ 508.52 $ 508.52 $ 508.52 $ 556.44 $ 556.44 $ 613.08 DA DA DA DA DA $211,041.00 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 18 of 50 1010A 1010A 1010A 1010A 220-343-024-0 220-343-025-7 220-343-026-5 220-343-027-3 220-343-028-1 220-343-029-9 220-343-030-7 220-343-031-5 220-343-032-3 220-343-033-1 220-343-034-9 220-343-035-6 220-343-036-4 220-343-037-2 220-343-038-0 220-343-039-8 220-343-040-6 220-343-041-4 220-343-042-2 220-343-043-0 220-343-044-8 220-343-045-5 220-343-046-3 220-343-047-1 220-343-048-9 220-343-049-7 220-343-050-5 220-343-051-3 220-371-001-3 220-371-002-1 220-371-003-9 220-371-004-7 220-371-005-4 220-371-006-2 220-371-007-0 220-371-008-8 220-371-009-6 220-371-010-4 220-371-011-2 220-371-012-0 220-371-013-8 220-371-014-6 220-371-015-3 220-371-016-1 220-371-017-9 220-371-018-7 220-371-019-5 220-371-020-3 220-371-021-1 220-371-022-9 220-371-023-7 220-371-024-5 220-371-025-2 220-371-026-0 220-371-027-8 220-371-028-6 220-371-029-4 220-371-030-2 220-371-031-0 220-371-032-8 220-371-033-6 220-371-034-4 220-371-035-1 220-371-036-9 220-371-037-7 220-371-038-5 220-371-039-3 220-371-040-1 220-371-041-9 220-371-042-7 220-371-043-5 220-371-044-3 220-371-045-0 220-371-046-8 220-371-047-6 220-371-048-4 220-371-049-2 220-371-050-0 220-371-051-8 220-371-052-6 220-371-053-4 220-371-054-2 220-371-055-9 220-371-056-7 220-371-057-5 220-371-058-3 220-371-059-1 220-371-060-9 220-371-061-7 220-372-001-2 220-372-002-0 220-372-003-8 220-372-004-6 220-372-005-3 220-372-006-1 220-372-007-9 220-372-008-7 220-372-009-5 220-372-010-3 220-372-011-1 220-372-012-9 220-372-013-7 220-372-014-5 220-372-015-2 220-372-017-8 220-381-002-9 220-381-003-7 220-381-004-5 220-381-005-2 220-381-006-0 220-381-007-8 220-381-008-6 220-381-009-4 220-381-010-2 220-381-011-0 220-381-012-8 220-381-013-6 220-381-014-4 220-381-015-1 220-381-016-9 220-381-017-7 220-381-018-5 220-381-019-3 220-381-021-9 220-382-001-0 220-382-002-8 220-382-003-6 220-383-001-9 220-383-002-7 220-383-003-5 220-383-004-3 220-383-005-0 220-383-006-8 220-383-007-6 220-383-008-4 220-383-009-2 220-383-010-0 220-383-011-8 220-383-012-6 220-383-013-4 220-383-014-2 220-383-015-9 220-383-016-7 220-383-017-5 220-383-018-3 220-383-019-1 220-383-020-9 220-383-021-7 $ 556.44 $ 556.44 $ 613.08 $ 613.08 $ 556.44 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 613.08 $ 613.08 $ 556.44 $ 508.52 $ 528.14 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 528.14 $ 528.14 $ 556.44 $ 613.08 $ 508.52 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 705.64 $ 705.64 $ 556.44 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 528.14 $ 508.52 $ 508.52 $ 528.14 $ 556.44 $ 556.44 $ 556.44 $ 705.64 $ 613.08 $ 705.64 $ 613.08 $ 613.08 $ 556.44 $ 508.52 $ 508.52 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 528.14 $ 528.14 $ 508.52 $ 556.44 $ 705.64 $ 613.08 $ 846.10 $ 613.08 $ 556.44 $ 556.44 $ 528.14 $ 508.52 $ 613.08 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 528.14 $ 613.08 $ 613.08 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 613.08 $ 556.44 $ 613.08 $ 528.14 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 508.52 $ 508.52 $ 508.52 $ 508.52 $ 528.14 $ 556.44 $ 508.52 $ 528.14 $ 528.14 $ 508.52 $ 508.52 $ 508.52 $ 508.52 $ 528.14 $ 528.14 $ 556.44 $ 613.08 $ 556.44 $ 528.14 $ 528.14 $ 556.44 $ 705.64 $ 705.64 $ 613.08 $ 613.08 $ 528.14 $ 556.44 $ 528.14 $ 528.14 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 19 of 50 1010A 520 520 520 520 220-383-022-5 220-383-023-3 220-383-024-1 220-383-025-8 033-271-001-1 033-271-002-9 033-271-003-7 033-271-004-5 033-271-005-2 033-271-006-0 033-271-007-8 033-271-008-6 033-271-009-4 033-271-010-2 033-271-011-0 033-271-012-8 033-271-013-6 033-271-014-4 033-271-015-1 033-271-016-9 033-271-017-7 033-271-018-5 033-271-019-3 033-271-020-1 033-271-021-9 033-271-022-7 033-271-023-5 033-271-024-3 033-271-025-0 033-271-026-8 033-271-027-6 033-271-028-4 033-271-029-2 033-271-030-0 033-271-031-8 033-271-032-6 033-271-033-4 033-271-034-2 033-271-035-9 033-271-036-7 033-271-037-5 033-271-038-3 033-271-039-1 033-271-040-9 033-271-041-7 033-271-042-5 033-271-043-3 033-271-044-1 033-271-045-8 033-271-046-6 033-271-047-4 033-271-048-2 033-271-049-0 033-271-050-8 033-271-051-6 033-271-052-4 033-271-053-2 033-271-054-0 033-271-055-7 033-271-056-5 033-271-057-3 033-271-058-1 033-271-059-9 033-271-060-7 033-271-061-5 033-271-062-3 033-271-063-1 033-271-064-9 033-271-065-6 033-271-066-4 033-271-067-2 033-271-068-0 033-271-074-8 033-271-075-5 033-271-076-3 033-271-077-1 033-271-078-9 033-271-079-7 033-271-080-5 033-271-081-3 033-271-082-1 033-271-083-9 033-271-084-7 033-271-085-4 033-271-086-2 033-271-087-0 033-271-088-8 033-271-089-6 033-271-090-4 033-271-091-2 033-271-092-0 033-271-093-8 033-271-094-6 033-271-095-3 033-271-096-1 033-280-001-0 033-280-002-8 033-280-003-6 033-280-004-4 033-280-005-1 033-280-006-9 033-280-007-7 033-280-008-5 033-280-009-3 033-280-010-1 033-280-011-9 033-280-012-7 033-280-013-5 033-280-014-3 033-280-015-0 033-280-016-8 033-280-017-6 033-280-018-4 033-280-019-2 033-280-020-0 033-280-021-8 033-280-022-6 033-280-023-4 033-280-024-2 033-280-025-9 033-280-026-7 033-280-027-5 033-280-028-3 033-280-029-1 033-280-030-9 033-280-031-7 033-280-032-5 033-280-033-3 033-280-034-1 033-280-035-8 033-280-036-6 033-280-037-4 033-280-038-2 033-280-039-0 033-280-040-8 033-280-041-6 033-280-042-4 033-280-043-2 033-280-044-0 033-280-045-7 033-280-046-5 033-280-047-3 033-280-048-1 033-280-049-9 033-280-050-7 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 31.46 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 34.12 $ 32.80 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 32.80 $ 31.46 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 30.10 $ 30.10 $ 31.46 $ 31.46 $ 32.80 $ 31.46 $ 32.80 $ 34.12 $ 32.80 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 32.80 $ 31.46 $ 34.12 $ 31.46 $ 31.46 $ 32.80 $ 40.18 $ 40.18 $ 32.80 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 DA DA DA DA DA $111,318.76 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 20 of 50 520 520 520 520 033-280-051-5 033-280-052-3 033-280-053-1 033-280-054-9 033-280-055-6 033-280-056-4 033-280-057-2 033-280-058-0 033-280-059-8 033-280-060-6 033-280-061-4 033-280-062-2 033-280-063-0 033-280-064-8 033-280-065-5 033-280-066-3 033-280-067-1 033-280-068-9 033-280-069-7 033-280-070-5 033-280-071-3 033-280-072-1 033-280-073-9 033-280-074-7 033-280-075-4 033-280-076-2 033-280-077-0 033-280-078-8 033-280-079-6 033-280-080-4 033-280-081-2 033-280-082-0 033-280-083-8 033-280-084-6 033-280-085-3 033-280-086-1 033-280-087-9 033-280-088-7 033-280-089-5 033-280-090-3 033-280-091-1 033-280-092-9 033-280-093-7 033-280-094-5 033-280-095-2 033-280-096-0 033-280-097-8 033-280-098-6 033-280-099-4 033-280-106-7 033-290-001-8 033-290-002-6 033-290-003-4 033-290-004-2 033-290-005-9 033-290-006-7 033-290-007-5 033-290-008-3 033-290-009-1 033-290-010-9 033-290-011-7 033-290-012-5 033-290-013-3 033-290-014-1 033-290-015-8 033-290-016-6 033-290-017-4 033-290-018-2 033-290-019-0 033-290-020-8 033-290-021-6 033-290-022-4 033-290-023-2 033-290-024-0 033-290-025-7 033-290-026-5 033-290-027-3 033-290-028-1 033-290-029-9 033-290-030-7 033-290-031-5 033-290-032-3 033-290-033-1 033-290-034-9 033-290-035-6 033-290-036-4 033-290-037-2 033-290-038-0 033-290-039-8 033-360-001-3 033-360-002-1 033-360-003-9 033-360-004-7 033-360-005-4 033-360-006-2 033-360-007-0 033-360-008-8 033-360-009-6 033-360-010-4 033-360-011-2 033-360-012-0 033-360-013-8 033-360-014-6 033-360-015-3 033-360-016-1 033-360-017-9 033-360-018-7 033-360-019-5 033-360-020-3 033-360-021-1 033-360-022-9 033-360-023-7 033-360-024-5 033-360-025-2 033-360-026-0 033-360-027-8 033-360-029-4 033-360-030-2 033-360-031-0 033-360-032-8 033-360-033-6 033-360-034-4 033-360-035-1 033-360-036-9 033-360-037-7 033-360-038-5 033-360-039-3 033-360-040-1 033-360-041-9 033-360-042-7 033-360-043-5 033-360-044-3 033-360-045-0 033-360-046-8 033-360-047-6 033-360-048-4 033-360-049-2 033-360-050-0 033-380-001-9 033-380-002-7 033-380-003-5 033-380-004-3 033-380-005-0 033-380-006-8 033-380-007-6 033-380-008-4 033-380-009-2 033-380-010-0 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 32.80 $ 32.80 $ 31.46 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 32.80 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 30.10 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 30.10 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 30.10 $ 36.16 $ 30.10 $ 30.10 $ 30.10 $ 36.16 $ 30.10 $ 36.16 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 21 of 50 520 520 520 520 033-380-011-8 033-380-012-6 033-380-013-4 033-380-014-2 033-380-015-9 033-380-016-7 033-380-017-5 033-380-018-3 033-380-019-1 033-380-020-9 033-380-021-7 033-380-022-5 033-380-023-3 033-380-024-1 033-380-025-8 033-380-026-6 033-380-027-4 033-380-028-2 033-380-029-0 033-380-030-8 033-380-031-6 033-380-032-4 033-380-033-2 033-380-034-0 033-380-035-7 033-380-036-5 033-380-037-3 033-380-038-1 033-380-039-9 033-380-040-7 033-380-041-5 033-380-042-3 033-380-043-1 033-380-044-9 033-380-045-6 033-380-046-4 033-390-001-7 033-390-002-5 033-390-003-3 033-390-004-1 033-390-005-8 033-390-006-6 033-390-007-4 033-390-008-2 033-390-009-0 033-390-010-8 033-390-011-6 033-390-012-4 033-390-013-2 033-390-014-0 033-390-015-7 033-390-016-5 033-390-017-3 033-390-018-1 033-390-019-9 033-390-020-7 033-390-021-5 033-390-022-3 033-390-023-1 033-390-024-9 033-390-025-6 033-390-026-4 033-390-027-2 033-390-028-0 033-390-029-8 033-390-030-6 033-390-031-4 033-390-032-2 033-390-033-0 033-390-034-8 033-390-035-5 033-390-036-3 033-390-037-1 033-390-038-9 033-390-039-7 033-390-040-5 033-390-041-3 033-390-042-1 033-390-043-9 033-390-044-7 033-390-045-4 033-390-046-2 033-390-047-0 033-390-048-8 033-390-049-6 033-390-050-4 033-390-051-2 033-390-052-0 033-410-001-3 033-410-002-1 033-410-003-9 033-410-004-7 033-410-005-4 033-410-006-2 033-410-007-0 033-410-008-8 033-410-009-6 033-410-010-4 033-410-011-2 033-410-012-0 033-410-013-8 033-410-014-6 033-410-015-3 033-410-016-1 033-410-017-9 033-410-018-7 033-410-019-5 033-410-020-3 033-410-021-1 033-410-022-9 033-410-024-5 033-410-025-2 033-410-026-0 033-410-027-8 033-410-028-6 033-410-029-4 033-410-030-2 033-410-031-0 033-410-032-8 033-410-033-6 033-410-034-4 033-410-035-1 033-410-036-9 033-410-037-7 033-410-038-5 033-410-039-3 033-410-040-1 033-410-042-7 033-410-043-5 033-410-044-3 033-410-045-0 033-410-046-8 033-410-047-6 033-410-048-4 033-410-049-2 033-410-050-0 033-410-051-8 033-410-052-6 033-410-054-2 033-410-055-9 033-410-056-7 033-410-057-5 033-410-058-3 033-410-059-1 033-410-060-9 033-410-061-7 033-410-062-5 033-410-063-3 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 32.80 $ 30.10 $ 30.10 $ 32.80 $ 32.80 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 34.12 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 36.16 $ 31.46 $ 30.10 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 22 of 50 520 520 520 67A 67A 033-410-064-1 033-420-001-1 033-420-002-9 033-420-003-7 033-420-004-5 033-420-005-2 033-420-006-0 033-420-007-8 033-420-008-6 033-420-009-4 033-420-010-2 033-420-011-0 033-420-012-8 033-420-013-6 033-420-014-4 033-420-015-1 033-420-016-9 033-420-017-7 033-420-018-5 033-420-019-3 033-420-020-1 033-420-021-9 033-420-022-7 033-420-023-5 033-420-024-3 033-420-025-0 033-420-026-8 033-420-027-6 033-420-028-4 033-420-029-2 033-420-030-0 033-420-031-8 033-420-032-6 033-420-033-4 033-420-034-2 033-420-035-9 033-420-036-7 033-420-037-5 033-420-038-3 033-420-039-1 033-420-040-9 033-420-041-7 033-420-042-5 033-420-043-3 033-420-044-1 033-420-045-8 033-420-046-6 033-420-048-2 033-420-049-0 033-420-050-8 033-420-051-6 033-420-052-4 033-420-053-2 033-420-054-0 033-420-055-7 033-420-056-5 033-420-057-3 033-420-058-1 033-420-059-9 033-420-060-7 033-420-062-3 033-420-063-1 033-420-064-9 033-420-065-6 033-420-066-4 033-420-067-2 033-420-068-0 033-420-069-8 033-420-070-6 033-420-071-4 033-420-072-2 033-420-073-0 033-420-074-8 033-420-075-5 033-420-076-3 033-420-077-1 033-420-078-9 033-420-079-7 033-420-080-5 033-420-081-3 033-420-082-1 033-420-083-9 033-420-084-7 033-420-085-4 033-420-086-2 033-420-087-0 033-420-088-8 033-420-089-6 033-420-090-4 033-420-091-2 033-420-092-0 033-420-093-8 033-420-094-6 033-420-096-1 184-351-020-5 184-351-021-3 184-351-022-1 186-300-001-2 186-300-002-0 186-300-003-8 186-300-004-6 186-300-005-3 186-300-006-1 186-300-007-9 186-300-008-7 186-300-009-5 186-300-010-3 186-300-011-1 186-300-012-9 186-300-013-7 186-300-014-5 186-300-015-2 186-300-016-0 186-300-017-8 186-300-018-6 186-300-019-4 186-300-020-2 186-300-021-0 186-300-022-8 186-300-023-6 186-300-024-4 186-300-025-1 186-300-026-9 186-310-001-0 186-310-002-8 186-310-003-6 186-310-004-4 186-310-005-1 186-310-006-9 186-310-007-7 186-310-008-5 186-310-009-3 186-310-010-1 186-310-011-9 186-320-001-8 186-320-002-6 186-320-003-4 186-320-004-2 186-320-005-9 186-320-006-7 186-320-007-5 186-320-008-3 186-320-009-1 186-320-010-9 186-320-011-7 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 32.80 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 31.46 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 32.80 $ 3.12 $ 3.46 $ 3.12 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 DA DA DA DA DA $17,560.68 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 23 of 50 67A 67A 67A 67A 186-320-012-5 186-320-013-3 186-320-014-1 186-320-015-8 186-320-016-6 186-320-017-4 186-320-018-2 186-320-019-0 186-320-020-8 186-320-021-6 186-320-022-4 186-320-023-2 186-320-024-0 186-320-025-7 186-320-026-5 186-320-027-3 186-320-028-1 186-320-029-9 186-320-030-7 186-320-031-5 186-320-032-3 186-320-033-1 186-320-034-9 186-320-035-6 186-320-036-4 186-320-037-2 186-320-038-0 186-320-039-8 186-320-040-6 186-320-041-4 186-320-042-2 186-320-043-0 186-320-044-8 186-320-045-5 186-320-046-3 186-320-047-1 186-320-048-9 186-320-049-7 186-320-050-5 186-320-051-3 186-320-052-1 186-320-053-9 186-320-054-7 186-320-055-4 186-320-056-2 186-320-057-0 186-320-058-8 186-320-059-6 186-320-060-4 186-320-061-2 186-320-062-0 186-320-063-8 186-320-064-6 186-320-065-3 186-320-066-1 186-320-067-9 186-320-068-7 186-320-069-5 186-320-070-3 186-320-071-1 186-320-072-9 186-320-073-7 186-320-074-5 186-320-075-2 186-320-076-0 186-320-077-8 186-320-078-6 186-320-079-4 186-320-081-0 186-320-082-8 186-320-083-6 186-320-084-4 186-320-085-1 186-320-086-9 186-320-087-7 186-320-088-5 186-320-089-3 186-320-090-1 186-320-091-9 186-320-092-7 186-320-093-5 186-320-094-3 186-320-095-0 186-320-096-8 186-320-097-6 186-320-098-4 186-320-099-2 186-320-100-8 186-320-101-6 186-320-102-4 186-320-103-2 186-320-104-0 186-320-105-7 186-320-106-5 186-320-107-3 186-320-108-1 186-320-109-9 186-320-110-7 186-320-111-5 186-320-112-3 186-320-113-1 186-320-114-9 186-320-115-6 186-320-116-4 186-320-117-2 186-320-118-0 186-320-119-8 186-320-121-4 186-320-122-2 186-320-123-0 186-320-124-8 186-320-125-5 186-320-126-3 186-320-127-1 186-320-128-9 186-320-129-7 186-320-130-5 186-320-131-3 186-320-132-1 186-320-133-9 186-320-134-7 186-320-135-4 186-320-136-2 186-320-137-0 186-320-138-8 186-320-139-6 186-320-140-4 186-320-141-2 186-320-142-0 186-320-143-8 186-320-144-6 186-320-145-3 186-320-146-1 186-320-147-9 186-320-148-7 186-320-149-5 186-320-150-3 186-320-152-9 186-320-153-7 186-340-001-4 186-340-002-2 186-340-003-0 186-340-004-8 186-340-005-5 186-340-006-3 186-340-007-1 186-340-008-9 186-340-009-7 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 24 of 50 67A 67A 67A 67A 186-350-001-1 186-350-002-9 186-350-003-7 186-350-004-5 186-350-005-2 186-350-006-0 186-350-007-8 186-350-008-6 186-350-009-4 186-350-010-2 186-350-011-0 186-350-012-8 186-350-013-6 186-350-014-4 186-350-015-1 186-350-016-9 186-350-017-7 186-350-018-5 186-350-019-3 186-350-020-1 186-350-021-9 186-350-022-7 186-350-023-5 186-350-025-0 186-350-027-6 186-350-028-4 186-350-029-2 186-350-030-0 186-350-031-8 186-350-032-6 186-350-033-4 186-350-034-2 186-350-035-9 186-350-036-7 186-350-037-5 186-350-038-3 186-350-039-1 186-350-040-9 186-350-041-7 186-350-042-5 186-350-043-3 186-350-044-1 186-350-045-8 186-350-046-6 186-350-047-4 186-350-048-2 186-350-049-0 186-350-050-8 186-350-051-6 186-350-052-4 186-350-053-2 186-350-054-0 186-350-055-7 186-350-056-5 186-350-057-3 186-350-058-1 186-350-059-9 186-350-060-7 186-350-061-5 186-350-062-3 186-350-063-1 186-350-064-9 186-350-065-6 186-350-066-4 186-350-067-2 186-350-068-0 186-350-069-8 186-350-070-6 186-350-071-4 186-350-072-2 186-350-073-0 186-350-074-8 186-350-075-5 186-350-076-3 186-350-077-1 186-350-078-9 186-350-079-7 186-350-080-5 186-350-081-3 186-350-082-1 186-350-083-9 186-350-084-7 186-350-085-4 186-350-086-2 186-350-087-0 186-350-088-8 186-350-089-6 186-350-090-4 186-350-091-2 186-350-092-0 186-350-093-8 186-350-094-6 186-350-095-3 186-350-096-1 186-350-097-9 186-350-098-7 186-350-099-5 186-350-100-1 186-350-101-9 186-350-102-7 186-350-103-5 186-350-104-3 186-350-105-0 186-350-106-8 186-350-107-6 186-350-108-4 186-350-109-2 186-350-110-0 186-350-111-8 186-350-112-6 186-350-113-4 186-350-114-2 186-350-115-9 186-350-116-7 186-350-117-5 186-350-118-3 186-350-119-1 186-350-120-9 186-350-121-7 186-350-122-5 186-350-123-3 186-350-124-1 186-350-125-8 186-350-126-6 186-350-127-4 186-350-128-2 186-350-129-0 186-350-130-8 186-350-131-6 186-350-132-4 186-350-133-2 186-350-134-0 186-350-135-7 186-350-136-5 186-350-137-3 186-350-138-1 186-350-139-9 186-350-140-7 186-350-141-5 186-350-142-3 186-350-143-1 186-350-144-9 186-350-145-6 186-350-146-4 186-350-147-2 186-350-148-0 186-350-149-8 186-350-150-6 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 25 of 50 67A 67A 67A 67A 186-350-154-8 186-360-001-9 186-360-002-7 186-360-003-5 186-360-004-3 186-360-005-0 186-360-006-8 186-360-007-6 186-360-008-4 186-360-009-2 186-360-010-0 186-360-011-8 186-360-012-6 186-360-013-4 186-360-014-2 186-360-015-9 186-360-016-7 186-360-017-5 186-360-018-3 186-360-019-1 186-360-020-9 186-360-021-7 186-360-022-5 186-360-023-3 186-360-024-1 186-360-025-8 186-370-001-7 186-370-002-5 186-370-003-3 186-370-004-1 186-370-005-8 186-370-006-6 186-370-007-4 186-370-008-2 186-370-009-0 186-370-010-8 186-370-011-6 186-370-012-4 186-370-013-2 186-370-014-0 186-370-015-7 186-370-016-5 186-370-017-3 186-370-018-1 186-370-019-9 186-390-001-3 186-390-002-1 186-390-003-9 186-390-004-7 186-390-005-4 186-390-006-2 186-390-007-0 186-390-008-8 186-400-001-1 186-400-002-9 186-400-003-7 186-400-004-5 186-400-005-2 186-400-006-0 186-400-007-8 186-400-008-6 186-400-009-4 186-400-010-2 186-400-011-0 186-400-012-8 186-400-013-6 186-400-014-4 186-410-027-4 186-410-028-2 186-410-030-8 186-410-031-6 186-410-033-2 186-410-034-0 186-410-035-7 186-410-036-5 186-410-038-1 186-410-039-9 186-410-040-7 186-410-041-5 186-410-043-1 186-410-044-9 186-410-045-6 186-410-046-4 186-410-048-0 186-410-049-8 186-410-050-6 186-410-051-4 186-410-052-2 186-410-054-8 186-410-055-5 186-410-056-3 186-410-057-1 186-410-059-7 186-410-060-5 186-410-061-3 186-410-062-1 186-410-064-7 186-410-065-4 186-410-066-2 186-410-068-8 186-410-069-6 186-410-070-4 186-410-072-0 186-410-073-8 186-410-074-6 186-410-076-1 186-410-077-9 186-410-078-7 186-410-080-3 186-410-081-1 186-410-082-9 186-410-084-5 186-410-085-2 186-410-086-0 186-410-088-6 186-410-089-4 186-410-091-0 186-410-092-8 186-410-093-6 186-410-094-4 188-050-015-0 188-050-016-8 188-120-032-1 188-120-033-9 188-120-034-7 188-120-035-4 188-120-036-2 188-170-034-6 188-170-035-3 188-170-036-1 188-170-037-9 190-290-001-6 190-290-002-4 190-290-003-2 190-290-004-0 190-290-005-7 190-290-006-5 190-290-007-3 190-290-008-1 190-290-009-9 190-290-010-7 190-290-011-5 190-290-012-3 190-290-013-1 190-290-014-9 190-290-015-6 190-290-016-4 190-290-017-2 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 5.00 $ 6.22 $ 4.04 $ 5.00 $ 4.04 $ 5.00 $ 4.04 $ 5.00 $ 7.44 $ 5.00 $ 6.22 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 26 of 50 67A 67A 67A 67A 190-290-018-0 190-290-019-8 190-290-020-6 190-290-021-4 190-290-022-2 190-290-023-0 190-290-024-8 190-300-001-4 190-300-002-2 190-300-003-0 190-300-004-8 190-300-005-5 190-300-006-3 190-300-007-1 190-300-008-9 190-300-009-7 190-300-010-5 190-300-011-3 190-300-012-1 190-300-013-9 190-300-014-7 190-300-015-4 190-300-016-2 190-300-017-0 190-300-018-8 190-310-001-2 190-310-002-0 190-310-003-8 190-310-004-6 190-310-005-3 190-310-006-1 190-310-007-9 190-310-008-7 190-310-009-5 190-310-010-3 190-310-011-1 190-310-012-9 190-310-013-7 190-310-014-5 190-310-015-2 190-310-016-0 190-310-017-8 190-310-018-6 190-310-019-4 190-310-020-2 190-310-021-0 190-310-022-8 190-310-023-6 190-310-024-4 190-310-025-1 190-310-026-9 190-310-027-7 190-310-028-5 190-310-029-3 190-310-030-1 190-320-001-0 190-320-002-8 190-320-003-6 190-320-004-4 190-320-005-1 190-320-006-9 190-320-007-7 190-320-008-5 190-320-009-3 190-320-010-1 190-320-011-9 190-320-012-7 190-320-013-5 190-320-014-3 190-320-015-0 190-320-016-8 190-320-017-6 190-320-018-4 190-320-019-2 190-320-020-0 190-320-021-8 190-320-022-6 190-320-023-4 190-320-024-2 190-320-025-9 190-320-026-7 190-320-027-5 190-320-028-3 190-320-029-1 190-320-030-9 190-320-031-7 190-320-032-5 190-320-033-3 190-320-034-1 190-330-001-8 190-330-002-6 190-330-003-4 190-330-004-2 190-330-005-9 190-330-006-7 190-330-007-5 190-330-008-3 190-330-009-1 190-330-010-9 190-330-011-7 190-330-012-5 190-330-013-3 190-330-014-1 190-330-015-8 190-330-016-6 190-330-017-4 190-330-018-2 190-330-019-0 190-330-020-8 190-330-021-6 190-330-022-4 190-330-023-2 190-330-024-0 190-330-025-7 190-330-026-5 190-330-027-3 190-330-028-1 190-330-029-9 190-330-030-7 190-330-031-5 190-330-032-3 190-330-033-1 190-330-034-9 190-340-001-6 190-340-002-4 190-340-003-2 190-340-004-0 190-340-005-7 190-340-006-5 190-340-007-3 190-340-008-1 190-340-009-9 190-340-010-7 190-340-011-5 190-340-012-3 190-340-013-1 190-340-014-9 190-340-015-6 190-340-016-4 190-340-017-2 190-340-018-0 190-340-019-8 190-340-020-6 190-340-021-4 190-340-022-2 190-340-023-0 190-340-024-8 190-340-025-5 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 27 of 50 67A 67A 67A 67A 190-340-026-3 190-340-027-1 190-340-028-9 190-340-029-7 190-340-030-5 190-340-031-3 190-340-032-1 190-340-033-9 190-340-034-7 190-340-035-4 190-340-036-2 190-340-037-0 190-340-038-8 190-340-039-6 190-340-040-4 190-340-041-2 190-340-042-0 190-350-001-3 190-350-002-1 190-350-003-9 190-350-004-7 190-350-005-4 190-350-006-2 190-350-007-0 190-350-008-8 190-350-009-6 190-350-010-4 190-350-011-2 190-350-012-0 190-350-013-8 190-350-014-6 190-350-015-3 190-350-016-1 190-350-017-9 190-350-018-7 190-350-019-5 190-350-020-3 190-350-021-1 190-350-022-9 190-350-023-7 190-350-024-5 190-350-025-2 190-350-026-0 190-350-027-8 190-350-028-6 190-350-029-4 190-350-030-2 190-350-031-0 190-350-032-8 190-350-033-6 190-350-034-4 190-350-035-1 190-350-036-9 190-350-037-7 190-350-038-5 190-350-039-3 190-350-040-1 190-350-041-9 190-350-042-7 190-350-043-5 190-350-044-3 190-350-045-0 190-350-046-8 190-350-047-6 190-350-048-4 190-350-049-2 190-350-050-0 190-350-051-8 190-350-052-6 190-350-053-4 190-350-054-2 190-350-055-9 190-350-056-7 190-350-057-5 190-350-058-3 190-350-059-1 190-350-060-9 190-350-061-7 190-350-062-5 190-350-063-3 190-350-064-1 190-350-065-8 190-350-066-6 190-360-001-1 190-360-002-9 190-360-003-7 190-360-004-5 190-360-005-2 190-360-006-0 190-360-007-8 190-360-008-6 190-360-009-4 190-360-010-2 190-360-011-0 190-360-012-8 190-360-013-6 190-360-014-4 190-360-015-1 190-360-016-9 190-360-017-7 190-360-018-5 190-360-019-3 190-360-020-1 190-360-021-9 190-360-022-7 190-360-023-5 190-360-024-3 190-360-025-0 190-360-026-8 190-360-027-6 190-360-028-4 190-360-029-2 190-360-030-0 190-360-031-8 190-360-032-6 190-360-033-4 190-360-034-2 190-360-035-9 190-360-036-7 190-360-037-5 190-360-038-3 190-360-039-1 190-360-040-9 190-360-041-7 190-360-042-5 190-360-043-3 190-360-044-1 190-360-045-8 190-360-046-6 190-360-047-4 190-360-048-2 190-360-049-0 190-360-050-8 190-360-051-6 190-360-052-4 190-360-053-2 190-360-054-0 190-370-001-9 190-370-002-7 190-370-003-5 190-370-004-3 190-370-005-0 190-370-006-8 190-370-007-6 190-370-008-4 190-370-009-2 190-370-010-0 190-370-011-8 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 28 of 50 67A 67A 67A 67A 190-370-012-6 190-370-013-4 190-370-014-2 190-370-015-9 190-370-016-7 190-370-017-5 190-370-018-3 190-370-019-1 190-370-020-9 190-370-021-7 190-370-022-5 190-370-023-3 190-370-024-1 190-370-025-8 190-370-026-6 190-370-027-4 190-370-028-2 190-370-029-0 190-370-030-8 190-370-031-6 190-370-032-4 190-370-033-2 190-370-034-0 190-370-035-7 190-370-036-5 190-370-037-3 190-370-038-1 190-370-039-9 190-370-040-7 190-370-041-5 190-370-042-3 190-370-043-1 190-370-044-9 190-370-045-6 190-370-046-4 190-370-047-2 190-370-048-0 190-370-049-8 190-370-050-6 190-370-051-4 190-370-052-2 190-370-053-0 190-370-054-8 190-400-001-3 190-400-002-1 190-400-003-9 190-400-004-7 190-400-005-4 190-400-006-2 190-400-007-0 190-400-008-8 190-400-009-6 190-400-010-4 190-400-011-2 190-400-012-0 190-400-013-8 190-400-014-6 190-400-015-3 190-400-016-1 190-400-017-9 190-400-018-7 190-400-019-5 190-400-020-3 190-400-021-1 190-400-022-9 190-400-023-7 190-400-024-5 190-410-001-1 190-410-002-9 190-410-003-7 190-410-004-5 190-410-005-2 190-410-006-0 190-410-007-8 190-410-008-6 190-410-009-4 190-410-010-2 190-410-011-0 190-410-012-8 190-410-013-6 190-410-014-4 190-410-015-1 190-410-016-9 190-410-017-7 190-410-018-5 190-410-019-3 190-410-020-1 190-410-021-9 190-410-022-7 190-410-023-5 190-410-024-3 190-410-025-0 190-410-026-8 190-410-027-6 190-410-028-4 190-410-029-2 190-410-030-0 190-410-031-8 190-410-032-6 190-410-033-4 190-410-034-2 190-410-035-9 190-410-036-7 190-410-037-5 190-410-038-3 190-410-039-1 190-420-001-9 190-420-002-7 190-420-003-5 190-420-004-3 190-420-005-0 190-420-006-8 190-420-007-6 190-420-008-4 190-420-009-2 190-420-010-0 190-420-011-8 190-420-012-6 190-420-013-4 190-420-014-2 190-420-015-9 190-420-016-7 190-420-017-5 190-420-018-3 190-420-019-1 190-420-020-9 190-420-021-7 190-420-022-5 190-420-023-3 190-420-024-1 190-420-025-8 190-420-026-6 190-420-027-4 190-420-028-2 190-420-029-0 190-420-030-8 190-420-031-6 190-420-032-4 190-420-033-2 190-420-034-0 190-420-035-7 190-420-036-5 190-420-037-3 190-420-038-1 190-420-039-9 190-420-040-7 190-420-041-5 190-420-042-3 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 2.60 $ 2.60 $ 2.72 $ 2.72 $ 2.94 $ 2.60 $ 2.60 $ 2.72 $ 2.60 $ 2.60 $ 2.94 $ 2.94 $ 2.72 $ 2.72 $ 2.72 $ 2.72 $ 2.94 $ 2.94 $ 2.72 $ 2.60 $ 2.60 $ 2.84 $ 2.94 $ 2.84 $ 2.72 $ 2.72 $ 2.72 $ 2.72 $ 2.84 $ 2.94 $ 2.60 $ 2.94 $ 2.60 $ 2.94 $ 2.72 $ 3.12 $ 2.72 $ 2.72 $ 2.72 $ 2.60 $ 2.60 $ 2.60 $ 2.72 $ 2.84 $ 2.72 $ 2.72 $ 2.60 $ 2.60 $ 2.72 $ 2.72 $ 2.94 $ 2.60 $ 2.94 $ 2.84 $ 2.84 $ 2.72 $ 2.72 $ 2.72 $ 3.12 $ 2.84 $ 2.72 $ 2.72 $ 2.72 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 29 of 50 67A 67A 67A 67A 190-420-043-1 190-420-044-9 190-420-045-6 190-420-046-4 190-420-047-2 190-420-048-0 190-420-049-8 190-420-050-6 190-430-001-7 190-430-002-5 190-430-003-3 190-430-004-1 190-430-005-8 190-430-006-6 190-430-007-4 190-430-008-2 190-430-009-0 190-430-010-8 190-430-011-6 190-430-012-4 190-430-013-2 190-430-014-0 190-430-015-7 190-430-016-5 190-440-001-5 190-440-002-3 190-440-003-1 190-440-004-9 190-440-005-6 190-440-006-4 190-440-007-2 190-440-009-8 190-440-010-6 190-440-011-4 190-440-012-2 190-440-013-0 190-440-014-8 190-440-016-3 190-440-017-1 190-440-018-9 190-440-019-7 190-440-020-5 190-440-021-3 190-450-001-2 190-450-002-0 190-450-003-8 190-450-004-6 190-450-005-3 190-450-006-1 190-450-008-7 190-450-009-5 190-450-010-3 190-450-011-1 190-450-012-9 190-450-013-7 190-460-001-0 190-460-002-8 190-460-003-6 190-460-004-4 190-460-005-1 190-460-006-9 190-460-007-7 190-460-008-5 190-460-010-1 190-460-011-9 190-460-012-7 190-460-013-5 190-460-014-3 190-460-015-0 190-460-016-8 190-460-017-6 190-460-018-4 190-460-019-2 190-460-020-0 190-460-021-8 190-460-023-4 190-460-024-2 190-460-025-9 190-460-026-7 190-460-027-5 190-460-028-3 190-460-029-1 190-470-001-8 190-470-002-6 190-470-003-4 190-470-004-2 190-470-006-7 190-470-007-5 190-470-008-3 190-470-009-1 190-470-011-7 190-470-012-5 190-470-013-3 190-470-014-1 190-470-016-6 190-470-017-4 190-470-018-2 190-470-019-0 190-470-020-8 190-470-021-6 190-470-022-4 190-480-001-6 190-480-002-4 190-480-003-2 190-480-004-0 190-480-005-7 190-480-006-5 190-480-007-3 190-480-008-1 190-480-010-7 190-480-011-5 190-480-012-3 190-480-013-1 190-480-014-9 190-480-015-6 190-480-016-4 190-480-017-2 190-490-001-4 190-490-002-2 190-490-003-0 190-490-004-8 190-490-005-5 190-490-006-3 190-490-007-1 190-490-008-9 190-490-009-7 190-490-010-5 190-490-011-3 190-490-012-1 190-500-001-2 190-500-002-0 190-500-003-8 190-500-004-6 190-500-005-3 190-500-006-1 190-500-007-9 190-500-008-7 190-510-001-0 190-510-002-8 190-510-003-6 190-510-004-4 190-510-005-1 190-510-006-9 190-510-007-7 190-510-008-5 190-510-010-1 190-510-011-9 190-510-012-7 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 30 of 50 67A 67A 75A 75A 75A 190-510-013-5 190-510-014-3 190-510-015-0 190-510-016-8 190-510-017-6 190-510-018-4 190-510-019-2 190-510-020-0 190-510-021-8 190-510-023-4 190-510-024-2 190-510-025-9 190-510-026-7 190-510-027-5 190-510-028-3 190-510-029-1 190-510-030-9 190-510-031-7 190-510-032-5 190-510-033-3 190-510-034-1 190-520-002-6 190-520-003-4 190-520-004-2 190-520-005-9 190-520-006-7 190-520-007-5 190-520-008-3 190-520-009-1 190-520-010-9 190-520-011-7 190-520-012-5 190-520-013-3 191-190-006-4 191-210-008-6 191-210-009-4 191-210-010-2 213-040-089-4 213-320-012-7 213-320-013-5 213-330-001-8 213-330-002-6 213-330-003-4 213-330-004-2 213-330-005-9 213-330-006-7 213-330-007-5 213-330-008-3 213-330-009-1 213-330-010-9 213-330-011-7 213-330-012-5 213-330-013-3 213-330-014-1 213-330-015-8 213-330-016-6 213-330-017-4 213-330-018-2 213-330-019-0 213-330-020-8 213-330-021-6 213-330-022-4 213-330-023-2 213-330-024-0 213-330-025-7 213-330-026-5 213-330-027-3 213-330-028-1 213-330-029-9 213-330-030-7 213-330-031-5 213-330-032-3 213-330-033-1 213-330-034-9 213-330-035-6 213-330-036-4 213-330-037-2 213-330-038-0 213-330-039-8 213-330-040-6 213-330-041-4 213-340-001-6 213-340-002-4 213-340-003-2 213-340-004-0 213-340-005-7 213-340-006-5 213-340-007-3 213-340-008-1 213-340-009-9 213-340-010-7 213-340-011-5 213-340-012-3 213-340-013-1 213-340-014-9 213-340-015-6 213-340-016-4 213-340-017-2 213-340-018-0 213-350-001-3 213-350-002-1 213-350-003-9 213-350-004-7 213-350-005-4 213-350-006-2 213-350-007-0 213-350-008-8 213-350-009-6 213-350-010-4 213-350-017-9 213-350-018-7 213-360-001-1 213-360-002-9 213-360-003-7 213-360-004-5 213-360-005-2 213-360-006-0 213-360-007-8 213-360-008-6 213-360-009-4 213-360-010-2 213-360-011-0 213-360-012-8 213-360-013-6 213-360-014-4 213-360-015-1 213-360-016-9 213-360-017-7 213-360-018-5 213-360-019-3 213-360-020-1 213-360-021-9 213-360-022-7 213-360-023-5 213-360-024-3 213-360-025-0 213-360-026-8 213-360-027-6 213-360-028-4 213-360-029-2 213-360-030-0 213-360-031-8 213-360-032-6 213-360-033-4 213-360-034-2 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 9,257.08 $ 3,041.86 $ 6,949.22 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 235.92 $ 36.84 $ 42.06 $ 235.92 $ 117.96 $ 235.92 $ 235.92 $ 235.92 $ 235.92 $ 235.92 $ 29.48 $ 29.48 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 DA DA DA DA DA $3,319.46 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 31 of 50 75A 75A 75A 75A 213-360-035-9 213-360-036-7 213-360-037-5 213-360-038-3 213-360-039-1 213-360-040-9 213-360-041-7 213-360-042-5 213-360-043-3 213-360-044-1 213-360-045-8 213-360-046-6 213-360-047-4 213-360-048-2 213-360-049-0 213-360-050-8 213-360-051-6 213-360-052-4 213-360-053-2 213-360-054-0 213-360-055-7 213-360-056-5 213-360-057-3 213-360-058-1 213-360-059-9 213-360-060-7 213-380-005-8 213-390-001-5 213-390-002-3 213-390-003-1 213-390-004-9 213-390-005-6 213-390-006-4 213-390-007-2 213-390-008-0 213-390-009-8 213-390-010-6 213-390-011-4 213-390-012-2 213-390-013-0 213-390-014-8 213-390-015-5 213-390-016-3 213-390-017-1 213-390-018-9 213-390-019-7 213-390-020-5 213-390-026-2 213-390-028-8 213-390-029-6 213-390-030-4 213-390-031-2 213-390-037-9 213-390-038-7 213-390-039-5 213-390-041-1 213-390-042-9 213-390-043-7 213-390-044-5 213-400-001-3 213-400-002-1 213-400-003-9 213-400-004-7 213-400-005-4 213-400-006-2 213-400-007-0 213-400-008-8 213-400-009-6 213-400-010-4 213-400-011-2 213-400-012-0 213-400-013-8 213-400-014-6 213-400-015-3 213-400-016-1 213-400-017-9 213-400-018-7 213-400-019-5 213-400-020-3 213-400-021-1 213-400-022-9 213-400-023-7 213-400-024-5 213-400-025-2 213-400-026-0 213-400-027-8 213-400-028-6 213-400-029-4 213-400-030-2 213-400-031-0 213-400-032-8 213-400-033-6 213-400-034-4 213-400-035-1 213-400-036-9 213-400-037-7 213-400-038-5 213-400-039-3 213-400-040-1 213-410-001-1 213-410-002-9 213-410-003-7 213-410-004-5 213-410-005-2 213-410-006-0 213-410-007-8 213-410-008-6 213-410-009-4 213-410-010-2 213-410-011-0 213-410-012-8 213-410-013-6 213-410-014-4 213-410-015-1 213-410-016-9 213-410-017-7 213-410-018-5 213-410-019-3 213-410-020-1 213-410-021-9 213-410-022-7 213-410-023-5 213-410-024-3 213-410-025-0 213-410-026-8 213-410-027-6 213-410-028-4 213-410-029-2 213-410-030-0 213-410-031-8 213-410-032-6 213-410-033-4 213-410-034-2 213-410-035-9 213-410-036-7 213-410-037-5 213-410-038-3 213-410-039-1 213-410-040-9 213-410-041-7 213-410-042-5 213-410-043-3 213-410-044-1 213-410-045-8 213-410-046-6 213-410-047-4 213-410-048-2 213-410-049-0 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 4,629.42 $ 30.70 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 30.70 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 36.12 $ 1,986.74 $ 36.12 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 33.12 $ 29.48 $ 19.30 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 32.52 $ 32.52 $ 30.70 $ 29.48 $ 32.52 $ 30.70 $ 32.52 $ 32.52 $ 32.52 $ 30.70 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 30.70 $ 29.48 $ 30.70 $ 32.52 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 32.52 $ 32.52 $ 30.70 $ 42.18 $ 32.52 $ 32.52 $ 32.52 $ 30.70 $ 32.52 $ 36.12 $ 30.70 $ 42.18 $ 30.70 $ 29.48 $ 32.52 $ 29.48 $ 32.52 $ 30.70 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 32 of 50 75A 75A 75A 75A 213-410-050-8 213-410-051-6 213-410-052-4 213-410-053-2 213-410-054-0 213-410-055-7 213-410-056-5 213-410-058-1 213-410-059-9 213-410-060-7 213-410-061-5 213-410-062-3 213-410-063-1 213-410-068-0 213-420-001-9 213-420-002-7 213-420-003-5 213-420-004-3 213-420-005-0 213-420-006-8 213-420-007-6 213-420-008-4 213-420-009-2 213-420-010-0 213-420-011-8 213-420-012-6 213-420-013-4 213-420-014-2 213-420-015-9 213-420-016-7 213-420-017-5 213-420-018-3 213-420-019-1 213-420-020-9 213-420-021-7 213-420-022-5 213-420-023-3 213-420-024-1 213-420-025-8 213-420-026-6 213-420-027-4 213-420-028-2 213-420-029-0 213-420-030-8 213-420-031-6 213-420-032-4 213-420-033-2 213-420-034-0 213-420-035-7 213-420-036-5 213-420-037-3 213-420-038-1 213-420-039-9 213-420-040-7 213-420-041-5 213-430-001-7 213-430-002-5 213-430-005-8 213-430-008-2 213-430-009-0 213-430-012-4 213-430-013-2 213-430-014-0 213-430-015-7 213-430-016-5 213-430-017-3 213-430-018-1 213-430-022-3 213-430-023-1 213-430-029-8 213-430-030-6 213-430-036-3 213-430-037-1 213-430-065-2 213-430-068-6 213-430-069-4 213-430-070-2 213-430-071-0 213-430-072-8 213-430-073-6 213-430-074-4 213-430-075-1 213-430-076-9 213-430-077-7 213-430-078-5 213-430-079-3 213-430-080-1 213-430-081-9 213-430-082-7 213-430-083-5 213-430-084-3 213-430-085-0 213-430-086-8 213-430-087-6 213-430-088-4 213-430-089-2 213-430-090-0 213-430-091-8 213-430-092-6 213-430-093-4 213-430-094-2 213-430-095-9 213-430-096-7 213-430-097-5 213-430-098-3 213-430-099-1 213-430-100-7 213-430-101-5 213-430-102-3 213-430-103-1 213-430-104-9 213-430-105-6 213-430-107-2 213-430-108-0 213-430-109-8 213-430-110-6 213-430-111-4 213-430-113-0 213-430-114-8 213-480-010-7 213-480-011-5 213-480-012-3 213-480-013-1 213-480-014-9 213-480-015-6 213-480-016-4 213-480-017-2 213-480-018-0 213-480-019-8 213-480-020-6 213-480-021-4 213-480-022-2 213-480-023-0 213-480-024-8 213-480-025-5 213-490-011-3 213-490-012-1 213-490-013-9 213-490-014-7 213-490-015-4 213-490-016-2 213-490-017-0 213-490-018-8 213-490-019-6 213-490-020-4 213-490-021-2 213-490-022-0 213-490-023-8 $ 30.70 $ 32.52 $ 30.70 $ 32.52 $ 36.12 $ 32.52 $ 32.52 $ 30.70 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 32.52 $ 32.52 $ 30.70 $ 29.48 $ 29.48 $ 52.12 $ 29.48 $ 30.70 $ 29.48 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 42.18 $ 36.12 $ 29.48 $ 32.52 $ 32.52 $ 30.70 $ 32.52 $ 32.52 $ 29.48 $ 32.52 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 32.52 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 36.12 $ 29.48 $ 30.70 $ 30.70 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 2,332.54 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 33 of 50 75A 75A 75A 75A 213-490-024-6 213-490-025-3 213-490-026-1 213-490-027-9 213-490-028-7 213-490-029-5 213-500-010-3 213-500-011-1 213-500-012-9 213-500-013-7 213-500-014-5 213-500-015-2 213-500-016-0 213-500-017-8 213-500-018-6 213-500-019-4 213-500-025-1 213-500-026-9 213-500-027-7 213-500-028-5 213-500-029-3 213-500-030-1 213-510-014-3 213-510-015-0 213-510-016-8 213-510-017-6 213-510-018-4 213-510-019-2 213-510-020-0 213-510-021-8 213-510-022-6 213-510-023-4 213-510-024-2 213-510-025-9 213-510-026-7 213-510-027-5 213-510-028-3 213-510-029-1 213-510-030-9 213-510-031-7 213-510-032-5 213-510-033-3 213-520-008-3 213-520-009-1 213-520-010-9 213-520-011-7 213-520-012-5 213-520-013-3 213-520-014-1 213-520-015-8 213-520-016-6 213-520-017-4 213-530-011-5 213-530-012-3 213-530-013-1 213-530-014-9 213-530-015-6 213-530-016-4 213-530-017-2 213-530-018-0 213-530-019-8 213-530-020-6 213-530-021-4 213-530-022-2 213-530-023-0 213-530-024-8 213-540-008-9 213-540-009-7 213-540-010-5 213-540-011-3 213-540-012-1 213-540-013-9 213-540-014-7 213-540-015-4 213-540-016-2 213-540-017-0 213-540-018-8 213-550-007-8 213-550-008-6 213-550-009-4 213-550-010-2 213-550-011-0 213-550-012-8 213-550-013-6 213-550-014-4 213-550-015-1 213-550-016-9 213-560-010-0 213-560-011-8 213-560-012-6 213-560-013-4 213-560-014-2 213-560-015-9 213-560-016-7 213-560-017-5 213-560-018-3 213-560-019-1 213-560-020-9 213-560-021-7 213-560-022-5 213-560-023-3 213-560-024-1 213-560-025-8 213-560-026-6 213-560-027-4 213-560-028-2 213-560-029-0 213-570-010-8 213-570-011-6 213-570-012-4 213-570-014-0 213-570-015-7 213-570-017-3 213-570-018-1 213-570-019-9 213-570-021-5 213-570-022-3 213-570-027-2 213-570-028-0 213-570-029-8 213-570-030-6 213-570-033-0 213-570-034-8 213-570-035-5 213-580-010-6 213-580-011-4 213-580-012-2 213-580-014-8 213-580-015-5 213-580-016-3 213-580-018-9 213-580-019-7 213-580-021-3 213-580-022-1 213-580-023-9 213-580-025-4 213-580-026-2 213-580-028-8 213-580-029-6 213-580-030-4 213-580-032-0 213-580-033-8 213-590-013-8 213-590-014-6 213-590-016-1 213-590-017-9 213-590-018-7 213-590-020-3 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 34 of 50 75A 75A 75A 75A 213-590-021-1 213-590-022-9 213-590-024-5 213-590-025-2 213-590-027-8 213-590-028-6 213-590-029-4 213-590-031-0 213-590-032-8 213-590-034-4 213-590-035-1 213-590-036-9 213-590-037-7 213-590-038-5 213-590-039-3 213-590-040-1 213-590-041-9 213-590-042-7 213-590-043-5 213-610-020-9 213-610-029-0 213-610-031-6 213-610-033-2 213-621-001-6 213-621-002-4 213-621-005-7 213-621-009-9 213-621-013-1 213-660-107-3 213-660-108-1 213-660-109-9 213-660-110-7 213-660-111-5 213-660-112-3 213-660-113-1 213-660-114-9 213-660-115-6 213-660-116-4 213-660-117-2 213-660-118-0 213-660-119-8 213-660-120-6 213-660-121-4 213-660-122-2 213-660-123-0 213-660-124-8 213-660-125-5 213-660-126-3 213-660-127-1 213-660-128-9 213-660-129-7 213-660-130-5 213-660-131-3 213-660-132-1 213-660-133-9 213-660-134-7 213-660-135-4 213-660-136-2 213-660-137-0 213-660-138-8 213-660-139-6 213-660-140-4 213-660-141-2 213-660-142-0 213-660-143-8 213-660-144-6 213-660-145-3 213-660-146-1 213-660-147-9 213-660-148-7 213-660-149-5 213-660-150-3 213-660-151-1 213-660-152-9 213-660-153-7 213-660-154-5 213-660-155-2 213-660-156-0 213-660-157-8 213-660-158-6 213-660-159-4 213-660-160-2 213-660-161-0 213-660-162-8 213-660-163-6 213-660-164-4 213-660-165-1 213-660-166-9 213-660-167-7 213-660-168-5 213-660-169-3 213-660-170-1 213-660-171-9 213-660-172-7 213-660-173-5 213-660-174-3 213-660-175-0 213-660-176-8 213-660-177-6 213-660-178-4 213-660-179-2 213-660-180-0 213-660-181-8 213-660-182-6 213-660-183-4 213-660-184-2 213-660-185-9 213-660-186-7 213-660-187-5 213-660-188-3 213-660-189-1 213-660-190-9 213-660-191-7 213-660-192-5 213-660-193-3 213-660-194-1 213-660-195-8 213-660-196-6 213-660-197-4 213-660-198-2 213-660-199-0 213-660-200-6 213-660-201-4 213-660-202-2 213-660-203-0 213-660-204-8 213-660-205-5 213-660-206-3 213-660-207-1 213-660-208-9 213-660-209-7 213-660-210-5 213-670-147-7 213-670-148-5 213-670-149-3 213-670-150-1 213-670-151-9 213-670-152-7 213-670-153-5 213-670-154-3 213-670-155-0 213-670-156-8 213-670-157-6 213-670-158-4 213-670-159-2 213-670-160-0 213-670-161-8 213-670-162-6 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 587.66 $ 819.14 $ 7,983.82 $ 345.58 $ 138.32 $ 632.36 $ 641.94 $ 721.22 $ 2,500.40 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 35 of 50 75A 75A 75A 75A 213-670-163-4 213-670-164-2 213-670-165-9 213-670-166-7 213-670-167-5 213-670-168-3 213-670-169-1 213-670-170-9 213-670-171-7 213-670-172-5 213-670-173-3 213-670-174-1 213-670-175-8 213-670-176-6 213-670-177-4 213-670-178-2 213-670-179-0 213-670-180-8 213-670-181-6 213-670-182-4 213-670-183-2 213-670-184-0 213-670-185-7 213-670-186-5 213-670-187-3 213-670-188-1 213-670-189-9 213-670-190-7 213-670-191-5 213-670-192-3 213-670-193-1 213-670-194-9 213-670-195-6 213-670-196-4 213-670-197-2 213-670-198-0 213-670-199-8 213-670-200-4 213-670-201-2 213-670-202-0 213-670-203-8 213-670-204-6 213-670-205-3 213-670-206-1 213-670-207-9 213-670-208-7 213-670-209-5 213-670-210-3 213-670-211-1 213-670-212-9 213-670-213-7 213-670-214-5 213-670-215-2 213-670-216-0 213-670-217-8 213-670-218-6 213-670-219-4 213-670-220-2 213-670-221-0 213-670-222-8 213-670-223-6 213-670-224-4 213-670-225-1 213-670-226-9 213-670-227-7 213-670-228-5 213-670-229-3 213-670-230-1 213-670-231-9 213-670-232-7 213-670-233-5 213-670-234-3 213-670-235-0 213-670-236-8 213-670-237-6 213-670-238-4 213-670-239-2 213-670-240-0 213-670-241-8 213-670-242-6 213-670-243-4 213-670-244-2 213-670-245-9 213-670-246-7 213-670-247-5 213-670-248-3 213-670-249-1 213-670-250-9 213-670-251-7 213-670-252-5 213-670-253-3 213-670-254-1 213-670-255-8 213-670-256-6 213-670-257-4 213-670-258-2 213-670-259-0 213-670-260-8 213-670-261-6 213-670-262-4 213-670-263-2 213-670-264-0 213-670-265-7 213-670-266-5 213-670-267-3 213-670-268-1 213-670-269-9 213-670-270-7 213-670-271-5 213-670-272-3 213-670-273-1 213-670-274-9 213-670-275-6 213-670-276-4 213-670-277-2 213-670-278-0 213-670-279-8 213-670-280-6 213-670-281-4 213-670-282-2 213-670-283-0 213-670-284-8 213-670-285-5 213-670-286-3 213-670-287-1 213-670-288-9 213-670-289-7 213-670-290-5 213-680-008-9 213-680-011-3 213-680-012-1 213-680-013-9 213-680-016-2 213-680-017-0 213-680-018-8 213-680-019-6 213-680-020-4 213-680-021-2 213-680-022-0 213-680-023-8 213-680-024-6 213-680-025-3 213-680-026-1 213-680-029-5 213-680-030-3 213-680-031-1 213-680-032-9 213-680-035-2 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 36 of 50 75A 75A 75A 75A 213-680-036-0 213-680-037-8 213-680-038-6 213-680-039-4 213-680-040-2 213-680-041-0 213-680-042-8 213-680-043-6 213-680-044-4 213-680-045-1 213-680-046-9 213-680-047-7 213-680-048-5 213-680-049-3 213-680-050-1 213-680-055-0 213-680-056-8 213-680-057-6 213-680-058-4 213-680-059-2 213-680-060-0 213-680-061-8 213-680-062-6 213-680-063-4 213-680-064-2 213-680-065-9 213-680-069-1 213-680-070-9 213-680-071-7 213-680-072-5 213-680-073-3 213-680-076-6 213-680-077-4 213-680-078-2 213-680-079-0 213-680-080-8 213-680-081-6 213-680-082-4 213-680-083-2 213-680-084-0 213-680-085-7 213-680-086-5 213-680-092-3 213-680-093-1 213-680-094-9 213-680-095-6 213-680-096-4 213-680-098-0 213-680-099-8 213-680-100-4 213-680-101-2 213-680-103-8 213-680-104-6 213-680-105-3 213-680-106-1 213-680-107-9 213-680-108-7 213-680-109-5 213-680-112-9 213-680-113-7 213-680-114-5 213-680-115-2 213-680-116-0 213-680-117-8 213-680-118-6 213-680-120-2 213-680-121-0 213-680-122-8 213-680-123-6 213-680-125-1 213-680-126-9 213-690-002-0 213-690-003-8 213-690-004-6 213-690-013-7 213-690-014-5 213-690-015-2 213-690-016-0 213-690-017-8 213-690-018-6 213-690-019-4 213-690-020-2 213-690-021-0 213-690-022-8 213-690-023-6 213-690-024-4 213-690-025-1 213-690-026-9 213-690-027-7 213-690-028-5 213-690-029-3 213-690-030-1 213-690-031-9 213-690-032-7 213-690-033-5 213-690-034-3 213-690-035-0 213-690-036-8 213-690-037-6 213-690-038-4 213-690-039-2 213-690-040-0 213-690-041-8 213-690-042-6 213-690-043-4 213-690-044-2 213-690-045-9 213-690-046-7 213-690-047-5 213-690-048-3 213-690-051-7 213-690-052-5 213-690-053-3 213-690-054-1 213-690-055-8 213-690-056-6 213-690-058-2 213-690-059-0 213-690-060-8 213-730-001-4 213-730-002-2 213-730-003-0 213-730-004-8 213-730-005-5 213-730-006-3 213-730-007-1 213-730-008-9 213-730-009-7 213-730-010-5 213-730-011-3 213-730-012-1 213-730-013-9 213-730-014-7 213-730-015-4 213-730-016-2 213-730-017-0 213-730-018-8 213-730-019-6 213-730-020-4 213-730-021-2 213-730-022-0 213-730-023-8 213-730-024-6 213-730-025-3 213-730-026-1 213-730-027-9 213-730-028-7 213-730-029-5 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 29.48 $ 30.70 $ 29.48 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 29.48 $ 29.48 $ 29.48 $ 28.28 $ 28.28 $ 1,897.70 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 32.52 $ 30.70 $ 30.70 $ 32.52 $ 36.12 $ 32.52 $ 29.48 $ 30.70 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 32.52 $ 32.52 $ 30.70 $ 29.48 $ 30.70 $ 32.52 $ 30.70 $ 42.18 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 37 of 50 75A 75A 75A 75A 213-730-030-3 213-730-031-1 213-730-032-9 213-730-033-7 213-730-034-5 213-730-035-2 213-730-036-0 213-730-037-8 213-730-038-6 213-730-039-4 213-730-040-2 213-730-041-0 213-730-042-8 213-730-043-6 213-730-044-4 213-730-045-1 213-730-046-9 213-730-047-7 213-730-048-5 213-730-049-3 213-730-050-1 213-730-051-9 213-730-052-7 213-730-053-5 213-730-054-3 213-730-055-0 213-730-056-8 213-730-057-6 213-730-058-4 213-730-059-2 213-730-060-0 213-730-061-8 213-730-062-6 213-730-063-4 213-730-064-2 213-730-065-9 213-730-066-7 213-730-067-5 213-730-068-3 213-730-069-1 213-730-070-9 213-730-071-7 213-730-072-5 213-730-073-3 213-730-074-1 213-730-075-8 213-730-076-6 213-730-077-4 213-730-078-2 213-730-079-0 213-730-080-8 213-740-001-2 213-740-002-0 213-740-003-8 213-740-004-6 213-740-005-3 213-740-006-1 213-740-007-9 213-740-008-7 213-740-009-5 213-740-010-3 213-740-011-1 213-740-012-9 213-740-013-7 213-740-014-5 213-740-015-2 213-740-016-0 213-740-017-8 213-740-018-6 213-740-019-4 213-740-020-2 213-740-021-0 213-740-022-8 213-740-023-6 213-740-024-4 213-740-025-1 213-740-026-9 213-740-027-7 213-740-028-5 213-740-029-3 213-740-030-1 213-740-031-9 213-740-032-7 213-740-033-5 213-740-034-3 213-740-035-0 213-740-036-8 213-740-037-6 213-740-038-4 213-740-039-2 213-740-040-0 213-740-041-8 213-740-042-6 213-740-043-4 213-740-044-2 213-740-045-9 213-740-046-7 213-740-047-5 213-740-048-3 213-740-049-1 213-740-050-9 213-740-051-7 213-740-052-5 213-740-053-3 213-740-054-1 213-740-055-8 213-740-056-6 213-740-057-4 213-740-058-2 213-740-059-0 213-740-060-8 213-740-061-6 213-740-062-4 213-740-063-2 213-740-064-0 213-740-065-7 213-740-066-5 213-740-067-3 213-740-068-1 213-740-069-9 213-740-070-7 213-740-071-5 213-740-072-3 213-740-073-1 213-740-074-9 213-740-075-6 213-740-076-4 213-740-077-2 213-740-078-0 213-740-079-8 213-740-080-6 213-740-081-4 213-740-082-2 213-740-083-0 213-740-084-8 213-740-085-5 213-740-086-3 213-740-087-1 213-740-088-9 213-740-089-7 213-740-090-5 213-740-091-3 213-740-092-1 213-740-093-9 213-740-094-7 213-740-095-4 213-740-096-2 213-740-097-0 $ 33.12 $ 33.12 $ 33.12 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 38 of 50 75A 75A 75A 75A 213-740-098-8 213-740-099-6 213-740-100-2 213-740-101-0 213-740-102-8 213-740-103-6 213-740-104-4 213-740-105-1 213-740-106-9 213-740-107-7 213-740-108-5 213-750-002-7 213-750-003-5 213-750-011-8 213-750-012-6 213-750-013-4 213-760-001-7 213-760-002-5 213-760-003-3 213-760-004-1 213-760-005-8 213-760-006-6 213-760-007-4 213-760-008-2 213-760-009-0 213-760-010-8 213-760-011-6 213-760-012-4 213-760-013-2 213-760-014-0 213-760-015-7 213-760-016-5 213-760-017-3 213-760-018-1 213-760-019-9 213-760-020-7 213-760-021-5 213-760-022-3 213-760-023-1 213-760-024-9 213-760-025-6 213-760-026-4 213-760-027-2 213-760-028-0 213-760-029-8 213-760-030-6 213-760-031-4 213-760-032-2 213-760-033-0 213-760-034-8 213-760-035-5 213-760-036-3 213-760-037-1 213-760-038-9 213-760-039-7 213-760-040-5 213-760-041-3 213-760-042-1 213-760-043-9 213-760-044-7 213-760-045-4 213-760-046-2 213-760-047-0 213-760-048-8 213-760-049-6 213-760-050-4 213-760-051-2 213-760-052-0 213-760-053-8 213-760-054-6 213-760-055-3 213-760-056-1 213-760-057-9 213-760-058-7 213-760-059-5 213-760-060-3 213-760-061-1 213-760-062-9 213-760-063-7 213-760-064-5 213-760-065-2 213-760-066-0 213-760-067-8 213-760-068-6 213-760-069-4 213-760-070-2 213-760-071-0 213-760-072-8 213-760-073-6 213-760-074-4 213-760-075-1 213-760-076-9 213-760-077-7 213-760-078-5 213-760-079-3 213-760-080-1 213-760-081-9 213-760-082-7 213-760-083-5 213-760-084-3 213-760-085-0 213-760-086-8 213-760-087-6 213-760-088-4 213-760-089-2 213-760-090-0 213-760-091-8 213-760-092-6 213-760-093-4 213-760-094-2 213-760-095-9 213-760-096-7 213-760-097-5 213-760-098-3 213-760-099-1 213-760-100-7 213-760-101-5 213-760-102-3 213-760-103-1 213-760-104-9 213-760-105-6 213-760-106-4 213-760-107-2 213-760-108-0 213-760-109-8 213-760-110-6 213-760-111-4 213-760-112-2 213-760-113-0 213-760-114-8 213-760-115-5 213-760-116-3 213-760-117-1 213-810-001-7 213-810-002-5 213-810-003-3 213-810-004-1 213-810-005-8 213-810-006-6 213-810-007-4 213-810-008-2 213-810-009-0 213-810-010-8 213-810-011-6 213-810-012-4 213-810-013-2 213-810-014-0 213-810-015-7 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 114.62 $ 114.62 $ 1,820.52 $ 4,138.44 $ 11,898.02 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 29.48 $ 32.52 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 39 of 50 75A 75A 75A 75A 213-810-016-5 213-810-017-3 213-810-018-1 213-810-019-9 213-810-020-7 213-810-021-5 213-810-022-3 213-810-023-1 213-810-024-9 213-810-025-6 213-810-026-4 213-810-027-2 213-810-028-0 213-810-029-8 213-810-030-6 213-810-031-4 213-810-032-2 213-810-033-0 213-810-034-8 213-810-035-5 213-810-036-3 213-810-037-1 213-810-038-9 213-810-039-7 213-810-040-5 213-810-041-3 213-810-042-1 213-810-043-9 213-810-044-7 213-810-045-4 213-810-046-2 213-810-047-0 213-810-048-8 213-810-049-6 213-810-050-4 213-810-051-2 213-810-052-0 213-810-053-8 213-810-054-6 213-810-055-3 213-810-056-1 213-810-057-9 213-810-058-7 213-810-059-5 213-810-060-3 213-810-061-1 213-810-062-9 213-810-063-7 213-810-064-5 213-810-065-2 213-810-066-0 213-810-067-8 213-810-068-6 213-810-069-4 213-810-070-2 213-810-071-0 213-810-072-8 213-810-073-6 213-810-074-4 213-810-075-1 213-810-076-9 213-810-077-7 213-810-078-5 213-810-079-3 213-810-080-1 213-810-081-9 213-810-082-7 213-810-083-5 213-810-084-3 213-810-085-0 213-810-086-8 213-810-087-6 213-810-088-4 213-810-089-2 213-810-090-0 213-810-091-8 213-810-092-6 213-810-093-4 213-810-094-2 213-810-095-9 213-810-096-7 213-810-097-5 213-810-098-3 213-810-099-1 213-810-100-7 213-810-101-5 213-810-102-3 213-810-103-1 213-810-104-9 213-810-105-6 213-810-106-4 213-810-107-2 213-810-108-0 213-810-124-7 213-810-125-4 213-810-126-2 213-810-127-0 213-810-128-8 213-810-129-6 213-810-130-4 213-810-131-2 213-810-132-0 213-810-133-8 213-810-134-6 213-810-135-3 213-810-136-1 213-810-137-9 213-810-138-7 213-810-139-5 213-810-140-3 213-810-151-0 213-810-152-8 213-810-153-6 213-810-154-4 213-810-155-1 213-810-156-9 213-810-157-7 213-810-158-5 213-810-159-3 213-810-160-1 213-810-161-9 213-810-162-7 213-810-163-5 213-810-164-3 213-810-165-0 213-820-001-5 213-820-002-3 213-820-003-1 213-820-004-9 213-820-005-6 213-820-006-4 213-820-007-2 213-820-008-0 213-820-009-8 213-820-010-6 213-820-011-4 213-820-012-2 213-820-013-0 213-820-014-8 213-820-015-5 213-820-016-3 213-820-017-1 213-820-018-9 213-820-019-7 213-820-020-5 213-820-021-3 213-820-022-1 213-820-023-9 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 19.30 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 40 of 50 75A 75A 75A 75A 213-820-024-7 213-820-025-4 213-820-026-2 213-820-027-0 213-820-028-8 213-820-029-6 213-820-030-4 213-820-031-2 213-820-032-0 213-820-033-8 213-820-034-6 213-820-035-3 213-820-036-1 213-820-037-9 213-820-038-7 213-820-039-5 213-820-040-3 213-820-041-1 213-820-042-9 213-820-043-7 213-820-044-5 213-820-045-2 213-820-046-0 213-820-047-8 213-820-048-6 213-820-049-4 213-820-050-2 213-820-051-0 213-820-052-8 213-820-053-6 213-820-054-4 213-820-055-1 213-820-056-9 213-820-057-7 213-820-058-5 213-820-059-3 213-820-060-1 213-820-061-9 213-820-062-7 213-820-063-5 213-820-064-3 213-820-065-0 213-820-066-8 213-820-067-6 213-820-068-4 213-820-069-2 213-820-070-0 213-820-071-8 213-820-072-6 213-820-073-4 213-820-074-2 213-820-075-9 213-820-076-7 213-820-077-5 213-820-078-3 213-820-079-1 213-820-080-9 213-820-081-7 213-820-082-5 213-820-083-3 213-820-084-1 213-820-085-8 213-820-086-6 213-820-087-4 213-820-088-2 213-820-089-0 213-820-090-8 213-830-001-3 213-830-002-1 213-830-003-9 213-830-004-7 213-830-005-4 213-830-006-2 213-830-007-0 213-830-008-8 213-830-009-6 213-830-010-4 213-830-011-2 213-830-012-0 213-830-013-8 213-830-014-6 213-830-015-3 213-830-016-1 213-830-017-9 213-830-018-7 213-830-019-5 213-830-020-3 213-830-021-1 213-830-022-9 213-830-023-7 213-830-024-5 213-830-025-2 213-830-026-0 213-830-027-8 213-830-028-6 213-830-029-4 213-830-030-2 213-830-031-0 213-830-032-8 213-830-033-6 213-830-034-4 213-830-035-1 213-830-036-9 213-830-037-7 213-830-038-5 213-830-039-3 213-830-040-1 213-830-041-9 213-830-042-7 213-830-043-5 213-830-044-3 213-830-045-0 213-830-046-8 213-830-047-6 213-830-048-4 213-830-049-2 213-830-050-0 213-830-051-8 213-830-052-6 213-830-053-4 213-830-054-2 213-830-055-9 213-830-056-7 213-830-057-5 213-830-058-3 213-830-059-1 213-830-060-9 213-830-061-7 213-830-062-5 213-830-063-3 213-830-064-1 213-830-065-8 213-830-066-6 213-830-067-4 213-830-068-2 213-830-069-0 213-830-070-8 213-840-001-1 213-840-009-4 213-840-011-0 213-840-012-8 213-840-013-6 213-840-014-4 213-840-015-1 213-840-016-9 213-840-017-7 213-840-018-5 213-840-019-3 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 43.04 $ 22.76 $ 18.20 $ 19.46 $ 16.12 $ 8.30 $ 12.84 $ 26.50 $ 14.92 $ 21.50 $ 8.30 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 41 of 50 75A 75A 75A 75A 213-840-020-1 213-840-021-9 213-840-022-7 213-850-001-8 213-850-002-6 213-850-003-4 213-850-004-2 213-850-005-9 213-850-006-7 213-850-007-5 213-850-010-9 213-850-011-7 213-850-012-5 213-850-013-3 213-850-014-1 213-850-015-8 213-850-016-6 213-850-017-4 213-850-018-2 213-850-019-0 213-850-020-8 213-850-021-6 213-850-022-4 213-850-023-2 213-850-024-0 213-850-025-7 213-850-026-5 213-850-027-3 213-850-028-1 213-850-029-9 213-850-030-7 213-850-031-5 213-850-032-3 213-850-033-1 213-850-034-9 213-850-035-6 213-850-036-4 213-850-037-2 213-850-038-0 213-850-039-8 213-850-040-6 213-850-041-4 213-850-042-2 213-850-043-0 213-850-044-8 213-850-045-5 213-850-046-3 213-850-047-1 213-850-048-9 213-850-049-7 213-850-050-5 213-850-051-3 213-850-052-1 213-850-053-9 213-850-054-7 213-850-055-4 213-850-056-2 213-850-057-0 213-850-058-8 213-850-059-6 213-850-060-4 213-850-061-2 213-850-062-0 213-850-063-8 213-850-064-6 213-850-065-3 213-850-066-1 213-850-067-9 213-850-068-7 213-850-069-5 213-850-070-3 213-850-071-1 213-850-072-9 213-850-073-7 213-850-074-5 213-850-075-2 213-850-076-0 213-850-077-8 213-850-078-6 213-850-079-4 213-850-080-2 213-850-081-0 213-850-082-8 213-850-083-6 213-850-086-9 213-850-087-7 213-910-001-6 213-910-002-4 213-910-003-2 213-910-004-0 213-910-005-7 213-910-006-5 213-920-001-4 213-920-002-2 213-920-003-0 213-920-004-8 213-920-005-5 213-920-006-3 213-920-007-1 213-920-008-9 213-920-009-7 213-920-010-5 213-920-011-3 213-920-012-1 213-920-013-9 213-920-014-7 213-920-015-4 213-920-016-2 213-920-017-0 213-920-018-8 213-920-019-6 213-920-020-4 213-920-021-2 213-920-022-0 213-920-023-8 213-920-024-6 213-920-025-3 213-920-026-1 213-920-027-9 213-920-028-7 213-920-029-5 213-920-030-3 213-920-031-1 213-920-032-9 213-920-033-7 213-920-034-5 213-920-035-2 213-920-036-0 213-920-037-8 213-920-038-6 213-920-039-4 213-920-040-2 213-920-041-0 213-920-042-8 213-920-043-6 213-920-044-4 213-920-045-1 213-920-046-9 213-920-047-7 213-920-048-5 213-920-049-3 213-920-050-1 213-920-051-9 213-920-052-7 213-920-053-5 213-920-054-3 213-920-055-0 213-920-056-8 $ 7.46 $ 12.84 $ 8.70 $ 29.48 $ 28.28 $ 28.28 $ 28.28 $ 27.06 $ 32.52 $ 28.28 $ 30.70 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 30.70 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 29.48 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 30.70 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 30.70 $ 27.06 $ 29.80 $ 23.58 $ 43.46 $ 21.92 $ 22.76 $ 36.84 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 42 of 50 75A 75A 75A 75A 213-920-057-6 213-920-058-4 213-920-059-2 213-920-060-0 213-920-061-8 213-920-062-6 213-920-063-4 213-920-064-2 213-920-065-9 213-920-066-7 213-920-067-5 213-920-068-3 213-920-069-1 213-920-070-9 213-920-071-7 213-920-072-5 213-920-073-3 213-920-074-1 213-920-075-8 213-920-076-6 213-920-077-4 213-920-078-2 213-920-079-0 213-920-080-8 213-920-081-6 213-920-082-4 213-920-083-2 213-920-084-0 213-920-085-7 213-920-086-5 217-050-026-4 217-050-027-2 217-050-035-5 217-050-036-3 217-050-037-1 217-050-038-9 217-070-001-3 217-070-002-1 217-070-003-9 217-070-004-7 217-070-005-4 217-070-006-2 217-070-007-0 217-070-008-8 217-070-009-6 217-070-010-4 217-070-011-2 217-070-012-0 217-070-013-8 217-070-014-6 217-070-015-3 217-070-016-1 217-070-017-9 217-070-018-7 217-070-019-5 217-070-020-3 217-070-021-1 217-070-022-9 217-070-023-7 217-070-024-5 217-070-025-2 217-070-026-0 217-070-027-8 217-070-028-6 217-070-029-4 217-070-030-2 217-070-031-0 217-070-032-8 217-070-033-6 217-070-034-4 217-070-035-1 217-070-036-9 217-070-037-7 217-070-038-5 217-070-048-4 217-070-049-2 217-070-050-0 217-070-051-8 217-070-052-6 217-070-053-4 217-070-054-2 217-070-055-9 217-081-009-3 217-081-010-1 217-081-011-9 217-081-012-7 217-081-013-5 217-081-014-3 217-081-015-0 217-081-016-8 217-081-017-6 217-081-018-4 217-081-019-2 217-081-020-0 217-081-021-8 217-081-022-6 217-081-023-4 217-081-024-2 217-081-025-9 217-081-026-7 217-081-027-5 217-081-028-3 217-081-029-1 217-081-030-9 217-081-031-7 217-081-032-5 217-081-033-3 217-081-034-1 217-081-035-8 217-081-036-6 217-081-037-4 217-081-038-2 217-081-039-0 217-081-050-7 217-081-051-5 217-081-052-3 217-081-053-1 217-081-054-9 217-081-055-6 217-081-056-4 217-081-057-2 217-081-058-0 217-081-059-8 217-081-061-4 217-081-062-2 217-081-063-0 217-081-064-8 217-081-065-5 217-081-066-3 217-081-067-1 217-081-068-9 217-082-001-9 217-082-002-7 217-082-003-5 217-082-004-3 217-082-005-0 217-082-006-8 217-082-007-6 217-082-008-4 217-091-001-8 217-091-008-3 217-091-009-1 217-091-010-9 217-091-011-7 217-091-012-5 217-091-013-3 217-091-014-1 217-091-015-8 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 351.10 $ 1,422.20 $ 3,531.48 $ 2,937.16 $ 1,533.38 $ 1,597.40 $ 36.12 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 28.28 $ 28.28 $ 28.28 $ 29.48 $ 30.70 $ 29.48 $ 28.28 $ 30.70 $ 32.52 $ 30.70 $ 36.12 $ 42.18 $ 30.70 $ 29.48 $ 30.70 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 36.12 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 36.12 $ 29.48 $ 29.48 $ 29.48 $ 32.52 $ 29.48 $ 29.48 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 30.70 $ 32.52 $ 36.12 $ 36.12 $ 32.52 $ 30.70 $ 28.28 $ 29.48 $ 36.12 $ 42.18 $ 36.12 $ 30.70 $ 30.70 $ 32.52 $ 42.18 $ 42.18 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 32.52 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 32.52 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 29.48 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 30.70 $ 32.52 $ 30.70 $ 29.48 $ 32.52 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 30.70 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 43 of 50 75A 75A 75A 75A 217-091-016-6 217-091-017-4 217-091-018-2 217-091-019-0 217-091-020-8 217-091-021-6 217-091-022-4 217-091-023-2 217-091-024-0 217-091-025-7 217-091-026-5 217-091-027-3 217-092-001-7 217-092-002-5 217-092-003-3 217-092-004-1 217-092-005-8 217-092-006-6 217-092-007-4 217-092-008-2 217-092-009-0 217-092-010-8 217-093-001-6 217-093-002-4 217-093-003-2 217-093-004-0 217-093-005-7 217-093-006-5 217-093-007-3 217-093-008-1 217-093-009-9 217-093-010-7 217-093-011-5 217-101-001-6 217-101-002-4 217-101-003-2 217-101-004-0 217-101-005-7 217-101-006-5 217-101-007-3 217-101-008-1 217-101-009-9 217-101-010-7 217-101-011-5 217-102-001-5 217-102-002-3 217-102-003-1 217-102-004-9 217-102-005-6 217-102-006-4 217-102-007-2 217-102-008-0 217-102-009-8 217-102-010-6 217-102-011-4 217-102-014-8 217-102-016-3 217-102-017-1 217-102-018-9 217-102-019-7 217-102-020-5 217-102-021-3 217-102-022-1 217-102-023-9 217-102-024-7 217-102-025-4 217-102-026-2 217-103-001-4 217-103-002-2 217-103-003-0 217-103-004-8 217-103-005-5 217-103-006-3 217-103-007-1 217-103-008-9 217-103-009-7 217-103-010-5 217-111-001-4 217-111-002-2 217-111-003-0 217-111-004-8 217-111-005-5 217-111-006-3 217-111-007-1 217-111-008-9 217-111-009-7 217-111-010-5 217-112-001-3 217-112-002-1 217-112-003-9 217-112-004-7 217-112-005-4 217-112-006-2 217-112-007-0 217-112-008-8 217-112-009-6 217-112-010-4 217-112-011-2 217-113-001-2 217-113-002-0 217-113-005-3 217-113-006-1 217-113-007-9 217-113-008-7 217-114-001-1 217-114-002-9 217-114-003-7 217-114-004-5 217-114-005-2 217-114-006-0 217-114-007-8 217-114-008-6 217-121-001-2 217-121-002-0 217-121-003-8 217-121-004-6 217-121-005-3 217-121-006-1 217-121-007-9 217-121-008-7 217-121-009-5 217-121-010-3 217-121-011-1 217-122-002-9 217-122-003-7 217-122-004-5 217-122-005-2 217-122-006-0 217-122-007-8 217-122-008-6 217-122-009-4 217-122-010-2 217-122-011-0 217-122-012-8 217-122-013-6 217-131-001-0 217-131-002-8 217-131-003-6 217-131-004-4 217-131-005-1 217-131-006-9 217-131-007-7 217-131-008-5 217-131-009-3 217-131-010-1 217-131-011-9 217-131-012-7 217-131-013-5 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 32.52 $ 36.12 $ 32.52 $ 32.52 $ 30.70 $ 32.52 $ 32.52 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 32.52 $ 30.70 $ 32.52 $ 30.70 $ 42.18 $ 42.18 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 42.18 $ 42.18 $ 42.18 $ 36.12 $ 36.12 $ 36.12 $ 36.12 $ 36.12 $ 32.52 $ 30.70 $ 42.18 $ 29.48 $ 29.48 $ 32.52 $ 30.70 $ 29.48 $ 32.52 $ 32.52 $ 29.48 $ 32.52 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 36.12 $ 29.48 $ 32.52 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 32.52 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 36.12 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 32.52 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 36.12 $ 36.12 $ 29.48 $ 30.70 $ 29.48 $ 32.52 $ 42.18 $ 42.18 $ 36.12 $ 32.52 $ 30.70 $ 32.52 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 44 of 50 75A 75A 75A 75A 217-131-014-3 217-131-015-0 217-131-016-8 217-131-017-6 217-131-018-4 217-131-019-2 217-131-020-0 217-131-021-8 217-131-022-6 217-131-023-4 217-131-024-2 217-132-001-9 217-132-003-5 217-132-004-3 217-132-005-0 217-132-006-8 217-132-007-6 217-132-008-4 217-132-009-2 217-132-010-0 217-132-011-8 217-132-012-6 217-132-015-9 217-132-016-7 217-132-019-1 217-132-022-5 217-132-023-3 217-132-025-8 217-132-026-6 217-132-027-4 217-132-028-2 217-132-029-0 217-132-030-8 217-132-031-6 217-200-005-7 217-200-006-5 217-200-007-3 217-200-008-1 217-200-009-9 217-200-010-7 217-200-011-5 217-200-012-3 217-200-013-1 217-200-014-9 217-200-015-6 217-200-016-4 217-200-017-2 217-200-018-0 217-200-019-8 217-200-020-6 217-200-021-4 217-200-022-2 217-200-025-5 217-200-026-3 217-200-039-6 217-200-040-4 217-210-007-1 217-210-008-9 217-210-009-7 217-210-010-5 217-210-011-3 217-210-012-1 217-210-013-9 217-210-014-7 217-210-015-4 217-210-016-2 217-210-017-0 217-210-018-8 217-210-019-6 217-210-020-4 217-210-021-2 217-210-025-3 217-210-026-1 217-210-027-9 217-210-028-7 217-210-029-5 217-210-030-3 217-210-031-1 217-210-032-9 217-210-033-7 217-210-034-5 217-210-035-2 217-210-036-0 217-210-037-8 217-210-038-6 217-210-039-4 217-210-040-2 217-210-041-0 217-210-042-8 217-210-043-6 217-210-044-4 217-210-045-1 217-210-046-9 217-210-047-7 217-210-048-5 217-210-049-3 217-210-050-1 217-210-055-0 217-210-056-8 217-210-057-6 217-210-058-4 217-210-059-2 217-210-060-0 217-210-061-8 217-210-062-6 217-210-063-4 217-210-064-2 217-210-065-9 217-210-066-7 217-210-069-1 217-210-070-9 217-210-071-7 217-210-072-5 217-210-073-3 217-210-074-1 217-210-075-8 217-210-076-6 217-210-077-4 217-210-078-2 217-210-087-3 217-210-088-1 217-210-090-7 217-210-091-5 217-210-092-3 217-210-093-1 217-210-094-9 217-210-095-6 217-210-108-7 217-220-041-8 217-220-042-6 217-220-043-4 217-220-044-2 217-220-045-9 217-220-046-7 217-220-047-5 217-220-057-4 217-220-058-2 217-220-063-2 217-220-064-0 217-220-065-7 217-220-066-5 217-220-082-2 217-220-083-0 217-220-084-8 217-220-085-5 217-220-086-3 217-220-087-1 217-220-099-6 $ 30.70 $ 32.52 $ 42.18 $ 42.18 $ 36.12 $ 29.48 $ 32.52 $ 30.70 $ 30.70 $ 29.48 $ 32.52 $ 36.12 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 29.48 $ 30.70 $ 30.70 $ 36.12 $ 36.12 $ 32.52 $ 30.70 $ 32.52 $ 32.52 $ 29.48 $ 32.52 $ 29.48 $ 28.28 $ 28.28 $ 28.28 $ 27.06 $ 27.06 $ 28.28 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 36.12 $ 29.48 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 30.70 $ 30.70 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 30.70 $ 32.52 $ 29.48 $ 30.70 $ 36.12 $ 42.18 $ 36.12 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 32.52 $ 32.52 $ 32.52 $ 30.70 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 28.28 $ 28.28 $ 28.28 $ 32.52 $ 30.70 $ 29.48 $ 28.28 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 45 of 50 75A 75A 75A 75A 217-220-100-2 217-220-101-0 217-220-102-8 217-220-103-6 217-220-104-4 217-220-105-1 217-220-106-9 217-220-107-7 217-220-108-5 217-220-109-3 217-220-110-1 217-220-111-9 217-220-112-7 217-220-113-5 217-220-114-3 217-220-115-0 217-220-116-8 217-220-117-6 217-220-118-4 217-220-119-2 217-220-120-0 217-220-121-8 217-220-122-6 217-220-123-4 217-220-124-2 217-220-125-9 217-220-126-7 217-220-127-5 217-220-128-3 217-220-129-1 217-220-130-9 217-220-131-7 217-220-132-5 217-220-133-3 217-220-134-1 217-220-136-6 217-220-137-4 217-220-138-2 217-220-139-0 217-220-144-0 217-220-145-7 217-220-146-5 217-220-147-3 217-220-148-1 217-220-149-9 217-220-150-7 217-220-151-5 217-220-152-3 217-220-153-1 217-220-154-9 217-220-155-6 217-220-156-4 217-220-157-2 217-220-158-0 217-220-159-8 217-220-160-6 217-220-161-4 217-220-162-2 217-220-163-0 217-230-013-5 217-230-014-3 217-230-015-0 217-230-016-8 217-230-017-6 217-230-018-4 217-230-019-2 217-230-038-2 217-230-039-0 217-230-040-8 217-230-041-6 217-230-042-4 217-230-043-2 217-230-044-0 217-230-045-7 217-230-046-5 217-230-047-3 217-230-048-1 217-230-049-9 217-230-050-7 217-230-051-5 217-230-052-3 217-230-053-1 217-230-054-9 217-230-055-6 217-230-056-4 217-230-057-2 217-230-058-0 217-230-059-8 217-230-060-6 217-230-061-4 217-230-062-2 217-230-063-0 217-230-064-8 217-230-065-5 217-230-066-3 217-230-067-1 217-230-068-9 217-230-069-7 217-230-070-5 217-230-071-3 217-230-072-1 217-230-073-9 217-230-074-7 217-230-075-4 217-230-076-2 217-230-077-0 217-230-078-8 217-230-079-6 217-230-080-4 217-230-081-2 217-230-082-0 217-230-083-8 217-230-087-9 217-230-088-7 217-230-089-5 217-230-090-3 217-230-091-1 217-230-092-9 217-230-093-7 217-230-094-5 217-230-095-2 217-230-096-0 217-230-097-8 217-230-098-6 217-230-099-4 217-230-100-0 217-230-101-8 217-230-102-6 217-230-103-4 217-230-106-7 217-230-108-3 217-230-109-1 217-230-110-9 217-230-111-7 217-230-112-5 217-230-113-3 217-230-114-1 217-230-115-8 217-230-116-6 217-230-117-4 217-230-118-2 217-230-119-0 217-240-001-8 217-240-002-6 217-240-003-4 217-240-004-2 217-240-005-9 217-240-006-7 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 30.70 $ 29.48 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 46 of 50 75A 75A 75A 75A 217-240-007-5 217-240-008-3 217-240-009-1 217-240-010-9 217-240-011-7 217-240-012-5 217-240-013-3 217-240-014-1 217-240-015-8 217-240-016-6 217-240-017-4 217-240-018-2 217-250-007-2 217-260-001-3 217-260-002-1 217-260-003-9 217-260-004-7 217-260-005-4 217-260-006-2 217-260-007-0 217-260-008-8 217-260-009-6 217-260-010-4 217-260-011-2 217-260-012-0 217-260-013-8 217-260-014-6 217-260-015-3 217-260-016-1 217-260-017-9 217-260-018-7 217-260-019-5 217-260-020-3 217-260-021-1 217-260-022-9 217-260-023-7 217-260-024-5 217-260-025-2 217-260-026-0 217-260-027-8 217-260-028-6 217-260-029-4 217-260-030-2 217-260-031-0 217-260-032-8 217-260-033-6 217-260-034-4 217-260-035-1 217-260-036-9 217-260-037-7 217-260-038-5 217-260-039-3 217-260-040-1 217-260-041-9 217-260-042-7 217-260-043-5 217-260-044-3 217-260-045-0 217-260-046-8 217-260-047-6 217-260-048-4 217-260-049-2 217-260-050-0 217-260-051-8 217-280-001-9 217-280-002-7 217-280-003-5 217-280-004-3 217-280-005-0 217-280-006-8 217-280-007-6 217-280-008-4 217-280-009-2 217-280-010-0 217-280-011-8 217-280-012-6 217-280-013-4 217-280-014-2 217-280-015-9 217-280-016-7 217-280-017-5 217-280-018-3 217-280-019-1 217-280-020-9 217-280-021-7 217-280-022-5 217-290-001-7 217-290-002-5 217-290-003-3 217-290-004-1 217-290-005-8 217-290-006-6 217-290-007-4 217-290-008-2 217-290-009-0 217-290-010-8 217-290-011-6 217-290-012-4 217-290-013-2 217-290-014-0 217-290-015-7 217-290-016-5 217-290-017-3 217-290-018-1 217-290-019-9 217-290-020-7 217-290-021-5 217-290-022-3 217-290-023-1 217-290-024-9 217-290-025-6 217-290-026-4 217-290-027-2 217-290-028-0 217-290-029-8 217-290-030-6 217-290-031-4 217-290-032-2 217-290-033-0 217-300-001-5 217-300-002-3 217-300-003-1 217-300-004-9 217-300-005-6 217-300-006-4 217-300-007-2 217-300-008-0 217-300-009-8 217-300-010-6 217-300-011-4 217-300-012-2 217-300-013-0 217-300-014-8 217-300-015-5 217-300-016-3 217-300-017-1 217-300-018-9 217-300-019-7 217-300-020-5 217-300-021-3 217-300-022-1 217-300-023-9 217-300-024-7 217-300-025-4 217-300-026-2 217-300-027-0 217-300-028-8 217-300-029-6 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 3,757.44 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 18.48 $ 18.48 $ 18.48 $ 18.48 $ 18.48 $ 18.48 $ 18.48 $ 18.48 $ 18.48 $ 17.04 $ 17.04 $ 17.04 $ 17.04 $ 17.04 $ 17.04 $ 17.04 $ 17.04 $ 17.04 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 25.78 $ 25.78 $ 25.78 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 25.78 $ 25.78 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 47 of 50 75A 76A 76A 76A 76A 217-300-030-4 217-300-031-2 217-300-032-0 217-300-033-8 217-300-034-6 217-300-035-3 217-300-036-1 217-300-037-9 217-300-038-7 217-300-039-5 217-300-040-3 217-300-041-1 217-300-042-9 217-300-043-7 217-300-044-5 217-300-045-2 217-300-046-0 217-300-047-8 217-300-048-6 187-470-001-4 187-470-002-2 187-470-003-0 187-470-004-8 187-470-005-5 187-470-006-3 187-470-007-1 187-470-008-9 187-470-009-7 187-470-010-5 187-470-011-3 187-470-012-1 187-470-013-9 187-470-014-7 187-490-001-0 187-490-002-8 187-490-003-6 187-490-004-4 187-490-005-1 187-490-006-9 187-490-007-7 187-490-008-5 187-490-009-3 187-490-010-1 187-490-011-9 187-490-012-7 187-490-013-5 187-490-014-3 187-490-015-0 187-490-016-8 187-490-017-6 187-490-018-4 187-490-019-2 187-490-020-0 187-490-021-8 187-490-022-6 187-490-023-4 187-490-024-2 187-490-025-9 187-490-026-7 187-490-027-5 187-490-028-3 187-490-029-1 187-490-030-9 187-490-035-8 187-490-036-6 187-490-037-4 187-490-038-2 187-490-039-0 187-490-040-8 187-490-041-6 187-490-042-4 187-490-043-2 187-490-044-0 187-490-045-7 187-490-046-5 187-490-047-3 187-490-048-1 187-490-049-9 187-490-050-7 187-490-051-5 187-490-052-3 187-490-053-1 187-490-054-9 187-490-055-6 187-490-056-4 187-490-057-2 187-490-058-0 187-490-059-8 187-490-060-6 187-490-061-4 187-490-062-2 187-490-063-0 187-500-001-8 187-500-002-6 187-500-003-4 187-500-004-2 187-500-005-9 187-500-006-7 187-500-007-5 187-500-008-3 187-500-009-1 187-500-010-9 187-500-011-7 187-500-012-5 187-500-013-3 187-500-014-1 187-500-015-8 187-500-016-6 187-500-017-4 187-500-018-2 187-500-019-0 187-500-020-8 187-500-021-6 187-500-022-4 187-500-023-2 187-500-024-0 187-500-025-7 187-500-026-5 187-500-027-3 187-500-028-1 187-510-001-6 187-510-002-4 187-510-003-2 187-510-004-0 187-510-005-7 187-510-006-5 187-510-007-3 187-510-008-1 187-510-009-9 187-510-010-7 187-510-012-3 187-510-013-1 187-510-014-9 187-510-015-6 187-510-017-2 187-510-018-0 187-520-001-4 187-520-002-2 187-520-003-0 187-520-004-8 187-520-005-5 187-520-006-3 187-520-007-1 187-520-008-9 187-520-009-7 $ 22.14 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 235.86 $ 164.70 $ 197.48 $ 197.48 $ 235.86 $ 197.48 $ 271.70 $ 197.48 $ 197.48 $ 271.70 $ 235.86 $ 271.70 $ 271.70 $ 271.70 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 194.18 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 DA DA DA DA DA $147,950.30 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 48 of 50 76A 76A 76A 76A 187-520-010-5 187-520-011-3 187-520-012-1 187-520-013-9 187-520-014-7 187-520-015-4 187-520-016-2 187-520-017-0 187-520-018-8 187-520-019-6 187-520-020-4 187-520-021-2 187-520-022-0 187-520-024-6 187-520-025-3 187-520-026-1 187-520-027-9 187-520-028-7 187-520-029-5 187-520-030-3 187-520-031-1 187-520-032-9 187-520-033-7 187-520-034-5 187-520-035-2 187-520-036-0 187-520-037-8 187-520-038-6 187-531-001-1 187-531-002-9 187-531-003-7 187-531-004-5 187-531-005-2 187-531-006-0 187-531-007-8 187-532-001-0 187-532-002-8 187-532-003-6 187-532-004-4 187-532-005-1 187-532-006-9 187-532-007-7 187-532-008-5 187-532-009-3 187-532-010-1 187-532-011-9 187-533-001-9 187-533-002-7 187-533-003-5 187-533-004-3 187-534-001-8 187-534-002-6 187-535-001-7 187-536-001-6 187-537-001-5 187-537-002-3 187-537-003-1 187-537-008-0 187-537-010-6 187-537-011-4 187-537-012-2 187-541-001-9 187-541-002-7 187-541-003-5 187-541-004-3 187-542-001-8 187-542-002-6 187-542-003-4 187-542-004-2 187-542-005-9 187-542-006-7 187-542-007-5 187-542-008-3 187-542-009-1 187-542-010-9 187-542-011-7 187-543-001-7 187-543-002-5 187-543-003-3 187-543-004-1 187-544-003-2 187-544-004-0 187-551-001-6 187-551-002-4 187-551-003-2 187-551-006-5 187-551-007-3 187-551-008-1 187-552-001-5 187-552-002-3 192-210-023-3 192-210-024-1 192-210-025-8 192-210-027-4 192-210-028-2 192-210-029-0 192-210-030-8 192-210-031-6 193-690-069-3 193-880-001-6 193-880-002-4 193-880-003-2 193-880-004-0 193-880-005-7 193-880-006-5 193-880-008-1 193-880-009-9 193-880-010-7 193-880-011-5 193-890-001-4 193-890-002-2 193-890-003-0 193-890-004-8 193-890-005-5 193-890-006-3 193-890-007-1 193-890-008-9 193-890-009-7 193-890-010-5 193-890-011-3 193-890-012-1 193-890-013-9 193-890-014-7 193-890-015-4 193-890-016-2 193-890-018-8 193-890-021-2 193-890-022-0 193-890-023-8 193-890-024-6 193-890-025-3 193-890-026-1 193-890-027-9 193-890-028-7 193-890-029-5 193-890-030-3 193-890-032-9 193-890-033-7 193-890-034-5 193-900-001-2 193-900-002-0 193-900-003-8 193-900-004-6 193-900-005-3 193-900-006-1 193-900-007-9 193-900-008-7 193-900-009-5 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 235.86 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 235.86 $ 235.86 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 271.70 $ 197.48 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 271.70 $ 235.86 $ 271.70 $ 271.70 $ 235.86 $ 271.70 $ 235.86 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 197.48 $ 129.88 $ 129.88 $ 197.48 $ 235.86 $ 129.88 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 235.86 $ 235.86 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 129.88 $ 129.88 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 197.48 $ 197.48 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 164.70 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 49 of 50 76A 910 910 910 910 193-900-015-2 193-900-016-0 202-351-001-5 202-351-002-3 202-351-003-1 202-351-004-9 202-351-005-6 202-352-001-4 202-352-002-2 202-352-003-0 202-352-004-8 202-352-005-5 202-352-006-3 202-352-007-1 202-352-008-9 202-353-001-3 202-353-002-1 202-353-003-9 202-353-004-7 202-353-005-4 202-353-006-2 202-353-007-0 202-353-008-8 202-353-009-6 202-353-010-4 202-353-011-2 202-353-012-0 202-353-013-8 202-354-001-2 202-354-002-0 202-354-003-8 202-354-004-6 202-354-005-3 202-354-006-1 202-361-001-3 202-361-002-1 202-361-003-9 202-361-004-7 202-361-007-0 202-361-008-8 202-362-001-2 202-362-002-0 202-362-003-8 202-362-004-6 202-362-005-3 202-362-006-1 202-362-007-9 202-363-001-1 202-363-002-9 202-363-003-7 202-363-004-5 202-363-005-2 202-363-006-0 202-364-001-0 202-364-002-8 202-371-001-1 202-371-002-9 202-371-003-7 202-371-004-5 202-371-005-2 202-371-008-6 202-371-009-4 202-371-010-2 202-371-011-0 202-371-012-8 202-371-016-9 202-371-017-7 202-371-018-5 202-371-020-1 202-371-021-9 202-371-022-7 202-372-001-0 202-372-002-8 202-372-003-6 202-381-001-9 202-381-002-7 202-381-003-5 202-381-004-3 202-381-005-0 202-381-006-8 202-381-007-6 202-381-008-4 202-381-009-2 202-381-010-0 202-382-001-8 202-382-002-6 202-382-003-4 202-382-004-2 202-382-005-9 202-382-006-7 202-382-007-5 202-382-008-3 202-382-009-1 202-382-010-9 202-382-011-7 202-391-001-7 202-391-002-5 202-391-003-3 202-391-004-1 202-391-005-8 202-391-006-6 202-391-007-4 202-391-008-2 202-391-009-0 202-391-010-8 202-391-011-6 202-391-012-4 202-391-013-2 202-391-014-0 202-391-015-7 202-391-016-5 202-391-017-3 202-391-018-1 202-391-019-9 202-391-020-7 202-391-021-5 202-391-022-3 202-392-001-6 202-392-002-4 202-392-003-2 202-392-004-0 202-392-005-7 202-393-001-5 202-393-002-3 202-393-003-1 202-393-004-9 202-393-005-6 202-393-006-4 202-393-007-2 202-393-008-0 202-393-009-8 202-393-010-6 202-394-002-2 202-394-003-0 202-394-004-8 202-394-005-5 202-394-006-3 202-394-007-1 202-394-008-9 202-394-009-7 202-394-010-5 202-394-011-3 202-394-012-1 202-394-013-9 202-394-016-2 $ 197.48 $ 197.48 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 371.50 $ 286.34 $ 371.50 $ 318.26 $ 318.26 $ 371.50 $ 318.26 $ 318.26 $ 371.50 $ 318.26 $ 318.26 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 371.50 $ 318.26 $ 371.50 $ 318.26 $ 318.26 $ 318.26 $ 371.50 $ 371.50 $ 371.50 $ 371.50 $ 371.50 $ 371.50 $ 318.26 $ 318.26 $ 371.50 $ 371.50 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 318.26 $ 286.34 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 286.34 $ 286.34 $ 318.26 $ 371.50 $ 318.26 $ 371.50 $ 371.50 $ 371.50 $ 318.26 $ 286.34 $ 318.26 $ 371.50 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 286.34 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 286.34 $ 318.26 $ 318.26 $ 318.26 $ 371.50 $ 318.26 $ 371.50 $ 318.26 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 259.76 $ 249.12 $ 259.76 $ 259.76 $ 259.76 $ 286.34 $ 286.34 $ 259.76 $ 259.76 $ 270.40 $ 286.34 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 270.40 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 286.34 $ 249.12 $ 259.76 $ 259.76 $ 249.12 $ 249.12 $ 249.12 $ 270.40 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 DA DA DA DA DA $44,136.96 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 50 of 50 910 910 202-394-017-0 202-394-018-8 202-394-019-6 202-394-020-4 202-395-001-3 202-395-002-1 202-395-003-9 202-395-004-7 202-395-005-4 202-395-006-2 202-395-007-0 202-395-008-8 202-395-009-6 202-395-010-4 202-395-011-2 202-401-001-5 202-401-002-3 202-401-003-1 202-401-004-9 202-401-005-6 202-401-006-4 202-401-007-2 202-401-008-0 202-401-009-8 202-402-001-4 202-402-002-2 202-402-003-0 202-402-004-8 202-402-005-5 202-402-006-3 202-402-007-1 202-402-008-9 202-402-009-7 202-402-010-5 202-402-011-3 202-403-001-3 202-403-002-1 202-403-003-9 202-403-004-7 202-403-005-4 202-403-006-2 202-403-007-0 202-403-008-8 202-403-009-6 202-403-010-4 202-403-011-2 202-403-012-0 202-403-013-8 202-403-014-6 202-403-015-3 202-403-016-1 202-403-017-9 202-403-018-7 202-403-019-5 202-403-020-3 202-403-021-1 202-403-022-9 202-404-001-2 202-404-002-0 202-404-003-8 202-404-004-6 202-404-005-3 202-404-006-1 202-404-007-9 202-404-008-7 202-404-009-5 202-404-010-3 202-404-011-1 202-404-012-9 202-404-013-7 202-404-014-5 202-404-015-2 202-404-016-0 $ 286.34 $ 286.34 $ 286.34 $ 270.40 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 249.12 $ 259.76 $ 259.76 $ 259.76 $ 249.12 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 270.40 $ 270.40 $ 259.76 $ 249.12 $ 249.12 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 270.40 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 249.12 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 270.40 $ 259.76 $ 249.12 $ 249.12 $ 249.12 $ 259.76 $ 259.76 $ 249.12 $ 249.12 $ 249.12 $ 286.34 $ 318.26 $ 259.76 $ 249.12 $ 259.76 $ 259.76 DA DA $63,149.76 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2025- 217 Name: Status:Type:Consent Resolution Passed File created:In control:6/5/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:Acting as the governing body of the Contra Costa County Flood Control and Water Conservation District, ADOPT Resolution No. 2025-217, adopting and levying the annual Drainage Area Benefit Assessment in Drainage Area 1010 for Fiscal Year 2025–2026, Danville and San Ramon areas. (100% Drainage Area Benefit Assessment Funds) Attachments:1. DA 1010 Exhibit A FY Comparison, 2. Exhibit B Proposed_fees_2025 Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To: Contra Costa County Flood Control and Water Conservation District From:Warren Lai, Public Works Director/Chief Engineer Report Title:Adoption and levy of annual Drainage Area Benefit Assessment in Drainage Area 1010 for Fiscal Year 2025-2026. Project No. 7505-6F8167 ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Resolution adopting and levying the annual Drainage Area Benefit Assessment (DABA)in Drainage Area 1010 (DA 1010) for Fiscal Year 2025-2026, Danville and San Ramon area. FISCAL IMPACT: The proposed annual DABA will provide approximately $211,050 in funding for flood control drainage maintenance activities in DA 1010. (100% Drainage Area Benefit Assessment Funds) BACKGROUND: A DABA is a subset of parcels within a defined boundary of a larger drainage area that is assessed to fund flood control infrastructure maintenance that directly benefits the area.Assessments are used to pay for flood control maintenance activities,including complaint investigation,facility inspections,ditch and basin cleaning, maintaining right-of-way access,and additional general or routine drainage maintenance activities.The assessments collected are used only for the maintenance and operation of the flood control facilities within the Contra Costa County Flood Control and Water Conservation District right-of-way limits. DABAs are established when a development is determined to increase stormwater runoff,inundating existing drainage infrastructure.DABAs are established by agreement with developers or vote by parcel owners.DA 1010 was established May 10,1988,by adoption of Resolution No.88/263 with subsequent annexations of additional developments in 2000 and 2005.DA 1010 has been assigned a specific number of Impervious Area Units (IAUs),where a single IAU is equal to 1,000 square feet of impervious surface.Parcels within DA 1010 are assigned a specific number of IAUs based upon their proportional share of impervious area in accordance with the Benefit Assessment Act of 1982.DA 1010 has a total of 11,027 IAUs,where the typical single-family CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 4 powered by Legistar™ File #:RES 2025-217,Version:1 with the Benefit Assessment Act of 1982.DA 1010 has a total of 11,027 IAUs,where the typical single-family home may pay an assessment amount of $59.91 for Fiscal Year 2025-2026. To calculate the assessment,the cost of flood control infrastructure maintenance within DA 1010 is budgeted. The cost of flood control infrastructure maintenance varies from year-to-year based upon the planned annual costs and unforeseen maintenance needs.The assessment rate/IAU is the quotient of the budgeted maintenance divided by the number of IAUs assigned to DA 1010.The assessment for each parcel is the product of the rate/IAU multiplied by the number of IAUs assigned to the parcel.At the onset of the initial formation, including subsequent annexation,a maximum assessment rate was adopted for the establishment of a reserve fund based on unforeseen costs due to natural disasters or severe weather events.This maximum annual assessment rate is adjusted annually to account for inflation using the Construction Cost Index published by the Engineering News Record index for the San Francisco area. Based on the assessment calculation,where DA 1010 has 11,027 IAUs and budgeted maintenance of $211,000, the assessment rate for Fiscal Year 2025-2026 is calculated to be $19.14.Unspent assessments from Fiscal Year 2024-2025 shall be carried over to Fiscal Year 2025-2026.As a result,the assessment rate that shall be levied will be equal to the calculated rate of $19.14. CONSEQUENCE OF NEGATIVE ACTION: If the proposed assessment for DA 1010 is not adopted,the proposed assessment will not be levied,and the maintenance of the flood control facilities may not happen. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 4 powered by Legistar™ File #:RES 2025-217,Version:1 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board IN THE MATTER OF ADOPTING AND LEVYING ASSESSMENTS IN DRAINAGE AREA 1010 FOR FISCAL YEAR 2025-2026. WHEREAS the Board of Supervisors FINDS that: 1.On May 10,1988,the Board of Supervisors,as the governing body of the Contra Costa County Flood Control and Water Conservation District (Flood Control District),adopted Resolution No.88/263, establishing Drainage Area 1010 (DA 1010)and imposing assessments on parcels within the area of benefit pursuant to the Benefit Assessments Act of 1982 (Gov.Code,§54703 et.seq.),following approval by landowners,for the purpose of funding flood control facility maintenance,such as complaint investigation,facility inspections,ditch and basin cleaning,maintaining right-of-way access, and additional general or routine drainage maintenance activities. 2.Under Resolution No.88/263,assessments were imposed based upon the annual budgeted cost of flood control facility maintenance for DA 1010,the total impervious surface area (described as Impervious Area Units [IAUs],where a single IAU is equal to 1,000 square feet of impervious surface area) assigned to DA 1010,and the number of IAUs attributable to each parcel.In this way,assessment amounts were determined on the basis of proportionate stormwater runoff from each parcel,in accordance with Government Code section 54711. 3.Under Resolution No.88/263,and as approved by landowners of DA 1010,(a)the annual assessment rate is the quotient of the annual budgeted maintenance cost divided by the number of IAUs assigned to DA 1010;(b)the maximum assessment amount was $24.18/IAU;and (c)the maximum assessment shall be adjusted for annually to account for inflation using the construction cost index,cited in the Engineer’s Report. 4.As set forth in Exhibit A,attached hereto and incorporated by this reference,the adjusted maximum assessment rate for Fiscal Year 2024-2025 was $46.53/IAU.The change in the appropriate construction cost index from December-to-December is -0.7 percent.Pursuant to Resolution No.88/263,the maximum assessment rate is adjusted downward by -0.7 percent to $46.21/IAU for Fiscal Year 2025- 2026. 5.As set forth in Exhibit A,for Fiscal Year 2025-2026,the budgeted maintenance to be funded by DA CONTRA COSTA COUNTY Printed on 8/26/2025Page 3 of 4 powered by Legistar™ File #:RES 2025-217,Version:1 5.As set forth in Exhibit A,for Fiscal Year 2025-2026,the budgeted maintenance to be funded by DA 1010 assessments is $211,000.Anticipated maintenance activities include facility inspections,ditch cleaning, fence repair, and landscape maintenance, among others. 6.Based on the formula set forth in Resolution No.88/263,the current number of IAUs in DA 1010 (11,027),and budgeted maintenance of $211,000,the adjusted annual assessment rate for Fiscal Year 2025-2026 would be $19.14/IAU. 7.The adjusted annual assessment rate of $19.14 is less than the adjusted maximum rate of $46.21.The annual assessment rate for Fiscal Year 2025-2026 may, therefore, be set at $19.14/IAU. 8.Unspent assessments from Fiscal Year 2024-2025 shall be carried over to Fiscal Year 2025-2026.As a result,the annual assessment rate that shall be levied will be equal to the adjusted annual assessment rate of $19.14. NOW, THEREFORE, the Board hereby determines and resolves that: 1.The annual budgeted cost of flood control facility maintenance to be financed by DA 1010 assessments for Fiscal Year 2025-2026 shall not exceed $211,000. 2.Annual assessments shall be levied in DA 1010 for Fiscal Year 2025-2026 at a rate of $19.24/IAU,in the specific amounts shown per parcel on Exhibit B,attached hereto and incorporated herein by this reference. 3.The Drainage Area Benefit Assessment shall be collected in the same manner,and subject to the same penalties and priority of lien as other charges and taxes fixed and collected by,or on behalf of,the Flood Control District, pursuant to Government Code section 54718. CONTRA COSTA COUNTY Printed on 8/26/2025Page 4 of 4 powered by Legistar™ Contra Costa County Flood Control and Water Conservation District Drainage Area Benefit Assessment (DABA) Max IAU Rate, Adjusted for Inflation IAU Rate No. of IAU's per Drainage Area Assessment Total Assessment Amount for Typical Parcel (3.12 IAU) Max IAU Rate, Adjusted for Inflation Proposed IAU Rate No. of IAU's per Drainage Area Proposed Assessment Total Assessment Amount for Typical Parcel (3.12 IAU) DA 1010 Bettencourt 46.53$ 8.21$ 11,027 90,529$ 25.70$ 46.21$ 19.14$ 11,027 211,050$ 59.91$ Beginning Fund Balance at start of July 1, 2024 Assessment Revenue Maintenance Expense Administration Expenses Engineering Project Expenses Estimated Total Expense June 30, 2025 Estimated Beginning Fund Balance at start of July 1, 2025 Estimated Assessment Revenue Budgeted Maintenance Expenses Budgeted Administration Expenses Budgeted Engineering Project Expenses Estimated Ending Fund Balance June 30, 2026 Tar et Reserve Fund per Engineer's Report DA 1010 Bettencourt 859,320$ 90,529$ 163,750$ 1,000$ -$ 164,750$ 785,099$ 211,050$ 163,000$ 48,000$ -$ 785,149$ 979,875$ FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 DA 1010 Bettencourt 4.08$ 30.54$ 2.00$ 7.00$ 8.21$ 19.14$ Drainage Area IAU Rate EXHIBIT A Drainage Area FY 2024-25 FY 2025-26 Drainage Area FY 2024-25 FY 2025-26 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 1 of 50 1010 1010 1010 1010 203-061-001-4 203-061-002-2 203-061-003-0 203-061-004-8 203-061-005-5 203-061-006-3 203-061-007-1 203-061-008-9 203-061-009-7 203-061-010-5 203-061-011-3 203-061-012-1 203-061-013-9 203-061-014-7 203-061-015-4 203-061-016-2 203-061-017-0 203-061-018-8 203-061-019-6 203-061-020-4 203-061-021-2 203-061-022-0 203-061-023-8 203-061-024-6 203-061-025-3 203-061-026-1 203-061-027-9 203-061-028-7 203-061-029-5 203-061-030-3 203-061-031-1 203-061-032-9 203-061-033-7 203-061-034-5 203-061-035-2 203-061-036-0 203-061-037-8 203-061-038-6 203-061-039-4 203-061-040-2 203-061-041-0 203-061-042-8 203-061-043-6 203-061-044-4 203-061-045-1 203-061-046-9 203-061-047-7 203-061-048-5 203-061-049-3 203-061-050-1 203-061-051-9 203-061-052-7 203-061-053-5 203-061-054-3 203-061-055-0 203-061-056-8 203-061-057-6 203-061-058-4 203-061-059-2 203-061-060-0 203-061-061-8 203-061-062-6 203-061-063-4 203-061-064-2 203-061-065-9 203-071-001-2 203-071-002-0 203-071-003-8 203-071-004-6 203-071-005-3 203-071-006-1 203-071-007-9 203-071-008-7 203-071-009-5 203-071-010-3 203-071-011-1 203-071-012-9 203-071-013-7 203-071-014-5 203-071-015-2 203-071-016-0 203-071-017-8 203-071-018-6 203-071-019-4 203-071-020-2 203-071-021-0 203-071-022-8 203-071-023-6 203-071-024-4 203-071-025-1 203-071-026-9 203-071-027-7 203-071-028-5 203-071-029-3 203-071-030-1 203-071-031-9 203-071-032-7 203-071-033-5 203-071-034-3 203-071-035-0 203-071-036-8 203-071-037-6 203-071-038-4 203-071-039-2 203-071-040-0 203-071-041-8 203-071-042-6 203-071-043-4 203-071-044-2 203-071-045-9 203-071-046-7 203-071-047-5 203-071-048-3 203-071-049-1 203-071-050-9 203-071-051-7 203-071-052-5 203-071-053-3 203-071-054-1 203-071-055-8 203-071-056-6 203-071-057-4 203-071-058-2 203-071-059-0 203-071-060-8 203-071-061-6 203-071-062-4 203-071-063-2 203-071-064-0 203-071-065-7 203-071-066-5 203-071-067-3 203-071-068-1 203-071-069-9 203-071-070-7 203-071-071-5 203-071-072-3 203-071-073-1 203-071-074-9 203-071-075-6 203-071-076-4 203-071-077-2 203-071-078-0 203-071-079-8 203-071-080-6 203-071-081-4 203-071-082-2 203-071-083-0 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 36.46 $ 36.46 $ 36.46 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 36.46 $ 36.46 $ 36.46 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 2 of 50 1010 1010 1010 1010 203-071-084-8 203-071-085-5 206-010-033-2 206-010-045-6 206-010-046-4 206-010-049-8 206-010-050-6 206-010-051-4 206-010-053-0 206-010-056-3 206-010-059-7 206-010-061-3 206-020-078-5 206-272-026-9 206-272-027-7 206-272-028-5 206-272-029-3 206-272-030-1 206-272-031-9 206-281-001-1 206-281-002-9 206-281-003-7 206-281-004-5 206-281-008-6 206-281-009-4 206-281-010-2 206-281-011-0 206-281-012-8 206-281-013-6 206-281-014-4 206-281-015-1 206-281-016-9 206-281-017-7 206-281-018-5 206-281-019-3 206-281-020-1 206-281-021-9 206-281-022-7 206-281-023-5 206-281-024-3 206-281-025-0 206-281-026-8 206-281-027-6 206-281-028-4 206-281-029-2 206-281-030-0 206-281-031-8 206-281-032-6 206-281-033-4 206-281-034-2 206-281-035-9 206-281-039-1 206-281-040-9 206-281-041-7 206-281-042-5 206-281-043-3 206-282-005-1 206-282-006-9 206-282-007-7 206-282-008-5 206-282-009-3 206-282-012-7 206-282-013-5 206-282-014-3 206-282-018-4 206-282-019-2 206-282-021-8 206-282-022-6 206-282-023-4 206-282-024-2 206-282-025-9 206-282-026-7 206-283-001-9 206-283-002-7 206-283-003-5 206-283-004-3 206-283-005-0 206-283-006-8 206-283-007-6 206-283-008-4 206-283-009-2 206-283-010-0 206-283-011-8 206-283-012-6 206-283-013-4 206-283-014-2 206-283-015-9 206-283-019-1 206-283-020-9 206-283-021-7 206-283-022-5 206-283-023-3 206-283-024-1 206-283-025-8 206-283-026-6 206-283-027-4 206-283-028-2 206-283-029-0 206-283-030-8 206-283-031-6 206-283-032-4 206-283-033-2 206-283-044-9 206-283-045-6 206-283-048-0 206-283-049-8 206-283-050-6 206-283-051-4 206-283-052-2 206-283-054-8 206-283-055-5 206-283-056-3 206-283-057-1 206-283-059-7 206-283-060-5 206-283-061-3 206-283-062-1 206-283-063-9 206-283-064-7 206-283-065-4 206-283-066-2 206-283-067-0 206-283-068-8 206-283-069-6 206-291-001-9 206-292-001-8 206-292-002-6 206-292-003-4 206-292-004-2 206-292-005-9 206-292-006-7 206-293-001-7 206-293-002-5 206-293-003-3 206-293-004-1 206-293-005-8 206-293-006-6 206-293-007-4 206-293-008-2 206-293-009-0 206-293-010-8 206-293-011-6 206-293-012-4 206-293-013-2 206-293-014-0 206-294-001-6 206-294-002-4 206-294-003-2 $ 36.46 $ 36.46 $ 914.24 $ 1,551.66 $ 9,435.86 $ 1,132.32 $ 4,369.84 $ 377.44 $ 494.84 $ 1,006.48 $ 436.14 $ 2,987.62 $ 203.00 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 106.92 $ 88.68 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 88.68 $ 97.02 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 88.68 $ 85.28 $ 92.08 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 88.68 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 88.68 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 85.28 $ 88.68 $ 85.28 $ 85.28 $ 88.68 $ 88.68 $ 85.28 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 85.28 $ 106.92 $ 97.02 $ 88.68 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 97.02 $ 123.04 $ 106.92 $ 97.02 $ 92.08 $ 88.68 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 3 of 50 1010 1010 1010 1010 206-294-004-0 206-294-005-7 206-294-006-5 206-294-007-3 206-294-008-1 206-294-009-9 206-294-010-7 206-294-011-5 206-294-012-3 206-294-013-1 206-294-014-9 206-294-015-6 206-294-016-4 206-294-017-2 206-294-018-0 206-294-019-8 206-294-020-6 206-294-021-4 206-301-001-7 206-301-002-5 206-301-003-3 206-301-004-1 206-301-005-8 206-301-006-6 206-301-007-4 206-301-008-2 206-301-009-0 206-301-010-8 206-302-001-6 206-302-002-4 206-302-003-2 206-302-004-0 206-302-005-7 206-302-006-5 206-302-007-3 206-302-008-1 206-302-009-9 206-302-010-7 206-302-011-5 206-302-012-3 206-303-001-5 206-303-002-3 206-311-001-5 206-311-002-3 206-311-003-1 206-311-004-9 206-311-005-6 206-311-020-5 206-311-022-1 206-311-023-9 206-311-024-7 206-311-025-4 206-312-001-4 206-312-002-2 206-312-003-0 206-312-004-8 206-312-005-5 206-341-001-9 206-341-002-7 206-341-003-5 206-341-004-3 206-341-005-0 206-341-006-8 206-341-007-6 206-342-006-7 206-342-007-5 206-342-008-3 206-342-009-1 206-342-010-9 206-342-011-7 206-342-012-5 206-342-013-3 206-342-014-1 206-342-015-8 206-342-016-6 206-342-017-4 206-342-018-2 206-342-019-0 206-342-020-8 206-342-021-6 206-342-022-4 206-342-023-2 206-342-024-0 206-342-025-7 206-342-026-5 206-342-027-3 206-343-001-7 206-343-002-5 206-343-003-3 206-343-004-1 206-343-005-8 206-343-006-6 206-343-007-4 206-343-008-2 206-343-009-0 206-343-010-8 206-343-011-6 206-343-012-4 206-343-013-2 206-343-014-0 206-343-015-7 206-343-016-5 206-343-017-3 206-343-018-1 206-343-019-9 206-343-020-7 206-343-021-5 206-343-022-3 206-343-023-1 206-343-024-9 206-343-025-6 206-343-026-4 206-343-027-2 206-343-028-0 206-343-029-8 206-351-001-6 206-351-002-4 206-351-003-2 206-351-004-0 206-351-005-7 206-351-006-5 206-351-007-3 206-351-008-1 206-351-009-9 206-351-024-8 206-351-025-5 206-351-026-3 206-351-027-1 206-351-028-9 206-351-029-7 206-351-030-5 206-351-031-3 206-351-032-1 206-351-033-9 206-351-034-7 206-351-035-4 206-351-036-2 206-351-037-0 206-352-001-5 206-352-002-3 206-352-003-1 206-352-004-9 206-353-003-0 206-353-004-8 206-353-005-5 206-353-006-3 206-353-007-1 206-353-008-9 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 106.92 $ 92.08 $ 92.08 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 147.52 $ 520.02 $ 97.02 $ 97.02 $ 92.08 $ 106.92 $ 123.04 $ 123.04 $ 106.92 $ 123.04 $ 123.04 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 88.68 $ 85.28 $ 81.82 $ 81.82 $ 85.28 $ 88.68 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 88.68 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 123.04 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 4 of 50 1010 1010 1010 1010 206-353-009-7 206-353-010-5 206-353-011-3 206-353-012-1 206-353-013-9 206-353-014-7 206-353-015-4 206-353-016-2 206-353-017-0 206-353-018-8 206-353-019-6 206-353-020-4 206-353-021-2 206-353-022-0 206-353-023-8 206-353-024-6 206-353-025-3 206-353-026-1 206-353-027-9 206-353-028-7 206-353-029-5 206-353-030-3 206-353-031-1 206-353-032-9 206-353-033-7 206-353-034-5 206-353-035-2 206-353-036-0 206-353-037-8 206-353-038-6 206-353-039-4 206-353-040-2 206-353-041-0 206-353-042-8 206-353-043-6 206-353-044-4 206-353-045-1 206-353-046-9 206-353-047-7 206-353-048-5 206-353-049-3 206-353-050-1 206-353-051-9 206-353-052-7 206-353-053-5 206-353-054-3 206-353-055-0 206-353-056-8 206-353-057-6 206-353-059-2 206-353-060-0 206-362-032-8 206-362-033-6 206-371-001-2 206-371-002-0 206-371-003-8 206-371-004-6 206-371-011-1 206-371-012-9 206-371-013-7 206-371-014-5 206-371-016-0 206-371-017-8 206-371-018-6 206-371-019-4 206-371-020-2 206-371-021-0 206-371-022-8 206-371-023-6 206-371-024-4 206-380-001-1 206-380-002-9 206-380-003-7 206-380-004-5 206-380-005-2 206-380-006-0 206-380-007-8 206-380-008-6 206-380-009-4 206-380-010-2 206-380-011-0 206-380-012-8 206-380-013-6 206-380-014-4 206-380-015-1 206-380-016-9 206-380-017-7 206-380-018-5 206-380-019-3 206-380-020-1 206-380-021-9 206-380-022-7 206-380-023-5 206-380-024-3 206-380-025-0 206-380-026-8 206-380-027-6 206-380-028-4 206-380-029-2 206-380-030-0 206-380-031-8 206-380-032-6 206-380-033-4 206-380-034-2 206-380-035-9 206-380-036-7 206-380-037-5 206-380-038-3 206-380-039-1 206-380-040-9 206-380-041-7 206-380-042-5 206-380-043-3 206-380-044-1 206-380-045-8 206-380-046-6 206-380-047-4 206-380-048-2 206-380-049-0 206-380-050-8 206-380-051-6 206-380-052-4 206-380-053-2 206-380-054-0 206-380-055-7 206-380-056-5 206-380-057-3 206-380-058-1 206-380-059-9 206-380-060-7 206-380-061-5 206-380-062-3 206-380-063-1 206-380-064-9 206-380-065-6 206-380-066-4 206-380-067-2 206-380-068-0 206-380-069-8 206-380-070-6 206-380-072-2 206-380-073-0 206-380-074-8 206-380-075-5 206-380-076-3 206-380-077-1 206-380-078-9 206-380-079-7 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 106.92 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 88.68 $ 85.28 $ 88.68 $ 92.08 $ 97.02 $ 123.04 $ 123.04 $ 97.02 $ 88.68 $ 88.68 $ 97.02 $ 88.68 $ 88.68 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 106.92 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 5 of 50 1010 1010 1010 1010 206-380-080-5 206-380-081-3 206-380-082-1 206-380-083-9 206-380-084-7 206-380-085-4 206-380-086-2 206-380-087-0 206-380-088-8 206-380-089-6 206-380-090-4 206-380-091-2 206-380-092-0 206-380-093-8 206-380-094-6 206-380-095-3 206-380-096-1 206-380-097-9 206-380-098-7 206-380-099-5 206-380-100-1 206-380-101-9 206-380-102-7 206-380-103-5 206-380-104-3 206-380-105-0 206-380-106-8 206-380-107-6 206-380-108-4 206-380-109-2 206-380-110-0 206-380-111-8 206-380-112-6 206-380-113-4 206-380-114-2 206-380-115-9 206-380-116-7 206-380-117-5 206-380-118-3 206-380-119-1 206-380-120-9 206-380-121-7 206-380-122-5 206-380-123-3 206-380-124-1 206-380-125-8 206-380-126-6 206-380-127-4 206-380-128-2 206-380-129-0 206-380-130-8 206-380-131-6 206-380-132-4 206-380-133-2 206-380-134-0 206-380-135-7 206-380-136-5 206-380-137-3 206-380-138-1 206-380-139-9 206-380-140-7 206-380-141-5 206-380-142-3 206-380-143-1 206-380-144-9 206-380-145-6 206-380-146-4 206-380-147-2 206-380-148-0 206-380-149-8 206-380-150-6 206-380-151-4 206-380-152-2 206-380-153-0 206-380-154-8 206-380-155-5 206-380-156-3 206-380-157-1 206-380-170-4 206-390-001-9 206-390-002-7 206-390-003-5 206-390-004-3 206-390-005-0 206-390-006-8 206-390-007-6 206-390-008-4 206-390-009-2 206-390-010-0 206-390-011-8 206-390-012-6 206-390-013-4 206-390-014-2 206-390-015-9 206-390-016-7 206-390-017-5 206-390-018-3 206-390-019-1 206-390-020-9 206-390-021-7 206-390-022-5 206-390-023-3 206-390-024-1 206-390-025-8 206-390-026-6 206-390-027-4 206-390-028-2 206-390-029-0 206-390-030-8 206-401-001-6 206-401-002-4 206-401-003-2 206-402-001-5 206-402-002-3 206-402-003-1 206-402-004-9 206-402-005-6 206-402-006-4 206-402-007-2 206-402-008-0 206-402-009-8 206-402-010-6 206-402-011-4 206-402-012-2 206-402-013-0 206-403-001-4 206-403-002-2 206-403-003-0 206-403-004-8 206-403-005-5 206-403-007-1 206-403-008-9 206-403-009-7 206-403-010-5 206-403-011-3 206-404-001-3 206-404-002-1 206-404-003-9 206-404-004-7 206-404-005-4 206-404-006-2 206-404-007-0 206-404-008-8 206-404-009-6 206-404-010-4 206-404-011-2 206-404-012-0 206-404-013-8 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 97.02 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 106.92 $ 123.04 $ 106.92 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 106.92 $ 123.04 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 106.92 $ 123.04 $ 123.04 $ 147.52 $ 123.04 $ 147.52 $ 147.52 $ 123.04 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 6 of 50 1010 1010 1010 1010 206-404-014-6 206-404-015-3 206-404-016-1 206-404-017-9 206-404-018-7 206-404-019-5 206-404-020-3 206-404-021-1 206-404-022-9 206-404-023-7 206-404-024-5 206-404-025-2 206-404-026-0 206-404-027-8 206-404-028-6 206-404-029-4 206-404-030-2 206-404-031-0 206-404-032-8 206-404-033-6 206-404-034-4 206-404-035-1 206-404-036-9 206-404-037-7 206-404-038-5 206-404-039-3 206-404-040-1 206-404-041-9 206-404-042-7 206-404-043-5 206-404-044-3 206-404-045-0 206-404-046-8 206-404-047-6 206-410-001-5 206-410-002-3 206-410-003-1 206-410-004-9 206-410-005-6 206-410-006-4 206-410-007-2 206-410-008-0 206-410-009-8 206-410-010-6 206-410-011-4 206-410-012-2 206-410-013-0 206-410-014-8 206-410-015-5 206-410-016-3 206-410-017-1 206-410-018-9 206-410-019-7 206-410-020-5 206-410-021-3 206-410-022-1 206-410-023-9 206-410-024-7 206-410-025-4 206-410-026-2 206-410-027-0 206-410-028-8 206-410-029-6 206-410-030-4 206-410-031-2 206-410-032-0 206-410-033-8 206-410-034-6 206-410-035-3 206-410-036-1 206-410-037-9 206-410-038-7 206-410-039-5 206-410-040-3 206-410-041-1 206-410-042-9 206-410-043-7 206-410-044-5 206-410-045-2 206-410-046-0 206-410-047-8 206-410-048-6 206-410-049-4 206-410-050-2 206-410-051-0 206-410-052-8 206-410-053-6 206-410-054-4 206-410-055-1 206-410-056-9 206-410-057-7 206-410-058-5 206-410-059-3 206-410-060-1 206-410-061-9 206-410-062-7 206-410-063-5 206-410-064-3 206-410-065-0 206-410-066-8 206-410-067-6 206-410-068-4 206-410-069-2 206-410-070-0 206-410-071-8 206-410-072-6 206-420-001-3 206-420-002-1 206-420-003-9 206-420-004-7 206-420-005-4 206-420-006-2 206-420-007-0 206-420-008-8 206-420-009-6 206-420-010-4 206-420-011-2 206-420-012-0 206-420-013-8 206-420-014-6 206-420-015-3 206-420-016-1 206-420-017-9 206-420-018-7 206-420-019-5 206-420-020-3 206-420-021-1 206-420-022-9 206-420-023-7 206-420-024-5 206-420-025-2 206-420-026-0 206-420-027-8 206-420-028-6 206-420-029-4 206-420-030-2 206-420-031-0 206-420-032-8 206-420-033-6 206-420-034-4 206-420-035-1 206-420-036-9 206-420-037-7 206-420-038-5 206-420-039-3 206-420-040-1 206-420-041-9 206-420-042-7 $ 88.68 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 106.92 $ 106.92 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 97.02 $ 123.04 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 97.02 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 81.82 $ 106.92 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 88.68 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 97.02 $ 85.28 $ 85.28 $ 85.28 $ 88.68 $ 88.68 $ 88.68 $ 81.82 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 85.28 $ 85.28 $ 97.02 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 7 of 50 1010 1010 1010 1010 206-420-043-5 206-420-044-3 206-420-045-0 206-420-046-8 206-420-047-6 206-420-048-4 206-420-049-2 206-420-050-0 206-420-051-8 206-420-052-6 206-420-053-4 206-420-054-2 206-420-055-9 206-420-056-7 206-420-057-5 206-420-058-3 206-420-059-1 206-420-060-9 206-420-061-7 206-420-062-5 206-420-063-3 206-420-064-1 206-420-065-8 206-420-066-6 206-420-067-4 206-420-068-2 206-420-069-0 206-420-070-8 206-420-071-6 206-420-072-4 206-420-073-2 206-420-074-0 206-420-075-7 206-420-076-5 206-420-077-3 206-420-078-1 206-420-079-9 206-420-080-7 206-420-081-5 206-420-082-3 206-420-083-1 206-420-084-9 206-420-085-6 206-420-086-4 206-420-087-2 206-420-088-0 206-420-089-8 206-420-090-6 206-420-091-4 206-420-092-2 206-420-093-0 206-420-094-8 206-420-095-5 206-420-096-3 206-420-097-1 206-420-098-9 206-420-099-7 206-420-100-3 206-420-101-1 206-420-102-9 206-420-103-7 206-420-104-5 206-420-105-2 206-420-106-0 206-420-107-8 206-420-108-6 206-420-109-4 206-420-110-2 206-420-111-0 206-420-112-8 206-420-113-6 206-420-114-4 206-420-115-1 206-420-116-9 206-420-117-7 206-420-118-5 206-420-119-3 206-420-120-1 206-420-121-9 206-420-122-7 206-420-123-5 206-420-124-3 206-420-125-0 206-420-126-8 206-420-127-6 206-420-128-4 206-420-129-2 206-420-130-0 206-420-131-8 206-420-132-6 206-420-133-4 206-420-134-2 206-420-135-9 206-420-136-7 206-420-137-5 206-420-138-3 206-420-139-1 206-420-140-9 206-420-141-7 206-420-142-5 206-420-143-3 206-420-144-1 206-420-145-8 206-420-146-6 206-420-147-4 206-420-148-2 206-420-149-0 206-420-150-8 206-420-151-6 206-420-152-4 206-420-153-2 206-420-154-0 206-420-155-7 206-420-156-5 206-420-157-3 206-420-158-1 206-420-159-9 206-420-160-7 206-420-161-5 206-420-162-3 206-420-163-1 206-420-164-9 206-420-165-6 206-420-166-4 206-420-167-2 206-420-168-0 206-420-169-8 206-420-170-6 206-420-171-4 206-420-172-2 206-420-173-0 206-420-174-8 206-420-175-5 206-420-176-3 206-420-177-1 206-420-178-9 206-420-179-7 206-420-180-5 206-420-181-3 206-420-182-1 206-420-183-9 206-420-184-7 206-420-185-4 206-420-186-2 206-420-187-0 206-420-188-8 206-420-189-6 206-420-190-4 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 8 of 50 1010 1010 1010 1010 206-420-191-2 206-420-192-0 206-420-193-8 206-420-194-6 206-420-195-3 206-420-196-1 206-420-201-9 206-420-202-7 217-371-001-9 217-371-002-7 217-371-003-5 217-371-004-3 217-371-005-0 217-371-006-8 217-371-007-6 217-371-008-4 217-371-009-2 217-371-010-0 217-371-011-8 217-371-012-6 217-371-013-4 217-371-014-2 217-371-015-9 217-371-016-7 217-371-017-5 217-371-018-3 217-371-019-1 217-371-020-9 217-371-021-7 217-371-022-5 217-371-023-3 217-371-024-1 217-371-025-8 217-371-026-6 217-371-027-4 217-372-001-8 217-372-002-6 217-372-003-4 217-372-004-2 217-372-005-9 217-372-006-7 217-372-007-5 217-372-008-3 217-372-009-1 217-372-010-9 217-373-001-7 217-373-002-5 217-373-003-3 217-373-004-1 217-373-005-8 217-373-006-6 217-373-007-4 217-373-008-2 217-373-009-0 217-373-010-8 217-373-011-6 217-373-012-4 217-373-013-2 217-381-001-7 217-381-002-5 217-381-003-3 217-381-004-1 217-381-005-8 217-381-006-6 217-381-007-4 217-381-008-2 217-381-010-8 217-381-011-6 217-381-012-4 217-382-001-6 217-382-002-4 217-382-003-2 217-382-004-0 217-382-005-7 217-382-006-5 217-382-007-3 217-382-008-1 217-382-009-9 217-382-010-7 217-382-011-5 217-382-012-3 217-383-001-5 217-383-002-3 217-383-003-1 217-383-004-9 217-383-005-6 217-383-006-4 217-383-007-2 217-383-009-8 217-383-010-6 217-383-011-4 217-383-012-2 217-390-001-6 217-390-002-4 217-390-003-2 217-390-004-0 217-390-005-7 217-390-006-5 217-390-007-3 217-390-008-1 217-390-009-9 217-390-010-7 217-390-011-5 217-390-012-3 217-390-013-1 217-390-014-9 217-390-015-6 217-390-016-4 217-390-017-2 217-390-018-0 217-390-019-8 217-390-020-6 217-390-021-4 217-390-022-2 217-390-023-0 217-390-024-8 217-390-025-5 217-390-026-3 217-390-027-1 217-390-029-7 217-390-030-5 217-390-031-3 217-390-032-1 217-390-033-9 217-390-034-7 217-390-035-4 217-390-036-2 217-390-037-0 217-390-038-8 217-390-039-6 217-401-001-3 217-401-002-1 217-401-003-9 217-401-004-7 217-401-005-4 217-401-006-2 217-401-007-0 217-401-008-8 217-401-009-6 217-401-010-4 217-401-011-2 217-401-012-0 217-401-013-8 217-401-014-6 217-401-015-3 217-401-016-1 217-401-017-9 217-401-018-7 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 872.28 $ 830.36 $ 88.68 $ 81.82 $ 85.28 $ 85.28 $ 88.68 $ 88.68 $ 88.68 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 81.82 $ 85.28 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 85.28 $ 88.68 $ 85.28 $ 97.02 $ 97.02 $ 85.28 $ 85.28 $ 85.28 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 92.08 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 85.28 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 106.92 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 92.08 $ 88.68 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 92.08 $ 88.68 $ 92.08 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 9 of 50 1010 1010 1010 1010 217-401-019-5 217-401-020-3 217-401-021-1 217-401-022-9 217-401-023-7 217-401-024-5 217-401-025-2 217-401-026-0 217-401-027-8 217-401-028-6 217-401-029-4 217-401-030-2 217-401-031-0 217-401-032-8 217-401-033-6 217-401-034-4 217-401-035-1 217-401-036-9 217-401-037-7 217-401-038-5 217-401-039-3 217-401-040-1 217-401-041-9 217-401-042-7 217-401-043-5 217-401-044-3 217-402-006-1 217-402-007-9 217-402-008-7 217-402-009-5 217-402-010-3 217-410-001-2 217-410-002-0 217-410-003-8 217-410-004-6 217-410-005-3 217-410-006-1 217-410-007-9 217-410-008-7 217-410-009-5 217-410-010-3 217-410-011-1 217-410-012-9 217-410-013-7 217-410-014-5 217-410-015-2 217-410-016-0 217-410-017-8 217-410-018-6 217-410-019-4 217-410-020-2 217-410-021-0 217-410-022-8 217-410-023-6 217-410-024-4 217-410-025-1 217-410-026-9 217-410-027-7 217-410-028-5 217-410-029-3 217-410-030-1 217-410-031-9 217-410-032-7 217-410-033-5 217-410-034-3 217-410-035-0 217-410-036-8 217-410-037-6 217-410-038-4 217-410-039-2 217-410-040-0 217-410-041-8 217-410-042-6 217-410-043-4 217-410-044-2 217-410-045-9 217-410-046-7 217-410-047-5 217-410-048-3 217-410-049-1 217-410-050-9 217-410-051-7 217-410-052-5 217-410-053-3 217-410-054-1 217-410-055-8 217-410-056-6 217-410-057-4 217-410-058-2 217-410-059-0 217-410-060-8 217-410-061-6 217-410-062-4 217-410-063-2 217-410-064-0 217-410-065-7 217-410-066-5 217-410-067-3 217-410-068-1 217-410-069-9 217-410-070-7 217-410-071-5 217-410-072-3 217-410-073-1 217-410-074-9 217-410-075-6 217-410-076-4 217-410-077-2 217-410-078-0 217-410-088-9 217-410-089-7 217-410-090-5 217-410-091-3 217-420-001-0 217-420-002-8 217-420-003-6 217-420-004-4 217-420-005-1 217-420-006-9 217-420-007-7 217-420-008-5 217-420-009-3 217-420-010-1 217-420-011-9 217-420-012-7 217-420-013-5 217-420-014-3 217-420-015-0 217-420-016-8 217-420-017-6 217-420-018-4 217-420-019-2 217-420-020-0 217-420-021-8 217-420-022-6 217-420-023-4 217-420-024-2 217-420-025-9 217-420-026-7 217-420-027-5 217-420-028-3 217-420-029-1 217-420-030-9 217-420-031-7 217-420-032-5 217-420-033-3 217-420-034-1 217-420-035-8 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 106.92 $ 123.04 $ 97.02 $ 97.02 $ 106.92 $ 123.04 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 92.08 $ 88.68 $ 81.82 $ 81.82 $ 81.82 $ 92.08 $ 92.08 $ 81.82 $ 81.82 $ 81.82 $ 97.02 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 97.02 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 88.68 $ 106.92 $ 88.68 $ 88.68 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 88.68 $ 92.08 $ 92.08 $ 88.68 $ 85.28 $ 88.68 $ 88.68 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 106.92 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 123.04 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 97.02 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 10 of 50 1010 1010 1010 1010 217-420-036-6 217-420-037-4 217-420-038-2 217-420-039-0 217-420-040-8 217-420-041-6 217-420-042-4 217-420-043-2 217-420-044-0 217-420-045-7 217-420-046-5 217-420-047-3 217-420-048-1 217-420-049-9 217-420-050-7 217-420-051-5 217-420-052-3 217-420-053-1 217-420-054-9 217-420-055-6 217-420-056-4 217-420-057-2 217-420-058-0 217-420-059-8 217-420-060-6 217-420-061-4 217-420-062-2 217-420-063-0 217-420-064-8 217-420-065-5 217-420-066-3 217-420-067-1 217-420-068-9 217-420-069-7 217-420-070-5 217-420-071-3 217-420-072-1 217-420-073-9 217-420-074-7 217-420-075-4 217-420-076-2 217-420-080-4 217-420-082-0 217-420-083-8 217-420-084-6 217-420-085-3 217-430-001-8 217-430-002-6 217-430-003-4 217-430-004-2 217-430-005-9 217-430-006-7 217-430-007-5 217-430-008-3 217-430-009-1 217-430-010-9 217-430-011-7 217-430-012-5 217-430-013-3 217-430-014-1 217-430-015-8 217-430-016-6 217-430-017-4 217-430-018-2 217-430-019-0 217-430-020-8 217-430-021-6 217-430-022-4 217-430-023-2 217-430-024-0 217-430-025-7 217-430-026-5 217-430-027-3 217-430-028-1 217-430-029-9 217-430-030-7 217-430-031-5 217-430-032-3 217-430-033-1 217-430-034-9 217-430-035-6 217-430-036-4 217-430-037-2 217-430-038-0 217-430-039-8 217-430-040-6 217-430-041-4 217-430-042-2 217-430-043-0 217-430-044-8 217-430-045-5 217-430-046-3 217-430-047-1 217-430-048-9 217-430-049-7 217-430-050-5 217-430-051-3 217-430-052-1 217-430-053-9 217-430-054-7 217-430-055-4 217-430-056-2 217-430-059-6 217-430-060-4 217-430-061-2 217-430-062-0 217-430-063-8 217-430-064-6 217-430-065-3 217-430-066-1 217-430-067-9 217-430-068-7 217-430-069-5 217-430-070-3 217-430-071-1 217-430-072-9 217-430-073-7 217-430-074-5 217-430-075-2 217-430-076-0 217-430-077-8 217-430-078-6 217-430-079-4 217-430-080-2 217-430-081-0 217-430-082-8 217-430-083-6 217-430-084-4 217-430-085-1 217-430-086-9 217-430-087-7 217-430-088-5 217-430-093-5 217-430-094-3 217-430-095-0 217-430-096-8 217-430-104-0 217-430-105-7 217-430-106-5 217-430-107-3 217-430-108-1 217-430-109-9 217-430-110-7 217-430-111-5 217-430-112-3 217-430-113-1 217-450-001-3 217-450-002-1 $ 123.04 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 106.92 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 106.92 $ 106.92 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 18.80 $ 18.80 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 15.86 $ 15.86 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 11 of 50 1010 1010 1010 1010 217-450-003-9 217-450-004-7 217-450-005-4 217-450-006-2 217-450-007-0 217-450-008-8 217-450-009-6 217-450-010-4 217-450-011-2 217-450-012-0 217-450-013-8 217-450-014-6 217-450-015-3 217-450-016-1 217-450-017-9 217-450-018-7 217-450-019-5 217-450-020-3 217-450-021-1 217-450-022-9 217-450-023-7 217-450-024-5 217-450-025-2 217-450-026-0 217-450-027-8 217-450-028-6 217-450-029-4 217-450-030-2 217-450-031-0 217-450-032-8 217-450-033-6 217-450-034-4 217-450-035-1 217-450-036-9 217-450-037-7 217-450-038-5 217-450-039-3 217-450-040-1 217-450-041-9 217-450-042-7 217-450-043-5 217-450-044-3 217-450-045-0 217-450-046-8 217-450-047-6 217-450-048-4 217-450-049-2 217-450-050-0 217-450-051-8 217-450-052-6 217-450-053-4 217-450-054-2 217-450-055-9 217-450-056-7 217-450-057-5 217-450-058-3 217-450-059-1 217-450-060-9 217-450-061-7 217-450-062-5 217-450-063-3 217-450-064-1 217-450-065-8 217-450-066-6 217-450-067-4 217-450-068-2 217-450-069-0 217-450-070-8 217-450-071-6 217-450-072-4 217-450-073-2 217-450-074-0 217-450-075-7 217-450-076-5 217-460-001-1 217-460-002-9 217-460-003-7 217-460-004-5 217-460-005-2 217-460-006-0 217-460-007-8 217-460-008-6 217-460-009-4 217-460-010-2 217-460-011-0 217-460-012-8 217-460-013-6 217-460-014-4 217-460-015-1 217-460-016-9 217-460-017-7 217-460-018-5 217-460-019-3 217-460-020-1 217-460-021-9 217-460-022-7 217-460-023-5 217-460-024-3 217-460-025-0 217-460-026-8 217-460-027-6 217-460-028-4 217-460-029-2 217-460-030-0 217-460-031-8 217-460-032-6 217-460-033-4 217-460-034-2 217-460-035-9 217-460-036-7 217-460-037-5 217-460-038-3 217-460-039-1 217-460-040-9 217-460-041-7 217-460-042-5 217-460-043-3 217-460-044-1 217-460-045-8 217-460-046-6 217-460-047-4 217-460-048-2 217-460-049-0 217-460-050-8 217-460-051-6 217-460-052-4 217-460-053-2 217-460-054-0 217-460-055-7 217-460-056-5 217-460-057-3 217-460-058-1 217-460-059-9 217-460-060-7 217-460-061-5 217-460-062-3 217-460-063-1 217-460-064-9 217-460-065-6 217-460-066-4 217-460-067-2 217-460-068-0 217-460-069-8 217-460-070-6 217-460-071-4 217-460-072-2 217-460-073-0 217-460-074-8 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 92.08 $ 88.68 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 88.68 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 88.68 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 92.08 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 81.82 $ 85.28 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 88.68 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 92.08 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 81.82 $ 85.28 $ 88.68 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 12 of 50 1010 1010 1010 1010 217-460-075-5 217-460-076-3 217-460-077-1 217-460-078-9 217-460-079-7 217-460-080-5 217-460-081-3 217-460-082-1 217-460-083-9 217-460-084-7 217-470-002-7 217-470-003-5 217-470-004-3 217-470-005-0 217-470-006-8 217-470-007-6 217-470-008-4 217-470-009-2 217-470-010-0 217-470-011-8 217-470-012-6 217-470-013-4 217-470-014-2 217-470-015-9 217-470-016-7 217-470-017-5 217-470-018-3 217-470-019-1 217-470-020-9 217-470-022-5 217-470-023-3 217-470-024-1 217-470-025-8 217-470-026-6 217-470-027-4 217-470-028-2 217-470-029-0 217-470-030-8 217-470-033-2 217-470-034-0 217-470-035-7 217-470-036-5 217-470-043-1 217-470-044-9 217-470-045-6 217-470-046-4 217-470-047-2 217-470-048-0 217-470-049-8 217-470-050-6 217-470-051-4 217-470-052-2 217-470-053-0 217-470-054-8 217-470-055-5 217-470-056-3 217-470-057-1 217-470-058-9 217-470-059-7 217-470-060-5 217-470-061-3 217-470-062-1 217-470-063-9 217-470-064-7 217-470-065-4 217-470-066-2 217-470-067-0 217-470-068-8 217-470-069-6 217-470-070-4 217-470-071-2 217-470-072-0 217-470-073-8 217-470-074-6 217-470-075-3 217-470-076-1 217-470-077-9 217-470-078-7 217-470-079-5 217-470-080-3 217-470-081-1 217-470-082-9 217-470-083-7 217-470-087-8 217-470-088-6 217-470-089-4 217-470-090-2 217-470-091-0 217-470-092-8 217-470-093-6 217-470-094-4 217-470-095-1 217-470-096-9 217-470-097-7 217-470-098-5 217-470-099-3 217-470-100-9 217-470-101-7 217-470-105-8 217-470-106-6 217-470-107-4 217-470-108-2 217-470-109-0 217-470-115-7 217-470-116-5 217-470-117-3 217-470-118-1 217-470-119-9 217-470-124-9 217-470-125-6 217-470-126-4 217-470-128-0 217-470-129-8 217-470-130-6 217-470-132-2 217-470-133-0 217-470-134-8 217-470-135-5 217-470-136-3 220-060-019-1 220-060-020-9 220-060-039-9 220-080-035-3 220-080-037-9 220-080-038-7 220-080-040-3 220-401-013-2 220-401-014-0 220-401-015-7 220-401-016-5 220-401-017-3 220-401-018-1 220-401-019-9 220-401-020-7 220-401-021-5 220-401-022-3 220-401-023-1 220-401-024-9 220-401-025-6 220-440-010-1 220-440-011-9 220-440-012-7 220-440-013-5 220-440-014-3 220-440-015-0 220-440-016-8 220-440-017-6 220-440-018-4 $ 81.82 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 3,111.74 $ 195.68 $ 1,157.44 $ 203.00 $ 123.04 $ 123.04 $ 147.52 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 147.52 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 123.04 $ 123.04 $ 147.52 $ 123.04 $ 123.04 $ 106.92 $ 106.92 $ 123.04 $ 123.04 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 13 of 50 1010 1010 1010 1010 220-440-019-2 220-440-020-0 220-440-023-4 220-440-024-2 220-440-025-9 220-440-026-7 220-440-027-5 220-440-030-9 220-440-031-7 220-440-032-5 220-440-033-3 220-440-034-1 220-440-035-8 220-440-036-6 220-440-038-2 220-440-039-0 220-440-040-8 220-440-041-6 220-450-010-8 220-450-011-6 220-450-012-4 220-450-013-2 220-450-014-0 220-450-015-7 220-450-016-5 220-450-017-3 220-450-018-1 220-450-019-9 220-450-020-7 220-450-021-5 220-450-022-3 220-450-023-1 220-450-024-9 220-450-025-6 220-450-026-4 220-450-027-2 220-450-028-0 220-450-029-8 220-450-030-6 220-450-031-4 220-450-032-2 220-450-033-0 220-450-034-8 220-450-035-5 220-450-036-3 220-450-037-1 220-450-038-9 220-450-039-7 220-450-040-5 220-450-041-3 220-450-042-1 220-450-043-9 220-450-044-7 220-450-045-4 220-450-046-2 220-450-047-0 220-450-048-8 220-450-049-6 220-450-050-4 220-450-051-2 220-460-028-8 220-460-029-6 220-460-030-4 220-460-031-2 220-460-032-0 220-460-033-8 220-460-034-6 220-460-035-3 220-460-036-1 220-460-037-9 220-460-038-7 220-460-039-5 220-460-040-3 220-460-041-1 220-460-042-9 220-460-043-7 220-460-044-5 220-460-045-2 220-460-046-0 220-460-047-8 220-460-048-6 220-460-049-4 220-460-050-2 220-460-051-0 220-460-052-8 220-460-053-6 220-460-054-4 220-460-055-1 220-460-056-9 220-460-057-7 220-460-058-5 220-460-059-3 220-460-060-1 220-460-061-9 220-460-062-7 220-460-063-5 220-460-064-3 220-460-065-0 220-460-066-8 220-721-001-0 220-721-002-8 220-722-001-9 220-722-002-7 220-722-003-5 220-722-004-3 220-722-005-0 220-722-006-8 220-722-007-6 220-722-008-4 220-722-009-2 220-722-010-0 220-722-011-8 220-722-012-6 220-722-013-4 220-722-014-2 220-722-015-9 220-722-016-7 220-722-017-5 220-722-018-3 220-722-019-1 220-722-020-9 220-722-021-7 220-722-022-5 220-722-023-3 220-722-024-1 220-723-001-8 220-723-002-6 220-723-003-4 220-723-004-2 220-723-005-9 220-723-006-7 220-723-007-5 220-723-008-3 220-723-009-1 220-723-010-9 220-723-011-7 220-723-012-5 220-723-013-3 220-723-014-1 220-724-003-3 220-724-004-1 220-724-005-8 220-724-006-6 220-724-007-4 220-725-001-6 220-725-002-4 220-725-003-2 220-725-004-0 $ 147.52 $ 147.52 $ 123.04 $ 123.04 $ 106.92 $ 106.92 $ 203.00 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 123.04 $ 147.52 $ 147.52 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 123.04 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 123.04 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 123.04 $ 123.04 $ 106.92 $ 106.92 $ 123.04 $ 97.02 $ 123.04 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 14 of 50 1010 1010 1010 1010 220-725-005-7 220-725-006-5 220-725-007-3 220-725-008-1 220-725-009-9 220-725-010-7 220-725-011-5 220-725-012-3 220-725-013-1 220-725-014-9 220-725-015-6 220-725-016-4 220-725-017-2 220-725-018-0 220-725-019-8 220-725-020-6 220-725-021-4 220-725-022-2 220-725-023-0 220-725-024-8 220-725-025-5 220-725-026-3 220-725-027-1 220-725-028-9 220-725-029-7 220-725-030-5 220-725-031-3 220-725-032-1 220-725-033-9 220-725-034-7 220-725-035-4 220-726-001-5 220-726-002-3 220-726-003-1 220-726-004-9 220-726-005-6 220-726-006-4 220-731-001-8 220-731-002-6 220-731-003-4 220-732-001-7 220-732-002-5 220-732-003-3 220-732-004-1 220-732-005-8 220-732-006-6 220-732-007-4 220-732-008-2 220-732-009-0 220-732-010-8 220-732-011-6 220-732-012-4 220-732-013-2 220-732-014-0 220-732-015-7 220-732-016-5 220-732-017-3 220-732-018-1 220-733-001-6 220-733-002-4 220-733-003-2 220-733-004-0 220-733-005-7 220-734-001-5 220-734-002-3 220-734-003-1 220-734-004-9 220-734-005-6 220-734-006-4 220-734-007-2 220-734-008-0 220-734-009-8 220-734-010-6 220-734-011-4 220-734-012-2 220-734-013-0 220-734-014-8 220-734-015-5 220-734-016-3 220-734-017-1 220-734-018-9 220-735-001-4 220-735-002-2 220-735-003-0 220-735-004-8 220-735-005-5 220-735-006-3 220-736-001-3 220-736-002-1 220-736-003-9 220-736-004-7 220-736-005-4 220-737-001-2 220-737-002-0 220-737-003-8 220-737-004-6 220-737-005-3 220-737-006-1 220-738-001-1 220-738-002-9 220-738-003-7 220-738-004-5 220-739-001-0 220-739-002-8 220-739-003-6 220-739-004-4 220-741-001-6 220-741-002-4 220-741-003-2 220-741-004-0 220-741-005-7 220-741-006-5 220-741-007-3 220-741-008-1 220-741-011-5 220-741-012-3 220-741-013-1 220-741-014-9 220-741-015-6 220-741-016-4 220-741-017-2 220-741-018-0 220-741-019-8 220-741-020-6 220-741-021-4 220-741-022-2 220-741-023-0 220-741-024-8 220-741-025-5 220-741-026-3 220-741-027-1 220-741-028-9 220-741-029-7 220-741-030-5 220-741-031-3 220-741-032-1 220-741-033-9 220-741-034-7 220-741-035-4 220-741-036-2 220-741-037-0 220-741-038-8 220-741-039-6 220-741-040-4 220-741-041-2 220-741-042-0 220-741-043-8 220-741-044-6 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 106.92 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 97.02 $ 123.04 $ 106.92 $ 123.04 $ 123.04 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 106.92 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 106.92 $ 97.02 $ 88.68 $ 88.68 $ 97.02 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 88.68 $ 92.08 $ 97.02 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 123.04 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 92.08 $ 97.02 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 88.68 $ 97.02 $ 97.02 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 106.92 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 106.92 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 15 of 50 1010 1010 1010 1010 220-741-045-3 220-741-046-1 220-741-047-9 220-741-054-5 220-741-056-0 220-741-057-8 220-741-058-6 220-741-059-4 220-741-060-2 220-741-061-0 220-741-062-8 220-741-063-6 220-742-001-5 220-742-002-3 220-742-003-1 220-742-004-9 220-742-005-6 220-742-006-4 220-742-007-2 220-742-008-0 220-742-009-8 220-742-010-6 220-742-011-4 220-742-012-2 220-742-013-0 220-742-014-8 220-742-015-5 220-742-016-3 220-742-017-1 220-742-018-9 220-742-019-7 220-750-001-4 220-750-002-2 220-750-003-0 220-750-004-8 220-750-005-5 220-750-006-3 220-750-007-1 220-750-008-9 220-750-009-7 220-750-010-5 220-750-011-3 220-750-012-1 220-750-013-9 220-750-014-7 220-750-015-4 220-750-016-2 220-750-017-0 220-750-018-8 220-750-019-6 220-750-020-4 220-750-021-2 220-750-022-0 220-750-023-8 220-750-024-6 220-750-025-3 220-750-026-1 220-750-027-9 220-750-028-7 220-750-029-5 220-750-030-3 220-750-031-1 220-750-032-9 220-750-033-7 220-750-034-5 220-750-035-2 220-750-036-0 220-750-037-8 220-750-038-6 220-750-039-4 220-750-040-2 220-750-041-0 220-750-042-8 220-750-043-6 220-750-044-4 220-750-045-1 220-750-046-9 220-750-047-7 220-750-048-5 220-750-049-3 220-750-050-1 220-750-051-9 220-750-052-7 220-760-001-2 220-760-002-0 220-760-003-8 220-760-004-6 220-760-005-3 220-760-006-1 220-760-007-9 220-760-008-7 220-760-009-5 220-760-010-3 220-760-011-1 220-760-012-9 220-760-013-7 220-760-014-5 220-760-015-2 220-760-016-0 220-760-017-8 220-760-018-6 220-760-019-4 220-760-020-2 220-760-021-0 220-760-022-8 220-760-023-6 220-760-024-4 220-760-025-1 220-760-026-9 220-760-027-7 220-760-028-5 220-760-029-3 220-760-030-1 220-760-031-9 220-760-032-7 220-770-001-0 220-770-002-8 220-770-003-6 220-770-004-4 220-770-005-1 220-770-006-9 220-770-007-7 220-770-008-5 220-770-009-3 220-770-010-1 220-770-011-9 220-770-012-7 220-770-013-5 220-770-014-3 220-770-015-0 220-770-016-8 220-770-017-6 220-770-018-4 220-770-019-2 220-770-020-0 220-770-021-8 220-770-022-6 220-770-023-4 220-780-001-8 220-780-002-6 220-780-003-4 220-780-004-2 220-780-005-9 220-780-006-7 220-780-007-5 220-780-008-3 220-780-009-1 220-780-010-9 $ 92.08 $ 92.08 $ 123.04 $ 92.08 $ 92.08 $ 106.92 $ 81.82 $ 123.04 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 92.08 $ 106.92 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 88.68 $ 92.08 $ 97.02 $ 106.92 $ 97.02 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 106.92 $ 92.08 $ 97.02 $ 123.04 $ 106.92 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 97.02 $ 97.02 $ 123.04 $ 97.02 $ 106.92 $ 92.08 $ 92.08 $ 88.68 $ 106.92 $ 106.92 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 123.04 $ 147.52 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 92.08 $ 106.92 $ 123.04 $ 123.04 $ 123.04 $ 106.92 $ 123.04 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 16 of 50 1010 1010 1010 1010 220-780-011-7 220-780-012-5 220-780-013-3 220-780-014-1 220-780-015-8 220-780-016-6 220-780-017-4 220-780-018-2 220-780-019-0 220-780-020-8 220-780-021-6 220-790-001-6 220-790-002-4 220-790-003-2 220-790-004-0 220-790-005-7 220-790-006-5 220-790-007-3 220-790-008-1 220-790-009-9 220-790-010-7 220-790-011-5 220-790-012-3 220-790-013-1 220-790-014-9 220-790-015-6 220-790-016-4 220-790-017-2 220-790-018-0 220-790-019-8 220-790-020-6 220-790-021-4 220-790-022-2 220-790-023-0 220-790-024-8 220-790-025-5 220-790-026-3 220-790-027-1 220-790-028-9 220-790-029-7 220-790-030-5 220-790-031-3 220-790-032-1 220-790-033-9 220-790-034-7 220-790-035-4 220-790-036-2 220-790-037-0 220-790-038-8 220-790-039-6 220-790-040-4 220-790-041-2 220-790-042-0 220-790-043-8 220-790-044-6 220-790-045-3 220-790-046-1 220-790-047-9 220-790-048-7 220-790-049-5 220-790-050-3 220-790-051-1 220-790-052-9 220-790-053-7 220-790-054-5 220-790-055-2 220-790-056-0 220-790-057-8 220-790-058-6 220-790-059-4 220-790-060-2 220-790-061-0 220-790-062-8 220-800-001-4 220-800-002-2 220-800-003-0 220-800-004-8 220-800-005-5 220-800-006-3 220-800-007-1 220-800-008-9 220-800-009-7 220-800-010-5 220-800-011-3 220-800-012-1 220-800-013-9 220-800-014-7 220-800-015-4 220-800-016-2 220-800-017-0 220-800-018-8 220-800-019-6 220-800-020-4 220-800-021-2 220-800-022-0 220-800-023-8 220-800-024-6 220-800-025-3 220-800-026-1 220-800-027-9 220-800-028-7 220-800-029-5 220-800-030-3 220-800-031-1 220-800-032-9 220-800-033-7 220-800-034-5 220-800-035-2 220-800-036-0 220-800-037-8 220-810-001-2 220-810-002-0 220-810-003-8 220-810-004-6 220-810-005-3 220-810-006-1 220-810-007-9 220-810-008-7 220-810-009-5 220-810-010-3 220-810-011-1 220-810-012-9 220-810-013-7 220-810-014-5 220-810-015-2 220-810-016-0 220-810-017-8 220-810-018-6 220-810-019-4 220-810-020-2 220-810-021-0 220-810-022-8 220-810-023-6 220-820-001-0 220-820-002-8 220-820-003-6 220-820-004-4 220-820-005-1 220-820-006-9 220-820-007-7 220-820-008-5 220-820-009-3 220-820-010-1 220-820-011-9 220-820-012-7 220-820-013-5 220-820-014-3 220-820-015-0 $ 123.04 $ 123.04 $ 106.92 $ 147.52 $ 123.04 $ 147.52 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 147.52 $ 97.02 $ 106.92 $ 106.92 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 92.08 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 88.68 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 106.92 $ 123.04 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 92.08 $ 92.08 $ 106.92 $ 97.02 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 106.92 $ 106.92 $ 106.92 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 17 of 50 1010 1010 1010 1010A 1010A 220-820-016-8 220-820-017-6 220-820-018-4 220-820-019-2 220-820-020-0 220-820-021-8 220-820-022-6 220-820-023-4 220-820-024-2 220-820-025-9 220-820-026-7 220-820-027-5 220-820-028-3 220-820-029-1 220-820-030-9 220-820-031-7 220-820-032-5 220-820-033-3 220-820-034-1 220-820-035-8 220-820-036-6 220-820-037-4 220-820-038-2 220-820-039-0 220-820-042-4 220-820-043-2 220-820-044-0 220-820-045-7 220-820-046-5 220-820-047-3 220-820-048-1 220-820-049-9 220-820-050-7 220-820-051-5 220-820-052-3 220-820-053-1 220-820-054-9 220-820-055-6 220-820-056-4 220-820-057-2 220-820-058-0 220-820-059-8 220-820-060-6 220-820-061-4 220-820-062-2 220-820-063-0 220-820-069-7 220-820-070-5 220-830-001-8 220-830-002-6 220-830-003-4 220-830-004-2 220-830-005-9 220-830-006-7 220-830-007-5 220-830-008-3 220-830-009-1 220-830-010-9 220-830-011-7 220-830-012-5 220-830-013-3 220-830-014-1 220-830-015-8 220-830-016-6 220-830-017-4 220-830-018-2 220-830-019-0 220-830-020-8 220-830-021-6 220-830-022-4 220-830-023-2 220-830-024-0 220-830-025-7 220-830-026-5 220-830-027-3 220-830-028-1 220-830-029-9 220-830-030-7 220-830-031-5 220-830-032-3 220-830-033-1 220-830-034-9 220-830-035-6 220-830-036-4 220-840-001-6 220-840-002-4 220-840-003-2 220-840-004-0 220-840-005-7 220-840-006-5 220-840-007-3 220-840-008-1 220-840-009-9 220-840-010-7 220-840-011-5 220-840-012-3 220-341-001-0 220-341-002-8 220-341-003-6 220-341-004-4 220-341-005-1 220-341-006-9 220-341-007-7 220-341-008-5 220-341-009-3 220-341-010-1 220-341-011-9 220-341-012-7 220-341-013-5 220-341-014-3 220-341-015-0 220-341-016-8 220-341-017-6 220-342-001-9 220-342-002-7 220-342-003-5 220-342-004-3 220-342-005-0 220-342-006-8 220-342-007-6 220-342-008-4 220-342-009-2 220-343-001-8 220-343-002-6 220-343-003-4 220-343-004-2 220-343-005-9 220-343-006-7 220-343-007-5 220-343-008-3 220-343-009-1 220-343-010-9 220-343-011-7 220-343-012-5 220-343-013-3 220-343-014-1 220-343-015-8 220-343-016-6 220-343-017-4 220-343-018-2 220-343-019-0 220-343-020-8 220-343-021-6 220-343-022-4 220-343-023-2 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 92.08 $ 106.92 $ 147.52 $ 97.02 $ 92.08 $ 97.02 $ 92.08 $ 106.92 $ 106.92 $ 106.92 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 147.52 $ 123.04 $ 106.92 $ 123.04 $ 123.04 $ 123.04 $ 123.04 $ 123.04 $ 123.04 $ 123.04 $ 147.52 $ 123.04 $ 556.44 $ 508.52 $ 508.52 $ 613.08 $ 613.08 $ 613.08 $ 556.44 $ 528.14 $ 556.44 $ 705.64 $ 613.08 $ 613.08 $ 613.08 $ 556.44 $ 528.14 $ 556.44 $ 556.44 $ 556.44 $ 528.14 $ 613.08 $ 556.44 $ 528.14 $ 556.44 $ 528.14 $ 556.44 $ 613.08 $ 528.14 $ 508.52 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 508.52 $ 508.52 $ 508.52 $ 508.52 $ 508.52 $ 508.52 $ 556.44 $ 556.44 $ 613.08 DA DA DA DA DA $211,041.00 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 18 of 50 1010A 1010A 1010A 1010A 220-343-024-0 220-343-025-7 220-343-026-5 220-343-027-3 220-343-028-1 220-343-029-9 220-343-030-7 220-343-031-5 220-343-032-3 220-343-033-1 220-343-034-9 220-343-035-6 220-343-036-4 220-343-037-2 220-343-038-0 220-343-039-8 220-343-040-6 220-343-041-4 220-343-042-2 220-343-043-0 220-343-044-8 220-343-045-5 220-343-046-3 220-343-047-1 220-343-048-9 220-343-049-7 220-343-050-5 220-343-051-3 220-371-001-3 220-371-002-1 220-371-003-9 220-371-004-7 220-371-005-4 220-371-006-2 220-371-007-0 220-371-008-8 220-371-009-6 220-371-010-4 220-371-011-2 220-371-012-0 220-371-013-8 220-371-014-6 220-371-015-3 220-371-016-1 220-371-017-9 220-371-018-7 220-371-019-5 220-371-020-3 220-371-021-1 220-371-022-9 220-371-023-7 220-371-024-5 220-371-025-2 220-371-026-0 220-371-027-8 220-371-028-6 220-371-029-4 220-371-030-2 220-371-031-0 220-371-032-8 220-371-033-6 220-371-034-4 220-371-035-1 220-371-036-9 220-371-037-7 220-371-038-5 220-371-039-3 220-371-040-1 220-371-041-9 220-371-042-7 220-371-043-5 220-371-044-3 220-371-045-0 220-371-046-8 220-371-047-6 220-371-048-4 220-371-049-2 220-371-050-0 220-371-051-8 220-371-052-6 220-371-053-4 220-371-054-2 220-371-055-9 220-371-056-7 220-371-057-5 220-371-058-3 220-371-059-1 220-371-060-9 220-371-061-7 220-372-001-2 220-372-002-0 220-372-003-8 220-372-004-6 220-372-005-3 220-372-006-1 220-372-007-9 220-372-008-7 220-372-009-5 220-372-010-3 220-372-011-1 220-372-012-9 220-372-013-7 220-372-014-5 220-372-015-2 220-372-017-8 220-381-002-9 220-381-003-7 220-381-004-5 220-381-005-2 220-381-006-0 220-381-007-8 220-381-008-6 220-381-009-4 220-381-010-2 220-381-011-0 220-381-012-8 220-381-013-6 220-381-014-4 220-381-015-1 220-381-016-9 220-381-017-7 220-381-018-5 220-381-019-3 220-381-021-9 220-382-001-0 220-382-002-8 220-382-003-6 220-383-001-9 220-383-002-7 220-383-003-5 220-383-004-3 220-383-005-0 220-383-006-8 220-383-007-6 220-383-008-4 220-383-009-2 220-383-010-0 220-383-011-8 220-383-012-6 220-383-013-4 220-383-014-2 220-383-015-9 220-383-016-7 220-383-017-5 220-383-018-3 220-383-019-1 220-383-020-9 220-383-021-7 $ 556.44 $ 556.44 $ 613.08 $ 613.08 $ 556.44 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 613.08 $ 613.08 $ 556.44 $ 508.52 $ 528.14 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 528.14 $ 528.14 $ 556.44 $ 613.08 $ 508.52 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 705.64 $ 705.64 $ 556.44 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 528.14 $ 508.52 $ 508.52 $ 528.14 $ 556.44 $ 556.44 $ 556.44 $ 705.64 $ 613.08 $ 705.64 $ 613.08 $ 613.08 $ 556.44 $ 508.52 $ 508.52 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 528.14 $ 528.14 $ 508.52 $ 556.44 $ 705.64 $ 613.08 $ 846.10 $ 613.08 $ 556.44 $ 556.44 $ 528.14 $ 508.52 $ 613.08 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 528.14 $ 613.08 $ 613.08 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 613.08 $ 556.44 $ 613.08 $ 528.14 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 508.52 $ 508.52 $ 508.52 $ 508.52 $ 528.14 $ 556.44 $ 508.52 $ 528.14 $ 528.14 $ 508.52 $ 508.52 $ 508.52 $ 508.52 $ 528.14 $ 528.14 $ 556.44 $ 613.08 $ 556.44 $ 528.14 $ 528.14 $ 556.44 $ 705.64 $ 705.64 $ 613.08 $ 613.08 $ 528.14 $ 556.44 $ 528.14 $ 528.14 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 19 of 50 1010A 520 520 520 520 220-383-022-5 220-383-023-3 220-383-024-1 220-383-025-8 033-271-001-1 033-271-002-9 033-271-003-7 033-271-004-5 033-271-005-2 033-271-006-0 033-271-007-8 033-271-008-6 033-271-009-4 033-271-010-2 033-271-011-0 033-271-012-8 033-271-013-6 033-271-014-4 033-271-015-1 033-271-016-9 033-271-017-7 033-271-018-5 033-271-019-3 033-271-020-1 033-271-021-9 033-271-022-7 033-271-023-5 033-271-024-3 033-271-025-0 033-271-026-8 033-271-027-6 033-271-028-4 033-271-029-2 033-271-030-0 033-271-031-8 033-271-032-6 033-271-033-4 033-271-034-2 033-271-035-9 033-271-036-7 033-271-037-5 033-271-038-3 033-271-039-1 033-271-040-9 033-271-041-7 033-271-042-5 033-271-043-3 033-271-044-1 033-271-045-8 033-271-046-6 033-271-047-4 033-271-048-2 033-271-049-0 033-271-050-8 033-271-051-6 033-271-052-4 033-271-053-2 033-271-054-0 033-271-055-7 033-271-056-5 033-271-057-3 033-271-058-1 033-271-059-9 033-271-060-7 033-271-061-5 033-271-062-3 033-271-063-1 033-271-064-9 033-271-065-6 033-271-066-4 033-271-067-2 033-271-068-0 033-271-074-8 033-271-075-5 033-271-076-3 033-271-077-1 033-271-078-9 033-271-079-7 033-271-080-5 033-271-081-3 033-271-082-1 033-271-083-9 033-271-084-7 033-271-085-4 033-271-086-2 033-271-087-0 033-271-088-8 033-271-089-6 033-271-090-4 033-271-091-2 033-271-092-0 033-271-093-8 033-271-094-6 033-271-095-3 033-271-096-1 033-280-001-0 033-280-002-8 033-280-003-6 033-280-004-4 033-280-005-1 033-280-006-9 033-280-007-7 033-280-008-5 033-280-009-3 033-280-010-1 033-280-011-9 033-280-012-7 033-280-013-5 033-280-014-3 033-280-015-0 033-280-016-8 033-280-017-6 033-280-018-4 033-280-019-2 033-280-020-0 033-280-021-8 033-280-022-6 033-280-023-4 033-280-024-2 033-280-025-9 033-280-026-7 033-280-027-5 033-280-028-3 033-280-029-1 033-280-030-9 033-280-031-7 033-280-032-5 033-280-033-3 033-280-034-1 033-280-035-8 033-280-036-6 033-280-037-4 033-280-038-2 033-280-039-0 033-280-040-8 033-280-041-6 033-280-042-4 033-280-043-2 033-280-044-0 033-280-045-7 033-280-046-5 033-280-047-3 033-280-048-1 033-280-049-9 033-280-050-7 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 31.46 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 34.12 $ 32.80 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 32.80 $ 31.46 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 30.10 $ 30.10 $ 31.46 $ 31.46 $ 32.80 $ 31.46 $ 32.80 $ 34.12 $ 32.80 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 32.80 $ 31.46 $ 34.12 $ 31.46 $ 31.46 $ 32.80 $ 40.18 $ 40.18 $ 32.80 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 DA DA DA DA DA $111,318.76 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 20 of 50 520 520 520 520 033-280-051-5 033-280-052-3 033-280-053-1 033-280-054-9 033-280-055-6 033-280-056-4 033-280-057-2 033-280-058-0 033-280-059-8 033-280-060-6 033-280-061-4 033-280-062-2 033-280-063-0 033-280-064-8 033-280-065-5 033-280-066-3 033-280-067-1 033-280-068-9 033-280-069-7 033-280-070-5 033-280-071-3 033-280-072-1 033-280-073-9 033-280-074-7 033-280-075-4 033-280-076-2 033-280-077-0 033-280-078-8 033-280-079-6 033-280-080-4 033-280-081-2 033-280-082-0 033-280-083-8 033-280-084-6 033-280-085-3 033-280-086-1 033-280-087-9 033-280-088-7 033-280-089-5 033-280-090-3 033-280-091-1 033-280-092-9 033-280-093-7 033-280-094-5 033-280-095-2 033-280-096-0 033-280-097-8 033-280-098-6 033-280-099-4 033-280-106-7 033-290-001-8 033-290-002-6 033-290-003-4 033-290-004-2 033-290-005-9 033-290-006-7 033-290-007-5 033-290-008-3 033-290-009-1 033-290-010-9 033-290-011-7 033-290-012-5 033-290-013-3 033-290-014-1 033-290-015-8 033-290-016-6 033-290-017-4 033-290-018-2 033-290-019-0 033-290-020-8 033-290-021-6 033-290-022-4 033-290-023-2 033-290-024-0 033-290-025-7 033-290-026-5 033-290-027-3 033-290-028-1 033-290-029-9 033-290-030-7 033-290-031-5 033-290-032-3 033-290-033-1 033-290-034-9 033-290-035-6 033-290-036-4 033-290-037-2 033-290-038-0 033-290-039-8 033-360-001-3 033-360-002-1 033-360-003-9 033-360-004-7 033-360-005-4 033-360-006-2 033-360-007-0 033-360-008-8 033-360-009-6 033-360-010-4 033-360-011-2 033-360-012-0 033-360-013-8 033-360-014-6 033-360-015-3 033-360-016-1 033-360-017-9 033-360-018-7 033-360-019-5 033-360-020-3 033-360-021-1 033-360-022-9 033-360-023-7 033-360-024-5 033-360-025-2 033-360-026-0 033-360-027-8 033-360-029-4 033-360-030-2 033-360-031-0 033-360-032-8 033-360-033-6 033-360-034-4 033-360-035-1 033-360-036-9 033-360-037-7 033-360-038-5 033-360-039-3 033-360-040-1 033-360-041-9 033-360-042-7 033-360-043-5 033-360-044-3 033-360-045-0 033-360-046-8 033-360-047-6 033-360-048-4 033-360-049-2 033-360-050-0 033-380-001-9 033-380-002-7 033-380-003-5 033-380-004-3 033-380-005-0 033-380-006-8 033-380-007-6 033-380-008-4 033-380-009-2 033-380-010-0 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 32.80 $ 32.80 $ 31.46 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 32.80 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 30.10 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 30.10 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 30.10 $ 36.16 $ 30.10 $ 30.10 $ 30.10 $ 36.16 $ 30.10 $ 36.16 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 21 of 50 520 520 520 520 033-380-011-8 033-380-012-6 033-380-013-4 033-380-014-2 033-380-015-9 033-380-016-7 033-380-017-5 033-380-018-3 033-380-019-1 033-380-020-9 033-380-021-7 033-380-022-5 033-380-023-3 033-380-024-1 033-380-025-8 033-380-026-6 033-380-027-4 033-380-028-2 033-380-029-0 033-380-030-8 033-380-031-6 033-380-032-4 033-380-033-2 033-380-034-0 033-380-035-7 033-380-036-5 033-380-037-3 033-380-038-1 033-380-039-9 033-380-040-7 033-380-041-5 033-380-042-3 033-380-043-1 033-380-044-9 033-380-045-6 033-380-046-4 033-390-001-7 033-390-002-5 033-390-003-3 033-390-004-1 033-390-005-8 033-390-006-6 033-390-007-4 033-390-008-2 033-390-009-0 033-390-010-8 033-390-011-6 033-390-012-4 033-390-013-2 033-390-014-0 033-390-015-7 033-390-016-5 033-390-017-3 033-390-018-1 033-390-019-9 033-390-020-7 033-390-021-5 033-390-022-3 033-390-023-1 033-390-024-9 033-390-025-6 033-390-026-4 033-390-027-2 033-390-028-0 033-390-029-8 033-390-030-6 033-390-031-4 033-390-032-2 033-390-033-0 033-390-034-8 033-390-035-5 033-390-036-3 033-390-037-1 033-390-038-9 033-390-039-7 033-390-040-5 033-390-041-3 033-390-042-1 033-390-043-9 033-390-044-7 033-390-045-4 033-390-046-2 033-390-047-0 033-390-048-8 033-390-049-6 033-390-050-4 033-390-051-2 033-390-052-0 033-410-001-3 033-410-002-1 033-410-003-9 033-410-004-7 033-410-005-4 033-410-006-2 033-410-007-0 033-410-008-8 033-410-009-6 033-410-010-4 033-410-011-2 033-410-012-0 033-410-013-8 033-410-014-6 033-410-015-3 033-410-016-1 033-410-017-9 033-410-018-7 033-410-019-5 033-410-020-3 033-410-021-1 033-410-022-9 033-410-024-5 033-410-025-2 033-410-026-0 033-410-027-8 033-410-028-6 033-410-029-4 033-410-030-2 033-410-031-0 033-410-032-8 033-410-033-6 033-410-034-4 033-410-035-1 033-410-036-9 033-410-037-7 033-410-038-5 033-410-039-3 033-410-040-1 033-410-042-7 033-410-043-5 033-410-044-3 033-410-045-0 033-410-046-8 033-410-047-6 033-410-048-4 033-410-049-2 033-410-050-0 033-410-051-8 033-410-052-6 033-410-054-2 033-410-055-9 033-410-056-7 033-410-057-5 033-410-058-3 033-410-059-1 033-410-060-9 033-410-061-7 033-410-062-5 033-410-063-3 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 32.80 $ 30.10 $ 30.10 $ 32.80 $ 32.80 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 34.12 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 36.16 $ 31.46 $ 30.10 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 22 of 50 520 520 520 67A 67A 033-410-064-1 033-420-001-1 033-420-002-9 033-420-003-7 033-420-004-5 033-420-005-2 033-420-006-0 033-420-007-8 033-420-008-6 033-420-009-4 033-420-010-2 033-420-011-0 033-420-012-8 033-420-013-6 033-420-014-4 033-420-015-1 033-420-016-9 033-420-017-7 033-420-018-5 033-420-019-3 033-420-020-1 033-420-021-9 033-420-022-7 033-420-023-5 033-420-024-3 033-420-025-0 033-420-026-8 033-420-027-6 033-420-028-4 033-420-029-2 033-420-030-0 033-420-031-8 033-420-032-6 033-420-033-4 033-420-034-2 033-420-035-9 033-420-036-7 033-420-037-5 033-420-038-3 033-420-039-1 033-420-040-9 033-420-041-7 033-420-042-5 033-420-043-3 033-420-044-1 033-420-045-8 033-420-046-6 033-420-048-2 033-420-049-0 033-420-050-8 033-420-051-6 033-420-052-4 033-420-053-2 033-420-054-0 033-420-055-7 033-420-056-5 033-420-057-3 033-420-058-1 033-420-059-9 033-420-060-7 033-420-062-3 033-420-063-1 033-420-064-9 033-420-065-6 033-420-066-4 033-420-067-2 033-420-068-0 033-420-069-8 033-420-070-6 033-420-071-4 033-420-072-2 033-420-073-0 033-420-074-8 033-420-075-5 033-420-076-3 033-420-077-1 033-420-078-9 033-420-079-7 033-420-080-5 033-420-081-3 033-420-082-1 033-420-083-9 033-420-084-7 033-420-085-4 033-420-086-2 033-420-087-0 033-420-088-8 033-420-089-6 033-420-090-4 033-420-091-2 033-420-092-0 033-420-093-8 033-420-094-6 033-420-096-1 184-351-020-5 184-351-021-3 184-351-022-1 186-300-001-2 186-300-002-0 186-300-003-8 186-300-004-6 186-300-005-3 186-300-006-1 186-300-007-9 186-300-008-7 186-300-009-5 186-300-010-3 186-300-011-1 186-300-012-9 186-300-013-7 186-300-014-5 186-300-015-2 186-300-016-0 186-300-017-8 186-300-018-6 186-300-019-4 186-300-020-2 186-300-021-0 186-300-022-8 186-300-023-6 186-300-024-4 186-300-025-1 186-300-026-9 186-310-001-0 186-310-002-8 186-310-003-6 186-310-004-4 186-310-005-1 186-310-006-9 186-310-007-7 186-310-008-5 186-310-009-3 186-310-010-1 186-310-011-9 186-320-001-8 186-320-002-6 186-320-003-4 186-320-004-2 186-320-005-9 186-320-006-7 186-320-007-5 186-320-008-3 186-320-009-1 186-320-010-9 186-320-011-7 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 32.80 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 31.46 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 32.80 $ 3.12 $ 3.46 $ 3.12 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 DA DA DA DA DA $17,560.68 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 23 of 50 67A 67A 67A 67A 186-320-012-5 186-320-013-3 186-320-014-1 186-320-015-8 186-320-016-6 186-320-017-4 186-320-018-2 186-320-019-0 186-320-020-8 186-320-021-6 186-320-022-4 186-320-023-2 186-320-024-0 186-320-025-7 186-320-026-5 186-320-027-3 186-320-028-1 186-320-029-9 186-320-030-7 186-320-031-5 186-320-032-3 186-320-033-1 186-320-034-9 186-320-035-6 186-320-036-4 186-320-037-2 186-320-038-0 186-320-039-8 186-320-040-6 186-320-041-4 186-320-042-2 186-320-043-0 186-320-044-8 186-320-045-5 186-320-046-3 186-320-047-1 186-320-048-9 186-320-049-7 186-320-050-5 186-320-051-3 186-320-052-1 186-320-053-9 186-320-054-7 186-320-055-4 186-320-056-2 186-320-057-0 186-320-058-8 186-320-059-6 186-320-060-4 186-320-061-2 186-320-062-0 186-320-063-8 186-320-064-6 186-320-065-3 186-320-066-1 186-320-067-9 186-320-068-7 186-320-069-5 186-320-070-3 186-320-071-1 186-320-072-9 186-320-073-7 186-320-074-5 186-320-075-2 186-320-076-0 186-320-077-8 186-320-078-6 186-320-079-4 186-320-081-0 186-320-082-8 186-320-083-6 186-320-084-4 186-320-085-1 186-320-086-9 186-320-087-7 186-320-088-5 186-320-089-3 186-320-090-1 186-320-091-9 186-320-092-7 186-320-093-5 186-320-094-3 186-320-095-0 186-320-096-8 186-320-097-6 186-320-098-4 186-320-099-2 186-320-100-8 186-320-101-6 186-320-102-4 186-320-103-2 186-320-104-0 186-320-105-7 186-320-106-5 186-320-107-3 186-320-108-1 186-320-109-9 186-320-110-7 186-320-111-5 186-320-112-3 186-320-113-1 186-320-114-9 186-320-115-6 186-320-116-4 186-320-117-2 186-320-118-0 186-320-119-8 186-320-121-4 186-320-122-2 186-320-123-0 186-320-124-8 186-320-125-5 186-320-126-3 186-320-127-1 186-320-128-9 186-320-129-7 186-320-130-5 186-320-131-3 186-320-132-1 186-320-133-9 186-320-134-7 186-320-135-4 186-320-136-2 186-320-137-0 186-320-138-8 186-320-139-6 186-320-140-4 186-320-141-2 186-320-142-0 186-320-143-8 186-320-144-6 186-320-145-3 186-320-146-1 186-320-147-9 186-320-148-7 186-320-149-5 186-320-150-3 186-320-152-9 186-320-153-7 186-340-001-4 186-340-002-2 186-340-003-0 186-340-004-8 186-340-005-5 186-340-006-3 186-340-007-1 186-340-008-9 186-340-009-7 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 24 of 50 67A 67A 67A 67A 186-350-001-1 186-350-002-9 186-350-003-7 186-350-004-5 186-350-005-2 186-350-006-0 186-350-007-8 186-350-008-6 186-350-009-4 186-350-010-2 186-350-011-0 186-350-012-8 186-350-013-6 186-350-014-4 186-350-015-1 186-350-016-9 186-350-017-7 186-350-018-5 186-350-019-3 186-350-020-1 186-350-021-9 186-350-022-7 186-350-023-5 186-350-025-0 186-350-027-6 186-350-028-4 186-350-029-2 186-350-030-0 186-350-031-8 186-350-032-6 186-350-033-4 186-350-034-2 186-350-035-9 186-350-036-7 186-350-037-5 186-350-038-3 186-350-039-1 186-350-040-9 186-350-041-7 186-350-042-5 186-350-043-3 186-350-044-1 186-350-045-8 186-350-046-6 186-350-047-4 186-350-048-2 186-350-049-0 186-350-050-8 186-350-051-6 186-350-052-4 186-350-053-2 186-350-054-0 186-350-055-7 186-350-056-5 186-350-057-3 186-350-058-1 186-350-059-9 186-350-060-7 186-350-061-5 186-350-062-3 186-350-063-1 186-350-064-9 186-350-065-6 186-350-066-4 186-350-067-2 186-350-068-0 186-350-069-8 186-350-070-6 186-350-071-4 186-350-072-2 186-350-073-0 186-350-074-8 186-350-075-5 186-350-076-3 186-350-077-1 186-350-078-9 186-350-079-7 186-350-080-5 186-350-081-3 186-350-082-1 186-350-083-9 186-350-084-7 186-350-085-4 186-350-086-2 186-350-087-0 186-350-088-8 186-350-089-6 186-350-090-4 186-350-091-2 186-350-092-0 186-350-093-8 186-350-094-6 186-350-095-3 186-350-096-1 186-350-097-9 186-350-098-7 186-350-099-5 186-350-100-1 186-350-101-9 186-350-102-7 186-350-103-5 186-350-104-3 186-350-105-0 186-350-106-8 186-350-107-6 186-350-108-4 186-350-109-2 186-350-110-0 186-350-111-8 186-350-112-6 186-350-113-4 186-350-114-2 186-350-115-9 186-350-116-7 186-350-117-5 186-350-118-3 186-350-119-1 186-350-120-9 186-350-121-7 186-350-122-5 186-350-123-3 186-350-124-1 186-350-125-8 186-350-126-6 186-350-127-4 186-350-128-2 186-350-129-0 186-350-130-8 186-350-131-6 186-350-132-4 186-350-133-2 186-350-134-0 186-350-135-7 186-350-136-5 186-350-137-3 186-350-138-1 186-350-139-9 186-350-140-7 186-350-141-5 186-350-142-3 186-350-143-1 186-350-144-9 186-350-145-6 186-350-146-4 186-350-147-2 186-350-148-0 186-350-149-8 186-350-150-6 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 25 of 50 67A 67A 67A 67A 186-350-154-8 186-360-001-9 186-360-002-7 186-360-003-5 186-360-004-3 186-360-005-0 186-360-006-8 186-360-007-6 186-360-008-4 186-360-009-2 186-360-010-0 186-360-011-8 186-360-012-6 186-360-013-4 186-360-014-2 186-360-015-9 186-360-016-7 186-360-017-5 186-360-018-3 186-360-019-1 186-360-020-9 186-360-021-7 186-360-022-5 186-360-023-3 186-360-024-1 186-360-025-8 186-370-001-7 186-370-002-5 186-370-003-3 186-370-004-1 186-370-005-8 186-370-006-6 186-370-007-4 186-370-008-2 186-370-009-0 186-370-010-8 186-370-011-6 186-370-012-4 186-370-013-2 186-370-014-0 186-370-015-7 186-370-016-5 186-370-017-3 186-370-018-1 186-370-019-9 186-390-001-3 186-390-002-1 186-390-003-9 186-390-004-7 186-390-005-4 186-390-006-2 186-390-007-0 186-390-008-8 186-400-001-1 186-400-002-9 186-400-003-7 186-400-004-5 186-400-005-2 186-400-006-0 186-400-007-8 186-400-008-6 186-400-009-4 186-400-010-2 186-400-011-0 186-400-012-8 186-400-013-6 186-400-014-4 186-410-027-4 186-410-028-2 186-410-030-8 186-410-031-6 186-410-033-2 186-410-034-0 186-410-035-7 186-410-036-5 186-410-038-1 186-410-039-9 186-410-040-7 186-410-041-5 186-410-043-1 186-410-044-9 186-410-045-6 186-410-046-4 186-410-048-0 186-410-049-8 186-410-050-6 186-410-051-4 186-410-052-2 186-410-054-8 186-410-055-5 186-410-056-3 186-410-057-1 186-410-059-7 186-410-060-5 186-410-061-3 186-410-062-1 186-410-064-7 186-410-065-4 186-410-066-2 186-410-068-8 186-410-069-6 186-410-070-4 186-410-072-0 186-410-073-8 186-410-074-6 186-410-076-1 186-410-077-9 186-410-078-7 186-410-080-3 186-410-081-1 186-410-082-9 186-410-084-5 186-410-085-2 186-410-086-0 186-410-088-6 186-410-089-4 186-410-091-0 186-410-092-8 186-410-093-6 186-410-094-4 188-050-015-0 188-050-016-8 188-120-032-1 188-120-033-9 188-120-034-7 188-120-035-4 188-120-036-2 188-170-034-6 188-170-035-3 188-170-036-1 188-170-037-9 190-290-001-6 190-290-002-4 190-290-003-2 190-290-004-0 190-290-005-7 190-290-006-5 190-290-007-3 190-290-008-1 190-290-009-9 190-290-010-7 190-290-011-5 190-290-012-3 190-290-013-1 190-290-014-9 190-290-015-6 190-290-016-4 190-290-017-2 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 5.00 $ 6.22 $ 4.04 $ 5.00 $ 4.04 $ 5.00 $ 4.04 $ 5.00 $ 7.44 $ 5.00 $ 6.22 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 26 of 50 67A 67A 67A 67A 190-290-018-0 190-290-019-8 190-290-020-6 190-290-021-4 190-290-022-2 190-290-023-0 190-290-024-8 190-300-001-4 190-300-002-2 190-300-003-0 190-300-004-8 190-300-005-5 190-300-006-3 190-300-007-1 190-300-008-9 190-300-009-7 190-300-010-5 190-300-011-3 190-300-012-1 190-300-013-9 190-300-014-7 190-300-015-4 190-300-016-2 190-300-017-0 190-300-018-8 190-310-001-2 190-310-002-0 190-310-003-8 190-310-004-6 190-310-005-3 190-310-006-1 190-310-007-9 190-310-008-7 190-310-009-5 190-310-010-3 190-310-011-1 190-310-012-9 190-310-013-7 190-310-014-5 190-310-015-2 190-310-016-0 190-310-017-8 190-310-018-6 190-310-019-4 190-310-020-2 190-310-021-0 190-310-022-8 190-310-023-6 190-310-024-4 190-310-025-1 190-310-026-9 190-310-027-7 190-310-028-5 190-310-029-3 190-310-030-1 190-320-001-0 190-320-002-8 190-320-003-6 190-320-004-4 190-320-005-1 190-320-006-9 190-320-007-7 190-320-008-5 190-320-009-3 190-320-010-1 190-320-011-9 190-320-012-7 190-320-013-5 190-320-014-3 190-320-015-0 190-320-016-8 190-320-017-6 190-320-018-4 190-320-019-2 190-320-020-0 190-320-021-8 190-320-022-6 190-320-023-4 190-320-024-2 190-320-025-9 190-320-026-7 190-320-027-5 190-320-028-3 190-320-029-1 190-320-030-9 190-320-031-7 190-320-032-5 190-320-033-3 190-320-034-1 190-330-001-8 190-330-002-6 190-330-003-4 190-330-004-2 190-330-005-9 190-330-006-7 190-330-007-5 190-330-008-3 190-330-009-1 190-330-010-9 190-330-011-7 190-330-012-5 190-330-013-3 190-330-014-1 190-330-015-8 190-330-016-6 190-330-017-4 190-330-018-2 190-330-019-0 190-330-020-8 190-330-021-6 190-330-022-4 190-330-023-2 190-330-024-0 190-330-025-7 190-330-026-5 190-330-027-3 190-330-028-1 190-330-029-9 190-330-030-7 190-330-031-5 190-330-032-3 190-330-033-1 190-330-034-9 190-340-001-6 190-340-002-4 190-340-003-2 190-340-004-0 190-340-005-7 190-340-006-5 190-340-007-3 190-340-008-1 190-340-009-9 190-340-010-7 190-340-011-5 190-340-012-3 190-340-013-1 190-340-014-9 190-340-015-6 190-340-016-4 190-340-017-2 190-340-018-0 190-340-019-8 190-340-020-6 190-340-021-4 190-340-022-2 190-340-023-0 190-340-024-8 190-340-025-5 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 27 of 50 67A 67A 67A 67A 190-340-026-3 190-340-027-1 190-340-028-9 190-340-029-7 190-340-030-5 190-340-031-3 190-340-032-1 190-340-033-9 190-340-034-7 190-340-035-4 190-340-036-2 190-340-037-0 190-340-038-8 190-340-039-6 190-340-040-4 190-340-041-2 190-340-042-0 190-350-001-3 190-350-002-1 190-350-003-9 190-350-004-7 190-350-005-4 190-350-006-2 190-350-007-0 190-350-008-8 190-350-009-6 190-350-010-4 190-350-011-2 190-350-012-0 190-350-013-8 190-350-014-6 190-350-015-3 190-350-016-1 190-350-017-9 190-350-018-7 190-350-019-5 190-350-020-3 190-350-021-1 190-350-022-9 190-350-023-7 190-350-024-5 190-350-025-2 190-350-026-0 190-350-027-8 190-350-028-6 190-350-029-4 190-350-030-2 190-350-031-0 190-350-032-8 190-350-033-6 190-350-034-4 190-350-035-1 190-350-036-9 190-350-037-7 190-350-038-5 190-350-039-3 190-350-040-1 190-350-041-9 190-350-042-7 190-350-043-5 190-350-044-3 190-350-045-0 190-350-046-8 190-350-047-6 190-350-048-4 190-350-049-2 190-350-050-0 190-350-051-8 190-350-052-6 190-350-053-4 190-350-054-2 190-350-055-9 190-350-056-7 190-350-057-5 190-350-058-3 190-350-059-1 190-350-060-9 190-350-061-7 190-350-062-5 190-350-063-3 190-350-064-1 190-350-065-8 190-350-066-6 190-360-001-1 190-360-002-9 190-360-003-7 190-360-004-5 190-360-005-2 190-360-006-0 190-360-007-8 190-360-008-6 190-360-009-4 190-360-010-2 190-360-011-0 190-360-012-8 190-360-013-6 190-360-014-4 190-360-015-1 190-360-016-9 190-360-017-7 190-360-018-5 190-360-019-3 190-360-020-1 190-360-021-9 190-360-022-7 190-360-023-5 190-360-024-3 190-360-025-0 190-360-026-8 190-360-027-6 190-360-028-4 190-360-029-2 190-360-030-0 190-360-031-8 190-360-032-6 190-360-033-4 190-360-034-2 190-360-035-9 190-360-036-7 190-360-037-5 190-360-038-3 190-360-039-1 190-360-040-9 190-360-041-7 190-360-042-5 190-360-043-3 190-360-044-1 190-360-045-8 190-360-046-6 190-360-047-4 190-360-048-2 190-360-049-0 190-360-050-8 190-360-051-6 190-360-052-4 190-360-053-2 190-360-054-0 190-370-001-9 190-370-002-7 190-370-003-5 190-370-004-3 190-370-005-0 190-370-006-8 190-370-007-6 190-370-008-4 190-370-009-2 190-370-010-0 190-370-011-8 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 28 of 50 67A 67A 67A 67A 190-370-012-6 190-370-013-4 190-370-014-2 190-370-015-9 190-370-016-7 190-370-017-5 190-370-018-3 190-370-019-1 190-370-020-9 190-370-021-7 190-370-022-5 190-370-023-3 190-370-024-1 190-370-025-8 190-370-026-6 190-370-027-4 190-370-028-2 190-370-029-0 190-370-030-8 190-370-031-6 190-370-032-4 190-370-033-2 190-370-034-0 190-370-035-7 190-370-036-5 190-370-037-3 190-370-038-1 190-370-039-9 190-370-040-7 190-370-041-5 190-370-042-3 190-370-043-1 190-370-044-9 190-370-045-6 190-370-046-4 190-370-047-2 190-370-048-0 190-370-049-8 190-370-050-6 190-370-051-4 190-370-052-2 190-370-053-0 190-370-054-8 190-400-001-3 190-400-002-1 190-400-003-9 190-400-004-7 190-400-005-4 190-400-006-2 190-400-007-0 190-400-008-8 190-400-009-6 190-400-010-4 190-400-011-2 190-400-012-0 190-400-013-8 190-400-014-6 190-400-015-3 190-400-016-1 190-400-017-9 190-400-018-7 190-400-019-5 190-400-020-3 190-400-021-1 190-400-022-9 190-400-023-7 190-400-024-5 190-410-001-1 190-410-002-9 190-410-003-7 190-410-004-5 190-410-005-2 190-410-006-0 190-410-007-8 190-410-008-6 190-410-009-4 190-410-010-2 190-410-011-0 190-410-012-8 190-410-013-6 190-410-014-4 190-410-015-1 190-410-016-9 190-410-017-7 190-410-018-5 190-410-019-3 190-410-020-1 190-410-021-9 190-410-022-7 190-410-023-5 190-410-024-3 190-410-025-0 190-410-026-8 190-410-027-6 190-410-028-4 190-410-029-2 190-410-030-0 190-410-031-8 190-410-032-6 190-410-033-4 190-410-034-2 190-410-035-9 190-410-036-7 190-410-037-5 190-410-038-3 190-410-039-1 190-420-001-9 190-420-002-7 190-420-003-5 190-420-004-3 190-420-005-0 190-420-006-8 190-420-007-6 190-420-008-4 190-420-009-2 190-420-010-0 190-420-011-8 190-420-012-6 190-420-013-4 190-420-014-2 190-420-015-9 190-420-016-7 190-420-017-5 190-420-018-3 190-420-019-1 190-420-020-9 190-420-021-7 190-420-022-5 190-420-023-3 190-420-024-1 190-420-025-8 190-420-026-6 190-420-027-4 190-420-028-2 190-420-029-0 190-420-030-8 190-420-031-6 190-420-032-4 190-420-033-2 190-420-034-0 190-420-035-7 190-420-036-5 190-420-037-3 190-420-038-1 190-420-039-9 190-420-040-7 190-420-041-5 190-420-042-3 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 2.60 $ 2.60 $ 2.72 $ 2.72 $ 2.94 $ 2.60 $ 2.60 $ 2.72 $ 2.60 $ 2.60 $ 2.94 $ 2.94 $ 2.72 $ 2.72 $ 2.72 $ 2.72 $ 2.94 $ 2.94 $ 2.72 $ 2.60 $ 2.60 $ 2.84 $ 2.94 $ 2.84 $ 2.72 $ 2.72 $ 2.72 $ 2.72 $ 2.84 $ 2.94 $ 2.60 $ 2.94 $ 2.60 $ 2.94 $ 2.72 $ 3.12 $ 2.72 $ 2.72 $ 2.72 $ 2.60 $ 2.60 $ 2.60 $ 2.72 $ 2.84 $ 2.72 $ 2.72 $ 2.60 $ 2.60 $ 2.72 $ 2.72 $ 2.94 $ 2.60 $ 2.94 $ 2.84 $ 2.84 $ 2.72 $ 2.72 $ 2.72 $ 3.12 $ 2.84 $ 2.72 $ 2.72 $ 2.72 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 29 of 50 67A 67A 67A 67A 190-420-043-1 190-420-044-9 190-420-045-6 190-420-046-4 190-420-047-2 190-420-048-0 190-420-049-8 190-420-050-6 190-430-001-7 190-430-002-5 190-430-003-3 190-430-004-1 190-430-005-8 190-430-006-6 190-430-007-4 190-430-008-2 190-430-009-0 190-430-010-8 190-430-011-6 190-430-012-4 190-430-013-2 190-430-014-0 190-430-015-7 190-430-016-5 190-440-001-5 190-440-002-3 190-440-003-1 190-440-004-9 190-440-005-6 190-440-006-4 190-440-007-2 190-440-009-8 190-440-010-6 190-440-011-4 190-440-012-2 190-440-013-0 190-440-014-8 190-440-016-3 190-440-017-1 190-440-018-9 190-440-019-7 190-440-020-5 190-440-021-3 190-450-001-2 190-450-002-0 190-450-003-8 190-450-004-6 190-450-005-3 190-450-006-1 190-450-008-7 190-450-009-5 190-450-010-3 190-450-011-1 190-450-012-9 190-450-013-7 190-460-001-0 190-460-002-8 190-460-003-6 190-460-004-4 190-460-005-1 190-460-006-9 190-460-007-7 190-460-008-5 190-460-010-1 190-460-011-9 190-460-012-7 190-460-013-5 190-460-014-3 190-460-015-0 190-460-016-8 190-460-017-6 190-460-018-4 190-460-019-2 190-460-020-0 190-460-021-8 190-460-023-4 190-460-024-2 190-460-025-9 190-460-026-7 190-460-027-5 190-460-028-3 190-460-029-1 190-470-001-8 190-470-002-6 190-470-003-4 190-470-004-2 190-470-006-7 190-470-007-5 190-470-008-3 190-470-009-1 190-470-011-7 190-470-012-5 190-470-013-3 190-470-014-1 190-470-016-6 190-470-017-4 190-470-018-2 190-470-019-0 190-470-020-8 190-470-021-6 190-470-022-4 190-480-001-6 190-480-002-4 190-480-003-2 190-480-004-0 190-480-005-7 190-480-006-5 190-480-007-3 190-480-008-1 190-480-010-7 190-480-011-5 190-480-012-3 190-480-013-1 190-480-014-9 190-480-015-6 190-480-016-4 190-480-017-2 190-490-001-4 190-490-002-2 190-490-003-0 190-490-004-8 190-490-005-5 190-490-006-3 190-490-007-1 190-490-008-9 190-490-009-7 190-490-010-5 190-490-011-3 190-490-012-1 190-500-001-2 190-500-002-0 190-500-003-8 190-500-004-6 190-500-005-3 190-500-006-1 190-500-007-9 190-500-008-7 190-510-001-0 190-510-002-8 190-510-003-6 190-510-004-4 190-510-005-1 190-510-006-9 190-510-007-7 190-510-008-5 190-510-010-1 190-510-011-9 190-510-012-7 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 30 of 50 67A 67A 75A 75A 75A 190-510-013-5 190-510-014-3 190-510-015-0 190-510-016-8 190-510-017-6 190-510-018-4 190-510-019-2 190-510-020-0 190-510-021-8 190-510-023-4 190-510-024-2 190-510-025-9 190-510-026-7 190-510-027-5 190-510-028-3 190-510-029-1 190-510-030-9 190-510-031-7 190-510-032-5 190-510-033-3 190-510-034-1 190-520-002-6 190-520-003-4 190-520-004-2 190-520-005-9 190-520-006-7 190-520-007-5 190-520-008-3 190-520-009-1 190-520-010-9 190-520-011-7 190-520-012-5 190-520-013-3 191-190-006-4 191-210-008-6 191-210-009-4 191-210-010-2 213-040-089-4 213-320-012-7 213-320-013-5 213-330-001-8 213-330-002-6 213-330-003-4 213-330-004-2 213-330-005-9 213-330-006-7 213-330-007-5 213-330-008-3 213-330-009-1 213-330-010-9 213-330-011-7 213-330-012-5 213-330-013-3 213-330-014-1 213-330-015-8 213-330-016-6 213-330-017-4 213-330-018-2 213-330-019-0 213-330-020-8 213-330-021-6 213-330-022-4 213-330-023-2 213-330-024-0 213-330-025-7 213-330-026-5 213-330-027-3 213-330-028-1 213-330-029-9 213-330-030-7 213-330-031-5 213-330-032-3 213-330-033-1 213-330-034-9 213-330-035-6 213-330-036-4 213-330-037-2 213-330-038-0 213-330-039-8 213-330-040-6 213-330-041-4 213-340-001-6 213-340-002-4 213-340-003-2 213-340-004-0 213-340-005-7 213-340-006-5 213-340-007-3 213-340-008-1 213-340-009-9 213-340-010-7 213-340-011-5 213-340-012-3 213-340-013-1 213-340-014-9 213-340-015-6 213-340-016-4 213-340-017-2 213-340-018-0 213-350-001-3 213-350-002-1 213-350-003-9 213-350-004-7 213-350-005-4 213-350-006-2 213-350-007-0 213-350-008-8 213-350-009-6 213-350-010-4 213-350-017-9 213-350-018-7 213-360-001-1 213-360-002-9 213-360-003-7 213-360-004-5 213-360-005-2 213-360-006-0 213-360-007-8 213-360-008-6 213-360-009-4 213-360-010-2 213-360-011-0 213-360-012-8 213-360-013-6 213-360-014-4 213-360-015-1 213-360-016-9 213-360-017-7 213-360-018-5 213-360-019-3 213-360-020-1 213-360-021-9 213-360-022-7 213-360-023-5 213-360-024-3 213-360-025-0 213-360-026-8 213-360-027-6 213-360-028-4 213-360-029-2 213-360-030-0 213-360-031-8 213-360-032-6 213-360-033-4 213-360-034-2 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 9,257.08 $ 3,041.86 $ 6,949.22 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 235.92 $ 36.84 $ 42.06 $ 235.92 $ 117.96 $ 235.92 $ 235.92 $ 235.92 $ 235.92 $ 235.92 $ 29.48 $ 29.48 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 DA DA DA DA DA $3,319.46 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 31 of 50 75A 75A 75A 75A 213-360-035-9 213-360-036-7 213-360-037-5 213-360-038-3 213-360-039-1 213-360-040-9 213-360-041-7 213-360-042-5 213-360-043-3 213-360-044-1 213-360-045-8 213-360-046-6 213-360-047-4 213-360-048-2 213-360-049-0 213-360-050-8 213-360-051-6 213-360-052-4 213-360-053-2 213-360-054-0 213-360-055-7 213-360-056-5 213-360-057-3 213-360-058-1 213-360-059-9 213-360-060-7 213-380-005-8 213-390-001-5 213-390-002-3 213-390-003-1 213-390-004-9 213-390-005-6 213-390-006-4 213-390-007-2 213-390-008-0 213-390-009-8 213-390-010-6 213-390-011-4 213-390-012-2 213-390-013-0 213-390-014-8 213-390-015-5 213-390-016-3 213-390-017-1 213-390-018-9 213-390-019-7 213-390-020-5 213-390-026-2 213-390-028-8 213-390-029-6 213-390-030-4 213-390-031-2 213-390-037-9 213-390-038-7 213-390-039-5 213-390-041-1 213-390-042-9 213-390-043-7 213-390-044-5 213-400-001-3 213-400-002-1 213-400-003-9 213-400-004-7 213-400-005-4 213-400-006-2 213-400-007-0 213-400-008-8 213-400-009-6 213-400-010-4 213-400-011-2 213-400-012-0 213-400-013-8 213-400-014-6 213-400-015-3 213-400-016-1 213-400-017-9 213-400-018-7 213-400-019-5 213-400-020-3 213-400-021-1 213-400-022-9 213-400-023-7 213-400-024-5 213-400-025-2 213-400-026-0 213-400-027-8 213-400-028-6 213-400-029-4 213-400-030-2 213-400-031-0 213-400-032-8 213-400-033-6 213-400-034-4 213-400-035-1 213-400-036-9 213-400-037-7 213-400-038-5 213-400-039-3 213-400-040-1 213-410-001-1 213-410-002-9 213-410-003-7 213-410-004-5 213-410-005-2 213-410-006-0 213-410-007-8 213-410-008-6 213-410-009-4 213-410-010-2 213-410-011-0 213-410-012-8 213-410-013-6 213-410-014-4 213-410-015-1 213-410-016-9 213-410-017-7 213-410-018-5 213-410-019-3 213-410-020-1 213-410-021-9 213-410-022-7 213-410-023-5 213-410-024-3 213-410-025-0 213-410-026-8 213-410-027-6 213-410-028-4 213-410-029-2 213-410-030-0 213-410-031-8 213-410-032-6 213-410-033-4 213-410-034-2 213-410-035-9 213-410-036-7 213-410-037-5 213-410-038-3 213-410-039-1 213-410-040-9 213-410-041-7 213-410-042-5 213-410-043-3 213-410-044-1 213-410-045-8 213-410-046-6 213-410-047-4 213-410-048-2 213-410-049-0 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 4,629.42 $ 30.70 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 30.70 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 36.12 $ 1,986.74 $ 36.12 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 33.12 $ 29.48 $ 19.30 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 32.52 $ 32.52 $ 30.70 $ 29.48 $ 32.52 $ 30.70 $ 32.52 $ 32.52 $ 32.52 $ 30.70 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 30.70 $ 29.48 $ 30.70 $ 32.52 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 32.52 $ 32.52 $ 30.70 $ 42.18 $ 32.52 $ 32.52 $ 32.52 $ 30.70 $ 32.52 $ 36.12 $ 30.70 $ 42.18 $ 30.70 $ 29.48 $ 32.52 $ 29.48 $ 32.52 $ 30.70 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 32 of 50 75A 75A 75A 75A 213-410-050-8 213-410-051-6 213-410-052-4 213-410-053-2 213-410-054-0 213-410-055-7 213-410-056-5 213-410-058-1 213-410-059-9 213-410-060-7 213-410-061-5 213-410-062-3 213-410-063-1 213-410-068-0 213-420-001-9 213-420-002-7 213-420-003-5 213-420-004-3 213-420-005-0 213-420-006-8 213-420-007-6 213-420-008-4 213-420-009-2 213-420-010-0 213-420-011-8 213-420-012-6 213-420-013-4 213-420-014-2 213-420-015-9 213-420-016-7 213-420-017-5 213-420-018-3 213-420-019-1 213-420-020-9 213-420-021-7 213-420-022-5 213-420-023-3 213-420-024-1 213-420-025-8 213-420-026-6 213-420-027-4 213-420-028-2 213-420-029-0 213-420-030-8 213-420-031-6 213-420-032-4 213-420-033-2 213-420-034-0 213-420-035-7 213-420-036-5 213-420-037-3 213-420-038-1 213-420-039-9 213-420-040-7 213-420-041-5 213-430-001-7 213-430-002-5 213-430-005-8 213-430-008-2 213-430-009-0 213-430-012-4 213-430-013-2 213-430-014-0 213-430-015-7 213-430-016-5 213-430-017-3 213-430-018-1 213-430-022-3 213-430-023-1 213-430-029-8 213-430-030-6 213-430-036-3 213-430-037-1 213-430-065-2 213-430-068-6 213-430-069-4 213-430-070-2 213-430-071-0 213-430-072-8 213-430-073-6 213-430-074-4 213-430-075-1 213-430-076-9 213-430-077-7 213-430-078-5 213-430-079-3 213-430-080-1 213-430-081-9 213-430-082-7 213-430-083-5 213-430-084-3 213-430-085-0 213-430-086-8 213-430-087-6 213-430-088-4 213-430-089-2 213-430-090-0 213-430-091-8 213-430-092-6 213-430-093-4 213-430-094-2 213-430-095-9 213-430-096-7 213-430-097-5 213-430-098-3 213-430-099-1 213-430-100-7 213-430-101-5 213-430-102-3 213-430-103-1 213-430-104-9 213-430-105-6 213-430-107-2 213-430-108-0 213-430-109-8 213-430-110-6 213-430-111-4 213-430-113-0 213-430-114-8 213-480-010-7 213-480-011-5 213-480-012-3 213-480-013-1 213-480-014-9 213-480-015-6 213-480-016-4 213-480-017-2 213-480-018-0 213-480-019-8 213-480-020-6 213-480-021-4 213-480-022-2 213-480-023-0 213-480-024-8 213-480-025-5 213-490-011-3 213-490-012-1 213-490-013-9 213-490-014-7 213-490-015-4 213-490-016-2 213-490-017-0 213-490-018-8 213-490-019-6 213-490-020-4 213-490-021-2 213-490-022-0 213-490-023-8 $ 30.70 $ 32.52 $ 30.70 $ 32.52 $ 36.12 $ 32.52 $ 32.52 $ 30.70 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 32.52 $ 32.52 $ 30.70 $ 29.48 $ 29.48 $ 52.12 $ 29.48 $ 30.70 $ 29.48 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 42.18 $ 36.12 $ 29.48 $ 32.52 $ 32.52 $ 30.70 $ 32.52 $ 32.52 $ 29.48 $ 32.52 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 32.52 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 36.12 $ 29.48 $ 30.70 $ 30.70 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 2,332.54 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 33 of 50 75A 75A 75A 75A 213-490-024-6 213-490-025-3 213-490-026-1 213-490-027-9 213-490-028-7 213-490-029-5 213-500-010-3 213-500-011-1 213-500-012-9 213-500-013-7 213-500-014-5 213-500-015-2 213-500-016-0 213-500-017-8 213-500-018-6 213-500-019-4 213-500-025-1 213-500-026-9 213-500-027-7 213-500-028-5 213-500-029-3 213-500-030-1 213-510-014-3 213-510-015-0 213-510-016-8 213-510-017-6 213-510-018-4 213-510-019-2 213-510-020-0 213-510-021-8 213-510-022-6 213-510-023-4 213-510-024-2 213-510-025-9 213-510-026-7 213-510-027-5 213-510-028-3 213-510-029-1 213-510-030-9 213-510-031-7 213-510-032-5 213-510-033-3 213-520-008-3 213-520-009-1 213-520-010-9 213-520-011-7 213-520-012-5 213-520-013-3 213-520-014-1 213-520-015-8 213-520-016-6 213-520-017-4 213-530-011-5 213-530-012-3 213-530-013-1 213-530-014-9 213-530-015-6 213-530-016-4 213-530-017-2 213-530-018-0 213-530-019-8 213-530-020-6 213-530-021-4 213-530-022-2 213-530-023-0 213-530-024-8 213-540-008-9 213-540-009-7 213-540-010-5 213-540-011-3 213-540-012-1 213-540-013-9 213-540-014-7 213-540-015-4 213-540-016-2 213-540-017-0 213-540-018-8 213-550-007-8 213-550-008-6 213-550-009-4 213-550-010-2 213-550-011-0 213-550-012-8 213-550-013-6 213-550-014-4 213-550-015-1 213-550-016-9 213-560-010-0 213-560-011-8 213-560-012-6 213-560-013-4 213-560-014-2 213-560-015-9 213-560-016-7 213-560-017-5 213-560-018-3 213-560-019-1 213-560-020-9 213-560-021-7 213-560-022-5 213-560-023-3 213-560-024-1 213-560-025-8 213-560-026-6 213-560-027-4 213-560-028-2 213-560-029-0 213-570-010-8 213-570-011-6 213-570-012-4 213-570-014-0 213-570-015-7 213-570-017-3 213-570-018-1 213-570-019-9 213-570-021-5 213-570-022-3 213-570-027-2 213-570-028-0 213-570-029-8 213-570-030-6 213-570-033-0 213-570-034-8 213-570-035-5 213-580-010-6 213-580-011-4 213-580-012-2 213-580-014-8 213-580-015-5 213-580-016-3 213-580-018-9 213-580-019-7 213-580-021-3 213-580-022-1 213-580-023-9 213-580-025-4 213-580-026-2 213-580-028-8 213-580-029-6 213-580-030-4 213-580-032-0 213-580-033-8 213-590-013-8 213-590-014-6 213-590-016-1 213-590-017-9 213-590-018-7 213-590-020-3 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 34 of 50 75A 75A 75A 75A 213-590-021-1 213-590-022-9 213-590-024-5 213-590-025-2 213-590-027-8 213-590-028-6 213-590-029-4 213-590-031-0 213-590-032-8 213-590-034-4 213-590-035-1 213-590-036-9 213-590-037-7 213-590-038-5 213-590-039-3 213-590-040-1 213-590-041-9 213-590-042-7 213-590-043-5 213-610-020-9 213-610-029-0 213-610-031-6 213-610-033-2 213-621-001-6 213-621-002-4 213-621-005-7 213-621-009-9 213-621-013-1 213-660-107-3 213-660-108-1 213-660-109-9 213-660-110-7 213-660-111-5 213-660-112-3 213-660-113-1 213-660-114-9 213-660-115-6 213-660-116-4 213-660-117-2 213-660-118-0 213-660-119-8 213-660-120-6 213-660-121-4 213-660-122-2 213-660-123-0 213-660-124-8 213-660-125-5 213-660-126-3 213-660-127-1 213-660-128-9 213-660-129-7 213-660-130-5 213-660-131-3 213-660-132-1 213-660-133-9 213-660-134-7 213-660-135-4 213-660-136-2 213-660-137-0 213-660-138-8 213-660-139-6 213-660-140-4 213-660-141-2 213-660-142-0 213-660-143-8 213-660-144-6 213-660-145-3 213-660-146-1 213-660-147-9 213-660-148-7 213-660-149-5 213-660-150-3 213-660-151-1 213-660-152-9 213-660-153-7 213-660-154-5 213-660-155-2 213-660-156-0 213-660-157-8 213-660-158-6 213-660-159-4 213-660-160-2 213-660-161-0 213-660-162-8 213-660-163-6 213-660-164-4 213-660-165-1 213-660-166-9 213-660-167-7 213-660-168-5 213-660-169-3 213-660-170-1 213-660-171-9 213-660-172-7 213-660-173-5 213-660-174-3 213-660-175-0 213-660-176-8 213-660-177-6 213-660-178-4 213-660-179-2 213-660-180-0 213-660-181-8 213-660-182-6 213-660-183-4 213-660-184-2 213-660-185-9 213-660-186-7 213-660-187-5 213-660-188-3 213-660-189-1 213-660-190-9 213-660-191-7 213-660-192-5 213-660-193-3 213-660-194-1 213-660-195-8 213-660-196-6 213-660-197-4 213-660-198-2 213-660-199-0 213-660-200-6 213-660-201-4 213-660-202-2 213-660-203-0 213-660-204-8 213-660-205-5 213-660-206-3 213-660-207-1 213-660-208-9 213-660-209-7 213-660-210-5 213-670-147-7 213-670-148-5 213-670-149-3 213-670-150-1 213-670-151-9 213-670-152-7 213-670-153-5 213-670-154-3 213-670-155-0 213-670-156-8 213-670-157-6 213-670-158-4 213-670-159-2 213-670-160-0 213-670-161-8 213-670-162-6 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 587.66 $ 819.14 $ 7,983.82 $ 345.58 $ 138.32 $ 632.36 $ 641.94 $ 721.22 $ 2,500.40 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 35 of 50 75A 75A 75A 75A 213-670-163-4 213-670-164-2 213-670-165-9 213-670-166-7 213-670-167-5 213-670-168-3 213-670-169-1 213-670-170-9 213-670-171-7 213-670-172-5 213-670-173-3 213-670-174-1 213-670-175-8 213-670-176-6 213-670-177-4 213-670-178-2 213-670-179-0 213-670-180-8 213-670-181-6 213-670-182-4 213-670-183-2 213-670-184-0 213-670-185-7 213-670-186-5 213-670-187-3 213-670-188-1 213-670-189-9 213-670-190-7 213-670-191-5 213-670-192-3 213-670-193-1 213-670-194-9 213-670-195-6 213-670-196-4 213-670-197-2 213-670-198-0 213-670-199-8 213-670-200-4 213-670-201-2 213-670-202-0 213-670-203-8 213-670-204-6 213-670-205-3 213-670-206-1 213-670-207-9 213-670-208-7 213-670-209-5 213-670-210-3 213-670-211-1 213-670-212-9 213-670-213-7 213-670-214-5 213-670-215-2 213-670-216-0 213-670-217-8 213-670-218-6 213-670-219-4 213-670-220-2 213-670-221-0 213-670-222-8 213-670-223-6 213-670-224-4 213-670-225-1 213-670-226-9 213-670-227-7 213-670-228-5 213-670-229-3 213-670-230-1 213-670-231-9 213-670-232-7 213-670-233-5 213-670-234-3 213-670-235-0 213-670-236-8 213-670-237-6 213-670-238-4 213-670-239-2 213-670-240-0 213-670-241-8 213-670-242-6 213-670-243-4 213-670-244-2 213-670-245-9 213-670-246-7 213-670-247-5 213-670-248-3 213-670-249-1 213-670-250-9 213-670-251-7 213-670-252-5 213-670-253-3 213-670-254-1 213-670-255-8 213-670-256-6 213-670-257-4 213-670-258-2 213-670-259-0 213-670-260-8 213-670-261-6 213-670-262-4 213-670-263-2 213-670-264-0 213-670-265-7 213-670-266-5 213-670-267-3 213-670-268-1 213-670-269-9 213-670-270-7 213-670-271-5 213-670-272-3 213-670-273-1 213-670-274-9 213-670-275-6 213-670-276-4 213-670-277-2 213-670-278-0 213-670-279-8 213-670-280-6 213-670-281-4 213-670-282-2 213-670-283-0 213-670-284-8 213-670-285-5 213-670-286-3 213-670-287-1 213-670-288-9 213-670-289-7 213-670-290-5 213-680-008-9 213-680-011-3 213-680-012-1 213-680-013-9 213-680-016-2 213-680-017-0 213-680-018-8 213-680-019-6 213-680-020-4 213-680-021-2 213-680-022-0 213-680-023-8 213-680-024-6 213-680-025-3 213-680-026-1 213-680-029-5 213-680-030-3 213-680-031-1 213-680-032-9 213-680-035-2 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 36 of 50 75A 75A 75A 75A 213-680-036-0 213-680-037-8 213-680-038-6 213-680-039-4 213-680-040-2 213-680-041-0 213-680-042-8 213-680-043-6 213-680-044-4 213-680-045-1 213-680-046-9 213-680-047-7 213-680-048-5 213-680-049-3 213-680-050-1 213-680-055-0 213-680-056-8 213-680-057-6 213-680-058-4 213-680-059-2 213-680-060-0 213-680-061-8 213-680-062-6 213-680-063-4 213-680-064-2 213-680-065-9 213-680-069-1 213-680-070-9 213-680-071-7 213-680-072-5 213-680-073-3 213-680-076-6 213-680-077-4 213-680-078-2 213-680-079-0 213-680-080-8 213-680-081-6 213-680-082-4 213-680-083-2 213-680-084-0 213-680-085-7 213-680-086-5 213-680-092-3 213-680-093-1 213-680-094-9 213-680-095-6 213-680-096-4 213-680-098-0 213-680-099-8 213-680-100-4 213-680-101-2 213-680-103-8 213-680-104-6 213-680-105-3 213-680-106-1 213-680-107-9 213-680-108-7 213-680-109-5 213-680-112-9 213-680-113-7 213-680-114-5 213-680-115-2 213-680-116-0 213-680-117-8 213-680-118-6 213-680-120-2 213-680-121-0 213-680-122-8 213-680-123-6 213-680-125-1 213-680-126-9 213-690-002-0 213-690-003-8 213-690-004-6 213-690-013-7 213-690-014-5 213-690-015-2 213-690-016-0 213-690-017-8 213-690-018-6 213-690-019-4 213-690-020-2 213-690-021-0 213-690-022-8 213-690-023-6 213-690-024-4 213-690-025-1 213-690-026-9 213-690-027-7 213-690-028-5 213-690-029-3 213-690-030-1 213-690-031-9 213-690-032-7 213-690-033-5 213-690-034-3 213-690-035-0 213-690-036-8 213-690-037-6 213-690-038-4 213-690-039-2 213-690-040-0 213-690-041-8 213-690-042-6 213-690-043-4 213-690-044-2 213-690-045-9 213-690-046-7 213-690-047-5 213-690-048-3 213-690-051-7 213-690-052-5 213-690-053-3 213-690-054-1 213-690-055-8 213-690-056-6 213-690-058-2 213-690-059-0 213-690-060-8 213-730-001-4 213-730-002-2 213-730-003-0 213-730-004-8 213-730-005-5 213-730-006-3 213-730-007-1 213-730-008-9 213-730-009-7 213-730-010-5 213-730-011-3 213-730-012-1 213-730-013-9 213-730-014-7 213-730-015-4 213-730-016-2 213-730-017-0 213-730-018-8 213-730-019-6 213-730-020-4 213-730-021-2 213-730-022-0 213-730-023-8 213-730-024-6 213-730-025-3 213-730-026-1 213-730-027-9 213-730-028-7 213-730-029-5 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 29.48 $ 30.70 $ 29.48 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 29.48 $ 29.48 $ 29.48 $ 28.28 $ 28.28 $ 1,897.70 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 32.52 $ 30.70 $ 30.70 $ 32.52 $ 36.12 $ 32.52 $ 29.48 $ 30.70 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 32.52 $ 32.52 $ 30.70 $ 29.48 $ 30.70 $ 32.52 $ 30.70 $ 42.18 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 37 of 50 75A 75A 75A 75A 213-730-030-3 213-730-031-1 213-730-032-9 213-730-033-7 213-730-034-5 213-730-035-2 213-730-036-0 213-730-037-8 213-730-038-6 213-730-039-4 213-730-040-2 213-730-041-0 213-730-042-8 213-730-043-6 213-730-044-4 213-730-045-1 213-730-046-9 213-730-047-7 213-730-048-5 213-730-049-3 213-730-050-1 213-730-051-9 213-730-052-7 213-730-053-5 213-730-054-3 213-730-055-0 213-730-056-8 213-730-057-6 213-730-058-4 213-730-059-2 213-730-060-0 213-730-061-8 213-730-062-6 213-730-063-4 213-730-064-2 213-730-065-9 213-730-066-7 213-730-067-5 213-730-068-3 213-730-069-1 213-730-070-9 213-730-071-7 213-730-072-5 213-730-073-3 213-730-074-1 213-730-075-8 213-730-076-6 213-730-077-4 213-730-078-2 213-730-079-0 213-730-080-8 213-740-001-2 213-740-002-0 213-740-003-8 213-740-004-6 213-740-005-3 213-740-006-1 213-740-007-9 213-740-008-7 213-740-009-5 213-740-010-3 213-740-011-1 213-740-012-9 213-740-013-7 213-740-014-5 213-740-015-2 213-740-016-0 213-740-017-8 213-740-018-6 213-740-019-4 213-740-020-2 213-740-021-0 213-740-022-8 213-740-023-6 213-740-024-4 213-740-025-1 213-740-026-9 213-740-027-7 213-740-028-5 213-740-029-3 213-740-030-1 213-740-031-9 213-740-032-7 213-740-033-5 213-740-034-3 213-740-035-0 213-740-036-8 213-740-037-6 213-740-038-4 213-740-039-2 213-740-040-0 213-740-041-8 213-740-042-6 213-740-043-4 213-740-044-2 213-740-045-9 213-740-046-7 213-740-047-5 213-740-048-3 213-740-049-1 213-740-050-9 213-740-051-7 213-740-052-5 213-740-053-3 213-740-054-1 213-740-055-8 213-740-056-6 213-740-057-4 213-740-058-2 213-740-059-0 213-740-060-8 213-740-061-6 213-740-062-4 213-740-063-2 213-740-064-0 213-740-065-7 213-740-066-5 213-740-067-3 213-740-068-1 213-740-069-9 213-740-070-7 213-740-071-5 213-740-072-3 213-740-073-1 213-740-074-9 213-740-075-6 213-740-076-4 213-740-077-2 213-740-078-0 213-740-079-8 213-740-080-6 213-740-081-4 213-740-082-2 213-740-083-0 213-740-084-8 213-740-085-5 213-740-086-3 213-740-087-1 213-740-088-9 213-740-089-7 213-740-090-5 213-740-091-3 213-740-092-1 213-740-093-9 213-740-094-7 213-740-095-4 213-740-096-2 213-740-097-0 $ 33.12 $ 33.12 $ 33.12 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 38 of 50 75A 75A 75A 75A 213-740-098-8 213-740-099-6 213-740-100-2 213-740-101-0 213-740-102-8 213-740-103-6 213-740-104-4 213-740-105-1 213-740-106-9 213-740-107-7 213-740-108-5 213-750-002-7 213-750-003-5 213-750-011-8 213-750-012-6 213-750-013-4 213-760-001-7 213-760-002-5 213-760-003-3 213-760-004-1 213-760-005-8 213-760-006-6 213-760-007-4 213-760-008-2 213-760-009-0 213-760-010-8 213-760-011-6 213-760-012-4 213-760-013-2 213-760-014-0 213-760-015-7 213-760-016-5 213-760-017-3 213-760-018-1 213-760-019-9 213-760-020-7 213-760-021-5 213-760-022-3 213-760-023-1 213-760-024-9 213-760-025-6 213-760-026-4 213-760-027-2 213-760-028-0 213-760-029-8 213-760-030-6 213-760-031-4 213-760-032-2 213-760-033-0 213-760-034-8 213-760-035-5 213-760-036-3 213-760-037-1 213-760-038-9 213-760-039-7 213-760-040-5 213-760-041-3 213-760-042-1 213-760-043-9 213-760-044-7 213-760-045-4 213-760-046-2 213-760-047-0 213-760-048-8 213-760-049-6 213-760-050-4 213-760-051-2 213-760-052-0 213-760-053-8 213-760-054-6 213-760-055-3 213-760-056-1 213-760-057-9 213-760-058-7 213-760-059-5 213-760-060-3 213-760-061-1 213-760-062-9 213-760-063-7 213-760-064-5 213-760-065-2 213-760-066-0 213-760-067-8 213-760-068-6 213-760-069-4 213-760-070-2 213-760-071-0 213-760-072-8 213-760-073-6 213-760-074-4 213-760-075-1 213-760-076-9 213-760-077-7 213-760-078-5 213-760-079-3 213-760-080-1 213-760-081-9 213-760-082-7 213-760-083-5 213-760-084-3 213-760-085-0 213-760-086-8 213-760-087-6 213-760-088-4 213-760-089-2 213-760-090-0 213-760-091-8 213-760-092-6 213-760-093-4 213-760-094-2 213-760-095-9 213-760-096-7 213-760-097-5 213-760-098-3 213-760-099-1 213-760-100-7 213-760-101-5 213-760-102-3 213-760-103-1 213-760-104-9 213-760-105-6 213-760-106-4 213-760-107-2 213-760-108-0 213-760-109-8 213-760-110-6 213-760-111-4 213-760-112-2 213-760-113-0 213-760-114-8 213-760-115-5 213-760-116-3 213-760-117-1 213-810-001-7 213-810-002-5 213-810-003-3 213-810-004-1 213-810-005-8 213-810-006-6 213-810-007-4 213-810-008-2 213-810-009-0 213-810-010-8 213-810-011-6 213-810-012-4 213-810-013-2 213-810-014-0 213-810-015-7 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 114.62 $ 114.62 $ 1,820.52 $ 4,138.44 $ 11,898.02 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 29.48 $ 32.52 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 39 of 50 75A 75A 75A 75A 213-810-016-5 213-810-017-3 213-810-018-1 213-810-019-9 213-810-020-7 213-810-021-5 213-810-022-3 213-810-023-1 213-810-024-9 213-810-025-6 213-810-026-4 213-810-027-2 213-810-028-0 213-810-029-8 213-810-030-6 213-810-031-4 213-810-032-2 213-810-033-0 213-810-034-8 213-810-035-5 213-810-036-3 213-810-037-1 213-810-038-9 213-810-039-7 213-810-040-5 213-810-041-3 213-810-042-1 213-810-043-9 213-810-044-7 213-810-045-4 213-810-046-2 213-810-047-0 213-810-048-8 213-810-049-6 213-810-050-4 213-810-051-2 213-810-052-0 213-810-053-8 213-810-054-6 213-810-055-3 213-810-056-1 213-810-057-9 213-810-058-7 213-810-059-5 213-810-060-3 213-810-061-1 213-810-062-9 213-810-063-7 213-810-064-5 213-810-065-2 213-810-066-0 213-810-067-8 213-810-068-6 213-810-069-4 213-810-070-2 213-810-071-0 213-810-072-8 213-810-073-6 213-810-074-4 213-810-075-1 213-810-076-9 213-810-077-7 213-810-078-5 213-810-079-3 213-810-080-1 213-810-081-9 213-810-082-7 213-810-083-5 213-810-084-3 213-810-085-0 213-810-086-8 213-810-087-6 213-810-088-4 213-810-089-2 213-810-090-0 213-810-091-8 213-810-092-6 213-810-093-4 213-810-094-2 213-810-095-9 213-810-096-7 213-810-097-5 213-810-098-3 213-810-099-1 213-810-100-7 213-810-101-5 213-810-102-3 213-810-103-1 213-810-104-9 213-810-105-6 213-810-106-4 213-810-107-2 213-810-108-0 213-810-124-7 213-810-125-4 213-810-126-2 213-810-127-0 213-810-128-8 213-810-129-6 213-810-130-4 213-810-131-2 213-810-132-0 213-810-133-8 213-810-134-6 213-810-135-3 213-810-136-1 213-810-137-9 213-810-138-7 213-810-139-5 213-810-140-3 213-810-151-0 213-810-152-8 213-810-153-6 213-810-154-4 213-810-155-1 213-810-156-9 213-810-157-7 213-810-158-5 213-810-159-3 213-810-160-1 213-810-161-9 213-810-162-7 213-810-163-5 213-810-164-3 213-810-165-0 213-820-001-5 213-820-002-3 213-820-003-1 213-820-004-9 213-820-005-6 213-820-006-4 213-820-007-2 213-820-008-0 213-820-009-8 213-820-010-6 213-820-011-4 213-820-012-2 213-820-013-0 213-820-014-8 213-820-015-5 213-820-016-3 213-820-017-1 213-820-018-9 213-820-019-7 213-820-020-5 213-820-021-3 213-820-022-1 213-820-023-9 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 19.30 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 40 of 50 75A 75A 75A 75A 213-820-024-7 213-820-025-4 213-820-026-2 213-820-027-0 213-820-028-8 213-820-029-6 213-820-030-4 213-820-031-2 213-820-032-0 213-820-033-8 213-820-034-6 213-820-035-3 213-820-036-1 213-820-037-9 213-820-038-7 213-820-039-5 213-820-040-3 213-820-041-1 213-820-042-9 213-820-043-7 213-820-044-5 213-820-045-2 213-820-046-0 213-820-047-8 213-820-048-6 213-820-049-4 213-820-050-2 213-820-051-0 213-820-052-8 213-820-053-6 213-820-054-4 213-820-055-1 213-820-056-9 213-820-057-7 213-820-058-5 213-820-059-3 213-820-060-1 213-820-061-9 213-820-062-7 213-820-063-5 213-820-064-3 213-820-065-0 213-820-066-8 213-820-067-6 213-820-068-4 213-820-069-2 213-820-070-0 213-820-071-8 213-820-072-6 213-820-073-4 213-820-074-2 213-820-075-9 213-820-076-7 213-820-077-5 213-820-078-3 213-820-079-1 213-820-080-9 213-820-081-7 213-820-082-5 213-820-083-3 213-820-084-1 213-820-085-8 213-820-086-6 213-820-087-4 213-820-088-2 213-820-089-0 213-820-090-8 213-830-001-3 213-830-002-1 213-830-003-9 213-830-004-7 213-830-005-4 213-830-006-2 213-830-007-0 213-830-008-8 213-830-009-6 213-830-010-4 213-830-011-2 213-830-012-0 213-830-013-8 213-830-014-6 213-830-015-3 213-830-016-1 213-830-017-9 213-830-018-7 213-830-019-5 213-830-020-3 213-830-021-1 213-830-022-9 213-830-023-7 213-830-024-5 213-830-025-2 213-830-026-0 213-830-027-8 213-830-028-6 213-830-029-4 213-830-030-2 213-830-031-0 213-830-032-8 213-830-033-6 213-830-034-4 213-830-035-1 213-830-036-9 213-830-037-7 213-830-038-5 213-830-039-3 213-830-040-1 213-830-041-9 213-830-042-7 213-830-043-5 213-830-044-3 213-830-045-0 213-830-046-8 213-830-047-6 213-830-048-4 213-830-049-2 213-830-050-0 213-830-051-8 213-830-052-6 213-830-053-4 213-830-054-2 213-830-055-9 213-830-056-7 213-830-057-5 213-830-058-3 213-830-059-1 213-830-060-9 213-830-061-7 213-830-062-5 213-830-063-3 213-830-064-1 213-830-065-8 213-830-066-6 213-830-067-4 213-830-068-2 213-830-069-0 213-830-070-8 213-840-001-1 213-840-009-4 213-840-011-0 213-840-012-8 213-840-013-6 213-840-014-4 213-840-015-1 213-840-016-9 213-840-017-7 213-840-018-5 213-840-019-3 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 43.04 $ 22.76 $ 18.20 $ 19.46 $ 16.12 $ 8.30 $ 12.84 $ 26.50 $ 14.92 $ 21.50 $ 8.30 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 41 of 50 75A 75A 75A 75A 213-840-020-1 213-840-021-9 213-840-022-7 213-850-001-8 213-850-002-6 213-850-003-4 213-850-004-2 213-850-005-9 213-850-006-7 213-850-007-5 213-850-010-9 213-850-011-7 213-850-012-5 213-850-013-3 213-850-014-1 213-850-015-8 213-850-016-6 213-850-017-4 213-850-018-2 213-850-019-0 213-850-020-8 213-850-021-6 213-850-022-4 213-850-023-2 213-850-024-0 213-850-025-7 213-850-026-5 213-850-027-3 213-850-028-1 213-850-029-9 213-850-030-7 213-850-031-5 213-850-032-3 213-850-033-1 213-850-034-9 213-850-035-6 213-850-036-4 213-850-037-2 213-850-038-0 213-850-039-8 213-850-040-6 213-850-041-4 213-850-042-2 213-850-043-0 213-850-044-8 213-850-045-5 213-850-046-3 213-850-047-1 213-850-048-9 213-850-049-7 213-850-050-5 213-850-051-3 213-850-052-1 213-850-053-9 213-850-054-7 213-850-055-4 213-850-056-2 213-850-057-0 213-850-058-8 213-850-059-6 213-850-060-4 213-850-061-2 213-850-062-0 213-850-063-8 213-850-064-6 213-850-065-3 213-850-066-1 213-850-067-9 213-850-068-7 213-850-069-5 213-850-070-3 213-850-071-1 213-850-072-9 213-850-073-7 213-850-074-5 213-850-075-2 213-850-076-0 213-850-077-8 213-850-078-6 213-850-079-4 213-850-080-2 213-850-081-0 213-850-082-8 213-850-083-6 213-850-086-9 213-850-087-7 213-910-001-6 213-910-002-4 213-910-003-2 213-910-004-0 213-910-005-7 213-910-006-5 213-920-001-4 213-920-002-2 213-920-003-0 213-920-004-8 213-920-005-5 213-920-006-3 213-920-007-1 213-920-008-9 213-920-009-7 213-920-010-5 213-920-011-3 213-920-012-1 213-920-013-9 213-920-014-7 213-920-015-4 213-920-016-2 213-920-017-0 213-920-018-8 213-920-019-6 213-920-020-4 213-920-021-2 213-920-022-0 213-920-023-8 213-920-024-6 213-920-025-3 213-920-026-1 213-920-027-9 213-920-028-7 213-920-029-5 213-920-030-3 213-920-031-1 213-920-032-9 213-920-033-7 213-920-034-5 213-920-035-2 213-920-036-0 213-920-037-8 213-920-038-6 213-920-039-4 213-920-040-2 213-920-041-0 213-920-042-8 213-920-043-6 213-920-044-4 213-920-045-1 213-920-046-9 213-920-047-7 213-920-048-5 213-920-049-3 213-920-050-1 213-920-051-9 213-920-052-7 213-920-053-5 213-920-054-3 213-920-055-0 213-920-056-8 $ 7.46 $ 12.84 $ 8.70 $ 29.48 $ 28.28 $ 28.28 $ 28.28 $ 27.06 $ 32.52 $ 28.28 $ 30.70 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 30.70 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 29.48 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 30.70 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 30.70 $ 27.06 $ 29.80 $ 23.58 $ 43.46 $ 21.92 $ 22.76 $ 36.84 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 42 of 50 75A 75A 75A 75A 213-920-057-6 213-920-058-4 213-920-059-2 213-920-060-0 213-920-061-8 213-920-062-6 213-920-063-4 213-920-064-2 213-920-065-9 213-920-066-7 213-920-067-5 213-920-068-3 213-920-069-1 213-920-070-9 213-920-071-7 213-920-072-5 213-920-073-3 213-920-074-1 213-920-075-8 213-920-076-6 213-920-077-4 213-920-078-2 213-920-079-0 213-920-080-8 213-920-081-6 213-920-082-4 213-920-083-2 213-920-084-0 213-920-085-7 213-920-086-5 217-050-026-4 217-050-027-2 217-050-035-5 217-050-036-3 217-050-037-1 217-050-038-9 217-070-001-3 217-070-002-1 217-070-003-9 217-070-004-7 217-070-005-4 217-070-006-2 217-070-007-0 217-070-008-8 217-070-009-6 217-070-010-4 217-070-011-2 217-070-012-0 217-070-013-8 217-070-014-6 217-070-015-3 217-070-016-1 217-070-017-9 217-070-018-7 217-070-019-5 217-070-020-3 217-070-021-1 217-070-022-9 217-070-023-7 217-070-024-5 217-070-025-2 217-070-026-0 217-070-027-8 217-070-028-6 217-070-029-4 217-070-030-2 217-070-031-0 217-070-032-8 217-070-033-6 217-070-034-4 217-070-035-1 217-070-036-9 217-070-037-7 217-070-038-5 217-070-048-4 217-070-049-2 217-070-050-0 217-070-051-8 217-070-052-6 217-070-053-4 217-070-054-2 217-070-055-9 217-081-009-3 217-081-010-1 217-081-011-9 217-081-012-7 217-081-013-5 217-081-014-3 217-081-015-0 217-081-016-8 217-081-017-6 217-081-018-4 217-081-019-2 217-081-020-0 217-081-021-8 217-081-022-6 217-081-023-4 217-081-024-2 217-081-025-9 217-081-026-7 217-081-027-5 217-081-028-3 217-081-029-1 217-081-030-9 217-081-031-7 217-081-032-5 217-081-033-3 217-081-034-1 217-081-035-8 217-081-036-6 217-081-037-4 217-081-038-2 217-081-039-0 217-081-050-7 217-081-051-5 217-081-052-3 217-081-053-1 217-081-054-9 217-081-055-6 217-081-056-4 217-081-057-2 217-081-058-0 217-081-059-8 217-081-061-4 217-081-062-2 217-081-063-0 217-081-064-8 217-081-065-5 217-081-066-3 217-081-067-1 217-081-068-9 217-082-001-9 217-082-002-7 217-082-003-5 217-082-004-3 217-082-005-0 217-082-006-8 217-082-007-6 217-082-008-4 217-091-001-8 217-091-008-3 217-091-009-1 217-091-010-9 217-091-011-7 217-091-012-5 217-091-013-3 217-091-014-1 217-091-015-8 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 351.10 $ 1,422.20 $ 3,531.48 $ 2,937.16 $ 1,533.38 $ 1,597.40 $ 36.12 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 28.28 $ 28.28 $ 28.28 $ 29.48 $ 30.70 $ 29.48 $ 28.28 $ 30.70 $ 32.52 $ 30.70 $ 36.12 $ 42.18 $ 30.70 $ 29.48 $ 30.70 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 36.12 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 36.12 $ 29.48 $ 29.48 $ 29.48 $ 32.52 $ 29.48 $ 29.48 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 30.70 $ 32.52 $ 36.12 $ 36.12 $ 32.52 $ 30.70 $ 28.28 $ 29.48 $ 36.12 $ 42.18 $ 36.12 $ 30.70 $ 30.70 $ 32.52 $ 42.18 $ 42.18 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 32.52 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 32.52 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 29.48 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 30.70 $ 32.52 $ 30.70 $ 29.48 $ 32.52 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 30.70 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 43 of 50 75A 75A 75A 75A 217-091-016-6 217-091-017-4 217-091-018-2 217-091-019-0 217-091-020-8 217-091-021-6 217-091-022-4 217-091-023-2 217-091-024-0 217-091-025-7 217-091-026-5 217-091-027-3 217-092-001-7 217-092-002-5 217-092-003-3 217-092-004-1 217-092-005-8 217-092-006-6 217-092-007-4 217-092-008-2 217-092-009-0 217-092-010-8 217-093-001-6 217-093-002-4 217-093-003-2 217-093-004-0 217-093-005-7 217-093-006-5 217-093-007-3 217-093-008-1 217-093-009-9 217-093-010-7 217-093-011-5 217-101-001-6 217-101-002-4 217-101-003-2 217-101-004-0 217-101-005-7 217-101-006-5 217-101-007-3 217-101-008-1 217-101-009-9 217-101-010-7 217-101-011-5 217-102-001-5 217-102-002-3 217-102-003-1 217-102-004-9 217-102-005-6 217-102-006-4 217-102-007-2 217-102-008-0 217-102-009-8 217-102-010-6 217-102-011-4 217-102-014-8 217-102-016-3 217-102-017-1 217-102-018-9 217-102-019-7 217-102-020-5 217-102-021-3 217-102-022-1 217-102-023-9 217-102-024-7 217-102-025-4 217-102-026-2 217-103-001-4 217-103-002-2 217-103-003-0 217-103-004-8 217-103-005-5 217-103-006-3 217-103-007-1 217-103-008-9 217-103-009-7 217-103-010-5 217-111-001-4 217-111-002-2 217-111-003-0 217-111-004-8 217-111-005-5 217-111-006-3 217-111-007-1 217-111-008-9 217-111-009-7 217-111-010-5 217-112-001-3 217-112-002-1 217-112-003-9 217-112-004-7 217-112-005-4 217-112-006-2 217-112-007-0 217-112-008-8 217-112-009-6 217-112-010-4 217-112-011-2 217-113-001-2 217-113-002-0 217-113-005-3 217-113-006-1 217-113-007-9 217-113-008-7 217-114-001-1 217-114-002-9 217-114-003-7 217-114-004-5 217-114-005-2 217-114-006-0 217-114-007-8 217-114-008-6 217-121-001-2 217-121-002-0 217-121-003-8 217-121-004-6 217-121-005-3 217-121-006-1 217-121-007-9 217-121-008-7 217-121-009-5 217-121-010-3 217-121-011-1 217-122-002-9 217-122-003-7 217-122-004-5 217-122-005-2 217-122-006-0 217-122-007-8 217-122-008-6 217-122-009-4 217-122-010-2 217-122-011-0 217-122-012-8 217-122-013-6 217-131-001-0 217-131-002-8 217-131-003-6 217-131-004-4 217-131-005-1 217-131-006-9 217-131-007-7 217-131-008-5 217-131-009-3 217-131-010-1 217-131-011-9 217-131-012-7 217-131-013-5 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 32.52 $ 36.12 $ 32.52 $ 32.52 $ 30.70 $ 32.52 $ 32.52 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 32.52 $ 30.70 $ 32.52 $ 30.70 $ 42.18 $ 42.18 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 42.18 $ 42.18 $ 42.18 $ 36.12 $ 36.12 $ 36.12 $ 36.12 $ 36.12 $ 32.52 $ 30.70 $ 42.18 $ 29.48 $ 29.48 $ 32.52 $ 30.70 $ 29.48 $ 32.52 $ 32.52 $ 29.48 $ 32.52 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 36.12 $ 29.48 $ 32.52 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 32.52 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 36.12 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 32.52 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 36.12 $ 36.12 $ 29.48 $ 30.70 $ 29.48 $ 32.52 $ 42.18 $ 42.18 $ 36.12 $ 32.52 $ 30.70 $ 32.52 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 44 of 50 75A 75A 75A 75A 217-131-014-3 217-131-015-0 217-131-016-8 217-131-017-6 217-131-018-4 217-131-019-2 217-131-020-0 217-131-021-8 217-131-022-6 217-131-023-4 217-131-024-2 217-132-001-9 217-132-003-5 217-132-004-3 217-132-005-0 217-132-006-8 217-132-007-6 217-132-008-4 217-132-009-2 217-132-010-0 217-132-011-8 217-132-012-6 217-132-015-9 217-132-016-7 217-132-019-1 217-132-022-5 217-132-023-3 217-132-025-8 217-132-026-6 217-132-027-4 217-132-028-2 217-132-029-0 217-132-030-8 217-132-031-6 217-200-005-7 217-200-006-5 217-200-007-3 217-200-008-1 217-200-009-9 217-200-010-7 217-200-011-5 217-200-012-3 217-200-013-1 217-200-014-9 217-200-015-6 217-200-016-4 217-200-017-2 217-200-018-0 217-200-019-8 217-200-020-6 217-200-021-4 217-200-022-2 217-200-025-5 217-200-026-3 217-200-039-6 217-200-040-4 217-210-007-1 217-210-008-9 217-210-009-7 217-210-010-5 217-210-011-3 217-210-012-1 217-210-013-9 217-210-014-7 217-210-015-4 217-210-016-2 217-210-017-0 217-210-018-8 217-210-019-6 217-210-020-4 217-210-021-2 217-210-025-3 217-210-026-1 217-210-027-9 217-210-028-7 217-210-029-5 217-210-030-3 217-210-031-1 217-210-032-9 217-210-033-7 217-210-034-5 217-210-035-2 217-210-036-0 217-210-037-8 217-210-038-6 217-210-039-4 217-210-040-2 217-210-041-0 217-210-042-8 217-210-043-6 217-210-044-4 217-210-045-1 217-210-046-9 217-210-047-7 217-210-048-5 217-210-049-3 217-210-050-1 217-210-055-0 217-210-056-8 217-210-057-6 217-210-058-4 217-210-059-2 217-210-060-0 217-210-061-8 217-210-062-6 217-210-063-4 217-210-064-2 217-210-065-9 217-210-066-7 217-210-069-1 217-210-070-9 217-210-071-7 217-210-072-5 217-210-073-3 217-210-074-1 217-210-075-8 217-210-076-6 217-210-077-4 217-210-078-2 217-210-087-3 217-210-088-1 217-210-090-7 217-210-091-5 217-210-092-3 217-210-093-1 217-210-094-9 217-210-095-6 217-210-108-7 217-220-041-8 217-220-042-6 217-220-043-4 217-220-044-2 217-220-045-9 217-220-046-7 217-220-047-5 217-220-057-4 217-220-058-2 217-220-063-2 217-220-064-0 217-220-065-7 217-220-066-5 217-220-082-2 217-220-083-0 217-220-084-8 217-220-085-5 217-220-086-3 217-220-087-1 217-220-099-6 $ 30.70 $ 32.52 $ 42.18 $ 42.18 $ 36.12 $ 29.48 $ 32.52 $ 30.70 $ 30.70 $ 29.48 $ 32.52 $ 36.12 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 29.48 $ 30.70 $ 30.70 $ 36.12 $ 36.12 $ 32.52 $ 30.70 $ 32.52 $ 32.52 $ 29.48 $ 32.52 $ 29.48 $ 28.28 $ 28.28 $ 28.28 $ 27.06 $ 27.06 $ 28.28 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 36.12 $ 29.48 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 30.70 $ 30.70 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 30.70 $ 32.52 $ 29.48 $ 30.70 $ 36.12 $ 42.18 $ 36.12 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 32.52 $ 32.52 $ 32.52 $ 30.70 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 28.28 $ 28.28 $ 28.28 $ 32.52 $ 30.70 $ 29.48 $ 28.28 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 45 of 50 75A 75A 75A 75A 217-220-100-2 217-220-101-0 217-220-102-8 217-220-103-6 217-220-104-4 217-220-105-1 217-220-106-9 217-220-107-7 217-220-108-5 217-220-109-3 217-220-110-1 217-220-111-9 217-220-112-7 217-220-113-5 217-220-114-3 217-220-115-0 217-220-116-8 217-220-117-6 217-220-118-4 217-220-119-2 217-220-120-0 217-220-121-8 217-220-122-6 217-220-123-4 217-220-124-2 217-220-125-9 217-220-126-7 217-220-127-5 217-220-128-3 217-220-129-1 217-220-130-9 217-220-131-7 217-220-132-5 217-220-133-3 217-220-134-1 217-220-136-6 217-220-137-4 217-220-138-2 217-220-139-0 217-220-144-0 217-220-145-7 217-220-146-5 217-220-147-3 217-220-148-1 217-220-149-9 217-220-150-7 217-220-151-5 217-220-152-3 217-220-153-1 217-220-154-9 217-220-155-6 217-220-156-4 217-220-157-2 217-220-158-0 217-220-159-8 217-220-160-6 217-220-161-4 217-220-162-2 217-220-163-0 217-230-013-5 217-230-014-3 217-230-015-0 217-230-016-8 217-230-017-6 217-230-018-4 217-230-019-2 217-230-038-2 217-230-039-0 217-230-040-8 217-230-041-6 217-230-042-4 217-230-043-2 217-230-044-0 217-230-045-7 217-230-046-5 217-230-047-3 217-230-048-1 217-230-049-9 217-230-050-7 217-230-051-5 217-230-052-3 217-230-053-1 217-230-054-9 217-230-055-6 217-230-056-4 217-230-057-2 217-230-058-0 217-230-059-8 217-230-060-6 217-230-061-4 217-230-062-2 217-230-063-0 217-230-064-8 217-230-065-5 217-230-066-3 217-230-067-1 217-230-068-9 217-230-069-7 217-230-070-5 217-230-071-3 217-230-072-1 217-230-073-9 217-230-074-7 217-230-075-4 217-230-076-2 217-230-077-0 217-230-078-8 217-230-079-6 217-230-080-4 217-230-081-2 217-230-082-0 217-230-083-8 217-230-087-9 217-230-088-7 217-230-089-5 217-230-090-3 217-230-091-1 217-230-092-9 217-230-093-7 217-230-094-5 217-230-095-2 217-230-096-0 217-230-097-8 217-230-098-6 217-230-099-4 217-230-100-0 217-230-101-8 217-230-102-6 217-230-103-4 217-230-106-7 217-230-108-3 217-230-109-1 217-230-110-9 217-230-111-7 217-230-112-5 217-230-113-3 217-230-114-1 217-230-115-8 217-230-116-6 217-230-117-4 217-230-118-2 217-230-119-0 217-240-001-8 217-240-002-6 217-240-003-4 217-240-004-2 217-240-005-9 217-240-006-7 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 30.70 $ 29.48 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 46 of 50 75A 75A 75A 75A 217-240-007-5 217-240-008-3 217-240-009-1 217-240-010-9 217-240-011-7 217-240-012-5 217-240-013-3 217-240-014-1 217-240-015-8 217-240-016-6 217-240-017-4 217-240-018-2 217-250-007-2 217-260-001-3 217-260-002-1 217-260-003-9 217-260-004-7 217-260-005-4 217-260-006-2 217-260-007-0 217-260-008-8 217-260-009-6 217-260-010-4 217-260-011-2 217-260-012-0 217-260-013-8 217-260-014-6 217-260-015-3 217-260-016-1 217-260-017-9 217-260-018-7 217-260-019-5 217-260-020-3 217-260-021-1 217-260-022-9 217-260-023-7 217-260-024-5 217-260-025-2 217-260-026-0 217-260-027-8 217-260-028-6 217-260-029-4 217-260-030-2 217-260-031-0 217-260-032-8 217-260-033-6 217-260-034-4 217-260-035-1 217-260-036-9 217-260-037-7 217-260-038-5 217-260-039-3 217-260-040-1 217-260-041-9 217-260-042-7 217-260-043-5 217-260-044-3 217-260-045-0 217-260-046-8 217-260-047-6 217-260-048-4 217-260-049-2 217-260-050-0 217-260-051-8 217-280-001-9 217-280-002-7 217-280-003-5 217-280-004-3 217-280-005-0 217-280-006-8 217-280-007-6 217-280-008-4 217-280-009-2 217-280-010-0 217-280-011-8 217-280-012-6 217-280-013-4 217-280-014-2 217-280-015-9 217-280-016-7 217-280-017-5 217-280-018-3 217-280-019-1 217-280-020-9 217-280-021-7 217-280-022-5 217-290-001-7 217-290-002-5 217-290-003-3 217-290-004-1 217-290-005-8 217-290-006-6 217-290-007-4 217-290-008-2 217-290-009-0 217-290-010-8 217-290-011-6 217-290-012-4 217-290-013-2 217-290-014-0 217-290-015-7 217-290-016-5 217-290-017-3 217-290-018-1 217-290-019-9 217-290-020-7 217-290-021-5 217-290-022-3 217-290-023-1 217-290-024-9 217-290-025-6 217-290-026-4 217-290-027-2 217-290-028-0 217-290-029-8 217-290-030-6 217-290-031-4 217-290-032-2 217-290-033-0 217-300-001-5 217-300-002-3 217-300-003-1 217-300-004-9 217-300-005-6 217-300-006-4 217-300-007-2 217-300-008-0 217-300-009-8 217-300-010-6 217-300-011-4 217-300-012-2 217-300-013-0 217-300-014-8 217-300-015-5 217-300-016-3 217-300-017-1 217-300-018-9 217-300-019-7 217-300-020-5 217-300-021-3 217-300-022-1 217-300-023-9 217-300-024-7 217-300-025-4 217-300-026-2 217-300-027-0 217-300-028-8 217-300-029-6 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 3,757.44 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 18.48 $ 18.48 $ 18.48 $ 18.48 $ 18.48 $ 18.48 $ 18.48 $ 18.48 $ 18.48 $ 17.04 $ 17.04 $ 17.04 $ 17.04 $ 17.04 $ 17.04 $ 17.04 $ 17.04 $ 17.04 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 25.78 $ 25.78 $ 25.78 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 25.78 $ 25.78 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 47 of 50 75A 76A 76A 76A 76A 217-300-030-4 217-300-031-2 217-300-032-0 217-300-033-8 217-300-034-6 217-300-035-3 217-300-036-1 217-300-037-9 217-300-038-7 217-300-039-5 217-300-040-3 217-300-041-1 217-300-042-9 217-300-043-7 217-300-044-5 217-300-045-2 217-300-046-0 217-300-047-8 217-300-048-6 187-470-001-4 187-470-002-2 187-470-003-0 187-470-004-8 187-470-005-5 187-470-006-3 187-470-007-1 187-470-008-9 187-470-009-7 187-470-010-5 187-470-011-3 187-470-012-1 187-470-013-9 187-470-014-7 187-490-001-0 187-490-002-8 187-490-003-6 187-490-004-4 187-490-005-1 187-490-006-9 187-490-007-7 187-490-008-5 187-490-009-3 187-490-010-1 187-490-011-9 187-490-012-7 187-490-013-5 187-490-014-3 187-490-015-0 187-490-016-8 187-490-017-6 187-490-018-4 187-490-019-2 187-490-020-0 187-490-021-8 187-490-022-6 187-490-023-4 187-490-024-2 187-490-025-9 187-490-026-7 187-490-027-5 187-490-028-3 187-490-029-1 187-490-030-9 187-490-035-8 187-490-036-6 187-490-037-4 187-490-038-2 187-490-039-0 187-490-040-8 187-490-041-6 187-490-042-4 187-490-043-2 187-490-044-0 187-490-045-7 187-490-046-5 187-490-047-3 187-490-048-1 187-490-049-9 187-490-050-7 187-490-051-5 187-490-052-3 187-490-053-1 187-490-054-9 187-490-055-6 187-490-056-4 187-490-057-2 187-490-058-0 187-490-059-8 187-490-060-6 187-490-061-4 187-490-062-2 187-490-063-0 187-500-001-8 187-500-002-6 187-500-003-4 187-500-004-2 187-500-005-9 187-500-006-7 187-500-007-5 187-500-008-3 187-500-009-1 187-500-010-9 187-500-011-7 187-500-012-5 187-500-013-3 187-500-014-1 187-500-015-8 187-500-016-6 187-500-017-4 187-500-018-2 187-500-019-0 187-500-020-8 187-500-021-6 187-500-022-4 187-500-023-2 187-500-024-0 187-500-025-7 187-500-026-5 187-500-027-3 187-500-028-1 187-510-001-6 187-510-002-4 187-510-003-2 187-510-004-0 187-510-005-7 187-510-006-5 187-510-007-3 187-510-008-1 187-510-009-9 187-510-010-7 187-510-012-3 187-510-013-1 187-510-014-9 187-510-015-6 187-510-017-2 187-510-018-0 187-520-001-4 187-520-002-2 187-520-003-0 187-520-004-8 187-520-005-5 187-520-006-3 187-520-007-1 187-520-008-9 187-520-009-7 $ 22.14 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 235.86 $ 164.70 $ 197.48 $ 197.48 $ 235.86 $ 197.48 $ 271.70 $ 197.48 $ 197.48 $ 271.70 $ 235.86 $ 271.70 $ 271.70 $ 271.70 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 194.18 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 DA DA DA DA DA $147,950.30 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 48 of 50 76A 76A 76A 76A 187-520-010-5 187-520-011-3 187-520-012-1 187-520-013-9 187-520-014-7 187-520-015-4 187-520-016-2 187-520-017-0 187-520-018-8 187-520-019-6 187-520-020-4 187-520-021-2 187-520-022-0 187-520-024-6 187-520-025-3 187-520-026-1 187-520-027-9 187-520-028-7 187-520-029-5 187-520-030-3 187-520-031-1 187-520-032-9 187-520-033-7 187-520-034-5 187-520-035-2 187-520-036-0 187-520-037-8 187-520-038-6 187-531-001-1 187-531-002-9 187-531-003-7 187-531-004-5 187-531-005-2 187-531-006-0 187-531-007-8 187-532-001-0 187-532-002-8 187-532-003-6 187-532-004-4 187-532-005-1 187-532-006-9 187-532-007-7 187-532-008-5 187-532-009-3 187-532-010-1 187-532-011-9 187-533-001-9 187-533-002-7 187-533-003-5 187-533-004-3 187-534-001-8 187-534-002-6 187-535-001-7 187-536-001-6 187-537-001-5 187-537-002-3 187-537-003-1 187-537-008-0 187-537-010-6 187-537-011-4 187-537-012-2 187-541-001-9 187-541-002-7 187-541-003-5 187-541-004-3 187-542-001-8 187-542-002-6 187-542-003-4 187-542-004-2 187-542-005-9 187-542-006-7 187-542-007-5 187-542-008-3 187-542-009-1 187-542-010-9 187-542-011-7 187-543-001-7 187-543-002-5 187-543-003-3 187-543-004-1 187-544-003-2 187-544-004-0 187-551-001-6 187-551-002-4 187-551-003-2 187-551-006-5 187-551-007-3 187-551-008-1 187-552-001-5 187-552-002-3 192-210-023-3 192-210-024-1 192-210-025-8 192-210-027-4 192-210-028-2 192-210-029-0 192-210-030-8 192-210-031-6 193-690-069-3 193-880-001-6 193-880-002-4 193-880-003-2 193-880-004-0 193-880-005-7 193-880-006-5 193-880-008-1 193-880-009-9 193-880-010-7 193-880-011-5 193-890-001-4 193-890-002-2 193-890-003-0 193-890-004-8 193-890-005-5 193-890-006-3 193-890-007-1 193-890-008-9 193-890-009-7 193-890-010-5 193-890-011-3 193-890-012-1 193-890-013-9 193-890-014-7 193-890-015-4 193-890-016-2 193-890-018-8 193-890-021-2 193-890-022-0 193-890-023-8 193-890-024-6 193-890-025-3 193-890-026-1 193-890-027-9 193-890-028-7 193-890-029-5 193-890-030-3 193-890-032-9 193-890-033-7 193-890-034-5 193-900-001-2 193-900-002-0 193-900-003-8 193-900-004-6 193-900-005-3 193-900-006-1 193-900-007-9 193-900-008-7 193-900-009-5 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 235.86 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 235.86 $ 235.86 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 271.70 $ 197.48 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 271.70 $ 235.86 $ 271.70 $ 271.70 $ 235.86 $ 271.70 $ 235.86 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 197.48 $ 129.88 $ 129.88 $ 197.48 $ 235.86 $ 129.88 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 235.86 $ 235.86 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 129.88 $ 129.88 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 197.48 $ 197.48 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 164.70 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 49 of 50 76A 910 910 910 910 193-900-015-2 193-900-016-0 202-351-001-5 202-351-002-3 202-351-003-1 202-351-004-9 202-351-005-6 202-352-001-4 202-352-002-2 202-352-003-0 202-352-004-8 202-352-005-5 202-352-006-3 202-352-007-1 202-352-008-9 202-353-001-3 202-353-002-1 202-353-003-9 202-353-004-7 202-353-005-4 202-353-006-2 202-353-007-0 202-353-008-8 202-353-009-6 202-353-010-4 202-353-011-2 202-353-012-0 202-353-013-8 202-354-001-2 202-354-002-0 202-354-003-8 202-354-004-6 202-354-005-3 202-354-006-1 202-361-001-3 202-361-002-1 202-361-003-9 202-361-004-7 202-361-007-0 202-361-008-8 202-362-001-2 202-362-002-0 202-362-003-8 202-362-004-6 202-362-005-3 202-362-006-1 202-362-007-9 202-363-001-1 202-363-002-9 202-363-003-7 202-363-004-5 202-363-005-2 202-363-006-0 202-364-001-0 202-364-002-8 202-371-001-1 202-371-002-9 202-371-003-7 202-371-004-5 202-371-005-2 202-371-008-6 202-371-009-4 202-371-010-2 202-371-011-0 202-371-012-8 202-371-016-9 202-371-017-7 202-371-018-5 202-371-020-1 202-371-021-9 202-371-022-7 202-372-001-0 202-372-002-8 202-372-003-6 202-381-001-9 202-381-002-7 202-381-003-5 202-381-004-3 202-381-005-0 202-381-006-8 202-381-007-6 202-381-008-4 202-381-009-2 202-381-010-0 202-382-001-8 202-382-002-6 202-382-003-4 202-382-004-2 202-382-005-9 202-382-006-7 202-382-007-5 202-382-008-3 202-382-009-1 202-382-010-9 202-382-011-7 202-391-001-7 202-391-002-5 202-391-003-3 202-391-004-1 202-391-005-8 202-391-006-6 202-391-007-4 202-391-008-2 202-391-009-0 202-391-010-8 202-391-011-6 202-391-012-4 202-391-013-2 202-391-014-0 202-391-015-7 202-391-016-5 202-391-017-3 202-391-018-1 202-391-019-9 202-391-020-7 202-391-021-5 202-391-022-3 202-392-001-6 202-392-002-4 202-392-003-2 202-392-004-0 202-392-005-7 202-393-001-5 202-393-002-3 202-393-003-1 202-393-004-9 202-393-005-6 202-393-006-4 202-393-007-2 202-393-008-0 202-393-009-8 202-393-010-6 202-394-002-2 202-394-003-0 202-394-004-8 202-394-005-5 202-394-006-3 202-394-007-1 202-394-008-9 202-394-009-7 202-394-010-5 202-394-011-3 202-394-012-1 202-394-013-9 202-394-016-2 $ 197.48 $ 197.48 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 371.50 $ 286.34 $ 371.50 $ 318.26 $ 318.26 $ 371.50 $ 318.26 $ 318.26 $ 371.50 $ 318.26 $ 318.26 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 371.50 $ 318.26 $ 371.50 $ 318.26 $ 318.26 $ 318.26 $ 371.50 $ 371.50 $ 371.50 $ 371.50 $ 371.50 $ 371.50 $ 318.26 $ 318.26 $ 371.50 $ 371.50 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 318.26 $ 286.34 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 286.34 $ 286.34 $ 318.26 $ 371.50 $ 318.26 $ 371.50 $ 371.50 $ 371.50 $ 318.26 $ 286.34 $ 318.26 $ 371.50 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 286.34 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 286.34 $ 318.26 $ 318.26 $ 318.26 $ 371.50 $ 318.26 $ 371.50 $ 318.26 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 259.76 $ 249.12 $ 259.76 $ 259.76 $ 259.76 $ 286.34 $ 286.34 $ 259.76 $ 259.76 $ 270.40 $ 286.34 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 270.40 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 286.34 $ 249.12 $ 259.76 $ 259.76 $ 249.12 $ 249.12 $ 249.12 $ 270.40 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 DA DA DA DA DA $44,136.96 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 50 of 50 910 910 202-394-017-0 202-394-018-8 202-394-019-6 202-394-020-4 202-395-001-3 202-395-002-1 202-395-003-9 202-395-004-7 202-395-005-4 202-395-006-2 202-395-007-0 202-395-008-8 202-395-009-6 202-395-010-4 202-395-011-2 202-401-001-5 202-401-002-3 202-401-003-1 202-401-004-9 202-401-005-6 202-401-006-4 202-401-007-2 202-401-008-0 202-401-009-8 202-402-001-4 202-402-002-2 202-402-003-0 202-402-004-8 202-402-005-5 202-402-006-3 202-402-007-1 202-402-008-9 202-402-009-7 202-402-010-5 202-402-011-3 202-403-001-3 202-403-002-1 202-403-003-9 202-403-004-7 202-403-005-4 202-403-006-2 202-403-007-0 202-403-008-8 202-403-009-6 202-403-010-4 202-403-011-2 202-403-012-0 202-403-013-8 202-403-014-6 202-403-015-3 202-403-016-1 202-403-017-9 202-403-018-7 202-403-019-5 202-403-020-3 202-403-021-1 202-403-022-9 202-404-001-2 202-404-002-0 202-404-003-8 202-404-004-6 202-404-005-3 202-404-006-1 202-404-007-9 202-404-008-7 202-404-009-5 202-404-010-3 202-404-011-1 202-404-012-9 202-404-013-7 202-404-014-5 202-404-015-2 202-404-016-0 $ 286.34 $ 286.34 $ 286.34 $ 270.40 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 249.12 $ 259.76 $ 259.76 $ 259.76 $ 249.12 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 270.40 $ 270.40 $ 259.76 $ 249.12 $ 249.12 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 270.40 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 249.12 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 270.40 $ 259.76 $ 249.12 $ 249.12 $ 249.12 $ 259.76 $ 259.76 $ 249.12 $ 249.12 $ 249.12 $ 286.34 $ 318.26 $ 259.76 $ 249.12 $ 259.76 $ 259.76 DA DA $63,149.76 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2025- 218 Name: Status:Type:Consent Resolution Passed File created:In control:6/5/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:Acting as the governing body of the Contra Costa County Flood Control and Water Conservation District, ADOPT Resolution No. 2025-218, adopting and levying the annual Drainage Area Benefit Assessment in Drainage Area 1010A for Fiscal Year 2025–2026, Danville area. (100% Drainage Area Benefit Assessment Funds) Attachments:1. DA 1010A Exhibit A FY Comparison, 2. Exhibit B Proposed_fees_2025 Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To: Contra Costa County Flood Control and Water Conservation District From:Warren Lai, Public Works Director/Chief Engineer Report Title:Adoption and levy of annual Drainage Area Benefit Assessment in Drainage Area 1010A for Fiscal Year 2025-2026. Project No. 7505-6F8167 ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Resolution adopting and levying the annual Drainage Area Benefit Assessment (DABA)in Drainage Area 1010A (DA 1010A) for Fiscal Year 2025-2026, Danville area. FISCAL IMPACT: The proposed annual DABA will provide approximately $111,320 in funding for flood control drainage maintenance activities in DA 1010A. (100% Drainage Area Benefit Assessment Funds) BACKGROUND: A DABA is a subset of parcels within a defined boundary of a larger drainage area that is assessed to fund flood control infrastructure maintenance that directly benefits the area.Assessments are used to pay for flood control maintenance activities,including complaint investigation,facility inspections,ditch and basin cleaning, maintaining right-of-way access,and additional general or routine drainage maintenance activities.The assessments collected are used only for the maintenance and operation of the flood control facilities within the Contra Costa County Flood Control and Water Conservation District right-of-way limits. DABAs are established when a development is determined to increase stormwater runoff,inundating existing drainage infrastructure.DABAs are established by agreement with developers or vote by parcel owners.DA 1010A was established July 12,1988,by adoption of Resolution 88/432.DA 1010A has been assigned a specific number of Impervious Area Units (IAUs),where a single IAU is equal to 1,000 square feet of impervious surface.Parcels within DA 1010A are assigned a specific number of IAUs based upon their proportional share of impervious area in accordance with the Benefit Assessment Act of 1982.DA 1010A has a total of 1,021 IAUs,where the typical single-family home may pay an assessment amount of $341.11 for Fiscal CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 4 powered by Legistar™ File #:RES 2025-218,Version:1 total of 1,021 IAUs,where the typical single-family home may pay an assessment amount of $341.11 for Fiscal Year 2025-2026. To calculate the assessment,the cost of flood control infrastructure maintenance within DA 1010A is budgeted. The cost of flood control infrastructure maintenance varies from year-to-year based upon the planned annual costs and unforeseen maintenance needs.The assessment rate/IAU is the quotient of the budgeted maintenance divided by the number of IAUs assigned to DA 1010A.The assessment for each parcel is the product of the rate/IAU multiplied by the number of IAUs assigned to the parcel.At the onset of the initial formation, including subsequent annexation,a maximum assessment rate was adopted for the establishment of a reserve fund based on unforeseen costs due to natural disasters or severe weather events.This maximum annual assessment rate is adjusted annually to account for inflation using the Construction Cost Index published by the Engineering News Record index for the San Francisco area. Based on the assessment calculation,where DA 1010A has 1,021 IAUs and budgeted maintenance of $119,000, the assessment rate for Fiscal Year 2025-2026 is calculated to be $116.50.Unspent assessments from Fiscal Year 2024-2025 shall be carried over to Fiscal Year 2025-2026.Due to an increase in projected spending that surpasses the maximum allowable IAU rate and an underfunded Reserve Fund Balance for DA 1010A,the assessment rate that shall be levied will be equal to the maximum allowable IAU rate of $108.98. CONSEQUENCE OF NEGATIVE ACTION: If the proposed assessment for DA 1010A is not adopted,the proposed assessment will not be levied,and the maintenance of the flood control facilities may not happen. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 4 powered by Legistar™ File #:RES 2025-218,Version:1 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board IN THE MATTER OF ADOPTING AND LEVYING ASSESSMENTS IN DRAINAGE AREA 1010A FOR FISCAL YEAR 2025-2026. WHEREAS the Board of Supervisors FINDS that: 1.On July 12,1988,the Board of Supervisors,as the governing body of the Contra Costa County Flood Control and Water Conservation District (Flood Control District),adopted Resolution No.88/432, establishing Drainage Area 1010A (DA 1010A)and imposing assessments on parcels within the area of benefit pursuant to the Benefit Assessments Act of 1982 (Gov.Code,§54703 et.seq.),following approval by landowners,for the purpose of funding flood control facility maintenance,such as complaint investigation,facility inspections,ditch and basin cleaning,maintaining right-of-way access, and additional general or routine drainage maintenance activities. 2.Under Resolution No.88/432,assessments were imposed based upon the annual budgeted cost of flood control facility maintenance for DA 1010A,the total impervious surface area (described as Impervious Area Units [IAUs]where a single IAU is equal to 1,000 square feet of impervious surface area) assigned to DA 1010A,and the number of IAUs attributable to each parcel.In this way,assessment amounts were determined on the basis of proportionate stormwater runoff from each parcel,in accordance with Government Code section 54711. 3.Under Resolution No.88/432,and as approved by landowners of DA 1010A,(a)the annual assessment rate is the quotient of the annual budgeted maintenance cost divided by the number of IAUs assigned to DA 1010A;(b)the maximum assessment amount was $38.64/IAU;and (c)the maximum assessment shall be adjusted for annually to account for inflation using the appropriate construction cost index, cited in the Engineer’s Report. 4.As set forth in Exhibit A,attached hereto and incorporated by this reference,the adjusted maximum assessment rate for Fiscal Year 2024-2025 was $109.75/IAU.The change in the construction cost index from December-to-December is -0.7 percent.Pursuant to Resolution No.88/432,the maximum assessment rate is adjusted downward by -0.7 percent to $108.98/IAU for Fiscal Year 2025-2026. 5.As set forth in Exhibit A,for Fiscal Year 2025-2026,the budgeted maintenance to be funded by DA CONTRA COSTA COUNTY Printed on 8/26/2025Page 3 of 4 powered by Legistar™ File #:RES 2025-218,Version:1 5.As set forth in Exhibit A,for Fiscal Year 2025-2026,the budgeted maintenance to be funded by DA 1010A assessments is $119,000.Anticipated maintenance activities include facility inspections,ditch cleaning, fence repair, and landscape maintenance, among others. 6.Based on the formula set forth in Resolution No.88/432,the current number of IAUs in DA 1010A (1,021),and budgeted maintenance of $119,000,the adjusted annual assessment rate for Fiscal Year 2025-2026 would be $116.50/IAU. 7.The adjusted annual assessment rate of $116.50 is more than the maximum allowable rate of $108.98. Consequently,the annual assessment rate for Fiscal Year 2025-2026 cannot be set at $116.50/IAU. Therefore, the assessment rate will be less than the adjusted annual assessment of $116.50. 8.Unspent assessments from Fiscal Year 2024-2025 shall be carried over to Fiscal Year 2025-2026. Additionally,due to an increase in projected maintenance expenditures for Fiscal Year 2025-2026 and an underfunded Reserve Fund Balance for DA 1010A,the adjusted annual assessment rate exceeds the maximum allowable IAU rate.Therefore,the annual assessment rate shall be levied at the maximum allowable IAU rate of $108.98. NOW, THEREFORE, the Board hereby determines and resolves that: 1.The annual budgeted cost of flood control facility maintenance to be financed by DA 1010A assessments for Fiscal Year 2025-2026 shall not exceed $119,000. 2.Annual assessments shall be levied in DA 1010A for Fiscal Year 2025-2026 at a rate of $108.98/IAU,in the specific amounts shown per parcel on Exhibit B,attached hereto and incorporated herein by this reference. 3.The Drainage Area Benefit Assessment shall be collected in the same manner,and subject to the same penalties and priority of lien as other charges and taxes fixed and collected by,or on behalf of,the Flood Control District, pursuant to Government Code section 54718. CONTRA COSTA COUNTY Printed on 8/26/2025Page 4 of 4 powered by Legistar™ Contra Costa County Flood Control and Water Conservation District Drainage Area Benefit Assessment (DABA) Max IAU Rate, Adjusted for Inflation IAU Rate No. of IAU's per Drainage Area Assessment Total Assessment Amount for Typical Parcel (3.12 IAU) Max IAU Rate, Adjusted for Inflation Proposed IAU Rate No. of IAU's per Drainage Area Proposed Assessment Total Assessment Amount for Typical Parcel (3.12 IAU) DA 1010A Shadow Creek 109.75$ 83.51$ 1,021 85,303$ 261.39$ 108.98$ 108.98$ 1,021 111,320$ 341.11$ Beginning Fund Balance at start of July 1, 2024 Assessment Revenue Maintenance Expense Administration Expenses Engineering Project Expenses Estimated Total Expense June 30, 2025 Estimated Beginning Fund Balance at start of July 1, 2025 Estimated Assessment Revenue Budgeted Maintenance Expenses Budgeted Administration Expenses Budgeted Engineering Project Expenses Estimated Ending Fund Balance June 30, 2026 Tar et Reserve Fund per Engineer's Report DA 1010A Shadow Creek 219,268$ 85,303$ 84,000$ 1,400$ -$ 85,400$ 219,171$ 111,320$ 105,000$ 14,000$ -$ 211,491$ 371,350$ FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 DA 1010A Shadow Creek 34.26$ 11.30$ 2.00$ 32.00$ 83.51$ 108.98$ Drainage Area IAU Rate EXHIBIT A Drainage Area FY 2024-25 FY 2025-26 Drainage Area FY 2024-25 FY 2025-26 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 1 of 50 1010 1010 1010 1010 203-061-001-4 203-061-002-2 203-061-003-0 203-061-004-8 203-061-005-5 203-061-006-3 203-061-007-1 203-061-008-9 203-061-009-7 203-061-010-5 203-061-011-3 203-061-012-1 203-061-013-9 203-061-014-7 203-061-015-4 203-061-016-2 203-061-017-0 203-061-018-8 203-061-019-6 203-061-020-4 203-061-021-2 203-061-022-0 203-061-023-8 203-061-024-6 203-061-025-3 203-061-026-1 203-061-027-9 203-061-028-7 203-061-029-5 203-061-030-3 203-061-031-1 203-061-032-9 203-061-033-7 203-061-034-5 203-061-035-2 203-061-036-0 203-061-037-8 203-061-038-6 203-061-039-4 203-061-040-2 203-061-041-0 203-061-042-8 203-061-043-6 203-061-044-4 203-061-045-1 203-061-046-9 203-061-047-7 203-061-048-5 203-061-049-3 203-061-050-1 203-061-051-9 203-061-052-7 203-061-053-5 203-061-054-3 203-061-055-0 203-061-056-8 203-061-057-6 203-061-058-4 203-061-059-2 203-061-060-0 203-061-061-8 203-061-062-6 203-061-063-4 203-061-064-2 203-061-065-9 203-071-001-2 203-071-002-0 203-071-003-8 203-071-004-6 203-071-005-3 203-071-006-1 203-071-007-9 203-071-008-7 203-071-009-5 203-071-010-3 203-071-011-1 203-071-012-9 203-071-013-7 203-071-014-5 203-071-015-2 203-071-016-0 203-071-017-8 203-071-018-6 203-071-019-4 203-071-020-2 203-071-021-0 203-071-022-8 203-071-023-6 203-071-024-4 203-071-025-1 203-071-026-9 203-071-027-7 203-071-028-5 203-071-029-3 203-071-030-1 203-071-031-9 203-071-032-7 203-071-033-5 203-071-034-3 203-071-035-0 203-071-036-8 203-071-037-6 203-071-038-4 203-071-039-2 203-071-040-0 203-071-041-8 203-071-042-6 203-071-043-4 203-071-044-2 203-071-045-9 203-071-046-7 203-071-047-5 203-071-048-3 203-071-049-1 203-071-050-9 203-071-051-7 203-071-052-5 203-071-053-3 203-071-054-1 203-071-055-8 203-071-056-6 203-071-057-4 203-071-058-2 203-071-059-0 203-071-060-8 203-071-061-6 203-071-062-4 203-071-063-2 203-071-064-0 203-071-065-7 203-071-066-5 203-071-067-3 203-071-068-1 203-071-069-9 203-071-070-7 203-071-071-5 203-071-072-3 203-071-073-1 203-071-074-9 203-071-075-6 203-071-076-4 203-071-077-2 203-071-078-0 203-071-079-8 203-071-080-6 203-071-081-4 203-071-082-2 203-071-083-0 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 36.46 $ 36.46 $ 36.46 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 25.56 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 33.16 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 19.72 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 20.84 $ 36.46 $ 36.46 $ 36.46 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 2 of 50 1010 1010 1010 1010 203-071-084-8 203-071-085-5 206-010-033-2 206-010-045-6 206-010-046-4 206-010-049-8 206-010-050-6 206-010-051-4 206-010-053-0 206-010-056-3 206-010-059-7 206-010-061-3 206-020-078-5 206-272-026-9 206-272-027-7 206-272-028-5 206-272-029-3 206-272-030-1 206-272-031-9 206-281-001-1 206-281-002-9 206-281-003-7 206-281-004-5 206-281-008-6 206-281-009-4 206-281-010-2 206-281-011-0 206-281-012-8 206-281-013-6 206-281-014-4 206-281-015-1 206-281-016-9 206-281-017-7 206-281-018-5 206-281-019-3 206-281-020-1 206-281-021-9 206-281-022-7 206-281-023-5 206-281-024-3 206-281-025-0 206-281-026-8 206-281-027-6 206-281-028-4 206-281-029-2 206-281-030-0 206-281-031-8 206-281-032-6 206-281-033-4 206-281-034-2 206-281-035-9 206-281-039-1 206-281-040-9 206-281-041-7 206-281-042-5 206-281-043-3 206-282-005-1 206-282-006-9 206-282-007-7 206-282-008-5 206-282-009-3 206-282-012-7 206-282-013-5 206-282-014-3 206-282-018-4 206-282-019-2 206-282-021-8 206-282-022-6 206-282-023-4 206-282-024-2 206-282-025-9 206-282-026-7 206-283-001-9 206-283-002-7 206-283-003-5 206-283-004-3 206-283-005-0 206-283-006-8 206-283-007-6 206-283-008-4 206-283-009-2 206-283-010-0 206-283-011-8 206-283-012-6 206-283-013-4 206-283-014-2 206-283-015-9 206-283-019-1 206-283-020-9 206-283-021-7 206-283-022-5 206-283-023-3 206-283-024-1 206-283-025-8 206-283-026-6 206-283-027-4 206-283-028-2 206-283-029-0 206-283-030-8 206-283-031-6 206-283-032-4 206-283-033-2 206-283-044-9 206-283-045-6 206-283-048-0 206-283-049-8 206-283-050-6 206-283-051-4 206-283-052-2 206-283-054-8 206-283-055-5 206-283-056-3 206-283-057-1 206-283-059-7 206-283-060-5 206-283-061-3 206-283-062-1 206-283-063-9 206-283-064-7 206-283-065-4 206-283-066-2 206-283-067-0 206-283-068-8 206-283-069-6 206-291-001-9 206-292-001-8 206-292-002-6 206-292-003-4 206-292-004-2 206-292-005-9 206-292-006-7 206-293-001-7 206-293-002-5 206-293-003-3 206-293-004-1 206-293-005-8 206-293-006-6 206-293-007-4 206-293-008-2 206-293-009-0 206-293-010-8 206-293-011-6 206-293-012-4 206-293-013-2 206-293-014-0 206-294-001-6 206-294-002-4 206-294-003-2 $ 36.46 $ 36.46 $ 914.24 $ 1,551.66 $ 9,435.86 $ 1,132.32 $ 4,369.84 $ 377.44 $ 494.84 $ 1,006.48 $ 436.14 $ 2,987.62 $ 203.00 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 106.92 $ 88.68 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 88.68 $ 97.02 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 88.68 $ 85.28 $ 92.08 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 88.68 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 88.68 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 85.28 $ 88.68 $ 85.28 $ 85.28 $ 88.68 $ 88.68 $ 85.28 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 85.28 $ 106.92 $ 97.02 $ 88.68 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 97.02 $ 123.04 $ 106.92 $ 97.02 $ 92.08 $ 88.68 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 3 of 50 1010 1010 1010 1010 206-294-004-0 206-294-005-7 206-294-006-5 206-294-007-3 206-294-008-1 206-294-009-9 206-294-010-7 206-294-011-5 206-294-012-3 206-294-013-1 206-294-014-9 206-294-015-6 206-294-016-4 206-294-017-2 206-294-018-0 206-294-019-8 206-294-020-6 206-294-021-4 206-301-001-7 206-301-002-5 206-301-003-3 206-301-004-1 206-301-005-8 206-301-006-6 206-301-007-4 206-301-008-2 206-301-009-0 206-301-010-8 206-302-001-6 206-302-002-4 206-302-003-2 206-302-004-0 206-302-005-7 206-302-006-5 206-302-007-3 206-302-008-1 206-302-009-9 206-302-010-7 206-302-011-5 206-302-012-3 206-303-001-5 206-303-002-3 206-311-001-5 206-311-002-3 206-311-003-1 206-311-004-9 206-311-005-6 206-311-020-5 206-311-022-1 206-311-023-9 206-311-024-7 206-311-025-4 206-312-001-4 206-312-002-2 206-312-003-0 206-312-004-8 206-312-005-5 206-341-001-9 206-341-002-7 206-341-003-5 206-341-004-3 206-341-005-0 206-341-006-8 206-341-007-6 206-342-006-7 206-342-007-5 206-342-008-3 206-342-009-1 206-342-010-9 206-342-011-7 206-342-012-5 206-342-013-3 206-342-014-1 206-342-015-8 206-342-016-6 206-342-017-4 206-342-018-2 206-342-019-0 206-342-020-8 206-342-021-6 206-342-022-4 206-342-023-2 206-342-024-0 206-342-025-7 206-342-026-5 206-342-027-3 206-343-001-7 206-343-002-5 206-343-003-3 206-343-004-1 206-343-005-8 206-343-006-6 206-343-007-4 206-343-008-2 206-343-009-0 206-343-010-8 206-343-011-6 206-343-012-4 206-343-013-2 206-343-014-0 206-343-015-7 206-343-016-5 206-343-017-3 206-343-018-1 206-343-019-9 206-343-020-7 206-343-021-5 206-343-022-3 206-343-023-1 206-343-024-9 206-343-025-6 206-343-026-4 206-343-027-2 206-343-028-0 206-343-029-8 206-351-001-6 206-351-002-4 206-351-003-2 206-351-004-0 206-351-005-7 206-351-006-5 206-351-007-3 206-351-008-1 206-351-009-9 206-351-024-8 206-351-025-5 206-351-026-3 206-351-027-1 206-351-028-9 206-351-029-7 206-351-030-5 206-351-031-3 206-351-032-1 206-351-033-9 206-351-034-7 206-351-035-4 206-351-036-2 206-351-037-0 206-352-001-5 206-352-002-3 206-352-003-1 206-352-004-9 206-353-003-0 206-353-004-8 206-353-005-5 206-353-006-3 206-353-007-1 206-353-008-9 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 106.92 $ 92.08 $ 92.08 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 147.52 $ 520.02 $ 97.02 $ 97.02 $ 92.08 $ 106.92 $ 123.04 $ 123.04 $ 106.92 $ 123.04 $ 123.04 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 88.68 $ 85.28 $ 81.82 $ 81.82 $ 85.28 $ 88.68 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 88.68 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 123.04 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 4 of 50 1010 1010 1010 1010 206-353-009-7 206-353-010-5 206-353-011-3 206-353-012-1 206-353-013-9 206-353-014-7 206-353-015-4 206-353-016-2 206-353-017-0 206-353-018-8 206-353-019-6 206-353-020-4 206-353-021-2 206-353-022-0 206-353-023-8 206-353-024-6 206-353-025-3 206-353-026-1 206-353-027-9 206-353-028-7 206-353-029-5 206-353-030-3 206-353-031-1 206-353-032-9 206-353-033-7 206-353-034-5 206-353-035-2 206-353-036-0 206-353-037-8 206-353-038-6 206-353-039-4 206-353-040-2 206-353-041-0 206-353-042-8 206-353-043-6 206-353-044-4 206-353-045-1 206-353-046-9 206-353-047-7 206-353-048-5 206-353-049-3 206-353-050-1 206-353-051-9 206-353-052-7 206-353-053-5 206-353-054-3 206-353-055-0 206-353-056-8 206-353-057-6 206-353-059-2 206-353-060-0 206-362-032-8 206-362-033-6 206-371-001-2 206-371-002-0 206-371-003-8 206-371-004-6 206-371-011-1 206-371-012-9 206-371-013-7 206-371-014-5 206-371-016-0 206-371-017-8 206-371-018-6 206-371-019-4 206-371-020-2 206-371-021-0 206-371-022-8 206-371-023-6 206-371-024-4 206-380-001-1 206-380-002-9 206-380-003-7 206-380-004-5 206-380-005-2 206-380-006-0 206-380-007-8 206-380-008-6 206-380-009-4 206-380-010-2 206-380-011-0 206-380-012-8 206-380-013-6 206-380-014-4 206-380-015-1 206-380-016-9 206-380-017-7 206-380-018-5 206-380-019-3 206-380-020-1 206-380-021-9 206-380-022-7 206-380-023-5 206-380-024-3 206-380-025-0 206-380-026-8 206-380-027-6 206-380-028-4 206-380-029-2 206-380-030-0 206-380-031-8 206-380-032-6 206-380-033-4 206-380-034-2 206-380-035-9 206-380-036-7 206-380-037-5 206-380-038-3 206-380-039-1 206-380-040-9 206-380-041-7 206-380-042-5 206-380-043-3 206-380-044-1 206-380-045-8 206-380-046-6 206-380-047-4 206-380-048-2 206-380-049-0 206-380-050-8 206-380-051-6 206-380-052-4 206-380-053-2 206-380-054-0 206-380-055-7 206-380-056-5 206-380-057-3 206-380-058-1 206-380-059-9 206-380-060-7 206-380-061-5 206-380-062-3 206-380-063-1 206-380-064-9 206-380-065-6 206-380-066-4 206-380-067-2 206-380-068-0 206-380-069-8 206-380-070-6 206-380-072-2 206-380-073-0 206-380-074-8 206-380-075-5 206-380-076-3 206-380-077-1 206-380-078-9 206-380-079-7 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 106.92 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 88.68 $ 85.28 $ 88.68 $ 92.08 $ 97.02 $ 123.04 $ 123.04 $ 97.02 $ 88.68 $ 88.68 $ 97.02 $ 88.68 $ 88.68 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 106.92 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 5 of 50 1010 1010 1010 1010 206-380-080-5 206-380-081-3 206-380-082-1 206-380-083-9 206-380-084-7 206-380-085-4 206-380-086-2 206-380-087-0 206-380-088-8 206-380-089-6 206-380-090-4 206-380-091-2 206-380-092-0 206-380-093-8 206-380-094-6 206-380-095-3 206-380-096-1 206-380-097-9 206-380-098-7 206-380-099-5 206-380-100-1 206-380-101-9 206-380-102-7 206-380-103-5 206-380-104-3 206-380-105-0 206-380-106-8 206-380-107-6 206-380-108-4 206-380-109-2 206-380-110-0 206-380-111-8 206-380-112-6 206-380-113-4 206-380-114-2 206-380-115-9 206-380-116-7 206-380-117-5 206-380-118-3 206-380-119-1 206-380-120-9 206-380-121-7 206-380-122-5 206-380-123-3 206-380-124-1 206-380-125-8 206-380-126-6 206-380-127-4 206-380-128-2 206-380-129-0 206-380-130-8 206-380-131-6 206-380-132-4 206-380-133-2 206-380-134-0 206-380-135-7 206-380-136-5 206-380-137-3 206-380-138-1 206-380-139-9 206-380-140-7 206-380-141-5 206-380-142-3 206-380-143-1 206-380-144-9 206-380-145-6 206-380-146-4 206-380-147-2 206-380-148-0 206-380-149-8 206-380-150-6 206-380-151-4 206-380-152-2 206-380-153-0 206-380-154-8 206-380-155-5 206-380-156-3 206-380-157-1 206-380-170-4 206-390-001-9 206-390-002-7 206-390-003-5 206-390-004-3 206-390-005-0 206-390-006-8 206-390-007-6 206-390-008-4 206-390-009-2 206-390-010-0 206-390-011-8 206-390-012-6 206-390-013-4 206-390-014-2 206-390-015-9 206-390-016-7 206-390-017-5 206-390-018-3 206-390-019-1 206-390-020-9 206-390-021-7 206-390-022-5 206-390-023-3 206-390-024-1 206-390-025-8 206-390-026-6 206-390-027-4 206-390-028-2 206-390-029-0 206-390-030-8 206-401-001-6 206-401-002-4 206-401-003-2 206-402-001-5 206-402-002-3 206-402-003-1 206-402-004-9 206-402-005-6 206-402-006-4 206-402-007-2 206-402-008-0 206-402-009-8 206-402-010-6 206-402-011-4 206-402-012-2 206-402-013-0 206-403-001-4 206-403-002-2 206-403-003-0 206-403-004-8 206-403-005-5 206-403-007-1 206-403-008-9 206-403-009-7 206-403-010-5 206-403-011-3 206-404-001-3 206-404-002-1 206-404-003-9 206-404-004-7 206-404-005-4 206-404-006-2 206-404-007-0 206-404-008-8 206-404-009-6 206-404-010-4 206-404-011-2 206-404-012-0 206-404-013-8 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 97.02 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 106.92 $ 123.04 $ 106.92 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 106.92 $ 123.04 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 106.92 $ 123.04 $ 123.04 $ 147.52 $ 123.04 $ 147.52 $ 147.52 $ 123.04 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 6 of 50 1010 1010 1010 1010 206-404-014-6 206-404-015-3 206-404-016-1 206-404-017-9 206-404-018-7 206-404-019-5 206-404-020-3 206-404-021-1 206-404-022-9 206-404-023-7 206-404-024-5 206-404-025-2 206-404-026-0 206-404-027-8 206-404-028-6 206-404-029-4 206-404-030-2 206-404-031-0 206-404-032-8 206-404-033-6 206-404-034-4 206-404-035-1 206-404-036-9 206-404-037-7 206-404-038-5 206-404-039-3 206-404-040-1 206-404-041-9 206-404-042-7 206-404-043-5 206-404-044-3 206-404-045-0 206-404-046-8 206-404-047-6 206-410-001-5 206-410-002-3 206-410-003-1 206-410-004-9 206-410-005-6 206-410-006-4 206-410-007-2 206-410-008-0 206-410-009-8 206-410-010-6 206-410-011-4 206-410-012-2 206-410-013-0 206-410-014-8 206-410-015-5 206-410-016-3 206-410-017-1 206-410-018-9 206-410-019-7 206-410-020-5 206-410-021-3 206-410-022-1 206-410-023-9 206-410-024-7 206-410-025-4 206-410-026-2 206-410-027-0 206-410-028-8 206-410-029-6 206-410-030-4 206-410-031-2 206-410-032-0 206-410-033-8 206-410-034-6 206-410-035-3 206-410-036-1 206-410-037-9 206-410-038-7 206-410-039-5 206-410-040-3 206-410-041-1 206-410-042-9 206-410-043-7 206-410-044-5 206-410-045-2 206-410-046-0 206-410-047-8 206-410-048-6 206-410-049-4 206-410-050-2 206-410-051-0 206-410-052-8 206-410-053-6 206-410-054-4 206-410-055-1 206-410-056-9 206-410-057-7 206-410-058-5 206-410-059-3 206-410-060-1 206-410-061-9 206-410-062-7 206-410-063-5 206-410-064-3 206-410-065-0 206-410-066-8 206-410-067-6 206-410-068-4 206-410-069-2 206-410-070-0 206-410-071-8 206-410-072-6 206-420-001-3 206-420-002-1 206-420-003-9 206-420-004-7 206-420-005-4 206-420-006-2 206-420-007-0 206-420-008-8 206-420-009-6 206-420-010-4 206-420-011-2 206-420-012-0 206-420-013-8 206-420-014-6 206-420-015-3 206-420-016-1 206-420-017-9 206-420-018-7 206-420-019-5 206-420-020-3 206-420-021-1 206-420-022-9 206-420-023-7 206-420-024-5 206-420-025-2 206-420-026-0 206-420-027-8 206-420-028-6 206-420-029-4 206-420-030-2 206-420-031-0 206-420-032-8 206-420-033-6 206-420-034-4 206-420-035-1 206-420-036-9 206-420-037-7 206-420-038-5 206-420-039-3 206-420-040-1 206-420-041-9 206-420-042-7 $ 88.68 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 106.92 $ 106.92 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 97.02 $ 123.04 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 97.02 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 81.82 $ 106.92 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 88.68 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 97.02 $ 85.28 $ 85.28 $ 85.28 $ 88.68 $ 88.68 $ 88.68 $ 81.82 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 85.28 $ 85.28 $ 97.02 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 7 of 50 1010 1010 1010 1010 206-420-043-5 206-420-044-3 206-420-045-0 206-420-046-8 206-420-047-6 206-420-048-4 206-420-049-2 206-420-050-0 206-420-051-8 206-420-052-6 206-420-053-4 206-420-054-2 206-420-055-9 206-420-056-7 206-420-057-5 206-420-058-3 206-420-059-1 206-420-060-9 206-420-061-7 206-420-062-5 206-420-063-3 206-420-064-1 206-420-065-8 206-420-066-6 206-420-067-4 206-420-068-2 206-420-069-0 206-420-070-8 206-420-071-6 206-420-072-4 206-420-073-2 206-420-074-0 206-420-075-7 206-420-076-5 206-420-077-3 206-420-078-1 206-420-079-9 206-420-080-7 206-420-081-5 206-420-082-3 206-420-083-1 206-420-084-9 206-420-085-6 206-420-086-4 206-420-087-2 206-420-088-0 206-420-089-8 206-420-090-6 206-420-091-4 206-420-092-2 206-420-093-0 206-420-094-8 206-420-095-5 206-420-096-3 206-420-097-1 206-420-098-9 206-420-099-7 206-420-100-3 206-420-101-1 206-420-102-9 206-420-103-7 206-420-104-5 206-420-105-2 206-420-106-0 206-420-107-8 206-420-108-6 206-420-109-4 206-420-110-2 206-420-111-0 206-420-112-8 206-420-113-6 206-420-114-4 206-420-115-1 206-420-116-9 206-420-117-7 206-420-118-5 206-420-119-3 206-420-120-1 206-420-121-9 206-420-122-7 206-420-123-5 206-420-124-3 206-420-125-0 206-420-126-8 206-420-127-6 206-420-128-4 206-420-129-2 206-420-130-0 206-420-131-8 206-420-132-6 206-420-133-4 206-420-134-2 206-420-135-9 206-420-136-7 206-420-137-5 206-420-138-3 206-420-139-1 206-420-140-9 206-420-141-7 206-420-142-5 206-420-143-3 206-420-144-1 206-420-145-8 206-420-146-6 206-420-147-4 206-420-148-2 206-420-149-0 206-420-150-8 206-420-151-6 206-420-152-4 206-420-153-2 206-420-154-0 206-420-155-7 206-420-156-5 206-420-157-3 206-420-158-1 206-420-159-9 206-420-160-7 206-420-161-5 206-420-162-3 206-420-163-1 206-420-164-9 206-420-165-6 206-420-166-4 206-420-167-2 206-420-168-0 206-420-169-8 206-420-170-6 206-420-171-4 206-420-172-2 206-420-173-0 206-420-174-8 206-420-175-5 206-420-176-3 206-420-177-1 206-420-178-9 206-420-179-7 206-420-180-5 206-420-181-3 206-420-182-1 206-420-183-9 206-420-184-7 206-420-185-4 206-420-186-2 206-420-187-0 206-420-188-8 206-420-189-6 206-420-190-4 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 8 of 50 1010 1010 1010 1010 206-420-191-2 206-420-192-0 206-420-193-8 206-420-194-6 206-420-195-3 206-420-196-1 206-420-201-9 206-420-202-7 217-371-001-9 217-371-002-7 217-371-003-5 217-371-004-3 217-371-005-0 217-371-006-8 217-371-007-6 217-371-008-4 217-371-009-2 217-371-010-0 217-371-011-8 217-371-012-6 217-371-013-4 217-371-014-2 217-371-015-9 217-371-016-7 217-371-017-5 217-371-018-3 217-371-019-1 217-371-020-9 217-371-021-7 217-371-022-5 217-371-023-3 217-371-024-1 217-371-025-8 217-371-026-6 217-371-027-4 217-372-001-8 217-372-002-6 217-372-003-4 217-372-004-2 217-372-005-9 217-372-006-7 217-372-007-5 217-372-008-3 217-372-009-1 217-372-010-9 217-373-001-7 217-373-002-5 217-373-003-3 217-373-004-1 217-373-005-8 217-373-006-6 217-373-007-4 217-373-008-2 217-373-009-0 217-373-010-8 217-373-011-6 217-373-012-4 217-373-013-2 217-381-001-7 217-381-002-5 217-381-003-3 217-381-004-1 217-381-005-8 217-381-006-6 217-381-007-4 217-381-008-2 217-381-010-8 217-381-011-6 217-381-012-4 217-382-001-6 217-382-002-4 217-382-003-2 217-382-004-0 217-382-005-7 217-382-006-5 217-382-007-3 217-382-008-1 217-382-009-9 217-382-010-7 217-382-011-5 217-382-012-3 217-383-001-5 217-383-002-3 217-383-003-1 217-383-004-9 217-383-005-6 217-383-006-4 217-383-007-2 217-383-009-8 217-383-010-6 217-383-011-4 217-383-012-2 217-390-001-6 217-390-002-4 217-390-003-2 217-390-004-0 217-390-005-7 217-390-006-5 217-390-007-3 217-390-008-1 217-390-009-9 217-390-010-7 217-390-011-5 217-390-012-3 217-390-013-1 217-390-014-9 217-390-015-6 217-390-016-4 217-390-017-2 217-390-018-0 217-390-019-8 217-390-020-6 217-390-021-4 217-390-022-2 217-390-023-0 217-390-024-8 217-390-025-5 217-390-026-3 217-390-027-1 217-390-029-7 217-390-030-5 217-390-031-3 217-390-032-1 217-390-033-9 217-390-034-7 217-390-035-4 217-390-036-2 217-390-037-0 217-390-038-8 217-390-039-6 217-401-001-3 217-401-002-1 217-401-003-9 217-401-004-7 217-401-005-4 217-401-006-2 217-401-007-0 217-401-008-8 217-401-009-6 217-401-010-4 217-401-011-2 217-401-012-0 217-401-013-8 217-401-014-6 217-401-015-3 217-401-016-1 217-401-017-9 217-401-018-7 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 18.70 $ 872.28 $ 830.36 $ 88.68 $ 81.82 $ 85.28 $ 85.28 $ 88.68 $ 88.68 $ 88.68 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 81.82 $ 85.28 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 85.28 $ 88.68 $ 85.28 $ 97.02 $ 97.02 $ 85.28 $ 85.28 $ 85.28 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 92.08 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 85.28 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 106.92 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 92.08 $ 88.68 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 92.08 $ 88.68 $ 92.08 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 9 of 50 1010 1010 1010 1010 217-401-019-5 217-401-020-3 217-401-021-1 217-401-022-9 217-401-023-7 217-401-024-5 217-401-025-2 217-401-026-0 217-401-027-8 217-401-028-6 217-401-029-4 217-401-030-2 217-401-031-0 217-401-032-8 217-401-033-6 217-401-034-4 217-401-035-1 217-401-036-9 217-401-037-7 217-401-038-5 217-401-039-3 217-401-040-1 217-401-041-9 217-401-042-7 217-401-043-5 217-401-044-3 217-402-006-1 217-402-007-9 217-402-008-7 217-402-009-5 217-402-010-3 217-410-001-2 217-410-002-0 217-410-003-8 217-410-004-6 217-410-005-3 217-410-006-1 217-410-007-9 217-410-008-7 217-410-009-5 217-410-010-3 217-410-011-1 217-410-012-9 217-410-013-7 217-410-014-5 217-410-015-2 217-410-016-0 217-410-017-8 217-410-018-6 217-410-019-4 217-410-020-2 217-410-021-0 217-410-022-8 217-410-023-6 217-410-024-4 217-410-025-1 217-410-026-9 217-410-027-7 217-410-028-5 217-410-029-3 217-410-030-1 217-410-031-9 217-410-032-7 217-410-033-5 217-410-034-3 217-410-035-0 217-410-036-8 217-410-037-6 217-410-038-4 217-410-039-2 217-410-040-0 217-410-041-8 217-410-042-6 217-410-043-4 217-410-044-2 217-410-045-9 217-410-046-7 217-410-047-5 217-410-048-3 217-410-049-1 217-410-050-9 217-410-051-7 217-410-052-5 217-410-053-3 217-410-054-1 217-410-055-8 217-410-056-6 217-410-057-4 217-410-058-2 217-410-059-0 217-410-060-8 217-410-061-6 217-410-062-4 217-410-063-2 217-410-064-0 217-410-065-7 217-410-066-5 217-410-067-3 217-410-068-1 217-410-069-9 217-410-070-7 217-410-071-5 217-410-072-3 217-410-073-1 217-410-074-9 217-410-075-6 217-410-076-4 217-410-077-2 217-410-078-0 217-410-088-9 217-410-089-7 217-410-090-5 217-410-091-3 217-420-001-0 217-420-002-8 217-420-003-6 217-420-004-4 217-420-005-1 217-420-006-9 217-420-007-7 217-420-008-5 217-420-009-3 217-420-010-1 217-420-011-9 217-420-012-7 217-420-013-5 217-420-014-3 217-420-015-0 217-420-016-8 217-420-017-6 217-420-018-4 217-420-019-2 217-420-020-0 217-420-021-8 217-420-022-6 217-420-023-4 217-420-024-2 217-420-025-9 217-420-026-7 217-420-027-5 217-420-028-3 217-420-029-1 217-420-030-9 217-420-031-7 217-420-032-5 217-420-033-3 217-420-034-1 217-420-035-8 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 106.92 $ 123.04 $ 97.02 $ 97.02 $ 106.92 $ 123.04 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 92.08 $ 88.68 $ 81.82 $ 81.82 $ 81.82 $ 92.08 $ 92.08 $ 81.82 $ 81.82 $ 81.82 $ 97.02 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 97.02 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 88.68 $ 106.92 $ 88.68 $ 88.68 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 88.68 $ 92.08 $ 92.08 $ 88.68 $ 85.28 $ 88.68 $ 88.68 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 106.92 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 123.04 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 97.02 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 10 of 50 1010 1010 1010 1010 217-420-036-6 217-420-037-4 217-420-038-2 217-420-039-0 217-420-040-8 217-420-041-6 217-420-042-4 217-420-043-2 217-420-044-0 217-420-045-7 217-420-046-5 217-420-047-3 217-420-048-1 217-420-049-9 217-420-050-7 217-420-051-5 217-420-052-3 217-420-053-1 217-420-054-9 217-420-055-6 217-420-056-4 217-420-057-2 217-420-058-0 217-420-059-8 217-420-060-6 217-420-061-4 217-420-062-2 217-420-063-0 217-420-064-8 217-420-065-5 217-420-066-3 217-420-067-1 217-420-068-9 217-420-069-7 217-420-070-5 217-420-071-3 217-420-072-1 217-420-073-9 217-420-074-7 217-420-075-4 217-420-076-2 217-420-080-4 217-420-082-0 217-420-083-8 217-420-084-6 217-420-085-3 217-430-001-8 217-430-002-6 217-430-003-4 217-430-004-2 217-430-005-9 217-430-006-7 217-430-007-5 217-430-008-3 217-430-009-1 217-430-010-9 217-430-011-7 217-430-012-5 217-430-013-3 217-430-014-1 217-430-015-8 217-430-016-6 217-430-017-4 217-430-018-2 217-430-019-0 217-430-020-8 217-430-021-6 217-430-022-4 217-430-023-2 217-430-024-0 217-430-025-7 217-430-026-5 217-430-027-3 217-430-028-1 217-430-029-9 217-430-030-7 217-430-031-5 217-430-032-3 217-430-033-1 217-430-034-9 217-430-035-6 217-430-036-4 217-430-037-2 217-430-038-0 217-430-039-8 217-430-040-6 217-430-041-4 217-430-042-2 217-430-043-0 217-430-044-8 217-430-045-5 217-430-046-3 217-430-047-1 217-430-048-9 217-430-049-7 217-430-050-5 217-430-051-3 217-430-052-1 217-430-053-9 217-430-054-7 217-430-055-4 217-430-056-2 217-430-059-6 217-430-060-4 217-430-061-2 217-430-062-0 217-430-063-8 217-430-064-6 217-430-065-3 217-430-066-1 217-430-067-9 217-430-068-7 217-430-069-5 217-430-070-3 217-430-071-1 217-430-072-9 217-430-073-7 217-430-074-5 217-430-075-2 217-430-076-0 217-430-077-8 217-430-078-6 217-430-079-4 217-430-080-2 217-430-081-0 217-430-082-8 217-430-083-6 217-430-084-4 217-430-085-1 217-430-086-9 217-430-087-7 217-430-088-5 217-430-093-5 217-430-094-3 217-430-095-0 217-430-096-8 217-430-104-0 217-430-105-7 217-430-106-5 217-430-107-3 217-430-108-1 217-430-109-9 217-430-110-7 217-430-111-5 217-430-112-3 217-430-113-1 217-450-001-3 217-450-002-1 $ 123.04 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 106.92 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 106.92 $ 106.92 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 18.94 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.80 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 18.46 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 18.80 $ 18.80 $ 41.78 $ 41.78 $ 41.78 $ 41.78 $ 15.86 $ 15.86 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 11 of 50 1010 1010 1010 1010 217-450-003-9 217-450-004-7 217-450-005-4 217-450-006-2 217-450-007-0 217-450-008-8 217-450-009-6 217-450-010-4 217-450-011-2 217-450-012-0 217-450-013-8 217-450-014-6 217-450-015-3 217-450-016-1 217-450-017-9 217-450-018-7 217-450-019-5 217-450-020-3 217-450-021-1 217-450-022-9 217-450-023-7 217-450-024-5 217-450-025-2 217-450-026-0 217-450-027-8 217-450-028-6 217-450-029-4 217-450-030-2 217-450-031-0 217-450-032-8 217-450-033-6 217-450-034-4 217-450-035-1 217-450-036-9 217-450-037-7 217-450-038-5 217-450-039-3 217-450-040-1 217-450-041-9 217-450-042-7 217-450-043-5 217-450-044-3 217-450-045-0 217-450-046-8 217-450-047-6 217-450-048-4 217-450-049-2 217-450-050-0 217-450-051-8 217-450-052-6 217-450-053-4 217-450-054-2 217-450-055-9 217-450-056-7 217-450-057-5 217-450-058-3 217-450-059-1 217-450-060-9 217-450-061-7 217-450-062-5 217-450-063-3 217-450-064-1 217-450-065-8 217-450-066-6 217-450-067-4 217-450-068-2 217-450-069-0 217-450-070-8 217-450-071-6 217-450-072-4 217-450-073-2 217-450-074-0 217-450-075-7 217-450-076-5 217-460-001-1 217-460-002-9 217-460-003-7 217-460-004-5 217-460-005-2 217-460-006-0 217-460-007-8 217-460-008-6 217-460-009-4 217-460-010-2 217-460-011-0 217-460-012-8 217-460-013-6 217-460-014-4 217-460-015-1 217-460-016-9 217-460-017-7 217-460-018-5 217-460-019-3 217-460-020-1 217-460-021-9 217-460-022-7 217-460-023-5 217-460-024-3 217-460-025-0 217-460-026-8 217-460-027-6 217-460-028-4 217-460-029-2 217-460-030-0 217-460-031-8 217-460-032-6 217-460-033-4 217-460-034-2 217-460-035-9 217-460-036-7 217-460-037-5 217-460-038-3 217-460-039-1 217-460-040-9 217-460-041-7 217-460-042-5 217-460-043-3 217-460-044-1 217-460-045-8 217-460-046-6 217-460-047-4 217-460-048-2 217-460-049-0 217-460-050-8 217-460-051-6 217-460-052-4 217-460-053-2 217-460-054-0 217-460-055-7 217-460-056-5 217-460-057-3 217-460-058-1 217-460-059-9 217-460-060-7 217-460-061-5 217-460-062-3 217-460-063-1 217-460-064-9 217-460-065-6 217-460-066-4 217-460-067-2 217-460-068-0 217-460-069-8 217-460-070-6 217-460-071-4 217-460-072-2 217-460-073-0 217-460-074-8 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 15.86 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 36.46 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 15.48 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 92.08 $ 88.68 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 88.68 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 88.68 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 92.08 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 81.82 $ 85.28 $ 81.82 $ 85.28 $ 85.28 $ 85.28 $ 88.68 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 92.08 $ 81.82 $ 81.82 $ 85.28 $ 85.28 $ 81.82 $ 85.28 $ 88.68 $ 85.28 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 12 of 50 1010 1010 1010 1010 217-460-075-5 217-460-076-3 217-460-077-1 217-460-078-9 217-460-079-7 217-460-080-5 217-460-081-3 217-460-082-1 217-460-083-9 217-460-084-7 217-470-002-7 217-470-003-5 217-470-004-3 217-470-005-0 217-470-006-8 217-470-007-6 217-470-008-4 217-470-009-2 217-470-010-0 217-470-011-8 217-470-012-6 217-470-013-4 217-470-014-2 217-470-015-9 217-470-016-7 217-470-017-5 217-470-018-3 217-470-019-1 217-470-020-9 217-470-022-5 217-470-023-3 217-470-024-1 217-470-025-8 217-470-026-6 217-470-027-4 217-470-028-2 217-470-029-0 217-470-030-8 217-470-033-2 217-470-034-0 217-470-035-7 217-470-036-5 217-470-043-1 217-470-044-9 217-470-045-6 217-470-046-4 217-470-047-2 217-470-048-0 217-470-049-8 217-470-050-6 217-470-051-4 217-470-052-2 217-470-053-0 217-470-054-8 217-470-055-5 217-470-056-3 217-470-057-1 217-470-058-9 217-470-059-7 217-470-060-5 217-470-061-3 217-470-062-1 217-470-063-9 217-470-064-7 217-470-065-4 217-470-066-2 217-470-067-0 217-470-068-8 217-470-069-6 217-470-070-4 217-470-071-2 217-470-072-0 217-470-073-8 217-470-074-6 217-470-075-3 217-470-076-1 217-470-077-9 217-470-078-7 217-470-079-5 217-470-080-3 217-470-081-1 217-470-082-9 217-470-083-7 217-470-087-8 217-470-088-6 217-470-089-4 217-470-090-2 217-470-091-0 217-470-092-8 217-470-093-6 217-470-094-4 217-470-095-1 217-470-096-9 217-470-097-7 217-470-098-5 217-470-099-3 217-470-100-9 217-470-101-7 217-470-105-8 217-470-106-6 217-470-107-4 217-470-108-2 217-470-109-0 217-470-115-7 217-470-116-5 217-470-117-3 217-470-118-1 217-470-119-9 217-470-124-9 217-470-125-6 217-470-126-4 217-470-128-0 217-470-129-8 217-470-130-6 217-470-132-2 217-470-133-0 217-470-134-8 217-470-135-5 217-470-136-3 220-060-019-1 220-060-020-9 220-060-039-9 220-080-035-3 220-080-037-9 220-080-038-7 220-080-040-3 220-401-013-2 220-401-014-0 220-401-015-7 220-401-016-5 220-401-017-3 220-401-018-1 220-401-019-9 220-401-020-7 220-401-021-5 220-401-022-3 220-401-023-1 220-401-024-9 220-401-025-6 220-440-010-1 220-440-011-9 220-440-012-7 220-440-013-5 220-440-014-3 220-440-015-0 220-440-016-8 220-440-017-6 220-440-018-4 $ 81.82 $ 85.28 $ 85.28 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 81.82 $ 85.28 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 55.62 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 32.88 $ 3,111.74 $ 195.68 $ 1,157.44 $ 203.00 $ 123.04 $ 123.04 $ 147.52 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 147.52 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 123.04 $ 123.04 $ 147.52 $ 123.04 $ 123.04 $ 106.92 $ 106.92 $ 123.04 $ 123.04 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 13 of 50 1010 1010 1010 1010 220-440-019-2 220-440-020-0 220-440-023-4 220-440-024-2 220-440-025-9 220-440-026-7 220-440-027-5 220-440-030-9 220-440-031-7 220-440-032-5 220-440-033-3 220-440-034-1 220-440-035-8 220-440-036-6 220-440-038-2 220-440-039-0 220-440-040-8 220-440-041-6 220-450-010-8 220-450-011-6 220-450-012-4 220-450-013-2 220-450-014-0 220-450-015-7 220-450-016-5 220-450-017-3 220-450-018-1 220-450-019-9 220-450-020-7 220-450-021-5 220-450-022-3 220-450-023-1 220-450-024-9 220-450-025-6 220-450-026-4 220-450-027-2 220-450-028-0 220-450-029-8 220-450-030-6 220-450-031-4 220-450-032-2 220-450-033-0 220-450-034-8 220-450-035-5 220-450-036-3 220-450-037-1 220-450-038-9 220-450-039-7 220-450-040-5 220-450-041-3 220-450-042-1 220-450-043-9 220-450-044-7 220-450-045-4 220-450-046-2 220-450-047-0 220-450-048-8 220-450-049-6 220-450-050-4 220-450-051-2 220-460-028-8 220-460-029-6 220-460-030-4 220-460-031-2 220-460-032-0 220-460-033-8 220-460-034-6 220-460-035-3 220-460-036-1 220-460-037-9 220-460-038-7 220-460-039-5 220-460-040-3 220-460-041-1 220-460-042-9 220-460-043-7 220-460-044-5 220-460-045-2 220-460-046-0 220-460-047-8 220-460-048-6 220-460-049-4 220-460-050-2 220-460-051-0 220-460-052-8 220-460-053-6 220-460-054-4 220-460-055-1 220-460-056-9 220-460-057-7 220-460-058-5 220-460-059-3 220-460-060-1 220-460-061-9 220-460-062-7 220-460-063-5 220-460-064-3 220-460-065-0 220-460-066-8 220-721-001-0 220-721-002-8 220-722-001-9 220-722-002-7 220-722-003-5 220-722-004-3 220-722-005-0 220-722-006-8 220-722-007-6 220-722-008-4 220-722-009-2 220-722-010-0 220-722-011-8 220-722-012-6 220-722-013-4 220-722-014-2 220-722-015-9 220-722-016-7 220-722-017-5 220-722-018-3 220-722-019-1 220-722-020-9 220-722-021-7 220-722-022-5 220-722-023-3 220-722-024-1 220-723-001-8 220-723-002-6 220-723-003-4 220-723-004-2 220-723-005-9 220-723-006-7 220-723-007-5 220-723-008-3 220-723-009-1 220-723-010-9 220-723-011-7 220-723-012-5 220-723-013-3 220-723-014-1 220-724-003-3 220-724-004-1 220-724-005-8 220-724-006-6 220-724-007-4 220-725-001-6 220-725-002-4 220-725-003-2 220-725-004-0 $ 147.52 $ 147.52 $ 123.04 $ 123.04 $ 106.92 $ 106.92 $ 203.00 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 123.04 $ 147.52 $ 147.52 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 123.04 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 123.04 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 123.04 $ 123.04 $ 106.92 $ 106.92 $ 123.04 $ 97.02 $ 123.04 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 14 of 50 1010 1010 1010 1010 220-725-005-7 220-725-006-5 220-725-007-3 220-725-008-1 220-725-009-9 220-725-010-7 220-725-011-5 220-725-012-3 220-725-013-1 220-725-014-9 220-725-015-6 220-725-016-4 220-725-017-2 220-725-018-0 220-725-019-8 220-725-020-6 220-725-021-4 220-725-022-2 220-725-023-0 220-725-024-8 220-725-025-5 220-725-026-3 220-725-027-1 220-725-028-9 220-725-029-7 220-725-030-5 220-725-031-3 220-725-032-1 220-725-033-9 220-725-034-7 220-725-035-4 220-726-001-5 220-726-002-3 220-726-003-1 220-726-004-9 220-726-005-6 220-726-006-4 220-731-001-8 220-731-002-6 220-731-003-4 220-732-001-7 220-732-002-5 220-732-003-3 220-732-004-1 220-732-005-8 220-732-006-6 220-732-007-4 220-732-008-2 220-732-009-0 220-732-010-8 220-732-011-6 220-732-012-4 220-732-013-2 220-732-014-0 220-732-015-7 220-732-016-5 220-732-017-3 220-732-018-1 220-733-001-6 220-733-002-4 220-733-003-2 220-733-004-0 220-733-005-7 220-734-001-5 220-734-002-3 220-734-003-1 220-734-004-9 220-734-005-6 220-734-006-4 220-734-007-2 220-734-008-0 220-734-009-8 220-734-010-6 220-734-011-4 220-734-012-2 220-734-013-0 220-734-014-8 220-734-015-5 220-734-016-3 220-734-017-1 220-734-018-9 220-735-001-4 220-735-002-2 220-735-003-0 220-735-004-8 220-735-005-5 220-735-006-3 220-736-001-3 220-736-002-1 220-736-003-9 220-736-004-7 220-736-005-4 220-737-001-2 220-737-002-0 220-737-003-8 220-737-004-6 220-737-005-3 220-737-006-1 220-738-001-1 220-738-002-9 220-738-003-7 220-738-004-5 220-739-001-0 220-739-002-8 220-739-003-6 220-739-004-4 220-741-001-6 220-741-002-4 220-741-003-2 220-741-004-0 220-741-005-7 220-741-006-5 220-741-007-3 220-741-008-1 220-741-011-5 220-741-012-3 220-741-013-1 220-741-014-9 220-741-015-6 220-741-016-4 220-741-017-2 220-741-018-0 220-741-019-8 220-741-020-6 220-741-021-4 220-741-022-2 220-741-023-0 220-741-024-8 220-741-025-5 220-741-026-3 220-741-027-1 220-741-028-9 220-741-029-7 220-741-030-5 220-741-031-3 220-741-032-1 220-741-033-9 220-741-034-7 220-741-035-4 220-741-036-2 220-741-037-0 220-741-038-8 220-741-039-6 220-741-040-4 220-741-041-2 220-741-042-0 220-741-043-8 220-741-044-6 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 106.92 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 97.02 $ 123.04 $ 106.92 $ 123.04 $ 123.04 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 106.92 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 106.92 $ 97.02 $ 88.68 $ 88.68 $ 97.02 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 88.68 $ 92.08 $ 97.02 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 123.04 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 92.08 $ 97.02 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 88.68 $ 97.02 $ 97.02 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 106.92 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 106.92 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 15 of 50 1010 1010 1010 1010 220-741-045-3 220-741-046-1 220-741-047-9 220-741-054-5 220-741-056-0 220-741-057-8 220-741-058-6 220-741-059-4 220-741-060-2 220-741-061-0 220-741-062-8 220-741-063-6 220-742-001-5 220-742-002-3 220-742-003-1 220-742-004-9 220-742-005-6 220-742-006-4 220-742-007-2 220-742-008-0 220-742-009-8 220-742-010-6 220-742-011-4 220-742-012-2 220-742-013-0 220-742-014-8 220-742-015-5 220-742-016-3 220-742-017-1 220-742-018-9 220-742-019-7 220-750-001-4 220-750-002-2 220-750-003-0 220-750-004-8 220-750-005-5 220-750-006-3 220-750-007-1 220-750-008-9 220-750-009-7 220-750-010-5 220-750-011-3 220-750-012-1 220-750-013-9 220-750-014-7 220-750-015-4 220-750-016-2 220-750-017-0 220-750-018-8 220-750-019-6 220-750-020-4 220-750-021-2 220-750-022-0 220-750-023-8 220-750-024-6 220-750-025-3 220-750-026-1 220-750-027-9 220-750-028-7 220-750-029-5 220-750-030-3 220-750-031-1 220-750-032-9 220-750-033-7 220-750-034-5 220-750-035-2 220-750-036-0 220-750-037-8 220-750-038-6 220-750-039-4 220-750-040-2 220-750-041-0 220-750-042-8 220-750-043-6 220-750-044-4 220-750-045-1 220-750-046-9 220-750-047-7 220-750-048-5 220-750-049-3 220-750-050-1 220-750-051-9 220-750-052-7 220-760-001-2 220-760-002-0 220-760-003-8 220-760-004-6 220-760-005-3 220-760-006-1 220-760-007-9 220-760-008-7 220-760-009-5 220-760-010-3 220-760-011-1 220-760-012-9 220-760-013-7 220-760-014-5 220-760-015-2 220-760-016-0 220-760-017-8 220-760-018-6 220-760-019-4 220-760-020-2 220-760-021-0 220-760-022-8 220-760-023-6 220-760-024-4 220-760-025-1 220-760-026-9 220-760-027-7 220-760-028-5 220-760-029-3 220-760-030-1 220-760-031-9 220-760-032-7 220-770-001-0 220-770-002-8 220-770-003-6 220-770-004-4 220-770-005-1 220-770-006-9 220-770-007-7 220-770-008-5 220-770-009-3 220-770-010-1 220-770-011-9 220-770-012-7 220-770-013-5 220-770-014-3 220-770-015-0 220-770-016-8 220-770-017-6 220-770-018-4 220-770-019-2 220-770-020-0 220-770-021-8 220-770-022-6 220-770-023-4 220-780-001-8 220-780-002-6 220-780-003-4 220-780-004-2 220-780-005-9 220-780-006-7 220-780-007-5 220-780-008-3 220-780-009-1 220-780-010-9 $ 92.08 $ 92.08 $ 123.04 $ 92.08 $ 92.08 $ 106.92 $ 81.82 $ 123.04 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 92.08 $ 106.92 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 92.08 $ 88.68 $ 92.08 $ 97.02 $ 106.92 $ 97.02 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 106.92 $ 92.08 $ 97.02 $ 123.04 $ 106.92 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 88.68 $ 88.68 $ 92.08 $ 88.68 $ 97.02 $ 97.02 $ 123.04 $ 97.02 $ 106.92 $ 92.08 $ 92.08 $ 88.68 $ 106.92 $ 106.92 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 123.04 $ 147.52 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 92.08 $ 106.92 $ 123.04 $ 123.04 $ 123.04 $ 106.92 $ 123.04 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 16 of 50 1010 1010 1010 1010 220-780-011-7 220-780-012-5 220-780-013-3 220-780-014-1 220-780-015-8 220-780-016-6 220-780-017-4 220-780-018-2 220-780-019-0 220-780-020-8 220-780-021-6 220-790-001-6 220-790-002-4 220-790-003-2 220-790-004-0 220-790-005-7 220-790-006-5 220-790-007-3 220-790-008-1 220-790-009-9 220-790-010-7 220-790-011-5 220-790-012-3 220-790-013-1 220-790-014-9 220-790-015-6 220-790-016-4 220-790-017-2 220-790-018-0 220-790-019-8 220-790-020-6 220-790-021-4 220-790-022-2 220-790-023-0 220-790-024-8 220-790-025-5 220-790-026-3 220-790-027-1 220-790-028-9 220-790-029-7 220-790-030-5 220-790-031-3 220-790-032-1 220-790-033-9 220-790-034-7 220-790-035-4 220-790-036-2 220-790-037-0 220-790-038-8 220-790-039-6 220-790-040-4 220-790-041-2 220-790-042-0 220-790-043-8 220-790-044-6 220-790-045-3 220-790-046-1 220-790-047-9 220-790-048-7 220-790-049-5 220-790-050-3 220-790-051-1 220-790-052-9 220-790-053-7 220-790-054-5 220-790-055-2 220-790-056-0 220-790-057-8 220-790-058-6 220-790-059-4 220-790-060-2 220-790-061-0 220-790-062-8 220-800-001-4 220-800-002-2 220-800-003-0 220-800-004-8 220-800-005-5 220-800-006-3 220-800-007-1 220-800-008-9 220-800-009-7 220-800-010-5 220-800-011-3 220-800-012-1 220-800-013-9 220-800-014-7 220-800-015-4 220-800-016-2 220-800-017-0 220-800-018-8 220-800-019-6 220-800-020-4 220-800-021-2 220-800-022-0 220-800-023-8 220-800-024-6 220-800-025-3 220-800-026-1 220-800-027-9 220-800-028-7 220-800-029-5 220-800-030-3 220-800-031-1 220-800-032-9 220-800-033-7 220-800-034-5 220-800-035-2 220-800-036-0 220-800-037-8 220-810-001-2 220-810-002-0 220-810-003-8 220-810-004-6 220-810-005-3 220-810-006-1 220-810-007-9 220-810-008-7 220-810-009-5 220-810-010-3 220-810-011-1 220-810-012-9 220-810-013-7 220-810-014-5 220-810-015-2 220-810-016-0 220-810-017-8 220-810-018-6 220-810-019-4 220-810-020-2 220-810-021-0 220-810-022-8 220-810-023-6 220-820-001-0 220-820-002-8 220-820-003-6 220-820-004-4 220-820-005-1 220-820-006-9 220-820-007-7 220-820-008-5 220-820-009-3 220-820-010-1 220-820-011-9 220-820-012-7 220-820-013-5 220-820-014-3 220-820-015-0 $ 123.04 $ 123.04 $ 106.92 $ 147.52 $ 123.04 $ 147.52 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 147.52 $ 97.02 $ 106.92 $ 106.92 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 92.08 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 88.68 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 106.92 $ 123.04 $ 97.02 $ 97.02 $ 106.92 $ 97.02 $ 97.02 $ 106.92 $ 92.08 $ 92.08 $ 106.92 $ 97.02 $ 92.08 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 106.92 $ 106.92 $ 106.92 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 17 of 50 1010 1010 1010 1010A 1010A 220-820-016-8 220-820-017-6 220-820-018-4 220-820-019-2 220-820-020-0 220-820-021-8 220-820-022-6 220-820-023-4 220-820-024-2 220-820-025-9 220-820-026-7 220-820-027-5 220-820-028-3 220-820-029-1 220-820-030-9 220-820-031-7 220-820-032-5 220-820-033-3 220-820-034-1 220-820-035-8 220-820-036-6 220-820-037-4 220-820-038-2 220-820-039-0 220-820-042-4 220-820-043-2 220-820-044-0 220-820-045-7 220-820-046-5 220-820-047-3 220-820-048-1 220-820-049-9 220-820-050-7 220-820-051-5 220-820-052-3 220-820-053-1 220-820-054-9 220-820-055-6 220-820-056-4 220-820-057-2 220-820-058-0 220-820-059-8 220-820-060-6 220-820-061-4 220-820-062-2 220-820-063-0 220-820-069-7 220-820-070-5 220-830-001-8 220-830-002-6 220-830-003-4 220-830-004-2 220-830-005-9 220-830-006-7 220-830-007-5 220-830-008-3 220-830-009-1 220-830-010-9 220-830-011-7 220-830-012-5 220-830-013-3 220-830-014-1 220-830-015-8 220-830-016-6 220-830-017-4 220-830-018-2 220-830-019-0 220-830-020-8 220-830-021-6 220-830-022-4 220-830-023-2 220-830-024-0 220-830-025-7 220-830-026-5 220-830-027-3 220-830-028-1 220-830-029-9 220-830-030-7 220-830-031-5 220-830-032-3 220-830-033-1 220-830-034-9 220-830-035-6 220-830-036-4 220-840-001-6 220-840-002-4 220-840-003-2 220-840-004-0 220-840-005-7 220-840-006-5 220-840-007-3 220-840-008-1 220-840-009-9 220-840-010-7 220-840-011-5 220-840-012-3 220-341-001-0 220-341-002-8 220-341-003-6 220-341-004-4 220-341-005-1 220-341-006-9 220-341-007-7 220-341-008-5 220-341-009-3 220-341-010-1 220-341-011-9 220-341-012-7 220-341-013-5 220-341-014-3 220-341-015-0 220-341-016-8 220-341-017-6 220-342-001-9 220-342-002-7 220-342-003-5 220-342-004-3 220-342-005-0 220-342-006-8 220-342-007-6 220-342-008-4 220-342-009-2 220-343-001-8 220-343-002-6 220-343-003-4 220-343-004-2 220-343-005-9 220-343-006-7 220-343-007-5 220-343-008-3 220-343-009-1 220-343-010-9 220-343-011-7 220-343-012-5 220-343-013-3 220-343-014-1 220-343-015-8 220-343-016-6 220-343-017-4 220-343-018-2 220-343-019-0 220-343-020-8 220-343-021-6 220-343-022-4 220-343-023-2 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 88.68 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 97.02 $ 92.08 $ 88.68 $ 88.68 $ 88.68 $ 88.68 $ 123.04 $ 106.92 $ 106.92 $ 106.92 $ 106.92 $ 97.02 $ 97.02 $ 92.08 $ 106.92 $ 147.52 $ 97.02 $ 92.08 $ 97.02 $ 92.08 $ 106.92 $ 106.92 $ 106.92 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 97.02 $ 88.68 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 92.08 $ 97.02 $ 92.08 $ 147.52 $ 123.04 $ 106.92 $ 123.04 $ 123.04 $ 123.04 $ 123.04 $ 123.04 $ 123.04 $ 123.04 $ 147.52 $ 123.04 $ 556.44 $ 508.52 $ 508.52 $ 613.08 $ 613.08 $ 613.08 $ 556.44 $ 528.14 $ 556.44 $ 705.64 $ 613.08 $ 613.08 $ 613.08 $ 556.44 $ 528.14 $ 556.44 $ 556.44 $ 556.44 $ 528.14 $ 613.08 $ 556.44 $ 528.14 $ 556.44 $ 528.14 $ 556.44 $ 613.08 $ 528.14 $ 508.52 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 508.52 $ 508.52 $ 508.52 $ 508.52 $ 508.52 $ 508.52 $ 556.44 $ 556.44 $ 613.08 DA DA DA DA DA $211,041.00 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 18 of 50 1010A 1010A 1010A 1010A 220-343-024-0 220-343-025-7 220-343-026-5 220-343-027-3 220-343-028-1 220-343-029-9 220-343-030-7 220-343-031-5 220-343-032-3 220-343-033-1 220-343-034-9 220-343-035-6 220-343-036-4 220-343-037-2 220-343-038-0 220-343-039-8 220-343-040-6 220-343-041-4 220-343-042-2 220-343-043-0 220-343-044-8 220-343-045-5 220-343-046-3 220-343-047-1 220-343-048-9 220-343-049-7 220-343-050-5 220-343-051-3 220-371-001-3 220-371-002-1 220-371-003-9 220-371-004-7 220-371-005-4 220-371-006-2 220-371-007-0 220-371-008-8 220-371-009-6 220-371-010-4 220-371-011-2 220-371-012-0 220-371-013-8 220-371-014-6 220-371-015-3 220-371-016-1 220-371-017-9 220-371-018-7 220-371-019-5 220-371-020-3 220-371-021-1 220-371-022-9 220-371-023-7 220-371-024-5 220-371-025-2 220-371-026-0 220-371-027-8 220-371-028-6 220-371-029-4 220-371-030-2 220-371-031-0 220-371-032-8 220-371-033-6 220-371-034-4 220-371-035-1 220-371-036-9 220-371-037-7 220-371-038-5 220-371-039-3 220-371-040-1 220-371-041-9 220-371-042-7 220-371-043-5 220-371-044-3 220-371-045-0 220-371-046-8 220-371-047-6 220-371-048-4 220-371-049-2 220-371-050-0 220-371-051-8 220-371-052-6 220-371-053-4 220-371-054-2 220-371-055-9 220-371-056-7 220-371-057-5 220-371-058-3 220-371-059-1 220-371-060-9 220-371-061-7 220-372-001-2 220-372-002-0 220-372-003-8 220-372-004-6 220-372-005-3 220-372-006-1 220-372-007-9 220-372-008-7 220-372-009-5 220-372-010-3 220-372-011-1 220-372-012-9 220-372-013-7 220-372-014-5 220-372-015-2 220-372-017-8 220-381-002-9 220-381-003-7 220-381-004-5 220-381-005-2 220-381-006-0 220-381-007-8 220-381-008-6 220-381-009-4 220-381-010-2 220-381-011-0 220-381-012-8 220-381-013-6 220-381-014-4 220-381-015-1 220-381-016-9 220-381-017-7 220-381-018-5 220-381-019-3 220-381-021-9 220-382-001-0 220-382-002-8 220-382-003-6 220-383-001-9 220-383-002-7 220-383-003-5 220-383-004-3 220-383-005-0 220-383-006-8 220-383-007-6 220-383-008-4 220-383-009-2 220-383-010-0 220-383-011-8 220-383-012-6 220-383-013-4 220-383-014-2 220-383-015-9 220-383-016-7 220-383-017-5 220-383-018-3 220-383-019-1 220-383-020-9 220-383-021-7 $ 556.44 $ 556.44 $ 613.08 $ 613.08 $ 556.44 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 613.08 $ 613.08 $ 556.44 $ 508.52 $ 528.14 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 528.14 $ 528.14 $ 556.44 $ 613.08 $ 508.52 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 705.64 $ 705.64 $ 556.44 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 528.14 $ 508.52 $ 508.52 $ 528.14 $ 556.44 $ 556.44 $ 556.44 $ 705.64 $ 613.08 $ 705.64 $ 613.08 $ 613.08 $ 556.44 $ 508.52 $ 508.52 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 528.14 $ 528.14 $ 508.52 $ 556.44 $ 705.64 $ 613.08 $ 846.10 $ 613.08 $ 556.44 $ 556.44 $ 528.14 $ 508.52 $ 613.08 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 556.44 $ 528.14 $ 613.08 $ 613.08 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 613.08 $ 556.44 $ 613.08 $ 528.14 $ 556.44 $ 528.14 $ 528.14 $ 528.14 $ 528.14 $ 508.52 $ 508.52 $ 508.52 $ 508.52 $ 528.14 $ 556.44 $ 508.52 $ 528.14 $ 528.14 $ 508.52 $ 508.52 $ 508.52 $ 508.52 $ 528.14 $ 528.14 $ 556.44 $ 613.08 $ 556.44 $ 528.14 $ 528.14 $ 556.44 $ 705.64 $ 705.64 $ 613.08 $ 613.08 $ 528.14 $ 556.44 $ 528.14 $ 528.14 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 19 of 50 1010A 520 520 520 520 220-383-022-5 220-383-023-3 220-383-024-1 220-383-025-8 033-271-001-1 033-271-002-9 033-271-003-7 033-271-004-5 033-271-005-2 033-271-006-0 033-271-007-8 033-271-008-6 033-271-009-4 033-271-010-2 033-271-011-0 033-271-012-8 033-271-013-6 033-271-014-4 033-271-015-1 033-271-016-9 033-271-017-7 033-271-018-5 033-271-019-3 033-271-020-1 033-271-021-9 033-271-022-7 033-271-023-5 033-271-024-3 033-271-025-0 033-271-026-8 033-271-027-6 033-271-028-4 033-271-029-2 033-271-030-0 033-271-031-8 033-271-032-6 033-271-033-4 033-271-034-2 033-271-035-9 033-271-036-7 033-271-037-5 033-271-038-3 033-271-039-1 033-271-040-9 033-271-041-7 033-271-042-5 033-271-043-3 033-271-044-1 033-271-045-8 033-271-046-6 033-271-047-4 033-271-048-2 033-271-049-0 033-271-050-8 033-271-051-6 033-271-052-4 033-271-053-2 033-271-054-0 033-271-055-7 033-271-056-5 033-271-057-3 033-271-058-1 033-271-059-9 033-271-060-7 033-271-061-5 033-271-062-3 033-271-063-1 033-271-064-9 033-271-065-6 033-271-066-4 033-271-067-2 033-271-068-0 033-271-074-8 033-271-075-5 033-271-076-3 033-271-077-1 033-271-078-9 033-271-079-7 033-271-080-5 033-271-081-3 033-271-082-1 033-271-083-9 033-271-084-7 033-271-085-4 033-271-086-2 033-271-087-0 033-271-088-8 033-271-089-6 033-271-090-4 033-271-091-2 033-271-092-0 033-271-093-8 033-271-094-6 033-271-095-3 033-271-096-1 033-280-001-0 033-280-002-8 033-280-003-6 033-280-004-4 033-280-005-1 033-280-006-9 033-280-007-7 033-280-008-5 033-280-009-3 033-280-010-1 033-280-011-9 033-280-012-7 033-280-013-5 033-280-014-3 033-280-015-0 033-280-016-8 033-280-017-6 033-280-018-4 033-280-019-2 033-280-020-0 033-280-021-8 033-280-022-6 033-280-023-4 033-280-024-2 033-280-025-9 033-280-026-7 033-280-027-5 033-280-028-3 033-280-029-1 033-280-030-9 033-280-031-7 033-280-032-5 033-280-033-3 033-280-034-1 033-280-035-8 033-280-036-6 033-280-037-4 033-280-038-2 033-280-039-0 033-280-040-8 033-280-041-6 033-280-042-4 033-280-043-2 033-280-044-0 033-280-045-7 033-280-046-5 033-280-047-3 033-280-048-1 033-280-049-9 033-280-050-7 $ 528.14 $ 528.14 $ 528.14 $ 556.44 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 31.46 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 34.12 $ 32.80 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 32.80 $ 31.46 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 30.10 $ 30.10 $ 31.46 $ 31.46 $ 32.80 $ 31.46 $ 32.80 $ 34.12 $ 32.80 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 32.80 $ 31.46 $ 34.12 $ 31.46 $ 31.46 $ 32.80 $ 40.18 $ 40.18 $ 32.80 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 DA DA DA DA DA $111,318.76 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 20 of 50 520 520 520 520 033-280-051-5 033-280-052-3 033-280-053-1 033-280-054-9 033-280-055-6 033-280-056-4 033-280-057-2 033-280-058-0 033-280-059-8 033-280-060-6 033-280-061-4 033-280-062-2 033-280-063-0 033-280-064-8 033-280-065-5 033-280-066-3 033-280-067-1 033-280-068-9 033-280-069-7 033-280-070-5 033-280-071-3 033-280-072-1 033-280-073-9 033-280-074-7 033-280-075-4 033-280-076-2 033-280-077-0 033-280-078-8 033-280-079-6 033-280-080-4 033-280-081-2 033-280-082-0 033-280-083-8 033-280-084-6 033-280-085-3 033-280-086-1 033-280-087-9 033-280-088-7 033-280-089-5 033-280-090-3 033-280-091-1 033-280-092-9 033-280-093-7 033-280-094-5 033-280-095-2 033-280-096-0 033-280-097-8 033-280-098-6 033-280-099-4 033-280-106-7 033-290-001-8 033-290-002-6 033-290-003-4 033-290-004-2 033-290-005-9 033-290-006-7 033-290-007-5 033-290-008-3 033-290-009-1 033-290-010-9 033-290-011-7 033-290-012-5 033-290-013-3 033-290-014-1 033-290-015-8 033-290-016-6 033-290-017-4 033-290-018-2 033-290-019-0 033-290-020-8 033-290-021-6 033-290-022-4 033-290-023-2 033-290-024-0 033-290-025-7 033-290-026-5 033-290-027-3 033-290-028-1 033-290-029-9 033-290-030-7 033-290-031-5 033-290-032-3 033-290-033-1 033-290-034-9 033-290-035-6 033-290-036-4 033-290-037-2 033-290-038-0 033-290-039-8 033-360-001-3 033-360-002-1 033-360-003-9 033-360-004-7 033-360-005-4 033-360-006-2 033-360-007-0 033-360-008-8 033-360-009-6 033-360-010-4 033-360-011-2 033-360-012-0 033-360-013-8 033-360-014-6 033-360-015-3 033-360-016-1 033-360-017-9 033-360-018-7 033-360-019-5 033-360-020-3 033-360-021-1 033-360-022-9 033-360-023-7 033-360-024-5 033-360-025-2 033-360-026-0 033-360-027-8 033-360-029-4 033-360-030-2 033-360-031-0 033-360-032-8 033-360-033-6 033-360-034-4 033-360-035-1 033-360-036-9 033-360-037-7 033-360-038-5 033-360-039-3 033-360-040-1 033-360-041-9 033-360-042-7 033-360-043-5 033-360-044-3 033-360-045-0 033-360-046-8 033-360-047-6 033-360-048-4 033-360-049-2 033-360-050-0 033-380-001-9 033-380-002-7 033-380-003-5 033-380-004-3 033-380-005-0 033-380-006-8 033-380-007-6 033-380-008-4 033-380-009-2 033-380-010-0 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 32.80 $ 32.80 $ 31.46 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 32.80 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 31.46 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 30.10 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 30.10 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 30.10 $ 36.16 $ 30.10 $ 30.10 $ 30.10 $ 36.16 $ 30.10 $ 36.16 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 21 of 50 520 520 520 520 033-380-011-8 033-380-012-6 033-380-013-4 033-380-014-2 033-380-015-9 033-380-016-7 033-380-017-5 033-380-018-3 033-380-019-1 033-380-020-9 033-380-021-7 033-380-022-5 033-380-023-3 033-380-024-1 033-380-025-8 033-380-026-6 033-380-027-4 033-380-028-2 033-380-029-0 033-380-030-8 033-380-031-6 033-380-032-4 033-380-033-2 033-380-034-0 033-380-035-7 033-380-036-5 033-380-037-3 033-380-038-1 033-380-039-9 033-380-040-7 033-380-041-5 033-380-042-3 033-380-043-1 033-380-044-9 033-380-045-6 033-380-046-4 033-390-001-7 033-390-002-5 033-390-003-3 033-390-004-1 033-390-005-8 033-390-006-6 033-390-007-4 033-390-008-2 033-390-009-0 033-390-010-8 033-390-011-6 033-390-012-4 033-390-013-2 033-390-014-0 033-390-015-7 033-390-016-5 033-390-017-3 033-390-018-1 033-390-019-9 033-390-020-7 033-390-021-5 033-390-022-3 033-390-023-1 033-390-024-9 033-390-025-6 033-390-026-4 033-390-027-2 033-390-028-0 033-390-029-8 033-390-030-6 033-390-031-4 033-390-032-2 033-390-033-0 033-390-034-8 033-390-035-5 033-390-036-3 033-390-037-1 033-390-038-9 033-390-039-7 033-390-040-5 033-390-041-3 033-390-042-1 033-390-043-9 033-390-044-7 033-390-045-4 033-390-046-2 033-390-047-0 033-390-048-8 033-390-049-6 033-390-050-4 033-390-051-2 033-390-052-0 033-410-001-3 033-410-002-1 033-410-003-9 033-410-004-7 033-410-005-4 033-410-006-2 033-410-007-0 033-410-008-8 033-410-009-6 033-410-010-4 033-410-011-2 033-410-012-0 033-410-013-8 033-410-014-6 033-410-015-3 033-410-016-1 033-410-017-9 033-410-018-7 033-410-019-5 033-410-020-3 033-410-021-1 033-410-022-9 033-410-024-5 033-410-025-2 033-410-026-0 033-410-027-8 033-410-028-6 033-410-029-4 033-410-030-2 033-410-031-0 033-410-032-8 033-410-033-6 033-410-034-4 033-410-035-1 033-410-036-9 033-410-037-7 033-410-038-5 033-410-039-3 033-410-040-1 033-410-042-7 033-410-043-5 033-410-044-3 033-410-045-0 033-410-046-8 033-410-047-6 033-410-048-4 033-410-049-2 033-410-050-0 033-410-051-8 033-410-052-6 033-410-054-2 033-410-055-9 033-410-056-7 033-410-057-5 033-410-058-3 033-410-059-1 033-410-060-9 033-410-061-7 033-410-062-5 033-410-063-3 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 32.80 $ 30.10 $ 30.10 $ 32.80 $ 32.80 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 32.80 $ 34.12 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 30.10 $ 31.46 $ 30.10 $ 30.10 $ 30.10 $ 36.16 $ 31.46 $ 30.10 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 22 of 50 520 520 520 67A 67A 033-410-064-1 033-420-001-1 033-420-002-9 033-420-003-7 033-420-004-5 033-420-005-2 033-420-006-0 033-420-007-8 033-420-008-6 033-420-009-4 033-420-010-2 033-420-011-0 033-420-012-8 033-420-013-6 033-420-014-4 033-420-015-1 033-420-016-9 033-420-017-7 033-420-018-5 033-420-019-3 033-420-020-1 033-420-021-9 033-420-022-7 033-420-023-5 033-420-024-3 033-420-025-0 033-420-026-8 033-420-027-6 033-420-028-4 033-420-029-2 033-420-030-0 033-420-031-8 033-420-032-6 033-420-033-4 033-420-034-2 033-420-035-9 033-420-036-7 033-420-037-5 033-420-038-3 033-420-039-1 033-420-040-9 033-420-041-7 033-420-042-5 033-420-043-3 033-420-044-1 033-420-045-8 033-420-046-6 033-420-048-2 033-420-049-0 033-420-050-8 033-420-051-6 033-420-052-4 033-420-053-2 033-420-054-0 033-420-055-7 033-420-056-5 033-420-057-3 033-420-058-1 033-420-059-9 033-420-060-7 033-420-062-3 033-420-063-1 033-420-064-9 033-420-065-6 033-420-066-4 033-420-067-2 033-420-068-0 033-420-069-8 033-420-070-6 033-420-071-4 033-420-072-2 033-420-073-0 033-420-074-8 033-420-075-5 033-420-076-3 033-420-077-1 033-420-078-9 033-420-079-7 033-420-080-5 033-420-081-3 033-420-082-1 033-420-083-9 033-420-084-7 033-420-085-4 033-420-086-2 033-420-087-0 033-420-088-8 033-420-089-6 033-420-090-4 033-420-091-2 033-420-092-0 033-420-093-8 033-420-094-6 033-420-096-1 184-351-020-5 184-351-021-3 184-351-022-1 186-300-001-2 186-300-002-0 186-300-003-8 186-300-004-6 186-300-005-3 186-300-006-1 186-300-007-9 186-300-008-7 186-300-009-5 186-300-010-3 186-300-011-1 186-300-012-9 186-300-013-7 186-300-014-5 186-300-015-2 186-300-016-0 186-300-017-8 186-300-018-6 186-300-019-4 186-300-020-2 186-300-021-0 186-300-022-8 186-300-023-6 186-300-024-4 186-300-025-1 186-300-026-9 186-310-001-0 186-310-002-8 186-310-003-6 186-310-004-4 186-310-005-1 186-310-006-9 186-310-007-7 186-310-008-5 186-310-009-3 186-310-010-1 186-310-011-9 186-320-001-8 186-320-002-6 186-320-003-4 186-320-004-2 186-320-005-9 186-320-006-7 186-320-007-5 186-320-008-3 186-320-009-1 186-320-010-9 186-320-011-7 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 30.10 $ 32.80 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 31.46 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 36.16 $ 32.80 $ 3.12 $ 3.46 $ 3.12 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 DA DA DA DA DA $17,560.68 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 23 of 50 67A 67A 67A 67A 186-320-012-5 186-320-013-3 186-320-014-1 186-320-015-8 186-320-016-6 186-320-017-4 186-320-018-2 186-320-019-0 186-320-020-8 186-320-021-6 186-320-022-4 186-320-023-2 186-320-024-0 186-320-025-7 186-320-026-5 186-320-027-3 186-320-028-1 186-320-029-9 186-320-030-7 186-320-031-5 186-320-032-3 186-320-033-1 186-320-034-9 186-320-035-6 186-320-036-4 186-320-037-2 186-320-038-0 186-320-039-8 186-320-040-6 186-320-041-4 186-320-042-2 186-320-043-0 186-320-044-8 186-320-045-5 186-320-046-3 186-320-047-1 186-320-048-9 186-320-049-7 186-320-050-5 186-320-051-3 186-320-052-1 186-320-053-9 186-320-054-7 186-320-055-4 186-320-056-2 186-320-057-0 186-320-058-8 186-320-059-6 186-320-060-4 186-320-061-2 186-320-062-0 186-320-063-8 186-320-064-6 186-320-065-3 186-320-066-1 186-320-067-9 186-320-068-7 186-320-069-5 186-320-070-3 186-320-071-1 186-320-072-9 186-320-073-7 186-320-074-5 186-320-075-2 186-320-076-0 186-320-077-8 186-320-078-6 186-320-079-4 186-320-081-0 186-320-082-8 186-320-083-6 186-320-084-4 186-320-085-1 186-320-086-9 186-320-087-7 186-320-088-5 186-320-089-3 186-320-090-1 186-320-091-9 186-320-092-7 186-320-093-5 186-320-094-3 186-320-095-0 186-320-096-8 186-320-097-6 186-320-098-4 186-320-099-2 186-320-100-8 186-320-101-6 186-320-102-4 186-320-103-2 186-320-104-0 186-320-105-7 186-320-106-5 186-320-107-3 186-320-108-1 186-320-109-9 186-320-110-7 186-320-111-5 186-320-112-3 186-320-113-1 186-320-114-9 186-320-115-6 186-320-116-4 186-320-117-2 186-320-118-0 186-320-119-8 186-320-121-4 186-320-122-2 186-320-123-0 186-320-124-8 186-320-125-5 186-320-126-3 186-320-127-1 186-320-128-9 186-320-129-7 186-320-130-5 186-320-131-3 186-320-132-1 186-320-133-9 186-320-134-7 186-320-135-4 186-320-136-2 186-320-137-0 186-320-138-8 186-320-139-6 186-320-140-4 186-320-141-2 186-320-142-0 186-320-143-8 186-320-144-6 186-320-145-3 186-320-146-1 186-320-147-9 186-320-148-7 186-320-149-5 186-320-150-3 186-320-152-9 186-320-153-7 186-340-001-4 186-340-002-2 186-340-003-0 186-340-004-8 186-340-005-5 186-340-006-3 186-340-007-1 186-340-008-9 186-340-009-7 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 24 of 50 67A 67A 67A 67A 186-350-001-1 186-350-002-9 186-350-003-7 186-350-004-5 186-350-005-2 186-350-006-0 186-350-007-8 186-350-008-6 186-350-009-4 186-350-010-2 186-350-011-0 186-350-012-8 186-350-013-6 186-350-014-4 186-350-015-1 186-350-016-9 186-350-017-7 186-350-018-5 186-350-019-3 186-350-020-1 186-350-021-9 186-350-022-7 186-350-023-5 186-350-025-0 186-350-027-6 186-350-028-4 186-350-029-2 186-350-030-0 186-350-031-8 186-350-032-6 186-350-033-4 186-350-034-2 186-350-035-9 186-350-036-7 186-350-037-5 186-350-038-3 186-350-039-1 186-350-040-9 186-350-041-7 186-350-042-5 186-350-043-3 186-350-044-1 186-350-045-8 186-350-046-6 186-350-047-4 186-350-048-2 186-350-049-0 186-350-050-8 186-350-051-6 186-350-052-4 186-350-053-2 186-350-054-0 186-350-055-7 186-350-056-5 186-350-057-3 186-350-058-1 186-350-059-9 186-350-060-7 186-350-061-5 186-350-062-3 186-350-063-1 186-350-064-9 186-350-065-6 186-350-066-4 186-350-067-2 186-350-068-0 186-350-069-8 186-350-070-6 186-350-071-4 186-350-072-2 186-350-073-0 186-350-074-8 186-350-075-5 186-350-076-3 186-350-077-1 186-350-078-9 186-350-079-7 186-350-080-5 186-350-081-3 186-350-082-1 186-350-083-9 186-350-084-7 186-350-085-4 186-350-086-2 186-350-087-0 186-350-088-8 186-350-089-6 186-350-090-4 186-350-091-2 186-350-092-0 186-350-093-8 186-350-094-6 186-350-095-3 186-350-096-1 186-350-097-9 186-350-098-7 186-350-099-5 186-350-100-1 186-350-101-9 186-350-102-7 186-350-103-5 186-350-104-3 186-350-105-0 186-350-106-8 186-350-107-6 186-350-108-4 186-350-109-2 186-350-110-0 186-350-111-8 186-350-112-6 186-350-113-4 186-350-114-2 186-350-115-9 186-350-116-7 186-350-117-5 186-350-118-3 186-350-119-1 186-350-120-9 186-350-121-7 186-350-122-5 186-350-123-3 186-350-124-1 186-350-125-8 186-350-126-6 186-350-127-4 186-350-128-2 186-350-129-0 186-350-130-8 186-350-131-6 186-350-132-4 186-350-133-2 186-350-134-0 186-350-135-7 186-350-136-5 186-350-137-3 186-350-138-1 186-350-139-9 186-350-140-7 186-350-141-5 186-350-142-3 186-350-143-1 186-350-144-9 186-350-145-6 186-350-146-4 186-350-147-2 186-350-148-0 186-350-149-8 186-350-150-6 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 25 of 50 67A 67A 67A 67A 186-350-154-8 186-360-001-9 186-360-002-7 186-360-003-5 186-360-004-3 186-360-005-0 186-360-006-8 186-360-007-6 186-360-008-4 186-360-009-2 186-360-010-0 186-360-011-8 186-360-012-6 186-360-013-4 186-360-014-2 186-360-015-9 186-360-016-7 186-360-017-5 186-360-018-3 186-360-019-1 186-360-020-9 186-360-021-7 186-360-022-5 186-360-023-3 186-360-024-1 186-360-025-8 186-370-001-7 186-370-002-5 186-370-003-3 186-370-004-1 186-370-005-8 186-370-006-6 186-370-007-4 186-370-008-2 186-370-009-0 186-370-010-8 186-370-011-6 186-370-012-4 186-370-013-2 186-370-014-0 186-370-015-7 186-370-016-5 186-370-017-3 186-370-018-1 186-370-019-9 186-390-001-3 186-390-002-1 186-390-003-9 186-390-004-7 186-390-005-4 186-390-006-2 186-390-007-0 186-390-008-8 186-400-001-1 186-400-002-9 186-400-003-7 186-400-004-5 186-400-005-2 186-400-006-0 186-400-007-8 186-400-008-6 186-400-009-4 186-400-010-2 186-400-011-0 186-400-012-8 186-400-013-6 186-400-014-4 186-410-027-4 186-410-028-2 186-410-030-8 186-410-031-6 186-410-033-2 186-410-034-0 186-410-035-7 186-410-036-5 186-410-038-1 186-410-039-9 186-410-040-7 186-410-041-5 186-410-043-1 186-410-044-9 186-410-045-6 186-410-046-4 186-410-048-0 186-410-049-8 186-410-050-6 186-410-051-4 186-410-052-2 186-410-054-8 186-410-055-5 186-410-056-3 186-410-057-1 186-410-059-7 186-410-060-5 186-410-061-3 186-410-062-1 186-410-064-7 186-410-065-4 186-410-066-2 186-410-068-8 186-410-069-6 186-410-070-4 186-410-072-0 186-410-073-8 186-410-074-6 186-410-076-1 186-410-077-9 186-410-078-7 186-410-080-3 186-410-081-1 186-410-082-9 186-410-084-5 186-410-085-2 186-410-086-0 186-410-088-6 186-410-089-4 186-410-091-0 186-410-092-8 186-410-093-6 186-410-094-4 188-050-015-0 188-050-016-8 188-120-032-1 188-120-033-9 188-120-034-7 188-120-035-4 188-120-036-2 188-170-034-6 188-170-035-3 188-170-036-1 188-170-037-9 190-290-001-6 190-290-002-4 190-290-003-2 190-290-004-0 190-290-005-7 190-290-006-5 190-290-007-3 190-290-008-1 190-290-009-9 190-290-010-7 190-290-011-5 190-290-012-3 190-290-013-1 190-290-014-9 190-290-015-6 190-290-016-4 190-290-017-2 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 5.00 $ 6.22 $ 4.04 $ 5.00 $ 4.04 $ 5.00 $ 4.04 $ 5.00 $ 7.44 $ 5.00 $ 6.22 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 26 of 50 67A 67A 67A 67A 190-290-018-0 190-290-019-8 190-290-020-6 190-290-021-4 190-290-022-2 190-290-023-0 190-290-024-8 190-300-001-4 190-300-002-2 190-300-003-0 190-300-004-8 190-300-005-5 190-300-006-3 190-300-007-1 190-300-008-9 190-300-009-7 190-300-010-5 190-300-011-3 190-300-012-1 190-300-013-9 190-300-014-7 190-300-015-4 190-300-016-2 190-300-017-0 190-300-018-8 190-310-001-2 190-310-002-0 190-310-003-8 190-310-004-6 190-310-005-3 190-310-006-1 190-310-007-9 190-310-008-7 190-310-009-5 190-310-010-3 190-310-011-1 190-310-012-9 190-310-013-7 190-310-014-5 190-310-015-2 190-310-016-0 190-310-017-8 190-310-018-6 190-310-019-4 190-310-020-2 190-310-021-0 190-310-022-8 190-310-023-6 190-310-024-4 190-310-025-1 190-310-026-9 190-310-027-7 190-310-028-5 190-310-029-3 190-310-030-1 190-320-001-0 190-320-002-8 190-320-003-6 190-320-004-4 190-320-005-1 190-320-006-9 190-320-007-7 190-320-008-5 190-320-009-3 190-320-010-1 190-320-011-9 190-320-012-7 190-320-013-5 190-320-014-3 190-320-015-0 190-320-016-8 190-320-017-6 190-320-018-4 190-320-019-2 190-320-020-0 190-320-021-8 190-320-022-6 190-320-023-4 190-320-024-2 190-320-025-9 190-320-026-7 190-320-027-5 190-320-028-3 190-320-029-1 190-320-030-9 190-320-031-7 190-320-032-5 190-320-033-3 190-320-034-1 190-330-001-8 190-330-002-6 190-330-003-4 190-330-004-2 190-330-005-9 190-330-006-7 190-330-007-5 190-330-008-3 190-330-009-1 190-330-010-9 190-330-011-7 190-330-012-5 190-330-013-3 190-330-014-1 190-330-015-8 190-330-016-6 190-330-017-4 190-330-018-2 190-330-019-0 190-330-020-8 190-330-021-6 190-330-022-4 190-330-023-2 190-330-024-0 190-330-025-7 190-330-026-5 190-330-027-3 190-330-028-1 190-330-029-9 190-330-030-7 190-330-031-5 190-330-032-3 190-330-033-1 190-330-034-9 190-340-001-6 190-340-002-4 190-340-003-2 190-340-004-0 190-340-005-7 190-340-006-5 190-340-007-3 190-340-008-1 190-340-009-9 190-340-010-7 190-340-011-5 190-340-012-3 190-340-013-1 190-340-014-9 190-340-015-6 190-340-016-4 190-340-017-2 190-340-018-0 190-340-019-8 190-340-020-6 190-340-021-4 190-340-022-2 190-340-023-0 190-340-024-8 190-340-025-5 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.48 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 27 of 50 67A 67A 67A 67A 190-340-026-3 190-340-027-1 190-340-028-9 190-340-029-7 190-340-030-5 190-340-031-3 190-340-032-1 190-340-033-9 190-340-034-7 190-340-035-4 190-340-036-2 190-340-037-0 190-340-038-8 190-340-039-6 190-340-040-4 190-340-041-2 190-340-042-0 190-350-001-3 190-350-002-1 190-350-003-9 190-350-004-7 190-350-005-4 190-350-006-2 190-350-007-0 190-350-008-8 190-350-009-6 190-350-010-4 190-350-011-2 190-350-012-0 190-350-013-8 190-350-014-6 190-350-015-3 190-350-016-1 190-350-017-9 190-350-018-7 190-350-019-5 190-350-020-3 190-350-021-1 190-350-022-9 190-350-023-7 190-350-024-5 190-350-025-2 190-350-026-0 190-350-027-8 190-350-028-6 190-350-029-4 190-350-030-2 190-350-031-0 190-350-032-8 190-350-033-6 190-350-034-4 190-350-035-1 190-350-036-9 190-350-037-7 190-350-038-5 190-350-039-3 190-350-040-1 190-350-041-9 190-350-042-7 190-350-043-5 190-350-044-3 190-350-045-0 190-350-046-8 190-350-047-6 190-350-048-4 190-350-049-2 190-350-050-0 190-350-051-8 190-350-052-6 190-350-053-4 190-350-054-2 190-350-055-9 190-350-056-7 190-350-057-5 190-350-058-3 190-350-059-1 190-350-060-9 190-350-061-7 190-350-062-5 190-350-063-3 190-350-064-1 190-350-065-8 190-350-066-6 190-360-001-1 190-360-002-9 190-360-003-7 190-360-004-5 190-360-005-2 190-360-006-0 190-360-007-8 190-360-008-6 190-360-009-4 190-360-010-2 190-360-011-0 190-360-012-8 190-360-013-6 190-360-014-4 190-360-015-1 190-360-016-9 190-360-017-7 190-360-018-5 190-360-019-3 190-360-020-1 190-360-021-9 190-360-022-7 190-360-023-5 190-360-024-3 190-360-025-0 190-360-026-8 190-360-027-6 190-360-028-4 190-360-029-2 190-360-030-0 190-360-031-8 190-360-032-6 190-360-033-4 190-360-034-2 190-360-035-9 190-360-036-7 190-360-037-5 190-360-038-3 190-360-039-1 190-360-040-9 190-360-041-7 190-360-042-5 190-360-043-3 190-360-044-1 190-360-045-8 190-360-046-6 190-360-047-4 190-360-048-2 190-360-049-0 190-360-050-8 190-360-051-6 190-360-052-4 190-360-053-2 190-360-054-0 190-370-001-9 190-370-002-7 190-370-003-5 190-370-004-3 190-370-005-0 190-370-006-8 190-370-007-6 190-370-008-4 190-370-009-2 190-370-010-0 190-370-011-8 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.18 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.70 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 28 of 50 67A 67A 67A 67A 190-370-012-6 190-370-013-4 190-370-014-2 190-370-015-9 190-370-016-7 190-370-017-5 190-370-018-3 190-370-019-1 190-370-020-9 190-370-021-7 190-370-022-5 190-370-023-3 190-370-024-1 190-370-025-8 190-370-026-6 190-370-027-4 190-370-028-2 190-370-029-0 190-370-030-8 190-370-031-6 190-370-032-4 190-370-033-2 190-370-034-0 190-370-035-7 190-370-036-5 190-370-037-3 190-370-038-1 190-370-039-9 190-370-040-7 190-370-041-5 190-370-042-3 190-370-043-1 190-370-044-9 190-370-045-6 190-370-046-4 190-370-047-2 190-370-048-0 190-370-049-8 190-370-050-6 190-370-051-4 190-370-052-2 190-370-053-0 190-370-054-8 190-400-001-3 190-400-002-1 190-400-003-9 190-400-004-7 190-400-005-4 190-400-006-2 190-400-007-0 190-400-008-8 190-400-009-6 190-400-010-4 190-400-011-2 190-400-012-0 190-400-013-8 190-400-014-6 190-400-015-3 190-400-016-1 190-400-017-9 190-400-018-7 190-400-019-5 190-400-020-3 190-400-021-1 190-400-022-9 190-400-023-7 190-400-024-5 190-410-001-1 190-410-002-9 190-410-003-7 190-410-004-5 190-410-005-2 190-410-006-0 190-410-007-8 190-410-008-6 190-410-009-4 190-410-010-2 190-410-011-0 190-410-012-8 190-410-013-6 190-410-014-4 190-410-015-1 190-410-016-9 190-410-017-7 190-410-018-5 190-410-019-3 190-410-020-1 190-410-021-9 190-410-022-7 190-410-023-5 190-410-024-3 190-410-025-0 190-410-026-8 190-410-027-6 190-410-028-4 190-410-029-2 190-410-030-0 190-410-031-8 190-410-032-6 190-410-033-4 190-410-034-2 190-410-035-9 190-410-036-7 190-410-037-5 190-410-038-3 190-410-039-1 190-420-001-9 190-420-002-7 190-420-003-5 190-420-004-3 190-420-005-0 190-420-006-8 190-420-007-6 190-420-008-4 190-420-009-2 190-420-010-0 190-420-011-8 190-420-012-6 190-420-013-4 190-420-014-2 190-420-015-9 190-420-016-7 190-420-017-5 190-420-018-3 190-420-019-1 190-420-020-9 190-420-021-7 190-420-022-5 190-420-023-3 190-420-024-1 190-420-025-8 190-420-026-6 190-420-027-4 190-420-028-2 190-420-029-0 190-420-030-8 190-420-031-6 190-420-032-4 190-420-033-2 190-420-034-0 190-420-035-7 190-420-036-5 190-420-037-3 190-420-038-1 190-420-039-9 190-420-040-7 190-420-041-5 190-420-042-3 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 3.52 $ 2.60 $ 2.60 $ 2.72 $ 2.72 $ 2.94 $ 2.60 $ 2.60 $ 2.72 $ 2.60 $ 2.60 $ 2.94 $ 2.94 $ 2.72 $ 2.72 $ 2.72 $ 2.72 $ 2.94 $ 2.94 $ 2.72 $ 2.60 $ 2.60 $ 2.84 $ 2.94 $ 2.84 $ 2.72 $ 2.72 $ 2.72 $ 2.72 $ 2.84 $ 2.94 $ 2.60 $ 2.94 $ 2.60 $ 2.94 $ 2.72 $ 3.12 $ 2.72 $ 2.72 $ 2.72 $ 2.60 $ 2.60 $ 2.60 $ 2.72 $ 2.84 $ 2.72 $ 2.72 $ 2.60 $ 2.60 $ 2.72 $ 2.72 $ 2.94 $ 2.60 $ 2.94 $ 2.84 $ 2.84 $ 2.72 $ 2.72 $ 2.72 $ 3.12 $ 2.84 $ 2.72 $ 2.72 $ 2.72 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 29 of 50 67A 67A 67A 67A 190-420-043-1 190-420-044-9 190-420-045-6 190-420-046-4 190-420-047-2 190-420-048-0 190-420-049-8 190-420-050-6 190-430-001-7 190-430-002-5 190-430-003-3 190-430-004-1 190-430-005-8 190-430-006-6 190-430-007-4 190-430-008-2 190-430-009-0 190-430-010-8 190-430-011-6 190-430-012-4 190-430-013-2 190-430-014-0 190-430-015-7 190-430-016-5 190-440-001-5 190-440-002-3 190-440-003-1 190-440-004-9 190-440-005-6 190-440-006-4 190-440-007-2 190-440-009-8 190-440-010-6 190-440-011-4 190-440-012-2 190-440-013-0 190-440-014-8 190-440-016-3 190-440-017-1 190-440-018-9 190-440-019-7 190-440-020-5 190-440-021-3 190-450-001-2 190-450-002-0 190-450-003-8 190-450-004-6 190-450-005-3 190-450-006-1 190-450-008-7 190-450-009-5 190-450-010-3 190-450-011-1 190-450-012-9 190-450-013-7 190-460-001-0 190-460-002-8 190-460-003-6 190-460-004-4 190-460-005-1 190-460-006-9 190-460-007-7 190-460-008-5 190-460-010-1 190-460-011-9 190-460-012-7 190-460-013-5 190-460-014-3 190-460-015-0 190-460-016-8 190-460-017-6 190-460-018-4 190-460-019-2 190-460-020-0 190-460-021-8 190-460-023-4 190-460-024-2 190-460-025-9 190-460-026-7 190-460-027-5 190-460-028-3 190-460-029-1 190-470-001-8 190-470-002-6 190-470-003-4 190-470-004-2 190-470-006-7 190-470-007-5 190-470-008-3 190-470-009-1 190-470-011-7 190-470-012-5 190-470-013-3 190-470-014-1 190-470-016-6 190-470-017-4 190-470-018-2 190-470-019-0 190-470-020-8 190-470-021-6 190-470-022-4 190-480-001-6 190-480-002-4 190-480-003-2 190-480-004-0 190-480-005-7 190-480-006-5 190-480-007-3 190-480-008-1 190-480-010-7 190-480-011-5 190-480-012-3 190-480-013-1 190-480-014-9 190-480-015-6 190-480-016-4 190-480-017-2 190-490-001-4 190-490-002-2 190-490-003-0 190-490-004-8 190-490-005-5 190-490-006-3 190-490-007-1 190-490-008-9 190-490-009-7 190-490-010-5 190-490-011-3 190-490-012-1 190-500-001-2 190-500-002-0 190-500-003-8 190-500-004-6 190-500-005-3 190-500-006-1 190-500-007-9 190-500-008-7 190-510-001-0 190-510-002-8 190-510-003-6 190-510-004-4 190-510-005-1 190-510-006-9 190-510-007-7 190-510-008-5 190-510-010-1 190-510-011-9 190-510-012-7 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 30 of 50 67A 67A 75A 75A 75A 190-510-013-5 190-510-014-3 190-510-015-0 190-510-016-8 190-510-017-6 190-510-018-4 190-510-019-2 190-510-020-0 190-510-021-8 190-510-023-4 190-510-024-2 190-510-025-9 190-510-026-7 190-510-027-5 190-510-028-3 190-510-029-1 190-510-030-9 190-510-031-7 190-510-032-5 190-510-033-3 190-510-034-1 190-520-002-6 190-520-003-4 190-520-004-2 190-520-005-9 190-520-006-7 190-520-007-5 190-520-008-3 190-520-009-1 190-520-010-9 190-520-011-7 190-520-012-5 190-520-013-3 191-190-006-4 191-210-008-6 191-210-009-4 191-210-010-2 213-040-089-4 213-320-012-7 213-320-013-5 213-330-001-8 213-330-002-6 213-330-003-4 213-330-004-2 213-330-005-9 213-330-006-7 213-330-007-5 213-330-008-3 213-330-009-1 213-330-010-9 213-330-011-7 213-330-012-5 213-330-013-3 213-330-014-1 213-330-015-8 213-330-016-6 213-330-017-4 213-330-018-2 213-330-019-0 213-330-020-8 213-330-021-6 213-330-022-4 213-330-023-2 213-330-024-0 213-330-025-7 213-330-026-5 213-330-027-3 213-330-028-1 213-330-029-9 213-330-030-7 213-330-031-5 213-330-032-3 213-330-033-1 213-330-034-9 213-330-035-6 213-330-036-4 213-330-037-2 213-330-038-0 213-330-039-8 213-330-040-6 213-330-041-4 213-340-001-6 213-340-002-4 213-340-003-2 213-340-004-0 213-340-005-7 213-340-006-5 213-340-007-3 213-340-008-1 213-340-009-9 213-340-010-7 213-340-011-5 213-340-012-3 213-340-013-1 213-340-014-9 213-340-015-6 213-340-016-4 213-340-017-2 213-340-018-0 213-350-001-3 213-350-002-1 213-350-003-9 213-350-004-7 213-350-005-4 213-350-006-2 213-350-007-0 213-350-008-8 213-350-009-6 213-350-010-4 213-350-017-9 213-350-018-7 213-360-001-1 213-360-002-9 213-360-003-7 213-360-004-5 213-360-005-2 213-360-006-0 213-360-007-8 213-360-008-6 213-360-009-4 213-360-010-2 213-360-011-0 213-360-012-8 213-360-013-6 213-360-014-4 213-360-015-1 213-360-016-9 213-360-017-7 213-360-018-5 213-360-019-3 213-360-020-1 213-360-021-9 213-360-022-7 213-360-023-5 213-360-024-3 213-360-025-0 213-360-026-8 213-360-027-6 213-360-028-4 213-360-029-2 213-360-030-0 213-360-031-8 213-360-032-6 213-360-033-4 213-360-034-2 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.84 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 2.60 $ 9,257.08 $ 3,041.86 $ 6,949.22 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 17.60 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 38.46 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 235.92 $ 36.84 $ 42.06 $ 235.92 $ 117.96 $ 235.92 $ 235.92 $ 235.92 $ 235.92 $ 235.92 $ 29.48 $ 29.48 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 DA DA DA DA DA $3,319.46 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 31 of 50 75A 75A 75A 75A 213-360-035-9 213-360-036-7 213-360-037-5 213-360-038-3 213-360-039-1 213-360-040-9 213-360-041-7 213-360-042-5 213-360-043-3 213-360-044-1 213-360-045-8 213-360-046-6 213-360-047-4 213-360-048-2 213-360-049-0 213-360-050-8 213-360-051-6 213-360-052-4 213-360-053-2 213-360-054-0 213-360-055-7 213-360-056-5 213-360-057-3 213-360-058-1 213-360-059-9 213-360-060-7 213-380-005-8 213-390-001-5 213-390-002-3 213-390-003-1 213-390-004-9 213-390-005-6 213-390-006-4 213-390-007-2 213-390-008-0 213-390-009-8 213-390-010-6 213-390-011-4 213-390-012-2 213-390-013-0 213-390-014-8 213-390-015-5 213-390-016-3 213-390-017-1 213-390-018-9 213-390-019-7 213-390-020-5 213-390-026-2 213-390-028-8 213-390-029-6 213-390-030-4 213-390-031-2 213-390-037-9 213-390-038-7 213-390-039-5 213-390-041-1 213-390-042-9 213-390-043-7 213-390-044-5 213-400-001-3 213-400-002-1 213-400-003-9 213-400-004-7 213-400-005-4 213-400-006-2 213-400-007-0 213-400-008-8 213-400-009-6 213-400-010-4 213-400-011-2 213-400-012-0 213-400-013-8 213-400-014-6 213-400-015-3 213-400-016-1 213-400-017-9 213-400-018-7 213-400-019-5 213-400-020-3 213-400-021-1 213-400-022-9 213-400-023-7 213-400-024-5 213-400-025-2 213-400-026-0 213-400-027-8 213-400-028-6 213-400-029-4 213-400-030-2 213-400-031-0 213-400-032-8 213-400-033-6 213-400-034-4 213-400-035-1 213-400-036-9 213-400-037-7 213-400-038-5 213-400-039-3 213-400-040-1 213-410-001-1 213-410-002-9 213-410-003-7 213-410-004-5 213-410-005-2 213-410-006-0 213-410-007-8 213-410-008-6 213-410-009-4 213-410-010-2 213-410-011-0 213-410-012-8 213-410-013-6 213-410-014-4 213-410-015-1 213-410-016-9 213-410-017-7 213-410-018-5 213-410-019-3 213-410-020-1 213-410-021-9 213-410-022-7 213-410-023-5 213-410-024-3 213-410-025-0 213-410-026-8 213-410-027-6 213-410-028-4 213-410-029-2 213-410-030-0 213-410-031-8 213-410-032-6 213-410-033-4 213-410-034-2 213-410-035-9 213-410-036-7 213-410-037-5 213-410-038-3 213-410-039-1 213-410-040-9 213-410-041-7 213-410-042-5 213-410-043-3 213-410-044-1 213-410-045-8 213-410-046-6 213-410-047-4 213-410-048-2 213-410-049-0 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 4,629.42 $ 30.70 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 30.70 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 36.12 $ 1,986.74 $ 36.12 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 33.12 $ 29.48 $ 19.30 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 32.52 $ 32.52 $ 30.70 $ 29.48 $ 32.52 $ 30.70 $ 32.52 $ 32.52 $ 32.52 $ 30.70 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 30.70 $ 29.48 $ 30.70 $ 32.52 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 32.52 $ 32.52 $ 30.70 $ 42.18 $ 32.52 $ 32.52 $ 32.52 $ 30.70 $ 32.52 $ 36.12 $ 30.70 $ 42.18 $ 30.70 $ 29.48 $ 32.52 $ 29.48 $ 32.52 $ 30.70 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 32 of 50 75A 75A 75A 75A 213-410-050-8 213-410-051-6 213-410-052-4 213-410-053-2 213-410-054-0 213-410-055-7 213-410-056-5 213-410-058-1 213-410-059-9 213-410-060-7 213-410-061-5 213-410-062-3 213-410-063-1 213-410-068-0 213-420-001-9 213-420-002-7 213-420-003-5 213-420-004-3 213-420-005-0 213-420-006-8 213-420-007-6 213-420-008-4 213-420-009-2 213-420-010-0 213-420-011-8 213-420-012-6 213-420-013-4 213-420-014-2 213-420-015-9 213-420-016-7 213-420-017-5 213-420-018-3 213-420-019-1 213-420-020-9 213-420-021-7 213-420-022-5 213-420-023-3 213-420-024-1 213-420-025-8 213-420-026-6 213-420-027-4 213-420-028-2 213-420-029-0 213-420-030-8 213-420-031-6 213-420-032-4 213-420-033-2 213-420-034-0 213-420-035-7 213-420-036-5 213-420-037-3 213-420-038-1 213-420-039-9 213-420-040-7 213-420-041-5 213-430-001-7 213-430-002-5 213-430-005-8 213-430-008-2 213-430-009-0 213-430-012-4 213-430-013-2 213-430-014-0 213-430-015-7 213-430-016-5 213-430-017-3 213-430-018-1 213-430-022-3 213-430-023-1 213-430-029-8 213-430-030-6 213-430-036-3 213-430-037-1 213-430-065-2 213-430-068-6 213-430-069-4 213-430-070-2 213-430-071-0 213-430-072-8 213-430-073-6 213-430-074-4 213-430-075-1 213-430-076-9 213-430-077-7 213-430-078-5 213-430-079-3 213-430-080-1 213-430-081-9 213-430-082-7 213-430-083-5 213-430-084-3 213-430-085-0 213-430-086-8 213-430-087-6 213-430-088-4 213-430-089-2 213-430-090-0 213-430-091-8 213-430-092-6 213-430-093-4 213-430-094-2 213-430-095-9 213-430-096-7 213-430-097-5 213-430-098-3 213-430-099-1 213-430-100-7 213-430-101-5 213-430-102-3 213-430-103-1 213-430-104-9 213-430-105-6 213-430-107-2 213-430-108-0 213-430-109-8 213-430-110-6 213-430-111-4 213-430-113-0 213-430-114-8 213-480-010-7 213-480-011-5 213-480-012-3 213-480-013-1 213-480-014-9 213-480-015-6 213-480-016-4 213-480-017-2 213-480-018-0 213-480-019-8 213-480-020-6 213-480-021-4 213-480-022-2 213-480-023-0 213-480-024-8 213-480-025-5 213-490-011-3 213-490-012-1 213-490-013-9 213-490-014-7 213-490-015-4 213-490-016-2 213-490-017-0 213-490-018-8 213-490-019-6 213-490-020-4 213-490-021-2 213-490-022-0 213-490-023-8 $ 30.70 $ 32.52 $ 30.70 $ 32.52 $ 36.12 $ 32.52 $ 32.52 $ 30.70 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 32.52 $ 32.52 $ 30.70 $ 29.48 $ 29.48 $ 52.12 $ 29.48 $ 30.70 $ 29.48 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 42.18 $ 36.12 $ 29.48 $ 32.52 $ 32.52 $ 30.70 $ 32.52 $ 32.52 $ 29.48 $ 32.52 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 32.52 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 36.12 $ 29.48 $ 30.70 $ 30.70 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 2,332.54 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 33 of 50 75A 75A 75A 75A 213-490-024-6 213-490-025-3 213-490-026-1 213-490-027-9 213-490-028-7 213-490-029-5 213-500-010-3 213-500-011-1 213-500-012-9 213-500-013-7 213-500-014-5 213-500-015-2 213-500-016-0 213-500-017-8 213-500-018-6 213-500-019-4 213-500-025-1 213-500-026-9 213-500-027-7 213-500-028-5 213-500-029-3 213-500-030-1 213-510-014-3 213-510-015-0 213-510-016-8 213-510-017-6 213-510-018-4 213-510-019-2 213-510-020-0 213-510-021-8 213-510-022-6 213-510-023-4 213-510-024-2 213-510-025-9 213-510-026-7 213-510-027-5 213-510-028-3 213-510-029-1 213-510-030-9 213-510-031-7 213-510-032-5 213-510-033-3 213-520-008-3 213-520-009-1 213-520-010-9 213-520-011-7 213-520-012-5 213-520-013-3 213-520-014-1 213-520-015-8 213-520-016-6 213-520-017-4 213-530-011-5 213-530-012-3 213-530-013-1 213-530-014-9 213-530-015-6 213-530-016-4 213-530-017-2 213-530-018-0 213-530-019-8 213-530-020-6 213-530-021-4 213-530-022-2 213-530-023-0 213-530-024-8 213-540-008-9 213-540-009-7 213-540-010-5 213-540-011-3 213-540-012-1 213-540-013-9 213-540-014-7 213-540-015-4 213-540-016-2 213-540-017-0 213-540-018-8 213-550-007-8 213-550-008-6 213-550-009-4 213-550-010-2 213-550-011-0 213-550-012-8 213-550-013-6 213-550-014-4 213-550-015-1 213-550-016-9 213-560-010-0 213-560-011-8 213-560-012-6 213-560-013-4 213-560-014-2 213-560-015-9 213-560-016-7 213-560-017-5 213-560-018-3 213-560-019-1 213-560-020-9 213-560-021-7 213-560-022-5 213-560-023-3 213-560-024-1 213-560-025-8 213-560-026-6 213-560-027-4 213-560-028-2 213-560-029-0 213-570-010-8 213-570-011-6 213-570-012-4 213-570-014-0 213-570-015-7 213-570-017-3 213-570-018-1 213-570-019-9 213-570-021-5 213-570-022-3 213-570-027-2 213-570-028-0 213-570-029-8 213-570-030-6 213-570-033-0 213-570-034-8 213-570-035-5 213-580-010-6 213-580-011-4 213-580-012-2 213-580-014-8 213-580-015-5 213-580-016-3 213-580-018-9 213-580-019-7 213-580-021-3 213-580-022-1 213-580-023-9 213-580-025-4 213-580-026-2 213-580-028-8 213-580-029-6 213-580-030-4 213-580-032-0 213-580-033-8 213-590-013-8 213-590-014-6 213-590-016-1 213-590-017-9 213-590-018-7 213-590-020-3 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 34 of 50 75A 75A 75A 75A 213-590-021-1 213-590-022-9 213-590-024-5 213-590-025-2 213-590-027-8 213-590-028-6 213-590-029-4 213-590-031-0 213-590-032-8 213-590-034-4 213-590-035-1 213-590-036-9 213-590-037-7 213-590-038-5 213-590-039-3 213-590-040-1 213-590-041-9 213-590-042-7 213-590-043-5 213-610-020-9 213-610-029-0 213-610-031-6 213-610-033-2 213-621-001-6 213-621-002-4 213-621-005-7 213-621-009-9 213-621-013-1 213-660-107-3 213-660-108-1 213-660-109-9 213-660-110-7 213-660-111-5 213-660-112-3 213-660-113-1 213-660-114-9 213-660-115-6 213-660-116-4 213-660-117-2 213-660-118-0 213-660-119-8 213-660-120-6 213-660-121-4 213-660-122-2 213-660-123-0 213-660-124-8 213-660-125-5 213-660-126-3 213-660-127-1 213-660-128-9 213-660-129-7 213-660-130-5 213-660-131-3 213-660-132-1 213-660-133-9 213-660-134-7 213-660-135-4 213-660-136-2 213-660-137-0 213-660-138-8 213-660-139-6 213-660-140-4 213-660-141-2 213-660-142-0 213-660-143-8 213-660-144-6 213-660-145-3 213-660-146-1 213-660-147-9 213-660-148-7 213-660-149-5 213-660-150-3 213-660-151-1 213-660-152-9 213-660-153-7 213-660-154-5 213-660-155-2 213-660-156-0 213-660-157-8 213-660-158-6 213-660-159-4 213-660-160-2 213-660-161-0 213-660-162-8 213-660-163-6 213-660-164-4 213-660-165-1 213-660-166-9 213-660-167-7 213-660-168-5 213-660-169-3 213-660-170-1 213-660-171-9 213-660-172-7 213-660-173-5 213-660-174-3 213-660-175-0 213-660-176-8 213-660-177-6 213-660-178-4 213-660-179-2 213-660-180-0 213-660-181-8 213-660-182-6 213-660-183-4 213-660-184-2 213-660-185-9 213-660-186-7 213-660-187-5 213-660-188-3 213-660-189-1 213-660-190-9 213-660-191-7 213-660-192-5 213-660-193-3 213-660-194-1 213-660-195-8 213-660-196-6 213-660-197-4 213-660-198-2 213-660-199-0 213-660-200-6 213-660-201-4 213-660-202-2 213-660-203-0 213-660-204-8 213-660-205-5 213-660-206-3 213-660-207-1 213-660-208-9 213-660-209-7 213-660-210-5 213-670-147-7 213-670-148-5 213-670-149-3 213-670-150-1 213-670-151-9 213-670-152-7 213-670-153-5 213-670-154-3 213-670-155-0 213-670-156-8 213-670-157-6 213-670-158-4 213-670-159-2 213-670-160-0 213-670-161-8 213-670-162-6 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 587.66 $ 819.14 $ 7,983.82 $ 345.58 $ 138.32 $ 632.36 $ 641.94 $ 721.22 $ 2,500.40 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 35 of 50 75A 75A 75A 75A 213-670-163-4 213-670-164-2 213-670-165-9 213-670-166-7 213-670-167-5 213-670-168-3 213-670-169-1 213-670-170-9 213-670-171-7 213-670-172-5 213-670-173-3 213-670-174-1 213-670-175-8 213-670-176-6 213-670-177-4 213-670-178-2 213-670-179-0 213-670-180-8 213-670-181-6 213-670-182-4 213-670-183-2 213-670-184-0 213-670-185-7 213-670-186-5 213-670-187-3 213-670-188-1 213-670-189-9 213-670-190-7 213-670-191-5 213-670-192-3 213-670-193-1 213-670-194-9 213-670-195-6 213-670-196-4 213-670-197-2 213-670-198-0 213-670-199-8 213-670-200-4 213-670-201-2 213-670-202-0 213-670-203-8 213-670-204-6 213-670-205-3 213-670-206-1 213-670-207-9 213-670-208-7 213-670-209-5 213-670-210-3 213-670-211-1 213-670-212-9 213-670-213-7 213-670-214-5 213-670-215-2 213-670-216-0 213-670-217-8 213-670-218-6 213-670-219-4 213-670-220-2 213-670-221-0 213-670-222-8 213-670-223-6 213-670-224-4 213-670-225-1 213-670-226-9 213-670-227-7 213-670-228-5 213-670-229-3 213-670-230-1 213-670-231-9 213-670-232-7 213-670-233-5 213-670-234-3 213-670-235-0 213-670-236-8 213-670-237-6 213-670-238-4 213-670-239-2 213-670-240-0 213-670-241-8 213-670-242-6 213-670-243-4 213-670-244-2 213-670-245-9 213-670-246-7 213-670-247-5 213-670-248-3 213-670-249-1 213-670-250-9 213-670-251-7 213-670-252-5 213-670-253-3 213-670-254-1 213-670-255-8 213-670-256-6 213-670-257-4 213-670-258-2 213-670-259-0 213-670-260-8 213-670-261-6 213-670-262-4 213-670-263-2 213-670-264-0 213-670-265-7 213-670-266-5 213-670-267-3 213-670-268-1 213-670-269-9 213-670-270-7 213-670-271-5 213-670-272-3 213-670-273-1 213-670-274-9 213-670-275-6 213-670-276-4 213-670-277-2 213-670-278-0 213-670-279-8 213-670-280-6 213-670-281-4 213-670-282-2 213-670-283-0 213-670-284-8 213-670-285-5 213-670-286-3 213-670-287-1 213-670-288-9 213-670-289-7 213-670-290-5 213-680-008-9 213-680-011-3 213-680-012-1 213-680-013-9 213-680-016-2 213-680-017-0 213-680-018-8 213-680-019-6 213-680-020-4 213-680-021-2 213-680-022-0 213-680-023-8 213-680-024-6 213-680-025-3 213-680-026-1 213-680-029-5 213-680-030-3 213-680-031-1 213-680-032-9 213-680-035-2 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 36 of 50 75A 75A 75A 75A 213-680-036-0 213-680-037-8 213-680-038-6 213-680-039-4 213-680-040-2 213-680-041-0 213-680-042-8 213-680-043-6 213-680-044-4 213-680-045-1 213-680-046-9 213-680-047-7 213-680-048-5 213-680-049-3 213-680-050-1 213-680-055-0 213-680-056-8 213-680-057-6 213-680-058-4 213-680-059-2 213-680-060-0 213-680-061-8 213-680-062-6 213-680-063-4 213-680-064-2 213-680-065-9 213-680-069-1 213-680-070-9 213-680-071-7 213-680-072-5 213-680-073-3 213-680-076-6 213-680-077-4 213-680-078-2 213-680-079-0 213-680-080-8 213-680-081-6 213-680-082-4 213-680-083-2 213-680-084-0 213-680-085-7 213-680-086-5 213-680-092-3 213-680-093-1 213-680-094-9 213-680-095-6 213-680-096-4 213-680-098-0 213-680-099-8 213-680-100-4 213-680-101-2 213-680-103-8 213-680-104-6 213-680-105-3 213-680-106-1 213-680-107-9 213-680-108-7 213-680-109-5 213-680-112-9 213-680-113-7 213-680-114-5 213-680-115-2 213-680-116-0 213-680-117-8 213-680-118-6 213-680-120-2 213-680-121-0 213-680-122-8 213-680-123-6 213-680-125-1 213-680-126-9 213-690-002-0 213-690-003-8 213-690-004-6 213-690-013-7 213-690-014-5 213-690-015-2 213-690-016-0 213-690-017-8 213-690-018-6 213-690-019-4 213-690-020-2 213-690-021-0 213-690-022-8 213-690-023-6 213-690-024-4 213-690-025-1 213-690-026-9 213-690-027-7 213-690-028-5 213-690-029-3 213-690-030-1 213-690-031-9 213-690-032-7 213-690-033-5 213-690-034-3 213-690-035-0 213-690-036-8 213-690-037-6 213-690-038-4 213-690-039-2 213-690-040-0 213-690-041-8 213-690-042-6 213-690-043-4 213-690-044-2 213-690-045-9 213-690-046-7 213-690-047-5 213-690-048-3 213-690-051-7 213-690-052-5 213-690-053-3 213-690-054-1 213-690-055-8 213-690-056-6 213-690-058-2 213-690-059-0 213-690-060-8 213-730-001-4 213-730-002-2 213-730-003-0 213-730-004-8 213-730-005-5 213-730-006-3 213-730-007-1 213-730-008-9 213-730-009-7 213-730-010-5 213-730-011-3 213-730-012-1 213-730-013-9 213-730-014-7 213-730-015-4 213-730-016-2 213-730-017-0 213-730-018-8 213-730-019-6 213-730-020-4 213-730-021-2 213-730-022-0 213-730-023-8 213-730-024-6 213-730-025-3 213-730-026-1 213-730-027-9 213-730-028-7 213-730-029-5 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 29.48 $ 30.70 $ 29.48 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 29.48 $ 29.48 $ 29.48 $ 28.28 $ 28.28 $ 1,897.70 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 32.52 $ 30.70 $ 30.70 $ 32.52 $ 36.12 $ 32.52 $ 29.48 $ 30.70 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 32.52 $ 32.52 $ 30.70 $ 29.48 $ 30.70 $ 32.52 $ 30.70 $ 42.18 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 37 of 50 75A 75A 75A 75A 213-730-030-3 213-730-031-1 213-730-032-9 213-730-033-7 213-730-034-5 213-730-035-2 213-730-036-0 213-730-037-8 213-730-038-6 213-730-039-4 213-730-040-2 213-730-041-0 213-730-042-8 213-730-043-6 213-730-044-4 213-730-045-1 213-730-046-9 213-730-047-7 213-730-048-5 213-730-049-3 213-730-050-1 213-730-051-9 213-730-052-7 213-730-053-5 213-730-054-3 213-730-055-0 213-730-056-8 213-730-057-6 213-730-058-4 213-730-059-2 213-730-060-0 213-730-061-8 213-730-062-6 213-730-063-4 213-730-064-2 213-730-065-9 213-730-066-7 213-730-067-5 213-730-068-3 213-730-069-1 213-730-070-9 213-730-071-7 213-730-072-5 213-730-073-3 213-730-074-1 213-730-075-8 213-730-076-6 213-730-077-4 213-730-078-2 213-730-079-0 213-730-080-8 213-740-001-2 213-740-002-0 213-740-003-8 213-740-004-6 213-740-005-3 213-740-006-1 213-740-007-9 213-740-008-7 213-740-009-5 213-740-010-3 213-740-011-1 213-740-012-9 213-740-013-7 213-740-014-5 213-740-015-2 213-740-016-0 213-740-017-8 213-740-018-6 213-740-019-4 213-740-020-2 213-740-021-0 213-740-022-8 213-740-023-6 213-740-024-4 213-740-025-1 213-740-026-9 213-740-027-7 213-740-028-5 213-740-029-3 213-740-030-1 213-740-031-9 213-740-032-7 213-740-033-5 213-740-034-3 213-740-035-0 213-740-036-8 213-740-037-6 213-740-038-4 213-740-039-2 213-740-040-0 213-740-041-8 213-740-042-6 213-740-043-4 213-740-044-2 213-740-045-9 213-740-046-7 213-740-047-5 213-740-048-3 213-740-049-1 213-740-050-9 213-740-051-7 213-740-052-5 213-740-053-3 213-740-054-1 213-740-055-8 213-740-056-6 213-740-057-4 213-740-058-2 213-740-059-0 213-740-060-8 213-740-061-6 213-740-062-4 213-740-063-2 213-740-064-0 213-740-065-7 213-740-066-5 213-740-067-3 213-740-068-1 213-740-069-9 213-740-070-7 213-740-071-5 213-740-072-3 213-740-073-1 213-740-074-9 213-740-075-6 213-740-076-4 213-740-077-2 213-740-078-0 213-740-079-8 213-740-080-6 213-740-081-4 213-740-082-2 213-740-083-0 213-740-084-8 213-740-085-5 213-740-086-3 213-740-087-1 213-740-088-9 213-740-089-7 213-740-090-5 213-740-091-3 213-740-092-1 213-740-093-9 213-740-094-7 213-740-095-4 213-740-096-2 213-740-097-0 $ 33.12 $ 33.12 $ 33.12 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 33.12 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 38 of 50 75A 75A 75A 75A 213-740-098-8 213-740-099-6 213-740-100-2 213-740-101-0 213-740-102-8 213-740-103-6 213-740-104-4 213-740-105-1 213-740-106-9 213-740-107-7 213-740-108-5 213-750-002-7 213-750-003-5 213-750-011-8 213-750-012-6 213-750-013-4 213-760-001-7 213-760-002-5 213-760-003-3 213-760-004-1 213-760-005-8 213-760-006-6 213-760-007-4 213-760-008-2 213-760-009-0 213-760-010-8 213-760-011-6 213-760-012-4 213-760-013-2 213-760-014-0 213-760-015-7 213-760-016-5 213-760-017-3 213-760-018-1 213-760-019-9 213-760-020-7 213-760-021-5 213-760-022-3 213-760-023-1 213-760-024-9 213-760-025-6 213-760-026-4 213-760-027-2 213-760-028-0 213-760-029-8 213-760-030-6 213-760-031-4 213-760-032-2 213-760-033-0 213-760-034-8 213-760-035-5 213-760-036-3 213-760-037-1 213-760-038-9 213-760-039-7 213-760-040-5 213-760-041-3 213-760-042-1 213-760-043-9 213-760-044-7 213-760-045-4 213-760-046-2 213-760-047-0 213-760-048-8 213-760-049-6 213-760-050-4 213-760-051-2 213-760-052-0 213-760-053-8 213-760-054-6 213-760-055-3 213-760-056-1 213-760-057-9 213-760-058-7 213-760-059-5 213-760-060-3 213-760-061-1 213-760-062-9 213-760-063-7 213-760-064-5 213-760-065-2 213-760-066-0 213-760-067-8 213-760-068-6 213-760-069-4 213-760-070-2 213-760-071-0 213-760-072-8 213-760-073-6 213-760-074-4 213-760-075-1 213-760-076-9 213-760-077-7 213-760-078-5 213-760-079-3 213-760-080-1 213-760-081-9 213-760-082-7 213-760-083-5 213-760-084-3 213-760-085-0 213-760-086-8 213-760-087-6 213-760-088-4 213-760-089-2 213-760-090-0 213-760-091-8 213-760-092-6 213-760-093-4 213-760-094-2 213-760-095-9 213-760-096-7 213-760-097-5 213-760-098-3 213-760-099-1 213-760-100-7 213-760-101-5 213-760-102-3 213-760-103-1 213-760-104-9 213-760-105-6 213-760-106-4 213-760-107-2 213-760-108-0 213-760-109-8 213-760-110-6 213-760-111-4 213-760-112-2 213-760-113-0 213-760-114-8 213-760-115-5 213-760-116-3 213-760-117-1 213-810-001-7 213-810-002-5 213-810-003-3 213-810-004-1 213-810-005-8 213-810-006-6 213-810-007-4 213-810-008-2 213-810-009-0 213-810-010-8 213-810-011-6 213-810-012-4 213-810-013-2 213-810-014-0 213-810-015-7 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 114.62 $ 114.62 $ 1,820.52 $ 4,138.44 $ 11,898.02 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 29.48 $ 32.52 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 39 of 50 75A 75A 75A 75A 213-810-016-5 213-810-017-3 213-810-018-1 213-810-019-9 213-810-020-7 213-810-021-5 213-810-022-3 213-810-023-1 213-810-024-9 213-810-025-6 213-810-026-4 213-810-027-2 213-810-028-0 213-810-029-8 213-810-030-6 213-810-031-4 213-810-032-2 213-810-033-0 213-810-034-8 213-810-035-5 213-810-036-3 213-810-037-1 213-810-038-9 213-810-039-7 213-810-040-5 213-810-041-3 213-810-042-1 213-810-043-9 213-810-044-7 213-810-045-4 213-810-046-2 213-810-047-0 213-810-048-8 213-810-049-6 213-810-050-4 213-810-051-2 213-810-052-0 213-810-053-8 213-810-054-6 213-810-055-3 213-810-056-1 213-810-057-9 213-810-058-7 213-810-059-5 213-810-060-3 213-810-061-1 213-810-062-9 213-810-063-7 213-810-064-5 213-810-065-2 213-810-066-0 213-810-067-8 213-810-068-6 213-810-069-4 213-810-070-2 213-810-071-0 213-810-072-8 213-810-073-6 213-810-074-4 213-810-075-1 213-810-076-9 213-810-077-7 213-810-078-5 213-810-079-3 213-810-080-1 213-810-081-9 213-810-082-7 213-810-083-5 213-810-084-3 213-810-085-0 213-810-086-8 213-810-087-6 213-810-088-4 213-810-089-2 213-810-090-0 213-810-091-8 213-810-092-6 213-810-093-4 213-810-094-2 213-810-095-9 213-810-096-7 213-810-097-5 213-810-098-3 213-810-099-1 213-810-100-7 213-810-101-5 213-810-102-3 213-810-103-1 213-810-104-9 213-810-105-6 213-810-106-4 213-810-107-2 213-810-108-0 213-810-124-7 213-810-125-4 213-810-126-2 213-810-127-0 213-810-128-8 213-810-129-6 213-810-130-4 213-810-131-2 213-810-132-0 213-810-133-8 213-810-134-6 213-810-135-3 213-810-136-1 213-810-137-9 213-810-138-7 213-810-139-5 213-810-140-3 213-810-151-0 213-810-152-8 213-810-153-6 213-810-154-4 213-810-155-1 213-810-156-9 213-810-157-7 213-810-158-5 213-810-159-3 213-810-160-1 213-810-161-9 213-810-162-7 213-810-163-5 213-810-164-3 213-810-165-0 213-820-001-5 213-820-002-3 213-820-003-1 213-820-004-9 213-820-005-6 213-820-006-4 213-820-007-2 213-820-008-0 213-820-009-8 213-820-010-6 213-820-011-4 213-820-012-2 213-820-013-0 213-820-014-8 213-820-015-5 213-820-016-3 213-820-017-1 213-820-018-9 213-820-019-7 213-820-020-5 213-820-021-3 213-820-022-1 213-820-023-9 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 19.30 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 40 of 50 75A 75A 75A 75A 213-820-024-7 213-820-025-4 213-820-026-2 213-820-027-0 213-820-028-8 213-820-029-6 213-820-030-4 213-820-031-2 213-820-032-0 213-820-033-8 213-820-034-6 213-820-035-3 213-820-036-1 213-820-037-9 213-820-038-7 213-820-039-5 213-820-040-3 213-820-041-1 213-820-042-9 213-820-043-7 213-820-044-5 213-820-045-2 213-820-046-0 213-820-047-8 213-820-048-6 213-820-049-4 213-820-050-2 213-820-051-0 213-820-052-8 213-820-053-6 213-820-054-4 213-820-055-1 213-820-056-9 213-820-057-7 213-820-058-5 213-820-059-3 213-820-060-1 213-820-061-9 213-820-062-7 213-820-063-5 213-820-064-3 213-820-065-0 213-820-066-8 213-820-067-6 213-820-068-4 213-820-069-2 213-820-070-0 213-820-071-8 213-820-072-6 213-820-073-4 213-820-074-2 213-820-075-9 213-820-076-7 213-820-077-5 213-820-078-3 213-820-079-1 213-820-080-9 213-820-081-7 213-820-082-5 213-820-083-3 213-820-084-1 213-820-085-8 213-820-086-6 213-820-087-4 213-820-088-2 213-820-089-0 213-820-090-8 213-830-001-3 213-830-002-1 213-830-003-9 213-830-004-7 213-830-005-4 213-830-006-2 213-830-007-0 213-830-008-8 213-830-009-6 213-830-010-4 213-830-011-2 213-830-012-0 213-830-013-8 213-830-014-6 213-830-015-3 213-830-016-1 213-830-017-9 213-830-018-7 213-830-019-5 213-830-020-3 213-830-021-1 213-830-022-9 213-830-023-7 213-830-024-5 213-830-025-2 213-830-026-0 213-830-027-8 213-830-028-6 213-830-029-4 213-830-030-2 213-830-031-0 213-830-032-8 213-830-033-6 213-830-034-4 213-830-035-1 213-830-036-9 213-830-037-7 213-830-038-5 213-830-039-3 213-830-040-1 213-830-041-9 213-830-042-7 213-830-043-5 213-830-044-3 213-830-045-0 213-830-046-8 213-830-047-6 213-830-048-4 213-830-049-2 213-830-050-0 213-830-051-8 213-830-052-6 213-830-053-4 213-830-054-2 213-830-055-9 213-830-056-7 213-830-057-5 213-830-058-3 213-830-059-1 213-830-060-9 213-830-061-7 213-830-062-5 213-830-063-3 213-830-064-1 213-830-065-8 213-830-066-6 213-830-067-4 213-830-068-2 213-830-069-0 213-830-070-8 213-840-001-1 213-840-009-4 213-840-011-0 213-840-012-8 213-840-013-6 213-840-014-4 213-840-015-1 213-840-016-9 213-840-017-7 213-840-018-5 213-840-019-3 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 43.04 $ 22.76 $ 18.20 $ 19.46 $ 16.12 $ 8.30 $ 12.84 $ 26.50 $ 14.92 $ 21.50 $ 8.30 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 41 of 50 75A 75A 75A 75A 213-840-020-1 213-840-021-9 213-840-022-7 213-850-001-8 213-850-002-6 213-850-003-4 213-850-004-2 213-850-005-9 213-850-006-7 213-850-007-5 213-850-010-9 213-850-011-7 213-850-012-5 213-850-013-3 213-850-014-1 213-850-015-8 213-850-016-6 213-850-017-4 213-850-018-2 213-850-019-0 213-850-020-8 213-850-021-6 213-850-022-4 213-850-023-2 213-850-024-0 213-850-025-7 213-850-026-5 213-850-027-3 213-850-028-1 213-850-029-9 213-850-030-7 213-850-031-5 213-850-032-3 213-850-033-1 213-850-034-9 213-850-035-6 213-850-036-4 213-850-037-2 213-850-038-0 213-850-039-8 213-850-040-6 213-850-041-4 213-850-042-2 213-850-043-0 213-850-044-8 213-850-045-5 213-850-046-3 213-850-047-1 213-850-048-9 213-850-049-7 213-850-050-5 213-850-051-3 213-850-052-1 213-850-053-9 213-850-054-7 213-850-055-4 213-850-056-2 213-850-057-0 213-850-058-8 213-850-059-6 213-850-060-4 213-850-061-2 213-850-062-0 213-850-063-8 213-850-064-6 213-850-065-3 213-850-066-1 213-850-067-9 213-850-068-7 213-850-069-5 213-850-070-3 213-850-071-1 213-850-072-9 213-850-073-7 213-850-074-5 213-850-075-2 213-850-076-0 213-850-077-8 213-850-078-6 213-850-079-4 213-850-080-2 213-850-081-0 213-850-082-8 213-850-083-6 213-850-086-9 213-850-087-7 213-910-001-6 213-910-002-4 213-910-003-2 213-910-004-0 213-910-005-7 213-910-006-5 213-920-001-4 213-920-002-2 213-920-003-0 213-920-004-8 213-920-005-5 213-920-006-3 213-920-007-1 213-920-008-9 213-920-009-7 213-920-010-5 213-920-011-3 213-920-012-1 213-920-013-9 213-920-014-7 213-920-015-4 213-920-016-2 213-920-017-0 213-920-018-8 213-920-019-6 213-920-020-4 213-920-021-2 213-920-022-0 213-920-023-8 213-920-024-6 213-920-025-3 213-920-026-1 213-920-027-9 213-920-028-7 213-920-029-5 213-920-030-3 213-920-031-1 213-920-032-9 213-920-033-7 213-920-034-5 213-920-035-2 213-920-036-0 213-920-037-8 213-920-038-6 213-920-039-4 213-920-040-2 213-920-041-0 213-920-042-8 213-920-043-6 213-920-044-4 213-920-045-1 213-920-046-9 213-920-047-7 213-920-048-5 213-920-049-3 213-920-050-1 213-920-051-9 213-920-052-7 213-920-053-5 213-920-054-3 213-920-055-0 213-920-056-8 $ 7.46 $ 12.84 $ 8.70 $ 29.48 $ 28.28 $ 28.28 $ 28.28 $ 27.06 $ 32.52 $ 28.28 $ 30.70 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 30.70 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 29.48 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 30.70 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 30.70 $ 27.06 $ 29.80 $ 23.58 $ 43.46 $ 21.92 $ 22.76 $ 36.84 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 42 of 50 75A 75A 75A 75A 213-920-057-6 213-920-058-4 213-920-059-2 213-920-060-0 213-920-061-8 213-920-062-6 213-920-063-4 213-920-064-2 213-920-065-9 213-920-066-7 213-920-067-5 213-920-068-3 213-920-069-1 213-920-070-9 213-920-071-7 213-920-072-5 213-920-073-3 213-920-074-1 213-920-075-8 213-920-076-6 213-920-077-4 213-920-078-2 213-920-079-0 213-920-080-8 213-920-081-6 213-920-082-4 213-920-083-2 213-920-084-0 213-920-085-7 213-920-086-5 217-050-026-4 217-050-027-2 217-050-035-5 217-050-036-3 217-050-037-1 217-050-038-9 217-070-001-3 217-070-002-1 217-070-003-9 217-070-004-7 217-070-005-4 217-070-006-2 217-070-007-0 217-070-008-8 217-070-009-6 217-070-010-4 217-070-011-2 217-070-012-0 217-070-013-8 217-070-014-6 217-070-015-3 217-070-016-1 217-070-017-9 217-070-018-7 217-070-019-5 217-070-020-3 217-070-021-1 217-070-022-9 217-070-023-7 217-070-024-5 217-070-025-2 217-070-026-0 217-070-027-8 217-070-028-6 217-070-029-4 217-070-030-2 217-070-031-0 217-070-032-8 217-070-033-6 217-070-034-4 217-070-035-1 217-070-036-9 217-070-037-7 217-070-038-5 217-070-048-4 217-070-049-2 217-070-050-0 217-070-051-8 217-070-052-6 217-070-053-4 217-070-054-2 217-070-055-9 217-081-009-3 217-081-010-1 217-081-011-9 217-081-012-7 217-081-013-5 217-081-014-3 217-081-015-0 217-081-016-8 217-081-017-6 217-081-018-4 217-081-019-2 217-081-020-0 217-081-021-8 217-081-022-6 217-081-023-4 217-081-024-2 217-081-025-9 217-081-026-7 217-081-027-5 217-081-028-3 217-081-029-1 217-081-030-9 217-081-031-7 217-081-032-5 217-081-033-3 217-081-034-1 217-081-035-8 217-081-036-6 217-081-037-4 217-081-038-2 217-081-039-0 217-081-050-7 217-081-051-5 217-081-052-3 217-081-053-1 217-081-054-9 217-081-055-6 217-081-056-4 217-081-057-2 217-081-058-0 217-081-059-8 217-081-061-4 217-081-062-2 217-081-063-0 217-081-064-8 217-081-065-5 217-081-066-3 217-081-067-1 217-081-068-9 217-082-001-9 217-082-002-7 217-082-003-5 217-082-004-3 217-082-005-0 217-082-006-8 217-082-007-6 217-082-008-4 217-091-001-8 217-091-008-3 217-091-009-1 217-091-010-9 217-091-011-7 217-091-012-5 217-091-013-3 217-091-014-1 217-091-015-8 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 351.10 $ 1,422.20 $ 3,531.48 $ 2,937.16 $ 1,533.38 $ 1,597.40 $ 36.12 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 28.28 $ 28.28 $ 28.28 $ 29.48 $ 30.70 $ 29.48 $ 28.28 $ 30.70 $ 32.52 $ 30.70 $ 36.12 $ 42.18 $ 30.70 $ 29.48 $ 30.70 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 36.12 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 32.52 $ 36.12 $ 29.48 $ 29.48 $ 29.48 $ 32.52 $ 29.48 $ 29.48 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 30.70 $ 32.52 $ 36.12 $ 36.12 $ 32.52 $ 30.70 $ 28.28 $ 29.48 $ 36.12 $ 42.18 $ 36.12 $ 30.70 $ 30.70 $ 32.52 $ 42.18 $ 42.18 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 32.52 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 32.52 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 29.48 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 30.70 $ 32.52 $ 30.70 $ 29.48 $ 32.52 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 30.70 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 43 of 50 75A 75A 75A 75A 217-091-016-6 217-091-017-4 217-091-018-2 217-091-019-0 217-091-020-8 217-091-021-6 217-091-022-4 217-091-023-2 217-091-024-0 217-091-025-7 217-091-026-5 217-091-027-3 217-092-001-7 217-092-002-5 217-092-003-3 217-092-004-1 217-092-005-8 217-092-006-6 217-092-007-4 217-092-008-2 217-092-009-0 217-092-010-8 217-093-001-6 217-093-002-4 217-093-003-2 217-093-004-0 217-093-005-7 217-093-006-5 217-093-007-3 217-093-008-1 217-093-009-9 217-093-010-7 217-093-011-5 217-101-001-6 217-101-002-4 217-101-003-2 217-101-004-0 217-101-005-7 217-101-006-5 217-101-007-3 217-101-008-1 217-101-009-9 217-101-010-7 217-101-011-5 217-102-001-5 217-102-002-3 217-102-003-1 217-102-004-9 217-102-005-6 217-102-006-4 217-102-007-2 217-102-008-0 217-102-009-8 217-102-010-6 217-102-011-4 217-102-014-8 217-102-016-3 217-102-017-1 217-102-018-9 217-102-019-7 217-102-020-5 217-102-021-3 217-102-022-1 217-102-023-9 217-102-024-7 217-102-025-4 217-102-026-2 217-103-001-4 217-103-002-2 217-103-003-0 217-103-004-8 217-103-005-5 217-103-006-3 217-103-007-1 217-103-008-9 217-103-009-7 217-103-010-5 217-111-001-4 217-111-002-2 217-111-003-0 217-111-004-8 217-111-005-5 217-111-006-3 217-111-007-1 217-111-008-9 217-111-009-7 217-111-010-5 217-112-001-3 217-112-002-1 217-112-003-9 217-112-004-7 217-112-005-4 217-112-006-2 217-112-007-0 217-112-008-8 217-112-009-6 217-112-010-4 217-112-011-2 217-113-001-2 217-113-002-0 217-113-005-3 217-113-006-1 217-113-007-9 217-113-008-7 217-114-001-1 217-114-002-9 217-114-003-7 217-114-004-5 217-114-005-2 217-114-006-0 217-114-007-8 217-114-008-6 217-121-001-2 217-121-002-0 217-121-003-8 217-121-004-6 217-121-005-3 217-121-006-1 217-121-007-9 217-121-008-7 217-121-009-5 217-121-010-3 217-121-011-1 217-122-002-9 217-122-003-7 217-122-004-5 217-122-005-2 217-122-006-0 217-122-007-8 217-122-008-6 217-122-009-4 217-122-010-2 217-122-011-0 217-122-012-8 217-122-013-6 217-131-001-0 217-131-002-8 217-131-003-6 217-131-004-4 217-131-005-1 217-131-006-9 217-131-007-7 217-131-008-5 217-131-009-3 217-131-010-1 217-131-011-9 217-131-012-7 217-131-013-5 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 32.52 $ 36.12 $ 32.52 $ 32.52 $ 30.70 $ 32.52 $ 32.52 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 32.52 $ 30.70 $ 32.52 $ 30.70 $ 42.18 $ 42.18 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 42.18 $ 42.18 $ 42.18 $ 36.12 $ 36.12 $ 36.12 $ 36.12 $ 36.12 $ 32.52 $ 30.70 $ 42.18 $ 29.48 $ 29.48 $ 32.52 $ 30.70 $ 29.48 $ 32.52 $ 32.52 $ 29.48 $ 32.52 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 36.12 $ 29.48 $ 32.52 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 32.52 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 29.48 $ 30.70 $ 36.12 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 29.48 $ 30.70 $ 30.70 $ 29.48 $ 32.52 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 36.12 $ 36.12 $ 29.48 $ 30.70 $ 29.48 $ 32.52 $ 42.18 $ 42.18 $ 36.12 $ 32.52 $ 30.70 $ 32.52 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 44 of 50 75A 75A 75A 75A 217-131-014-3 217-131-015-0 217-131-016-8 217-131-017-6 217-131-018-4 217-131-019-2 217-131-020-0 217-131-021-8 217-131-022-6 217-131-023-4 217-131-024-2 217-132-001-9 217-132-003-5 217-132-004-3 217-132-005-0 217-132-006-8 217-132-007-6 217-132-008-4 217-132-009-2 217-132-010-0 217-132-011-8 217-132-012-6 217-132-015-9 217-132-016-7 217-132-019-1 217-132-022-5 217-132-023-3 217-132-025-8 217-132-026-6 217-132-027-4 217-132-028-2 217-132-029-0 217-132-030-8 217-132-031-6 217-200-005-7 217-200-006-5 217-200-007-3 217-200-008-1 217-200-009-9 217-200-010-7 217-200-011-5 217-200-012-3 217-200-013-1 217-200-014-9 217-200-015-6 217-200-016-4 217-200-017-2 217-200-018-0 217-200-019-8 217-200-020-6 217-200-021-4 217-200-022-2 217-200-025-5 217-200-026-3 217-200-039-6 217-200-040-4 217-210-007-1 217-210-008-9 217-210-009-7 217-210-010-5 217-210-011-3 217-210-012-1 217-210-013-9 217-210-014-7 217-210-015-4 217-210-016-2 217-210-017-0 217-210-018-8 217-210-019-6 217-210-020-4 217-210-021-2 217-210-025-3 217-210-026-1 217-210-027-9 217-210-028-7 217-210-029-5 217-210-030-3 217-210-031-1 217-210-032-9 217-210-033-7 217-210-034-5 217-210-035-2 217-210-036-0 217-210-037-8 217-210-038-6 217-210-039-4 217-210-040-2 217-210-041-0 217-210-042-8 217-210-043-6 217-210-044-4 217-210-045-1 217-210-046-9 217-210-047-7 217-210-048-5 217-210-049-3 217-210-050-1 217-210-055-0 217-210-056-8 217-210-057-6 217-210-058-4 217-210-059-2 217-210-060-0 217-210-061-8 217-210-062-6 217-210-063-4 217-210-064-2 217-210-065-9 217-210-066-7 217-210-069-1 217-210-070-9 217-210-071-7 217-210-072-5 217-210-073-3 217-210-074-1 217-210-075-8 217-210-076-6 217-210-077-4 217-210-078-2 217-210-087-3 217-210-088-1 217-210-090-7 217-210-091-5 217-210-092-3 217-210-093-1 217-210-094-9 217-210-095-6 217-210-108-7 217-220-041-8 217-220-042-6 217-220-043-4 217-220-044-2 217-220-045-9 217-220-046-7 217-220-047-5 217-220-057-4 217-220-058-2 217-220-063-2 217-220-064-0 217-220-065-7 217-220-066-5 217-220-082-2 217-220-083-0 217-220-084-8 217-220-085-5 217-220-086-3 217-220-087-1 217-220-099-6 $ 30.70 $ 32.52 $ 42.18 $ 42.18 $ 36.12 $ 29.48 $ 32.52 $ 30.70 $ 30.70 $ 29.48 $ 32.52 $ 36.12 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 30.70 $ 30.70 $ 32.52 $ 30.70 $ 30.70 $ 32.52 $ 32.52 $ 29.48 $ 30.70 $ 30.70 $ 36.12 $ 36.12 $ 32.52 $ 30.70 $ 32.52 $ 32.52 $ 29.48 $ 32.52 $ 29.48 $ 28.28 $ 28.28 $ 28.28 $ 27.06 $ 27.06 $ 28.28 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 36.12 $ 29.48 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 30.70 $ 30.70 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 30.70 $ 32.52 $ 29.48 $ 30.70 $ 36.12 $ 42.18 $ 36.12 $ 30.70 $ 29.48 $ 29.48 $ 29.48 $ 32.52 $ 32.52 $ 32.52 $ 30.70 $ 32.52 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 30.70 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 28.28 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 28.28 $ 28.28 $ 28.28 $ 32.52 $ 30.70 $ 29.48 $ 28.28 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 45 of 50 75A 75A 75A 75A 217-220-100-2 217-220-101-0 217-220-102-8 217-220-103-6 217-220-104-4 217-220-105-1 217-220-106-9 217-220-107-7 217-220-108-5 217-220-109-3 217-220-110-1 217-220-111-9 217-220-112-7 217-220-113-5 217-220-114-3 217-220-115-0 217-220-116-8 217-220-117-6 217-220-118-4 217-220-119-2 217-220-120-0 217-220-121-8 217-220-122-6 217-220-123-4 217-220-124-2 217-220-125-9 217-220-126-7 217-220-127-5 217-220-128-3 217-220-129-1 217-220-130-9 217-220-131-7 217-220-132-5 217-220-133-3 217-220-134-1 217-220-136-6 217-220-137-4 217-220-138-2 217-220-139-0 217-220-144-0 217-220-145-7 217-220-146-5 217-220-147-3 217-220-148-1 217-220-149-9 217-220-150-7 217-220-151-5 217-220-152-3 217-220-153-1 217-220-154-9 217-220-155-6 217-220-156-4 217-220-157-2 217-220-158-0 217-220-159-8 217-220-160-6 217-220-161-4 217-220-162-2 217-220-163-0 217-230-013-5 217-230-014-3 217-230-015-0 217-230-016-8 217-230-017-6 217-230-018-4 217-230-019-2 217-230-038-2 217-230-039-0 217-230-040-8 217-230-041-6 217-230-042-4 217-230-043-2 217-230-044-0 217-230-045-7 217-230-046-5 217-230-047-3 217-230-048-1 217-230-049-9 217-230-050-7 217-230-051-5 217-230-052-3 217-230-053-1 217-230-054-9 217-230-055-6 217-230-056-4 217-230-057-2 217-230-058-0 217-230-059-8 217-230-060-6 217-230-061-4 217-230-062-2 217-230-063-0 217-230-064-8 217-230-065-5 217-230-066-3 217-230-067-1 217-230-068-9 217-230-069-7 217-230-070-5 217-230-071-3 217-230-072-1 217-230-073-9 217-230-074-7 217-230-075-4 217-230-076-2 217-230-077-0 217-230-078-8 217-230-079-6 217-230-080-4 217-230-081-2 217-230-082-0 217-230-083-8 217-230-087-9 217-230-088-7 217-230-089-5 217-230-090-3 217-230-091-1 217-230-092-9 217-230-093-7 217-230-094-5 217-230-095-2 217-230-096-0 217-230-097-8 217-230-098-6 217-230-099-4 217-230-100-0 217-230-101-8 217-230-102-6 217-230-103-4 217-230-106-7 217-230-108-3 217-230-109-1 217-230-110-9 217-230-111-7 217-230-112-5 217-230-113-3 217-230-114-1 217-230-115-8 217-230-116-6 217-230-117-4 217-230-118-2 217-230-119-0 217-240-001-8 217-240-002-6 217-240-003-4 217-240-004-2 217-240-005-9 217-240-006-7 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 30.70 $ 29.48 $ 28.28 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 29.48 $ 27.06 $ 27.06 $ 27.06 $ 28.28 $ 27.06 $ 27.06 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 46 of 50 75A 75A 75A 75A 217-240-007-5 217-240-008-3 217-240-009-1 217-240-010-9 217-240-011-7 217-240-012-5 217-240-013-3 217-240-014-1 217-240-015-8 217-240-016-6 217-240-017-4 217-240-018-2 217-250-007-2 217-260-001-3 217-260-002-1 217-260-003-9 217-260-004-7 217-260-005-4 217-260-006-2 217-260-007-0 217-260-008-8 217-260-009-6 217-260-010-4 217-260-011-2 217-260-012-0 217-260-013-8 217-260-014-6 217-260-015-3 217-260-016-1 217-260-017-9 217-260-018-7 217-260-019-5 217-260-020-3 217-260-021-1 217-260-022-9 217-260-023-7 217-260-024-5 217-260-025-2 217-260-026-0 217-260-027-8 217-260-028-6 217-260-029-4 217-260-030-2 217-260-031-0 217-260-032-8 217-260-033-6 217-260-034-4 217-260-035-1 217-260-036-9 217-260-037-7 217-260-038-5 217-260-039-3 217-260-040-1 217-260-041-9 217-260-042-7 217-260-043-5 217-260-044-3 217-260-045-0 217-260-046-8 217-260-047-6 217-260-048-4 217-260-049-2 217-260-050-0 217-260-051-8 217-280-001-9 217-280-002-7 217-280-003-5 217-280-004-3 217-280-005-0 217-280-006-8 217-280-007-6 217-280-008-4 217-280-009-2 217-280-010-0 217-280-011-8 217-280-012-6 217-280-013-4 217-280-014-2 217-280-015-9 217-280-016-7 217-280-017-5 217-280-018-3 217-280-019-1 217-280-020-9 217-280-021-7 217-280-022-5 217-290-001-7 217-290-002-5 217-290-003-3 217-290-004-1 217-290-005-8 217-290-006-6 217-290-007-4 217-290-008-2 217-290-009-0 217-290-010-8 217-290-011-6 217-290-012-4 217-290-013-2 217-290-014-0 217-290-015-7 217-290-016-5 217-290-017-3 217-290-018-1 217-290-019-9 217-290-020-7 217-290-021-5 217-290-022-3 217-290-023-1 217-290-024-9 217-290-025-6 217-290-026-4 217-290-027-2 217-290-028-0 217-290-029-8 217-290-030-6 217-290-031-4 217-290-032-2 217-290-033-0 217-300-001-5 217-300-002-3 217-300-003-1 217-300-004-9 217-300-005-6 217-300-006-4 217-300-007-2 217-300-008-0 217-300-009-8 217-300-010-6 217-300-011-4 217-300-012-2 217-300-013-0 217-300-014-8 217-300-015-5 217-300-016-3 217-300-017-1 217-300-018-9 217-300-019-7 217-300-020-5 217-300-021-3 217-300-022-1 217-300-023-9 217-300-024-7 217-300-025-4 217-300-026-2 217-300-027-0 217-300-028-8 217-300-029-6 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 27.06 $ 3,757.44 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 25.78 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 17.38 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 18.48 $ 18.48 $ 18.48 $ 18.48 $ 18.48 $ 18.48 $ 18.48 $ 18.48 $ 18.48 $ 17.04 $ 17.04 $ 17.04 $ 17.04 $ 17.04 $ 17.04 $ 17.04 $ 17.04 $ 17.04 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 25.78 $ 25.78 $ 25.78 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 25.78 $ 25.78 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 $ 22.14 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 47 of 50 75A 76A 76A 76A 76A 217-300-030-4 217-300-031-2 217-300-032-0 217-300-033-8 217-300-034-6 217-300-035-3 217-300-036-1 217-300-037-9 217-300-038-7 217-300-039-5 217-300-040-3 217-300-041-1 217-300-042-9 217-300-043-7 217-300-044-5 217-300-045-2 217-300-046-0 217-300-047-8 217-300-048-6 187-470-001-4 187-470-002-2 187-470-003-0 187-470-004-8 187-470-005-5 187-470-006-3 187-470-007-1 187-470-008-9 187-470-009-7 187-470-010-5 187-470-011-3 187-470-012-1 187-470-013-9 187-470-014-7 187-490-001-0 187-490-002-8 187-490-003-6 187-490-004-4 187-490-005-1 187-490-006-9 187-490-007-7 187-490-008-5 187-490-009-3 187-490-010-1 187-490-011-9 187-490-012-7 187-490-013-5 187-490-014-3 187-490-015-0 187-490-016-8 187-490-017-6 187-490-018-4 187-490-019-2 187-490-020-0 187-490-021-8 187-490-022-6 187-490-023-4 187-490-024-2 187-490-025-9 187-490-026-7 187-490-027-5 187-490-028-3 187-490-029-1 187-490-030-9 187-490-035-8 187-490-036-6 187-490-037-4 187-490-038-2 187-490-039-0 187-490-040-8 187-490-041-6 187-490-042-4 187-490-043-2 187-490-044-0 187-490-045-7 187-490-046-5 187-490-047-3 187-490-048-1 187-490-049-9 187-490-050-7 187-490-051-5 187-490-052-3 187-490-053-1 187-490-054-9 187-490-055-6 187-490-056-4 187-490-057-2 187-490-058-0 187-490-059-8 187-490-060-6 187-490-061-4 187-490-062-2 187-490-063-0 187-500-001-8 187-500-002-6 187-500-003-4 187-500-004-2 187-500-005-9 187-500-006-7 187-500-007-5 187-500-008-3 187-500-009-1 187-500-010-9 187-500-011-7 187-500-012-5 187-500-013-3 187-500-014-1 187-500-015-8 187-500-016-6 187-500-017-4 187-500-018-2 187-500-019-0 187-500-020-8 187-500-021-6 187-500-022-4 187-500-023-2 187-500-024-0 187-500-025-7 187-500-026-5 187-500-027-3 187-500-028-1 187-510-001-6 187-510-002-4 187-510-003-2 187-510-004-0 187-510-005-7 187-510-006-5 187-510-007-3 187-510-008-1 187-510-009-9 187-510-010-7 187-510-012-3 187-510-013-1 187-510-014-9 187-510-015-6 187-510-017-2 187-510-018-0 187-520-001-4 187-520-002-2 187-520-003-0 187-520-004-8 187-520-005-5 187-520-006-3 187-520-007-1 187-520-008-9 187-520-009-7 $ 22.14 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 16.84 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 19.30 $ 235.86 $ 164.70 $ 197.48 $ 197.48 $ 235.86 $ 197.48 $ 271.70 $ 197.48 $ 197.48 $ 271.70 $ 235.86 $ 271.70 $ 271.70 $ 271.70 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 194.18 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 DA DA DA DA DA $147,950.30 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 48 of 50 76A 76A 76A 76A 187-520-010-5 187-520-011-3 187-520-012-1 187-520-013-9 187-520-014-7 187-520-015-4 187-520-016-2 187-520-017-0 187-520-018-8 187-520-019-6 187-520-020-4 187-520-021-2 187-520-022-0 187-520-024-6 187-520-025-3 187-520-026-1 187-520-027-9 187-520-028-7 187-520-029-5 187-520-030-3 187-520-031-1 187-520-032-9 187-520-033-7 187-520-034-5 187-520-035-2 187-520-036-0 187-520-037-8 187-520-038-6 187-531-001-1 187-531-002-9 187-531-003-7 187-531-004-5 187-531-005-2 187-531-006-0 187-531-007-8 187-532-001-0 187-532-002-8 187-532-003-6 187-532-004-4 187-532-005-1 187-532-006-9 187-532-007-7 187-532-008-5 187-532-009-3 187-532-010-1 187-532-011-9 187-533-001-9 187-533-002-7 187-533-003-5 187-533-004-3 187-534-001-8 187-534-002-6 187-535-001-7 187-536-001-6 187-537-001-5 187-537-002-3 187-537-003-1 187-537-008-0 187-537-010-6 187-537-011-4 187-537-012-2 187-541-001-9 187-541-002-7 187-541-003-5 187-541-004-3 187-542-001-8 187-542-002-6 187-542-003-4 187-542-004-2 187-542-005-9 187-542-006-7 187-542-007-5 187-542-008-3 187-542-009-1 187-542-010-9 187-542-011-7 187-543-001-7 187-543-002-5 187-543-003-3 187-543-004-1 187-544-003-2 187-544-004-0 187-551-001-6 187-551-002-4 187-551-003-2 187-551-006-5 187-551-007-3 187-551-008-1 187-552-001-5 187-552-002-3 192-210-023-3 192-210-024-1 192-210-025-8 192-210-027-4 192-210-028-2 192-210-029-0 192-210-030-8 192-210-031-6 193-690-069-3 193-880-001-6 193-880-002-4 193-880-003-2 193-880-004-0 193-880-005-7 193-880-006-5 193-880-008-1 193-880-009-9 193-880-010-7 193-880-011-5 193-890-001-4 193-890-002-2 193-890-003-0 193-890-004-8 193-890-005-5 193-890-006-3 193-890-007-1 193-890-008-9 193-890-009-7 193-890-010-5 193-890-011-3 193-890-012-1 193-890-013-9 193-890-014-7 193-890-015-4 193-890-016-2 193-890-018-8 193-890-021-2 193-890-022-0 193-890-023-8 193-890-024-6 193-890-025-3 193-890-026-1 193-890-027-9 193-890-028-7 193-890-029-5 193-890-030-3 193-890-032-9 193-890-033-7 193-890-034-5 193-900-001-2 193-900-002-0 193-900-003-8 193-900-004-6 193-900-005-3 193-900-006-1 193-900-007-9 193-900-008-7 193-900-009-5 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 235.86 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 235.86 $ 235.86 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 271.70 $ 197.48 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 271.70 $ 235.86 $ 271.70 $ 271.70 $ 235.86 $ 271.70 $ 235.86 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 197.48 $ 129.88 $ 129.88 $ 197.48 $ 235.86 $ 129.88 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 235.86 $ 235.86 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 271.70 $ 129.88 $ 129.88 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 197.48 $ 197.48 $ 197.48 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 164.70 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 $ 197.48 $ 129.88 $ 129.88 $ 129.88 DA DA DA DA Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 49 of 50 76A 910 910 910 910 193-900-015-2 193-900-016-0 202-351-001-5 202-351-002-3 202-351-003-1 202-351-004-9 202-351-005-6 202-352-001-4 202-352-002-2 202-352-003-0 202-352-004-8 202-352-005-5 202-352-006-3 202-352-007-1 202-352-008-9 202-353-001-3 202-353-002-1 202-353-003-9 202-353-004-7 202-353-005-4 202-353-006-2 202-353-007-0 202-353-008-8 202-353-009-6 202-353-010-4 202-353-011-2 202-353-012-0 202-353-013-8 202-354-001-2 202-354-002-0 202-354-003-8 202-354-004-6 202-354-005-3 202-354-006-1 202-361-001-3 202-361-002-1 202-361-003-9 202-361-004-7 202-361-007-0 202-361-008-8 202-362-001-2 202-362-002-0 202-362-003-8 202-362-004-6 202-362-005-3 202-362-006-1 202-362-007-9 202-363-001-1 202-363-002-9 202-363-003-7 202-363-004-5 202-363-005-2 202-363-006-0 202-364-001-0 202-364-002-8 202-371-001-1 202-371-002-9 202-371-003-7 202-371-004-5 202-371-005-2 202-371-008-6 202-371-009-4 202-371-010-2 202-371-011-0 202-371-012-8 202-371-016-9 202-371-017-7 202-371-018-5 202-371-020-1 202-371-021-9 202-371-022-7 202-372-001-0 202-372-002-8 202-372-003-6 202-381-001-9 202-381-002-7 202-381-003-5 202-381-004-3 202-381-005-0 202-381-006-8 202-381-007-6 202-381-008-4 202-381-009-2 202-381-010-0 202-382-001-8 202-382-002-6 202-382-003-4 202-382-004-2 202-382-005-9 202-382-006-7 202-382-007-5 202-382-008-3 202-382-009-1 202-382-010-9 202-382-011-7 202-391-001-7 202-391-002-5 202-391-003-3 202-391-004-1 202-391-005-8 202-391-006-6 202-391-007-4 202-391-008-2 202-391-009-0 202-391-010-8 202-391-011-6 202-391-012-4 202-391-013-2 202-391-014-0 202-391-015-7 202-391-016-5 202-391-017-3 202-391-018-1 202-391-019-9 202-391-020-7 202-391-021-5 202-391-022-3 202-392-001-6 202-392-002-4 202-392-003-2 202-392-004-0 202-392-005-7 202-393-001-5 202-393-002-3 202-393-003-1 202-393-004-9 202-393-005-6 202-393-006-4 202-393-007-2 202-393-008-0 202-393-009-8 202-393-010-6 202-394-002-2 202-394-003-0 202-394-004-8 202-394-005-5 202-394-006-3 202-394-007-1 202-394-008-9 202-394-009-7 202-394-010-5 202-394-011-3 202-394-012-1 202-394-013-9 202-394-016-2 $ 197.48 $ 197.48 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 371.50 $ 286.34 $ 371.50 $ 318.26 $ 318.26 $ 371.50 $ 318.26 $ 318.26 $ 371.50 $ 318.26 $ 318.26 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 371.50 $ 318.26 $ 371.50 $ 318.26 $ 318.26 $ 318.26 $ 371.50 $ 371.50 $ 371.50 $ 371.50 $ 371.50 $ 371.50 $ 318.26 $ 318.26 $ 371.50 $ 371.50 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 318.26 $ 286.34 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 286.34 $ 286.34 $ 318.26 $ 371.50 $ 318.26 $ 371.50 $ 371.50 $ 371.50 $ 318.26 $ 286.34 $ 318.26 $ 371.50 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 286.34 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 318.26 $ 286.34 $ 318.26 $ 318.26 $ 318.26 $ 371.50 $ 318.26 $ 371.50 $ 318.26 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 259.76 $ 249.12 $ 259.76 $ 259.76 $ 259.76 $ 286.34 $ 286.34 $ 259.76 $ 259.76 $ 270.40 $ 286.34 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 270.40 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 286.34 $ 249.12 $ 259.76 $ 259.76 $ 249.12 $ 249.12 $ 249.12 $ 270.40 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 DA DA DA DA DA $44,136.96 Drainage Area Benefit Assessment Proposed Fees for Lien Year 2025 06/02/25 Page 50 of 50 910 910 202-394-017-0 202-394-018-8 202-394-019-6 202-394-020-4 202-395-001-3 202-395-002-1 202-395-003-9 202-395-004-7 202-395-005-4 202-395-006-2 202-395-007-0 202-395-008-8 202-395-009-6 202-395-010-4 202-395-011-2 202-401-001-5 202-401-002-3 202-401-003-1 202-401-004-9 202-401-005-6 202-401-006-4 202-401-007-2 202-401-008-0 202-401-009-8 202-402-001-4 202-402-002-2 202-402-003-0 202-402-004-8 202-402-005-5 202-402-006-3 202-402-007-1 202-402-008-9 202-402-009-7 202-402-010-5 202-402-011-3 202-403-001-3 202-403-002-1 202-403-003-9 202-403-004-7 202-403-005-4 202-403-006-2 202-403-007-0 202-403-008-8 202-403-009-6 202-403-010-4 202-403-011-2 202-403-012-0 202-403-013-8 202-403-014-6 202-403-015-3 202-403-016-1 202-403-017-9 202-403-018-7 202-403-019-5 202-403-020-3 202-403-021-1 202-403-022-9 202-404-001-2 202-404-002-0 202-404-003-8 202-404-004-6 202-404-005-3 202-404-006-1 202-404-007-9 202-404-008-7 202-404-009-5 202-404-010-3 202-404-011-1 202-404-012-9 202-404-013-7 202-404-014-5 202-404-015-2 202-404-016-0 $ 286.34 $ 286.34 $ 286.34 $ 270.40 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 249.12 $ 259.76 $ 259.76 $ 259.76 $ 249.12 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 270.40 $ 270.40 $ 259.76 $ 249.12 $ 249.12 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 286.34 $ 270.40 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 249.12 $ 259.76 $ 259.76 $ 259.76 $ 259.76 $ 270.40 $ 259.76 $ 249.12 $ 249.12 $ 249.12 $ 259.76 $ 259.76 $ 249.12 $ 249.12 $ 249.12 $ 286.34 $ 318.26 $ 259.76 $ 249.12 $ 259.76 $ 259.76 DA DA $63,149.76 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2509 Name: Status:Type:Consent Item Passed File created:In control:6/5/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:Acting as the governing body of the Contra Costa County Flood Control and Water Conservation District, APPROVE and AUTHORIZE the Chief Engineer, or designee, to execute a contract amendment with the Contra Costa Resource Conservation District, effective June 29, 2025, to increase the payment limit by $129,150 to a new payment limit of $682,150, adjust the rates under the contract, and extend the term through June 30, 2026, for on-call watershed support and coordination of services, Countywide. (100% Flood Control District Funds) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:The Contra Costa County Flood Control and Water Conservation District Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Contract Amendment with the Contra Costa Resource Conservation District. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: Acting as the governing body of the Contra Costa County Flood Control and Water Conservation District (FC District),APPROVE and AUTHORIZE the Chief Engineer,or designee,to execute a contract amendment with the Contra Costa Resource Conservation District (CCRCD),effective June 29,2025,to increase the payment limit by $129,150 to a new payment limit of $682,150,adjust the rates under the contract,and extend the term through June 30, 2026, for on-call watershed support and coordination of services, Countywide. FISCAL IMPACT: The Agreement will be paid for with 100% Flood Control District Funds. (Project No: Various) BACKGROUND: The FC District and the CCRCD share an interest in developing a sustainable model for Contra Costa County watershed stewardship.The FC District’s 50-year watershed plan sets forth a vision to implement flood protection within Contra Costa County's watersheds in a sustainable and more natural method.CCRCD is well- positioned to assist the FC District with watershed stewardship services. The FC District and CCRCD worked together during the past years planning a favorable way of tending to the Walnut Creek Watershed and all its needs.Creek cleanup and beautification projects have been ongoing as well as public outreach and education.CCRCD plans to work with the Contra Costa Watershed Forum,the Walnut Creek Watershed Council, and Friends of Marsh Creek. The FC District and CCRCD plan to help in coordinating municipalities,agencies,nongovernmental organizations,businesses,citizen volunteers,and other stakeholders within Contra Costa County to create CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2509,Version:1 organizations,businesses,citizen volunteers,and other stakeholders within Contra Costa County to create healthier watersheds and increased awareness of human impacts on them.With these shared interests in mind, the FC District and CCRCD can better protect communities from flooding and conserve soil,water,and other natural resources.The FC District’s goal of developing a sustainable stewardship model for Contra Costa County watersheds will be furthered through CCRCD organizing and coordinating volunteers and facilitating stakeholders to engage dialogue and coordinate stewardship activities among the watersheds. Deering’s Cal Uncod. Water Deer, Act 170, Section 5 authorizes the FC District to contract for these services. CONSEQUENCE OF NEGATIVE ACTION: Without the approval of the Board,the FC District will be unable to continue the development of a sustainable stewardship model for the various watersheds. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2510 Name: Status:Type:Consent Item Passed File created:In control:5/28/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Public Works Director, or designee, to submit one grant application to the United States Department of Transportation for the fiscal year 2024/2025 cycle of the Safe Streets and Roads for All (SSR4A) grant program, for the San Pablo Dam Road Complete Streets Project, El Sobrante area. (80% SS4A Funds and 20% Local Road Funds) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Grant application for the Safe Streets and Roads for All (SS4A) grant program for fiscal year 2024/2025, El Sobrante Area. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Public Works Director,or designee,to submit one grant application to the United States Department of Transportation (DOT)for the fiscal year 2024/2025 cycle of the Safe Streets and Roads for All (SS4A)grant program,for the San Pablo Dam Road Complete Street project,El Sobrante area (District I). FISCAL IMPACT: The cost for the San Pablo Dam Road Complete Street project is estimated to be $10 million and the grant program requires a local match of at least 20%.(80%Safe Streets and Roads for All Funds and 20%Local Road Funds). BACKGROUND: On March 28,2025,the DOT issued the Notice of Funding Opportunity (NOFO)for the SS4A grant program under the Infrastructure Investment and Jobs Act (also referred to as the “Bipartisan Infrastructure Law”or “BIL”).In the notice,the DOT solicited applications for transportation projects and activities to support planning,infrastructure,behavioral,and operational initiatives to prevent death and serious injury on roads and streets.These initiatives are to involve all roadway users,including pedestrians,bicyclists,public transportation,personal conveyance and micromobility devices,motorists,and commercial vehicle operators. Applications must be submitted by June 26, 2025. The DOT has authorized and appropriated $982,260,494 to be awarded as part of the 2025 SS4A grant program.The SS4A grant program categorizes applications as either:(a)planning and demonstration grants or (b)implementation grants.Planning and demonstration grants are intended to fund the development or CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2510,Version:1 (b)implementation grants.Planning and demonstration grants are intended to fund the development or enhancement of a Comprehensive Safety Action Plan,which the County has already developed in the form of the Vision Zero Action Plan and was adopted by the County in March 2022.Public Works is preparing to apply for an implementation grant to fund design and construction of the San Pablo Dam Road Complete Street project, as previously identified in the Vision Zero Action Plan. The San Pablo Dam Road Complete Street project intends to implement a road diet,converting the existing four-lane road into a three-lane roadway with one lane in each direction plus a center left turn lane,from Appian Way to St John Lane.The reduction from four to three travel lanes will allow reallocation of right-of- way to new continuous buffered bike lanes and bike boxes that will prioritize bicyclists,and sidewalk and crossing improvements to accommodate pedestrians. SS4A Implementation Grants must identify safety concerns to be addressed and the projects and strategies that the County plans to implement based on the Vision Zero Action Plan.According to the NOFO,successful grant applications will: ·Promote safety to prevent fatal and serious injuries on public roadways; ·Employ low-cost, high-impact strategies that can improve safety over a wide geographic area; ·Ensure equitable investment in the safety needs of underserved communities,which includes both underserved urban and rural communities; ·Incorporate evidence-based projects and strategies and adopt innovative technologies and strategies; and ·Demonstrate engagement with a variety of public and private stakeholders. The DOT will evaluate applications based on primary selection criteria,or merit criteria,listed in the following order of importance: (1) safety need; (2) safety impact; and (3) engagement and collaboration. On April 8 and May 13,2024,the Transportation,Water &Infrastructure Committee reviewed the project and recommended that the Board of Supervisors approve its submission as grant applications for prior cycles of the SS4A grant program and Active Transportation Program,respectively.On May 16,June 17,and December 18, 2024,the project was submitted as grant applications to prior cycles of the SS4A grant program,Active Transportation Program,and Metropolitan Transportation Commission Active Transportation Capital Design Technical Assistance program,respectively,but was not awarded.The project was most recently submitted as a grant application to the 2025 cycle of the Better Utilizing Investments to Leverage Development program,but award announcements will not be made until June 28, 2025. CONSEQUENCE OF NEGATIVE ACTION: If the Public Works Department is not authorized to submit the application,grant funding will not be available, which will delay the design and construction of this project. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2511 Name: Status:Type:Consent Item Passed File created:In control:5/28/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Public Works Director, or designee, to execute, on behalf of the County, an agreement with the City of Concord to reimburse the City in an amount not to exceed $160,000 for resurfacing a segment of Concord Boulevard within unincorporated Contra Costa County as part of the City’s Residential Pavement Maintenance – Concord Boulevard project, Concord area. (89% City of Concord Funds and 11% Local Road Funds) Attachments:1. Agreement Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Agreement between Contra Costa County and the City of Concord for the Residential Pavement Maintenance - Concord Blvd project, Concord area. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Public Works Director,or designee,to execute an agreement between Contra Costa County and the City of Concord for the maintenance of Concord Boulevard,a component of the City of Concord’s Residential Pavement Maintenance - Concord Blvd project, Concord area. (District IV) FISCAL IMPACT: The cost for the Residential Pavement Maintenance -Concord Blvd project is estimated to be $1.52 million. The County’s portion of the project is $160,000. (89% City of Concord Funds and 11% Local Road Funds). BACKGROUND: Concord Boulevard between Trail Creek Court and Mariposa Court is partially located within the City of Concord limits and partially within the right-of-way of Contra Costa County.The City of Concord plans to perform maintenance and resurfacing work along Concord Boulevard,including the portion within the County right-of-way,as part of the City of Concord’s Residential Pavement Maintenance -Concord Blvd project,on condition that the County contributes $160,000 towards the costs to perform the work within the County.In addition,the work includes the installation of bike lanes along Concord Boulevard,including within the County’s portion of the road.In May 2025,the Public Works Department coordinated with the City of Concord to finalize the terms of an agreement between the County and City for the planned maintenance work. CONSEQUENCE OF NEGATIVE ACTION: If the Public Works Department is not authorized to execute the agreement,the County’s portion of Concord CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2511,Version:1 Boulevard will not be resurfaced as part of the City of Concord’s project. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ AGREEMENT FOR ROADWAY SURFACE TREATMENT OF CONCORD BOULEVARD This Agreement for Roadway Surface Treatment of Concord Boulevard, dated , 2025 (this “Agreement”) is made by and between the City of Concord, a municipal corporation (hereinafter referred to as “City”) and the County of Contra Costa, a political subdivision of the State of California (herein referred to as “County”). RECITALS A. Portions of Concord Boulevard are located in County’s jurisdiction and in City’s jurisdiction, as shown on the map attached hereto as Exhibit A and incorporated herein by reference (the “Treatment Area Map”). B. City is applying a surface treatment to the portion of Concord Boulevard in its jurisdiction. This work is tentatively scheduled for Summer 2025. C. County desires that City, at the same time as the surface treatment work in Recital B is performed, apply a surface treatment on County’s portion of Concord Boulevard as shown on the Treatment Area Map (the “Treatment Area”), and County desires to pay City therefor. D. City desires to apply a surface treatment on the Treatment Area, and City and County have agreed to enter into this Agreement providing therefor. Now, therefore, for good and valuable consideration, City and County mutually agree as follows. AGREEMENT 1. Surface Treatment Work to be Performed. Notwithstanding that the Treatment Area is located within County’s jurisdiction, City shall apply an asphalt rubber cape seal, or other surface treatment in the Treatment Area, which is, in City’s sole discretion, appropriate to prolong the life and improve the pavement condition of the Treatment Area (the “Surface Treatment”). Except for application of a Surface Treatment, City shall not make any modifications to the Treatment Area without County’s prior written approval. After City’s application of a Surface Treatment, County shall continue to maintain the Treatment Area by providing routine maintenance work, which may include but not limited to, maintenance of the pavement (pothole repair), traffic stripings, signage, and drainage facilities as required to ensure satisfactory and safe condition of the Treatment Area. 2. Modification for Additional Work. Should either City or County determine that the Treatment Area requires work beyond the scope of the Surface Treatment set forth in Section 1 of this Agreement, the initiating party shall request in writing such modifications and, if agreed to by the parties, a separate agreement, or amendment to this agreement, between the parties shall be executed prior to any construction of such additional work. 3. Payments. a. County will reimburse City one hundred percent (100%) of City’s costs of performing the Surface Treatment work in the Treatment Area pursuant to this Agreement, which include labor costs, material costs and equipment costs from an accounting of actual charges for work in the 2 Agreement For Roadway Maintenance f Concord Boulevard Treatment Area (“Costs”), provided that County will not reimburse City for Costs in excess of $160,000.00. b. Billing. At the completion of the Surface Treatment, City shall bill County one hundred percent (100%) for Costs incurred performing the Surface Treatment work set forth in Section 1 of this Agreement; provided that County will not reimburse City for Costs in excess of $160,000.00. City’s billings shall list all road surface treatment work performed and the costs therefor. County shall pay City within sixty (60) days after receipt of the billing from City. 4. Legal Relations and Responsibilities. Nothing in this Agreement is intended to create duties or obligations to or rights in third parties who are not parties to this Agreement or affect the legal liability of either party to this Agreement by imposing any standard of care respecting the maintenance of state highways different from the standard of care imposed by law. 5. Indemnity; Insurance. a. City Indemnity. To the extent permitted by law, and pursuant to Government Code Section 895.4, City shall defend, with counsel acceptable to County, indemnify and save harmless the County and all County officers and employees from all claims, suits or actions of every name, kind and description brought for or on account of injuries to or death of any person or damage to property (collectively, “Liabilities”) resulting from anything done or omitted to be done by City and its contractors under or in connection with any work, authority or jurisdiction delegated to City under this Agreement; provided, however, that City is not required to indemnify County for the proportion of Liabilities a court determines is attributable to the sole negligence or willful misconduct of County, its officers or employees. This provision will survive the expiration or termination of this Agreement. b. County Indemnity. To the extent permitted by law, and pursuant to Government Code Section 895.4, County shall defend, with counsel acceptable to City, indemnify and save harmless the City and all City officers and employees from all Liabilities resulting from anything done or omitted to be done by County and its contractors under or in connection with any work, authority or jurisdiction delegated to County under this Agreement; provided, however, that County is not required to indemnify City for the proportion of Liabilities a court determines is attributable to the sole negligence or willful misconduct of City, its officers or employees. This provision will survive the expiration or termination of this Agreement. c. City Contractors’ Insurance. City will require its contractors performing any work in the Treatment Area to name County as an additional insured under the contract between City and the contractors. 6. Notices. All notices to be given under this Agreement will be in writing and sent by (a) first class mail, postage prepaid, in which case notice will be deemed delivered three (3) business days after deposit in the United States Mail; (b) a nationally recognized overnight courier, in which case notice will be deemed delivered one (1) business day after deposit with that courier, or (c) fax, in which case notice will be deemed delivered one (1) business day after the day it was transmitted, provided that a transmission report is generated reflecting the accurate transmission of the notice. Unless communicated in writing, the place for delivery of all notices given under this Agreement will be as follows 3 Agreement For Roadway Maintenance f Concord Boulevard 7. Effective Date; Termination. This Agreement is effective as of the date first set forth above. This Agreement may be terminated at any time for no or any reason by either party upon giving the other party sixty (60) days prior written notice, provided that County will pay City for all Costs incurred in performing the Surface Treatment work through the date of termination, not to exceed $160,000. 8. Integration. This Agreement contains the entire agreement between parties and supersedes all prior understandings or agreements, oral or written, regarding the subject matter of this Agreement. 9. Modification. This Agreement may only be modified or amended by the mutual, written agreement of both parties. 10. Accountability. City shall maintain and make available to County complete records of its receipts and disbursement under this Agreement. 11. Governing Law and Venue. This Agreement shall be construed and enforced in accordance with the laws of the State of California. Venue shall lie in the County of Contra Costa. The parties have executed this Agreement as of the date first set forth above. CONTRA COSTA COUNTY CITY OF CONCORD By: By: Name: Name: Title: Title: ATTEST: ______________________________ Joelle Fockler, MMC City Clerk Approved as to form: Thomas L. Geiger, County Counsel Suzanne Brown, City Attorney By: By: Name: Name: Title: Title: William Tarbox, Public Works Director City of Concord 1950 Parkside Drive Concord, CA 94519 Warren Lai, Public Works Director Contra Costa County 255 Glacier Drive Martinez, CA 94553 This map is a user generated, static output from an internet mapping application and is intended for reference use only. Data layers that appear on this map may or may not be accurate, current, or otherwise reliable. THIS MAP IS NOT TO BE USED FOR NAVIGATION. CCMap is maintained by Contra Costa County Department of Information Technology, County GIS. Data layers contained within the CCMap application are provided by various Contra Costa County Departments. Please direct all data inquires to the appropriate department. Spatial Reference PCS: WGS 1984 Web Mercator Auxiliary Sphere Datum: WGS 1984Scale: 1:18,056 Map Legend Planning Layers (DCD) Unincorporated City Limits Board of Supervisors' Districts Coolidg e S t Mathes onRd Claycord A ve Lincoln D r Oliv e D r Geneva Ave Jeffer s o n St Con c o r d B l vd Baile yRd Claycord Ave AyersRd Heat her Dr Silve r lea f Ln Ne w hall Pk wy Wil l cre st Dr Seminole Cir Clayton R d MyrtleDr Myrtle D r Lau relDr Ayers Rd HollyDr JomarDr OliveDr Conco rd B l vd Mount D i a b l o C reek Las Ra m blasDr Con co rd B l v d Park Highlands Blvd KenwalRd Washingto n Blvd Alberta W ay Ay e rs R d Ayers Rd Laure l D r Olive D r Greenmead owDr Heritage D r Jomar D r So uthbrook Dr Concord B lvd Clayton R d ClaytonRd Ygnacio Valley Rd KirkerPas sRd ClearbrookDr K ir ker Pass Rd Cam ino Estr ada IndianWells W ay Kirkwoo d Dr NLy d iaLn Concord Blvd Yo l anda Cir Kirker PassRd TREATMENT AREA MAP 0 0.15 0.30.07 mi ± Credits: Esri Community Maps Contributors, California State Parks, Esri, TomTom, Garmin, SafeGraph, GeoTechnologies, Inc, METI/NASA, USGS, Bureau of Land Management, EPA, NPS, US Census Bureau, USDA, USFWS, Contra Costa County Development of Conservation and Department, Maxar EXHIBIT 'A' Treatment Area Project Limits Concord Blvd - Bailey Rd to SCL Fi l e P a t h \\ p w - d a t a \ g r p d a t a \ t r a n s e n g \ P r o j e c t s \ S u r f a c e T r e a t m e n t s \ 2 0 2 4 S u r f a c e T r e a t m e n t \ S t r i p i n g C h a n g e s \ C u m m i n g s S k y w a y a n d C r o c k e t t B l v d \ C u m m i n g s - C r o c k e t t S t r i p i n g . d w g P l o t D a t e : 5/ 2 7 / 2 0 2 5 9 : 2 4 : 3 5 A M Contra Costa County Public Works Department 255 Glacier Drive Martinez, CA 94553 PH: (925) 313-2000 FAX: (925) 313-2333 SCALE:STRIPING PLAN CUMMINGS SKYWAY AND CROCKETT BOULEVARD Crockett and Rodeo areas, Contra Costa County DRAWN BY: JS CHECKED BY: MS SHEET: 1 OF 1 DATE: MAY 2025 CUMMINGS-CROCKETT STRIPING.DWG CAD FILE: 1" = 2000' NOTES 1. Replace existing centerline with modified centerline Detail 22. Markers placed every 12'-0' rather than 24'-0” 2. For striping details not shown, refer to State Standard Plans. 3. All other existing striping shall be restored in place. 4. All striping and pavement markings shall be in accordance with the latest California Manual on Uniform Traffic Control Devices. CUMMINGS SKYWAY CROCKETT BLVD Parcels SAN PABLO AVE POMONA AVE BARRY HILL RD STA T E R O U T E 4 INT E R S T A T E 8 0 Project Limits LEGEND MODIFIED DETAIL 22 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2512 Name: Status:Type:Consent Item Passed File created:In control:5/29/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE the modified striping plans on Cummings Skyway and Crockett Boulevard and AUTHORIZE the Public Works Director’s prior instruction to the Contra Costa County Public Works Maintenance crews on the project, Rodeo and Crockett areas. (No fiscal impact) Attachments:1. Striping Plan Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:APPROVE the plans and AUTHORIZE the Public Works Director’s prior instruction to Contra Costa County Public Works Maintenance Crews to modify the centerline on Cummings Skyway and Crockett Boulevard, Rodeo and Crockett areas. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE the plans and AUTHORIZE the Public Works Director’s prior instruction to Contra Costa County Public Works Maintenance Crews to modify the centerline on Cummings Skyway and Crockett Boulevard, Rodeo and Crockett areas. (District V) FISCAL IMPACT: No fiscal impact. BACKGROUND: The Contra Costa County Public Works Maintenance crews resurfaced Cummings Skyway and Crockett Boulevard in 2024.They subsequently modified the existing centerline striping along both roadways.The striping replaced the existing centerline with a modified Detail 22 on Cummings Skyway and Crockett Boulevard.Board of Supervisors approval of the modified striping plans on Cummings Skyway and Crockett Boulevard is therefore being requested. CONSEQUENCE OF NEGATIVE ACTION: Modified centerline striping on Cummings Skyway and Crockett Boulevard would not be approved. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 1 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2513 Name: Status:Type:Consent Item Passed File created:In control:5/29/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute, on behalf of the Public Works Director, an amendment to a blanket purchase order for traffic painting materials with Ennis- Flint, Inc, effective June 24, 2025, to extend the term through October 31, 2027, with no change to the payment limit, Countywide. (No fiscal impact) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:APPROVE and AUTHORIZE the Purchasing Agent to execute a blanket purchase order amendment with Ennis-Flint, Inc., for thermoplastic traffic striping material and rapid dry warehouse paint. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent,or designee,to execute,on behalf of the Public Works Director,an amendment to a blanket purchase order with Ennis-Flint,Inc,effective June 24,2025,to extend the term through October 31, 2027, Countywide. FISCAL IMPACT: No Fiscal Impact, as this amendment is only to extend the term. BACKGROUND: The Contra Costa County Public Works Department maintains over 650 miles of roads,79 miles of creeks and channels, and 29 detention basins and dams throughout Contra Costa County. On June 28,2022,the County issued Invitation for Bid (IFB)2206-573 to solicit for vendors to supply paint for traffic stripes and pavement markings.Two vendors responded:Ennis-Flint,Inc and International Coatings Co, Inc.Each vendor provided the lowest prices,so it was determined that a purchase order would be issued to each vendor. On October 25,2022,the Board of Supervisors approved the execution of a blanket purchase order #026420 with Ennis-Flint, Inc. for the purchase of traffic striping material and paint for road maintenance work. This blanket purchase order amendment will extend the term through October 31,2027.Approval of this blanket purchase order amendment will allow the Public Works Department to continue to purchase traffic CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2513,Version:1 striping material and paint. CONSEQUENCE OF NEGATIVE ACTION: Failure to approve the blanket purchase order amendment will prevent the Public Works Department from completing routine and emergency road maintenance in a timely manner CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2514 Name: Status:Type:Consent Item Passed File created:In control:5/29/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute, on behalf of the Public Works Director, an amendment to a blanket purchase order for traffic painting materials with International Coatings Company Inc., effective June 24, 2025, to extend the term through October 31, 2027, with no change to the payment limit, Countywide. (No fiscal impact) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:APPROVE and AUTHORIZE the Purchasing Agent to execute a blanket purchase order amendment with International Coatings Company,Inc.,for thermoplastic traffic striping material and rapid dry warehouse paint. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent,or designee,to execute,on behalf of the Public Works Director,an amendment to a blanket purchase order with International Coatings Company,Inc.(dba Intl Coatings Co.), Inc, effective June 24, 2025, to extend the term through October 31, 2027, Countywide. FISCAL IMPACT: No Fiscal Impact, as this amendment is only to extend the term. BACKGROUND: The Contra Costa County Public Works Department maintains over 650 miles of roads,79 miles of creeks and channels, and 29 detention basins and dams throughout Contra Costa County. On June 28,2022,the County issued Invitation for Bid (IFB)2206-573 to solicit for vendors to supply paint for traffic stripes and pavement markings.Two vendors responded:Ennis-Flint,Inc and Intl Coatings Co.Each vendor provided the lowest prices, so it was determined that a purchase order would be issued to each vendor. On October 25,2022,the Board of Supervisors approved the execution of a blanket purchase order #026419 with Intl Coatings Co. for the purchase of traffic striping material and paint for road maintenance work. This blanket purchase order amendment will extend the term through October 31,2027.Approval of this blanket purchase order amendment will allow the Public Works Department to continue to purchase traffic CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2514,Version:1 striping material and paint. CONSEQUENCE OF NEGATIVE ACTION: Failure to approve the blanket purchase order amendment will prevent the Public Works Department from completing routine and emergency road maintenance in a timely manner. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2515 Name: Status:Type:Consent Item Passed File created:In control:6/2/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a Funding Agreement between Contra Costa County and the City of Walnut Creek for the design and construction of crosswalk improvements at the intersection of Oak Road and Kingston Place, Contra Costa Centre area. (50% City of Walnut Creek Funds and 50% Local Road Funds) Attachments:1. Agreement, 2. Proposed Imrprovements Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Funding Agreement between Contra Costa County and the City of Walnut Creek for the 2025 Unsignalized Pedestrian Crossing Improvements project, Contra Costa Centre area. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Public Works Director,or designee,to execute a Funding Agreement (Agreement)between Contra Costa County (County)and the City of Walnut Creek (City)for the design and construction of crosswalk improvements at the intersection of Oak Road and Kingston Place,a component of the City’s 2025 Unsignalized Pedestrian Crossing Improvements project,Contra Costa Centre area.(District IV) FISCAL IMPACT: The cost of the improvements at the intersection of Oak Road and Kingston Place is estimated to be $60,000. (50% City of Walnut Creek Funds and 50% Local Road Funds). BACKGROUND: Oak Road at Kingston Place is partially located (west side)in the City and partially located (east side)in the County.The City plans to construct crosswalk improvements at the intersection of Oak Road and Kingston Place as part of the City’s 2025 Unsignalized Pedestrian Crossing Improvements project and the County has agreed to contribute up to $30,000 towards the City’s costs to perform the work.The improvements include rectangular rapid flashing beacons,yield to pedestrian markings,delineators,and appurtenant striping to enhance safety for crossing pedestrians.In May 2025,the Public Works Department coordinated with the City to finalize the terms of an Agreement between the County and City for the planned maintenance work,and County Counsel approved the Agreement as to form. CONSEQUENCE OF NEGATIVE ACTION: If the Public Works Department is not authorized to execute the Agreement,the design and construction of the CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2515,Version:1 If the Public Works Department is not authorized to execute the Agreement,the design and construction of the County’s portion of the crosswalk improvements will not be included as part of the City’s project. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1 of 6 FUNDING AGREEMENT BETWEEN THE CITY OF WALNUT CREEK AND CONTRA COSTA COUNTY FOR THE 2025 UNSIGNALIZED PEDESTRIAN CROSSING IMPROVEMENTS IN WALNUT CREEK, CA This Funding Agreement, hereinafter referred to as “AGREEMENT”, is made and entered into on the _____day of _______, 2025 (“EFFECTIVE DATE”), by and between the City of Walnut Creek, hereinafter referred to as "CITY," and Contra Costa County, hereinafter referred to as "COUNTY”. CITY and COUNTY are sometimes referred to herein together as the “Parties” and each as a “Party.” RECITALS A. WHEREAS, the COUNTY and CITY desire to enhance the crosswalk across Oak Road at Kingston Place. The eastern and western portions of the crosswalk are located in COUNTY and CITY jurisdictions, respectively. B. WHEREAS, COUNTY has expressed willingness to contribute funds towards enhancing the crosswalk as a one-time contribution for construction of the PROJECT. C. WHEREAS, the 2025 Unsignalized Pedestrian Crossing Improvements project, hereinafter referred to as “PROJECT,” will provide crosswalk enhancements across Oak Road at Kingston Place, including a rectangular rapid flashing beacon (RRFB) system and appurtenant striping and signage. The PROJECT plans are attached as Exhibit “A” and the crosswalk across Oak Road at Kingston Place is shown on Sheet C2. D. WHEREAS, COUNTY is willing to provide a portion of the PROJECT funding, and CITY will accept that funding, under the terms of this AGREEMENT. AGREEMENT NOW, THEREFORE, for good and valuable consideration, the receipt and adequacy of which is hereby acknowledged, the Parties mutually agree as follows: Funding Agreement for the 2025 Unsignalized Pedestrian Crossing Improvements SECTION I COUNTY AGREES: 1. To process a reimbursement to CITY for actual expenses that the CITY incurs related to the PROJECT, not to exceed THIRTY THOUSAND and 00/100 DOLLARS ($30,000), within ninety (90) days after the CITY provides COUNTY written notice that the CITY has accepted the PROJECT as complete. SECTION II CITY AGREES: 1. CITY shall act as the lead agency for the PROJECT for purposes of the California Environmental Quality Act (“CEQA”), and it shall complete all appropriate environmental review under CEQA, as determined by CITY, prior to advertising for bids for the PROJECT. 2. For that portion of the PROJECT within COUNTY’s jurisdiction, CITY shall perform all engineering and design work to the satisfaction of COUNTY, in accordance with COUNTY standards and requirements, and in accordance with all applicable State of California, Department of Transportation standard plans and specifications. COUNTY shall have approval authority over the PROJECT design for that portion of the PROJECT within the COUNTY’s jurisdiction. 3. CITY shall implement the PROJECT, including but not limited to contractor selection, award and administration of the contract, final review of the work product, and disseminating work products as required. 4. CITY shall require its PROJECT construction contractor to indemnify, defend, and hold harmless COUNTY to the same extent that the contractor is required to indemnify, defend, and hold harmless CITY. 5. Upon completion of PROJECT construction, as determined by CITY, CITY and COUNTY representatives shall conduct a joint final inspection of the PROJECT prior to acceptance of improvements as complete. Following the joint final inspection CITY’s City Council shall consider accepting the PROJECT as complete. Within thirty (30) days after CITY accepts the PROJECT as complete, COUNTY’s Board of Supervisors shall consider accepting the portions of the PROJECT in the COUNTY as complete, which acceptance shall not be unreasonably withheld. After CITY accepts the PROJECT as complete, CITY shall provide COUNTY copies of all as-built drawings for the PROJECT improvements. SECTION III Funding Agreement for the 2025 Unsignalized Pedestrian Crossing Improvements IT IS MUTUALLY AGREED AS FOLLOWS: 1. The term of this AGREEMENT begins on the EFFECTIVE DATE, and it expires upon the satisfaction of the Parties’ obligations under Section I and Section II, above. 2. After CITY and COUNTY each accept the PROJECT as complete, each of COUNTY and CITY shall own the portion of the PROJECT located within its respective jurisdictional boundaries. CITY shall maintain the PROJECT in both the CITY and COUNTY jurisdictions. Maintenance of the PROJECT includes any routine work to ensure the proper operation of the PROJECT improvements including replacement of striping, signage, delineators, and electronic components. For any major reconstruction or replacement work, the COUNTY and CITY shall each separately be responsible for the costs of the improvements within their respective jurisdictions. 3. HOLD HARMLESS. a. Standard of Care. Nothing in this AGREEMENT is intended to affect the legal liability of any Party by imposing any standard of care, with respect to the work performed hereunder, different from the standard of care imposed by law. b. COUNTY’s Obligations. COUNTY shall defend, indemnify, and hold harmless CITY, and its governing body, officers, agents, and employees, from and against that portion of any claims, demands, penalties, damages, fees, costs, expenses, and liabilities (collectively, “Liabilities”) related to or arising out of COUNTY’s performance of its obligations under this AGREEMENT. c. CITY’s Obligations. CITY shall defend, indemnify, and hold harmless COUNTY, and its governing body, officers, agents, and employees, from and against that portion of any Liabilities related to or arising out of CITY’s performance of its obligations under this AGREEMENT. 4. Survival. The obligations of Section III.2 and III.3 shall survive the termination or expiration of this AGREEMENT. 5. Notices regarding this AGREEMENT shall be given (a) by personal delivery, (b) by First Class U.S. Mail, postage prepaid, or (c) by overnight carrier for next business day delivery, and addressed to: To CITY: Public Works Department, Traffic Engineering Division Attn. Public Works Director 1666 North Main Street Walnut Creek, CA 94956 Funding Agreement for the 2025 Unsignalized Pedestrian Crossing Improvements To COUNTY: Public Works Department, Transportation Engineering Attn. Assistant Public Works Director 255 Glacier Drive Martinez, CA 94553 A notice shall be deemed given on the day it is personally delivered, on the fifth day after mailing, or on the next business day following the date it is deposited with an overnight carrier for next business-day delivery. 6. This AGREEMENT contains the entire agreement between the Parties with regard to matters described in this AGREEMENT and supersedes all prior agreements, whether written or oral, between the Parties with respect to such subject matter. 7. This AGREEMENT shall be interpreted and enforced under the laws of the State of California. 8. If any provision of this AGREEMENT shall be held to be invalid, illegal, unenforceable, or in conflict with the law of any jurisdiction, the validity, legality and enforceability of the remaining provisions shall not in any way be affected or impaired thereby. 9. This AGREEMENT may not be modified or amended except in a writing signed by both Parties hereto. 10. The section headings and captions of this AGREEMENT are, and the arrangement of this AGREEMENT is, for the sole convenience of the Parties to this AGREEMENT. The section headings, captions, and arrangement of this AGREEMENT do not in any way affect, limit, amplify, or modify the terms and provisions of this AGREEMENT. This AGREEMENT shall not be construed as if it had been prepared by one of the Parties, but rather as if all Parties have prepared it. The Parties to this AGREEMENT and their attorneys have read and reviewed this AGREEMENT and agree that any rule of construction to the effect that ambiguities are to be resolved against the drafting party shall not apply to the interpretation of this AGREEMENT. The recitals of this AGREEMENT are, and shall be, enforceable as a part of this AGREEMENT. 11. Unless expressly stated herein, nothing in this AGREEMENT is intended to confer on any person, other than the Parties and their successors and assigns, any rights or remedies by reason of this AGREEMENT. 12. A waiver of breach of any covenant or provision in this AGREEMENT shall not be deemed a waiver of any other covenant or provision in this AGREEMENT, and no waiver shall be valid unless in writing and executed by the waiving party. 13. The sole remedy for violation of this AGREEMENT shall be the specific performance of this AGREEMENT. Funding Agreement for the 2025 Unsignalized Pedestrian Crossing Improvements 14. This AGREEMENT may be executed in one or more counterparts, each of which shall be deemed an original. 15. In any action or proceeding to enforce or interpret any provision of this AGREEMENT, or where any provision hereof is validly asserted as a defense, each Party shall bear its own attorney’s fees, costs, and expenses. [Signatures on the following page] Funding Agreement for the 2025 Unsignalized Pedestrian Crossing Improvements IN WITNESS WHEREOF, the Parties have each executed this AGREEMENT as of the EFFECTIVE DATE. Thomas L. Geiger County Counsel \\pw-data\grpdata\transeng\Projects\Oak Road at Kingston Place Crosswalk Improvements\Funding Agreement, Oak Rd at Kingston Pl - City of Walnut Creek.docx 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2516 Name: Status:Type:Consent Item Passed File created:In control:6/3/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Public Works Director, or designee, to execute an agreement between Contra Costa County and the City of San Pablo for the City to assume responsibility for code enforcement and homeless outreach services on County-owned property located on El Portal Drive. (No fiscal impact) Attachments:1. 250610_Contract_San Pablo_Abatement and Homeless Outreach Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Agreement with the City of San Pablo for Code Enforcement and Homeless Outreach Services for County owned parcel (District I) ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Public Works Director,or designee,to execute an Agreement between Contra Costa County and the City of San Pablo;with the City of San Pablo to assume responsibility for Code Enforcement and Homeless Outreach Services on Contra Costa County-owned parcel,Assessor’s Parcel No. 416-102-007. (No fiscal impact) FISCAL IMPACT: No fiscal impact. BACKGROUND: In 2022,the San Pablo Police Department established the Priority Oriented Policing (POP)Unit to tackle homelessness and blight issues and strengthen community relations.Within this unit,the Crisis Response Team (CRT)was formed specifically to support individuals experiencing homelessness and/or mental health crises. CRT works closely with San Pablo’s Code Enforcement Division to coordinate efforts addressing homelessness and blight.As a result of this collaboration,the City has achieved a 30%reduction in homelessness for two consecutive years. In 2018,the City partnered with Contra Costa County’s Health,Housing,and Homeless Services (H3)to launch contract services for the Coordinated Outreach Referral,Engagement (CORE)homeless outreach program.The successful outcomes in San Pablo can be primarily attributed to the strong coordination among CRT, CORE, and Code Enforcement teams. The Contra Costa County-owned land located along the south curb line of El Portal Drive,just west of the CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2516,Version:1 The Contra Costa County-owned land located along the south curb line of El Portal Drive,just west of the intersection with Fordham Street (Assessor’s Parcel No.416-102-007)has become a frequent location for illegal encampments,excessive trash accumulation visible from the road,and fire hazards caused by warming fires in dense vegetation. Given the demonstrated success of San Pablo’s CRT and its partner agencies,City staff believe San Pablo is better positioned to manage homelessness and blight issues at this location and recommends that the City enter into an agreement with Contra Costa County to assume responsibility for code enforcement and homeless outreach services on this county-owned parcel,whereas,Contra Costa County would retain responsibility for the property's general maintenance and upkeep costs.City staff and County staff have discussed and coordinated on this agreement. On May 5,2025,the City Council of the City of San Pablo authorized the City Manager,on behalf of the City of San Pablo,to enter into an agreement with Contra Costa County to provide code enforcement and homeless outreach services to county parcel No. 416-102-007. Approval of the agreement will allow the City of San Pablo to provide these services. CONSEQUENCE OF NEGATIVE ACTION: Contra Costa County would continue to be responsible for the Code Enforcement and Homeless Outreach Services for the parcel which could hinder the collaboration efforts by the San Pablo Police Department and Contra Costa County in the reduction of homelessness in the area. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1 AGREEMENT FOR CODE ENFORCEMENT SERVICES AND HOMELESS OUTREACH This Agreement for Code Enforcement Services and Homeless Outreach (“Agreement”) is entered into as of June 24, 2025 (“Effective Date”), by and between Contra Costa County, a political subdivision of the State of California, (“County”) and the City of San Pablo, a municipal corporation (“City”). The County and the City are sometimes referred to together as the “Parties,” and each as a “Party.” RECITALS: A. The County owns the real property located southwest of the intersection of Fordham Street and El Portal Drive, within the City of San Pablo, commonly identified as Assessor’s Parcel No. 416-102-007 (the “Property”). The City and the County agree that the persistent unauthorized homeless encampments that may occur at the Property could present, or eventually present, a blight and cause deterioration and instability in the neighborhood and pose a serious threat to the public’s health and safety, therefore constituting a public nuisance. These conditions may violate one or more provisions of the County Ordinance Code or the City Municipal Code (together, the “Codes”). B. The City is willing to utilize City staff to provide Code Enforcement Services and Homeless Outreach at the Property. Code Enforcement Services include investigating, inspecting, and abating temporary homeless encampments presenting serious health and safety concerns, and Homeless Outreach includes providing information and resources to persons experiencing homelessness, all as set forth in Attachment A attached hereto and incorporated herein. The Code Enforcement Services and Homeless Outreach are sometimes referred to together as the “Services.” C. The purpose of this Agreement is to set forth the terms for the City to provide Services at the Property, including to remove any unauthorized individuals camping at the Property. NOW, THEREFORE, the Parties, for good and valuable consideration, agree as follows: Section 1. SERVICES TO BE RENDERED A. The County agrees to permit the City to provide, and the City agrees to provide, Code Enforcement Services and Homeless Outreach at the Property, as set forth in Attachment A. The County’s Public Works Director, or designee, (“County Director”) will furnish direction to the City staff, as needed, through the City’s Public Works Director, or designee, (“City Director”) in order to accomplish the Services under the terms of this Agreement. The City will provide equipment, materials, and staff, as deemed necessary by the City, in connection with the Services. B. The County hereby grants to the City, for use by the City, its officers, employees, and agents, a right to enter the Property, whenever necessary, to perform the Services. The City shall inform the County of its entry onto the Property within a reasonable time after the City enters the Property. If the City requires entry onto the Property for any purpose 2 other than providing Services under this Agreement, the City shall contact the County Director to request permission to enter the Property. C. City staff shall remain employees of the City. County shall not be responsible for worker’s compensation or any employee benefits of City staff. Section 2. TERM This Agreement is effective as of the Effective Date first written above, and it shall remain in effect until terminated, as set forth in this Agreement. Section 3. CONSIDERATION A. Code Enforcement Services: In exchange for the ability of the City to enter the Property to conduct Code Enforcement Services, thereby benefiting the surrounding neighborhood and public within the City, the City shall be responsible for all costs associated with the performance of Code Enforcement Services at the Property. B. Homeless Outreach: In exchange for the ability of the City to enter the Property to conduct Homeless Outreach, thereby benefiting the surrounding neighborhood residents and the affected individuals within the City, the City shall be responsible for all costs associated with the performance of Homeless Outreach at the Property, except those cost incurred by Contra Costa County Health Services Department’s Coordinated Outreach Referral Engagement (“CORE”) program. C. County Responsibilities: The role of City staff is limited to Code Enforcement Services and Homeless Outreach, as more particularly described in Attachment A. The County shall be responsible for the costs associated with general maintenance of all other aspects of the Property, including but not limited to basic upkeep, maintaining existing trees, and managing erosion control. Section 4. HOLD HARMLESS AND INDEMNIFICATION City shall indemnify, defend, and hold harmless the County, its officers, agents, and employees (collectively, “County Parties”) from and against any claims, demands, damages, liabilities, expenses, penalties, fees, judgments, and costs of any kind, including but not limited to attorney’s fees and attorney’s fee awards, (collectively, “Liabilities”) to the extent that those Liabilities arise from or are connected with the negligence or willful misconduct of, or the violation of any Codes by, the City, its officers, agents, or employees in the performance of any Services under this Agreement. Notwithstanding the foregoing, the City shall not have any obligation to indemnify any County Parties from the proportion of any Liabilities that arise from or are connected with the negligence or willful misconduct of, or the violation of any Codes by, any County Parties. This Section 4 shall survive the termination of this Agreement. Section 5. INSURANCE City agrees, at no cost to County, to obtain and maintain during the term of this Agreement liability insurance, or an equivalent policy of self-insurance, with a minimum limit coverage of $1,000,000 3 for each occurrence and $2,000,000 in the aggregate for all claims or losses due to bodily injury, including death, or damage to property, and to name Contra Costa County, its officers, employees, and agents as additional insureds thereunder. Within 10 days after the Effective Date and prior to any entry onto the Property, the City shall provide the County evidence of insurance coverage meeting these requirements. Section 6. NOTICES All correspondence regarding this agreement, including notices, shall be delivered in person, sent by overnight carrier with delivery charges prepaid for next-day delivery, or sent by U.S. Mail with postage prepaid, to the following persons: COUNTY: Warren Lai Director ATTN: Chris Lau, Division Manager Public Works Department Contra Costa County 255 Glacier Drive, Martinez, CA 94553 (925) 313-2000 Email: CITY: Matt Rodriguez City Manager City of San Pablo 1000 Gateway Avenue, San Pablo, CA 94806 (510) 215-3016 Email: Correspondence will be deemed given on the same day if delivered in person, on the next business day if delivered by overnight carrier, and on the third day after mailing if delivered by U.S. Mail. A Party may change its address for notices by giving notice to the other party in any manner authorized under this Section at least five days before the change of address becomes effective. A courtesy copy of a notice may be sent by email or given by telephone, but giving a courtesy copy of a notice in either of those manners does not substitute for giving the notice in one of the manners required under this Section. Section 7. TERMINATION A. This Agreement may be terminated by either Party, giving at least 30 days advance written notice thereof to the other Party. B. Should either Party be in default of the terms of this Agreement, the non-defaulting Party may give written notice of such default, and should such default not be cured within 30 days after the mailing of said notice, this Agreement may be terminated by the non- defaulting Party by giving 10 days written notice thereof. Section 8. NO THIRD-PARTY BENEFICIARIES 4 Nothing in this Agreement, express or implied, is intended to confer on any person, other than the Parties and their successors and assigns, any rights or remedies by reason of this Agreement. Section 9. AMENDMENT This Agreement may not be modified or amended except in a writing signed by all Parties hereto. Section 10. CONSTRUCTION This Agreement shall not be construed as if it had been prepared by one of the Parties, but rather as if all Parties have prepared it. The Parties to this Agreement and their attorneys have read and reviewed this Agreement and agree that any rule of construction to the effect that ambiguities are to be resolved against the drafting party shall not apply to the interpretation of this Agreement. Section 11. WAIVER A waiver of breach of any obligation under any provision in this Agreement shall not be deemed a waiver of any other obligation under any provision in this Agreement, and no waiver shall be valid unless in writing and executed by the waiving Party. Section 12. GOVERNING LAW This Agreement shall be governed and construed in accordance with California law. Section 13. COUNTERPARTS This Agreement may be executed in one or more counterparts, each of which shall be deemed an original. [Remainder of page left blank. Signatures on next page.] 5 The Parties, by the Director of the County’s Public Works Department, as authorized by the County Board of Supervisors, and by the City Manager of the City, as authorized by the City Council, each hereunto duly authorized, have executed this Agreement as of the Effective Date set forth above. CONTRA COSTA COUNTY CITY OF SAN PABLO By: ________________________________ __________________________________ Warren Lai Matt Rodriguez Director City Manager Public Works Department City of San Pablo Approved as to form: Approved as to form: Thomas L. Geiger, County Counsel By: ________________________________ __________________________________ Deputy County Counsel City Attorney 6 ATTACHMENT A SERVICES TO BE PROVIDED BY THE CITY OF SAN PABLO TO CONTRA COSTA COUNTY I. CODE ENFORCEMENT SERVICES a. Investigation and Inspection 1. At the request of, and as directed by the County Director, the City will investigate complaints regarding Zoning, Building, and Health and Safety Code violations on the Property, to determine compliance with applicable City and County codes, including but not limited to the applicable provisions of the County Ordinance Code, and the applicable provisions of the City’s Municipal Code. b. Code Enforcement 1. The City will perform investigations, inspections, and other code enforcement actions related to unauthorized homeless encampments at the Property. Consistent with the applicable requirements of the Codes, the City will abate any conditions on the Property in violation of any Codes, and the City will remove any unauthorized homeless encampments at the Property. II. HOMELESS OUTREACH a. The City will be responsible for coordinating Homeless Outreach between the San Pablo Police Department’s Crisis Response Team (“CRT”) and Contra Costa County Health Services Department’s Coordinated Outreach Referral Engagement (“CORE”) program, to provide information and resources, where appropriate, to individuals experiencing homelessness at the Property. 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2517 Name: Status:Type:Consent Item Passed File created:In control:6/3/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute, on behalf of the Public Works Director, a blanket purchase order with VSS International, Inc., in an amount not to exceed $5,000,000, for asphalt emulsion products, for the period of June 24, 2025, through June 23, 2028, Countywide. (100% Local Road Funds) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:APPROVE and AUTHORIZE the Purchasing Agent to execute a blanket purchase order with VSS International, Inc. for asphalt emulsion products. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent,or designee,to execute,on behalf of the Public Works Director,a blanket purchase order with VSS International,Inc.(dba VSS Emultech),in an amount not to exceed $5,000,000,for asphalt emulsion products,for the period of June 24,2025,through June 23,2028, Countywide. FISCAL IMPACT: 100% Local Road Funds BACKGROUND: The Contra Costa County Public Works Department maintains over 650 miles of roads,79 miles of creeks and channels, and 29 detention basins and dams throughout Contra Costa County. On May 6,2025,the County issued Invitation for Bid (IFB)IFB-CONTR-0000000011 to solicit for vendors to supply asphalt emulsion products.VSS Emultech was the only vendor who responded.Their bid was determined to be responsive and responsible, so VSS Emultech was selected to supply the products. This blanket purchase order will be used to procure asphalt emulsion products in support of the County’s pavement surface treatment program.Applying pavement surface treatments is a preventative maintenance strategy and represents the most cost-effective method to extend the lifespan of the County’s roads. CONSEQUENCE OF NEGATIVE ACTION: Failure to approve the blanket purchase order will prevent the Public Works Department from completing CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2517,Version:1 Failure to approve the blanket purchase order will prevent the Public Works Department from completing routine and emergency road maintenance in a timely manner. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2518 Name: Status:Type:Consent Item Passed File created:In control:6/4/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract with Western Truck Fabrication, Inc. in an amount not to exceed $500,000, to provide truck and vehicle upfitting services, for the period of August 1, 2025 through July 31, 2030, Countywide. (100% Fleet Internal Service Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Contract with Western Truck Fabrication, Inc. for Truck and Vehicle Upfitting Services, Countywide. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Public Works Director,or designee,to execute a contract with Western Truck Fabrication,Inc.in an amount not to exceed $500,000,to provide truck and vehicle upfitting services,for the period of August 1, 2025 through July 31, 2030, Countywide. FISCAL IMPACT: 100% Fleet Internal Service Fund BACKGROUND: The Public Works Fleet Services oversees vehicle maintenance for over 1,700 vehicles,which include service trucks.Vehicle upfitting services are needed for these vehicles to meet specific needs for particular jobs to improve functionality, efficiency, and safety. Western Truck Fabrication is one of the largest and local distributors for VMAC products and other truck body accessories,which are installed in majority of County service trucks.They are our primary supplier for heavy- duty truck repairs and parts,as many of these parts are not interchangeable and shipping these heavy products can be significantly more expensive from other non-local vendors. Fleet Services is requesting approval of a service contract with Western Truck Fabrication,Inc.for the term CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2518,Version:1 August 1, 2025 through July 31, 2030, in the amount of $500,000. This service contract will be made through a sole source procurement to ensure continuity of truck and vehicle upfitting services for County vehicles. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved,truck and vehicle upfitting services for County vehicles will no longer be available, which will impact functionality, efficiency, and safety requirements for County service vehicles. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2519 Name: Status:Type:Consent Item Passed File created:In control:6/4/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Public Works Chief Engineer, a purchase order amendment with Downtown Ford, to increase the payment limit by $11,805 to a new payment limit of $236,805 for the purchase of a spray truck for the Flood Control District, Countywide. (100% Flood Control Funds) Attachments:1. Downtown Ford 2024 Ford F550 Quote Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Purchase Order Amendment with Downtown Ford. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent,or designee,to execute on behalf of the Public Works Chief Engineer,a purchase order amendment with Downtown Ford,to increase the payment limit by $11,804.53 to a new payment limit of $236,804.53 for the purchase of a spray truck for the Flood Control District, Countywide. FISCAL IMPACT: 100% Flood Control District Funds BACKGROUND: The Public Works Flood Control District is replacing a F-550 Power Stroke truck,which is being deadlined due to age and cost of service. The equipment is necessary for spraying Flood Control District facilities. This spray vehicle will be used for the application of herbicides to control the growth of weeds and other invasive plant species along Flood Control District channels,levees,and creeks.The use of herbicides is one of many methods to control vegetation,which also include mowing,manual mowing,goats,etc.,and is part of the County’s Integrated Pest Management program.Control of weeds and other vegetation is necessary for fire fuel reduction as required by fire district regulations,as well as routine maintenance and inspection of flood protection facilities.Utilization of herbicides provides a cost-efficient method for vegetation management, which otherwise would require other manual methods at a higher expense. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2519,Version:1 The Department is seeking an amendment to the purchase order to increase the payment limit to reflect the revised quote due to the need for additional equipment. CONSEQUENCE OF NEGATIVE ACTION: If not approved,the Flood Control Division will not be able to purchase the equipment needed to provide services throughout the County. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2520 Name: Status:Type:Consent Item Passed File created:In control:6/5/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract amendment with Matrix HG, Inc., effective June 1, 2025, to amend the scope of services to allow service agreements, with no change to the payment limit or contract term, for on-call plumbing services at various County sites and facilities, Countywide. (No fiscal impact) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Amendment No. 1 with Matrix HG, Inc., a California Corporation, Countywide. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Public Works Director,or designee,to execute a contract amendment with Matrix HG,Inc.,effective June 1,2025,to amend the scope of services by adding a new paragraph to allow service agreements,with no change to the payment limit for on-call plumbing services at various County sites and facilities, Countywide. FISCAL IMPACT: Facilities Maintenance Budget. (No fiscal impact) BACKGROUND: The Public Works Department Facilities Services Division is responsible for the maintenance and repairs to plumbing systems at all County-owned facilities.Plumbing services include maintenance and repair services for sewage ejector tanks,septic tanks,grease traps,drainage systems,sewage systems,piped water systems, and other plumbing systems,as well as repair or replacement of plumbing fixtures,valves,flushometers,water lines, traps, and reciprocating pumps. Government Code Section 25358 authorizes the County to contract for maintenance and upkeep of County facilities.Originally bid on BidSync #2206-574,Matrix HG,Inc.was the sole contractor awarded for these on- call plumbing services.The Public Works Department originally awarded a three (3)year contract for $4,000,000 with the term February 1, 2023 through January 31, 2026. Facilities Services is requesting Amendment No.1 to be approved,amending the scope of services by adding a new paragraph to allow service agreements.This amendment will allow Matrix HG,Inc.to submit service agreements for repeating tasks that would otherwise be charged at a time and material rate if the service CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2520,Version:1 agreements for repeating tasks that would otherwise be charged at a time and material rate if the service agreement results in reduced charge out rate for the County. CONSEQUENCE OF NEGATIVE ACTION: If this contract amendment is not approved,Matrix HG,Inc.will not be allowed to submit service agreements for repeating tasks and there will be no change to the original scope of services. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2521 Name: Status:Type:Consent Item Passed File created:In control:6/5/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract amendment with TK Elevator Corporation, effective May 31, 2025, to increase the payment limit by $500,000 to a new payment limit of $1,800,000 and extend the term through May 31, 2026, for on-call elevator maintenance services at various County sites and facilities, Countywide. (100% General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Amendment No. 3 with TK Elevator Corporation, a Delaware Corporation, Countywide. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Public Works Director,or designee,to execute a contract amendment with TK Elevator Corporation,effective May 31,2025,to increase the payment limit by $500,000 to a new payment limit of $1,800,000 and extend the term through May 31,2026,for on-call elevator maintenance services at various County sites and facilities, Countywide. FISCAL IMPACT: Facilities Maintenance Budget. (100% General Fund) BACKGROUND: The Public Works Department Facilities Services Division is responsible for the maintenance and emergency repairs to all County elevators.Elevator maintenance and repairs are performed by outside contractors.TK Elevator Corporation performs maintenance,scheduled repairs,emergency repairs,component upgrades,and as -needed modernization to elevators. Government Code Section 25358 authorizes the County to contract for maintenance and upkeep of County facilities.Originally bid on BidSync #2107-490,TK Elevator Corporation was one of two contractors selected for these on-call elevator maintenance and repair services.The Public Works Department originally awarded a three (3) year contract for $1,300,000 with the term June 1, 2022 through May 31, 2025. Amendment No.1,effective February 1,2024,added an additional service location to the locations and monthly rates table.Amendment No.2,effective June 1,2024,updated the contractor’s address.Facilities Services is requesting Amendment No.3 to be approved,increasing the payment limit to $1,800,000 and CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2521,Version:1 extending the contract term an additional year through May 31, 2026. CONSEQUENCE OF NEGATIVE ACTION: If this contract amendment is not approved,the contract with TK Elevator Corporation will expire and their on- call elevator maintenance and repair services will not be available. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2522 Name: Status:Type:Consent Item Passed File created:In control:6/5/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a lease between the County, as lessee, and STG 3220 Blume, LLC, as lessor, for approximately 11,846 square feet of office space for the Probation Department located at 3220 Blume Drive in Richmond, for a 10-year term with two options to renew for a term of three years for each option at an initial annual rent of $355,380, with annual increases thereafter. (100% General Fund) Attachments:1. 3220 Blume Drive Ste 250 Lease - Final Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Lease of Office Space at 3220 Blume Drive in Richmond ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a lease between the County, as lessee, and STG 3220 Blume, LLC, as lessor, for approximately 11,846 square feet of office space located at 3220 Blume Drive in Richmond (Suite 250), for a 10-year term with two options to renew for a term of three years for each option at an initial annual rent of $355,380, with annual increases thereafter. AUTHORIZE the Public Works Director, or designee, to exercise the two renewal options. FISCAL IMPACT: 100% Probation Administration - Org #3000 BACKGROUND: The Probation Department has operated from its current location in west County since March 2020. The department has had difficulty providing essential services from its current location due to ongoing issues with the condition of the building, including water intrusion through the roof, windows, and floors. The new location will enable Probation to deliver client services, engage with community-based organizations, and foster positive client outcomes without the distractions and potential health risks staff have experienced at the current location. The new office is within 1.3 miles of the current location and is near Interstate 80, the Richmond Parkway, and a nearby transit center. Following the completion of tenant improvements at the new location, Probation staff are expected to be relocated to the new site by spring 2026. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2522,Version:1 CONSEQUENCE OF NEGATIVE ACTION: If this lease is not approved, the Probation Department will continue to have interruptions to its services due to persistent flooding and leaking at its existing location. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1 LEASE Probation 3220 Blume Drive, Suite 250 Richmond, California This lease is dated June 24, 2025, and is between STG 3220 BLUME, LLC, a Delaware limited liability company (“Lessor”) and the COUNTY OF CONTRA COSTA, a political subdivision of the State of California (“County”). Recitals A. Lessor is the owner of the building located at 3220 Blume Drive, Richmond (the “Building”). B. Lessor desires to lease to County and County desires to lease from Lessor a portion of the Building consisting of approximately 11,846 square feet of floor space known as Suite 250 (the “Premises”) shown in Exhibit A, and 10 secured, exclusive-use parking stalls and one marked parking space, approximately where shown and marked with a red “X” in Exhibit B, along with the non-exclusive use of 37 parking stalls. The parties therefore agree as follows: Agreement 1. Lease of Premises. In consideration of the rents and subject to the terms of this lease, Lessor hereby leases to County and County hereby leases from Lessor, the Premises. 2. Term. The “Term” of this lease is comprised of an Initial Term and, at County’s election, Renewal Terms, each as defined below. a. Initial Term. The “Initial Term” is ten years, beginning on the date the Tenant Improvements, as defined below, are completed (the “Commencement Date”) and ending ten years later. b. Renewal Terms. County has two options to renew this lease for a term of three years for each option (each, a “Renewal Term”) upon all the terms and conditions set forth in this lease. i. County will provide Lessor with written notice of its election to renew the lease at least 12 months prior to the end of the Term. However, if County fails to provide such notice, its right to renew the lease will not expire until 15 working days after County’s receipt of Lessor’s written demand that County exercise or forfeit the option to renew. 2 ii. Upon the commencement of a Renewal Term, all references to the Term of this lease will be deemed to mean the Term as extended pursuant to this Section. 3. Rent. County shall pay rent (“Rent”) to Lessor monthly in advance beginning on the Commencement Date. Rent is payable on the fifth day of each month during the Initial Term and, if applicable, the Renewal Terms, in the amounts set forth below: a. Initial Term Period Monthly Rent Months 1 - 12 $29,615.00 Months 13 - 24 $30,503.45 Months 25 - 36 $31,418.55 Months 37 - 48 $32,361.11 Months 49 - 60 $33,331.94 Months 61 - 72 $34,331.90 Months 73 - 84 $35,361.86 Months 85 - 96 $36,422.71 Months 97 - 108 $37,515.40 Months 109 - 120 $38,640.86 b. Renewal Terms. Rent for the first year of the first Renewal Term will be at the then- fair market rental value of the Premises and will increase by three percent annually for the second and third years. Rent for the first year of the second Renewal Term will be equal to a three percent increase from the amount of Rent paid in the last month of the third year of the first Renewal Period and then increase three percent annually for the second and third years. The fair market rental value of the Premises will be established by the mutual agreement of the parties. The parties shall use good faith efforts to establish the fair market value of the rent for the Renewal Term not less than 20 months prior to the commencement of the Renewal Period. If the parties fail to agree on the fair market rental value of the Premises by the date that is 18 months prior to the commencement of the Renewal Period, the parties will engage a real estate appraiser with knowledge of the commercial real estate market in the area to determine the fair market value of the Premises. The parties shall each bear one-half the cost of the appraiser. c. Rent for any fractional month will be prorated and computed on a daily basis with each day’s rent equal to one-thirtieth (1/30) of the monthly Rent. 4. Additional Rent. In addition to the Rent set forth above, in each year following the Base Year (defined below), County shall pay Lessor the amounts set forth below (collectively, “Additional Rent”). Lessor shall invoice County for any Additional Rent due within 90 3 days after the end of each calendar year during the Term, beginning in the year that immediately follows the Base Year (defined below). County shall pay the amount so invoiced within 30 days of receipt of the invoice. County has the right, exercisable upon reasonable prior written notice to Lessor, to inspect Lessor’s books and records relating to the amounts charged to County as Additional Rent. County shall cause any such inspection to occur within 90 days of receipt of the annual invoice. In the absence of a manifest error in the invoice, County may not withhold payment of the invoice until after the completion of such inspection. a. Proportionate Share. For purposes of this lease, “Proportionate Share” means the ratio, expressed as a percentage of the square footage of the Premises to the total square footage of the Building. The parties estimate County’s Proportionate Share of the Building to be 26.3%. b. Base Year. “Base Year” means calendar year 2025. c. Real Property Taxes. County’s Proportionate Share of the Excess Amount of Real Property Tax Expense, as defined below. “Excess Amount of Real Property Tax Expense” means the amount by which Real Property Taxes, as defined below, actually paid by Lessor in any calendar year (or portion thereof) exceeds the amount Lessor actually paid for Real Property Taxes in the Base Year. “Real Property Taxes” means and includes all taxes, assessments (amortized over the longest period available to Lessor) levied or assessed upon the Building and the real property upon which it is situated, any state or local business taxes or fees measured by or assessed upon gross rentals or receipts, and other government charges, general and special, including, without limitation, assessments for public improvements or benefits, that are, during the Term of this lease, assessed, levied, and imposed by any governmental authority upon the Building. Real Property Taxes do not include any late fees or penalties, any municipal, county, State, or Federal net income, estate, succession, inheritance, sales, use, or franchise taxes of Lessor or documentary or transfer taxes. Real Property Taxes do not include a tax increase of any kind that results from the transfer, sale, or change in ownership of all or part of the Building (each, a “Transfer”); provided, however, Real Property Taxes may include a tax increase that results from a Transfer if the Transfer that triggers the tax increase occurs five or more years after commencement of this lease. d. Insurance. County’s Proportionate Share of the Excess Amount of Insurance Expense, as defined below. “Excess Amount of Insurance Expense” means the amount by which Insurance, as defined below, actually paid by Lessor in any calendar year (or portion thereof) exceeds the amount Lessor actually paid for the Insurance in the Base Year. 4 “Insurance” means the All-Risk Property Insurance maintained by Lessor covering the Building, and all improvements thereto for perils including fire and earthquake, if applicable, for an amount equal to full replacement cost; liability and other insurance that Lessor reasonably deems necessary on the Premises or that may be required by Lessor’s mortgagee, including, but not limited to, earthquake, and flood insurance. 5. Tenant Improvements. Prior to the Commencement Date, Lessor shall cause the following improvements to be made to the Premises (together, the “Tenant Improvements”): a. Create three all-gender restrooms in the areas shown on Exhibit A (Rooms 235, 236, and 237). b. Add walls to divide Room 233 and Workstations 232 as shown on Exhibit A. c. Add four secured/locking doors as shown on Exhibit A. d. Remove wall in Room 231 as shown on Exhibit A. e. Apply new paint throughout the suite in colors to be chosen by the County. County may choose a base paint color and up to three accent paint colors. f. Replace all existing carpet and base with new carpet squares and base in colors and patterns to be chosen by the County. g. Replace all existing LVT and base with new Shaw Contract Grain & Pigment or similar quality LVT and base in colors and patterns to be chosen by the County. h. Replace flooring in IT Room (Room 212 on Exhibit A) with anti-static vinyl or tile. i. Install 3/4” full-length plywood on three walls away from the door of the IT Room, as will be directed by the County’s Department of Information Technology. j. Replace all existing cabinetry in the Break Room with WilsonArt or similar quality laminate or high-laminate product in color and style to be chosen by the County. k. Replace all existing countertops in the Break Room with Corian or similar solid stone or stone-like product with color and style to be chosen by the County. l. Remove dishwasher in the Break Room. Leave existing water lines stubbed at the wall. m. Lessee shall have the option to have Lessor remove the cabinets in Office #208. n. Install wrought iron security fence with gates that is at least seven feet high in area shown in Exhibit B or other location agreed to by both landlord and County that will 5 enclose at least 10 parking spaces. The County would prefer the gates to be automatic, if possible. o. Lessor to provide all architectural, permit fees, and expenses related to the design of the Tenant Improvements. 6. Construction Schedule and County’s Work. Lessor shall provide a Construction Schedule that identifies an estimated date when County’s work (cabling, IT, etc.) can be done during the construction of the Tenant Improvements, which shall be at least two months prior to the expected completion of the Tenant Improvements For purposes of this lease, “Construction Schedule” means the schedule that (i) identifies the work to be accomplished to complete the Tenant Improvements and the sequence of that work, and (ii) sets forth the dates by which certain components of the work must be completed. 7. Inspections. The County and its representatives may enter the Premises at all reasonable times, with Lessor’s approval, for the purpose of inspecting the progress of construction of the Tenant Improvements. 8. Completion Notice. When the Tenant Improvements are complete, Lessor shall tender delivery to County by delivering a “Completion Notice” in substantial conformity with Exhibit C; provided, however, if the Tenant Improvements are not completed and the Premises delivered to County by July 1, 2026, County may terminate this lease. 9. Use. County may use the Premises for the purpose of conducting various functions of County and any other purpose permitted by law. 10. Obligation to Pay Utilities; Janitorial. Lessor shall pay for all water, sewer, gas, electricity, refuse collection services, and, in accordance with Exhibit D – Janitorial Services Schedule, janitorial supplies and services for the Premises. 11. Maintenance and Repairs. a. Roof and Exterior of Premises. Lessor shall keep the roof and exterior of the Premises in good order, condition, and repair, and shall maintain the structural integrity of the Building, including the exterior doors and their fixtures, closers and hinges, exterior windows, glass and glazing, used in the Premises. b. Interior of Premises. County shall keep and maintain the interior of the Premises in good order, condition, and repair, but Lessor shall repair damage to the interior caused by its failure to maintain the exterior in good repair, including damage to the interior caused by roof leaks and/or interior and exterior wall leaks. County will maintain all locks and key systems in the Premises. The County may install and maintain an alarm system, if deemed necessary by County. 6 c. Utility Systems. Lessor shall keep and maintain the electrical, lighting, water and plumbing systems in good order, condition, and repair including light bulb replacement. d. HVAC. Lessor shall maintain and repair the heating, ventilating, and air-conditioning (HVAC) systems. e. Life Safety. Lessor shall maintain, in compliance with then-current government codes and standards, the fire life safety system. When needed, Lessor shall repair and/or replace such systems. f. Parking; Exterior Lighting; Landscaping. Lessor shall maintain the parking lot, exterior lighting system, and landscaping in good order, condition, and repair. g. Services by Lessor. If County determines that the Premises are in need of maintenance, construction, remodeling or similar work that is beyond Lessor’s responsibilities under this lease, at County’s request, Lessor shall perform the work at County’s expense. In performing the work, Lessor shall consult with County and use either licensed insured contractors or employees of Lessor. Lessor shall obtain County’s prior written approval of the scope, terms, and cost of any contracts. County may, by giving Lessor thirty (30) days prior written notice, change the scope of work, terminate any or all work, or require that work be performed by a different contractor. 12. Quiet Enjoyment. Provided County is in compliance with the material terms of this lease, Lessor shall warrant and defend County in the quiet enjoyment and possession of the Premises during the Term. 13. Subordination, Non-Disturbance and Attornment. If at any time Lessor has a loan that is secured by a lien of a mortgage or deed of trust encumbering the Building, Lessor shall cause the lender(s) holding the lien to execute and deliver to County a Subordination, Non-Disturbance and Attornment Agreement that is in substantial conformity with Exhibit E. 14. Assignment and Sublease. County has the right to assign this lease or sublease the Premises or any part of the Premises at any time during the Term after County has obtained Lessor’s prior written consent, which consent may not be unreasonably withheld. Upon the assignment of the lease by County, the County will have no further obligation under the lease. 15. Alterations; Fixtures and Signs. County may (i) make any lawful and proper minor alterations to the Premises, and (ii) attach fixtures and signs (“County Fixtures”) in or upon the Premises that do not affect the building systems, (iii) install electric vehicle charging stations (“Charging Stations”) in a location to be determined, and (vi) install bicycle racks (“Bicycle Racks”) in a location to be determined. Any County Fixtures, exterior signs or fixtures, and the location of the Charging Stations, are subject to 7 Lessor’s prior approval, which approval may not be unreasonably withheld. Any County Fixtures will remain the property of County and may be removed from the Premises by County at any time during the Term. County is responsible for the cost of all alterations, County Fixtures, Charging Stations, and Bicycle Racks that are not required to be installed as part of the Tenant Improvements. All alterations and County Fixtures must comply with then-current code requirements and, with the exception of any Charging Stations and Bicycle Racks, are to be removed by County at the expiration of the Term and any damage repaired. 16. Prior Possession. Prior to the Commencement Date and with Lessor’s written approval County has the right to install fixtures, telephones, alarm systems, and other items required to prepare the Premises for County’s occupancy and to store furniture, supplies and equipment, provided such work and storage and can be effected without unduly interfering with Lessor’s completion of any tenant improvements. Lessor will not be responsible for any loss, theft, or damage to any such items stored. 17. Insurance. a. Liability Insurance. Throughout the Term, County shall maintain in full force and effect, at its sole expense, a general self-insurance program covering bodily injury (including death), personal injury, and property damage, including loss of use. County shall provide Lessor with a letter of self-insurance affirming the existence of the self-insurance program. b. Self-Insurance Exclusion. County’s self-insurance does not provide coverage for (i) areas to be maintained by Lessor under this lease, or (ii) negligence, willful misconduct, or other intentional act, error or omission of Lessor, its officers, agents, or employees. 18. Surrender of Premises. On the last day of the Term, or sooner termination of this lease, County shall peaceably and quietly leave and surrender to Lessor the Premises, along with appurtenances and fixtures at the Premises (except County Fixtures), all in good condition, ordinary wear and tear, damage by casualty, condemnation, acts of God and Lessor’s failure to make repairs required of Lessor excepted. County is not responsible for painting or for repairing or replacing any floor coverings in the Premises upon the expiration or earlier termination of this lease. 19. Waste, Nuisance. County may not commit, or suffer to be committed, any waste upon the Premises, or any nuisance or other act or thing that may disturb the quiet enjoyment of any other occupant of the Building. 20. Inspection. Lessor, or its proper representative or contractor, may enter the Premises by prior appointment between the hours of 9:00 a.m. and 4:30 p.m., Monday through Friday, holidays excepted, to determine that (i) the Premises is being reasonably cared for, (ii) no waste is being made and that all actions affecting the Premises are done in the manner best calculated to preserve the Premises, and (iii) County is in compliance with the terms 8 and conditions of this lease. Lessor must be accompanied by County staff at all times when in County’s suite. 21. Perilous Conditions. If the County’s Director of Public Works becomes aware of a perilous condition on the Premises that, in his or her opinion, substantially and significantly threatens the health and safety of County employees and/or invitees (a “Perilous Condition”), the Director of Public Works, or his or her designee, will immediately notify Lessor of the Perilous Condition and Lessor shall use best efforts to immediately eliminate the Perilous Condition. Lessor shall immediately address any condition reasonably constituting an emergency, whether Lessor learns of the condition through County or otherwise. If Lessor fails to address a Perilous Condition within 24 hours after County’s notice or to immediately address an emergency, County may attempt to resolve the Perilous Condition or emergency. Lessor shall reimburse County for any costs incurred by County in addressing the Perilous Condition or emergency promptly upon receipt of County’s invoice. 22. Destruction. If damage occurs that causes a partial destruction of the Premises during the Term from any cause and repairs can be made within 60 days from the date of the damage under the applicable laws and regulations of government authorities, Lessor shall repair the damage promptly. Such partial destruction will not void this lease, except that County will be entitled to a proportionate reduction in Rent while the repairs are being made. The proportionate reduction in Rent will be calculated by multiplying Rent by a fraction, the numerator of which is the number of square feet that are unusable by County and the denominator of which is the total number of square feet in the Premises. If repairs cannot be made in 60 days, County will have the option to terminate the lease or request that Lessor make the repairs within a reasonable time, in which case, Lessor will make the repairs and Rent will be proportionately reduced as provided in the previous paragraph. This lease will terminate in the event of the total destruction of the Premises. 23. Hazardous Material. Lessor warrants to County that Lessor does not have any knowledge of the presence of Hazardous Material (as defined below) or contamination of the Building or Premises in violation of environmental laws. Lessor shall defend, save, protect and hold County harmless from any loss arising out of the presence of any Hazardous Material on the Premises that was not brought to the Premises by or at the request of County, its agents, contractors, invitees or employees. Lessor acknowledges and agrees that County has no obligation to clean up or remediate, or contribute to the cost of clean up or remediation, of any Hazardous Material unless such Hazardous Material is released, discharged or spilled on or about the Premises by County or any of its agents, employees, contractors, invitees or other representatives. The obligations of this Section shall survive the expiration or earlier termination of this lease. 9 “Hazardous Material” means any substance, material or waste, including lead-based paint, asbestos and petroleum (including crude oil or any fraction thereof), that is or becomes designated as a hazardous substance, hazardous waste, hazardous material, toxic substance, or toxic material under any federal, state or local law, regulation, or ordinance. 24. Indemnification. a. County. County shall defend, indemnify and hold Lessor harmless from County’s share of any and all claims, costs and liability for any damage, injury or death of or to any person or the property of any person, including attorneys’ fees, caused by the willful misconduct or the negligent acts, errors, or omissions of County, its officers, agents or employees in using the Premises pursuant to this lease, or the County’s performance under this lease, except to the extent caused or contributed to by (i) the structural, mechanical, or other failure of buildings owned or maintained by Lessor, and/or (ii) the negligent acts, errors, or omissions of Lessor, its officers, agents, or employees. b. Lessor. Lessor shall defend, indemnify and hold County harmless from Lessor’s share of any and all claims, costs and liability for any damage, injury or death of or to any person or the property of any person, including attorneys’ fees, caused by the willful misconduct or the negligent acts, errors or omissions of Lessor, its officers, agents, employees, with respect to the Premises, or Lessor’s performance under this lease, or the Lessor’s performance, delivery or supervision of services at the Premises, or by the structural, mechanical or other failure of buildings owned or maintained by Lessor, except to the extent caused or contributed to by the negligent acts, errors, or omissions of County, its officers, agents, or employees. 25. Default. The occurrence of any of the following events is a default under this lease: a. County. i. County’s failure to pay Rent within 10 business days after receipt of a written notice of failure (a “Notice”) from Lessor to County; provided, however, that County will have additional time if its failure to pay Rent is due to circumstances beyond its reasonable control, including, without limitation, failure of the County’s Board of Supervisors to adopt a budget. In no event may such additional time exceed 75 days from receipt of a Notice. ii. County’s failure to comply with any other material term or provision of this lease if the failure is not remedied within 30 days after receipt of a Notice from Lessor to County specifying the nature of the breach in reasonably sufficient detail; provided, however, if the default cannot reasonably be remedied within the 30-day period, then a default will not be deemed to occur 10 until the occurrence of County’s failure to comply within the period of time that may be reasonably required to remedy the default, up to an aggregate of 90 days, provided County commences curing the default within 30 days and thereafter diligently proceeds to cure the default. b. Lessor. Lessor’s failure to perform any obligation under this lease if the failure is not remedied within 30 days after receipt of a Notice from County to Lessor specifying the nature of the breach in reasonably sufficient detail; provided, however, if the breach cannot reasonably be remedied within the 30-day period, then a default will not be deemed to occur until the occurrence of Lessor’s failure to perform within the period of time that may be reasonably required to remedy the breach, up to an aggregate of 90 days, provided Lessor commences curing the breach within 30 days and thereafter diligently proceeds to cure the breach. 26. Remedies. a. Lessor. Upon the occurrence of a default by County, Lessor may, after giving County written notice of the default, and in accordance with due process of law, reenter and repossess the Premises and remove all persons and property from the Premises. b. County. Upon the occurrence of a default by Lessor, County may (i) terminate this lease by giving written notice to Lessor and quit the Premises without further cost or obligation to County or (ii) proceed to repair or correct the failure and, at County’s option, either deduct the cost thereof from Rent due to Lessor, or invoice Lessor for the cost of repair, which invoice Lessor shall pay promptly upon receipt or (iii) deduct from Rent due to Lessor any monies due to County from Lessor. 27. Notices. Any notice required or permitted under this lease must be in writing and sent by overnight delivery service or registered or certified mail, postage prepaid and directed as follows: To Lessor: STG 3220 Blume, LLC 1304 Southpoint Blvd, Ste 280 Petaluma, CA 94954-7464 To County: Contra Costa County Public Works Department Attn: Principal Real Property Agent 255 Glacier Drive Martinez, CA 94553 Either party may at any time designate in writing a substitute address for the address set forth above and thereafter notices are to be directed to such substituted address. If sent in accordance with this Section, all notices will be deemed effective (i) the next business day, if sent by overnight courier, or (ii) three days after being deposited in the United States Postal system. 11 28. Successors and Assigns. This lease binds and inures to the benefit of the heirs, successors, and assigns of the parties hereto. 29. Holding Over. Any holding over after the Term of this lease is a tenancy from month to month and is subject to the terms of this lease, except that, if the holding over is without Lessor’s consent, beginning in the second month of the holdover period, Rent will increase to 110% of the Rent payable in the month immediately preceding the expiration or termination of this Lease. 30. Time is of the Essence. In fulfilling all terms and conditions of this lease, time is of the essence. 31. Governing Law. The laws of the State of California govern all matters arising out of this lease. 32. Severability. In the event that any provision of this lease is held to be invalid or unenforceable in any respect, the validity and enforceability of the remaining provisions of this lease will not in any way be affected or impaired. 33. Real Estate Commission. In negotiating this lease, Lessor is represented by MRE Commercial Real Estate and the County represents itself. Lessor shall pay a real estate commission to MRE Commercial Real Estate pursuant to a separate written agreement. Lessor recognizes and acknowledges that the County is entitled to a real estate commission when it represents itself. The County warrants to Lessor that County’s contact with Lessor in connection with this Lease has been directly with MRE Commercial Real Estate. Lessor shall pay to County a real estate commission in the amount of $89,411.91 (the “County Commission”). Lessor shall pay one-half of the County Commission upon the mutual execution of this lease and the remainder on the Commencement Date. Lessor and County warrant that no other broker or finder, other than MRE Commercial Real Estate and the County, can properly claim a right to a leasing commission or a finder's fee based upon contacts with the County with respect to the Premises. Lessor and County shall indemnify, defend, protect and hold each other harmless from and against any loss, cost or expense, including, but not limited to, attorneys' fees and costs, or the payment of a real estate commission to any party, other than MRE Commercial Real Estate and County, resulting from any claim for a fee or commission by any broker or finder, in connection with the Property and this lease. [Remainder of Page Intentionally Left Blank] 12 34. Entire Agreement; Construction; Modification. Neither party has relied on any promise or representation not contained in this lease. All previous conversations, negotiations, and understandings are of no further force or effect. This lease is not to be construed as if it had been prepared by one of the parties, but rather as if both parties prepared it. This lease may be modified only by a writing signed by both parties. The parties are executing this lease on the date set forth in the introductory paragraph. COUNTY OF CONTRA COSTA, a STG 3220 BLUME, LLC, a Delaware political subdivision of the State of limited liability company California By: STG BLUME, LLC, a California limited liability company By: _______________________ By: ___________________________ Warren Lai John Zeigler, Manager Director of Public Works RECOMMENDED FOR APPROVAL: By: _______________________ Jessica L. Dillingham Principal Real Property Agent By: _______________________ Margaret J. Eychner Senior Real Property Agent APPROVED AS TO FORM THOMAS L. GEIGER, COUNTY COUNSEL By: _______________________ Kathleen M. Andrus Deputy County Counsel \\pw-data\grpdata\realprop\LEASE MANAGEMENT\RICHMOND\3220 BLUME DRIVE, STE 250 - T00___\LEASES\2025 Lease Drafts\3220 Blume Drive Ste 250 Lease - Final.docx Exhibit A – page 1 EXHIBIT A Exhibit B – page 1 EXHIBIT B Exhibit C – page 1 EXHIBIT C FORM OF COMPLETION NOTICE To: CONTRA COSTA COUNTY From: STG 3220 BLUME, LLC Date: Re: Completion Notice This notice is provided in compliance with Section 8 of that certain Lease dated _____________ between STG 3220 BLUME, LLC, and CONTRA COSTA COUNTY (the “Lease”). All terms not otherwise defined herein have the meaning ascribed to them in the Lease. Tender by Lessor Lessor hereby represents that it has completed construction of the Tenant Improvements in substantial conformity to Section 5 of the Lease. Lessor hereby tenders the Premises for delivery to Tenant. STG 3220 BLUME, LLC By: _____________________ Its: _____________________ Certification by Contra Costa County The undersigned, a duly authorized representative of Contra Costa County, hereby represents that the County has caused the Tenant Improvements to be inspected and has determined them to be in substantial conformity with the Final Plans. CONTRA COSTA COUNTY By: _____________________ Date: _________________ Its: _____________________ Exhibit D – page 1 Exhibit D Janitorial Services Schedule 3220 Blume Drive, Suite 250, Richmond Exhibit E – page 1 EXHIBIT E Recorded at the request of: Contra Costa County Return to: Contra Costa County Public Works Department Real Estate Division 255 Glacier Drive Martinez, CA 94553 Assessor's Parcel No. 405-290-062-0 Subordination, Non-Disturbance and Attornment Agreement This agreement is dated ____________, 2025, and is between the County of Contra Costa, a political subdivision of the State of California (the “Tenant”), __________________, a ______________ , its successors and assigns (the “Lender), having its principal place of business at __________________________________________________________________________. Recitals A. Pursuant to a lease dated ____________, 2025 (the “Lease”) between the Tenant and STG 3220 Blume, LLC, a Delaware limited liability company (the “Landlord”), Landlord is leasing certain space to the Tenant in the building located at 3220 Blume Drive, Richmond, California, more fully described in Exhibit A attached hereto and made a part hereof (the “Property”). B. Lender has previously made a loan (the “Loan”) to Landlord that is secured, in part, by the lien of a mortgage or deed of trust executed and delivered by Landlord to Lender encumbering the Property (the “Mortgage”) and an assignment of all leases of and rents from the Property C. This agreement is being executed by the parties in accordance with the requirements of Section 13 of the Lease. NOW, THEREFORE, in consideration of the covenants contained herein and other good and valuable consideration, the receipt and sufficiency of which is hereby acknowledged, the parties agree as follows: 1. Tenant hereby represents, acknowledges and agrees as follows: a. The Lease contains an option to purchase an ownership interest in the building, and a right of first refusal to purchase an ownership interest in the building. Exhibit E – page 2 b. The term of the Lease commences on _____________________________ and will terminate on _____________________________________. c. The current monthly rent payment under the Lease is set forth in Section 3 of the Lease. No advance rents have been prepaid. d. The improvements described in the Lease have not been completed or accepted by Tenant. e. Tenant has not sublet any portion of the leased premises or assigned any of its rights under the Lease. f. Upon its execution, the Lease will be in full force and effect. g. All rent payments will be paid as provided under the Lease until Tenant has been otherwise notified by Lender or its successors and assigns. h. If Lender provides Tenant with Lender’s address for notification purposes, Tenant will deliver to Lender a copy of all notices Tenant delivers to or receives from Landlord. i. Tenant will not look to Lender or its successors or assigns for the return of the security deposit, if any, under the Lease, except to the extent that such funds are delivered to Lender. 2. If Lender elects to foreclose the Mortgage, Lender will not join Tenant in summary or foreclosure proceedings unless required by applicable law (and then only to the extent so required) as long as Tenant has not amended the Lease without Lender’s prior written consent and is not in default under the Lease. 3. In the event that Lender succeeds to the interest of Landlord under the Lease and there exists no default by Tenant under the Lease and Tenant has not amended the Lease without Lender’s prior written consent, Lender agrees not to disturb or otherwise interfere with Tenant’s possession of the leased premises for the unexpired term of the Lease, provided that Lender is not: a. Liable for any act or omission of Landlord or any prior landlord under the Lease; b. Subject to any offsets or defenses that Tenant might have against Landlord or any prior landlord; c. Bound by any rent or additional rent that Tenant might have paid for more than the current month to Landlord; d. Bound by any amendment or modification of the Lease made without Lender’s prior written consent; or Exhibit E – page 3 e. Liable for any security deposit Tenant might have paid to Landlord, except to the extent Lender has actually received said security deposit. 4. Upon Lender’s succeeding to Landlord’s interest under the Lease, Tenant covenants and agrees to attorn to Lender or a purchaser at a foreclosure or trustee’s sale, to recognize such successor landlord as Tenant’s landlord under the Lease, and to be bound by and perform all of the obligations and conditions imposed on Tenant by the Lease. If requested by Lender or any subsequent owner, Tenant shall execute a new lease with Lender, for a term equal to the remaining term of the Lease and otherwise containing the same provisions and covenants of the Lease. 5. Prior to terminating the Lease due to a default by Landlord thereunder, Tenant agrees to notify Lender of such default and give Lender the opportunity to cure such default within thirty (30) days of Lender’s receipt of such notice (or, if such default cannot reasonably be cured within such thirty (30) day period, Lender will have such longer time as may be necessary to cure the default provided that Lender commences the cure within such period and diligently pursues the cure thereafter). 6. This agreement binds and inures to the benefit of the respective heirs, personal representatives, successors and assigns of the parties hereto. [Remainder of Page Intentionally Left Blank] Exhibit E – page 4 7. This agreement may be modified only in a writing duly executed by both parties. The parties are signing this agreement as of the date set forth in the introductory clause. COUNTY COUNTY OF CONTRA COSTA, a political subdivision of the State of California By Warren Lai Director of Public Works LENDER Name of Lender., a _____________________________ By Name Title By Name Title [Attach Notary Forms] Exhibit E – page 5 Exhibit A to Subordination, Non-Disturbance and Attornment Agreement [Legal Description of Property] Real property in the City of Richmond, County of Contra Costa, State of California, described as follows: PARCEL ONE: Parcel A as shown on Parcel Map M.S. 79-4 filed January 19, 1980, Book 84 of Parcel Maps, Page 10, Contra Costa County Records. PARCEL TWO: A portion of Parcel B, as shown on the Map of M.S. 758-86 filed July 20, 1988 in Book 134 of Parcel Maps at Page 23 Contra Costa County Records, more particularly described in the Lot Line Adjustment Deed, recorded November 21, 1995, Series No. 95-202314, Official Records, as follows: Beginning at a point on the Western line of said Parcel B, said point being the intersection of those two certain courses on said Western line, said line also being the Eastern and Southern lines of Parcel "A" (84 PM 10} said courses being non-tangent curves whose components are desaibed as 1.) "having a radius of 499.00 feet a central angle of 38° 01' 58", an arc length of 331.23 feet", and, 2.) "having a radius of 600.00 feet, a central angle of 01° 56' 02", an arc length of 20.25 feet"; thence from said point of beginning, leaving said Western line, along a non- tangent curve to the left whose radius point bears South 82° 02' 02" East having a radius of 499.00 feet, through a central angle of 0° 20' 46", an arc length of 3.01 feet to a point on the Northern Line of Klose Way, as said Klose Way is described in that certain Deed to the City of Richmond filed September 22, 1993 in Book 18970 of Official Records, at Page 475, Contra Costa County Records; thence along said Northern line along a non-tangent curve to the right whose radius point bears North 02° 20' 38" East, having a radius of 603.00 feet, through a central angle of 01° 54' 22", an arc length of 20.06 feet, to the Easterly terminus of that certain course on said Northern line (18970 O.R. 475), described as "South 85° 45' East 225.50 feet; thence continuing along said Northern line North 85° 45' 00" West 225.50 feet; thence along a tangent curve to the right, having a radius of 60.00 feet, through a central angle of 22° 28' 31", an arc length of 23.54 feet, to a point on the Southern line of said Parcel "A" (84 PM 10); thence leaving said Northern line (18970 OR 475), and along said Southern line (84 PM 10) along a non-tangent curve to the left whose radius bears North 20° 17' 27" East having a radius of 40.00 feet, through a central angle of 16° 02' 27", an arc length of 11.20 feet to the Westerly terminus of that certain course on said Southern line described as "North 85° 45' 00" West 237.38 feet” thence South 85° 45' 00" East 237.38 feet; thence through a central angle of 01° 56' 02", an arc length of 20.25 feet, to said point of beginning. Exhibit E – page 6 EXCEPTING FROM PARCELS ONE AND TWO: The mineral rights reserved in the Deed executed by Standard Oil Company of California, recorded November 12, 1973, 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2523 Name: Status:Type:Consent Item Passed File created:In control:6/6/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE the Contra Costa Regional Medical Center Chiller Replacement Project, and AUTHORIZE the Public Works Director, or designee, to advertise the Project, Martinez area. (100% Hospital Enterprise I Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Advertisement for Chiller Replacement at Contra Costa Regional Medical Center - 2500 Alhambra Avenue, Martinez ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE the design and bid documents, including the plans and specifications, for the Chiller Replacement Project located at 2500 Alameda Avenue, Martinez. AUTHORIZE the Public Works Director, or designee, to solicit bids to be received on or about July 31, 2025, and issue bid addenda, as needed, for clarification of bid documents, provided the changes do not significantly increase the construction cost estimate. DIRECT the Clerk of the Board to publish at least 14 days before the bid opening date, the Notice to Contractors in accordance with the Public Contract Code Section 22037, inviting bids for this project. DIRECT the Public Works Director, or designee, to send notices by email, fax, and by US Mail to the construction trade journals specified in the Public Contract Code Section 22036 at least 15 calendar days prior to bid opening. DETERMINE the Project is a California Environmental Quality Act (CEQA), Categorical Exemption, pursuant to Article 19, Section 15302(c) of the CEQA Statutes and Guidelines. FISCAL IMPACT: Estimated construction cost: $7,882,595.100% Enterprise 1 Fund BACKGROUND: This project will replace the three existing chiller units that currently serve the entire Contra Costa Regional Medical Center (CCRMC) campus. The existing chillers are original to the acute care hospital that was designed in 1993, and have been in use since the 1990s. They have ongoing maintenance problems, and parts are becoming obsolete and harder to CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2523,Version:1 source. This results in lengthy periods of downtime and creates potential for adversely impacting patient care as well as falling out of compliance with regulatory requirements. The new chiller units will have a larger capacity to allow for future hospital expansion. The chiller work also includes rerouting piping within the chiller plant, replacement and relocation of the chilled water expansion tank, and installation of a new refrigerant leak detection system. An interim chiller and generator will be installed to provide service during construction at times when permanent equipment is not functional. They will be operational throughout the project phases as existing chillers are taken offline sequentially. After all new equipment is installed and connected to permanent pipes and conduit, all interim equipment will be shut down and removed. CONSEQUENCE OF NEGATIVE ACTION: Without the Board of Supervisors’ approval, the aging chiller units and associated equipment will not be replaced. As repairs to existing equipment become more difficult to implement, lengthy downtimes will become unavoidable and may impact patient care. The CCRMC may fall out of Health Care Access and Information (HCAI) compliance. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2524 Name: Status:Type:Consent Item Passed File created:In control:6/9/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute, on behalf of the Public Works Director, a purchase order with The Garland Company, Inc., in an amount not to exceed $750,000 for roofing and waterproofing supplies, for the period July 1, 2025 through December 31, 2025, Countywide. (100% General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Purchase Order with The Garland Company, Inc., Countywide. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent,or designee,to execute,on behalf of the Public Works Director,a purchase order with The Garland Company,Inc.,in an amount not to exceed $750,000 for roofing and waterproofing supplies, for the period July 1, 2025 through December 31, 2025, Countywide. FISCAL IMPACT: Facilities Maintenance Budget. (100% General Fund) BACKGROUND: The Public Works Department,Facilities Services Division,is responsible for maintaining all County buildings, including hospitals,clinics,detention centers,and congregate care facilities.Roofing repairs,maintenance,and improvements are included in this required maintenance. The Garland Company,Inc.is the designated supplier of County-standard roofing and waterproofing materials. The most recent purchase order with The Garland Company, Inc. expired on May 31, 2025. Facilities Services is requesting approval of a new purchase order with The Garland Company,Inc.for the term July 1, 2025 through December 31, 2025, in the amount of $750,000. CONSEQUENCE OF NEGATIVE ACTION: If this purchase order is not approved,the Public Works Department will be unable to procure the required County-standard roofing and waterproofing materials needed to support deferred maintenance projects and repairs at County facilities. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2524,Version:1 CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2525 Name: Status:Type:Consent Item Passed File created:In control:6/9/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute, on behalf of the County, a Participating Addendum with The HON Company, LLC, in an amount not to exceed $3,000,000, for the purchase of furniture, installation, and related services for the period of May 1, 2025 through December 31, 2027, under the terms of the Master Contract awarded by Omnia Partners and the Region 4 Education Service Center, a Texas Public Agency, Countywide. (100% User Departments) Attachments:1. WebsiteContract_HON_-_Redacted_2.18.25, 2. Final Participating Addendum Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Participating Addendum with The HON Company, LLC ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent,or designee,to execute,on behalf of the County,a Participating Addendum with The HON Company,LLC,in an amount not to exceed $3,000,000,for the purchase of furniture,installation,and related services for the period of May 1,2025 through December 31, 2027,under the terms of the Master Contract awarded by Omnia Partners and the Region 4 Education Service Center, a Texas Public Agency, and distributed through a network of independent dealers, Countywide. FISCAL IMPACT: Product and service costs paid by County Departments. (100% User Departments) BACKGROUND: Contra Costa County Purchasing Services is requesting approval of a Participating Addendum for the purchase of furniture,installation and related services offered through The HON Company,LLC.Products are guaranteed through the master contract awarded by Omnia Partners and the Region 4 Education Service Center, a Texas Public Agency.Approval of the addendum between Contra Costa County and The HON Company, LLC,allows the County to obtain guaranteed pricing available through the Omnia Partners and the Region 4 Service Center,a Texas Public Agency contract.The purchase will support the County with a variety of furniture,installation and related services,required by County Departments,and provide discounted products and services off published list prices.This will allow County Departments to purchase for less than they would without this benefit. CONSEQUENCE OF NEGATIVE ACTION: Without approval of this agreement,the County would be paying full price on furniture,installation and related CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2525,Version:1 service purchases made today. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ REGION 4 EDUCATION SERVICE CENTER (ESC) Contract # R240117 for FURNITURE, INSTALLATION, AND RELATED SERVICES with THE HON COMPANY LLC Effective: December 17, 2024 CONTRACT 1 APPENDIX A CONTRACT This Contract (“Contract”) is made as of December 17, 2024 by and between The HON Company LLC (“Contractor”) and Region 4 Education Service Center (“Region 4 ESC”) for the purchase of ___________________________________________(“the products and services”). RECITALS WHEREAS, Region 4 ESC issued Request for Proposals Number RFP 24-01 for FURNITURE, INSTALLATION, AND RELATED SERVICES (“RFP”), to which Contractor provided a response (“Proposal”); and WHEREAS, Region 4 ESC selected Contractor’s Proposal and wishes to engage Contractor in providing the services/materials described in the RFP and Proposal; WHEREAS, both parties agree and understand the following pages will constitute the Contract between the Contractor and Region 4 ESC, having its principal place of business at 7145 West Tidwell Road, Houston, TX 77092. WHEREAS, Contractor included, in writing, any required exceptions or deviations from these terms, conditions, and specifications; and it is further understood that, if agreed to by Region 4 ESC, said exceptions or deviations are incorporated into the Contract. WHEREAS, this Contract consists of the provisions set forth below, including provisions of all attachments referenced herein. In the event of a conflict between the provisions set forth below and those contained in any attachment, the provisions set forth below shall control. WHEREAS, the Contract will provide that any state and local governmental entities, public and private primary, secondary and higher education entities, non-profit entities, and agencies for the public benefit (“Public Agencies”) may purchase products and services at prices indicated in the Contract upon the Public Agency’s registration with OMNIA Partners. 1) Term of agreement. The initial term of the Contract is for a period of three (3) years unless terminated, canceled or extended as otherwise provided herein. Region 4 ESC shall have the right in its sole discretion to renew the Contract for an additional term of up to two (2) years or for a lesser period of time as determined by Region 4 ESC by providing written notice to the Contractor of Region 4 ESC’s intent to renew thirty (30) days prior to the expiration of the original term. Contractor acknowledges and understands Region 4 ESC is under no obligation whatsoever to extend the term of this Contract. Notwithstanding the forgoing paragraph, the term of the Contract, including any extension of the original term, shall be further extended until the expiration of any Purchase Order issued under the Contract for a period of up to one year beyond the Contract term. FURNITURE, INSTALLATION, AND RELATED SERVICES CONTRACT 2 2) Scope: Contractor shall perform all duties, responsibilities and obligations, set forth in this agreement, and described in the RFP, incorporated herein by reference as though fully set forth herein. 3) Form of Contract. The form of Contract shall be the RFP, the Offeror’s proposal and Best and Final Offer(s). 4) Order of Precedence. In the event of a conflict in the provisions of the Contract as accepted by Region 4 ESC, the following order of precedence shall prevail: i. This Contract ii. Offeror’s Best and Final Offer iii. Offeror’s proposal iv. RFP and any addenda 5) Commencement of Work. The Contractor is cautioned not to commence any billable work or provide any material or service under this Contract until Contractor receives a purchase order for such work or is otherwise directed to do so in writing by Region 4 ESC. 6) Entire Agreement (Parol evidence). The Contract, as specified above, represents the final written expression of agreement. All agreements are contained herein and no other agreements or representations that materially alter it are acceptable. 7) Assignment of Contract. No assignment of Contract may be made without the prior written approval of Region 4 ESC. Contractor is required to notify Region 4 ESC when any material change in operations is made (i.e., bankruptcy, change of ownership, merger, etc.). 8) Novation. If Contractor sells or transfers all assets or the entire portion of the assets used to perform this Contract, a successor in interest must guarantee to perform all obligations under this Contract. Region 4 ESC reserves the right to accept or reject any new party. A change of name agreement will not change the contractual obligations of Contractor. 9) Contract Alterations. No alterations to the terms of this Contract shall be valid or binding unless authorized and signed by Region 4 ESC. 10) Adding Authorized Distributors/Dealers. Contractor is prohibited from authorizing additional distributors or dealers, other than those identified at the time of submitting their proposal, to sell under the Contract without notification and prior written approval from Region 4 ESC. Contractor must notify Region 4 ESC each time it wishes to add an authorized distributor or dealer. Purchase orders and payment can only be made to the Contractor unless otherwise approved by Region 4 ESC. Pricing provided to members by added distributors or dealers must also be less than or equal to the Contractor’s pricing. 11) TERMINATION OF CONTRACT a) Cancellation for Non-Performance or Contractor Deficiency. Region 4 ESC may terminate the Contract if purchase volume is determined to be low volume in any 12-month period. Region 4 ESC reserves the right to cancel the whole or any part of this Contract due to failure by Contractor to carry out any obligation, term or condition of the contract. Region 4 ESC may issue a written deficiency notice to Contractor for acting or failing to act in any of the following: CONTRACT 3 i. Providing material that does not meet the specifications of the Contract; ii. Providing work or material was not awarded under the Contract; iii. Failing to adequately perform the services set forth in the scope of work and specifications; iv. Failing to complete required work or furnish required materials within a reasonable amount of time; v. Failing to make progress in performance of the Contract or giving Region 4 ESC reason to believe Contractor will not or cannot perform the requirements of the Contract; or vi. Performing work or providing services under the Contract prior to receiving an authorized purchase order. Upon receipt of a written deficiency notice, Contractor shall have ten (10) days to provide a satisfactory response to Region 4 ESC. Failure to adequately address all issues of concern may result in Contract cancellation. Upon cancellation under this paragraph, all goods, materials, work, documents, data and reports prepared by Contractor under the Contract shall immediately become the property of Region 4 ESC. b) Termination for Cause. If, for any reason, Contractor fails to fulfill its obligation in a timely manner, or Contractor violates any of the covenants, agreements, or stipulations of this Contract Region 4 ESC reserves the right to terminate the Contract immediately and pursue all other applicable remedies afforded by law. Such termination shall be effective by delivery of notice, to the Contractor, specifying the effective date of termination. In such event, all documents, data, studies, surveys, drawings, maps, models and reports prepared by Contractor will become the property of the Region 4 ESC. If such event does occur, Contractor will be entitled to receive just and equitable compensation for the satisfactory work completed on such documents. c) Delivery/Service Failures. Failure to deliver goods or services within the time specified, or within a reasonable time period as interpreted by the purchasing agent or failure to make replacements or corrections of rejected articles/services when so requested shall constitute grounds for the Contract to be terminated. In the event Region 4 ESC must purchase in an open market, Contractor agrees to reimburse Region 4 ESC, within a reasonable time period, for all expenses incurred. d) Force Majeure. If by reason of Force Majeure, either party hereto shall be rendered unable wholly or in part to carry out its obligations under this Agreement then such party shall give notice and full particulars of Force Majeure in writing to the other party within a reasonable time after occurrence of the event or cause relied upon, and the obligation of the party giving such notice, so far as it is affected by such Force Majeure, shall be suspended during the continuance of the inability then claimed, except as hereinafter provided, but for no longer period, and such party shall endeavor to remove or overcome such inability with all reasonable dispatch. The term Force Majeure as employed herein, shall mean acts of God, strikes, lockouts, or other industrial disturbances, act of public enemy, orders of any kind of government of the United States or the State of Texas or any civil or military authority; insurrections; riots; epidemics; landslides; lighting; earthquake; fires; hurricanes; storms; floods; washouts; droughts; arrests; restraint of government and people; civil disturbances; explosions, breakage or accidents to machinery, pipelines or canals, or other causes not reasonably within the control of the party claiming such inability. It is understood and agreed that the settlement of strikes and lockouts shall be entirely within the discretion of the party having the difficulty, and that the above requirement that any Force Majeure shall be remedied with all reasonable dispatch shall not require the settlement of strikes and lockouts by acceding to the demands of the opposing party or parties when such settlement is unfavorable in the judgment of the party having the difficulty. CONTRACT 4 e) Standard Cancellation. Region 4 ESC may cancel this Contract in whole or in part by providing written notice. The cancellation will take effect 30 business days after the other party receives the notice of cancellation. After the 30th business day all work will cease following completion of final purchase order. 12) Licenses. Contractor shall maintain in current status all federal, state and local licenses, bonds and permits required for the operation of the business conducted by Contractor. Contractor shall remain fully informed of and in compliance with all ordinances and regulations pertaining to the lawful provision of services under the Contract. Region 4 ESC reserves the right to stop work and/or cancel the Contract if Contractor’s license(s) expire, lapse, are suspended or terminated. 13) Survival Clause. All applicable software license agreements, warranties or service agreements that are entered into between Contractor and Region 4 ESC under the terms and conditions of the Contract shall survive the expiration or termination of the Contract. All Purchase Orders issued and accepted by Contractor shall survive expiration or termination of the Contract for a period of up to one year beyond the term of the Contract. Notwithstanding the foregoing, the term of the Contract, including any extension of the original term, shall be further extended until the expiration of any Purchase Order issued under the Contract for a period of up to one year beyond the Contract term. 14) Delivery. Conforming product shall be shipped within 7 days of receipt of Purchase Order. If delivery is not or cannot be made within this time period, the Contractor must receive authorization for the delayed delivery. The order may be canceled if the estimated shipping time is not acceptable. All deliveries shall be freight prepaid, F.O.B. Destination and shall be included in all pricing offered unless otherwise clearly stated in writing. Additional Delivery/Installation Charges: Contractor may enter into additional negotiations with a purchasing agency for additional delivery or installation charges based on onerous conditions. Additional delivery and/or installation charges may only be charged if mutually agreed upon by the purchasing agency and Contractor and can only be charged on a per individual project basis. 15) Inspection & Acceptance. If defective or incorrect material is delivered, Region 4 ESC may make the determination to return the material to the Contractor at no cost to Region 4 ESC. The Contractor agrees to pay all shipping costs for the return shipment. Contractor shall be responsible for arranging the return of the defective or incorrect material. 16) Payments. Payment shall be made after satisfactory performance, in accordance with all provisions thereof, and upon receipt of a properly completed invoice. 17) Price Adjustments. Should it become necessary or proper during the term of this Contract to make any change in design or any alterations that will increase price, Region 4 ESC must be notified immediately. Price increases must be approved by Region 4 ESC and no payment for additional materials or services, beyond the amount stipulated in the Contract shall be paid without prior approval. All price increases must be supported by manufacturer documentation, or a formal cost justification letter. Contractor must honor previous prices for thirty (30) days after approval and written notification from Region 4 ESC. It is the Contractor’s responsibility to keep all pricing up to date and on file with Region 4 ESC. All price changes must be provided to Region 4 ESC, using the same format as was provided and accepted in the Contractor’s proposal. CONTRACT 5 Price reductions may be offered at any time during Contract. Special, time-limited reductions are permissible under the following conditions: 1) reduction is available to all users equally; 2) reduction is for a specific period, normally not less than thirty (30) days; and 3) original price is not exceeded after the time-limit. Contractor shall offer Region 4 ESC any published price reduction during the Contract term. 18) Audit Rights. Contractor shall, at its sole expense, maintain appropriate due diligence of all purchases made by Region 4 ESC and any entity that utilizes this Contract. Region 4 ESC reserves the right to audit the accounting for a period of three (3) years from the time such purchases are made. This audit right shall survive termination of this Agreement for a period of one (1) year from the effective date of termination. Region 4 ESC shall have the authority to conduct random audits of Contractor’s pricing at Region 4 ESC's sole cost and expense. Notwithstanding the foregoing, in the event that Region 4 ESC is made aware of any pricing being offered that is materially inconsistent with the pricing under this agreement, Region 4 ESC shall have the ability to conduct an extensive audit of Contractor’s pricing at Contractor’s sole cost and expense. Region 4 ESC may conduct the audit internally or may engage a third- party auditing firm. In the event of an audit, the requested materials shall be provided in the format and at the location designated by Region 4 ESC. 19) Discontinued Products. If a product or model is discontinued by the manufacturer, Contractor may substitute a new product or model if the replacement product meets or exceeds the specifications and performance of the discontinued model and if the discount is the same or greater than the discontinued model. 20) New Products/Services. New products and/or services that meet the scope of work may be added to the Contract. Pricing shall be equivalent to the percentage discount for other products. Contractor may replace or add product lines if the line is replacing or supplementing products, is equal or superior to the original products, is discounted similarly or greater than the original discount, and if the products meet the requirements of the Contract. No products and/or services may be added to avoid competitive procurement requirements. Region 4 ESC may require additions to be submitted with documentation from Members demonstrating an interest in, or a potential requirement for, the new product or service. Region 4 ESC may reject any additions without cause. 21) Options. Optional equipment for products under Contract may be added to the Contract at the time they become available under the following conditions: 1) the option is priced at a discount similar to other options; 2) the option is an enhancement to the unit that improves performance or reliability. 22) Warranty Conditions. All supplies, equipment and services shall include manufacturer's minimum standard warranty and one (1) year labor warranty unless otherwise agreed to in writing. 23) Site Cleanup. Contractor shall clean up and remove all debris and rubbish resulting from their work as required or directed. Upon completion of the work, the premises shall be left in good repair and an orderly, neat, clean, safe and unobstructed condition. 24) Site Preparation. Contractor shall not begin a project for which the site has not been prepared, unless Contractor does the preparation work at no cost, or until Region 4 ESC includes the cost of site preparation in a purchase order. Site preparation includes, but is not limited to CONTRACT 6 moving furniture, installing wiring for networks or power, and similar pre-installation requirements. 25) Registered Sex Offender Restrictions. For work to be performed at schools, Contractor agrees no employee or employee of a subcontractor who has been adjudicated to be a registered sex offender will perform work at any time when students are or are reasonably expected to be present. Contractor agrees a violation of this condition shall be considered a material breach and may result in the cancellation of the purchase order at Region 4 ESC’s discretion. Contractor must identify any additional costs associated with compliance of this term. If no costs are specified, compliance with this term will be provided at no additional charge. 26) Safety measures. Contractor shall take all reasonable precautions for the safety of employees on the worksite and shall erect and properly maintain all necessary safeguards for protection of workers and the public. Contractor shall post warning signs against all hazards created by its operation and work in progress. Proper precautions shall be taken pursuant to state law and standard practices to protect workers, general public and existing structures from injury or damage. 27) Smoking. Persons working under the Contract shall adhere to local smoking policies. Smoking will only be permitted in posted areas or off premises. 28) Stored materials. Upon prior written agreement between the Contractor and Region 4 ESC, payment may be made for materials not incorporated in the work but delivered and suitably stored at the site or some other location, for installation at a later date. An inventory of the stored materials must be provided to Region 4 ESC prior to payment. Such materials must be stored and protected in a secure location and be insured for their full value by the Contractor against loss and damage. Contractor agrees to provide proof of coverage and additionally insured upon request. Additionally, if stored offsite, the materials must also be clearly identified as property of Region 4 ESC and be separated from other materials. Region 4 ESC must be allowed reasonable opportunity to inspect and take inventory of stored materials, on or offsite, as necessary. Until final acceptance by Region 4 ESC, it shall be the Contractor's responsibility to protect all materials and equipment. Contractor warrants and guarantees that title for all work, materials and equipment shall pass to Region 4 ESC upon final acceptance. 29) Funding Out Clause. A Contract for the acquisition, including lease, of real or personal property is a commitment of Region 4 ESC’s current revenue only. Region 4 ESC retains the right to terminate the Contract at the expiration of each budget period during the term of the Contract and is conditioned on a best effort attempt by Region 4 ESC to obtain appropriate funds for payment of the contract. 30) Indemnity. Contractor shall protect, indemnify, and hold harmless both Region 4 ESC and its administrators, employees and agents against all claims, damages, losses and expenses arising out of or resulting from the actions of the Contractor, Contractor employees or subcontractors in the preparation of the solicitation and the later execution of the Contract. Any litigation involving either Region 4 ESC, its administrators and employees and agents will be in Harris County, Texas. 31) Marketing. Contractor agrees to allow Region 4 ESC to use their name and logo within website, marketing materials and advertisement. Any use of Region 4 ESC name and logo CONTRACT 7 or any form of publicity, inclusive of press releases, regarding this Contract by Contractor must have prior approval from Region 4 ESC. 32) Certificates of Insurance. Certificates of insurance shall be delivered to the Region 4 ESC prior to commencement of work. The Contractor shall give Region 4 ESC a minimum of ten (10) days’ notice prior to any modifications or cancellation of policies. The Contractor shall require all subcontractors performing any work to maintain coverage as specified. 33) Legal Obligations. It is Contractor’s responsibility to be aware of and comply with all local, state, and federal laws governing the sale of products/services and shall comply with all laws while fulfilling the Contract. Applicable laws and regulation must be followed even if not specifically identified herein. Appendix B TERMS & CONDITIONS ACCEPTANCE FORM Signature on the Offer and Contract Signature form certifies complete acceptance of the terms and conditions in this solicitation and draft Contract except as noted below with proposed substitute language (additional pages may be attached, if necessary). The provisions of the RFP cannot be modified without the express written approval of Region 4 ESC. If a proposal is returned with modifications to the draft Contract provisions that are not expressly approved in writing by Region 4 ESC, the Contract provisions contained in the RFP shall prevail. Check one of the following responses: ☐Offeror takes no exceptions to the terms and conditions of the RFP and draft Contract. (Note: If none are listed below, it is understood that no exceptions/deviations are taken.) ☒Offeror takes the following exceptions to the RFP and draft Contract. All exceptions must be clearly explained, reference the corresponding term to which Offeror is taking exception and clearly state any proposed modified language, proposed additional terms to the RFP and draft Contract must be included: (Note: Unacceptable exceptions may remove Offeror’s proposal from consideration for award. Region 4 ESC shall be the sole judge on the acceptance of exceptions and modifications and the decision shall be final. If an offer is made with modifications to the contract provisions that are not expressly approved in writing, the contract provisions contained in the RFP shall prevail.) Specification Modification (For Region 4 Appendix A, Section 10. Adding Authorized Distributors/Deale rs, P.2 other than those identified dealer. Additional distributors or to sell it wishes an authorized distributor or is added to their dedicated may be made to the or authorized dealer unless . New 8/13/24 Review The HON - 10/15/24 - Per Region 4 - all Region 4 exceptions approved Appendix A, Section 11. Termination of Contract, a) Cancellation for Non- Performance or Contractor Deficiency, P.2-3 Upon receipt of a written deficiency notice, Contractor shall have ten (10) days to provide a satisfactory response to Region 4 ESC. Failure to adequately address all issues of concern may result in Contract cancellation. Upon cancellation under this paragraph, all goods, a reasonable opportunity to ten (10) days to provide a red by Contractor under the immediately s for the s for for , within a reasonable time e) P.3 ompletion of and Contractor will be . delivery is not or cannot be estimated shipping time is not included in all pricing the timeframe mutually agreed 7 days of receipt of Purchase . If delivery is not or cannot be Destination and shall be New New Similar to current language Appendix A, Section 28 Stored Materials, P.6 payment may be made for stored stored and against loss and damage. as property allowed reasonable as necessary. Until final responsibility to title for all work, materials and l pass to Region 4 stored at ull Contractor party in against loss and , and Region 4 ESC. The insuring party insured upon request. red final acceptance delivery into control by Region 4 ESC, Region 4 ESC’s -defective, final acceptance. 30 , P.6 administrators, he Contract. Any d by arising out of the negligent actions of the be in . Similar to current language New Exhibit A, Section 1.1 Requirement, 1 ors, employees or or and each or Authorized Dealer for any and/or Authorized is responsible for knowing the 34 e Master Agreement. ational, state, regional or New Similar to current language Exhibit B, Section 13 Administrative Reporting, Sales he time ’s sole discretion, Sales Report”), attached 50th day of the the time y’s , P. omated Clearing House (ACH) to the Exhibit D ’ sole discretion. All -half percent (1 for Exhibit D. Failure to itute a material breach of this MNIA Partners’ sole -half percent (1 1/2%) per month OMNIA Partners will discuss with HON - OK allows for more time to report/pay OMNIA Partners will discuss with HON OK allow more time Exhibit F, Federal Funds Certifications, Overview P.53 Per FAR 52.204- -25, solicitations and - -25, solicitations ng provisions, articipating Agency to offeror if federal funds will rior offeror’s acceptance of the order. 57 this procurement process. purchases, , when funds are utilized on a project. responsibility of the Participating Agency to and/or purchase order prior . 60 offeror will retain all records as It is the responsibility of the records as Acknowledged of Exhibit F, HON as completed the Exhibit F documents as part of the response Exhibit F, Federal Funds Certifications, Certification of Compliance with Energy Policy and Conservation Act, P.60 offeror ; 49 C.F.R. conservation plan issued It is the re items under the resulting , P.60 rovide such mpetition. when requested acceptance of an whether its products comply to with all he applicable Exhibit F, Federal Funds Certifications, Certification of Compliance with Buy America , (1) - een vices, which are used solely for the ta. Separate to certify -funded projects product is subject to a e Buy America ntains a microprocessor or P.60 it will certify 1 it will certify 62 Exhibit F, Federal Funds Certifications, Community Development Block Grants, P.62 trictive requirement. When using -Bacon -4010 Labor Provisions also Development. and , Offeror shall comply with -Bacon -4010 Labor Provisions also and as 64 , P.66 Federal Requirements , are ctivated and required when federal Federal Requirements FEMA Special Conditions section federal funding may be is d, and Contractor is notified Exhibit F, Federal Funds Certifications, FEMA and Additional Federal Funding Special Conditions, 3. P.68 ction 204 of Executive ct as a means of enforcing such ch dealer subcontract or unless exempted by subcontractor or vendor. The dealer subcontract or rder as the administering subcontractor or vendor as a , Sign- 81 FEMA Special Conditions section of ., as applicable. 24-01 Addendum 6 The HON Company LLC Supplier Response Event Information Number:24-01 Addendum 6 Title:Furniture, Installation, and Related Services Type:Request for Proposal Issue Date:4/11/2024 Deadline:6/13/2024 02:00 PM (CT) Notes:Oral communications concerning this RFP shall not be binding and shall in no way excuse an Offeror of the obligations set forth in this proposal. Only online proposals will be accepted. Proposals must be submitted via Region 4 ESC's online procurement system: region4esc.ionwave.net. No manual, emailed, or faxed proposals will be accepted. NON-MANDATORY PRE-PROPOSAL CONFERENCE #2 Meeting to be held on Wednesday, May 1, 2024 at 10:00 am CST via ZOOM. Click here to join. Meeting to be held on Wednesday, April 24, 2024 at 10:00 am via ZOOM. Click here to join. Offerors are strongly encouraged, but not required to participate in a pre-proposal conference with the Procurement and Operations Specialist. Vendor: The HON Company LLC 24-01 Addendum 6Page 1 of 42 pages Contact Information Address:Finance and Operations 7145 West Tidwell Road TX 77092 Email:questions@esc4.net Vendor: The HON Company LLC 24-01 Addendum 6Page 2 of 42 pages The HON Company LLC Information Contact:Christine McCormick Address:600 E 2nd Street Muscatine, IA 52761 Phone:(800) 466-8694 Email:contractmanager@honcompany.com Web Address:www.hon.com By submitting your response, you certify that you are authorized to represent and bind your company. Eric Schroeder contractmanager@honcompany.com Signature Email Submitted at 6/10/2024 11:47:58 AM (CT) Requested Attachments OFFER AND CONTRACT SIGNATURE FORM OFFER AND CONTRACT SIGNATURE FORM_HON.pdf Please complete the Offer and Contract Signature Form, located on the Attachments tab, and upload the completed document here. Appendix B - Terms & Conditions Acceptance Form Appendix B - Terms Conditions Acceptance Form.pdf Please complete the Terms & Conditions Acceptance Form, located on the Attachments tab, and upload the completed document here. Acknowledgment and Acceptance of Region 4 ESC's Open Records Policy Acknowledgment and Acceptance of Region 4 ESCs Open Records Policy.pdf Please complete the Acknowledgment and Acceptance of Region 4 ESC's Open Records Policy, located on the Attachments tab, and upload the completed document here. OMNIA Partners - Exhibit F Federal Funds Certifications Exhibit F - Federal Funds Redlined_HON.pdf Please complete the OMNIA Partners - Exhibit F Federal Funds Certifications, located on the Attachments tab, and upload the completed documents here. Value Add Attribute 52_Value Add_HON 632024.pdf Provide any additional information related to products and services Offeror proposes to enhance and add value to the Contract. Furniture can be included as a Value-Add, include any fees such as installation, delivery options, setup/cleaning, classroom design/layout, special orders, etc. Antitrust Certification Statements Antitrust Certification Statements_HON.pdf Please complete the Antitrust Certification Statements, located on the Attachments tab, and upload the completed document here. Certificate of Interested Parties (Form 1295)Certificate of Interested Parties (Form 1295)_HON.pdf Must complete the form online at: https://www.ethics.state.tx.us/whatsnew/elf_info_form1295.htm Diversity Program Certifications No response If there are any diversity programs, provide a copy of their certification. Minority Women Business Enterprise Certification No response Please upload Minority Women Business Enterprise Certification if applicable. Vendor: The HON Company LLC 24-01 Addendum 6Page 3 of 42 pages Submit FEIN and Dunn & Bradstreet report.FEIN and Dunn & Bradstreet report_HON.pdf Upload FEIN and Dunn & Brandstreet report here. Products and Pricing Pricers_HON HBF.zip Each offeror awarded an item under this solicitation may offer their complete product and service offering/a balance of line. Describe the full line of products and services offered by supplier. Small Business Enterprise (SBE) or Disadvantaged Business Enterprise (DBE) Certification No response Please upload Small Business Enterprise (SBE) or Disadvantaged Business Enterprise (DBE) Certification if applicable. Historically Underutilized Business (HUB) Certification No response Please upload Historically Underutilized Business (HUB) Certification if applicable. Texas Government Code 2270 Verification Form Texas Government Code 2270 Verification Form_HON.pdf Please complete the Texas Government Code 2270 Verification Form, located on the Attachments tab, and upload the completed document here. Additional Agreements Offeror will require Participating Agencies to sign. No response Upload any additional agreements offeror will require Participating Agencies here. Historically Underutilized Business Zone Enterprise (HUBZone)No response Please upload Historically Underutilized Business Zone Enterprise (HUBZone) if applicable. Other recognized diversity certificate holder No response Please upload other recognized diversity certificate holder if applicable. OMNIA Partners - Exhibit F Federal Funds Certifications Exhibit F - Federal Funds Redlined_HON.pdf Please complete the OMNIA Partners - Exhibit F Response for National Cooperative Contract located on the Attachments tab and upload the completed documents here. OMNIA Partners - Exhibit G New Jersey Business Compliance OMNIA Partners - Exhibit G New Jersey Business Compliance_HON.pdf Please complete the OMNIA Partners - Exhibit G New Jersey Business Compliance forms, located on the Attachments tab, and upload the completed documents here. Response Attachments Attribute 12_Warranty_HON HBF.pdf Warranty Attribute 47_Authorized Distributors Dealers Listing_HON.pdf Authorized Distributors Dealers Listing HNI_2022_CSR_Report.pdf HNI 2022 CSR Report HON COI.pdf HON Certificate of Insurance HON Cover Letter.pdf HON Cover Letter Products and Pricing_HON Discount Matrix.pdf HON Discount Matrix Vendor: The HON Company LLC 24-01 Addendum 6Page 4 of 42 pages Bid Attributes 1 Oral Communication Oral communications concerning this RFP shall not be binding and shall in no way excuse an Offeror of the obligations set forth in this proposal. I have read and agree. 2 Scope of Work Please download and thoroughly review the Scope of Work, located on the Attachments Tab. Indicate your review and acceptance below. I have read and agree. 3 Terms and Conditions Please download and thoroughly review the Terms and Conditions, located on the Attachments Tab. Indicate your review and acceptance below. I have read and agree. 4 Products/Pricing - Upload on Response Attachments Tab Offerors shall provide pricing based on a discount from a manufacturer's price list, or fixed price, or a combination of both with indefinite quantities. Offeror may offer their complete product, and service offering as a balance of line. Prices listed will be used to establish the extent of a manufacturer's product lines, services, warranties, etc. that are available from Offeror and the pricing per item. Multiple percentage discounts are acceptable if, where different percentage discounts apple, the different percentages are specified. Additional pricing and/or discounts may be included. Products and services proposed are to be priced separately with all ineligible items identified. Offerors may elect to limit their proposals to any category or categories. The discount proposed shall remain the same throughout the term of the contract and at all renewal options. Price lists must contain the following: (if applicable) Manufacturer Part # Offeror's Part # (if different from manufacturer part #) Description Manufacturers Suggested List Price and Net Price Net price to Region 4 ESC (including freight) 5 Is pricing available for all products and services? Yes No 6 List the category or categories you are offering. HON and HBF are proposing their complete catalog of products and services including, but not limited to, the following categories: Systems Furniture; Freestanding Furniture; Seating/Chairs; Soft Seating; Filing Systems; Storage and Equipment; Cafeteria Furniture; Learning Spaces Furniture; Educational Office Furniture; Related and Ancillary Products, Accessories, and Solutions; and Services and Support Solutions 7 Furniture Offerings New, Used, Parts, Accessories, Service and Repair, Trade-Ins, Leasing/Financing and providing pricing structure for each of these items. Our proposal includes access to all new HON and HBF products and accessories; these products are offered based upon a discount off of list pricing. If you're interested in purchasing parts for our products, our Customer Support or an approved authorized dealer can provide pricing and support. Used furniture, trade-ins, leasing/financing options, service and repairs not covered by our warranty are not offered by The HON Company. Our authorized dealers may provide a quote a case-by-case basis, however these offerings will not be included as part of our contract offering. Vendor: The HON Company LLC 24-01 Addendum 6Page 5 of 42 pages 8 Minimum Quantities Describe any minimums quantities. There are no minimum quantity requirements for the OMNIA Region 4 contract. We offer an attractive discount structure which provides higher discounts based upon the list size of the order, including a negotiated tier for large projects. 9 Custom or special orders What is the ability to provide custom or special order furniture products? Include catalogs and any fees related to custom or special orders. HON offers a wide array of product choices from tables to seating to systems components.? However, in the instance you cannot find a solution that works for your project, we offer the option to customize our standard products.??Pricing for our customized products is dependent upon the modification requested; list pricing for the custom item will be provided at time of request on a case-by-case basis. Customized list prices are not included in our standard list pricer. ? HNI and HON are well versed in creating solutions to meet a customer’s specific needs. Approximately 85% of our large projects contain customs that range from fabrics and finishes to the use of new materials, or alterations to existing products, or the creation of new solutions. We have a dedicated Tailored Products Group (TPG) who works closely with our sales team and customers to confirm the quality and safety of our customized products. Our Close the Deal (CTD) team physically mocks-up a sample of commonly large orders and significant specials, allowing us to evaluate the custom product itself and in the context of its eventual environment to ensure it meets all requirements.? Custom product for large jobs is essentially a single customer standard. All prints and bills of material are executed at the same level as a standard product. Once they are initially completed, they flow seamlessly thereafter. Our TPG team meets daily with Operations and Supply Chain to ensure the custom requests in house advance as planned, and to review new requests to make sure the entire team is prepared and committed.? We offer an ability to deliver tailored product solutions in a seamless manner. Because HON manufactures our special applications products in-house, we have much better control of quality, cost, lead times, and warranty than other manufacturers. It’s the best of both worlds: the responsiveness of a custom shop, with the resources of a large manufacturer.? Specials may include:? • Custom sizes? • Special laminate requests – fulfilling requests for laminates not available in our standard offering • Special paint finishes – assisting with requests for competitor's paint colors • Special fabric applications – accommodating requests for products with more than two fabrics • And MORE!? Please contact your dealer partner or salesperson, to start the custom process.?If the special is approved, a list price will be provided, and it will be assigned a "SPL" model number to manage the product through the order process. 1 0 Describe ordering methods, tracking, and reporting. HON will be utilizing our nationwide network of authorized dealer partners to provide quoting, ordering, delivery, and services to our mutual customers. Summary of the ordering process: contact an authorized dealer, who will provide a detailed quote and instructions on how to create a PO; send the completed PO to the authorized dealer, who will review your order for accuracy and submit it directly to HON; HON and our authorized dealer, will work through delivery, installation, and issue resolution. HON and HNI use a supply-chain visibility platform named FourKites for tracking HON shipments. This service provides our Customer Support teams with real-time updates and visibility to shipments across the country. Authorized dealers place orders using a specific contract number assigned to the OMNIA contract for ease and accuracy of capturing OMNIA associated sales volume to meet reporting requirements and deadlines. 1 1 Shipping Costs Describe any shipping charges. 1. Describe delivery charges along with definitions for: a. Dock Delivery b. Inside Delivery c. Deliver and Install Deliveries shall be freight prepaid, FOB Destination and will be included in all pricing offered unless otherwise stated in writing. ? Dock delivery is included in our offered discounts and requires purchaser to off-load the shipment. Delivery location must have a dock and proper 53’ trailer clearance. ? Inside delivery includes the authorized dealer off-loading the product into the facility. ? Deliver and Install includes receipt, inspections, and assembly of items delivered to specified areas of the facility by the authorized dealer. Additional charges will apply for inside delivery and installation which will be quoted on a project-by-project basis. Vendor: The HON Company LLC 24-01 Addendum 6Page 6 of 42 pages 1 2 Warranty Pricing Provide pricing for warranties on all products and services. HON products are backed by the industry-leading HON Full Lifetime Warranty at no additional cost to the customer. In the unlikely event that any HON product or component covered by the HON Full Lifetime Warranty should fail under normal workplace use as a result of defective material or workmanship, HON will replace any product that can’t be repaired with comparable product, or refund the purchase price. The complete terms of the warranty are available at hon.com/warranty. Please view Attribute 12_Warranty attachment for a printed version. 1 3 Describe any return or restocking fees. HON’s dealer network works closely with customers to ensure product needs are clearly identified and that the product selections meet these needs. Therefore, the need to return is minimal. In the event a return is being considered, the dealer will assist the customer in this process. Most HON and HBF products are made-to-order, so restocking is not usually viable. Returns for made-to-order products, if approved, that are not a result of damage, order entry error, etc., may be subject to a return fee of up to 45% of the invoiced amount plus the cost of return freight. Upon receipt of necessary information regarding the return, HON or HBF will issue a return authorization to the customer outlining items to be returned and where the items should be shipped. All returns must be made within 30 days after the return authorization is issued. Merchandise must be returned in the original shipping cartons with proper inner packing and is subject to inspection before acceptance. 1 4 Discounts or Rebates Describe any additional discounts, special offers, promotions or rebates available. Additional discounts or rebates may be offered for large quantity orders, single ship to location, growth, annual spend, guaranteed quantity, etc. Not all needs are the same, from a single project to outfitting multiple buildings of office furniture, HON is willing to work with our customers to create a tailored product and pricing solution. Below are some typical examples of the added ways HON can support our customer’s procurement requirement needs. These incentives are negotiated on a per opportunity basis: • Additional pricing incentives for sole source agreements, committed volume, bulk buys and product standardization. • As noted above, we also offer negotiable pricing on individual projects based upon total list order size. 1 5 Verification of Contract Pricing Describe how customers verify they are receiving Contract pricing. Ensuring Participating Agencies feel confident they are receiving accurate pricing and products under our Master Agreement is important to HON. There are multiple ways in which we approach compliance. For example, our Business Development Managers work one-on-one with each of our nationwide network of authorized dealers to ensure they are properly trained on the products, pricing, and requirements of the OMNIA Partners contract. HON has developed several tools our dealers can utilize to ensure eligible contract users receive accurate pricing, they include Compass and the Contract Summary Document. Please view Attribute #82 for more information about ensuring accurate contract pricing. 1 6 Payment Methods Describe payment terms and methods offered. Indicate if payment will be accepted via credit card. If so, may credit card payment(s) be made online? Also state the Convenience Fee, if allowable, per the Visa Operating Regulations. Payments can be made to The HON Company via check, credit card, EFT, ACH, or wire transfer. For payments by credit card, please contact our Customer Support Team at 800-466-8694. We accept all major credit cards except for Discover. At this time, we do not have any surcharge fees associated with credit card payments. If changes in economic factors should cause the need for an additional fee, we will submit a request for approval from Region 4 ESC prior to implementation. Vendor: The HON Company LLC 24-01 Addendum 6Page 7 of 42 pages 1 7 Frequency of Pricing Updates Propose the frequency of updates to the Offeror’s pricing structure. Describe any proposed indices to guide price adjustments. If offering a catalog contract with discounts by category, while changes in individual pricing may change, the category discounts should not change over the term of the Contract. Updates may be no more frequently than quarterly. Pricing adjustments are generally requested on an annual basis after HON has announced the nationwide increase. Certain economic factors could warrant the need for a more frequent request. We will submit the proposed price increase in compliance of Region 4 and OMNIA Partners contract guidance. At no time will standard discounting to Region 4 and OMNIA Partners change during the term of the contract, unless the change results in more favorable pricing for the end customer. Price increases will be proposed to list price only and will generally be based upon supplier and material cost increases. 1 8 Future Product Introductions Describe how future product introductions will be priced and align with Contract pricing proposed. What is the proposed frequency for new product introductions? Our product development efforts create end-user solutions that are relevant, differentiated, and focused on quality, aesthetics, style, sustainable design, and reducing manufacturing costs. We also continuously improve and enhance existing products through ergonomic research, improved manufacturing processes, alternative materials, and engineering support and training in each of our operating units. New products are generally introduced quarterly and will be priced similarly to like products within a product category. For instance, new task seating products will receive the same discount as current task seating products on contract. If, for some reason, new products do not adequately align with current categories, we will submit our new products for consideration with an explanation as to why they do not meet the current criteria. HON will follow the requirements of the contract for new product introductions. 1 9 Are repurpose or end of life programs offered? If so, explain the process. In the effort to keep HNI products out of the landfill, even after years of regular use, our company is actively researching ways to give our products a second life. To this end, we have partnered with Asset Network for Education Worldwide® (ANEW ®), a non-profit founded in 2004 to repurpose used office furnishings. Through HNI’s partnership with ANEW®, customers can repurpose their products, support local and national organizations, and reduce waste. Many of our dealers have Furniture Take Back, Pre-Owned Furniture, and Decommissions Programs to help with these efforts and support their local communities, such as donating furniture to local organizations. Additionally, we provide disassembly diagrams and environmental data sheets for our products. These documents detail information on product materials and recyclability. They are intended to inform and support our customers on how to effectively recycle our products at the end of their useful life. 2 0 Are product loaner programs available? If so, explain the requirements. Product loaner programs are not available at this time. Should we introduce this as an option in the future, we will work with OMNIA to understand if it is mutually beneficial to this service to our contract. 2 1 Describe experience with Prevailing Wage and Bacon-Davis. The HON Company, utilizing our authorized dealer partners, has decades of experience servicing public sector agencies. Prevailing wage and Davis-Bacon Act requirements are familiar provisions found in many of HON’s public sector contracts. HON monitors and maintains contract compliance with applicable federal and state regulations. Since authorized dealers perform or facilitate services on behalf of HON, we flow down prevailing wage and Davis-Bacon Act contract requirements to our authorized dealers and require each to certify compliance with such provisions prior to receiving authorization to service HON’s public sector contract. 2 2 Not to Exceed Pricing Region 4 ESC requests pricing be submitted as not to exceed pricing. Unlike fixed pricing, the Contractor can adjust submitted pricing lower if needed but, cannot exceed original pricing submitted. Contractor must allow for lower pricing to be available for similar product and service purchases. Cost plus pricing as a primary structure is not acceptable. Vendor: The HON Company LLC 24-01 Addendum 6Page 8 of 42 pages 2 3 Special Offers/Promotions In addition to decreasing prices for the balance of the Contract term due to a change in market conditions, Contractor may conduct sales promotions involving price reductions for a specified lesser period. Contractor may offer Participating Agencies competitive pricing which is lower than the no-to-exceed price set forth herein at any time during the Contract term and such lower pricing shall not be applied as a global price reduction under the Contract. 2 4 Federal Funding Pricing Due to products and services potentially being used in response to an emergency or disaster recovery situation in which federal funding may use, provide alternative pricing that does not include cost plus a percentage of cost or pricing based on time and materials; if time and materials is necessary, a ceiling price that the contract exceeds at its own risk will be needed. Products and services provided in a situation where an agency is eligible for federal funding, Offeror is subject to and must comply with all federal requirements applicable to the funding including, but not limited to the FEMA Special Conditions section located in the Federal Funds Certifications Exhibit. Agree Disagree 2 5 Appendix D, Exhibit A, OMNIA Partners Response for National Contract Include a detailed response to Appendix D, Exhibit A, OMNIA Partners Response for National Cooperative Contract. Responses should highlight experience, demonstrate a strong national presence, describe how Offeror will educate its national sales force about the Contract, describe how products and services will be distributed nationwide, include a plan for marketing the products and services nationwide, and describe how volume will be tracked and reported to OMNIA Partners. 2 6 Appendix D, Exhibit B, OMNIA Partners Administration Agreement The successful Offeror will be required to sign Appendix D, Exhibit B, OMNIA Partners Administration Agreement prior to Contract award. Offerors should have any reviews required to sign the document prior to submitting a response. Offeror’s response should include any proposed exceptions to OMNIA Partners Administration Agreement on Appendix B, Terms and Conditions Acceptance Form. 2 7 Appendix D, Exhibits F and G Include completed Appendix D, Exhibits F. Federal Funds Certifications and G. New Jersey Business Compliance. 2 8 Emergency Orders Describe how Offeror responds to emergency orders. We make our best effort to meet the requested dates of our customers within our standard lead times for the products being rush ordered. There is a non-discountable 3.5% list up-charge if a date earlier than our standard lead times is required. If the emergency or rush delivery is a result of a dealer error or The HON Company’s error such as shortage, damage, etc. HON will make every effort to expedite the product at no cost to the OMNIA Partner member. When you work with HON, you work with specialists in all areas, including customer support, order management, and production scheduling. These individuals form a tightly integrated team to ensure everything possible is done so that you receive your complete order on time. The HON team will leverage our multiple production facilities across the United States and extensive distribution network to provide the best possible outcome for each emergency order. 2 9 What is Offeror's average Fill Rate? For HNI and HON , fill rate equates to lead time. Our Compass software allows dealers to create quick and accurate quotes that immediately provide them with estimated lead times. Should a product have extended lead times, our authorized dealer will work with the customer to provide alternative solutions rapidly. On average, our lead times range from 4-6 weeks, at times as fast as 3 weeks. Our promise to deliver durable, reliable products efficiently and quickly remains intact. Like most manufacturers, our business has been impacted by the market dynamics effecting demand, supply chain and logistics, and labor. HNI has developed and deployed a strategic response plan to address these dynamics and mitigate the impact to our valued clients. Vendor: The HON Company LLC 24-01 Addendum 6Page 9 of 42 pages 3 0 What is Offeror’s average on time delivery rate? Describe Offeror's history of meeting the shipping and delivery timelines. We monitor Complete and On-time shipments and report results to leadership daily. We maintain a 97% complete shipment result and a 95% on-time performance metric for truckload deliveries. Transit times and conditions vary based on size, distance and final destinations. HON and HNI use a supply-chain visibility platform named FourKites for tracking HON shipments. This service provides our Customer Support teams with real-time updates and visibility to shipments across the country. Authorized dealers place orders using a specific contract number assigned to the OMNIA contract for ease and accuracy of capturing OMNIA associated sales volume to meet reporting requirements and deadlines. 3 1 Describe Offeror’s history of meeting the shipping and delivery timelines. The HON and HNI delivery model is unequaled for on-time delivery performance using a measurement called Complete and On-time (COT) to assess delivery performance. Our COT is tracked on a daily basis in all of our manufacturing facilities. The industry standard for on-time performance is to be measured in weekly increments however, this type of approach overlooks daily performance failures and disguises the true impact on the client. At HON, we calculate COT by dividing units produced by units scheduled to get a daily score. Examples of these metrics are below: Measuring COT for Production: Units produced divided by units scheduled equals percent complete. Distribution COT: Orders shipped divided by orders dispatched by hour equals percent COT. We monitor Complete and On-time shipments and report results to leadership daily. We maintain a 97% complete shipment result and a 95% on-time performance metric for truckload deliveries. 3 2 Describe Offeror’s return and restocking policy. HON’s dealer network works closely with customers to ensure product needs are clearly identified and that the product selections meet these needs. Therefore, the need to return is minimal. In the event a return is being considered, the dealer will assist the customer in this process. Most HON and HBF products are made-to-order, so restocking is not usually viable. Returns for made-to-order products, if approved, that are not a result of damage, order entry error, etc., may be subject to a return fee of up to 45% of the invoiced amount plus the cost of return freight. Upon receipt of necessary information regarding the return, HON or HBF will issue a return authorization to the customer outlining items to be returned and where the items should be shipped. All returns must be made within 30 days after the return authorization is issued. Merchandise must be returned in the original shipping cartons with proper inner packing and is subject to inspection before acceptance. 3 3 Describe Offeror’s ability to meet service and warranty needs. Please reference our complete warranty information on https://www.hon.com/warranty or in the attachment Attribute 12_Warranty. After the project is completed, in the event of a warranty issue, our authorized dealers will continue to provide support to our customers. The warranty process begins with the authorized dealer using our Quick Claim Tool. The dealer will enter the required information into the Quick Claim Tool, which creates a work order for the warranty issue at hand. Once this work order is approved, HON will work with the manufacturing and other necessary teams to quickly find a resolution to the issue. After reviewing the information, a decision will be made to resolve the issue by sending replacement parts or full replacement of the product. Customer Support will notify the dealer of the resolution plan and any additional information (including order numbers). 3 4 Describe Offeror’s customer service/problem resolution process. Include hours of operation, number of services, etc. Our Customer Service team can provide sales, product information, and warranty services between the hours of 8:00 am and 5:00 pm CST, Monday through Friday. In addition, we accept emails and orders 24 hours a day and commit to respond to all inquiries within 8 hours of receipt during normal business hours, striving for complete resolution in 48 hours or less. General inquiries and warranty claims are processed by a team of service professionals following a ‘Quick Claim’ process. Orders greater than $500K list are assigned to a project coordinator to streamline order entry, align production and delivery schedules based on your requirements, and monitor for speedy punch resolution. The dedicated project coordinator maintains close contact with the servicing dealer from the time of award until completion, supporting the planned installation timeline. If an issue is unresolved in a timely manner, we involve our CS leadership team to get resolution. Vendor: The HON Company LLC 24-01 Addendum 6Page 10 of 42 pages 3 5 Describe Offeror’s invoicing process. Include payment terms and acceptable methods of payments. Offerors shall describe any associated fees pertaining to credit cards/p-cards. Invoices are created and released at the time of order shipment with payment terms of Net 30 days. Agencies and dealers both have the capability to monitor and pay invoices within HON’s Oracle system. The agency or dealer being invoiced will be able to review and print invoices, monitor due dates, process ACH payments, and dispute amounts all in one simple and functional online platform. In addition, a dedicated Credit Analyst is available to assist with any issues or questions the agency or authorized dealer may have about Oracle or invoices. There are no additional fees when using a credit card/p-card for payment. Please note that payment terms and acceptable methods of payment can be found in Attribute 16. 3 6 Transition Plan Describe Offeror’s contract methodology/implementation/customer transition plan. Within 30 days of the award, The HON Company will: • Partner with OMNIA Partners, at their discretion, to create and launch a co-branded press release announcing the new contract award. • At OMNIA Partners direction, we will announce the award of the contract through any and all social channels, as well as company website • Design, publish, and distribute co-branded marketing materials • Publish and maintain a dedicated OMNIA Partners internet-based web page homepage on our website which may include: OMNIA Partners standard logo, copy of original Request for Proposal, copy of contract and amendments between Principal Procurement Agency and HON, summary of products and pricing, marketing materials, and an electronic link to OMNIA Partners’ website including the online registration page, as well as a dedicated toll free number and email address for OMNIA Partners questions and concerns. Within 60 days of the award, The HON Company will: • Commit and schedule attendance and participation in national (i.e. NIGP Annual Forum, NPI Conference, etc.), regional (i.e. Regional NIGP Chapter Meetings, Regional Cooperative Summits, etc.) and company-specific trade shows, conferences and meetings throughout the term of the Master Agreement. • Commit and schedule attendance with and exhibit at the NIGP Annual Forum in an area reserved by OMNIA Partners for partner suppliers. Booth space will be purchased and staffed by HON. In addition, HON commits to provide reasonable assistance to the overall promotion and marketing efforts for the NIGP Annual Forum, as directed by OMNIA Partners. • Design and publish advertising pieces in national and regional trade publications where applicable • Meet with authorized dealers within the first 60 days of the award date to establish a written sales execution plan that will maximize potential sales efforts with the OMNIA Partners contract. The business plan will include, but is not limited to: annual sales volume commitment for the OMNIA Partners contract, organization commitment outlining the number of sales representatives the dealership will have accountable for their OMNIA Partners sales goal, identify target OMNIA Partners for business development planning, commitments outlining specific marketing initiatives that each dealership will commit to use in order to engage OMNIA Partners, including: e-mail campaigns, special events (open houses, showroom events, customer appreciation events, etc.), OMNIA Partners marketing material distribution plans, and product presentations. Within 90 days of the award, The HON Company will: • Initiate and continue to publish, market, and promote material such as case studies, collateral pieces, presentations and promotions to all members • Conduct on-going OMNIA Partners contract training with the dealer sales force, this training will continue throughout the life of the contract: • Discuss authorized users of the contract, pricing and service requirements, etc. • Identify and schedule appointments with key OMNIA Partners to inform them about HON's products and pricing on the OMNIA Partners contract • Understand how we can help them meet or exceed their purchasing requirements • Schedule OMNIA Partners joint marketing events with HON Dealers and OMNIA Partners. • Encourage our HON dealers to join and participate in professional associations and organizations that include OMNIA Partners and volunteer to speak at various organizations that have an interest in HON product, services and solutions. 3 7 Describe the financial condition of Offeror. HON is a wholly owned subsidiary of HNI Corporation; it is our policy not to disclose financial information by brand. HNI Corporation is publicly traded on the New York Stock Exchange under the symbol HNI (NYSE: HNI). HNI Corporation had the following revenues for the past 3 years: 2023 $2,434,000,000 2022 $2,361,800,000 2021 $2,246,947,000 In fiscal 2023, HNI Corporation had net sales of $2.4 billion, of which $1.7 billion was attributable to the workplace furnishings portion of our business. HNI Corporation has a financial rating of 5A2 with Dun & Bradstreet – the best available rating. To review the Annual Report, please visit https://investors.hnicorp.com/financials/annual-reports/default.aspx. Vendor: The HON Company LLC 24-01 Addendum 6Page 11 of 42 pages 3 8 Provide a website link in order to review website ease of use, availability, and capabilities related to ordering, returns and reporting. Describe the website’s capabilities and functionality. https://www.hon.com/industry/government/omnia-partners. This website provides access to the most current price list, discount matrix, contract requirements, and ordering contact information to assist agencies in finding information quickly and is accessible without a login or password. Multiple resources are available for download on our dedicated OMNIA website including; how to order information, government look-book, HON-OMNIA digital lookbook, HON-OMNIA education lookbook, authorized dealer list, and HON NOW (quickship) program overview. We also provide digital tools to make the specifying and purchasing process easier, such as our Award Winning CET extension, Product Configurator, Digital Catalog with enhanced content including videos. 3 9 Describe the Offeror’s safety record. In 2022, HNI set ergonomic goals for manufacturing for the first time in company history. Members are empowered to recognize ergonomic hazards, identify early warning signs of work stress, and apply principles of prevention from product development through product manufacturing and product delivery. HNI members consistently work safer than the industry average. With our insistence that members report all concerns, including strain/sprain discomfort, our Restricted Duty Incident Rate is higher than the industry average but has resulted in a significantly lower Recordable Lost Time Incident Rate. Current HNI Workplace Furnishings rates: • 12-month OSHA Recordable Incident Rate 2.72 • 12-month OSHA Restricted Duty Rate 1.48 • 12-month OSHA Recordable Lost Time Incident Rate 0.47 4 0 Describe Offeror’s green or sustainability program. What type of reporting or reviews are available to participating agencies? We continue to build on our strong foundation and launch new initiatives to lead HNI into the future. These initiatives are based on our belief that tomorrow must be more inclusive, safer, and more sustainable than yesterday to meet the pressing challenges ahead. We anchor this work in our corporate social responsibility (CSR) strategy called CORE: Conscious Operations and Responsible Environments. CORE is HNI’s blueprint for the future to promote respect and a place for all members, reduction of our environmental and climate impacts, and creation of more sustainable products. Our CSR report is updated every two years and can be viewed publicly on HNICorp.com. Additionally, ad-hoc environmental reporting and reviews can be provided upon agency’s request. Please review attribute 63, the attached HNI 2022 CSR Report, and visit https://www.hnicorp.com/social- responsibility for more information. 4 1 Describe any social diversity initiatives. HNI and HON are dedicated to fostering an inclusive workplace through HNI Belong, a broad-ranging strategy deeply rooted in our culture of fairness, respect, integrity, trust, transparency, and collaboration. Our commitment to HNI Belong and Diversity, Equity, and Inclusion (DEI) reflects HNI’s core belief in creating a community for everyone where we value using each other’s differences in experiences and ideas to solve problems and better serve our customers. HNI Belong focuses on three key areas: Leadership Commitment and Alignment, Diverse Talent, and Inclusive Workplace and Member Engagement. Please review attribute 64, the attached HNI 2022 CSR Report, and visit https://www.hnicorp.com/social-responsibility for more information. 4 2 Provide example(s) of general guidance on executing strategies for successful adoption of new polices, processes and procedures. Successful adoption relies on unified teams working together to ensure clear understanding of intent, expectations, and desired outcome of new policy, process and or procedure. Our sales team, customer support team, and dealer partners, have extensive experience working with the OMNIA Partners contract. When OMNIA adopts a new policy, process, or procedure, our compliance team ensures understanding, our learning & development team aligns terminology to the culture and determine the correct training methodology while our leaders and sales members disseminate this information to our internal teams as well as our dealer partners through various means such as training sessions, marketing materials, and sales resources. Furthermore, we ensure that the dedicated OMNIA website, accessible to our sales members, Government Customer Support Team, and dealer partners, is regularly updated with the latest information. Vendor: The HON Company LLC 24-01 Addendum 6Page 12 of 42 pages 4 3 Provide a brief history of the Offeror, including year it was established and corporate office location. The HON Company is headquartered in Muscatine, Iowa and was incorporated in 1944 as Home-O-Nize. Eventually we began using the acronym HON that people know today. In addition to our Muscatine manufacturing facilities, we also have manufacturing facilities strategically located throughout the United States and markets our products through a nationwide network of loyal dealer partners. Today, HNI Corporation manages multiple office furniture brands - including Allsteel, Gunlocke, HBF, and HON. HON has a wide breadth of education and workplace furniture including seating, storage, workstations, tables and casegoods. The 70-year success of HON and HNI has grown the corporation to over $2 billion in annual sales and to become a leader in the office furniture industry. 4 4 Describe Offeror’s reputation in the marketplace. HON is a trusted leader and a highly recognized name in the office furniture industry. We’ve earned the respect of our partners, customers, suppliers, and community but also the recognition of several business, industry, and design publications - manufacturing and distribution awards. We take pride in crafting office furniture with quality and style. Our breadth of products reflects a keen understanding of the workplace. This is why our product innovations are strongly focused on responding to the needs of our customers. HON has a team ready to listen and understand our end users’ specifications to create the best solutions. We strive for flawless execution and have the capacity to support hundreds of trucks daily, shipped nationally and internationally. For over half a century, our core values of honesty, integrity, fairness, and respect have been foundational to our enduring relationships. Our culture of continuous improvement drives us in all aspects of our business. 4 5 Describe Offeror’s reputation of products and services in the marketplace. At HON, we create award-winning workplace and educational solutions that celebrate fresh designs and clever features, built to stand the test of time. Your vision is our vision—working with HON means never sacrificing quality or style to create the space you want and deserve. HON products are backed by the industry-leading HON Full Lifetime Warranty. HON has received numerous product awards over the years including Wirecutter’s Most Popular Picks of May 2023 and Forbes Vetted: Best Office Chair for Ignition 2.0, People’s Choice Best Furniture & Design product for Flexion, and Interior Design 2023 Best of Year Awards for Confetti in the Educational Furniture category. In addition, in 2024 HNI Corporation was named as One of the Best Companies to Work For as well as being listed as #31 of 500 of America’s Most Responsible Companies. 4 6 Describe the experience and qualifications of key employees. Ric Andersen - VP and GM, Sales and Service. Ric directs all nationwide commercial contract business for The HON Company. Ric has held executive sales leadership roles within The HON Company's parent and sister companies; led national, international, and multinational teams in B2B and B2C environments. Misael Munoz Director, Regional Sales Public Sector. Misael develops and executes sales strategies tailored to government and education sectors and collaborates with cross-functional teams to ensure alignment with our go-to market and client expectations. Christine McCormick, Public Sector Senior Contract Analyst. Christine will serve as the main contact for the Contracting Administration. With over 23 years of experience in the office furniture industry, she is a highly skilled and knowledgeable contract analyst with previous roles at HNI in Sales Operations and Customer Support. Christine is responsible for overseeing the public sector and local government contracts. 4 7 Authorized Distributors/Dealers Listing Provide a current Authorized Distributors/Dealers Listing. Provide the names and addresses of each authorized distributor/dealer by geographical area. Do not include certification documents with response. Participating agencies may obtain certification documents upon request. 1. Propose the frequency of authorized distributor/dealer updates. 2. How are participating public agencies able to confirm who are the Authorized Distributors/Dealers for the contract offering? Please view attachment Attribute 47_Authorized Distributors Dealers Listing for our list of authorized dealers. The HON Company is proposing to add dealers without prior written approval from Region 4. We are committed to keeping an updated dealer list on our dedicated website and notifying Region 4 and OMNIA when any adjustments occur. Vendor: The HON Company LLC 24-01 Addendum 6Page 13 of 42 pages 4 8 Describe Offeror’s experience working with the government sector. The HON Company is a leading designer and manufacturer of workplace and classroom furniture for the government, public sector and non-profits. Since 1982, HON has been a leading federal contractor of office furniture. HON was awarded the OMNIA Partners contract in April 2010, formerly TCPN, and we have seen double digit growth every year. In 2014, OMNIA Partners became HON’s lead nationwide public sector cooperative contract that is offered in all 50 states. We have an experienced and dedicated cross-functional Government team that includes sales, service, marketing, finance, technology, and contract management. Our dedicated Government Customer Support team has a solid foundation of government order knowledge and is available to both our Government end customers and dealers. Our nationwide network of dealers works directly with The HON Company and our end customers to manage an order from time of quote until delivery, inspection and acceptance. 4 9 Describe past litigation, bankruptcy, reorganization, state investigations of entity or current officers and directors. HON is a wholly owned subsidiary of the HNI Corporation which is a fortune 1,000 company. HNI is involved in various kinds of disputes and legal proceedings that have arisen in the ordinary course of its business, including pending litigation, environmental remediation, taxes and other claims. It is the Corporation's opinion, after consultation with legal counsel, that liabilities, if any, resulting from these matters are not expected to have a material adverse effect on the Corporation's financial condition, although such matters could have a material effect on the Corporation's quarterly or annual operating results and cash flows when resolved in a future period. 5 0 References Provide a minimum of 3 customer references relating to the products and services within this RFP. Include entity name, contact name and title, contact phone and email, city, state, years serviced, description of services and annual volume. Cypress Fairbanks School District | Houston, TX | Debbie Garcia | (832) 904-1793 | deborah.garcia@cfisd.net | 97 Schools in Cypress Fairbanks School District - Cypress Fairbanks District in Houston, Texas had a bond passed in 2019 to build or renovate 71 schools in Harris County since 2019 with $15.5 million. The HON Company has provided furniture to many of these bond projects but most notable, Sprague middle school in 2023 resulting in $1.9 million list award providing students with furniture that meets the needs of 21st century learning. Upcoming projects include Sampson, Tibbs, Post, and 8 other elementary school projects for summer 2024 install. Cypress Fairbanks School District has 61 elementary schools, 21 junior high schools and 15 high schools and is the third largest school district in the state of Texas. NOLA Education | New Orleans, LA | Kyle Clark | 504-250-3461| kclark@nolaed.edu | NOLA Education, a private company, leads an academic program in public schools across the United States, dedicated to enhancing the academic performance of underperforming students. Since 2020, The HON Company has successfully managed projects exceeding $10 million list in value for NOLA Education in various schools nationwide. Our commitment to fostering premier learning environments is reflected in our high- quality furniture solutions, designed to enhance educational experiences for both teachers and students. We recently received an additional order of $1.7 million list for several schools in the Midwest, further cementing our partnership and shared dedication to educational excellence. County of York Pennsylvania | York, PA | James D. Runshaw Director of Facilities | 28 East Market St. York PA 17401 | 717.324.5395 | JDRunshaw@YorkCountyPA.gov | Multiple County and City Projects – The HON Company has been a standard for the County of York for the past 24 years servicing nine of their county building for all furniture needs. The County of York services 440,000 people and is known for their big city amenities, with small town charm. HON has provided workstations, freestanding furniture, seating, tables, and storage. York County history runs deep, since 1794, and has played a large part in American heritage. York is one of the fastest growing counties in Pennsylvania. Des Moines Public Schools | Des Moines, IA | Jamie Wilkerson | 515-242-7700 | james.wilkerson@dmschools.org | Des Moines Public Schools is the largest school district in Iowa with having 71 facility buildings district wide. Since 2013, HON has processed $10M+ list worth of projects at these various facilities as they look to improve their schools and facilities. We (HON) are continuously cultivating premier learning environments and will soon be adding an additional focus specifically around furniture needs for the teachers as Des Moines Public Schools is looking to retain and attract the top talent of educators. Jackson Elementary School is the most recent project that will be installing this summer (’24) of around $400K list. Vendor: The HON Company LLC 24-01 Addendum 6Page 14 of 42 pages 5 1 Value Add Provide any additional information related to products and services Offeror proposes to enhance and add value to the Contract. Please see our Value Add Attachment uploaded to Attribute #52 for additional enhancements that HON has to offer, including ? HON NOW, ? 2-day customized seating options, ? Textile Innovations, ? Product Configurators, etc… 5 2 Value Add Furniture and related products not noted in categories can be included as a Value Add, include any fees such as installation, delivery options, setup/cleaning, design/layout, custom, special orders, etc. 5 3 Competitive Range It may be necessary to establish a competitive range. Factors from the predetermined criteria will be used to make this determination. Responses not in the competitive range will not receive further award consideration. Region 4 ESC may determine establishing a competitive range is not necessary. 5 4 Past Performance An Offeror's past performance and actions are relevant in determining whether or not the Offeror is likely to provide quality goods and services; the administrative aspects of performance; the Offeror's history of reasonable and cooperative behavior and commitment to customer satisfaction; and generally, the Offeror's businesslike concern for the interests of the customer may be taken into consideration when evaluating proposals, although not specifically mentioned in the RFP. 5 5 Additional Investigations Region 4 ESC reserves the right to make such additional investigations as it deems necessary to establish the capability of any Offeror. 5 6 Supplier Response Supplier must supply the following information for the Principal Procurement Agency to determine Supplier's qualifications to extend the resulting Master Agreement to Participating Public Agencies through OMNIA Partners. Vendor: The HON Company LLC 24-01 Addendum 6Page 15 of 42 pages 5 7 Brief history and description of Supplier to include experience providing similar products and services. Guided by timeless values, a culture of membership, and a commitment to service, The HON Company is a leading designer and manufacturer of workplace furniture for the government, public sector, and non-profits. The HON Company began when founder, C. Maxwell Stanley, foresaw a post-war housing boom at the end of WWII. He had the idea to start a manufacturing company that would put returning GI's to work. With the help of his brother-in-law; Clement T, Hanson began making steel kitchen cabinets under the business called "Home-O-Nize". Following a severe steel shortage after the war, the Home-O-Nize focus shifted from the home market to the contract business. The company survived the steel shortage by designing products that could be made from leftover scrap metal. Because the name Home-O-Nize no longer fit the company's business focus, we began using the acronym H-O-N which later became HON. We officially became HON Industries in the 1960's. Today, HNI Corporation manages multiple office furniture brands — including HON, Allsteel, Gunlocke, and HBF. But it all started with HON, and we’re still the largest operating company under HNI. A lot of people perceive premium design as synonymous with high prices. But that’s a concept we flat-out reject. Why should a chair made with quality materials and thoughtful craftsmanship only be available to a certain set of customers? It’s a question that’s driven our company since 1947, when the first HON office furniture was released. And it still does today. We use our expertise in industrial design, product modeling and scalable production to create modern, quality office furniture that’s available for everyone—not just huge corporations with limitless budgets. For 75 years, we’ve advocated for a design process focused on efficiency and scalability—a process we continue to refine to deliver award-winning workplace and educational solutions at affordable prices. Today, our designs encourage organizations everywhere to provide the workplace amenities their employees expect while fostering productivity, focus, and collaboration. Since 1982, HON has been a leading federal contractor of office furniture. HON was awarded the OMNIA Partners contract in April 2010, formerly TCPN, and we have seen double digit growth every year. In 2014, OMNIA Partners became HON’s lead nationwide public sector cooperative contract that is offered in all 50 states. References noted in Attribute 50 provides additional details on our experience providing similar products and services to our customers. 5 8 Total number and location of salespersons employed by Supplier. Our sales organization consists of over 100 experienced professionals empowered to serve the needs of our customers. Our sales professionals are aligned to specific regions within the United States. Inside Sales and Support: 27 Business Development Managers/Associates: 65 Regional Market Managers: 6 Regional Vice Presidents: 2 Director, Regional Sales: 2 Director of Public Sector Sales: 1 Education Sales Managers: 3 VP and GM, Sales and Service: 1 5 9 Number and location of support centers (if applicable) and location of corporate office. Headquartered in Muscatine, Iowa, The HON Company has manufacturing facilities strategically located throughout the United States and markets its products through a nationwide network of loyal dealers and retailers. HON Corporate Address: The HON Company 600 East 2nd Street, Muscatine, IA 52761 HON has resource centers located in the following markets for use by customers: Muscatine, IA New York, NY Washington, DC HON understands that our government, public sector, and non-profit customers often have their own unique set of needs. Our dedicated Government Customer Support team. is located in Muscatine, Iowa. The hours of operation are 8 a.m. – 5 p.m. CST, Monday-Friday. The team is available at 800.466.8694 or e-mail GovernmentSupport@hniworkplacefurnishings.com. Our general customer service line is also available from 7 a.m. – 6 p.m. Monday through Friday CST to ensure support of all time zones. 6 0 Annual sales for the three previous fiscal years. $2,434,000,000 6 1 Annual sales for the three previous fiscal years. $2,361,800,000 6 2 Annual sales for the three previous fiscal years. $2,246,947,000 Vendor: The HON Company LLC 24-01 Addendum 6Page 16 of 42 pages 6 3 Describe any green or environmental initiatives or policies. HNI’s corporate social responsibility mission drives us to respect people, reduce our impacts, and redefine tomorrow by fostering transparency and empowering our members to do and be better. In 2020, HNI developed our first carbon emission reduction targets that were approved by the Science Based Targets initiative (SBTi). These targets are in line with the GHG reductions required to meet the Paris Agreement goal of keeping global warming below 1.5 degrees Celsius. HNI is working to reduce absolute combined Scope 1 and 2 GHG emissions 35% by 2025 from 2018 baseline and reduce Scope 3 GHG emissions 40% per ton of products sold by 2035 using innovative product life cycle assessments. Since 2020, HNI has sourced 100% renewable electricity for global operations. Since 2018, we reduced combined Scope 1 and 2 GHG emissions by 64%. HNI joined RE100, a global corporate leadership initiative led by the Climate Group in partnership with CDP. As a member, HNI pledged to source 100% renewable electricity annually by 2030, which we met in 2020 and will continue to meet annually. We were recognized as one of the EPA Green Power Partnership’s National Top 100 green power users for our efforts. Our goal is to cut our energy intensity by 50% by 2035. In our 2022 baseline energy audit, we discovered that our intensity has risen since 2018, and our total energy usage has declined. Absolute energy has decreased almost 8% from 2018. By 2030, HNI aims to achieve zero waste to landfill for all facilities. We diverted over 70,000 tons of waste from the landfill in 2021 and 2022. The majority of HNI waste (63%) is now recycled or diverted from the landfill. The solid waste produced in our facilities (37%) goes to the landfill. Since 2018, our total water consumption has decreased by 30%. We design products to be repairable by providing replaceable parts, and we educate our customers, dealers, and installers on ways to fix or retrofit products to make them last longer. Our products meet or exceed industry performance standards, which typically represent a 10-year lifespan. When our products do finally reach the end of their useful lives, we want to see component materials recycled locally and kept out of landfills. We provide environmental data sheets and disassembly diagrams to our customers, which detail the materials used in the products and provide guidance on which components can be recycled. As of 2022, we have 34 Environmental Product Declarations and plan to continue this work annually. By 2025, we are aiming to understand the chemical constituents down to 100 parts per million (ppm) for 100% of our materials by spend across the portfolio. Our packaging is the first point of contact between customers and our products. HNI is focused on eliminating all non-recyclable packaging materials by 2025, including eliminating Styrofoam. As of the end of 2022, our HNI Workplace Furnishings division omitted nearly 3.2 million parts of EPS from product packaging and achieved over 46% reduction. Our product development teams continue to identify packaging solutions, and in the process, have found several types of non-recyclable foam beyond EPS that are used in our product packaging. In several cases, we have been able to replace the non-recyclable foam with recycled corrugated cardboard, and we are continuing to research alternative materials. This requires engineering design and testing to ensure uncompromised product delivery and quality. Please review the attached HNI 2022 CSR Report or visit https://www.hnicorp.com/social-responsibility for more information. HNI is proud to announce that we will be completely free of intentionally added PFAS in our standard textiles and finishes in July of 2024. We are actively working with our suppliers and partners to transition our finishes to PFAS free versions, so that we able to provide quality product without harsh chemical treatments. 6 4 Diversity Programs Describe any diversity programs or partners supplier does business with and how Participating Agencies may use diverse partners through the Master Agreement. Indicate how, if at all, pricing changes when using the diversity program. If there are any diversity programs, provide a list of diversity alliances and a copy of their certifications. HNI comprises the brands of Allsteel, Gunlocke, HBF, and HON. HNI maintains various levels of supplier diversity, for both direct and indirect supply chain requirements. At HNI, we recognize the value of offering opportunities to small, minority, woman-owned, SDVOB, HUB, HubZone and other historically disadvantaged businesses that meet our primary objective of unrivaled product quality. HNI actively evaluates global supply sources and their abilities to offer total cost reduction, without sacrifice to our primary objective of supreme product quality. Our philosophy is to select trading partners based on capabilities and essential business criteria. HNI and HON plan to maximize MWBE participation in the OMNIA Region 4 contract by partnering with our local trade partner for services such as project management, design, delivery, installation, and service after the sale. We are confident that the model we propose will be both relevant and authentic based on service level capabilities, proven track record, and strong infrastructure to support this contract. It is our goal to seek true partnerships with diverse suppliers, distributors, and service providers that provide us the opportunity to deliver the best quality, value, and performance. We have dealers with the Small Business, HubZone, SDVOB, MWBE certifications nationwide. Certifications can be requested from the authorized dealers by eligible Purchasing Agencies. There are no additional costs associated with OMNIA Partners customers accessing our dealer partner network to support diversity. Vendor: The HON Company LLC 24-01 Addendum 6Page 17 of 42 pages 6 5 Minority Women Business Enterprise Yes No 6 6 If yes, list certifying agency: No response 6 7 Small Business Enterprise (SBE) or Disadvantaged Business Enterprise Yes No 6 8 If yes, list certifying agency: No response 6 9 Historically Underutilized Business (HUB) Yes No 7 0 If yes, list certifying agency: No response 7 1 Historically Underutilized Business Zone Enterprise (HUBZone) Yes No 7 2 If yes, list certifying agency: No response 7 3 Other recognized diversity certificate holder Yes No 7 4 If yes, list certifying agency: No response 7 5 Contractor Relationships List any relationships with subcontractors or affiliates intended to be used when providing services and identify if subcontractors meet minority-owned standards. If any, list which certifications subcontractors hold and certifying agency. HON supports diversified partners through our supplier and dealer networks. Specifically, we search and identify potential suppliers and dealer partners that obtain statuses such as Service-Disabled Small Business, Veteran- Owned Small Business, Service-Disabled Veteran-Owned Small Business, Woman-Owned Small Business and HUBZone status. We encourage diversified suppliers to participate in our proposal processes and have a program that measures supplier diversity as defined by the U.S. government. Our business model contains a relatively large proportion of made-to-order business, so it is critical suppliers and dealer partners are a good match for our business needs, as well as meeting the standards of our end customers. Certifications can be requested from the authorized dealers by eligible Purchasing Agencies. Vendor: The HON Company LLC 24-01 Addendum 6Page 18 of 42 pages 7 6 Describe how supplier differentiates itself from its competitors. HON is the commercial and educational furnishings brand that helps customers make their space work, with lasting function customers can depend on, a fresh look, and clever features, all at a reasonable price. HON customers benefit from our decades of manufacturing experience and expertise, extensive product line, and broad dealer network. And they can be assured of HON’s commitment to flawless orders, on time and accurate every time. We take the time to understand our customers’ environments and goals, to create workspace solutions that work best for them. With one of the industry’s leading product development cycles, we innovate quickly and build what our customers want at a price they can afford, one of many ways in which HON sets ourselves apart from our competitors. An example of innovation fueled by our product development process is our product line called SoCo™, which launched this year. SoCo—an intuitive modular lounge series designed to encourage the ease of both collaborative and focused work—offers ample comfort, unlimited configuration possibilities, and a soft, tailored aesthetic for productive shared spaces. Actions speak louder than words, but our words must also explain how we act. A key function of our “customer first” mission is how we communicate; this is a complex, often- overwhelming industry, and our goal is to make buying furniture easier. We partner with our authorized dealers who service our customers on a local level. Our authorized dealer partners are ambassadors of our brand and are held to our high service standards through dealer agreements. With our extensive network of authorized dealers HON can service any customer anywhere in the U.S. We also provide them with the right tools to make the specifying and purchasing process easier, such as our Award Winning CET extension, Product Configurator, Digital Catalog with enhanced content including videos. We recently adopted “make your space work” into our communications, and it’s more than just a tagline. It’s a four-word statement about what HON products can help customers achieve. “Make your space work” means something very personal to every single customer who encounters that message. We have a cohesive energy across the company, and we have the ability to be relevant to every different customer and their needs. This approach, like many others at HON, is holistic; it’s an all-hands- on-deck effort across departments to ensure customers have access to the products and solutions they need and when they need them. Those elements allow us to differentiate ourselves from our competitors with products that meet real-world needs, flawless execution, dedicated member culture and commitment to our partners. Our competitors are smaller in size and name brand recognition, develop less-than full-line products, offer limited solutions and tend to have restricted distribution and dealer networks. HON is proud to distribute to 599 unique dealer partners. We believe our history with OMNIA Partners supports our position as an industry leader in furniture at the best total value. 7 7 Litigation, Bankruptcy or reorganization Describe any present or past litigation, bankruptcy or reorganization involving supplier. HON is a wholly owned subsidiary of the HNI Corporation. HNI is involved in various kinds of disputes and legal proceedings that have arisen in the ordinary course of its business, including pending litigation, environmental remediation, taxes, and other claims. It is the company’s opinion, after consultation with legal counsel, that liabilities, if any, resulting from these matters are not expected to have a material adverse effect on the company’s financial condition, although such matters could have a material effect on the company’s quarterly or annual operating results and cash flows when resolved in a future period. 7 8 Felony Conviction Notice Indicate if the supplier: is a publicly held corporation and this reporting requirement is not applicable; is not owned or operated by anyone who has been convicted of a felony; or is owned or operated by and individual(s) who has been convicted of a felony and provide the names and convictions. Yes No 7 9 Debarment or suspension actions Describe any debarment or suspension actions taken against supplier. To the best of our knowledge, The HON Company has not had any debarment or suspension actions taken against us. Vendor: The HON Company LLC 24-01 Addendum 6Page 19 of 42 pages 8 0 Distribution, Logistics Each offeror awarded an item under this solicitation may offer their complete product and service offering/a balance of line. Describe the full line of products and services offered by supplier. At HON, we create award-winning workplace and educational solutions that celebrate fresh designs and clever features, built to stand the test of time. Your vision is our vision—working with HON means never sacrificing quality or style to create the space you want and deserve. Task, Multipurpose & Lounge Seating - Like a trusted co-pilot, your office chair should be intuitive, supportive, and adaptable. Whether you’re brainstorming with colleagues in a conference room or putting the finishing touches on a solo project in a private office, we’re designing ergonomically minded task seating that keeps busy people comfortable, focused, and productive, no matter where the day takes you. Desking & Casegoods- Whether you take most of your meetings from a quiet corner office or you’re brainstorming in an energetic shared space, your desk determines the efficiency and organization of your workflow. From height-adjustable capabilities to integrated power hubs to smart storage additions, HON’s got a command central that delivers powerful performance you want and deserve. Tables - A well-designed, expertly crafted table is the conduit every collaborative space needs to stay connected. With mobile and height-adjustable options, customizable aesthetics, and thoughtful attention to detail, HON’s adaptable, multipurpose table collection encourages engagement and productivity with seamless ease. Storage, Vertical & Lateral Files - Has gone beyond simple filing cabinets and lockers. Whether you want a colorful, personalized place to stash your protein bars and running shoes or a comprehensive, multifunctional system that protects important paperwork, we’re changing the way workplaces stay organized and on task. System & Pedestals - Workflow may vary during the week, but the efficiency of where you get it all done shouldn’t. Busy professionals need a customized HQ that meets the demands of the day. And to us, that means dependable, flexible workstations that keep you focused, organized, and ready to succeed. Education - Today’s comprehensive classroom goes beyond simple desks and chairs. At HON, we’re thinking outside the box when it comes to education environments, and that means a comprehensive portfolio of dynamic, multipurpose solutions designed to spark imaginations, encourage inclusivity, and support connection in every space of every school. HON products are also backed by the industry-leading HON Full Lifetime Warranty. In the unlikely event that any HON product or component covered by the HON Full Lifetime Warranty should fail under normal workplace use as a result of defective material or workmanship, HON will replace any product that can’t be repaired with comparable product or refund the purchase price. The complete terms of the warranty are available at hon.com/warranty. Hickory Business Furniture, dba HBF, warrants to the original purchaser that its products are free from defects in materials and workmanship for a period of twelve (12) years from date of shipment, except as noted below. This warranty applies to single shift (standard 8- hour day, 5 days per week) use, and covers products delivered in the Americas: Canada, the Caribbean, Latin America, Mexico and the United States. 8 1 Distribution Describe how supplier proposes to distribute the products/service nationwide. Include any states where products and services will not be offered under the Master Agreement, including U.S. Territories and Outlying Areas. The HON Company will utilize our manufacturing and distribution facilities to produce quality products which will be delivered directly to OMNIA Partners customers or through our authorized dealer partners. Utilizing our nationwide network of over 599 authorized dealers, in addition to our own logistics capabilities, HON can reach any OMNIA Partners customer in any area. As HON’s lead, nationwide cooperative contract, there are no restrictions on the areas which will be covered by the Agreement. Products and services under this Agreement will be provided to all OMNIA Partners customers within the Continental U.S. (48 Contiguous), including U.S. territories and outlying areas. For shipments outside the Continental U.S., additional charges and alternate lead times may apply. Vendor: The HON Company LLC 24-01 Addendum 6Page 20 of 42 pages 8 2 Distribution Describe how Participating Agencies are ensured they will receive the Master Agreement pricing; include all distribution channels such as direct ordering, retail or in-store locations, through distributors, etc. Describe how Participating Agencies verify and audit pricing to ensure its compliance with the Master Agreement. Ensuring Participating Agencies feel confident they are receiving accurate pricing and products under our Master Agreement is important to HON. There are multiple ways in which we approach compliance, below is an overview of how Participating Agencies can confirm they are receiving products in accordance with the Master Agreement. Through our authorized dealers: Our Business Development Managers work one-on-one with each of our nationwide network of authorized dealers to ensure they are properly trained on the products, pricing, and requirements of the OMNIA Partners contract. HON has developed several tools our dealers can utilize to ensure eligible contract users receive accurate pricing, they include Compass and Contract Summary Document. Compass is our online pricing tool made available to dealers. Compass provides exact net pricing for eligible products, based upon order size, discounts, and list prices approved on the contract. Compass allows dealers the ability to create quick and accurate price quotes for customers. The Compass tool ensures our dealers can provide agencies with accurate contract pricing and products – reducing the need for agencies to issue modifications. Participating Agencies can request a copy of the Compass quote through our authorized dealer partner or can contact HON directly. Our contract summary document provides our dealers with an overview of the pricing, products, and terms and conditions, including an overview of eligible customers, products approved under our contract, list pricer in effect, pricing for approved services, product discounts, and ordering instructions. A contract summary document is completed for each individual state that executes a Participating Addendum. Through our Government Customer Support Team: Our Government Customer Support Representatives are trained on the requirements of our Federal, State, Local, and Cooperative contract programs and provide informed responses to both our end customers and our nationwide network of dealers. Government Customer Support members have been formally trained to answer product, warranty, ordering, pricing, delivery, and other types of questions within an industry-leading response time. Government Customer Support team is available between the hours of 8:00 a.m. – 5:00 p.m. Monday through Friday CST to answer phone and e-mail inquiries. Our general customer service line is also available from 7:00 a.m. – 6:00 p.m. Monday through Friday CST. Through Systematic Parameters (Oracle EBS): HON uses an Order Entry system called Oracle EBS. Each participating agreement is assigned a unique 4-digit code in this system which allows us to accurately isolate and identify all orders placed under the agreement. The 4-digit code also aligns to the pricing, product, and terms and conditions of each individual contract ensuring each order receives accurate, real-time, contract pricing. The 4- digit code will support only those products identified as eligible on the contract. 8 3 Logistics Identify all other companies that will be involved in processing, handling or shipping the products/services to the end user. HON’s breadth of products and services, the scale and capability of our manufacturing, and the strength of our distribution enables us to provide the most efficient means of processing, handling, and shipping of products to public agencies nationwide. HON will utilize our nationwide network of authorized dealer partners to supply quoting, ordering, delivery, installation and services. HON enters into an agreement with our Authorized Dealer partners based upon the evaluation of their form and method of conducting business, business acumen, capacity to render service with respect to our products, financial stability, and business reputation. Authorized Dealers are required to sign commitments that ensure servicing levels, standards, and terms and conditions are maintained. HON uses truckload, LTL (less-than-truckload) and FedEx to carry deliveries. The carrier pool varies by shipping location. HNI also uses a third-party logistics provider to load plan deliveries, Schneider Logistics. 8 4 Logistics Provide the number, size and location of Supplier's distribution facilities, warehouses and retail networks as applicable. HON is a wholly owned subsidiary of HNI Corporation and maintains its corporate headquarters in Muscatine, Iowa, and conducts operations at locations throughout the United States as well as in India and Mexico, which house manufacturing, distribution, and retail operations and offices totaling an aggregate of approximately 11.6 million square feet. Of this total, approximately 3.2 million square feet are leased. In addition, many of our authorized dealers have showrooms where HON furniture can be viewed. Cedartown, GA 555,000 sq ft | Garland, TX 211,000 sq ft | Hickory, NC 210,000 sq ft | 6 locations Muscatine, IA 2,211,000 sq ft | Wayland, NY 750,000 sq ft | Saltillo, MX 540,000 sq ft | Mechanicsburg, PA 252,000 sq ft | Iowa City, IA 300,000 sq ft| Salt Lake City, UT 109,000 sq ft | Ontario, CA 179,544 sq ft Vendor: The HON Company LLC 24-01 Addendum 6Page 21 of 42 pages 8 5 Marketing and Sales Provide a detailed ninety-day plan beginning from award date of the Master Agreement describing the strategy to immediately implement the Master Agreement as supplier’s primary go to market strategy for Public Agencies to supplier’s teams nationwide, to include, but not limited to: Executive leadership endorsement and sponsorship of the award as the public sector go-to-market strategy within first 10 days. Training and education of Supplier's national sales force with participation from the Supplier's executive leadership, along with the OMNIA Partners team within first 90 days. HON has and will continue to support the OMNIA Partners contract as our go-to nationwide cooperative agreement. Our executive sales leadership team, including the VP and GM of Sales and Service and Director of Public Sector, will continue to position this contract within our internal sales teams and our authorized dealer partners as the primary tool within our public sector strategy. The success of our leadership team to drive this message forward is evidenced by our strong year over year sales growth under the Region 4 contract. Below is an overview of our in-depth nationwide roll-out plan for our authorized dealers and internal sales teams. Dependent upon these awards, our plan at a minimum, is to: Within two (2) days from the date of award: • We will notify our leadership and Sales team about the details of the contract award. • We will create a marketing e- Communication that will be sent to all authorized dealers under the new OMNIA Partners contract • Contract Summary documents will be created to outline the terms of the new agreement for our authorized dealer partners Within one (1) week from the date of award: • We will begin updating the already established, dedicated, OMNIA Partners webpage on hon.com. • We will hold meetings with our HON Sales team and Government Customer Support team to review the pricing, product, and key requirements of the contract. Within one to two weeks from the date of award: • Our Sales team will begin training our nationwide network of OMNIA Partners dealers on the pricing, product, eligible participating agencies and key requirements of the contract as well as create individual market plans to drive sales growth in their coverage areas. • We will support approved contract pricing and products within our ordering systems by using our online pricing tool, Compass, and our Contract Summary Document that will be uploaded to our internal site for Business Development Managers to reference and distribute to our nationwide network of OMNIA Partners dealers. Within one month of award: • Our executive sales leaders will engage OMNIA Partners leadership to schedule business review meetings. Monthly funnel review at a local level in addition to Quarterly overall review will take place to ensure proper growth where opportunities present themselves. • Expected meetings with key customers to include: overview of Region 4 ESC; explanation of benefits of cooperative purchasing; benefits of OMNIA Partners over other cooperatives; and benefits of HON offering and our “Right to Win.” • Our Director of Regional Sales Public Sector sales will hold internal meetings with the HON Regional Vice Presidents and Region Market Managers to obtain a status of the authorized dealer partner training and individual dealer market plans. Within three months of award: • Our Director of Public Sector sales will hold internal meetings with the HON Regional Vice Presidents and Region Market Managers to obtain a status of the authorized dealer partner training and individual dealer market plans. Training: HON has held the OMNIA Partners contract for almost 15 years. During that time, we have developed a strong training program to educate our sales organization on selling the OMNIA Partners contract. We will continue to utilize multiple training touch points to educate our sales force on the Region 4 ESC agreement, key strategies, benefits, pricing compliance, eligible Participating Agencies and effective use of the available sales tools. These touch points include but are not limited to our annual national sales meeting, quarterly marketing communication guides, and monthly sales/marketing webinars. Team members are trained to be the experts in contract benefits, eligible products, and needs of OMNIA Partners members. 8 6 90-day Plan Provide a detailed ninety-day plan beginning from award date of the Master Agreement describing the strategy to market the Master Agreement to current Participating Public Agencies, existing Public Agency customers of Supplier, as well as to prospective Public Agencies nationwide immediately upon award, to include, but not limited to: Creation and distribution of a co-branded press release to trade publications Announcement, Master Agreement details and contact information published on the Supplier’s website within first 90 days. Design, publication and distribution of co-branded marketing materials within first 90 days Commitment to attendance and participation with OMNIA Partners at national (i.e. NIGP Annual Forum, NPI Conference, etc.), regional (i.e. Regional NIGP Chapter Meetings, Regional Cooperative Summits, etc.) and supplier-specific trade shows, conferences and meetings throughout the term of the Master Agreement Vendor: The HON Company LLC 24-01 Addendum 6Page 22 of 42 pages Commitment to attend, exhibit and participate at the NIGP Annual Forum in an area reserved by OMNIA Partners for partner suppliers. Booth space will be purchased and staffed by Supplier. In addition, Supplier commits to provide reasonable assistance to the overall promotion and marketing efforts for the NIGP Annual Forum, as directed by OMNIA Partners. Design and publication of national and regional advertising in trade publications throughout the term of the Master Agreement Ongoing marketing and promotion of the Master Agreement throughout its term (case studies, collateral pieces, presentations, promotions, etc.) Dedicated OMNIA Partners internet web-based homepage on Supplier’s website with: •OMNIA Partners standard logo; •Copy of original Request for Proposal; •Copy of Master Agreement and amendments between Principal Procurement Agency and Supplier; •Summary of Products and pricing; •Marketing Materials •Electronic link to OMNIA Partners’ website including the online registration page; •A dedicated toll-free number and email address for OMNIA Partners Within 30 days of the award, HON will: o Partner with OMNIA Partners, at their discretion, to create and launch a co-branded press release announcing the new contract award. o At OMNIA Partners direction, we will announce the award of the contract through any and all social channels, as well as company website o Design, publish, and distribute co-branded marketing materials o Publish and maintain a dedicated OMNIA Partners internet-based web page homepage on our website which may include: OMNIA Partners standard logo, copy of original Request for Proposal, copy of contract and amendments between Principal Procurement Agency and HON, summary of products and pricing, marketing materials, and an electronic link to OMNIA Partners’ website including the online registration page, as well as a dedicated toll free number and email address for OMNIA Partners questions and concerns. Within 60 days of the award, HON will: o Commit and schedule attendance and participation in national (i.e. NIGP Annual Forum, NPI Conference, etc.), regional (i.e. Regional NIGP Chapter Meetings, Regional Cooperative Summits, etc.) and company-specific trade shows, conferences and meetings throughout the term of the Master Agreement. o Commit and schedule attendance with and exhibit at the NIGP Annual Forum in an area reserved by OMNIA Partners for partner suppliers. Booth space will be purchased and staffed by HON. In addition, HON commits to provide reasonable assistance to the overall promotion and marketing efforts for the NIGP Annual Forum, as directed by OMNIA Partners. o Design and publish advertising pieces in national and regional trade publications o Meet with each authorized dealer within the first 60 days of the award date to establish a written sales execution plan that will maximize potential sales efforts with the OMNIA Partners contract. The business plan will include, but is not limited to: Annual sales volume commitment for the OMNIA Partners contract, Organization commitment outlining the number of sales representatives the dealership will have accountable for their OMNIA Partners sales goal, identify target OMNIA Partners for business development planning, commitments outlining specific marketing initiatives that each dealership will commit to use in order to engage OMNIA Partners, including: e-mail campaigns, special events (open houses, showroom events, customer appreciation events, etc.), OMNIA Partners marketing material distribution plans, and product presentations. Within 90 days of the award, The HON Company will: o Initiate and continue to publish, market, and promote material such as case studies, collateral pieces, presentations and promotions to all members o Conduct on-going OMNIA Partners contract training with the dealer sales force, this training will continue throughout the life of the contract: o Discuss authorized users of the contract, pricing and service requirements, etc. o Identify and schedule appointments with key OMNIA Partners to inform them about HON's products and pricing on the OMNIA Partners contract o Understand how we can help them meet or exceed their purchasing requirements o Schedule OMNIA Partners joint marketing events with HON Dealers and OMNIA Partners. Encourage our HON dealers to join and participate in professional associations and organizations that include OMNIA Partners and volunteer to speak at various organizations that have an interest in HON product, services and solutions. Vendor: The HON Company LLC 24-01 Addendum 6Page 23 of 42 pages 8 7 Transition Describe how Supplier will transition any existing Public Agency customers’ accounts to the Master Agreement available nationally through OMNIA Partners. Include a list of current cooperative contracts (regional and national) Supplier holds and describe how the Master Agreement will be positioned among the other cooperative agreements. The HON Company positions OMNIA Partners as our premier contract, offering our government, public sector and non-profit customers the best contract solution to help them meet the procurement goals of their respective agencies. We market the OMNIA Partners contract to our existing government customers through multiple avenues, to include in-person meetings, telemarketing campaigns and printed and electronic mailings. HON also works directly with the OMNIA Partners sales team to train our existing and prospective customers on the benefits of the OMNIA Partners/Region 4 ESC contract and how our awarded contract meets their procurement needs. The HON Company currently holds several cooperative contracts including OMNIA Partners, NASPO, BuyBoard, COSTARS, KCDA, MHEC, Educational Data Services, ESCNJ, and Equalis, which offer varying product, pricing and terms to Public Sector customers. OMNIA Partners/Region 4 ESC contract is the lead contract HON offers as a nationwide cooperative contract solution. As our lead, nationwide cooperative contract, HON has advantaged our OMNIA Partners contract through executive sponsorship, marketing materials, nationwide training of both our internal sales team and our dealer partner sales teams and by creating a compelling product offering at a competitive price point. HON is proud to offer our current government customers the opportunity to purchase from the OMNIA Partners contract. In many states, it is the only contract option available. 8 8 Logo Acknowledge Supplier agrees to provide its logo(s) to OMNIA Partners and agrees to provide permission for reproduction of such logo in marketing communications and promotions. Acknowledge that use of OMNIA Partners logo will require permission for reproduction, as well. Yes No 8 9 Sales Confirm Supplier will be proactive in direct sales of Supplier’s goods and services to Public Agencies nationwide and the timely follow up to leads established by OMNIA Partners. All sales materials are to use the OMNIA Partners logo. At a minimum, the Supplier’s sales initiatives should communicate: Master Agreement was competitively solicited and publicly awarded by a Principal Procurement Agency Best government pricing No cost to participate Non-exclusive Yes No 9 0 Training Confirm Supplier will train its national sales force on the Master Agreement. At a minimum, sales training should include: Key features of Master Agreement Working knowledge of the solicitation process Awareness of the range of Public Agencies that can utilize the Master Agreement through OMNIA Partners Knowledge of benefits of the use of cooperative contracts Yes No Vendor: The HON Company LLC 24-01 Addendum 6Page 24 of 42 pages 9 1 Responsibility Provide the name, title, email and phone number for the person(s), who will be responsible for: Executive Support Marketing Sales Sales Support Financial Reporting Accounts Payable Contracts Executive Support: Ric Anderson VP&GM Commercial Contract Business andersenr@honcompany.com 563.506.4554 | Marketing: Alexa Wehrle Marketing Specialist wehrleal@hniworkplacefurnishings.com 563-299- 4859 | Sales: Misael Munoz Director, Regional Sales Public Sector munozmis@honcompany.com 563.261.2541 | Sales Support: HON Government Sales Support Team hongovtsalessupport@honcompany.com | Accounts Payable: Holly Van Den Berghe and the Accounts Payable Team will be responsible for the OMNIA contract accountspayable@hnicorp.com 866.514.5882 Option 1 | Financial Reporting & Contracts: Christine McCormick Contract Analyst contractmanager@honcompany.com 563.275.0900 9 2 Sales Force Describe in detail how Supplier’s national sales force is structured, including contact information for the highest- level executive in charge of the sales team. Our sales organization consists of over 100 experienced professionals empowered to serve the needs of our customers. Our sales professionals are aligned to specific regions within the United States. Inside Sales and Support: 27 Business Development Managers/Associates: 65 Regional Market Managers: 6 Regional Vice Presidents: 2 Director, Regional Sales: 2 Director of Public Sector Sales: 1 Education Sales Managers: 3 VP and GM, Sales and Service: 1 Business Development Associates/Managers - HON has over 60 Business Development Members located throughout the United States. Our Business Development Members are physically located within their sales region to build a strong rapport with our customers and our nationwide network of OMNIA Partner dealers. Business Development Members are the foundation of our salesforce and are focused on driving sales and marketing efforts within their Contract assigned region. Some of their key sales activities include meeting with customers and dealers, providing pricing and program guidance, training our dealers on products and pricing, staying up-to-date with local business trends, and attending industry tradeshows. Regional Market Managers – The Regional Market Manager is responsible for managing sales members, the distribution strategy, and to drive aggressive, profitable growth in a predetermined market or geographic area. The Regional Market Manager directs and focuses the Business Development Members on HON objectives within their specific roles while creating a cohesive market strategy to grow HON revenue in the market. This role aligns sales efforts, member development, and sales leadership efforts within the designed market. Regional Vice Presidents - HON has a total of 2 Regional Vice Presidents located throughout the U.S. Regional Vice Presidents have overall responsibility for providing strategic management and sales leadership to our Regional Market Managers and Business Development Members to identify and prioritize regional sales activities and ensure HON has a thorough understanding of the marketplace. Our Regional Vice Presidents also supervise all programs, sales initiatives, and training with our dealer organization. Director of Public Sector - The Director of Public Sector Sales is focused on driving growth within the State and Local segment of our business. This individual develops and implements a strategic sales approach for State, Local, and Cooperative contracts; provides guidance to our sales organization as well as our dealer partners; and builds strong relationships with OMNIA Partners cooperative members and State and Local procurement officials. Vice President and General Manager, Sales and Service - The VP and GM of Sales and Service, directs all nationwide commercial contract business for HON. This person leads the HON team in developing and delivering profitable sales and marketing strategies to dealer partners, wholesale suppliers, and national supplies dealers located throughout the U.S. In addition, this person collaborates with C- level executives of our largest customers - including Fortune 500 corporations - and oversees all channel development, sales, marketing, product strategy, and profitability for HON's largest division. As the HON sales executive leader, he participates in top-to-top senior leadership meetings with OMNIA Partners executives to align our organizational strategies for mutual, profitable, growth. Executive Support: Ric Anderson VP&GM Commercial Contract Business andersenr@honcompany.com 563.506.4554 Sales: Misael Munoz Director, Regional Sales Public Sector munozmis@honcompany.com 563.261.2541 Vendor: The HON Company LLC 24-01 Addendum 6Page 25 of 42 pages 9 3 Implementation Explain in detail how the sales teams will work with the OMNIA Partners team to implement, grow and service the national program. At HON, your success is our success. We are committed to the role that OMNIA Partners plays in our market share strategies. We have worked closely with OMNIA Partners Public Sector team to understand and leverage the strengths of our two organizations. HON will continue to partner with the OMNIA Partners Public Sector team throughout all levels of the organization, examples of successful collaboration include: ? Strategy meetings with the Strategic Development Partners to create nationwide sales initiatives for a targeted Participating Agency segment; these initiatives will be supported by our mutual sales and marketing teams. o Areas of Opportunities for growth to evaluate will include: 1) States: where a furniture contract isn’t present, including-but-not limited to California, Illinois, Michigan, Missouri, Nebraska, Virginia, Washington, North Dakota and Colorado. 2) K-12 Segment: The HON Company is currently launching new, innovative, practical solutions for the classroom space for existing and new customers looking to modernize and bring their districts to the 21st Century Learning styles. The HON Company has invested in a tool that identifies all school districts that have active bond money to execute these efforts. We will highlight the benefits of using a cooperative contract such as OMNIA Partners to hit price points for strict budgets. 3) Cities & Counties: As part of an overall broadened strategy with Public Sector, we will start to create and execute a vision to engage with key cities and counties that OMNIA Partners will be the forefront leader on. We will highlight cooperative purchasing and the benefits of buying from OMNIA Partners. ? Our Marketing teams will continue to collaborate on the development of effective materials which will enhance customers understanding of the contract and share our mutual value proposition. These materials will be targeted to the types of customers listed above. ? Our Sales teams will continue to have a multi-faceted approach to sales by leveraging our nationwide network of dealers and directly targeting eligible Participating Agencies. The lines of communication between our sales organization have been strong throughout our long history and will continue to be a vital part of our mutual success. ? We will continue to utilize the OMNIA Partners training department and OMNIA Partners sales members to support the roll-out of our new contract award and to provide on-going education to our authorized dealer partners, field sales members and eligible participating agencies. We intend to use our nationwide network of OMNIA Partners authorized dealer partners well as our nationwide team of Sales Representatives to aggressively market the OMNIA Partners contract. Our Sales team, dedicated Government Customer Support team, Marketing team and our Dealer partners will be readily available to work with the OMNIA Public Sector organization to continue strong adoption of the contract and mutual sales growth. 9 4 Program Management Explain in detail how Supplier will manage the overall national program throughout the term of the Master Agreement, including ongoing coordination of marketing and sales efforts, timely new Participating Public Agency account set-up, timely contract administration, etc. The Region 4 contract is supported throughout our organization; our sales, marketing, customer support, merchandising and contract teams are key departments focused on the success of our contract. Our internal contract team ensures the compliance and support of our contract, they work directly with OMNIA and Region 4 to ensure our contract reflects the most up-to-date pricing, products and services offered by HON. Our contract team has created standard processes and workflows within our organization to allow for product, pricing, dealer updates, etc. to be submitted in a timely manner and per the requirements of the contract. Updates to our contract are announced via a marketing email communication to our sales and dealer network. Our Marketing, Sales and Merchandising functions work closely together to create coordinated plans for customer specific sales efforts, promotions, targeted marketing pieces, etc. As we develop monthly, quarterly and yearly plans for sales growth, these departments review all aspects to ensure proper roll-out and support for our dealers, internal sales teams, OMNIA sales members and eligible participating agencies. We train our dealers on the many features and benefits of the OMNIA Partners contract and how best to promote the contract with OMNIA Partners. Along with training our dealers, we also provide them with the resources and tools to be successful. One of the main marketing resources we provide our dealers is the HON OMNIA Partners catalog. This catalog highlights the benefits of the OMNIA Partners contract, showcases the breadth of products we offer, and provides inspirational images. We understand how important it is to have an online presence, so we maintain a page on hon.com that is dedicated to our OMNIA Partners and outlines where they can find contract information and an OMNIA Partners dealer closest to them. The HON Company is proud to offer the OMNIA Partners contract as our leading nationwide public sector Cooperative Purchasing Program. Vendor: The HON Company LLC 24-01 Addendum 6Page 26 of 42 pages 9 5 Supplier's Customer List State the amount of Supplier’s Public Agency sales for the previous fiscal year. Provide a list of Supplier’s top 10 Public Agency customers, the total purchases for each for the previous fiscal year along with a key contact for each. HON is a wholly owned subsidiary by HNI Corporation and HNI does not disclose financial information about its sales by operating company. In fiscal 2023, HNI Corporation had net sales of $2.4 billion, of which $1.7 billion was attributable to the workplace furnishings. Federal, state and local government business represent significant sales for HNI Corporation. HNI Corporation has a financial rating of 5A1 with Dun & Bradstreet – the best available rating. To review the Annual Report, please visit https://investors.hnicorp.com/financials/annual- reports/default.aspx. 9 6 System Capabilities and Limitations Describe Supplier’s information systems capabilities and limitations regarding order management through receipt of payment, including description of multiple platforms that may be used for any of these functions. HNI and HON continues to invest in systems which allow us to provide world class capabilities to our dealers and our customers. In 2018 we invested millions of dollars to ensure we were the industry leader for digital capabilities and underwent an eight-year intensive preparation cycle to adapt these principles with Oracle. HNI and HON utilizes an Oracle ERP Enterprise system to manage its entire business platform. The system cohesively integrates all business activities including Sales, Manufacturing, AR, and AP. Oracle manages all orders loaded into the system and schedules manufacturing based on demand and supply chain variables. All activities are electronically coordinated to ensure that lead times are maintained and uphold customer expectations. There are backup systems including manual override capabilities to address individual and custom requirements as they occur. Our preferred method is to have eligible customers submit their orders through our authorized dealers. Dealers will review customers’ orders to ensure accurate pricing and product information prior to order. Dealers can place an order directly through The Community powered by Salesforce, via email, or EDI. Online resources are available to our dealers 24 hours a day, 7 days a week. HNI has a fully integrated order entry platform that allows us to receive and enter purchase orders directly from the participating entity. The order execution process is automatic and allows us to acknowledge the order for a ship date with integrated technology in the first 24 hours of receipt. A Delivery Appointment Notification will be sent via email for the authorized dealer or customer to confirm delivery details. Once the order is acknowledged, dealers or customers has access to real-time order status updates. Invoices are created and released at the time of order shipment. Agencies and Dealers both have the capability to monitor and pay invoices within HNI’s Oracle system. The agency or dealer being invoiced will be able to review and print invoices, monitor due dates, process ACH payments, and dispute amounts all in one simple and functional online platform. In addition, a dedicated Credit Analyst is available to assist with any issues or questions the agency or authorized dealer may have about Oracle or invoices. 9 7 Projected Sales Year One Provide the Contract Sales (as defined in Section 12 of the OMNIA Partners Administration Agreement) that Supplier will guarantee each year under the Master Agreement for the initial three years of the Master Agreement (“Guaranteed Contract Sales”). To the extent Supplier guarantees minimum Contract Sales, the Administrative Fee shall be calculated based on the greater of the actual Contract Sales and the Guaranteed Contract Sales. $0 9 8 Projected Sales Year Two Provide the Contract Sales (as defined in Section 12 of the OMNIA Partners Administration Agreement) that Supplier will guarantee each year under the Master Agreement for the initial three years of the Master Agreement (“Guaranteed Contract Sales”). To the extent Supplier guarantees minimum Contract Sales, the Administrative Fee shall be calculated based on the greater of the actual Contract Sales and the Guaranteed Contract Sales. $0 Vendor: The HON Company LLC 24-01 Addendum 6Page 27 of 42 pages 9 9 Projected Sales Year Three Provide the Contract Sales (as defined in Section 12 of the OMNIA Partners Administration Agreement) that Supplier will guarantee each year under the Master Agreement for the initial three years of the Master Agreement (“Guaranteed Contract Sales”). To the extent Supplier guarantees minimum Contract Sales, the Administrative Fee shall be calculated based on the greater of the actual Contract Sales and the Guaranteed Contract Sales. $0 1 0 0 Attribute deleted as part of an Addendum 1 0 1 General Terms and Conditions Respondent agrees to comply with the General Terms and Conditions provided as an attachment to this online bid event. Any deviations to the General Terms and Conditions may be provided using the procedures set forth in the attribute pertaining to deviations. I certify compliance with this attribute. 1 0 2 Felony Conviction Notification State of Texas Legislative Senate Bill No. 1 Section 44.034, Notification of Criminal History, Subsection (a), states “a person or business entity that enters into an agreement with a school district must give advance notice to the district if the person or an owner or operator of the business entity has been convicted of a felony. The notice must include a general description of the conduct resulting in the conviction of a felony”. Subsection (b) states “a school district may terminate the agreement with a person or business entity if the district determines that the person or business entity failed to give notice as required by Subsection (a), or misrepresented the conduct resulting in the conviction. The district must compensate the person or business entity for services performed before the termination of the contract”. Subsection (c) states “this section does not apply to a publicly held corporation”. Use the checkbox associated with this item to identify your status as it relates to this legal requirement. Non-Felon - person/owner IS NOT a convicted felon Not Applicable-firm is a publicly held corporation Felon - person/owner IS a convicted felon 1 0 3 Name of Felon and Nature of Felony, if applicable If response to previous attribute was "Felon - person/owner IS a convicted felon", vendor shall give the name of the felon and details of conviction. If you did not answer "Felon - person/owner IS a convicted felon" in the previous question, type "N/A" in the respective field. N/A 1 0 4 Criminal History Records Review of Certain Contract Employees Texas Education Code Chapter §22.0834 requires that criminal history records be obtained regarding covered employees of entities that contract with a school entity in Texas to provide services for that school entity (“Contractors”) and entities that contract with school entity contractors (“Subcontractors”). Covered employees with disqualifying criminal histories are prohibited from serving at a school entity. Contractors/Subcontractors contracting with a school entity shall (1) maintain compliance with the requirements of Texas Education Code Chapter 22 to the school entity; and (2) require that each of their subcontractors complies with the requirements of Texas Education Code Chapter 22. Contractors performing work at a school entity in Texas must comply with these statutes. Covered employees: Employees of a Contractor/Subcontractor who have or will have continuing duties related to the service to be performed at a school entity and have or will have direct contact with students. The school entity will be the final arbiter of what constitutes continuing duties and direct contact with students at their school. I certify compliance with this attribute. Vendor: The HON Company LLC 24-01 Addendum 6Page 28 of 42 pages 1 0 5 Historically Underutilized Business (HUB) Certification Businesses that have been certified by the Texas Building and Procurement Commission (TBPC) or other qualified agency as Historically Underutilized Business (HUB) entities are encouraged to indicate their HUB status when responding to this proposal invitation. The electronic catalogs will indicate HUB certifications for vendors that properly indicate and document their HUB certification on this form. Select one of the available options: OPTION A: My business has NOT been certified as HUB. OPTION B: I certify that my business has been certified as a Historically Underutilized Business (HUB), and I have/will upload the certification information into the "Response Attachments" Tab located in this online bidding event. OPTION A OPTION B 1 0 6 Disclosure of Interested Parties Texas state law requires the Disclosure of Interested Parties be filed with a public entity, including regional service centers and school districts, for any contract which: (1) requires an action or vote by the governing body; or (2) has a value of $1 million or more; or (3) for any services provided that would require an individual to register as a lobbyist under TX Gov’t Code Chapter 305. NOTE: This form is not required if the vendor is a publicly-traded business entity, including a wholly-owned subsidiary of the business entity (a company in which ownership is dispersed among the general public via shares of stock which are traded via at least one stock exchange or over-the-counter market). If you are required by law to submit this form, it must be completed online at the Texas Ethics Commission website. Obtain a numbered certificate and click the link below to access the instructions and to complete this required form. Upon completion, vendors required to submit the form must attach it to the proposal via the "Response Attachments" Tab. Click here to complete the form on the Texas Ethic Commission's 1295 Form webpage. Please note: The District must verify receipt of all required 1295 forms received within 30 days on the Texas Ethics Commission website. This verification does not indicate a contract award. Contract awards will be issued via direct communication from the AISD Purchasing Department. A contract requiring a Disclosure of Interested Parties form is voidable at any time if: (1) the governmental entity or state agency submits to the business entity written notice of the business entity's failure to provide the required disclosure; and (2) the business entity fails to submit to the governmental entity or state agency the required disclosure on or before the 10th business day after the date the business entity receives the written notice. IF UNDER LAW YOU ARE EXEMPT FROM SUBMITTING THIS 1295 FORM, PROPOSERS MUST SUBMIT A DOCUMENT THAT SHOWS PROOF OF THIS EXEMPTION. ENTITY TYPES THAT ARE EXEMPT AND SHOULD ATTACH THIS PROOF ARE LISTED IN STATUE AS: • a sponsored research contract of an institution of higher education; • an interagency contract of a state agency or an institution of higher education; • a contract related to health and human services if: • the value of the contract cannot be determined at the time the contract is executed; and • any qualified vendor is eligible for the contract; • a contract with a publicly traded business entity, including a wholly owned subsidiary of the business entity; • a contract with an electric utility, as that term is defined by Section 31.002, Utilities Code; or • a contract with a gas utility, as that term is defined by Section 121.001, Utilities Code. I certify compliance with this attribute. Vendor: The HON Company LLC 24-01 Addendum 6Page 29 of 42 pages 1 0 7 Conflict of Interest Questionnaire Region 4 Education Service Center (Region 4) is required to comply with Texas Local Government Code Chapter 176, Disclosure of Certain Relationships with Local Government Officers. House Bill 23 significantly changed Chapter 176 as well as the required disclosures and the corresponding forms. As of September 1, 2015, any vendor who does business with Region 4 or who seeks to do business with Region 4 must fill out the new Conflict of Interest Questionnaire (CIQ) if a conflict of interest exists. A conflict of interest exists in the following situations: 1) If the vendor has an employment or other business relationship with a local government officer of Region 4 or a family member of the officer, as described by section 176.003(a)(2)(A) of the Texas Local Government Code; or 2) If the vendor has given a local government officer of Region 4, or a family member of the officer, one or more gifts with the aggregate value of $100, excluding any gift accepted by the officer or a family member of the officer if the gift is: (a) a political contribution as defined by Title 15 of the Election Code; or (b) a gift of food accepted as a guest; or 3) If the vendor has a family relationship with a local government officer of Region 4. “Vendor” means a person who enters or seeks to enter into a contract with a local governmental entity. The term includes an agent of a vendor. The term includes an officer or employee of a state agency when that individual is acting in a private capacity to enter into a contract. The term does not include a state agency except for Texas Correctional Industries. Texas Local Government Code 176.001(7). “Business relationship” means a connection between two or more parties based on commercial activity of one of the parties. The term does not include a connection based on: (A) a transaction that is subject to rate or fee regulation by a federal, state, or local governmental entity or an agency of a federal, state, or local governmental entity; (B) a transaction conducted at a price and subject to terms available to the public; or (C) a purchase or lease of goods or services from a person that is chartered by a state or federal agency and that is subject to regular examination by, and reporting to, that agency. Texas Local Government Code 176.001(3). “Family relationship” means a relationship between a person and another person within the third degree by consanguinity or the second degree by affinity, as those terms are defined by Subchapter B, Chapter 573, Government Code. Texas Local Government Code 176.001(2-a). “Local government officer” means: (A) a member of the governing body of a local governmental entity; (B) a director, superintendent, administrator, president, or other person designated as the executive officer of a local governmental entity; or (C) an agent of a local governmental entity who exercises discretion in the planning, recommending, selecting, or contracting of a vendor. Texas Local Government Code 176.001(4). Individuals serving as a Member of the Board of Directors, the Executive Director, Cabinet Members, and other local government officers may be found at: https://www.esc4.net/about/about-region-4. For additional information on Conflict of Interest Questionnaire, and the statutes that mandate it, please visit the following links: Texas Local Government Code, Section 176 Texas House Bill 23 A blank Conflict of Interest Questionnaire is available by clicking: https://www.ethics.state.tx.us/data/forms/conflict/CIQ.pdf. If your firm is required to return a completed Conflict of Interest Questionnaire with your proposal submission, use the "Response Attachments" Tab to upload the completed document. I certify compliance with this attribute. Vendor: The HON Company LLC 24-01 Addendum 6Page 30 of 42 pages 1 0 8 Entities that Boycott Israel Pursuant to Chapter 2271 of the Texas Government Code, the Respondent hereby certifies and verifies that neither the Respondent , nor any affiliate, subsidiary, or parent company of the Respondent , if any (the “Respondent Companies”), boycotts Israel, and the Respondent agrees that the Respondent and Respondent Companies will not boycott Israel during the term of this Agreement. For purposes of this Agreement, the term “boycott” shall mean and include refusing to deal with, terminating business activities with, or otherwise taking any action that is intended to penalize, inflict economic harm on, or limit commercial relations with Israel, or with a person or entity doing business in Israel or in an Israeli-controlled territory, but does not include an action made for ordinary business purposes. EXCEPTIONS: Clause only applies to contracts and contractors that meet the following criteria: (i) Respondent is not a sole proprietorship; (ii) with 10 or more full-time employees; and (iii) with a contract to be paid a value of $100,000 or more wholly or partially from public funds of the governmental entity. I certify compliance with this attribute. 1 0 9 Foreign Terrorist Organizations Section 2252.152 of the Texas Government Code prohibits Region 4 ESC from awarding a contract to any person who does business with Iran, Sudan, or a foreign terrorist organization as defined in Section 2252.151 of the Texas Government Code. Respondent certifies that it not ineligible to receive the contract. I certify compliance with this attribute. 1 1 0 Firearm Entities and Trade Associations Discrimination Respondent verifies that: (1) it does not, and will not for the duration of the contract, have a practice, policy, guidance, or directive that discriminates against a firearm entity or firearm trade association or (2) the verification required by Section 2274.002 of the Texas Government Code does not apply to the contract. If circumstances relevant to this provision change during the course of the contract, Respondent shall promptly notify Region 4 ESC. APPLICABILITY: This clause applies only to a contract that: (1) is between a governmental entity and a company with at least 10 full-time employees; and (2) has a value of at least $100,000 that is paid wholly or partly from public funds of the governmental entity. EXCEPTIONS: This clause is not required when a state Agency: (1) contracts with a sole-source provider; or (2) does not receive any bids from a company that is able to provide the written verification required by Section 2274.002(b) of the Texas Government Code. I certify compliance with this attribute. 1 1 1 Energy Company Boycott Prohibited Respondent represents and warrants that: (1) it does not, and will not for the duration of the contract, boycott energy companies or (2) the verification required by Section 2274.002 of the Texas Government Code does not apply to the contract. If circumstances relevant to this provision change during the course of the contract, Respondent shall promptly notify Region 4 ESC. EXCEPTIONS: Clause only applies to contracts and contractors that meet the following criteria: (i) a “company” within the definitions of Section 2274.001(2) of the Tex. Gov’t Code; (ii) with 10 or more full-time employees; and (iii) with a contract to be paid a value of $100,000 or more wholly or partially from public funds of the governmental entity. I certify compliance with this attribute. 1 1 2 Critical Infrastructure Affirmation Pursuant to Government Code Section 2274.0102, Respondent certifies that neither it nor its parent company, nor any affiliate of Respondent or its parent company, is: (1) majority owned or controlled by citizens or governmental entities of China, Iran, North Korea, Russia, or any other country designated by the Governor under Government Code Section 2274.0103, or (2) headquartered in any of those countries. EXCEPTION: Clause only applies to solicitations and contracts in which the contractor would be granted direct or remote access to or control of critical infrastructure, as defined by Section 2274.0101 of the Texas Government Code, in this state, other than access specifically allowed for product warranty and support purposes. The Governor of the State of Texas may designate countries as a threat to critical infrastructure under Section 2274.0103 of the Texas Government Code. Agencies should promptly add any country that is designated by the Governor to this clause.” I certify compliance with this attribute. Vendor: The HON Company LLC 24-01 Addendum 6Page 31 of 42 pages 1 1 3 Open Records Policy All proposals, information and documents submitted are subject to the Public Information Act requirements governed by the State of Texas once a Contract(s) is executed. If an Offeror believes its response, or parts of its response, may be exempted from disclosure, the Offeror must specify page-by-page and line-by-line the parts of the response, which it believes, are exempt and include detailed reasons to substantiate the exemption. Price is not confidential and will not be withheld. Any unmarked information will be considered public information and released, if requested under the Public Information Act. The determination of whether information is confidential and not subject to disclosure is the duty of the Office of Attorney General (OAG). Region 4 ESC must provide the OAG sufficient information to render an opinion and therefore, vague and general claims to confidentiality by the Offeror are not acceptable. Region 4 ESC must comply with the opinions of the OAG. Region 4 ESC assumes no responsibility for asserting legal arguments on behalf of any Offeror. Offeror is advised to consult with their legal counsel concerning disclosure issues resulting from this procurement process and to take precautions to safeguard trade secrets and other proprietary information. Check one of the following responses to the Acknowledgment and Acceptance of Region 4 ESC’s Open Records Policy below: OPTION A: We acknowledge Region 4 ESC’s Open Records Policy and declare that no information submitted with this proposal, or any part of our proposal, is exempt from disclosure under the Public Information Act. OPTION B: We declare the following information to be a trade secret or proprietary and exempt from disclosure under the Public Information Act and these requested exemptions are uploaded into the "Response Attachments" Tab located in this online bidding event. (Note: Offeror must specify page-by-page and line-by-line the parts of the response, which it believes, are exempt. In addition, Offeror must include detailed reasons to substantiate the exemption(s). Price is not confidential and will not be withheld. All information believed to be a trade secret or proprietary must be listed. It is further understood that failure to identify such information, in strict accordance with the instructions, will result in that information being considered public information and released, if requested under the Public Information Act.) OPTION A - No proprietary information OPTION B - Proprietary information marked 1 1 4 Consent to Release Proposal Tabulation Notwithstanding anything explicitly and properly declared as Confidential or Proprietary Information to the contrary, by submitting a Proposal, Vendor consents and agrees that, upon Contract award, the District may publicly release, including posting on the public Region 4 ESC and/or OMNIA Partners website(s), a copy of the proposal tabulation for the Contract including Vendor name; proposed catalog/pricelist name(s); proposed percentage discount(s), unit price(s), hourly labor rate(s), or other specified pricing; and Vendor award notice information. I certify compliance with this attribute. Vendor: The HON Company LLC 24-01 Addendum 6Page 32 of 42 pages 1 1 5 Contracting Information If Vendor is not a governmental body and (a) this Agreement has a stated expenditure of at least $1 million in public funds for the purchase of goods or services by REGION 4 ESC; or (b) this Agreement results in the expenditure of at least $1 million in public funds for the purchase of goods or services by REGION 4 ESC in a fiscal year of REGION 4 ESC, the following certification shall apply; otherwise, this certification is not required. As required by Tex. Gov’t Code § 552.374(b), the following statement is included in the RFP and the Agreement (unless the Agreement is (1) related to the purchase or underwriting of a public security; (2) is or may be used as collateral on a loan; or (3) proceeds from which are used to pay debt service of a public security of loan): “The requirements of Subchapter J, Chapter 552, Government Code, may apply to this RFP and Agreement and the contractor or vendor agrees that the contract can be terminated if the contractor or vendor knowingly or intentionally fails to comply with a requirement of that subchapter.” Pursuant to Subchapter J, Chapter 552, Texas Government Code, the Vendor hereby certifies and agrees to (1) preserve all contracting information related to this Agreement as provided by the records retention requirements applicable to REGION 4 ESC for the duration of the Agreement; (2) promptly provide to REGION 4 ESC any contracting information related to the Agreement that is in the custody or possession of the Vendor on request of REGION 4 ESC; and (3) on completion of the Agreement, either (a) provide at no cost to AISD all contracting information related to the Agreement that is in the custody or possession of Vendor, or (b) preserve the contracting information related to the Agreement as provided by the records retention requirements applicable to REGION 4 ESC. I certify compliance with this attribute. 1 1 6 Anti-Trust Certification Statement Vendor affirms under penalty of perjury of the laws of the State of Texas that: (1) I am duly authorized to execute this contract on my own behalf or on behalf of the company, corporation, firm, partnership or individual (Company) listed below; (2) In connection with this bid, neither I nor any representative of the Company have violated any provision of the Texas Free Enterprise and Antitrust Act, Tex. Bus. & Comm. Code Chapter 15; (3) In connection with this bid, neither I nor any representative of the Company have violated any federal antitrust law; and (4) Neither I nor any representative of the Company have directly or indirectly communicated any of the contents of this bid to a competitor of the Company or any other company, corporation, firm, partnership or individual engaged in the same line of business as the Company. I certify compliance with this attribute. 1 1 7 Federal Rule (A) - Contract Term Violations (A) Contracts for more than the simplified acquisition threshold currently set at $250,000 (2 CFR §200.320), which is the inflation adjusted amount determined by the Civilian Agency Acquisition Council and the Defense Acquisition Regulations Council (Councils) as authorized by 41 U.S.C. 1908, must address administrative, contractual, or legal remedies in instances where contractors violate or breach contract terms, and provide for such sanctions and penalties as appropriate. Pursuant to Federal Rule (A) above, when federal funds are expended by Region 4 ESC, Region 4 ESC reserves all rights and privileges under the applicable laws and regulations with respect to this procurement in the event of breach of contract by either party. I certify compliance with this attribute. Vendor: The HON Company LLC 24-01 Addendum 6Page 33 of 42 pages 1 1 8 Federal Rule (B) - Termination Conditions (B) Termination for cause and for convenience by the grantee or subgrantee including the manner by which it will be effected and the basis for settlement. (All contracts in excess of $10,000) Pursuant to Federal Rule (B) above, when federal funds are expended by REGION 4 ESC, REGION 4 ESC reserves the right to immediately terminate any agreement in excess of $10,000 resulting from this procurement process in the event of a breach or default of the agreement by Vendor, in the event vendor fails to: (1) meet schedules, deadlines, and/or delivery dates within the time specified in the procurement solicitation, contract, and/or a purchase order; (2) make any payments owed; or (3) otherwise perform in accordance with the contract and/or the procurement solicitation; (4) to the greatest extent authorized by law, if an award no longer effectuates the program goals or priorities of the Federal awarding agency or REGION 4 ESC. REGION 4 ESC also reserves the right to terminate the contract immediately, with written notice to vendor, for convenience, if REGION 4 ESC believes, in its sole discretion that it is in the best interest of REGION 4 ESC to do so. The vendor will be compensated for work performed and accepted and goods accepted by REGION 4 ESC as of the termination date if the contract is terminated for convenience of REGION 4 ESC. Any award under this procurement process is not exclusive and REGION 4 ESC reserves the right to purchase goods and services from other vendors when it is in the best interest of REGION 4 ESC. I certify compliance with this attribute. 1 1 9 Federal Rule (C) - Equal Employment Opportunity (C) Except as otherwise provided under 41 CFR Part 60, all contracts that meet the definition of “federally assisted construction contract” in 41 CFR Part 60-1.3 must include the equal opportunity clause provided under 41 CFR 60- 1.4(b), in accordance with Executive Order 11246, “Equal Employment Opportunity” (30 FR 12319, 12935, 3 CFR Part, 1964-1965 Comp., p. 339), as amended by Executive Order 11375, “Amending Executive Order 11246 Relating to Equal Employment Opportunity,” and implementing regulations at 41 CFR part 60, “Office of Federal Contract Compliance Programs, Equal Employment Opportunity, Department of Labor.” It is the policy of REGION 4 ESC not to discriminate on the basis of race, color, national origin, gender, limited English proficiency or disabling conditions in its programs. Vendor agrees not to discriminate against any employee or applicant for employment to be employed in the performance of this Contract, with respect to hire, tenure, terms, conditions and privileges of employment, or a matter directly or indirectly related to employment, because of age (except where based on a bona fide occupational qualification), sex (except where based on a bona fide occupational qualification) or race, color, religion, national origin, or ancestry. Vendor further agrees that every subcontract entered into for the performance of this Contract shall contain a provision requiring non-discrimination in employment herein specified binding upon each subcontractor. Breach of this covenant may be regarded as a material breach of the Contract. Pursuant to Federal Rule (C) and the requirements stated above, when federal funds are expended by REGION 4 ESC on any federally assisted construction contract, the equal opportunity clause is incorporated by reference herein. I certify compliance with this attribute. Vendor: The HON Company LLC 24-01 Addendum 6Page 34 of 42 pages 1 2 0 Federal Rule (D) - Davis Bacon Act/Copeland Act (D) Davis-Bacon Act, as amended (40 U.S.C. 3141-3148). When required by Federal program legislation, all prime construction contracts in excess of $2,000 awarded by non-Federal entities must include a provision for compliance with the Davis-Bacon Act (40 U.S.C. 3141-3144, and 3146- 3148) as supplemented by Department of Labor regulations (29 CFR Part 5, “Labor Standards Provisions Applicable to Contracts Covering Federally Financed and Assisted Construction”). In accordance with the statute, contractors must be required to pay wages to laborers and mechanics at a rate not less than the prevailing wages specified in a wage determination made by the Secretary of Labor. In addition, contractors must be required to pay wages not less than once a week. The non-Federal entity must place a copy of the current prevailing wage determination issued by the Department of Labor in each solicitation. The decision to award a contract or subcontract must be conditioned upon the acceptance of the wage determination. The non-Federal entity must report all suspected or reported violations to the Federal awarding agency. The contracts must also include a provision for compliance with the Copeland “Anti-Kickback” Act (40 U.S.C. 3145), as supplemented by Department of Labor regulations (29 CFR Part 3, “Contractors and Subcontractors on Public Building or Public Work Financed in Whole or in Part by Loans or Grants from the United States”). The Act provides that each contractor or subrecipient must be prohibited from inducing, by any means, any person employed in the construction, completion, or repair of public work, to give up any part of the compensation to which he or she is otherwise entitled. The non-Federal entity must report all suspected or reported violations to the Federal awarding agency. Pursuant to Federal Rule (D) above, when federal funds are expended by REGION4 ESC, during the term of an award for all contracts and subgrants for construction or repair, the vendor will be in compliance with all applicable Davis-Bacon Act provisions. I certify compliance with this attribute. 1 2 1 Federal Rule (E) - Contract Work Hours and Safety Standards Act (E) (40 U.S.C. 3701-3708). Where applicable, all contracts awarded by the non-Federal entity in excess of $100,000 that involve the employment of mechanics or laborers must include a provision for compliance with 40 U.S.C. 3702 and 3704, as supplemented by Department of Labor regulations (29 CFR Part 5). Under 40 U.S.C. 3702 of the Act, each contractor must be required to compute the wages of every mechanic and laborer on the basis of a standard work week of 40 hours. Work in excess of the standard work week is permissible provided that the worker is compensated at a rate of not less than one and a half times the basic rate of pay for all hours worked in excess of 40 hours in the work week. The requirements of 40 U.S.C. 3704 are applicable to construction work and provide that no laborer or mechanic must be required to work in surroundings or under working conditions which are unsanitary, hazardous or dangerous. These requirements do not apply to the purchases of supplies or materials or articles ordinarily available on the open market, or contracts for transportation or transmission of intelligence. Pursuant to Federal Rule (E) above, when federal funds are expended by REGION 4 ESC, the vendor certifies that during the term of an award for all contracts by REGION 4 ESC resulting from this procurement process, the vendor will be in compliance with all applicable provisions of the Contract Work Hours and Safety Standards Act. I certify compliance with this attribute. 1 2 2 Federal Rule (F) - Rights to Inventions Made Under a Contract or Agreement (F)If the Federal award meets the definition of “funding agreement” under 37 CFR §401.2 (a) and the recipient or subrecipient wishes to enter into a contract with a small business firm or nonprofit organization regarding the substitution of parties, assignment or performance of experimental, developmental, or research work under that “funding agreement,” the recipient or subrecipient must comply with the requirements of 37 CFR Part 401, “Rights to Inventions Made by Nonprofit Organizations and Small Business Firms Under Government Grants, Contracts and Cooperative Agreements,” and any implementing regulations issued by the awarding agency. Pursuant to Federal Rule (F) above, when federal funds are expended by REGION 4 ESC, the vendor certifies that during the term of an award for all contracts by REGION 4 ESC resulting from this procurement process, the vendor agrees to comply with all applicable requirements as referenced in Federal Rule (F) above. I certify compliance with this attribute. Vendor: The HON Company LLC 24-01 Addendum 6Page 35 of 42 pages 1 2 3 Federal Rule (G) - Clean Air Act/Federal Water Pollution Control Act (G) The Clean Air Act (42 U.S.C. 7401-7671q.) and the Federal Water Pollution Control Act (33 U.S.C. 1251- 1387), as amended—Contracts and subgrants of amounts in excess of $150,000 must contain a provision that requires the non-Federal award to agree to comply with all applicable standards, orders or regulations issued pursuant to the Clean Air Act (42 U.S.C. 7401-7671q) and the Federal Water Pollution Control Act as amended (33 U.S.C. 1251- 1387). Violations must be reported to the Federal awarding agency and the Regional Office of the Environmental Protection Agency (EPA). When federal funds are expended by REGION 4 ESC for any contract resulting from this procurement process, the vendor certifies that the vendor will be in compliance with mandatory standards and policies relating to energy efficiency which are contained in the state energy conservation plan issued in compliance with the Energy Policy and Conservation Act (Pub. L. 94-163, 89 Stat. 871). When federal funds are expended by REGION 4 ESC for any contract resulting from this procurement process in excess of $100,000, the vendor certifies that the vendor is in compliance with all applicable standards, orders, regulations, and/or requirements issued pursuant to the Clean Air Act of 1970, as amended (42 U.S.C. 1857(h)), Section 508 of the Clean Water Act, as amended (33 U.S.C. 1368), Executive Order 117389 and Environmental Protection Agency Regulation, 40 CFR Part 15. Pursuant to Federal Rule (G) above, when federal funds are expended by REGION 4 ESC, the vendor certifies that during the term of an award for all contracts by REGION 4 ESC resulting from this procurement process, the vendor agrees to comply with all applicable requirements as referenced in Federal Rule (G) above. I certify compliance with this attribute. 1 2 4 Federal Rule (H) - Debarment and Suspension (H) (Executive Orders 12549 and 12689)—A contract award (see 2 CFR 180.220) must not be made to parties listed on the governmentwide exclusions in the System for Award Management (SAM), in accordance with the OMB guidelines at 2 CFR 180 that implement Executive Orders 12549 (3 CFR part 1986 Comp., p. 189) and 12689 (3 CFR part 1989 Comp., p. 235), “Debarment and Suspension.” SAM Exclusions contains the names of parties debarred, suspended, or otherwise excluded by agencies, as well as parties declared ineligible under statutory or regulatory authority other than Executive Order 12549. Pursuant to Federal Rule (H) above, when federal funds are expended by REGION 4 ESC, the vendor certifies that during the term of an award for all contracts by REGION 4 ESC resulting from this procurement process, the vendor certifies that neither it nor its principals is presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from participation by any federal department or agency or by the State of Texas. Vendor shall immediately provide written notice to REGION 4 ESC if at any time the vendor learns that this certification was erroneous when submitted or has become erroneous by reason of changed circumstances. REGION 4 ESC may rely upon a certification of a vendor that the vendor is not debarred, suspended, ineligible, or voluntarily excluded from the covered contract, unless REGION 4 ESC knows the certification is erroneous. I certify compliance with this attribute. Vendor: The HON Company LLC 24-01 Addendum 6Page 36 of 42 pages 1 2 5 Federal Rule (I) - Byrd Anti-Lobbying Amendment (I) (31 U.S.C. 1352)—Contractors that apply or bid for an award exceeding $100,000 must file the required certification. Each tier certifies to the tier above that it will not and has not used Federal appropriated funds to pay any person or organization for influencing or attempting to influence an officer or employee of any agency, a member of Congress, officer or employee of Congress, or an employee of a member of Congress in connection with obtaining any Federal contract, grant or any other award covered by 31 U.S.C. 1352. Each tier must also disclose any lobbying with non-Federal funds that takes place in connection with obtaining any Federal award. Such disclosures are forwarded from tier to tier up to the non-Federal award. Pursuant to Federal Rule (I) above, when federal funds are expended by REGION 4 ESC, the vendor certifies that during the term and after the awarded term of an award for all contracts by REGION 4 ESC resulting from this procurement process, the vendor certifies that it is in compliance with all applicable provisions of the Byrd Anti- Lobbying Amendment (31 U.S.C. 1352). The undersigned further certifies that: (1) No Federal appropriated funds have been paid or will be paid by or on behalf of the undersigned, to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with the awarding of a Federal contract, the making of a Federal grant, the making of a Federal loan, the entering into a cooperative agreement, and the extension, continuation, renewal, amendment, or modification of a Federal contract, grant, loan, or cooperative agreement. (2) If any funds other than Federal appropriated funds have been paid or will be paid to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with this Federal contract, grant, loan, or cooperative agreement, the undersigned shall complete and submit Standard Form-LLL, “Disclosure Form to Report Lobbying”, in accordance with its instructions. (3) The undersigned shall require that the language of this certification be included in the award documents for all subawards at all tiers (including subcontracts, subgrants, and contracts under grants, loans, and cooperative agreements) and that all subrecipients shall certify and disclose accordingly. This certification is a material representation of fact upon which reliance was placed when this transaction was made or entered into. Submission of this certificate is a prerequisite for making or entering into this transaction imposed by Section 1352, title 31, U.S. Code. Any person who fails to file the required certification shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure. I certify compliance with this attribute. 1 2 6 Federal Rule (J) - Procurement of Recovered Materials (J) When federal funds are expended by REGION 4 ESC, REGION 4 ESC and its contractors must comply with section 6002 of the Solid Waste Disposal Act, as amended by the Resource Conservation and Recovery Act. The requirements of Section 6002 include: (1) procuring only items designated in guidelines of the Environmentalrequirements of Section 6002 include: (1) procuring only items designated in guidelines of the Environmental Protection Agency (EPA) at 40 CFR part 247 that contain the highest percentage of recovered materials practicable, consistent with maintaining a satisfactory level of competition, where the purchase price of the item exceeds $10,000 or the value of the quantity acquired during the preceding fiscal year exceeded $10,000; (2) procuring solid waste management services in a manner that maximizes energy and resource recovery; and (3) establishing an affirmative procurement program for procurement of recovered materials identified in the EPA guidelines. Pursuant to Federal Rule (J) above, when federal funds are expended REGION 4 ESC, as required by the Resource Conservation and Recovery Act of 1976 (42 U.S.C. § 6962(c)(3)(A)(i)), the vendor certifies, by signing this document, that the percentage of recovered materials content for EPA-designated items to be delivered or used in the performance of the contract will be at least the amount required by the applicable contract specifications or other contractual requirements. I certify compliance with this attribute. Vendor: The HON Company LLC 24-01 Addendum 6Page 37 of 42 pages 1 2 7 Federal Rule (K) - Prohibition on certain Telecom and Surveillance Service and Equipment (K) Region 4 ESC, as a non-federal entity, is prohibited from obligating or expending Federal financial assistance, to include loan or grant funds, to: (1) procure or obtain, (2) extend or renew a contract to procure or obtain, or (3) enter into a contract (or extend or renew a contract) to procure or obtain, equipment, services, or systems that uses covered telecommunications equipment or services as a substantial or essential component of any system, or as a critical technology as part of any system. Covered telecommunications equipment is telecommunications equipment produced Huawei Technologies Company or ZTE Corporation (or any subsidiary or affiliate of such entities) and physical security surveillance of critical infrastructure and other national security purposes, and video surveillance and telecommunications equipment produced by Hytera Communications Corporation, Hangzhou Hikvision Digital Technology Company, or Dahua Technology Company (or any subsidiary or affiliate of such entities) for the purpose of public safety, security of government facilities, physical security surveillance of critical infrastructure, and other national security purposes detailed in 2 CFR § 200.216. The Respondent certifies that it will not purchase equipment, services, or systems that use covered telecommunications, as defined herein, as a substantial or essential component of any system, or as critical technology as part of any system. I certify compliance with this attribute. 1 2 8 Federal Rule (L) - Buy American Provisions (L) As appropriate and to the extent consistent with law, REGION 4 ESC has a preference for the purchase, acquisition, or use of goods, products, or materials produced in the United States, including but not limited to iron, aluminum, steel, cement, and other manufactured products, when spending federal funds. Vendor agrees that the requirements of this section will be included in all subawards including all contracts and purchase orders for work or products under this award, to the greatest extent practicable under a Federal award. Purchases that are made with non-federal funds or grants are excluded from the Buy American Act. Vendor certifies that it is in compliance with all applicable provisions of the Buy American Act. Purchases made in accordance with the Buy American Act must still follow the applicable procurement rules calling for free and open competition. “Produced in the United States” means, for iron and steel products, that all manufacturing processes, from the initial melting stage through the application of coatings, occurred in the United States. “Manufactured products” means items and construction materials composed in whole or in part of non-ferrous metals such as aluminum; plastics and polymer-based products such as polyvinyl chloride pipe; aggregates such as concrete; glass, including optical fiber; and lumber. I certify compliance with this attribute. 1 2 9 Federal Rule - Required Affirmative Steps for Small, Minority, And Women-Owned Firms for Contracts Paid for with Federal Funds When federal funds are expended by REGION 4 ESC, Vendor is required to take all affirmative steps set forth in 2 CFR 200.321 to solicit and reach out to small, minority and women owned firms for any subcontracting opportunities on the project, including: 1) Placing qualified small and minority businesses and women's business enterprises on solicitation lists; 2) Assuring that small and minority businesses, and women's business enterprises are solicited whenever they are potential sources; 3) Dividing total requirements, when economically feasible, into smaller tasks or quantities to permit maximum participation by small and minority businesses, and women's business enterprises; 4) Establishing delivery schedules, where the requirement permits, which encourage participation by small and minority businesses, and women's business enterprises; and 5) Using the services and assistance, as appropriate, of such organizations as the Small Business Administration and the Minority Business Development Agency of the Department of Commerce. I certify compliance with this attribute. Vendor: The HON Company LLC 24-01 Addendum 6Page 38 of 42 pages 1 3 0 Federal Rule - Federal Record Retention When federal funds are expended by REGION 4 ESC for any contract resulting from this procurement process, the vendor certifies that it will comply with the record retention requirements detailed in 2 CFR §200.334. The vendor further certifies that vendor will retain all records as required by 2 CFR §200.334 for a period of five (5) years after grantees or subgrantees submit final expenditure reports or quarterly or annual financial reports, as applicable, and all other pending matters are closed. Vendor agrees that REGION 4 ESC, Inspector General, Department of Homeland Security, FEMA, the Comptroller General of the United States, or any of their duly authorized representatives shall have access to any books, documents, papers and records of Vendor, and its successors, transferees, assignees, and subcontractors that are directly pertinent to the Contract for the purpose of making audits, examinations, excerpts, and transcriptions. The right also includes timely and reasonable access to Vendor’s personnel for the purpose of interview and discussion relating to such documents. Vendor agrees to permit any of the foregoing parties to reproduce by any means whatsoever or to copy excerpts and transcriptions as reasonably needed. Vendor agrees to provide the FEMA Administrator or his authorized representative access to construction or other work sites pertaining to the work being completed under the Contract. I certify compliance with this attribute. 1 3 1 Federal Rule - Profit Negotiation For purchases using Federal funds in excess of $250,000, REGION 4 ESC may be required to negotiate profit as a separate element of the price. (See 2 CFR 200.324(b)). When required by REGION 4 ESC, Vendor agrees to provide information relating to profitability of the given transaction and itemize the profit margin as a separate element of the price. I certify compliance with this attribute. 1 3 2 Federal Rule - Solid Waste Disposal Act A non-Federal entity that is a state agency or agency of a political subdivision of a state and its contractors must comply with section 6002 of the Sold Waste Disposal Act, as amended by the Resource Conservation and Recovery Act. The requirements of Section 6002 include procuring only items designated in guidelines of the Environmental Protection Agency (EPA) at 40 CFR Part 247 that contain the highest percentage of recovered materials practicable, consistent with maintaining a satisfactory level of competition, where the purchase price of the item exceeds $10,000 or the value of the quantity acquired during the preceding fiscal year exceed $10,000; procuring sold waste management services in a manner that maximizes energy and resource recovery; and establishing an affirmative procurement program for procurement of recovered materials identified in the EPA guidelines. (78 FR 78608, Dec. 26, 2013, as amended at 79 FR 75885, Dec. 19, 2014.) Pursuant to this federal rule, when federal funds are expended by REGION 4 ESC, the vendor certifies that during the term of all contracts resulting from this procurement process, the vendor agrees to comply with all applicable requirements as referenced in this paragraph. I certify compliance with this attribute. Vendor: The HON Company LLC 24-01 Addendum 6Page 39 of 42 pages 1 3 3 Federal Rule - Never Contract with the Enemy – 2 C.F.R. § 200.215 When federal funds are expended by REGION 4 ESC for grant and cooperative agreements, or any contract resulting from this procurement process, that are expected to exceed $50,000 within the period of performance, and are performed outside of the United States, including U.S. territories, to a person or entity that is actively opposing United States or coalition forces involved in a contingency operation in which members of the Armed Forces are actively engaged in hostilities, REGION 4 ESC will terminate any grant or cooperative agreement or contract resulting from this procurement process as a violation of Never Contract with the Enemy detailed in 2 CFR Part 183. The vendor certifies that it is neither an excluded entity under the System for Award Management (SAM) nor Federal Awardee Performance and Integrity Information System (FAPIIS) for any grant or cooperative agreement terminated due to Never Contract with the Enemy as a Termination for Material Failure to Comply. AISD has a responsibility to ensure no Federal award funds are provided directly or indirectly to the enemy, to terminate subawards in violation of Never Contract with the Enemy, and to allow the Federal Government access to records to ensure that no Federal award funds are provided to the enemy. I certify compliance with this attribute. 1 3 4 Applicability to Subcontractors Vendor agrees that all contracts it awards pursuant to this procurement action shall be bound by the terms and conditions of this procurement action. I certify compliance with this attribute. 1 3 5 Compliance with the Energy Policy and Conservation Act When REGION 4 ESC expends federal funds for any contract resulting from this procurement process, Vendor certifies that it will comply with the mandatory standards and policies relating to energy efficiency which are contained in the state energy conservation plan issued in compliance with the Energy Policy and Conservation Act (42 U.S.C. 6321 et seq.; 49 C.F.R. Part 18). I certify compliance with this attribute. Vendor: The HON Company LLC 24-01 Addendum 6Page 40 of 42 pages 1 3 6 Indemnification Acts or Omissions Vendor shall indemnify and hold harmless Region 4, AND/OR THEIR OFFICERS, AGENTS, EMPLOYEES, REPRESENTATIVES, CONTRACTORS, ASSIGNEES, AND/OR DESIGNEES FROM ANY AND ALL LIABILITY, ACTIONS, CLAIMS, DEMANDS, OR SUITS, AND ALL RELATED COSTS, ATTORNEY FEES, AND EXPENSES arising out of, or resulting from any acts or omissions of the Vendor or its agents, employees, subcontractors, Order Fulfillers, or suppliers of subcontractors in the execution or performance of the Contract and any Purchase Orders issued under the Contract. Infringements a) Vendor shall indemnify and hold harmless Region 4 and Customers, AND/OR THEIR EMPLOYEES, AGENTS, REPRESENTATIVES, CONTRACTORS, ASSIGNEES, AND/OR DESIGNEES from any and all third party claims involving infringement of United States patents, copyrights, trade and service marks, and any other intellectual or intangible property rights in connection with the PERFORMANCES OR ACTIONS OF VENDOR PURSUANT TO THIS CONTRACT. VENDOR AND THE CUSTOMER AGREE TO FURNISH TIMELY WRITTEN NOTICE TO EACH OTHER OF ANY SUCH CLAIM. VENDOR SHALL BE LIABLE TO PAY ALL COSTS OF DEFENSE INCLUDING ATTORNEYS’ FEES. b) Vendor shall have no liability under this section if the alleged infringement is caused in whole or in part by: (i) use of the product or service for a purpose or in a manner for which the product or service was not designed, (ii) any modification made to the product without Vendor’s written approval, (iii) any modifications made to the product by the Vendor pursuant to Customer’s specific instructions, (iv) any intellectual property right owned by or licensed to Customer, or (v) any use of the product or service by Customer that is not in conformity with the terms of any applicable license agreement. c) If Vendor becomes aware of an actual or potential claim, or Customer provides Vendor with notice of an actual or potential claim, Vendor may (or in the case of an injunction against Customer, shall), at Vendor’s sole option and expense; (i) procure for the Customer the right to continue to use the affected portion of the product or service, or (ii) modify or replace the affected portion of the product or service with functionally equivalent or superior product or service so that Customer’s use is non-infringing. Taxes/Workers’ Compensation/Unemployment Insurance – Including Indemnity a) VENDOR AGREES AND ACKNOWLEDGES THAT DURING THE EXISTENCE OF THIS CONTRACT, VENDOR SHALL BE ENTIRELY RESPONSIBLE FOR THE LIABILITY AND PAYMENT OF VENDOR’S AND VENDOR’S EMPLOYEES’ TAXES OF WHATEVER KIND, ARISING OUT OF THE PERFORMANCES IN THIS CONTRACT. VENDOR AGREES TO COMPLY WITH ALL STATE AND FEDERAL LAWS APPLICABLE TO ANY SUCH PERSONS, INCLUDING LAWS REGARDING WAGES, TAXES, INSURANCE, AND WORKERS’ COMPENSATION. THE CUSTOMER AND/OR REGION 4 SHALL NOT BE LIABLE TO THE VENDOR, ITS EMPLOYEES, AGENTS, OR OTHERS FOR THE PAYMENT OF TAXES OR THE PROVISION OF UNEMPLOYMENT INSURANCE AND/OR WORKERS’ COMPENSATION OR ANY BENEFIT AVAILABLE TO A STATE EMPLOYEE OR EMPLOYEE OF ANOTHER GOVERNMENTAL ENTITY CUSTOMER. b) VENDOR AGREES TO INDEMNIFY AND HOLD HARMLESS CUSTOMERS, REGION 4 AND/OR THEIR EMPLOYEES, AGENTS, REPRESENTATIVES, CONTRACTORS, AND/OR ASSIGNEES FROM ANY AND ALL LIABILITY, ACTIONS, CLAIMS, DEMANDS, OR SUITS, AND ALL RELATED COSTS, ATTORNEYS’ FEES, AND EXPENSES, RELATING TO TAX LIABILITY, UNEMPLOYMENT INSURANCE AND/OR WORKERS’ COMPENSATION IN ITS PERFORMANCE UNDER THIS CONTRACT, VENDOR SHALL BE LIABLE TO PAY ALL COSTS OF DEFENSE INCLUDING ATTORNEYS’ FEES. I certify compliance with this attribute. 1 3 7 Excess Obligations Prohibited Proposer understands that all obligations of Region 4 ESC under the contract are subject to the availability of state funds. If such funds are not appropriated or become unavailable, the contract may be terminated by Region 4 ESC. I certify compliance with this attribute. 1 3 8 Suspension and Debarment Respondent certifies that neither it nor its principals are debarred, suspended, proposed for debarment, declared ineligible, or otherwise excluded from participation in the contract by any state or federal agency. I certify compliance with this attribute. Vendor: The HON Company LLC 24-01 Addendum 6Page 41 of 42 pages 1 3 9 Change in Law and Compliance with Laws Proposer shall comply with all laws, regulations, requirements and guidelines applicable to a vendor providing services and products required by the contract to the Region 4 ESC, as these laws, regulations, requirements and guidelines currently exist and as amended throughout the term of the contract. Region 4 ESC reserves the right, in its sole discretion, to unilaterally amend the contract prior to award and throughout the term of the contract to incorporate any modifications necessary for compliance with all applicable state and federal laws, regulations, requirements and guidelines. I certify compliance with this attribute. Vendor: The HON Company LLC 24-01 Addendum 6Page 42 of 42 pages Appendix B TERMS & CONDITIONS ACCEPTANCE FORM Signature on the Offer and Contract Signature form certifies complete acceptance of the terms and conditions in this solicitation and draft Contract except as noted below with proposed substitute language (additional pages may be attached, if necessary). The provisions of the RFP cannot be modified without the express written approval of Region 4 ESC. If a proposal is returned with modifications to the draft Contract provisions that are not expressly approved in writing by Region 4 ESC, the Contract provisions contained in the RFP shall prevail. Check one of the following responses: ☐ Offeror takes no exceptions to the terms and conditions of the RFP and draft Contract. (Note: If none are listed below, it is understood that no exceptions/deviations are taken.) ☒ Offeror takes the following exceptions to the RFP and draft Contract. All exceptions must be clearly explained, reference the corresponding term to which Offeror is taking exception and clearly state any proposed modified language, proposed additional terms to the RFP and draft Contract must be included: (Note: Unacceptable exceptions may remove Offeror’s proposal from consideration for award. Region 4 ESC shall be the sole judge on the acceptance of exceptions and modifications and the decision shall be final. If an offer is made with modifications to the contract provisions that are not expressly approved in writing, the contract provisions contained in the RFP shall prevail.) Section/Page Term, Condition, or Specification Modification (For Region 4 Appendix A, Section 10. Adding Authorized Distributors/Deale rs, P.2 other than those identified dealer. Additional distributors or to sell it wishes an authorized distributor or is added to their dedicated may be made to the or authorized dealer unless . Appendix A, Section 11. Termination of Contract, a) Cancellation for Non- Performance or Contractor Deficiency, P.2-3 Upon receipt of a written deficiency notice, Contractor shall have ten (10) days to provide a satisfactory response to Region 4 ESC. Failure to adequately address all issues of concern may result in Contract cancellation. Upon cancellation under this paragraph, all goods, a reasonable opportunity to ten (10) days to provide a red by Contractor under the immediately s for the s for for , within a reasonable time e) P.3 ompletion of and Contractor will be . delivery is not or cannot be estimated shipping time is not included in all pricing the timeframe mutually agreed 7 days of receipt of Purchase . If delivery is not or cannot be Destination and shall be Appendix A, Section 28 Stored Materials, P.6 payment may be made for stored stored and against loss and damage. as property allowed reasonable as necessary. Until final responsibility to title for all work, materials and l pass to Region 4 stored at ull Contractor party in against loss and , and Region 4 ESC. The insuring party insured upon request. red final acceptance delivery into control by Region 4 ESC, Region 4 ESC’s -defective, final acceptance. 30 , P.6 administrators, he Contract. Any d by arising out of the negligent actions of the be in . Exhibit A, Section 1.1 Requirement, 1 ors, employees or or and each or Authorized Dealer for any and/or Authorized is responsible for knowing the 34 e Master Agreement. ational, state, regional or Exhibit B, Section 13 Administrative Reporting, Sales he time ’s sole discretion, Sales Report”), attached 50th day of the the time y’s , P. omated Clearing House (ACH) to the Exhibit D ’ sole discretion. All -half percent (1 for Exhibit D. Failure to itute a material breach of this MNIA Partners’ sole -half percent (1 1/2%) per month Exhibit F, Federal Funds Certifications, Overview P.53 Per FAR 52.204- -25, solicitations and - -25, solicitations ng provisions, articipating Agency to offeror if federal funds will rior offeror’s acceptance of the order. 57 this procurement process. purchases, , when funds are utilized on a project. responsibility of the Participating Agency to and/or purchase order prior . 60 offeror will retain all records as It is the responsibility of the records as Exhibit F, Federal Funds Certifications, Certification of Compliance with Energy Policy and Conservation Act, P.60 offeror ; 49 C.F.R. conservation plan issued It is the re items under the resulting , P.60 rovide such mpetition. when requested acceptance of an whether its products comply to with all he applicable Exhibit F, Federal Funds Certifications, Certification of Compliance with Buy America , (1) - een vices, which are used solely for the ta. Separate to certify -funded projects product is subject to a e Buy America ntains a microprocessor or P.60 it will certify 1 it will certify 62 Exhibit F, Federal Funds Certifications, Community Development Block Grants, P.62 trictive requirement. When using -Bacon -4010 Labor Provisions also Development. and , Offeror shall comply with -Bacon -4010 Labor Provisions also and as 64 , P.66 Federal Requirements , are ctivated and required when federal Federal Requirements FEMA Special Conditions section federal funding may be is d, and Contractor is notified Exhibit F, Federal Funds Certifications, FEMA and Additional Federal Funding Special Conditions, 3. P.68 ction 204 of Executive ct as a means of enforcing such ch dealer subcontract or unless exempted by subcontractor or vendor. The dealer subcontract or rder as the administering subcontractor or vendor as a , Sign- 81 FEMA Special Conditions section of ., as applicable. HON Integrated Design Solutions The HON Company's Integrated Design Solutions (IDS) team comprises expert design professionals dedicated to supporting our dealers and clients by providing complimentary, meticulously crafted design packages. These packages ensure accurate specifications and enhance the overall value of our offerings. Plan & Specify: Our IDS team collaborates with dealers to produce professional design packages, including 2D furniture plans, white sweep renderings, a comprehensive bill of materials/parts list, and the CET Designer file. These detailed plans offer customers a comprehensive overview of their furniture projects. Audit: Additionally, our IDS team offers auditing services to verify the completeness and accuracy of drawings and parts lists. A HON Interior Designer conducts thorough checks to ensure quantities, product compatibility, and structural integrity. Value Engineering: To optimize furniture layouts and offer cost-saving solutions, our IDS teams provide value engineering options and suggestions tailored to meet our customers' specific needs. Rendering: Our IDS team creates realistic renderings to help customers visualize their furniture installations, including fabrics and finishes. These renderings provide invaluable insights into the final look of the space before ordering. Enhanced services include Live Design collaboration, virtual walkthrough capabilities, and project consultation, ensuring a seamless and tailored experience for our customers. Virtual Live Design Enhance the customer experience through innovative online project collaboration with trade partners and customers utilizing HON talent, CET Designer, and Microsoft Teams. This virtual platform fosters seamless communication and collaboration, ensuring efficient project execution and customer satisfaction. 2D VR Experience Offer self-guided virtual project tours designed to help customers visualize their space and HON solutions. These tours are created based on a Plan & Specify project, utilizing the HON and Yulio Jump CET extensions to provide an immersive and engaging experience. 3D VR Experience Deliver curated and guided virtual project tours with VR goggles, immersing customers in their space and HON solutions. These tours are built off a Plan & Specify project, leveraging the HON and Yulio Jump CET extensions to provide an interactive and immersive visualization experience. The HON Company | Request Attachment #52 Value Add1 Visualize Your Product Product configurators allow clients and design partners to collaborate on the configuration and aesthetic of a product more seamlessly, getting from inspiration to installation quicker. Having a clear visual depiction of any product solution allows decision makers to clearly articulate their design intent and direction. HON’s Product Configurator provides the latest technology for users to configure not only task seating options but also Executive & Conference Seating, Guest Seating, Lounge Seating, Stools, Stacking, Big & Tall, Education Seating, Contain Lockers, Contain Wardrobes, and Fuse Storage. In addition, we have a room planner, scene configurator, chair chooser, and multiple design resources. It is important to note that these tools are for general use and not specific to Region 4/OMNIA Partners or any other customers with contract specific products. Product Configurator Product Configurator The HON Company | Request Attachment #52 Value Add2 Textile Innovations & Sustainability Awards PFAS Removal from Standard Finish Offerings HNI is proud to announce that we will be completely free of intentionally added PFAS in our standard textiles and finishes in July of 2024. We are actively working with our suppliers and partners to transition our finishes to PFAS free versions, so that we able to provide quality product without harsh chemical treatments. Sustainability •We are researching, developing, and testing the following sustainable materials. •Biobased foam that uses landfill diverted biomass from food processing wastes. •Recycled PET resin in powdered coated paint. •Carbon negative materials made from Biochar and woody fiber plants. •Circular materials made from our products and wastes. The Better Project Award acknowledges HNI's exceptional achievements in executing energy-efficient initiatives within its manufacturing operations, particularly concerning the optimization of paint booth ovens. Through the addition of air curtains designed by HNI, it was able to reduce oven energy demand by up to 30% per oven while also stabilizing oven temperatures. These improvements help increase efficiency, reduce overall greenhouse gas emissions, and provide a better working environment for members. America's Most Responsible Companies were selected based on publicly available key performance indicators derived from social responsibility reports, sustainability reports, as well as an independent survey.The results are focused on company performance across environmental sustainability, social responsibility, and corporate governance. HNI has been awarded in the past: 2023 Ranked #6, 2022 Ranked #38, 2021 Ranked #309, 2020 Ranked #246 “HNI is honored to once again be named to the list of the most responsible companies in America," said Jeff Lorenger, Chairman, President, and Chief Executive Officer of HNI Corporation. "This acknowledgement underscores our commitment to corporate social responsibility as a core value and highlights the progress we are making on our long-term goals. We are honored to continue to be recognized for our efforts.” Jeff Lorenger | President, CEO of HNI Corporation The HON Company | Request Attachment #52 Value Add3 To keep your business at peak productivity, waiting isn’t always an option. The HON NOW Quickship Program was designed for movers and shakers like you who want exceptional quality, durability, and versatility without compromising valuable time. Whether you’re outfitting a brandnew workspace or simply expanding the one you already have, we’ve got a variety of dependable and supportive office furniture solutions designed to fit your needs and your schedule - in a hurry, without the hassle HON NOW offers a comprehensive product offering to meet your office furniture needs while keeping speed as a priority. With a comprehensive product offering and billions of seating customization options, the program can outfit an entire Private Office, Open Office, Collaborative, Common or Welcome Space. HON NOW gives customers access to just a chair or desk all the way to an entire private office, open office workstations to a collaborative space in your office all delivered with speed. •No minimum or maximum order threshold. However, large quantity orders or large dollar volume orders will be reviewed and may receive lead times greater than the HON NOW Program delivery threshold. •Orders are subject to availability based on the HON NOW assortment. HON NOW Look for this icon throughout hon.com and other marketing resources to find fully customizable chairs that ship in 2-days. The Leading Mid-Market Quickship Manufacturer The HON Company | Request Attachment #52 Value Add4 Hon. Make your space work. June 3, 2024 Region 4 Education Service Center 7145 West Tidwell Road Houston, TX 77092 RE: HON NOW Program for Solicitation Number RFP 24-01 Dear Region 4 Education Service Center & OMNIA Partners, The HON Company is excited to request the addition of the HON NOW quick ship program with our RFP response. HON NOW offers a comprehensive product offering to meet your office furniture needs while keeping speed as a priority. HON NOW is designed to deliver on average in 10 business days. Below are the specific details of the program HON is offering to the OMNIA Partner/Region 4 ESC customers: •HON NOW program orders shall be based upon the HON NOW commercial program terms and conditions. •Orders using the NOW quick ship program will be based off of the HON Commercial List Price in effect at time of order. •HON NOW orders must be issued to the HON authorized dealer for processing and invoicing. •The HON NOW commercial program list prices and product assortment may be revised at any time, and all such revisions are incorporated by reference herein without need to formally amend this agreement•Delivery occurs within 11 business days upon HON's receipt of a "clean" order - a "clean" order meets the terms of the program and has all the necessary information needed to successfully process •If the order requires liftgate or palletization, you must request an Enhanced Service through the Community. o Liftgate will not be available for orders of 250 cubes or greater due to carrier limitations. o All orders shipping LTL will be palletized. •Discounting off list price for any order is as follows: Hon NOW""' Total Order at List Systems & Pedestals All Orders 64.70% All Other HON NOW Product 51-10% •HON NOW orders are limited to quantities available in-stock at time of order; because the NOW program is to designed to satisfy a fast option to the items most frequently requested, the product offering is updated frequently. Product modifications will not be required for these updates. •Products offered under the NOW program may include product categories which are not available under the terms of this contract {i.e. 5-year warranty items, specific product categories). All products available under the NOW program will be offered to eligible entities under this agreement. •The HON published warranty for each product in effect at time of order placement shall apply. Please click on the following link to view the HON NOW Di Sincerely, Eric Schroeder Vice President, Finance -HNI Workplace Furnishings The HON Company hon.com Enhanced Services We are excited to introduce Enhanced Services, the ability to order additional services right along with your HON products. We understand that some orders are unique and have special requirements that are not included in our standard services and want to make that an easy process for you. As a result, we are offering two different types of enhanced services. The orderable services will have a fixed fee per purchase order while the service requests are more unique and will require a quote from Customer Support. The ultimate goal for HON’s Enhanced Services is to make it easier for you to provide an exceptional experience for your customers while increasing profitability. Please direct any questions to HON Customer Support at GeneralSupport@hniworkplacefurnishings.com. Orderable Services Customer may order in eOrdering or submit PO without pre-approval for service Cost for Service Lift Gate (Limited to orders less than 250 cubes)$250/Order Proof of Delivery $20/Order Professional Protective Equipment (minimum order size of 250 cubes)$50/Order US Citizen Driver $50/Order Inside Delivery (Limited to orders less than 250 cubes)$250/Order Services Requiring Approval Customer must receive approval for service before ordering service. In some cases, these services may not be available after order is placed. Cost for Service Specific Delivery Date/Time Actual Charges Apply Dedicated Truckload Delivery Actual Charges Apply Ocean Container Actual Charges Apply ($2,000 minimum) Trailer Length Maximum Actual Charges Apply Advanced Clearance Actual Charges Apply Carrier Insurance $50/Order Expedited Transit Actual Charges Apply Palletization Actual Charges Apply ($1,000 minimum) Special Permits $50/Order + Permit Fees The HON Company | Request Attachment #52 Value Add6 2022 Corporate Social Responsibility Report SustainingEnvironments Table of Contents C. Maxwell Stanley, Clement Hanson, and H. Wood Miller start a new company called Home-O-Nize. 1947 3 A Message from Our CEO 4 Awards and Achievements 5 Continued Engagements and Commitments 6 About HNI/Governance 8 About This Report 9 Goals and Progress 11 Respecting People 21 Reducing Impacts 28 Redefining Tomorrow Appendix 39 GRI Content Index 64 TCFD Disclosure 66 SASB Disclosure 2022 HNI Corporate Social Responsibility Report 2 In 2022, HNI celebrated 75 years of creating products that encourage collaboration and productivity in the workplace and warm memories at home. Since our founding, we are proud to have continually built a great place to work for our members. Looking forward to our next 75 years, and beyond, we continue to build on our strong foundation and launch new initiatives to lead HNI into the future. These initiatives are based on our belief that tomorrow must be more inclusive, safer, and more sustainable than yesterday to meet the pressing challenges ahead. We anchor this work in our corporate social responsibility (CSR) strategy called CORE: Conscious Operations and Responsible Environments. CORE is HNI’s blueprint for the future to promote respect and a place for all members, reduction of our environmental and climate impacts, and creation of more sustainable products. Company holds first annual recognition dinner to honor members with 5+ years of service. CORE integrates our belief in respecting people and supporting our communities, and it promotes HNI Belong. HNI Belong focuses on increasing diversity throughout the company, including growing the number of women and ethnically diverse members serving at manager level and above. To demonstrate our commitment to CORE, in 2021, we began aligning executive compensation with our diversity goals, and in 2022, we began aligning executive compensation with our sustainability goals. In this way, we are strengthening and motivating our entire organization toward achieving the CSR goals outlined in this report. We understand the call to innovate and think about our resources in new ways. This year, across all HNI brands and departments, we found ways to further reduce energy consumption, emissions, and waste. We are embracing sustainability as part of our company culture and as an important consideration in all of our decisions. Reducing ImpactsRespecting PeopleGoals & Progress Redefining Tomorrow AppendixLeadershipAbout HNI As part of this work, we have aligned our emissions targets to the Science Based Targets initiative (SBTi) in an effort to reduce global warming and limit the impact of climate change. As we build the elements of CORE into our culture, we are providing an opportunity for all of our members to get even more involved and empowered to help create positive change—being more inclusive; becoming better stewards of our resources; and building stronger, healthier communities. As you will learn in the following pages, HNI is gaining momentum and making important strides toward our corporate CSR goals. As we continue to grow our family of brands with the addition of Kimball International, we collectively are committed to the long-term success of HNI, which includes our commitment to the objectives outlined in this report. Please join us on our journey. Jeffrey D. Lorenger Chairman, President, and Chief Executive Officer HNI Corporation Leadership Message from Jeffrey Lorenger,Chairman, President and CEO 1956 HNI announced the acquisition of Kimball International in 2023. Due to the timing of this acquisition, data within this report is not inclusive of Kimball International.2022 HNI Corporate Social Responsibility Report 3 Business Information The HON Company 200 Oak Street Muscatine IA, 52761 United States of America DUNS Number: 14-781-4735 FEIN Number: 42-1491474 The HON Company | Request Attachment #10 Dunn & Bradstreet report1 Currency: USDSummary Totals 2 Total Outstanding 432 Approved Credit Limit - Credit Limit Utilization - Total Past Due 432 Total 90 Days+ 432 Account Level Detail Account Name Total Outstanding Approved Credit Limit Credit Limit Utilization Total Past Due Total 90 Days+ ENDUSER PURCHASE- HON Account ID: #1140 432 0 -432 432 STATE & LOCAL CREDIT CARD-HON Account ID: #1349 0 0 -0 0 Printed By:Jesse Albrecht Date Printed:05/22/2024 LIVE REPORT ACTIVE HEADQUARTERS HON COMPANY LLC, THE Tradestyle(s):(SUBSIDIARY OF HNI CORPORATION, MUSCATINE, IA) 2 D-U-N-S Number:14-781-4735 Phone:+1 563 272 7100 Address:200 Oak St, Muscatine, IA, 52761, United States Of America Web:www.hon.com Endorsement:AlbrechtJ@hniworkplacefurnishings.com KEY DATA ELEMENTS (Formerly: SCORE BAR) KDE Name Current Status Details PAYDEX®76 6 Days Beyond Terms Delinquency Score 65 Moderate Risk of severe payment delinquency. Failure Score 80 Low to Moderate Risk of severe financial stress. D&B Viability Rating 3 2 B Z View More Details Bankruptcy Found  No D&B Rating 1R3 10 employees and over, Moderate Risk ALL ACCOUNTS COMPANY PROFILE  D-U-N-S 14-781-4735 Legal Form Unknown History Record Clear Date Incorporated Mailing Address PO Box 1109 Muscatine, IA, 52761, UNITED STATES Telephone +1 563 272 7100 Website www.hon.com Employees 4,000 (450 here) Age (Year Started) 25 Years (1999) Named Principal Brandon Bullock , PRES Line of Business HIGH MODERATE-HIGH MODERATE LOW-MODERATE LOW Dun & Bradstreet thinks... MAXIMUM CREDIT RECOMMENDATION 470,000 (USD) The recommended limit is based on a moderately low probability of severe delinquency. 07/02/1999 State of Incorporation IOWA Ownership Not publicly traded Present Control Succeeded 1999 Ret furniture SIC 5712 NAICS 449110 Street Address: 200 Oak St, Muscatine, IA, 52761, United States Of America OVERALL BUSINESS RISK  Overall assessment of this organization over the next 12 months:Stable Condition Based on the predicted risk of business discontinuation:High Likelihood Of Continued Operations Based on the predicted risk of severely delinquent payments:Moderate Potential For Severely Delinquent Payments D&B MAX CREDIT RECOMMENDATION  FAILURE SCORE (Formerly Financial Stress Score) Company's Risk Level LOW-MODERATE Probability of failure over the next 12 months 0.09 % 80 High Risk (1)Low Risk (100) Past 12 Months Low Risk High Risk DELINQUENCY SCORE (Formerly Commercial Credit Score) Company's Risk Level MODERATE Probability of delinquency over the next 12 months 4.2 % 65 High Risk (1)Low Risk (100) Viability Score Data Depth Indicator Portfolio Comparison This Company Industry Benchmark Past 12 Months Low Risk High Risk VIABILITY RATING SUMMARY  3 High Risk (9)Low Risk (1) B Descriptive (G)Predictive (A) 2 High Risk (9)Low Risk (1) Financial Data Unavailable Trade Payments Company Size Years in Business - D&B PAYDEX® 76 High Risk (1)Low Risk (100) 6 days beyond terms Past 24 Months Low Risk High Risk D&B PAYDEX - 3 MONTHS  50 High Risk (1)Low Risk (100) 30 days beyond terms PAYDEX® TREND CHART   No SBRI Origination Score data is currently available.  No D&B SBFE Score data is currently available. SBRI ORIGINATION D&B SBFE SCORE D&B RATING  Current Rating as of 12/26/2023 Employee Size 1R : 10 employees and over Risk Indicator 3 : Moderate Risk Events Occurrences Last Filed Bankruptcies 0 - Judgements 0 - Liens 1 03/28/2016 Suits 3 03/25/2020 UCC 27 04/08/2020 LEGAL EVENTS DETAILED TRADE RISK INSIGHT™ Days Beyond Terms 1 Days 3 Months From Mar-24 to May-24 1 High Risk (120+)Low Risk (0) Dollar-weighted average of 14 payment experiences reported from 7 companies. Recent Derogatory Events Status Mar-24 Apr-24 May-24 Placed for Collection _139 on acct _ Bad Debt Written Oﬀ___ Total Amount Current and Past Due - Current 1-30 days 31-60 days 61+ days DETAILED TRADE RISK INSIGHT™ 13 MONTH TREND May-23 Jun- 2 3 Jul- 2 3 Aug - 2 3 Sep- 2 3 Oct- 2 3 Nov- 2 3 Dec- 2 3 Jan- 2 4 Feb-2 4 Mar- 2 4 Apr- 2 4 2,000,000 4,000,000 0 5,063,399  No Data Available FINANCIAL OVERVIEW - BALANCE SHEET Highest Past Due: 35,000 Highest Now O wing 700,000 Total Trade Exp eriences 38 Largest High C redit 800,000 TRADE PAYMENTS  No Data Available FINANCIAL OVERVIEW - PROFIT AND LOSS OWNERSHIP Subsidiaries - Branches 7 Total Members 181 This company is a Headquarters, Subsidiary. Global Ultimate Immediate Parent Domestic Ultimate Name HNI Corporation HNI Corporation HNI Corporation Country United States United States United States D-U-N-S 00-526-9709 00-526-9709 00-526-9709 Others --- FINANCIAL OVERVIEW - KEY BUSINESS RATIOS GENERAL INDUSTRY The rail sector combines eﬃciency, proﬁtability and sustainability - Part 1 Hospitality On - En 05/17/2024 EARNINGS RELEASE, FINANCIAL NEWS, MERGER AND ACQUISITION Honeywell (HON) Rides on Business Strength Amid Headwinds Finanzen.net 05/16/2024 MERGER AND ACQUISITION Honeywell (HON) Rides on Business Strength Amid Headwinds Yahoo Finanzas - Sitemap 05/16/2024 AWARDS HON Announces Top Sales Distinction Awards to Industry-leading Dealer Partners Oﬃce Insight - Interviews 05/09/2024 EARNINGS RELEASE, GENERAL INDUSTRY, FINANCIAL NEWS Analysts Oﬀer Insights on Industrial Goods Companies: WillScot Mobile Mini Holdings (WSC) and Honeywell International (HON) Markets Businessinsider.com - News-2 05/08/2024 EARNINGS RELEASE, GENERAL INDUSTRY, FINANCIAL NEWS Berenberg Bank Keeps Their Buy Rating on Honeywell International (HON) Markets Businessinsider.com - News-2 05/07/2024 GENERAL INDUSTRY New trend in hospitality technologies to enhance the customer experience - Part 2 Hospitality On - En 05/03/2024 GENERAL INDUSTRY S&P500 Companies Involved in weapons manufacturing Wealth Awesome 05/01/2024 EARNINGS RELEASE, FINANCIAL NEWS Daily Dividend Report: IBM,WMB,HON,LIN,GPC Nasdaq 04/30/2024 EARNINGS RELEASE, GENERAL INDUSTRY, FINANCIAL NEWS Is Trending Stock Honeywell International Inc. (HON) a Buy Now? Finanzen.net 04/30/2024  No Data Available  There are no alerts for this D-U-N-S Number. ALERTS  NEWS COUNTRY/REGIONAL INSIGHT United States Of America Inflationary pressures drive a drop in US shopper sentiment and stifle consumer spending growth; the Fed's higher-for-longer view for interest rates dampens the domestic demand outlook. Risk Category LOW High Risk Low Risk   No stock performance data is available for this D-U-N-S Number. The scores and ratings included in this report are designed as a tool to assist the user in making their own credit related decisions, and should be used as part of a balanced and complete assessment relying on the knowledge and expertise of the reader, and where appropriate on other information sources. The score and rating models are developed using statistical analysis in order to generate a prediction of future events. Dun & Bradstreet monitors the performance of thousands of businesses in order to identify characteristics common to speciﬁc business events. These characteristics are weighted by signiﬁcance to form rules within its models that identify other businesses with similar characteristics in order to provide a score or rating. Dun & Bradstreet's scores and ratings are not a statement of what will happen, but an indication of what is more likely to happen based on previous experience. Though Dun & Bradstreet uses extensive procedures to maintain the quality of its information, Dun & Bradstreet cannot guarantee that it is accurate, complete or timely, and this may aﬀect the included scores and ratings. Your use of this report is subject to applicable law, and to the terms of your agreement with Dun & Bradstreet. Detailed Trade Risk Insight™ Detailed Trade Risk Insight provides detailed updates on over 1.5 billion commercial trade experiences collected from more than 260 million unique supplier/purchaser relationships. How should I interpret derogatory events? Available Reports Country Insight Report (CIR)  Current Publication Date: 05/17/2024 Country Insight Snapshot (CIS)  Current Publication Date: 05/17/2024 STOCK PERFORMANCE DAYS BEYOND TERMS - PAST 3 & 12 MONTHS 3 Monthsof Mar-24 to May-24 Days Beyond Terms :1 Days Dollar-weighted average of14 payment experiences reported from7companies. 1 High Risk (150)Low Risk (0) 12 monthsof Jun-23 to May-24 Days Beyond Terms :2 Days Dollar-weighted average of44 payment experiences reported from21companies. 2 High Risk (150)Low Risk (0) DEROGATORY EVENTS LAST 13 MONTHS FROM MAY-23 TO MAY-24 May-23 Jun-23 Jul-23 Aug-23 Sep-23 Oct-23 Nov-23 Dec-23 Jan-24 Feb-24 Mar-24 Apr-24 May-24 100 0 139 LEGEND Placed for Collection Bad Debt Written Oﬀ Status May- 23 Jun-23 Jul-23 Aug- 23 Sep- 23 Oct- 23 Nov- 23 Dec- 23 Jan-24 Feb- 24 Mar- 24 Apr- 24 May- 24 Placed for Collection ___________139 on 1 acct _  Status May-23 Jun-23 Jul-23 Aug-23 Sep-23 Oct-23 Nov-23 Dec-23 Jan-24 Feb-24 Mar-24 Apr-24 May-24 Total 5,063,399 4,858,926 4,293,344 4,814,265 4,852,689 4,540,770 4,951,190 4,449,553 3,553,328 3,052,822 2,954,681 2,750,895 2,750,895 Current 4,956,011 4,838,813 4,228,776 4,553,623 4,770,212 4,456,285 4,884,537 4,194,979 3,301,050 2,748,318 2,589,678 2,703,529 2,703,529 1-30 Days Past Due 86,611 7,232 45,490 214,863 23,154 46,196 14,160 205,245 191,360 259,724 226,713 16,001 16,001 31-60 Days Past Due 19,030 11,974 6,381 32,935 10,152 6,011 23,008 2,785 13,599 5,291 97,660 325 325 61-90 Days Past Due 709 0 12,046 6,381 39,316 5,154 1,684 20,641 2,785 2,329 2,576 0 0 91+ Days Past Due 1,038 907 651 6,463 9,855 27,124 27,801 25,903 44,534 37,160 38,054 31,040 31,040 Risk Assessment The D&B Viability Rating uses D&B's proprietary analytics to compare the most predictive business risk indicators and deliver a highly reliable assessment of the probability that a company will go out of business, become dormant/inactive, or ﬁle for bankruptcy/insolvency within the next 12 months. The D&B Viability Rating is made up of 4 components: Bad Debt Written Oﬀ _____________ TOTAL AMOUNT CURRENT AND PAST DUE - 13 MONTH TREND FROM MAY-23 TO MAY-24 May-23 Jun-23 Jul-23 Aug-23 Sep-23 Oct-23 Nov-23 Dec-23 Jan-24 Feb-24 Mar-24 Apr-24 May-24 2,000,000 4,000,000 0 5,063,399 LEGEND Current 1-30 days 31-60 days 61-90 days 91+ days Currency: All ﬁgures shown in USD unless otherwise stated D&B RISK ASSESSMENT HIGH MODERATE- HIGH MODERATE LOW- MODERATE LOW OVERALL BUSINESS RISK Dun & Bradstreet thinks... Overall assessment of this organization over the next 12 months: STABLE CONDITION Based on the predicted risk of business discontinuation: HIGH LIKELIHOOD OF CONTINUED OPERATIONS Based on the predicted risk of severely delinquent payments: MODERATE POTENTIAL FOR SEVERELY DELINQUENT PAYMENTS MAXIMUM CREDIT RECOMMENDATION 470,000 (USD) The recommended limit is based on a moderately low probability of severe delinquency. D&B VIABILITY RATING SUMMARY Viability Score Compared to All US Businesses within the D&B Database: Level of Risk:Low Risk Businesses ranked 3 have a probability of becoming no longer viable: 3 % Percentage of businesses ranked 3: 15 % Across all US businesses, the average probability of becoming no longer viable:14 % 3 High Risk (9)Low Risk (1) Portfolio Comparison Compared to All US Businesses within the same MODEL SEGMENT: Model Segment :Established Trade Payments Level of Risk:Low Risk Businesses ranked 2 within this model segment have a probability of becoming no longer viable: 3 % Percentage of businesses ranked 2 with this model segment: 16 % Within this model segment, the average probability of becoming no longer viable:5 % 2 High Risk (9)Low Risk (1) Business and Industry Trends FAILURE SCORE Industry Median Quartile Data Depth Indicator Data Depth Indicator: Rich Firmographics Extensive Commercial Trading Activity Basic Financial Attributes Greater data depth can increase the precision of the D&B Viability Rating assessment. To help improve the current data depth of this company, you can ask D&B to make a personalized request to this company on your behalf to obtain its latest ﬁnancial information. To make the request, click the link below. Note, the company must be saved to a folder before the request can be made. Request Financial Statements Reference the FINANCIALS tab for this company to monitor the status of your request. B Descriptive (G)Predictive (A) Company Proﬁle: Company Proﬁle Details: Financial Data:False Trade Payments: Company Size: Years in Business: Subsidiary Z FAILURE SCORE FORMERLY FINANCIAL STRESS SCORE 80 High Risk (1)Low Risk (100) Low proportion of satisfactory payment experiences to total payment experiences UCC Filings reported High proportion of slow payment experiences to total number of payment experiences Composite credit appraisal is rated fair Level of Risk Low-Moderate Raw Score 1533 Probability of Failure 0.09 % Average Probability of Failure for Businesses in D&B Database 0.48 Class 2 BUSINESS AND INDUSTRY COMPARISON Region (WEST NORTH CENTRAL) Industry GENERAL RETAIL Employee Size Employee range:(500-2300000) Age Years in Business:(11-25) This Business 20 40 60 Ave r a g e N a t i o n a l S c o r e 0 80 Selected Segments of Business Attributes Proportion of slow payments in recent months Higher risk industry based on delinquency rates for this industry Proportion of past due balances to total amount owing Evidence of open suits and liens Business and Industry Trends DELINQUENCY SCORE Industry Median Quartile Norms National % This Business 80 Region:(WEST NORTH CENTRAL)60 Industry:GENERAL RETAIL 33 Employee range:(500-2300000)53 Years in Business:(11-25)43 DELINQUENCY SCORE FORMERLY COMMERCIAL CREDIT SCORE 65 High Risk (1)Low Risk (100) Level of Risk Moderate Raw Score 520 Probability of Delinquency 4.2 % Compared to Businesses in D&B Database 10.2 % Class 3 BUSINESS AND INDUSTRY COMPARISON Region (WEST NORTH CENTRAL) Industry GENERAL RETAIL Employee Size Employee range:(500-2768886) Age Years in Business:(11-25) This Business 20 40 60 Ave r a g e N a t i o n a l S c o r e 0 75 Selected Segments of Business Attributes Norms National % This Business 65 Region:(WEST NORTH CENTRAL)49 Industry:GENERAL RETAIL 36 Employee range:(500-2768886)75 Years in Business:(11-25)46 D&B PAYDEX 76 High Risk (1)Low Risk (100) D&B 3 MONTH PAYDEX 50 High Risk (1)Low Risk (100) 5712 - Ret furniture Business and Industry Trends PAYDEX Industry Lower Quartile Industry Median Quartile Industry Upper Quartile Trade Payments When weighted by amount, Payments to suppliers average 6 Days Beyond Terms High risk of late payment (Average 30 to 120 days beyond terms) Medium risk of late payment (Average 30 days or less beyond terms)  Low risk of late payment (Average prompt to 30+ days sooner) Industry Median:75 Equals 8 Days Beyond Terms Based on payments collected 3 months ago. When weighted by amount, Payments to suppliers average 30 days beyond terms High risk of late payment (Average 30 to 120 days beyond terms) Medium risk of late payment (Average 30 days or less beyond terms)  Low risk of late payment (Average prompt to 30+ days sooner) Industry Median:75 Equals 8 Days Beyond Terms D&B RATING Current Rating as of 12/26/2023 Employee Size 1R : 10 employees and over Risk Indicator 3 : Moderate Risk Previous Rating Employee Size 1R : 10 employees and over Risk Indicator 4 : Higher than Average Risk History since 05/02/2006 Date Applied D&B Rating 01/11/2022 1R4 06/10/2019 1R3 06/13/2018 1R4 10/31/2016 1R3 02/01/2016 1R2 Currency: All ﬁgures shown in USD unless otherwise stated TRADE PAYMENTS SUMMARY (Based on 24 months of data) Overall Payment Behaviour 6 Days Beyond Terms % of Trade Within Terms 74% Highest Past Due 35,000 (USD) Highest Now Owing : 700,000 (USD) Total Trade Experiences: 38 Largest High Credit : 800,000 (USD) Average High Credit : 48,967 (USD) Total Unfavorable Comments : 0 Largest High Credit: 0 (USD) Total Placed in Collections: 1 Largest High Credit: 0 (USD) D&B PAYDEX 76 When weighted by amount, Payments to suppliers average 6 Days Beyond Terms High risk of late payment (Average 30 to 120 days beyond terms) Medium risk of late payment (Average 30 days or less beyond terms) High Risk (1)Low Risk (100) D&B 3 MONTH PAYDEX 50 Based on payments collected 3 months ago. When weighted by amount, Payments to suppliers average 30 days beyond terms High risk of late payment (Average 30 to 120 days beyond terms) Medium risk of late payment (Average 30 days or less beyond terms) High Risk (1)Low Risk (100) PAYDEX Industry Lower Quartile Industry Median Quartile Industry Upper Quartile Range of Credit Extended (US$)Number of Payment Experiences Total Value % Within Terms 100,000 & over 2 900,000 (USD)100 50,000 - 99,999 2 145,000 (USD)52 15,000 - 49,999 2 45,000 (USD)44 5,000 - 14,999 3 22,500 (USD)78 1,000 - 4,999 6 10,500 (USD)95 Less than 1,000 8 3,250 (USD)77  Low risk of late payment (Average prompt to 30+ days sooner) Industry Median:75 Equals 8 Days Beyond Terms  Low risk of late payment (Average prompt to 30+ days sooner) Industry Median:75 Equals 8 Days Beyond Terms BUSINESS AND INDUSTRY TRENDS Based on 24 months of data 5712 - Ret furniture 6/22 7/22 8/22 9/22 10/22 11/22 12/22 1/23 2/23 3/23 4/23 5/23 6/23 7/23 8/23 9/23 10/23 11/23 12/23 1/24 2/24 3/24 4/24 Current 2024 This Business 62 63 72 72 72 72 75 75 74 75 76 75 76 76 76 76 75 75 76 76 76 76 76 76 Industry Quartile Upper 78 --78 --78 --78 --78 --78 --78 --78 -- Median 74 --74 --74 --74 --75 --75 --75 --75 -- Lower 67 --67 --67 --67 --68 --69 --69 --69 -- TRADE PAYMENTS BY CREDIT EXTENDED (Based on 12 months of data) TRADE PAYMENTS BY INDUSTRY (BASED ON 24 MONTHS OF DATA) Collapse All | Expand All Industry CategoryNumber of Payment Experiences Largest High Credit (US$) % Within Terms (Expand to View) 1 - 30 Days Late (%) 31 - 60 Days Late (%) 61 - 90 Days Late (%) 91 + Days Late (%) 25 - Furniture and Fixtures 1 500 100 0 0 0 0 2522 - Mfg nonwd oﬃce furn 1 500 100 0 0 0 0 26 - Paper and Allied Products 1 20,000 100 0 0 0 0 2679 - Mfg converted paper 1 20,000 100 0 0 0 0 28 - Chemicals and Allied Products 1 2,500 100 0 0 0 0 2821 - Mfg plastics/resins 1 2,500 100 0 0 0 0 30 - Rubber and Miscellaneous Plastics Products 3 800,000 100 0 0 0 0 3069 - Mfg fabricated rubber 3 800,000 100 0 0 0 0 34 - Fabricated Metal Products except Machinery and Transportation Equipment 1 7,500 100 0 0 0 0 3442 - Mfg metal doors/trim 1 7,500 100 0 0 0 0 35 - Industrial and Commercial Machinery and Computer Equipment 2 10,000 60 40 0 0 0 3563 - Mfg air/gas compress 2 10,000 60 40 0 0 0 42 - Motor Freight Transportation and Warehousing 3 1,000 73 0 0 0 27 4213 - Trucking non-local 3 1,000 73 0 0 0 27 48 - Communications 1 75,000 100 0 0 0 0 4813 - Telephone communictns 1 75,000 100 0 0 0 0 50 - Wholesale Trade - Durable Goods 2 1,000 100 0 0 0 0 5063 - Whol electrical equip 1 1,000 100 0 0 0 0 5065 - Whol electronic parts 1 250 100 0 0 0 0 51 - Wholesale Trade - Nondurable Goods 1 750 0 100 0 0 0 5169 - Whol chemicals 1 750 0 100 0 0 0 57 - Home Furniture Furnishings and Equipment Stores 1 25,000 0 0 100 0 0 5712 - Ret furniture 1 25,000 0 0 100 0 0 59 - Miscellaneous Retail 2 70,000 50 25 0 0 25 5999 - Ret misc merchandise 1 70,000 0 50 0 0 50 5943 - Ret stationery 1 50 100 0 0 0 0 61 - Nondepository Credit Institutions 1 750 100 0 0 0 0 6153 - Short-trm busn credit 1 750 100 0 0 0 0 76 - Miscellaneous Repair Services 2 2,500 100 0 0 0 0 7694 - Armature rewinding 2 2,500 100 0 0 0 0 Date of Experience Payment Status Selling Terms High Credit (US$) Now Owes (US$) Past Due (US$) Months Since Last Sale 04/24 Pays Promptly -20,000 20,000 0 1 04/24 Pays Promptly -7,500 0 0 Between 6 and 12 Months 04/24 Pays Promptly -2,500 0 0 Between 6 and 12 Months 04/24 Pays Promptly -2,500 0 0 Between 4 and 5 Months 04/24 Pays Promptly -2,500 0 0 Between 6 and 12 Months 04/24 Pays Promptly -1,000 0 0 Between 4 and 5 Months 04/24 Pays Prompt to Slow 30+-10,000 10,000 0 1 04/24 Pays Prompt to Slow 180+-1,000 0 0 Between 6 and 12 Months 04/24 Pays Slow 60+N30 25,000 0 0 Between 6 and 12 Months 04/24 Pays Slow 30-120+-70,000 40,000 35,000 1 04/24 Placed for collection -0 100 100 - 04/24 -Cash account 1,000 0 0 1 04/24 -Cash account 50 0 0 Between 2 and 3 Months 03/24 Pays Promptly -5,000 0 0 1 01/24 Pays Promptly -75,000 75,000 0 1 01/24 Pays Promptly 1 15 N30 500 500 0 1 12/23 -Cash account 100 0 0 1 11/23 Pays Promptly -1,000 1,000 0 1 11/23 Pays Promptly -750 100 0 1 11/23 Pays Promptly -100 100 0 1 10/23 Pays Promptly -750 750 0 1 10/23 -Cash account 250 0 0 Between 6 and 12 Months 09/23 -Cash account 50 0 0 1 08/23 -Cash account 500 0 0 Between 6 and 12 Months 08/23 -Cash account 100 0 0 1 08/23 -Cash account 50 0 0 Between 6 and 12 Months 06/23 --50 0 0 Between 4 and 5 Months 04/23 --250 0 0 1 02/23 Pays Promptly -50 0 0 Between 6 and 12 Months 02/23 Pays Slow 30+-750 0 0 Between 4 and 5 Months 10/22 Pays Promptly -800,000 700,000 500 1 10/22 Pays Promptly -100,000 100,000 5,000 1 10/22 Pays Promptly -100 100 0 1 09/22 Pays Promptly -250 250 0 1 04/22 -Cash account 250 0 0 Between 6 and 12 Months 93 - Public Finance Taxation and Monetary Policy 1 5,000 100 0 0 0 0 9311 - Public ﬁnance 1 5,000 100 0 0 0 0 TRADE LINES Date of Experience Payment Status Selling Terms High Credit (US$) Now Owes (US$) Past Due (US$) Months Since Last Sale 04/22 -Cash account 100 0 0 1 04/22 -Cash account 100 0 0 Between 6 and 12 Months 04/22 -Cash account 100 0 0 1 Other Payment Categories Experience Total Amount Cash experiences 12 2,650 (USD) Payment record unknown 2 300 (USD) Unfavorable comments 0 0 (USD) Placed for collections 1 0 (USD) Total in D&B's ﬁle 38 1,129,200 (USD) Accounts are sometimes placed for collection even though the existence or amount of the debt is disputed. Payment experiences reﬂect how bills are met in relation to the terms granted. In some instances payment beyond terms can be the result of disputes over merchandise, skipped invoices etc. Each experience shown represents a separate account reported by a supplier. Updated trade experiences replace those previously reported. Corporate Linkage  Company Name City, State, Country D-U-N-S® NUMBER the Hon Company LLC Muscatine, IA, United States Of America 82-836-3247 The Hon Company LLC Jasper, AL, United States Of America 06-871-2580 The Hon Company LLC Muscatine, IA, United States Of America 08-015-3481 The Hon Company LLC Atlanta, GA, United States Of America 13-579-7863 The Hon Company LLC Washington, DC, United States Of America 17-509-8180 The Hon Company LLC Irvine, CA, United States Of America 80-582-4666 The Hon Company LLC Louisburg, NC, United States Of America 80-783-8094 Company Name City, State, Country D-U-N-S® NUMBER The Gunlocke Company L.L.C.Wayland, NY, United States Of America 19-993-6550 Sagus International, Inc.Temple, TX, United States Of America 12-833-6661 Paoli LLC Muscatine, IA, United States Of America 00-636-4764 PEARL CITY INSURANCE COMPANY Phoenix, AZ, United States Of America 11-403-0105 OFM, LLC Holly Springs, NC, United States Of America 93-354-6640 Monessen Holding Company LLC Muscatine, IA, United States Of America 11-731-3806 Monessen Hearth Systems Company, LLC Paris, KY, United States Of America 86-781-4444 Midwest Folding Products Corp.Temple, TX, United States Of America 01-370-6601 Maxon Furniture Inc.Muscatine, IA, United States Of America 06-769-4315 MJR Partners 3 LLC Muscatine, IA, United States Of America 07-929-0688 Kimball International, Inc.Jasper, IN, United States Of America 00-636-5803 OTHER PAYMENT CATEGORIES OWNERSHIP This company is a Headquarters, Subsidiary. Global Ultimate, Immediate Parent, Domestic Ultimate HNI Corporation United States D-U-N-S Number: 00-526-9709 BRANCHES LOCATION:All AFFILIATES LOCATION:All Kepco, LLC Jasper, IN, United States Of America 07-960-8288 Hon Internacional de México, S. de R.L. de C.V.Cienega de Flores, NLE, Mexico 58-813-3301 Hon Industrias, S. de R.L. de C.V.Monterrey, NLE, Mexico 81-255-8930 Hni Services L.L.C.Muscatine, IA, United States Of America 83-170-1417 Hni International Inc.Muscatine, IA, United States Of America 00-231-0220 Hickory Business Furniture, LLC Hickory, NC, United States Of America 12-804-5148 Hickory Business Furniture, Inc.Muscatine, IA, United States Of America 02-095-3638 Hearth & Home Technologies LLC Lakeville, MN, United States Of America 96-283-1095 HNI Technologies Inc.Muscatine, IA, United States Of America 83-170-1292 HNI Holdings Inc.Muscatine, IA, United States Of America 11-731-1900 HHT L.L.C.Colville, WA, United States Of America 14-863-7528 HFM Partners Muscatine, IA, United States Of America 11-731-1786 Design Holdings Inc.Muscatine, IA, United States Of America 11-790-1382 CONTRACT RESOURCE GROUP L.L.C.Muscatine, IA, United States Of America 02-332-0213 Allsteel Inc.Muscatine, IA, United States Of America 12-031-6711 Legal Events The following Public Filing data is for information purposes only and is not the oﬃcial record. Certiﬁed copies can only be obtained from the oﬃcial source. Lien - Tax Lien Filing Date 03/28/2016 Filing Number 201600004751 status Open Date Status Attained 03/28/2016 Received Date 04/01/2016 Amount 3,111 (USD) Debtors HON COMPANY LLC Creditors COMMONWEALTH OF PA DEPARTMENT OF REVENUE, HARRISBURG, PA Court ALLEGHENY COUNTY PROTHONOTARY, PITTSBURGH, PA Suit Filing Date 03/25/2020 Filing Number 202000302333 status Pending Date Status Attained 03/25/2020 Received Date 03/27/2020 Cause Negligence Currency: All ﬁgures shown in USD unless otherwise stated Bankruptcies No Judgements 0 Latest Filing: - Liens 1 Latest Filing: 03/28/2016 Suits 3 Latest Filing: 03/25/2020 UCCs 27 Latest Filing: 04/08/2020 EVENTS Plaintiffs COOPER, JAMES W., ELIZABETHTOWN, PA Defendant THE HON COMPANY LLC Defendant AND OTHERS Court PHILADELPHIA COUNTY COMMON PLEAS COURT, PHILADELPHIA, PA Suit Filing Date 03/12/2018 Filing Number 201800300918 status Pending Date Status Attained 03/12/2018 Received Date 03/16/2018 Cause Negligence Plaintiffs LELLI, JOANE, NORRISTOWN, PA Defendant THE HON COMPANY Court PHILADELPHIA COUNTY COMMON PLEAS COURT, PHILADELPHIA, PA Suit Filing Date 07/07/2016 Filing Number 141-286388-16 status Pending Date Status Attained 07/07/2016 Received Date 07/22/2016 Cause Unknown Plaintiffs BENJAMIN SMIT Defendant THE HON COMPANY, LLC Defendant AND OTHERS Court TARRANT COUNTY CIVIL DISTRICT COURT, FORT WORTH, TX UCC Filing - Original Filing Date 04/08/2020 Filing Number X20032483-3 Received Date 05/08/2020 Collateral Inventory and proceeds - Account(s) and proceeds - General intangibles(s) and proceeds - Chattel paper and proceeds - and OTHERS Secured Party CORPORATION SERVICE COMPANY, AS REPRESENTATIVE, SPRINGFIELD, IL Debtors THE HON COMPANY LLC Filing Office SECRETARY OF STATE/UCC DIVISION, DES MOINES, IA UCC Filing - Original Filing Date 02/28/2018 Filing Number E18013641-8 Received Date 03/09/2018 Collateral Negotiable instruments including proceeds and products - Accounts receivable including proceeds and products - Inventory including proceeds and products - Account(s) including proceeds and products - and OTHERS Secured Party C & S ASSOCIATES, INC. AS REPRESENTATIVE, CLEVELAND, OH Debtors THE HON COMPANY LLC Filing Office SECRETARY OF STATE/UCC DIVISION, DES MOINES, IA UCC Filing - Original Filing Date 06/22/2015 Filing Number E15040707-6 Received Date 07/16/2015 Collateral Negotiable instruments including proceeds and products - Accounts receivable including proceeds and products - Inventory including proceeds and products - Account(s) including proceeds and products - and OTHERS Secured Party MC MACHINERY SYSTEMS, INC., WOOD DALE, IL Debtors THE HON COMPANY, LLC Debtors and OTHERS Filing Office SECRETARY OF STATE/UCC DIVISION, DES MOINES, IA UCC Filing - Original Filing Date 06/24/2014 Filing Number E14048542-0 Received Date 07/15/2014 Collateral Negotiable instruments including proceeds and products - Accounts receivable including proceeds and products - Inventory including proceeds and products - Account(s) including proceeds and products - and OTHERS Secured Party MC MACHINERY SYSTEMS, INC., WOOD DALE, IL Debtors THE HON COMPANY LLC Filing Office SECRETARY OF STATE/UCC DIVISION, DES MOINES, IA UCC Filing - Original Filing Date 02/01/2008 Filing Number X119242-5 Received Date 02/06/2008 Collateral Accounts receivable and proceeds - General intangibles(s) and proceeds - Leased Equipment and proceeds Secured Party CANON FINANCIAL SERVICES, MT LAUREL, NJ Debtors HON COMPANY THE Filing Office SECRETARY OF STATE/UCC DIVISION, DES MOINES, IA UCC Filing - Original Filing Date 03/07/2007 Filing Number X088626-2 Received Date 03/22/2007 Collateral Accounts receivable and proceeds - General intangibles(s) and proceeds - Leased Equipment and proceeds Secured Party CANON FINANCIAL SERVICES, MT LAUREL, NJ Debtors HON COMPANY THE Filing Office SECRETARY OF STATE/UCC DIVISION, DES MOINES, IA UCC Filing - Original Filing Date 07/13/2006 Filing Number X067699 Received Date 07/20/2006 Collateral Accounts receivable and proceeds - General intangibles(s) and proceeds - Leased Equipment and proceeds Secured Party CANON FINANCIAL SERVICES, MT LAUREL, NJ Debtors HON COMPANY, THE Filing Office SECRETARY OF STATE/UCC DIVISION, DES MOINES, IA UCC Filing - Original Filing Date 06/27/2006 Filing Number X066421 Received Date 07/10/2006 Collateral Accounts receivable and proceeds - General intangibles(s) and proceeds - Leased Equipment and proceeds Secured Party CANON FINANCIAL SERVICES, MT LAUREL, NJ Debtors HON COMPANY, THE Filing Office SECRETARY OF STATE/UCC DIVISION, DES MOINES, IA UCC Filing - Original Filing Date 04/05/2006 Filing Number P534581 Received Date 04/14/2006 Collateral Accounts receivable and proceeds - Leased Assets and proceeds - General intangibles(s) and proceeds - Leased Business machinery/equipment and proceeds - Leased Equipment and proceeds Secured Party CANON FINANCIAL SERVICES, MT LAUREL, NJ Debtors HON COMPANY, THE Filing Office SECRETARY OF STATE/UCC DIVISION, DES MOINES, IA UCC Filing - Original Filing Date 01/09/2006 Filing Number P526800 Received Date 01/25/2006 Collateral Accounts receivable and proceeds - General intangibles(s) and proceeds - Leased Equipment and proceeds Secured Party CANON FINANCIAL SERVICES, INC., MT. LAUREL, NJ Debtors HON COMPANY, THE Debtors and OTHERS Filing Office SECRETARY OF STATE/UCC DIVISION, DES MOINES, IA The public record items contained in this report may have been paid, terminated, vacated or released prior to the date this report was printed. This information may not be reproduced in whole or in part by any means of reproduction. There may be additional UCC Filings in D&Bs ﬁle on this company available by contacting 1-800-234-3867. There may be additional suits, liens, or judgments in D&B's ﬁle on this company available in the U.S. P ublic Records Database, also covered under your contract. If you would like more information on this database, please contact the Customer Resource Center at 1-800-234-3867. If it is indicated that there are defendants other than the report subject, the lawsuit may be an action to clear title to property and does not necessarily imply a claim for money against the subject. A lien holder can ﬁle the same lien in more than one ﬁling location. The appearance of multiple liens ﬁled by the same lien holder against a debtor may be indicative of such an occurrence. Special Events There are no Special Events recorded for this business. Financials - D&B A detailed ﬁnancial statement is not available from this company for publication. D&B currently has no ﬁnancial information on ﬁle for this company Company Proﬁle Currency: All ﬁgures shown in USD unless otherwise stated Currency: All ﬁgures shown in USD unless otherwise stated A detailed ﬁnancial statement is not available from this company for publication. Currency: All ﬁgures shown in USD unless otherwise stated Currency: All ﬁgures shown in USD unless otherwise stated Currency: All ﬁgures shown in USD unless otherwise stated COMPANY OVERVIEW D-U-N-S 14-781-4735 Legal Form Unknown History Record Clear Date Incorporated 07/02/1999 Business Commenced On 1999 State of Incorporation IOWA Ownership Not publicly traded Mailing Address PO Box 1109 MUSCATINE, IA, 52761, UNITED STATES Telephone +1 563 272 7100 Website www.hon.com Present Control Succeeded 1999 SIC 5712 NAICS 449110 Employees 4,000 (450 here) Age (Year Started) 25 Years (1999) Named Principal Brandon Bullock , PRES Line of Business Ret furniture Street Address: 200 Oak St, Muscatine, IA, 52761, United States Of America Corporate and business registrations reported by the secretary of state or other oﬃcial source as of: 2024-05-10 This data is for informational purposes only, certiﬁcation can only be obtained through the Oﬃce of the Secretary of State. Registered Name THE HON COMPANY LLC Corporation Type Unknown State of Incorporation IOWA Registration ID 230031 Registration Status ACTIVE Filing Date 07/02/1999 Where Filed SECRETARY OF STATE/CORPORATIONS DIVISION Registered Agent Name C T CORPORATION SYSTEM Address 400 E COURT AVE, DES MOINES, IA, 503090000 Registered Principal Name HON INDUSTRIES INC. Title - Address 414 E 3RD ST, MUSCATINE, IA, 527610000 BUSINESS REGISTRATION PRINCIPALS Oﬃcers Activity Summary Borrower(Dir/Guar)No Administrative Debt Yes BRANDON BULLOCK, PRES DIRECTOR(S): THE OFFICER(S) Directors The following information was reported on: 03/27/2024 The Iowa Secretary of State's business registrations ﬁle showed that The Hon Company LLC was registered as a Limited Liability Company on July 2, 1999, under the registration ﬁle number 230031. Although this company operates as a Limited Liability Company, the members have elected to use oﬃcer titles to denote ar eas of responsibility. Business started 1999. BRANDON BULLOCK. Antecedents not available. COMPANY EVENTS The following information was reported on: 03/27/2024 Business Information Trade Names (SUBSIDIARY OF HNI CORPORATION, MUSCATINE, IA); HON COMPANY; LEWIS OFFICE LLC Description Subsidiary of HNI Corporation, Muscatine, IA which operates as a manufacturer, wholesaler and retailer of oﬃce furnitures. HNI Corporation holds 100% ownership interest. As noted, this company is a subsidiary of HNI Corporation, DUNS # 00-526-9709, and reference is made to that report for background information on the parent company and its management. Retails furniture, specializing in oﬃce furniture (100%). Terms are Net 30 days. Sells to commercial concerns. Territory : International. Employees 4,000 which includes oﬃcer(s). 450 employed here. Financing Status Secured Seasonality Nonseasonal. Tenure Rents Facilities Rents premises on 2nd ﬂoor of a multi story building. Related Concerns SIC/NAICS Information Industry Code Description 5712 Ret furniture - 57129904 Oﬃce furniture - NAICS Codes NAICS Description 449110 Furniture Retailers BUSINESS ACTIVITIES AND EMPLOYEES Percentage of Business GOVERNMENT ACTIVITY Activity Summary Contractor Yes Grantee No Party excluded from federal program(s)No Your Information In Folders:View Audit Trail  Text Timeline Date/Time of the Event Event Name Triggered By Message 05/22/2024 10:57 AM Credit Report Pulled Jesse Albrecht The credit report was pulled 01/11/2024 11:43 AM Credit Report Pulled Jesse Albrecht The credit report was pulled Federal Information DUN & Bradstreet, Inc. has compiled the following FEIN numbers for the business name in this report from the sources below. Dun & Bradstreet, Inc. provides this information "AS IS" with no guarantee as to its accuracy. FEIN Business Name Address Source Date 42- 1491474 THE HON COMPANY P. O. BOX 1109, MUSCATINE, IA, 52761 DEPARTMENT OF LABOR 03/01/2009 42- 1491474 THE HON COMPANY PO BOX 1109, MUSCATINE, IA, 52761 DEPARTMENT OF LABOR 12/31/2003 42- 1491474 THE HON COMPANY OWENSBORO WELFARE PLAN FOR LOCAL 2 PO BOX 1109, MUSCATINE, IA, 52761 DEPARTMENT OF LABOR 03/01/2006 42- 1161782 HENDERSON PIANO COMPANY, PO BOX 1109, Muscatine, IA, 52761 TEXAS BUSINESS REGISTRATIONS 05/01/2015 Associations Currency: All ﬁgures shown in USD unless otherwise stated All Credit Files with Same D-U-N-S® Number as this D&B Live Report ALL CREDIT FILES WITH SAME D-U-N-S® NUMBER AS THIS D&B LIVE REPORT Company Name Type Status Date Created The Hon Company LLC ACCOUNT - #1349 No Action Recommended 02/26/2021 The Hon Company LLC ACCOUNT - #1140 No Action Recommended 02/26/2021 Record additional information about this company to supplement the D&B information. Note: Information entered in this section will not be added to D&B's central repository and will be kept private under your user ID. Only you will be able to view the information. Account Number Endorsement/Billing Reference * AlbrechtJ@hniworkplacefurnishings.co m Sales Representatives Credit Limit Total Outstanding Your Information Currency US Dollar (USD) From :May-22 To :May-24 FEDERAL EMPLOYER IDENTIFICATION NUMBER ( 3,000 (USD)) 47,000 (USD) 66,000 (USD) 11,000 (USD) 21,000 (USD) 6,670 (USD)0 (USD)0 (USD)0 (USD) FEIN Business Name Address Source Date 42- 1316997 HON INDUSTRIES INC VOLUNTARY EMPLOYEES BENEFICIARY PO BOX 1109, MUSCATINE, IA, 52761 DEPARTMENT OF TREASURY - TAX EXEMPT 12/29/2005 The following establishments related to the subject of this report have reported activity with the Federal Government. This is not a complete corporate family structure. To order more information on this business' corporate structure, use D&B's Global Family Linkage product. D-U-N-S®Business Name Loans Claims Debarments Contracts Grants 00-636-5803 KIMBALL INTERNATIONAL, INC.No No No Yes No 08-824-4231 KIMBALL INTL BRANDS INC Yes No No No No 13-913-7611 NATIONAL OFFICE FURNITURE INC No No No Yes No 01-052-4036 HNI CORPORATION No Yes No No No 09-616-3746 DELVE INTERIORS, LLC No No No Yes No 86-781-4444 MONESSEN HEARTH SYSTEMS CO LLC No Yes No No No 12-804-5148 HICKORY BUSINESS FURNITURE LLC No No No Yes No 00-636-4764 PAOLI LLC No Yes No Yes No 12-031-6711 ALLSTEEL INC.No No No Yes No 06-769-4315 MAXON FURNITURE INC.No No No Yes No 19-993-6550 GUNLOCKE COMPANY L.L.C.No Yes No Yes No Reported Date Contract Awarded Contract ID Contract Amount Contract Name Federal Supplier Code Action Type Contract Oﬃce & Agency 10/31/2019 2019-03 7D04/2 OFFICE FURNITURE 7110 PURCH USING SIMPLIFIED ACQ. PROCEDURES DEPT OF DEFENSE 01/24/2019 2018-09 W912NR18F5035/OFFICE FURNITURE 7110 ORDER UNDER SINGLE AWARD INDEF DEL CONTR DEPT OF DEFENSE 01/24/2019 2018-08 W912NR18F5011/OFFICE FURNITURE 7110 ORDER UNDER SINGLE AWARD INDEF DEL CONTR DEPT OF DEFENSE 01/24/2019 2018-09 W912LC18F5023/OFFICE FURNITURE 7110 ORDER UNDER SINGLE AWARD INDEF DEL CONTR DEPT OF DEFENSE 01/24/2019 2018-09 W911SA18PV229/OFFICE FURNITURE 7110 PURCH USING SIMPLIFIED ACQ. PROCEDURES DEPT OF DEFENSE No government activity has been found in this section. Reported Date Established Date Type Amount Current Due Balance Due Past Due Cause Federal Creditor Account ID 07/10/2017 01/17/2014 PENALTY ECHO FORMAL PENALTY ENVIRONMENTAL PROTECTION AGCY 110000415863 No government activity has been found in this section. No government activity has been found in this section. CORPORATE FAMILY RELATIONSHIPS REPORTED U.S. GOVERNMENT CONTRACT ACTIONS REPORTED FEDERAL LOANS AND LOAN GUARANTEES CLAIMS, FEES, FINES, OVERPAYMENTS, PENALTIES AND OTHER MISC. REPORTED DEBTS TO FEDERAL AGENCIES REPORTED PARTY EXCLUDED FROM FEDERAL PROGRAM(S) REPORTED U.S. GOVERNMENT GRANT AWARDS FULL LIFETIME WARRANTY YOUR HON FULL LIFETIME WARRANTY Every time you purchase a HON product, you’re making an investment in your future. We’re proud to play a part in that future, and you can trust us to do our best for as long as you need us. The HON Full Lifetime Warranty is our assurance to you that the HON desks, workstations, seating, tables, or storage you purchase will be free from defective material or workmanship for the life of the product. In the unlikely event that any HON product or component covered by the HON Full Lifetime Warranty should fail under normal workplace use as a result of defective material or workmanship, HON shall repair or replace with comparable product (at HON’s discretion), free of charge. WHAT’S COVERED BY THE HON FULL LIFETIME WARRANTY? Your HON Full Lifetime Warranty applies to product manufactured after January 1, 2011. All HON product lines, materials, and components are covered by the HON Full Lifetime Warranty except for the items described below. The speciﬁc product lines, materials, and components listed below are covered under HON’s Full 12-Year, Full 10-Year, and Full 5-Year Warranties (from date of purchase). HON’S FULL 12-YEAR WARRANTY • Electrical components (lamps and ballasts are not covered) • 4-Way Stretch Mesh • Seating controls • Pneumatic Cylinders • Wood Seating • Accessories • Laminate Surfaces HON’S FULL 10-YEAR WARRANTY • Coordinate™ Height Adjustable Bases (HHATB) HON’S FULL 7-YEAR WARRANTY • Coordinate™ Legacy Bases (HHAB and HREC) • Workwall Markerboard Glass Tiles HON’S FULL 5-YEAR WARRANTY • All LED task lights • Panel and seating textiles • Coze™ • Between™ Multi-Purpose Table • Acoustic Solutions by Unika Vaev • Mod HON’S FULL 1-YEAR WARRANTY • Acrylic Screens These warranties apply to HON products sold within the United States of America, U.S. Territories, and Canada, as well as U.S. Military and Federal Agency purchases (regardless of location). IS ANYTHING NOT COVERED? There are a few exclusions to the HON Full Lifetime Warranty and to the 12-, 10-, and 5-year warranties. These exclusions are: • All HON products that are covered under a separate 5-year warranty. • Color-fastness or matching of colors, woodgrains, or textures occurring in wood, leather, or other materials that naturally exhibit inherent color variations. • Customer’s own materials (COM) selected by and used at the request of the user. • Modiﬁcations or attachments to the product that are not approved by The HON Company and product failures resulting from such modiﬁcations or attachments. • Product normal wear and tear, which are to be expected over the course of ownership. • Products that were not installed, used, or maintained in accordance with product instructions and warnings. • Products used for rental purposes. • Damage caused by cleaning chemicals. • Dye transfer caused by external contaminants (including clothing and accessory dyes such as those used on denim jeans) may migrate to lighter colors. This phenomenon is increased by humidity and temperature and is irreversible. • Fabric pattern match seat to back or chair to chair. If pattern match is needed, please submit a Tailored Solutions request or contact HON Customer Support/Tailored Solutions with questions. • Storage Digilocks come with a 2-year warranty. WARRANTY REQUESTS OR QUESTIONS? Your HON Dealer is our mutual partner in supporting your warranty requests. To obtain service under this warranty, please contact your HON dealer. If you are not sure who your dealer is, please call HON Customer Support at 800.833.3964. THAT’S YOUR HON FULL LIFETIME WARRANTY AS AN OWNER OF HON PRODUCT, THE WARRANTY EXPLAINED HERE IS YOUR SOLE AND EXCLUSIVE REMEDY. THERE ARE SOME EXCEPTIONS IF YOU PURCHASED THE PRODUCT FOR HOME OR PERSONAL USE WHICH ARE EXPLAINED BELOW. TO THE EXTENT ALLOWED BY LAW, THE HON COMPANY MAKES NO OTHER WARRANTY, EITHER EXPRESS OR IMPLIED, INCLUDING ANY WARRANTY OF MERCHANTABILITY OR FITNESS FOR A PARTICULAR PURPOSE. THE HON COMPANY WILL NOT BE LIABLE FOR ANY CONSEQUENTIAL OR INCIDENTAL DAMAGES. A WORD ABOUT PURCHASES FOR HOME OR PERSONAL USE Please note, this section only applies if you purchased your HON product for your home or for your own personal or family use. HON’s warranties give you speciﬁc legal rights and you may have other rights, which vary from state to state. As a consumer purchaser, the complete exclusion of implied warranties noted in the above paragraph does not apply to you, however, to the extent allowed by applicable state law, the implied warranties are limited to the applicable term of the warranty. Some states do not allow the exclusion or limitation of incidental or consequential damages, so the above exclusion or limitation may not apply to you. HON FULL LIFETIME WARRANTY INFORMATION INTRO March 2023 Workspaces Pricer 7 BACK HON LIMITED 5-YEAR WARRANTY YOUR HON LIMITED 5-YEAR WARRANTY The HON Company promises to repair or replace HON products or components covered under this warranty that are found to be defective in material or workmanship within five (5) years from the date of original purchase so long as you, the original purchaser, still owns it. This is your sole and exclusive remedy. This warranty is subject to the provisions below. It applies to products listed on page 2 manufactured after January 1, 2018. LIMITATIONS: • Upholstery on chairs is warranted for two years from date of purchase. • Damage caused by the carrier in-transit is handled under separate terms. EXCLUSIONS: This warranty does not apply and no other warranty applies to: • Normal wear and tear, which are to be expected over the course of ownership. • Modifications or attachments to the product that are not approved by The HON Company. • Products that were not installed, used, or maintained in accordance with product instructions and warnings. • Products used for rental purposes. SEATING USAGE: Normal commercial use for seating is identified as the equivalent of a single shift, forty- (40) hour workweek. To the extent that a seating product is used in a manner exceeding this, the applicable warranty period will be reduced in a pro-rata manner. A WORD ABOUT COLOR VARIATIONS, FABRICS AND FINISHES: The HON Company does not warrant the color-fastness or matching of colors, grains, or textures of covering materials. CUSTOMER’S OWN MATERIAL (COM) Not available on HON products covered under the HON 5-year warranty. TO THE EXTENT ALLOWED BY LAW, THE HON COMPANY MAKES NO OTHER WARRANTY, EITHER EXPRESS OR IMPLIED, INCLUDING ANY WARRANTY OF MERCHANTABILITY OR FITNESS FOR A PARTICULAR PURPOSE. THE HON COMPANY WILL NOT BE LIABLE FOR ANY CONSEQUENTIAL OR INCIDENTAL DAMAGES. NOTICE TO PURCHASERS FOR HOME OR PERSONAL USE: Federal law does not permit the exclusion of certain implied warranties for consumer products. Therefore, if you are purchasing this product for home or personal use, the exclusion of implied warranties noted in the above paragraph does not apply to you. Some states do not allow the exclusion or limitation of incidental or consequential damages, so the above limitation or exclusion may not apply to you. This warranty gives you specific legal rights, and you may also have other rights which vary from state to state. This warranty applies only to products sold within the United States of America and the Commonwealth of Canada. TO OBTAIN SERVICE UNDER THIS WARRANTY: Your HON Dealer is our mutual partner in supporting your warranty requests. By following the procedures outlined below, you can be assured of the best level of service. Please note: Consent of The HON Company must be obtained before any warranty work is performed. To obtain consent, please take the following steps: 1. Contact the Dealer from whom the product was purchased within 30 days of discovery of the defect. Be prepared to affirm that you are the original purchaser of the product and to provide the serial number(s) from the product in question. 2. Your Dealer will gather all pertinent information regarding the claim, inspect the product, and contact a HON Company customer service representative. (Please allow a reasonable amount of time for inspection and review.) 3. If The HON Company affirms that the product in question is eligible under the conditions of the warranty as stated above, the customer service representative or another representative of the Company will determine whether to provide replacement parts, authorize repairs, or replace the product. PRODUCT LIST: HON LIMITED 5-YEAR WARRANTY H432 H434 H482 H484 HBL2101 HBL2101BF HBL2102 HBL2103 HBL2111 HBL2111BF HBL2115 HBL2121 HBL2123 HBL2145 HBL2146 HBL2155 HBL2162 HBL2163 HBL2164 HBL2171 HBL2180 HBL2183 HBL2194 HBL2211 HBL2213 HBL42CU HBL72BFMODG HBL72HDG HBLC48D HBLC72R HBLH3160 HBLH3170 HBLMT48A HBLMT48B HBLMT48R HBLMTO48A HBLMTO48B HBLMTO48R HBLPBRIDGE HBLPCLASSIC HBLPCONTEMP HBLPWC HBMP2B HBMP2F HBMPT4824P HBMPT4824X HBMPT48MOD HBMPT6024P HBMPT6024X HBMPT60MOD HBMPT7224P HBMPT7224X HBMPT72MOD HBTMS HBV-P4224 HBV-P4230 HBV-P4236 HBV-P4242 HBV-P4248 HBV-P4260 HBV-P4272 HBV-P6024 HBV-P6030 HBV-P6036 HBV-P6042 HBV-P6048 HBV-P6060 HBV-P6072 HBV-P7224 HBV-P7230 HBV-P7236 HBV-P7242 HBV-P7248 HBV-P7260 HBV-PBS HBV-PWB1 HBV-QC180 HBV-QC90 HBV-TBASE HBV-VSH24 HBV-VSH30 HBV-VSH36 HBV-VSH42 HBV-VSH48 HBV-VSH60 HBXRISER HC184236 HC187236 HML8851 HML8852 HML8858 HMNG15PED HMNG30FCD HMNG30FCO HMNG30STDM HMNG36FCD HMNG36OVRD HMNG36STDM HMNG48WKSL HMNG60OVRD HMNG60WKS HMNG60WKSL HMNG72WKS HMNGDLEG HMNGOHLEG HVL103 HVL105 HVL108 HVL131 HVL151 HVL161 HVL171 HVL205 HVL206 HVL210 HVL215 HVL220 HVL302 HVL303 HVL402 HVL443 HVL508 HVL511 HVL515 HVL518 HVL521 HVL525 HVL528 HVL531 HVL532 HVL534 HVL538 HVL541 HVL551 HVL581 HVL582 HVL585 HVL601 HVL604 HVL605 HVL606 HVL616 HVL641 HVL643 HVL653 HVL685 HVL691 HVL693 HVL701 HVL702 HVL705 HVL712 HVL721 HVL844 HVL852 HVL853 HVL862 HVL864 HVL871 HVL872 HVL873 HVL887 HVL888 HVL981 HVL982 HVL991 HVL995 HVLPERCH HBLDCH7296A1 HBLDCH7296ES HBLDCH7296N HBLDCHL7272A1 HBLDCHL7272ES HBLDCHL7272N HBLLPP6678A1 HBLLPP6678ES HBLLPP6678N HBLLPP8484A1 HBLLPP8484ES HBLLPP8484N HBLMTB12A1 HBLMTB12ES HBLMTB12N HBLMTB16A1 HBLMTB16ES HBLMTB16N HBLMTB8A1 HBLMTB8ES HBLMTB8N HVL891 HVL892 HVL893 HVL894 HVL895 HBLMTR12A1 HBLMTR12ES HBLMTR12N HBLMTR16A1 HBLMTR16ES HBLMTR16N HBLMTR8A1 HBLMTR8ES HBLMTR8N HBLP3060A1 HBLP3060ES HBLP3060N HBLPP3066A1 HBLPP3066ES HBLPP3066N HBLUPP7210A1 HBLUPP7210ES HBLUPP7210N HBLUPPH72114ES HBLUPPH72114A1 HBLUPPH72114N HMLDP6024W HMLDP6024C HMLDPFO7660W HMLDPFO7660C HMLDF6060W HMLDF6060C HMLDPF7260W HMLDPF7260C HMLDPFO7260W HMLDPFO7260C HMLDPFO76602W HMLDPFO76602C HMLDPFO6082W HMLDPFO6082C HMLD60W HMLD60C HMLDF60W HMLDF60C 8 Hickory Business Furniture, dba HBF, warrants to the original purchaser that its products are free from defects in materials and workmanship for a period of twelve (12) years from date of shipment, except as noted below. This warranty applies to single shift (standard 8-hour day, 5 days per week) use, and covers products delivered in the Americas: Canada, the Caribbean, Latin America, Mexico and the United States. Exceptions 5 Years Stacking chairs, metal chair frames, seating components including controls and adjustment mechanisms, monitor supports and tablet arm assemblies, wood, wood veneer, linoleum, low (LPL) and high (HPL) pressure laminate surfaces, solid surfaces, urethane, wood and wood edge treatments, and tailoring. 3 Years Electrical components and power supplies, ballasts, height adjustment mechanisms and pneumatic cylinders, casters, glides, exposed wood frames and legs, marker and tack board surfaces, granite, marble and glass surfaces, and replacement parts. 2 Years Graded-In HBF Textiles cover materials including, but not limited to, textiles, leathers and faux leathers. Licensed products are warranted to the original purchaser to be free from defects in materials and workmanship for a period of two (2) years from date of shipment, except as noted under the exclusions below. Exclusions Warranty does not apply to product failure or loss resulting from: •Acts of nature, civil disobedience or social unrest. •Normal wear and tear. •COM (Customer’s own materials) including, but not limited to solid surfaces, linoleum, laminates, textiles and upholstery materials, leathers, wood and wood veneers. These materials are subject to the original manufacturer’s warranties only. •Failure to apply, install, clean or maintain products according to published HBF or manufacturer instructions and guidelines. •Use of harsh, abrasive or acidic cleaning agents; and chemicals or agents that may alter or degrade the appearance, materiality and structural integrity of the product. •Physical or chemical abuse, misuse, neglect or accident. •Unauthorized alteration or modification of the product. •Unauthorized repair of the product. •Products exposed to extreme environmental conditions, direct sunlight or improper storage. •Products exposed to outdoor use, unless manufactured specifically for outdoor conditions. •Products used for rental purposes. •Substitution of any unauthorized components that are integral to the performance of the product. Warranty does not cover: •Replacement parts are covered for three (3) years or the balance of the original warranty, whichever is longer. Replacement parts for licensed products are covered for one (1) year of the balance of the original warranty, whichever is longer. •Damage caused by carriers or concealed damage. Damage caused in-transit will be handled under separate terms. •Damage caused by dealers and their subcontractors or agents. •Custom and special product(s) are covered for three (3) years, and all other exclusions apply. •Variations in surface and solid materials including color, grain, marbling, texture and veining. •Variations in leather such as scars, wrinkles, and other marks. •Variations in wood such as color, staining, grain, scars and other marks. •Variations in textiles and other upholstery materials due to inconsistencies between dye lots. •Color fastness due to aging or exposure to artificial or natural sunlight. •Consumables, such as batteries, light bulbs and lamps. •Products purchased “as is”, used or secondhand. •Products sold by unauthorized dealers or installers. hickory business furniture, llc dba hbf limited warranty February 2024 9 Warranty Provides Exclusive Remedies Under this warranty, if a product fails during normal use during the warranty period as a result of a defect in materials or workmanship, HBF will, at its sole discretion, either repair or replace the product free of charge, which includes delivery and labor costs. If HBF determines the repair or replacement of the product(s) is not commercially practical, HBF may choose to refund the purchase price of the affected product. This warranty applies to products purchased on or after June 1, 2017. For products purchased prior to June 1, 2017, please refer to the warranty terms and conditions in effect at that time. THIS LIMITED WARRANTY IS THE SOLE REMEDY FOR PRODUCT DEFECT AND NO OTHER EXPRESS OR IMPLIED WARRAN-TY IS PROVIDED, INCLUDING BUT NOT LIMITED TO ANY IMPLIED WARRANTIES OF MERCHANTABILITY OR FITNESS FOR A PARTICULAR PURPOSE. HICKORY BUSINESS FURNITURE SHALL NOT BE LIABLE FOR ANY CONSEQUENTIAL, INDIRECT, SPECIAL, PUNITIVE OR INCIDENTAL DAMAGES. This warranty is non-transferable and valid to the original purchaser only. Warranty is enforceable only if products were acquired and installed by Hickory Business Furniture or one of its Authorized Resellers. hickory business furniture, llc dba hbf limited warranty February 2024 Dealer Name:Address:City:State:Zip: ARCTIC OFFICE PRODUCTS 100 W FIREWEED LN ANCHORAGE AK 99503-2604 ARCTIC OFFICE PRODUCTS 1611 UNIVERSITY AVE S FAIRBANKS AK 99709-4989 THINK OFFICE LLC 1320 E 68TH AVE ANCHORAGE AK 99518 DIVISION 12 CONSULTING 4707 MCGILL CT HOOVER AL 35226 A-Z OFFICE RESOURCE INC 113 JETPLEX CIR STE A1 MADISON AL 35758-8956 BUSINESS INTERIORS INC. 2309 5TH AVENUE SOUTH BIRMINGHAM AL 35233 BUSINESS INTERIORS INC. 1141 LAGOON BUSINESS LOOP MONTGOMERY AL 36117 BUSINESS INTERIORS INC. 100 CHURCH STREET SW STE 250 HUNTSVILLE AL 35801 INTERIOR ELEMENTS LLC 2320 1ST AVE N STE 110 BIRMINGHAM AL 35203-4302 KYSER OFFICEWORKS 2400 SPRUCE STREET MONTGOMERY AL 36107 MCALEER'S OFFICE FURNITURE 3305 SPRINGHILL AVE MOBILE AL 36607 OFFICE EQUIPMENT COMPANY OF MOBILE INC. 104 EAST I65 MOBILE AL 36607 OSCO INTERIORS 229 GRANT STREET SE DECATUR AL 35601 PRINTERS & STATIONERS INC 113 N COURT ST FLORENCE AL 35630-4767 PRINTERS & STATIONERS INC 551 VETERANS DR FLORENCE AL 35630-5745 US BUSINESS PRODUCTS INC 3860 NAPIER FIELD RD DOTHAN AL 36303-0928 DAVID MARTIN INC. 4502 ACCESS RD JONESBORO AR 72401 ELITE WORKSPACE SOLUTIONS, LLC 711 E POINTER TRAIL VAN BUREN AR 72956 L & M OFFICE FURNITURE 2207 CANTRELL RD LITTLE ROCK AR 72202 MOSER CORPORATION 601 N 13TH ST ROGERS AR 72756 PETTUS OFFICE PRODUCTS 2 FREEWAY DR LITTLE ROCK AR 72204 ATMOSPHERE COMMERCIAL INTERIORS 815 N CENTRAL AVE PHOENIX AZ 85004-2004 ATMOSPHERE COMMERCIAL INTERIORS 88 E BROADWAY BLVD STE 100 TUCSON AZ 85701-1720 FORWARD TILT 6340 E THOMAS RD, STE: 200 SCOTTSDALE AZ 85251 WIST BUSINESS SUPPLIES 107 W JULIE DRIVE TEMPE AZ 85283 AAA BUSINESS SUPPLIES & INTERIORS 325 MENDELL ST SAN FRANCISCO CA 94124 AAA BUSINESS SUPPLIES & INTERIORS 1915 MARK CT #150 CONCORD CA 94520 AAA BUSINESS SUPPLIES LP DBA PALACE BUSINESS SOLUTIONS 275 MENDELL STREET SAN FRANCISCO CA 94124 ABI OFFICE FURNITURE INC 9373 ACTIVITY RD STE L SAN DIEGO CA 92126-4409 BASK 4 PARK PLAZA IRVINE CA 92614 BERNARDS OFFICE FURNITURE 20935 WARNER CENTER LN STE B WOODLAND HILLS CA 91367-6511 BLUESPACE INTERIORS 23303 LA PALMA AVE YORBA LINDA CA 92887-4773 BLUESPACE INTERIORS 2840 N LIMA ST STE 110 BURBANK CA 91504-2506 BUSINESS OFFICE OUTFITTERS 8807 CLAIREMONT MESA BLVD. SAN DIEGO CA 92123 CAL BENNETTS 615 N PLAZA DRIVE VISALIA CA 93291 CAMPBELL KELLER 3766 BRADVIEW DR SACRAMENTO CA 95827-9702 CAMPBELL KELLER 3041 65TH ST STE 3 SACRAMENTO CA 95820-2021 COMPLETE OFFICE OF CA 12724 MOORE STREET CERRITOS CA 90703 CORPORATE BUSINESS INTERIORS (IRVINE)3501 JAMBOREE RD STE 400 NEWPORT BEACH CA 92660-2939 D&R OFFICE WORKS, INC. 9956 BALDWIN PLACE EL MONTE CA 91731 G&M BUSINESS INTERIORS 1099 W LA CADENA DR RIVERSIDE CA 92501 HOOVER'S COMMERCIAL SERVICES DBA BE WORKPLACE DESIGN 5159 COMMERCIAL CIR UNIT C CONCORD CA 94520 INSIDE SOURCE INC 985 INDUSTRIAL RD STE 101 SAN CARLOS CA 94070-4157 INSIDE SOURCE INC 1221 DIAMOND WAY CONCORD CA 94520-5209 INSIDE SOURCE INC 2 EMBARCADERO CTR STE R2308 SAN FRANCISCO CA 94111-3823 KIRKSEY & CO INC 18500 VON KARMAN AVE SUITE 350 IRVINE CA 92612 MB CONTRACT FURNITURE 1001 GALAXY WAY STE 100 CONCORD CA 59706 OFFICE & ERGONOMIC SOLUTIONS INC 8480 UTICA AVE ANCHO CUCAMONG CA 91730-3808 ONE WORKPLACE 2500 DE LA CRUZ BLVD. CLARA CA 95050 PARRON HALL CORPORATION 9655 GRANITE RIDGE DR STE 100 SAN DIEGO CA 92123-2697 QUALITY OFFICE FURNISHINGS INC 23825 VIA DEL RIO YORBA LINDA CA 92887-2727 SIERRA SCHOOL EQUIPMENT COMPANY 3003 CITATION WAY BAKERSFIELD CA 93308 SOURCE CREATIVE OFFICE INTERIORS 18600 MACARTHUR BLVD. IRVINE CA 92612 STINSON STATIONERS 200 SONORA ST BAKERSFIELD CA 93305-5724 TANGRAM INTERIORS LLC 9200 SORENSEN AVE SANTA FE SPRINGS CA 90670-2645 TANGRAM INTERIORS LLC 1375 DOVE ST STE 300 NEWPORT BEACH CA 92660-2406 TANGRAM INTERIORS LLC 7415 MEANY AVE BAKERSFIELD CA 93308 TANGRAM INTERIORS LLC 677 W PALMDON DR STE 101 FRESNO CA 93704-1094 TOTAL CORPORATE SOLUTIONS 20335 S. WESTERN AVE TORRANCE CA 90501 TRICOUNTY OFFICE FURNITURE 1013 STATE ST, SANTA BARBARA SANTA BARBARA CA 93101 TRICOUNTY OFFICE FURNITURE 3955 E MAIN ST VENTURA CA 93003-5223 AMERICAN FURNITURE WAREHOUSE 8820 AMERICAN WAY ENGLEWOOD CO 80111 BC INTERIORS INC-HON 3550 FRONTIER AVE STE C2 BOULDER CO 80301-2430 CONTRACT FURNISHINGS INC (DENVER)3115 E 40TH AVE DENVER CO 80205-3659 DESKS INCORPORATED 445 BRYANT STREET, STE 8 DENVER CO 80204 IE CONNECT LLC 1331 19TH STREET DENVER CO 80202 PROSPACE INTERIORS 50 HEINZ STREET DELTA CO 81416 RMRM INC-HON 520 NICHOLS BLVD COLORADO SPRINGS CO 80907-5437 SLATE 2501 BLAKE STREET DENVER CO 80205 SOURCE OFFICE & TECHNOLOGY 13350 W 43RD DR GOLDEN CO 80403-7238 WORKSPACE INNOVATIONS LTD 4414 E HARMON RD FT. COLLINS CO 80528 SUN TURTLE OFFICE FURNITURE-HON 1 BAILEY CIR NEW LONDON CT 06320-5865 COFCO, A HENRICKSEN COMPANY 1725 I STREET NW, STE: 250 WASHINGTON DC 20006 EVENSONBEST LLC 1000 VERMONT AVE NW WASHINGTON DC 20005 PEABODY OFFICE 1310 L ST NW WASHINGTON DC 20005 STANDARD BUSINESS FURNITURE 35 SHERIDAN ST NW WASHINGTON DC 20011-1413 ALIGN 1 SOLUTIONS, LLC 1301 E BROWARD BLVD. FORT LAUDERDALE FL 33301 AMERICAN BUSINESS INTERIORS 2015 WAVERLY PL MELBOURNE FL 32901 AMERICA'S OFFICE SOURCE 706 TURNBULL AVE STE 305 ALTAMONTE SPRINGS FL 32701 AMERICA'S OFFICE SOURCE 3803 CROSSROADS PKWY FORT PIERCE FL 34945 AMERICA'S OFFICE SOURCE 1100 25TH ST WEST PALM BEACH FL 33407-5609 BUSINESS INTERIORS INC. 111 S DE VILLIERS ST STE C PENSACOLA FL 32502 BUSINESS INTERIORS INC. 1211 GOVERNORS SQUARE BLVD. STE 100 TALLAHASSEE FL 32301 BUSINESS INTERIORS INC. 4210 NW 37TH PL STE 500 GAINESVILLE FL 32606 COMMERCIAL DESIGN SERVICES INC. 5805 BARRY RD TAMPA FL 33634 COMMERCIAL DESIGN SERVICES INC. 508 CAPITAL CIR SE STE C TALLAHASSEE FL 32301 COMMERCIAL DESIGN SERVICES INC. 8172 BAYMEADOWS WAY W JACKSONVILLE FL 32256 COMMERCIAL DESIGN SERVICES INC. 2405 LUCIEN WAY, STE 250 MAITLAND FL 32751 COMPASS OFFICE SOLUTIONS 2450 HOLLYWOOD BLVD. HOLLYWOOD FL 33020 CORPORATE INTERIORS INC (ST PETERSBURG)150 BUSCH DRIVE, #28360 JACKSONVILLE FL 32226 CORPORATE INTERIORS INC (ST PETERSBURG)902 CLINT MOORE RD BOCA RATON FL 33487-2800 CORPORATE INTERIORS INC (ST PETERSBURG)12115 28TH ST N SAINT PETERSBURG FL 33716-1821 CORPORATE INTERIORS INC (ST PETERSBURG)511 N FRANKLIN ST TAMPA FL 33602-4810 EMERALD COAST OFFICE PRODUCTS INC 3355 COPTER RD STE 3 PENSACOLA FL 32514-7082 ERNIE MORRIS ENTERPRISES INC 232 N MAIN ST BUSHNELL FL 33513-5911 ERNIE MORRIS ENTERPRISES INC 1802 N ALAFAYA TRL ORLANDO FL 32826-4716 ERNIE MORRIS ENTERPRISES INC 4511 N HIMES AVE TAMPA FL 33614-7074 GALLOWAY OFFICE SUPPLIES & FURNITURE 10201 NW 21ST DONAL FL 33172 HOLMES & BRAKEL INTERNATIONAL INC 8933 WESTERN WAY ST. 2 JACKSONVILLE FL 32256 HOLMES & BRAKEL INTERNATIONAL INC 3901 COCONUT PALM DR STE: 102 TAMPA FL 33619 INTEGRATED FACILITY SYSTEMS 318 N MONROE ST TALLAHASSEE FL 32301 INTERIOR RESOURCE GROUP 11838 W COQUINA COURT CRYSTAL RIVER FL 34429 JC WHITE ARCHITECTURAL INTERIOR PRODUCTS 1662 NW 215 STREET MIAMI GARDENS FL 33056 MARCO OFFICE SUPPLY & PRTG 220 INDUSTRIAL BLVD NAPLES FL 34104-3704 OEC BUSINESS INTERIORS (GAINESVILLE)1601 NW 80TH BLVD GAINESVILLE FL 32606-9140 OFFICE ENVIRONMENTS & SERVICES (OE&S) 1524 SAN MARCO BLVD. JACKSONVILLE FL 32207 OFFICE EXPRESS SUPPLIES INC. 8005 W 20TH AVE HIALEAH FL 33014 OFFICE WORX INC 475 ROBERTS RD OLDSMAR FL 34677 PERDUE OFFICE INTERIORS 5 W FORSYTH ST, STE 100 JACKSONVILLE FL 32202 PERDUE OFFICE INTERIORS 313 N MONROE ST, STE 101 TALLAHASSEE FL 32301 SIGNATURE PRODUCTS INC. DBA SIGNATURE SCHOOL PRODUCTS 220 SPRINGVIEW COMMERCIAL DR DEBARY FL 32713 SMITH OFFICE COMPUTER SUPPLY 1009 S 21ST AVE HOLLYWOOD FL 33020 STUDIO 71 8859 LA TERRAZZA PL JACKSONVILLE FL 32210 WORKSCAPES, INC. FORT MYERS FL 33919 7600 SW 129TH STREET PINECREST FL 33256 KENTWOOD OFFICE FURNITURE INC 330 W ROOSEVELT RD LOMBARD IL 60148-4220 LAN OFFICE FURNISHINGS 410 E MAIN ST STE 102 BARRINGTON IL 60010-4568 LARSON EQUIPMENT & FURNITURE CO 1000 E STATE PKWY STE F SCHAUMBURG IL 60173-4592 LOWERY MCDONNELL COMPANY 960 LIVELY BLVD WOOD DALE IL 60191-1204 MIDWEST OFFICE INTERIORS INC 10330 ARGONNE WOODS DR STE 600 WOODRIDGE IL 60517-5102 MYOFFICEPRODUCTS LLC 9747 FOSTER AVE SCHILLER PARK IL 60176-1047 OFFICE ESSENTIALS INC 1999 WABASH AVE STE 200 SPRINGFIELD IL 62704-5374 OFFICE ESSENTIALS INC 4765 INDUSTRIAL AVE SPRINGFIELD IL 62703-5319 OFFICE PLUS SOLUTIONS AND SUPPLY 1428 W GLEN FLORA AVE WAUKEGAN IL 60085-1717 OFFICE SPECIALISTS INC 143 E FERRIS ST GALESBURG IL 61401 SBM BUSINESS EQUIPMENT CENTER 501 LOCUST ST STERLING IL 61081 STOCKS OFFICE FURNITURE 602 S COUNTY RAIR DR CHAMPAIGN IL 61821 VILLA PARK OFFICE EQUIPMENT 1120 N VILLA AVE VILLA PARK IL 60181-1054 WAREHOUSE DIRECT 2001 S MOUNT PROSPECT RD DES PLAINES IL 60018-1808 WIDMER INTERIORS 8415 N ALLEN RD PEORIA IL 61615 RESOURCE ONE OF ILLINOIS 321 E ADAMS ST SPRINGFIELD IL 62701 BUSINESS ENVIRONMENTS 5611 E MORGAN AVE EVANSVILLE IN 47715 EDUCATIONAL FURNITURE 620 E 18TH STREET MUNCIE IN 47302 FINELINE LAMINATES INC 7868 ZIONSVILLE RD INDIANAPOLIS IN 46268-2177 HDW COMMERCIAL INTERIORS 2274 W 93RD AVE MERRILLVILLE IN 46410-6901 HUDSON OFFICE SOLUTIONS 708 E MAIN ST WASHINGTON IN 47501 JC INTERIORS LLC 11807 ALLISONVILLE RD # 305 FISHERS IN 46038-2313 KENEFIC DESIGN ASSOCIATES LLC DBA KDA FURNITURE AND INTERIORS 7702 BLUFFTON ROAD FT. 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EL PASO TX 79906 SMARKETING BUSINESS SYSTEMS 2525 W BELLFORT ST STE: 110 HOUSTON TX 77054 TANGRAM INTERIORS LLC 9755 CLIFFORD DRIVE, STE: 100 DALLAS TX 75220 TEJAS OFFICE PRODUCTS INC 1225 W 20TH ST HOUSTON TX 77008 TEXAS FURNITURE SOURCE 14560 MIDWAY RD FARMERS BRANCH TX 75244 TEXAS INTERIOR RESOURCES 1444 OAK LAWN AVENUE DALLAS TX 75207 THE WELLS GROUP INC 2323 W SAM HOUSTON PKWY N HOUSTON TX 77043-2018 TOTAL OFFICE SOLUTIONS (WACO)216 SCHROEDER DR WACO TX 76710 VELOCITY BUSINESS PRODUCTS 335 PENNBRIGHT DR STE: 104 HOUSTON TX 77090 WILSON BAUHAUS INTERIORS 1341 W MOCKINGBIRD LN DALLAS TX 75247 WILSON BAUHAUS INTERIORS 5091 PULASKI ST DALLAS TX 75247 WILSON OFFICE INTERIORS 5051 PULASKI ST DALLAS TX 75247 WILSON OFFICE INTERIORS 1341 W MOCKINGBIRD LN DALLAS TX 75247 WILTONS OFFICEWORKS 181 N EARL RUDDER FWY BRYAN TX 77802-5004 WORKSPACE RESOURCE INC (CONROE)12280 INTERSTATE 45 S CONROE TX 77304 WORKSPACE RESOURCE INC (CONROE)11133 I-45 S STE: 330 CONROE TX 77302 DESKS INC OF UTAH 3578 S STATE ST SALT LAKE CITY UT 84115-4727 WORKSPACE ELEMENTS 3003 S HIGHLAND DR SALT LAKE CITY UT 84106-3019 BALL OFFICE PRODUCTS 2100 WESTMORELAND ST RICHMOND VA 23230-3230 BASSETT OFFICE SUPPLY 2266 FAIRYSTONE PARK HWY BASSETT VA 24055-5585 FORMS & SUPPLY INC (FSI)911 LIVE OAK DRIVE #102 CHESAPEAKE VA 23320 FORMS & SUPPLY INC (FSI)2312 MARINERS MARK WAY VIRGINIA BEACH VA 23451-1384 GOVSOLUTIONS 108 S BIRDNECK RD VIRGINIA BEACH VA 23451 GUERNSEY INC 45070 OLD OX ROAD DULLES VA 20166 GUERNSEY INC 5257 CLEVELAND ST STE 103 VIRGINIA BEACH VA 23462-6549 HARRIS OFFICE FURNITURE CO INC 520 KIMBALL AVE NE ROANOKE VA 24016-2104 IMAGE BUSINESS INTERIORS 4525 COLUMBUS STREET, STE. 101 VIRGINIA BEACH VA 23462 INTERIORS BY GUERNSEY 3863 CENTERVIEW DRIVE, STE 150 CHANTILLY VA 20151 MILLERS SUPPLIES AT WORK INC 8600 CINDER BED RD LORTON VA 22079-1442 MOI INC 4500 MAIN STREET SUITE 610 VIRGINIA BEACH VA 23462 THE SUPPLY ROOM 8006 W BROAD ST RICHMOND VA 23294-4218 THE SUPPLY ROOM 1356 LONDON BRIDGE ROAD VIRGINIA BEACH VA 23453 THE SUPPLY ROOM 14140 N WASHINGTON HWY ASHLAND VA 23005-7237 WASHINGTON WORKPLACE 2300 S. 9TH STREET ARLINGTON VA 22204 WORKPLACE SOLUTIONS INC (VIRGINIA BEACH)317 VILLAGE RD STE 103 VIRGINIA BEACH VA 23454-4374 EXTERUS BUSINESS FURNITURE 4750 SHELBURNE RD, STE: 10 SHELBURNE VT 05482 MAGEE OFFICE EQUIPMENT 463 VT ROUTE 12 S RANDOLPH VT 05060 360 OFFICE SOLUTIONS 721 LEGION WAY SE OLYMPIA WA 98501-1517 BLUESPACE INTERIORS 15020 NE 95TH ST REDMOND WA 98052-2507 COMPLETE OFFICE LLC (WASHINGTON)11521 E MARGINAL WAY S STE 100 TUKWILA WA 98168-1979 DUCKYS OFFICE FURNITURE 24 S IDAHO ST SEATTLE WA 98134-1119 EVERETT OFFICE FURNITURE 9121 EVERGREEN WAY EVERETT WA 98204 FREEFORM 10115 E KNOX AVE SPOKANE VALLEY WA 99206 INSIDE SOURCE PNW 300 ELLIOTT AVE W STE 300 SEATTLE WA 4122 KERSHAWS INC 119 S HOWARD ST SPOKANE WA 99201-3806 MAIROS, INC. DBA KEENEY'S/BLUESPACE 10520 NE 95TH ST REDMOND WA 98052 OFFICE SOLUTIONS NW 212 SOUTH 3RD AVENUE YAKIMA WA 98902 ATMOSPHERE COMMERCIAL INTERIORS 1800 SCHEURING RD DE PERE WI 54115-9525 ATMOSPHERE COMMERCIAL INTERIORS 999 FOURIER DR STE 200 MADISON WI 53717-2914 ATMOSPHERE COMMERCIAL INTERIORS 1365 NORTH RD STE C GREEN BAY WI 54313-6305 ATMOSPHERE COMMERCIAL INTERIORS 2804 RIB MOUNTAIN DR STE E WAUSAU WI 54401-7473 COMPLETE OFFICE OF WISCONSIN N115 W18500 EDISON DR GERMANTOWN WI 53022-3140 COMPLETE OFFICE OF WISCONSIN 3208 PROGRESS RD MADISON WI 53716-3345 COMPLETE OFFICE OF WISCONSIN 1575 COUNTY RD XX ROTHSCHILD WI 54474-9042 HENRICKSEN & COMPANY INC 3070 GATEWAY RD BROOKFIELD WI 53045-5112 HENRICKSEN & COMPANY INC 5202 EASTPARK BLVD STE 100 MADISON WI 53718-2151 NATIONAL BUSINESS FURNITURE - NBF (ALL US LOCATIONS) 770 S 70TH ST MILWAUKEE WI 53214 NORTHERN BUSINESS PRODUCTS 123 N MAIN ST RICE LAKE WI 54868-1740 NORTHERN BUSINESS PRODUCTS 145 N CLAIREMONT AVE EAU CLAIRE WI 54703-5710 SCHOOL SPECIALTY W6316 Design Drive Greenville WI 54942 CAPITOL BUSINESS INTERIORS 711 INDIANA AVE CHARLESTON WV 25302 OMEGA COMMERCIAL INTERIORS 1131 BERWOOD DRIVE MORGANTOWN WV 26505 SOURCE OFFICE & TECHNOLOGY 1379 N CEDAR ST STE 105 LARAMIE WY 82072-6705 HI TOUCH (ALL US LOCATIONS) INDOFF INC (ALL US LOCATIONS) ODP BUSINESS SOLUTIONS - (ALL U.S. LOCATIONS) STAPLES (ALL U.S. LOCATIONS) WB MASON - (ALL US LOCATIONS) Version March 19, 2024 Exhibit F Federal Funds Certifications FEDERAL CERTIFICAT IO NS ADDENDUM FOR AGREEMENT FUNDED BY U.S. FEDERAL G RANT TO WHOM IT MAY CONCERN: Participating Agencies may elect to use federal funds to purchase under the Master Agreement. This form should be completed and returned. DEFINIT ION S Contract means a legal instrument by which a non–Federal entity purchases property or services needed to carry out the project or program under a Federal award. The term as used in this part does not include a legal instrument, even if the non–Federal entity considers it a contract, when the substance of the transaction meets the definition of a Federal award or subaward Co ntractor means an entity that receives a contract as defined in Contract. Co operative agreement means a legal instrument of financial assistance between a Federal awarding agency or pass- through entity and a non–Federal entity that, consistent with 31 U.S.C. 6302–6305: (a) Is used to enter into a relationship the principal purpose of which is to transfer anything of value from the Federal awarding agency or pass-through entity to the non–Federal entity to carry out a public purpose authorized by a law of the United States (see 31 U.S.C. 6101(3)); and not to acquire property or services for the Federal government or pass-through entity's direct benefit or use; (b) Is distinguished from a grant in that it provides for substantial involvement between the Federal awarding agency or pass-through entity and the non–Federal entity in carrying out the activity contemplated by the Federal award. (c) The term does not include: (1) A cooperative research and development agreement as defined in 15 U.S.C. 3710a; or (2) An agreement that provides only: (i) Direct United States Government cash assistance to an individual; (ii) A subsidy; (iii) A loan; (iv) A loan guarantee; or (v) Insurance. Federal awarding agency means the Federal agency that provides a Federal award directly to a non–Federal entity Federal award has the meaning, depending on the context, in either paragraph (a) or (b) of this section: (a)(1) The Federal financial assistance that a non–Federal entity receives directly from a Federal awarding agency or indirectly from a pass-through entity, as described in § 200.101 Applicability; or (2) The cost-reimbursement contract under the Federal Acquisition Regulations that a non–Federal entity receives directly from a Federal awarding agency or indirectly from a pass-through entity, as described in § 200.101 Applicability. (b) The instrument setting forth the terms and conditions. The instrument is the grant agreement, cooperative agreement, other agreement for assistance covered in paragraph (b) of § 200.40 Federal financial assistance, or the cost-reimbursement contract awarded under the Federal Acquisition Regulations. (c) Federal award does not include other contracts that a Federal agency uses to buy goods or services from a contractor or a contract to operate Federal government owned, contractor operated facilities (GOCOs). (d) See also definitions of Federal financial assistance, grant agreement, and cooperative agreement. Version March 19, 2024 Non –Federal entity means a state, local government, Indian tribe, institution of higher education (IHE), or nonprofit organization that carries out a Federal award as a recipient or subrecipient. Non profit organization means any corporation, trust, association, cooperative, or other organization, not including IHEs, that: (a) Is operated primarily for scientific, educational, service, charitable, or similar purposes in the public interest; (b) Is not organized primarily for profit; and (c) Uses net proceeds to maintain, improve, or expand the operations of the organization. The Offeror shall not complete the representation at paragraph (d)(1) of this provision if the Offeror has represented that it "does not provide covered telecommunications equipment or services as a part of its offered products or services to the Government in the performance of any contract, subcontract, or other contractual instrument" in paragraph (c)(1) in the provision at 52.204-26, Covered Telecommunications Equipment or Services—Representation, or in paragraph (v)(2)(i) of the provision at 52.212-3, Offeror Representations and Certifications-Commercial Items. The Offeror shall not complete the representation in paragraph (d)(2) of this provision if the Offeror has represented that it "does not use covered telecommunications equipment or services, or any equipment, system, or service that uses covered telecommunications equipment or services" in paragraph (c)(2) of the provision at 52.204-26, or in paragraph (v)(2)(ii) of the provision at 52.212-3. Obligations means, when used in connection with a non–Federal entity's utilization of funds under a Federal award, orders placed for property and services, contracts and subawards made, and similar transactions during a given period that requir e payment by the non–Federal entity during the same or a future period. Pass-through e ntity means a non –Federal entity that pr ovides a subaward to a subrecipient t o carry out part of a Federal program. Recipient means a non–Federal entity that receives a F ederal awar d directly from a F ederal awarding agency to carry out an activity under a Federal program. T he term recipient does not include subrecipients. Simplified acquisition threshold means the dollar amount below which a non–Federal entity may purchase property or services using small purchase methods. Non –Federal entities adopt small purchase procedures in order to expedite the purchase of items costing less than the simplified acquisition threshold. The s implified acquisition threshold is set by the Federal Acquisition Regulation at 48 CFR Subpart 2.1 (Definitions) and in accordance with 41 U.S.C. 1908. As of the publication of this part, the simplifie d acquisition threshold is $250,000, but this threshold is periodically adjusted for inflatio n. (Also see definition of § 200.67 Micro-purchase.) Subaward means an award provided by a pass -through entity to a subrecipient for the subrecipient to carry out part of a Federal award received by the pass -through entity. It does not include payments to a contractor or payments to an indivi dual that is a beneficiary of a Federal program. A subaward may be provided through any form of legal agreement, including an agreement that the pass-through entity considers a contract. Subrecipient means a non–Federal entity that receives a subaward from a pass-through entity to carry out part of a Federal program; but does not include an individual that is a beneficiary of such program. A subrecipient may also be a recipient of other Federal awards directly from a Federal awarding agency. Termination means the ending of a Federal award, in whole or in part at any time prior t o the planned end of period of performance. The following provisions may be required and apply when Participating Agency expends federal funds for any purchase resulting from this procurement process. Per FAR 52.204-24 and FAR 52.204-25, solicitations and resultant contracts shall contain the following provisions, as applicable, when federal funds are utilized on a project. It is the responsibility of the authorized Participating Agency to notify the offeror if federal funds will be utilized to procure items under this contract and/or purchase order prior to offeror's acceptance of the order. 52.204-24 Representation Regarding Certain Telecommunications and Video Surveillance Services or Equipment (Oct 2020) Version March 19, 2024 (a)Definitions. As used in this provision— Backhaul, covered telecommunications equipment or services, critical technology, interconnection arrangements, reasonable inquiry, roaming, and substantial or essential component have the meanings provided in the clause 52.204-25, Prohibition on Contracting for Certain Telecommunications and Video Surveillance Services or Equipment. (b)Prohibition. (1) Section 889(a)(1)(A) of the John S. McCain National Defense Authorization Act for Fiscal Year 2019 (Pub. L. 115-232) prohibits the head of an executive agency on or after August 13, 2019, from procuring or obtaining, or extending or renewing a contract to procure or obtain, any equipment, system, or service that uses covered telecommunications equipment or services as a substantial or essential component of any system, or as critical technology as part of any system. Nothing in the prohibition shall be construed to— (i) Prohibit the head of an executive agency from procuring with an entity to provide a service that connects to the facilities of a third-party, such as backhaul, roaming, or interconnection arrangements; or (ii)Cover telecommunications equipment that cannot route or redirect user data traffic or cannot permit visibility into any user data or packets that such equipment transmits or otherwise handles. (2)Section 889(a)(1)(B) of the John S. McCain National Defense Authorization Act for Fiscal Year 2019 (Pub. L. 115- 232) prohibits the head of an executive agency on or after August 13, 2020, from entering into a contract or extending or renewing a contract with an entity that uses any equipment, system, or service that uses covered telecommunications equipment or services as a substantial or essential component of any system, or as critical technology as part of any system. This prohibition applies to the use of covered telecommunications equipment or services, regardless of whether that use is in performance of work under a Federal contract. Nothing in the prohibition shall be construed to— (i) Prohibit the head of an executive agency from procuring with an entity to provide a service that connects to the facilities of a third-party, such as backhaul, roaming, or interconnection arrangements; or (ii) Cover telecommunications equipment that cannot route or redirect user data traffic or cannot permit visibility into any user data or packets that such equipment transmits or otherwise handles. (c) Procedures. The Offeror shall review the list of excluded parties in the System for Award Management (SAM) (https://www.sam.gov) for entities excluded from receiving federal awards for "covered telecommunications equipment or services". (d)Representation. The Offeror represents that— (1)It □ will, □ will not provide covered telecommunications equipment or services to the Government in the performance of any contract, subcontract or other contractual instrument resulting from this solicitation. The Offeror shall provide the additional disclosure information required at paragraph (e)(1) of this section if the Offeror responds "will" in paragraph (d)(1) of this section; and (2)After conducting a reasonable inquiry, for purposes of this representation, the Offeror represents that— It □ does, □ does not use covered telecommunications equipment or services, or use any equipment, system, or service that uses covered telecommunications equipment or services. The Offeror shall provide the additional disclosure information required at paragraph (e)(2) of this section if the Offeror responds "does" in paragraph (d)(2) of this section. (e)Disclosures. (1) Disclosure for the representation in paragraph (d)(1) of this provision. If the Offeror has responded "will" in the representation in paragraph (d)(1) of this provision, the Offeror shall provide the following information as part of the offer. (i)For covered equipment— (A) The entity that produced the covered telecommunications equipment (include entity name, unique entity identifier, CAGE code, and whether the entity was the original equipment manufacturer (OEM) or a distributor, if known); (B) A description of all covered telecommunications equipment offered (include brand; model number, such as OEM number, manufacturer part number, or wholesaler number; and item description, as applicable); and (C) Explanation of the proposed use of covered telecommunications equipment and any factors relevant to determining if such use would be permissible under the prohibition in paragraph (b)(1) of this provision. (ii)For covered services— (A) If the service is related to item maintenance: A description of all covered telecommunications services offered (include on the item being maintained: Brand; model number, such as OEM number, manufacturer part number, or wholesaler number; and item description, as applicable); or X X Version March 19, 2024 (B) If not associated with maintenance, the Product Service Code (PSC) of the service being provided; and explanation of the proposed use of covered telecommunications services and any factors relevant to determining if such use would be permissible under the prohibition in paragraph (b)(1) of this provision. (2)Disclosure for the representation in paragraph (d)(2) of this provision. If the Offeror has responded "does" in the representation in paragraph (d)(2) of this provision, the Offeror shall provide the following information as part of the offer: (i)For covered equipment— (A) The entity that produced the covered telecommunications equipment (include entity name, unique entity identifier, CAGE code, and whether the entity was the OEM or a distributor, if known); (B) A description of all covered telecommunications equipment offered (include brand; model number, such as OEM number, manufacturer part number, or wholesaler number; and item description, as applicable); and (C) Explanation of the proposed use of covered telecommunications equipment and any factors relevant to determining if such use would be permissible under the prohibition in paragraph (b)(2) of this provision. (ii)For covered services— (A) If the service is related to item maintenance: A description of all covered telecommunications services offered (include on the item being maintained: Brand; model number, such as OEM number, manufacturer part number, or wholesaler number; and item description, as applicable); or (B) If not associated with maintenance, the PSC of the service being provided; and explanation of the proposed use of covered telecommunications services and any factors relevant to determining if such use would be permissible under the prohibition in paragraph (b)(2) of this provision. 52.204-25 Prohibition on Contracting for Certain Telecommunications and Video Surveillance Services or Equipment (Aug 2020). (a)Definitions. As used in this clause— Backhaul means intermediate links between the core network, or backbone network, and the small subnetworks at the edge of the network (e.g., connecting cell phones/towers to the core telephone network). Backhaul can be wireless (e.g., microwave) or wired (e.g., fiber optic, coaxial cable, Ethernet). Covered foreign country means The People’s Republic of China. Covered telecommunications equipment or services means– (1)Telecommunications equipment produced by Huawei Technologies Company or ZTE Corporation (or any subsidiary or affiliate of such entities); (2)For the purpose of public safety, security of Government facilities, physical security surveillance of critical infrastructure, and other national security purposes, video surveillance and telecommunications equipment produced by Hytera Communications Cor poration, Hangzhou Hikvision Digital Technology Company, or Dahua Technology Company (or any subsidiary or affiliate of such entities); (3)Telecommunications or video surveillance services provided by such entities or using such equipment; or (4)Telecommunications or video surveillance equipment or services produced or provided by an entity that the Secretary of Defense, in consultation with the Director of National Intelligence or the Director of the Federal Bureau of Investigation , reasonably believes to be an entity owned or controlled by, or otherwise connected to, the government of a covered foreign country. Critical technology means– (1)Defense articles or defense services included on the United States Munitions List set forth in the International Traffic in Arms Regulations under subchapter M of chapter I of title 22, Code of Federal Regulations; (2)Items included on the Commerce Control List set forth in Supplement No. 1 to part 774 of the Export Administration Regulations under subchapter C of chapter VII of title 15, Code of Federal Regulations, and controlled- (i) Pursuant to multilateral regimes, including for reasons relating to national security, chemical and biological weapons proliferation, nuclear nonproliferation, or missile technology; or (ii)For reasons relating to regional stability or surreptitious listening; (3)Specially designed and prepared nuclear equipment, parts and components, materials, software, and technology covered by part 810 of title 10, Code of Federal Regulations (relating to assistance to foreign atomic energy activities); (4)Nuclear facilities, equipment, and material covered by part 110 of title 10, Code of Federal Regulations (relating to export and import of nuclear equipment and material); (5)Select agents and toxins covered by part 331 of title 7, Code of Federal Regulations, part 121 of title 9 of such Code, or part 73 of title 42 of such Code; or Version March 19, 2024 (6)Emerging and foundational technologies controlled pursuant to section 1758 of the Export Control Reform Act of 2018 (50 U.S.C. 4817). Interconnection arrangements means arrangements governing the physical connection of two or more networks to allow the use of another's network to hand off traffic where it is ultimately delivered (e.g., connection of a customer of telephone provider A to a customer of telephone company B) or sharing data and other information resources. Reasonable inquiry means an inquiry designed to uncover any information in the entity's possession about the identity of the producer or provider of covered telecommunications equipment or services used by the entity that excludes the need to include an internal or third-party audit. Roaming means cellular communications services (e.g., voice, video, data) received from a visited network when unable to connect to the facilities of the home network either because signal coverage is too weak or because traffic is too high. Substantial or essential component means any component necessary for the proper function or performance of a piece of equipment, system, or service. (b)Prohibition. (1) Section 889(a)(1)(A) of the John S. McCain National Defense Authorization Act for Fiscal Year 2019 (Pub. L. 115-232) prohibits the head of an executive agency on or after August 13, 2019, from procuring or obtaining, or extending or renewing a contract to procure or obtain, any equipment, system, or service that uses covered telecommunications equipment or services as a substantial or essential component of any system, or as critical technology as part of any system. The Contractor is prohibited from providing to the Government any equipment, system, or service that uses covered telecommunications equipment or services as a substantial or essential component of any system, or as critical technology as part of any system, unless an exception at paragraph (c) of this clause applies or the covered telecommunication equipment or services are covered by a waiver described in FAR 4.2104. (2)Section 889(a)(1)(B) of the John S. McCain National Defense Authorization Act for Fiscal Year 2019 (Pub. L. 115- 232) prohibits the head of an executive agency on or after August 13, 2020, from entering into a contract, or extending or renewing a contract, with an entity that uses any equipment, system, or service that uses covered telecommunications equipment or services as a substantial or essential component of any system, or as critical technology as part of any system, unless an exception at paragraph (c) of this clause applies or the covered telecommunication equipment or services are covered by a waiver described in FAR 4.2104. This prohibition applies to the use of covered telecommunications equipment or services, regardless of whether that use is in performance of work under a Federal contract. (c)Exceptions. This clause does not prohibit contractors from providing— (1)A service that connects to the facilities of a third-party, such as backhaul, roaming, or interconnection arrangements; or (2)Telecommunications equipment that cannot route or redirect user data traffic or permit visibility into any user data or packets that such equipment transmits or otherwise handles. (d)Reporting requirement. (1) In the event the Contractor identifies covered telecommunications equipment or services used as a substantial or essential component of any system, or as critical technology as part of any system, during contract performance, or the Contractor is notified of such by a subcontractor at any tier or by any other source, the Contractor shall report the information in paragraph (d)(2) of this clause to the Contracting Officer, unless elsewhere in this contract are established procedures for reporting the information; in the case of the Department of Defense, the Contractor shall report to the website at https://dibnet.dod.mil. For indefinite delivery contracts, the Contractor shall report to the Contracting Officer for the indefinite delivery contract and the Contracting Officer(s) for any affected order or, in the case of the Department of Defense, identify both the indefinite delivery contract and any affected orders in the report provided at https://dibnet.dod.mil. (2)The Contractor shall report the following information pursuant to paragraph (d)(1) of this clause (i) Within one business day from the date of such identification or notification: the contract number; the order number(s), if applicable; supplier name; supplier unique entity identifier (if known); supplier Commercial and Government Entity (CAGE) code (if known); brand; model number (original equipment manufacturer number, manufacturer part number, or wholesaler number); item description; and any readily available information about mitigation actions undertaken or recommended. (ii)Within 10 business days of submitting the information in paragraph (d)(2)(i) of this clause: any further available information about mitigation actions undertaken or recommended. In addition, the Contractor shall describe the efforts it undertook to prevent use or submission of covered telecommunications equipment or services, and any additional efforts that will be incorporated to prevent future use or submission of covered telecommunications equipment or services. Version March 19, 2024 (e)Subcontracts. The Contractor shall insert the substance of this clause, including this paragraph (e) and excluding paragraph (b)(2), in all subcontracts and other contractual instruments, including subcontracts for the acquisition of commercial items. T he following certifications and pr ovisions may be req uir ed and ap ply w hen Participating Agency expe nds fe deral fu nds for any purchase r esulting from this pr ocurement pr ocess. Pur suant to 2 C.F .R. § 20 0.326, all cont r acts, i ncluding sm all purchases, awarded by the Participating Agency and the Participating Agency’s subcontractors shall contain the procurement provisions of Appendix II to Part 200, as applicable, when federal funds are utilized on a project. It is the responsibility of the authorized Participating Agency to notify the offeror if federal funds will be utilized to procure items under APPEN D IX II TO 2 CFR PART 200 (A) Cont racts fo r more than th e simplified acqu isition thresho ld cu rrently set at $250,000, which is the inflation adjusted amount determin ed by th e Civilian Agen cy Acquisition Co uncil and the Defense Acqu isit ion Regu lations Coun cil (Co un cils) as aut horized by 41 U.S.C. 1908, mu st add ress adm inistrat ive, contractu al, or legal remed ies in instances where contracto rs violate or breach contract term s, and provide for su ch sanctions an d penalties asappropriate. Pursuant to Federal Rule (A) above, when a Participating Agency expends federal funds, the Participating Agency reser ves all rights and pr ivileges under the applicable laws and regulations with respect to this pr ocurement in the event of breach of contr act by either par ty. Does offeror agr ee? YES Initials of Authorized Representative of offeror (B)Termination fo r cause and for con venience by the grantee or subgrant ee in clud ing th e manner by which it will b e effe cted and the basis for sett lement. (All cont racts in excess of $10,000) Pursuant to Federal Rule (B) above, when a Participating Agency expends federal funds, the Participating Agency reserves the right to immediately terminate any agr eement in excess of $10,000 resulting from this procurement pr ocess in the event of a breach or default of the agreement by Offeror as detailed in the terms of the contract. Does offeror agr ee? YES Initials of Authorized Representative of offeror (C)Equ al Employment Opportunity. Except as otherwise provided u nd er 41 CFR Part 60, all cont racts th at meet the definition of “federally assisted con struction contract” in 41 CFR Part 60-1.3 mu st in clud e the equal opportun ity clause pro vid ed und er 41 CFR 60-1.4(b), in accordan ce with Executive Order 11246, “Equal EmploymentOpportunity” (30 CF R 12319, 12935, 3 CFR Part, 1964-1965 Co mp ., p. 339), as amend ed by Executive Order 11375,“Amending Executive Ord er 11246 Relating to Equ al Employment Opportunity,” and implement ing regulation s at 41 CFR part 60, “Office of Federal Cont ract Compliance Prog rams, Equ al Employment Oppo rt unity, Department of Labo r.” Pursuant to Feder al Rule (C) above, when a Participating Agency expends federal funds on any federally assisted constr uction contract, the equal opportunity clause is incorporated by reference herein. Does offeror agree to abide by the above? YES Initials of Authorized Repr esentative of offeror (D)Davis-Baco n Act, as amend ed (40 U.S.C. 3141-3148). When required by Federal prog ram leg islation , all prime con struction cont racts in excess of $2,000 award ed by non-Federal entities must include a pro vision for complian ce with the Davis-Bacon Act (40 U.S.C. 3141-3144, and 3146-3148) as su pp lemented by Department of Labor regu lation s (29 CFR Part 5, “Labo r Standards Pro vision s Applicable to Contracts Covering Federally Financed and Assist ed Construction”). In accordan ce with the statut e, contractors must be required to p ay wages to laborers and mech anics at a rate not less th an the prevailing wag es specif ied in a wage determination madeby th e Secretary of Labor. In add ition , cont racto rs mu st be required to p ay wages not less than on ce a week. The no n-Federal entity mu st place a copy of th e cu rrent prevailing wage determination issued by the Department ofLabor in each so licitation . The decision to award a contract or sub cont ract mu st be cond ition ed u po n the this contract and/or purchase order prior to offeror's acceptance of the order. Version March 19, 2024 acceptan ce of the wage determination. The non - Federal entity must repo rt all suspected or reported vio lations to the Federal awarding agency. The contracts must also in clud e a provision for comp liance with the Copeland “Anti- Kickback” Act (40 U.S.C. 3145), as supp lemented b y Department of Labor regu lations (29 CFR Part 3, “Cont ractors and Sub contracto rs on Pub lic Building or Public Work Financed in Whole or in Part by Loans or Grant s from the United States”). The Act pro vid es that each contracto r o r subrecipient must be prohib ited from indu cing , by any mean s, an y person employed in the con struction , completion, o r rep air of public work, to g ive up an y part of the comp ensat ion to which he or sh e is oth erwise entitled. Th e non -Federal entity mu st report all suspected or reported violation s to the Federal awarding agency. Pursuant to Federal Rule (D) above, when a Participating Agency expends federal funds dur ing the term of an award for all contracts and subgrants for construction or repair, offeror will be in compliance with all applicable Davis-Bacon Act provisions. Does offeror agr ee? YES Initials of Authorized Representative of offeror (E)Co ntract Work Hours and Safety Standards Act (40 U.S.C. 3701-3708). Where applicable, all contracts awarded by th e non-Federal entity in excess of $100,000 th at invo lve the emp loyment of mechanics or labo rers must in clud e a provision for compliance with 40 U.S.C. 3702 and 3704, as supplement ed by Departm ent of Labo r regulation s (29 CFR Part 5). Under 40 U.S.C. 3702 of the Act, each contractor must be requ ired to co mpute the wages of every mech an ic an d labo rer on th e basis of a standard work week of 40 hours. Work in excess of the standard work week is permissib le provided th at th e worker is compensated at a rate of not less th an on e and a h alf tim esthe basic rate of pay for all hours worked in excess o f 40 hou rs in the work week. Th e requ irement s of 40 U.S.C.3704 are app licab le t o con struction work and provide th at no laborer or mech anic mu st be requ ired to work in surroundings or und er working conditions which are un sanitary, h azardou s or dangerous. Th ese requirement s do no t apply to th e pu rchases of supp lies or materials or articles ordinarily available on the op en market, or contracts for transportation or transmissio n of intelligence. Pursuant to Federal Rule (E) above, when a Participating Agency expends federal funds, offeror certifies that offeror will be in compliance with all applicable provisions of the Contract Work Hours and Safety Standards Act during the term of an award for all contracts by Participating Agency resulting from this procurement pr ocess. Does offeror agr ee? YES Initials of Authorized Representative of offeror (F)Rights to Invent ions Made Under a Co ntract or Agreem ent . If th e Federal award meet s th e definition of “funding agreement ” under 37 CFR §401.2 (a) and the recip ient or subrecip ient wish es to enter int o a cont ract with a sm all bu siness firm or nonprof it organization regarding th e sub stitutio n of parties, assig nm ent or performan ce of exp eriment al, developmental, or research work under that “fund ing agreement,” the recip ient orsubrecipient must comply with the requirements of 37 CFR Part 401, “Right s to Inventions Made by No n profit Organ izations and Sm all Business Firms Under Governm ent Grant s, Contracts an d Co op erative Agreem ent s,” and an y imp lementing regulations issued by the awardin g agency. Pursuant to Federal Rule (F ) above, when federal funds are expended by Participating Agency, the offeror certifies that during the term of an award for all contracts by Participating Agency resulting from this pr ocurement process, the offeror agrees to comply with all applicable requirements as referenced in Federal Rule (F) above. Does offeror agr ee? YES Initials of Authorized Representative of offeror (G)Clean Air Act (42 U.S.C. 7401-7671q .) and th e Federal Water Po llut ion Cont rol Act (33 U.S.C. 1251-1387), as amended—Co ntract s and sub grants of amounts in excess of $150,000 mu st cont ain a provision that requ ires the non - Federal award to agree to com p ly with all app licab le standards, orders or regulations issued pu rsuan t to the Clean Air Act (42 U.S.C. 7401-7671q) and the Federal Water Pollut ion Co ntrol Act as amended (33 U.S.C. 1251- 1387). Vio lations mu st be reported to the Federal awarding agency and the Regional Office of th e Environm ental Prot ect ion Agen cy (EPA) In the event Federal Transit Administration (FTA) or Department of Transportation (DOT) funding is used by Participating Public Agency, Offeror also agrees to include Clean Air and Clean Water requirements in each subcontract exceeding $100,000 financed in whole or in part with Federal assistance provided by FTA. Version March 19, 2024 Pursuant to Federal Rule (G) above, when federal funds are expended by Participating Agency, the offeror cer tifies that during the term of an award for all contracts by Participating Agency member r esulting from this pr ocurement process, the offeror agr ees to comply with all applicable requirements as r eferenced in Federal Rule (G) above. Does offeror agr ee? YES Initials of Authorized Representative of offeror (H) Debarment and Suspension (Executive Orders 12549 and 12689)—A contract award (see 2 CFR 180.220) mu st not be made to parties listed on th e governm ent wide exclu sion s in the System for Award Management (SAM), inaccordance with the Executive Office of the President Office of Management and Budget (OMB) guid elines at 2 CFR 180 th at implement Execut ive Orders 12549 (3 CFR part 1986 Co mp ., p. 189) an d 12689 (3 CFR part 1989 Co mp ., p. 235), “Debarment and Suspension.” SAM Exclusion s contains th e names of parties debarred, suspend ed, or oth erwise exclud ed by agencies, as well as parties declared in eligib le und er statutory or regulato ry authority oth er than Executive Ord er 12549. Pursuant to Federal Rule (H) above, when federal funds are expended by Participating Agency, the offeror certifies that during the term of an award for all contracts by Participating Agency resulting from this procurement process, the offeror cer tifies that neither it nor its pr incipals is pr esently debarred, suspended, pr oposed for debarment, declared ineligible, or voluntarily excluded from participation by any federal depar tment or agency. If at any time during the term of an award the offeror or its principals becomes debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from participation by any federal department or agency, the offeror will notify the Participating Agency. Does offeror agr ee? YES Initials of Authorized Representative of offeror (I)Byrd An ti-Lobb ying Amendment (31 U.S.C. 1352)—Co ntracto rs that app ly or b id for an award exceeding $100,000 mu st f ile the required certification. Each tier certifies to the t ier above th at it will not and h as no t used Federal approp riat ed funds to p ay any person or organ ization for influencing or attemptin g to inf luen ce an offic er or emp loyee of any agency, a memb er of Cong ress, officer or emp loyee of Congress, or an employee of a member of Congress in connection with obtaining any Federal cont ract, grant or any oth er award covered by 31 U.S.C. 1352. Each tier mu st also d isclose any lobbying with no n-Federal fu nds that takes place in connection with obt aining any Federal award . Such disclosures are forwarded from t ier to tier up to the non-Federal award. Pursuant to Federal Rule (I) above, when federal funds are expended by Participating Agency, the offeror cer tifies that during the term and after the awarded term of an award for all contr acts by Participating Agency r esulting fr om this procurement process, the offeror cer tifies that it is in compliance with all applicable pr ovisions of the Byrd Anti-Lobbying Amendment (31 U.S.C. 1352). The undersigned further cer tifies that: (1) No Federal appropriated funds have been paid or will be paid, by or on behalf of the undersigned, to any person for influencing or attempting to influence an officer or employee of any Federal agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with the awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or cooperative agreement. (2) If any funds other than Federal appropriated funds have been paid or will be paid to any person for influencing or attempting to influence an officer or employee of any Federal agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with this Federal contract, grant, loan, or cooperative agreement, the undersigned shall complete and submit Standard Form-LLL, "Disclosure of Lobbying Activities," in accordance with its instructions. This certification is a material representation of fact upon which reliance was placed when this transaction was made or entered into. Submission of this certification is a prerequisite for making or entering into this transaction imposed by Section 1352, Title 31, U.S. Code. Any person who fails to file the required certification shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure. (3) The prospective participant also agrees by submitting his or her bid or proposal that he or she shall require that the language of this certification be included in all lower tier subcontracts, which exceed $100,000 and that all such subrecipients shall certify and disclose accordingly. Does offeror agr ee? YES Initials of Authorized Representative of offeror RECORD RETENTION REQUIREMENTS FOR CONTRACTS INVOLVING FEDERAL FUNDS When federal funds are expended by Participating Agency for any contract resulting from this procurement process, offeror certifies that it will comply with the record retention requirements detailed in 2 CFR § 200.333. It is the responsibility of the authorized Participating Agency to notify the offeror if federal funds will be utilized to procure items under the resulting contract and/or purchase order prior to offeror's acceptance of the order. The offeror further certifies that offeror will retain all records as required by 2 CFR § 200.333 for a period of three years after grantees or subgrantee s submit final expenditure reports or quart erly or annua l finan cial report s, as applicable, an d al l other pendi ng ma tters are closed. Does offeror agr ee? YES Initials of Authorized Representative of offeror CERTIF ICAT ION OF COMPLIANCE WITH T HE ENERGY POLICY AND CONSERVATION ACT When Participating Agency expends feder al funds for any contr act r esulting from this pr ocurement pr ocess, offeror cer tifies that it will comply with the mandatory standards and policies r elating to ener gy efficiency which are contained in the state ener gy conser vation plan issued in compliance with the Ener gy Policy and Conservation Act (42 U.S.C. 6321 et seq.; 49 C.F.R. Part 18). Does offeror agree? YES Initials of Authorized Representative of offeror CERTIFICAT ION OF COMPLIANCE WITH BUY AMERICA PROVISIONS To the extent purchases are made with Federal Highway Administration, Federal Railroad Administration, or Federal Transit Administration funds, offeror certifies that when requested prior to offeror's acceptance of an order, offeror will certify whether its individual products comply to with all applicable provisions of the Buy America Act and agrees to provide such certification or applicable waiver with respect to specific products to any Participating Agency upon request. Purchases made in accordance with the Buy America Act must still follow the applicable procurement rules calling for free and open competition. Additionally: (1)The Contractor agrees, that when requested prior to Contractor's acceptance of an order, to certify whether its individual products comply with 49 USC 5323(j) and 49 CFR Part 6 61, which provide that federal funds may not be obligated unless steel, iron and manufactured products used in FTA-f unded projects are produced in the United States, unless a waiver has been granted by FTA or the product is subject to a general waiver. General waivers are listed in 49 CFR 661.7.A general public interest waiver from the Buy America requirements applies to microprocessors, computers, microcomputers, software or other such devices, which are used solely for the purpose of processing or storing data. This general waiver does not extend to a product or device that merely contains a microprocessor or microcomputer and is not used solely for the purpose of processing or storing data . Separate requirements for rolling stock are set out at 5323(j)(2)(C) and 49 CFR 661.11. (2)A bidder or offeror must submit to the FTA recipient the appropriate Buy America certification with all bids on FTA-funded contracts, except those subject to a general waiver. Bids or offers that are not accompanied by a completed Buy America certification must be rejected as nonresponsive. This requirement does not apply to lower tier subcontractors. The following certificates titled FTA and DOT Buy America Certification should be completed and returned with the response as part of FTA and DOT requirements. FEDERAL TRASIT ADMINISTRATION (FTA) AND DEPARTMENT OF TRANSPORTATION (DOT) - BUY AMERICA: CERTIFICATION REQUIREMENT FOR PROCUREMENTOF ROLLING STOCK CERTIFICATE OF C OMPLIANCE (select one of the two options, N OT BOTH) Certificate of Compliance with 49 USC §5323(j) The proposer hereby certifies that when requested prior to proposer's acceptance of an order, it will certify whether its individual products comply with the requirements of 49 U.S.C. 5 323(j), and the applicable regulations of 4 9 CFR 661.11. Versi on March 19, 2024 It is the responsibility of the authorized Participating Agency to notify the offeror if federal funds will be utilized to procure items under the resulting contract and/or purchase order prior to offeror's acceptance of the order. Version March 19, 2024 Check for YES:  OR Certificate of Non -Compliance with 49 USC §5323(j) The proposer hereby certifies that it cannot comply with the requirements of 49 U.S.C. 5323(j), but may qualify for an exception to the requirement consistent with 49 U.S.C. 5323(j)(2)(C), and the applicable regulations in 49 CFR 661.7. Check for YES:  FEDERAL TRASIT ADMINISTRATION (FTA) AND DEPARTMENT OF TRANSPORTATION (DOT) - BUY AMERICA: CERTIFICATION REQUIREMENT FOR PROCUREMENT OF STEEL OR MANUFACTURED PRODUCTS CERTIFICATE OF COMPLIANCE (select one of the two options, NOT BOTH) Certificate of Compliance with 49 USC §5323(j)(1) The proposer hereby certifies that when requested prior to proposer's acceptance of an order, it will certify whether its individual products comply with the requirements of 49 U.S.C. 5323(j)(1), and the applicable regulations in 49 CFR part 661. Check for YES: OR Certificate of Non-C ompliance with 49 USC §5323(j)(1) The proposer hereby certifies that it cannot comply with the requirements of 49 U.S.C. 5323(j), but it may qualify for an exception to the requirement pursuant to 49 U.S.C. 5323(j)(2), as amended, and the applicable regulations in 49 CFR 661.7. Check for YES:  Does offeror agr ee? YES Initials of Authorized Representative of offeror Offeror ’s Name: ___________________________________________________________________________________ Address, City, State, and Z ip Code: ________________________________________________________________________ Phone Number : __________________________________ Fax Number: ______________________________________ Printed Name and T itle of Author ized Repr esent a tive: ____________ Email Addres s: __________________________________________________________________________________ Signa ture of Authorized Repres e nt a tive: ____________________________________ Date: _____________________________ CERTIF ICAT ION OF COMPLIANCE WITH BUY AMERICAN PROVISIONS 7 CFR Part 210.21 School Lunch Procurement. The school food authority must include the following provisions in all cost reimbursable contracts, including contracts with cost reimbursable provisions, and in solicitation documents prepared to obtain offers for such contracts: (i)Allowable costs will be paid from the nonprofit school food service account to the contractor net of all discounts, rebates and other applicable credits accruing to or received by the contractor or any assignee under the contract, to the extent those credits are allocable to the allowable portion of the costs billed to the school food authority; X □X 600 E Second St. Muscatine, IA 52761 N/A _________________________________________________________Eric Schroeder - Vice President Finance, HNI Workplace Furnishings The HON Company LLC 563-272-7100 contractmanager@honcompany.com 6/6/2024 (ii) (A)The contractor must separately identify for each cost submitted for payment to the school food authority the amount of that cost that is allowable (can be paid from the nonprofit school food service account) and the amount that is unallowable (cannot be paid from the nonprofit school food service account); or (B)The contractor must exclude all unallowable costs from its billing documents and certify that only allowable costs are submitted for payment and records have been established that maintain the visibility of unallowable costs, including directly associated costs in a manner suitable for contract cost determination and verification; (iii)The contractor's determination of its allowable costs must be made in compliance with the applicable Departmental and Program regulations and Office of Management and Budget cost circulars; (iv)The contractor must identify the amount of each discount, rebate and other applicable credit on bills and invoices presented to the school food authority for payment and individually identify the amount as a discount, rebate, or in the case of other applicable credits, the nature of the credit. If approved by the State agency, the school food authority may permit the contractor to report this information on a less frequent basis than monthly, but no less frequently than annually; (v)The contractor must identify the method by which it will report discounts, rebates and other applicable credits allocable to the contract that are not reported prior to conclusion of the contract; and (vi)The contractor must maintain documentation of costs and discounts, rebates and other applicable credits, and must furnish such documentation upon request to the school food authority, the State agency, or the Department. Unless Supplier is exempt (See FAR 25.103), when authorized by statute or explicitly indicated by Participating Public Agency, Buy American requirements will apply where only unmanufactured construction material mined or produced in the United States shall be used (see Subpart 25.6 – American Recovery and Reinvestment Act-Buy American statute for additional details). CERTIFICATION OF ACCESS TO RECORDS – 2 C.F.R. § 200.336 Offeror agr ees that the Inspector General of the Agency or any of their duly authorized representatives shall have access to any documents, paper s, or other records of offeror that are pertinent to offeror ’s discharge of its obligations under the Contract for the purpose of making audits, examinations, excerpts, and transcriptions. The right also includes timely and reasonable access to offeror ’s personnel for the purpose of interview and discussion relating to such documents. Does offeror agr ee? YES Initials of Authorized Representative of offeror CERTIFICATION OF APPL ICABILITY TO SUB CONTRACTORS Offeror agrees that all dealer subcontracts it awards pursuant to the Contract shall be bound by the foregoing ter ms and conditions. Does offeror agr ee? YES Initials of Authorized Representative of offeror COMMUNITY DEVELOPMENT BLOCK GRANTS Purchases made under this contract may be parti ally or fully funded with federal grant funds. Funding for this work may include Federal Funding sources, including Community Development Block Grant (CDBG) funds from the U.S. Department of Housing and Urban Development. When such funding is provided and Offeror is notified prior to order placement, Offeror shall comply with all terms, conditions and requirements enumerated by the grant funding source, as well as requirements of the State statutes for which the contract is utilized, whichever is the more restrictive requirement. When using Federal Funding, Offeror shall comply with all wage and latest reporting provisions of the Federal Davis- Bacon Act. HUD-4 010 Labor Provisions also applies to this contract. Version March 19, 2024 Version March 19, 2024 Does offeror agr ee? YES Initials of Authorized Representative of offeror Offeror agrees to comply with all federal, stat e, and local laws, ru les, regulations an d ordinances, as applicab le. It is furt her acknowledged that offeror certifi es co mpliance with all prov isio ns, laws, ac ts, reg ulatio ns, etc . as specifically noted ab ove and as applicable. Offeror ’s Name: ____________________________________________________________________________________________ Address, City, State, and Z ip Code: _____________________________________________________________________________ Phone Number : ________________________________ Fax Number : ______________________________________ Printe d Name and T itle of Author ized Repr esent a tive : _____________________________________________________________________ Email Addres s: ____________________________________________________________________________________________ Signa ture of Authorized Repres e nt a tive: ____________________________________Dat e: _____________________________ The HON Company LLC 600 E Second St., Muscatine, IA 52761 563-272-7100 N/A Eric Schroeder - Vice President Finance, HNI Workplace Furnishings contractmanager@honcompany.com 6/6/2024 Version March 19, 2024 FEMA AND ADDITIONAL FEDERAL FUNDING SPECIAL CONDITIONS Awarded Su pplier(s) (als o referre d t o as Contract ors) may nee d t o respond to events and losses where products and services are needed for the immediate and initial res ponse t o emergency situati ons such as, but not limite d to, water dama ge, fire dama ge, van dalism cleanu p, bi ohazard cleanup, sewage dec ontaminati on, deodorizati on, and/or win d dama ge durin g a disaster or emergency situati on. By submitting a proposal, the Supplier is accepted these FEMA and Additional Federal Funding Special Conditions required by the Federal Emergency Management Agency (FEMA) and other federal entities, when applicable, federal funding is utilized, and Supplier is notified prior to order placement that the product and services are needed for a disaster or emergency situation. “Contract” in the below pages under FEMA AND ADDITIONAL FEDERAL FUNDING SPECIAL CONDITIONS is also referred to and defined as the “Master Agreement”. “Contractor” in the below pages under FEMA AND ADDITIONAL FEDERAL FUNDING SPECIAL CONDITIONS is also referred to and defined as “Supplier” or “Awarded Supplier”. Conflicts of Interest No employee, officer, or agent may participate in the selection, award, or administration of a contract supported by a FEMA award if he or she has a real or apparent conflict of interest. Such a conflict would arise when the employee, officer, or agent, any member of his or her immediate family, his or her partner, o r an organization which employs or is about to employ any of these parties, has a financial or other interest in or a tangible personal benefit from a firm considered for award. 2 C.F.R. § 200.318(c)(1); See also Standard Form 424D, ¶ 7; Standard Form 424B, ¶ 3. i. FEMA considers a “financial interest” to be the potential for gain or loss to the employee, officer, or agent, any member of his or her immediate f amily, his or her partner, or an organization which employs or is about to employ any of these parties as a result of the particular procurement. The prohibited financial interest may arise from ownership of certain financial instruments or investments such as stock, bonds, or real estate, or from a salary, indebtedness, job offer, or similar interest that might be affected by the particular procurement. ii. FEMA considers an “apparent” c onflict of interest to exist where an actual conflict does not ex ist, but where a reasonable person with knowledge of the relevant facts would question the impartiality of the employee, o fficer, or agent participating in the procurement. c . Gifts. The officers, employees, and agents of the Participating Public Agency nor the Participating Public Agency (“NFE”) must neither solicit nor accept gratuities, favors, or anything of monetary value from contractors or parties to subcontracts. However, NFE’s may set standards for situations in which the financial interest is de minimus, not substantial, or the gift is an unsolicited item of nominal value. 2 C.F.R. § 200.318(c)(1). d. Violations. The NFE’s written standards of conduct must provide for disciplinary actions to be applied for violations of such standards by officers, employees, or agents of the NFE. 2 C.F.R. § 200.318(c)(1). For example, the penalty for a NFE’s employee may be dismissal, and the penalty for a contractor might be the termination of the contract. Contractor Integrity A contractor must have a satisfactory record of integrity and business ethics. Contractors that are d ebarred or suspended, as described in and subject to the debarment and suspension regulations implementing Executive Order 12549, Debarment and Suspension (1986) and Executive Order 12689, Debarment and Suspension (1989) at 2 C.F.R. Part 180 and the Department of Homeland Security’s regulations at 2 C.F.R. Part 3000 (Non-procurement Debarment and Suspension), must be rejected and cannot receive contract awards at any level. Notice of Legal Matters Affecting the Federal Government In the event FTA or DOT funding is used by Participating Public Agency, Contractor agrees to: 1)The Contractor agrees that if a current or prospective legal matter that may affect the Federal Government emerges, the Contractor shall promptly notify the Participating Public Agency of the legal matter in accordance with 2 C.F.R. §§ 180.220 and 1200.220. Version March 19, 2024 2)The types of legal matters that require notification include, but are not limited to, a major dispute, breach, default, litigation, or naming the Federal Government as a party to litigation or a legal disagreement in any forum for any reason. 3)The Contractor further agrees to include the above clause in each subcontract, at every tier, financed in whole or in part with Federal assistance provided by the FTA. Public Policy A contractor must comply with the public policies of the Federal Government and state, local government, or tribal government. This includes, among other things, past and current compliance with the: a. Equal opportunity and nondiscrimination laws b. Five affirmative steps described at 2 C.F.R. § 200.321(b) for all subcontracting under contracts supported by FEMA financial assistance; and FEMA Procurement Guidance June 21, 2016 Page IV- 7 c. Applicable prevailing wage laws, regulations, and executive orders Affirmative Steps For any subcontracting opportunities, Contractor must take the following Affirmative steps: 1.Placing qualified small and minority businesses and women's business enterprises on solicitation lists; 2.Assuring that small and minority businesses, and women's business enterprises are solicited whenever they are potential sources; 3.Dividing total requirements, when economically feasible, into smaller tasks or quantities to permit maximum participation by small and minority businesses, and women's business enterprises; 4.Establishing delivery schedules, where the requirement permits, which encourage participation by small and minority businesses, and women's business enterprises; and 5.Using the services and assistance, as appropriate, of such organizations as the Small Business Administration and the Minority Business Development Agency of the Department of Commerce. Bid Guarantee For p roposals that are to include construction/reconstruction/renovation and related services, bids must be accompanied by Certified or Cashier’s Check or an approved Bid Bond in the amount of not less than five percent (5%) of the total bid. Surety shall provide a copy of the Power of Attorney authorizing the Executing Agent the authority to execute the bid bond documents and bind the surety to the bid bond conditions. The bid bond shall have a corporate Surety that is licensed to conduct business in the state of the lead agency and authorized to underwrite bonds in the amount of the bid bond. Prevailing Wage Requirements When applicable, the awarded Contractor (s) and any and all subcontractor(s) agree to comply with all laws regarding prevailing wage rates including the Davis -Bacon Act, applicable to this solicitation and/or Participating Public Agencies. The Participating Public Agency shall notify the Contractor of the applicable pricing/prevailing wage rates and must apply any local wage rates requested. The Contractor and any subcontractor(s) shall comply with the prevailing wage rates set by the Participating Public Agency. Version March 19, 2024 1.CONTRACT REMEDIES Contracts for more than the federal simplified acquisition threshold (SAT), the dollar amount below which an NFE may purchase property or services using small purchase methods, currently set at $250,000 for procurements made on or after June 20, 2018,4 mus t address administrative, contractual, or legal remedies in instances where contractors violate or breach contract terms and must provide for sanctions and penalties as appropriate. 1.1 Applicability This contract provision is required for contracts over the SAT, currently set at $250,000 for procurements made on or after June 20, 2018. Although not required for contracts at or below the SAT, FEMA suggests including a remedies provision. 1.2 Additional Considerations For FEMA’s Assistance to Firefighters Grant (AFG) Program, recipients must include a penalty clause in all contracts for any AFG-funded vehicle, regardless of dollar amount. In that situation, the contract must include a clause addressing that non-delivery by the contract’s specified date or other vendor nonperformance will require a penalty of no less than $100 per day until such time that the vehicle, compliant with the terms of the contract, has been accepted by the recipient. This penalty clause should, however, account for force majeure or acts of God. AFG recipients should refer to the applicable year’s Notice of Funding Opportunity (NOFO) for additional information, which can be accessed at FEMA.gov. 2.TERMINATION FOR CAUSE AND CONVENIENCE a.Standard . All contracts in excess of $10,000 must address termination for cause and for convenience by the non-Federal entity, including the manner by which it will be effected and the basis for settlement. See 2 C.F.R. Part 200, Appendix II(B). b.Applicability. This requirement applies to all FEMA grant and cooperative agreement programs. 3.EQUAL EMPLOYMENT OPPORTUNITY When applicable: a.Standard . Except as otherwise provided under 41 C.F.R. Part 60, all contracts that meet the definition of “federally assisted construction contract” in 41 C.F.R. § 60-1.3 must include the equal opportunity clause provided under 41 C.F.R. § 60- 1.4(b), in accordance with Executive Order 11246, Equal Employment Opportunity (30 Fed. Reg. 12319, 12935, 3 C.F.R. Part, 1964-1965 Comp., p. 339), as amended by Executive Order 11375, Amending Executive Order 11246 Relating to Equal Employment Opportunity , and implementing regulations at 41 C.F.R. Part 60 (Office of Federal Contract Compliance Programs, Equal Employment Federal Requirements If pr oducts an d services are issue d in res ponse t o an emergency or disaster rec overy t he items bel ow, located in this FEMA Special Conditions section of the Federal Funds Certifications, are activated and required when applicable, federal funding may beis utilized, and Contrac tor is notified prior to order placement. 2 C.F.R. § 200.326 and 2 C.F.R. Part 200, Appendix II, Required Contract Clauses Version March 19, 2024 Opportunity, Department of Labor). See 2 C.F.R. Part 200, Appendix II(C). b.Key Definitions. i.Federally Assisted Construction Contract. The regulation at 41 C.F.R. § 60- 1.3 defines a “federally assisted construction contract” as any agreement or modification thereof between any applicant and a person for construction work which is paid for in whole or in part with funds obtained from the Government or borrowed on the credit of the Government pursuant to any Federal program involving a grant, contract, loan, insurance, or guarantee, or undertaken pursuant to any Federal program involving such grant, contract, loan, insurance, or guarantee, or any application or modification thereof approved by the Government for a grant, contract, loan, insurance, or guarantee under which the applicant itself participates in the construction work. ii.Construction Work. The regulation at 41 C.F.R. § 60-1.3 defines “construction work” as the construction, rehabilitation, alteration, conversion, extension, demolition or repair of buildings, highways, or other changes or improvements to real property, including facilities providing utility services. The term also includes the supervision, inspection, and other onsite functions incidental to the actual construction. c.Applicability. This requirement applies to all FEMA grant and cooperative agreement programs. d.Required Language. The regulation at 41 C.F.R. Part 60-1.4(b) requires the insertion of the following contract clause. During the performance of this contract, the contractor agrees as follows : (1)The contractor will not discriminate against any employee or applicant for employment because of race, color, religion, sex, sexual orientation, gender identity, or national origin. The contractor will take affirmative action to ensure that applicants are employed, and that employees are treated during employment without regard to their race, color, religion, sex, sexual orientation, gender identity, or national origin. Such action shall include, but not be limited to the following: Employment, upgrading, demotion, or transfer; recruitment or recruitment advertising; layoff or termination; rates of pay or other forms of compensation; and selection for training, including apprenticeship. The contractor agrees to post in conspicuous places, available to employees and applicants for employment, notices to be provided setting forth the provisions of this nondiscrimination clause. (2)The contractor will, in all solicitations or advertisements for employees placed by or on behalf of the contractor, state that all qualified applicants will receive consideration for employment without regard to race, color, religion, sex, sexual orientation, gender identity, or national origin. (3)The contractor will not discharge or in any other manner discriminate against any employee or applicant for employment because such employee or applicant has inquired about, discussed, or disclosed the compensation of the employee or applicant or another employee or applicant. This provision shall not apply to instances in which an employee who has access to the compensation information of other employees or applicants as a Version March 19, 2024 part of such employee's essential job functions discloses the compensation of such other employees or applicants to individuals who do not otherwise have access to such information, unless such disclosure is in response to a formal complaint or charge, in furtherance of an investigation, proceeding, hearing, or action, including an investigation conducted by the employer, or is consistent with the contractor's legal duty to furnish information. (4)The contractor will send to each labor union or representative of workers with which he has a collective bargaining agreement or other contract or understanding, a notice to b e provided advising the said labor union or workers' representatives of the contractor's commitments under this section and shall post copies of the notice in conspicuous p laces available to employees and applicants for employment. (5)The contractor will comply with all provisions of Executive Order 11246 of September 24, 1965, and of the rules, regulations, and relevant orders of the Secretary of Labor. (6)The contractor will furnish all information and reports required by Executive Order 11246 of September 24, 1965, and by rules, regulations, and orders of the Secretary of Labor, or pursuant thereto, and will permit access to his books, records, and accounts by the administering agency and the Secretary of Labor for purposes of investigation to ascertain compliance with such rules, regulations, and orders. (7)In the event of the contractor's noncompliance with the nondiscrimination clauses of this contract or with any of the said rules, regulations, or orders, this contract may be canceled, terminated, or suspended in whole or in part and the contractor may be d eclared ineligible for further Government contracts or federally assisted construction contracts in accordance with procedures authorized in Executive Order 11246 of September 24, 1965, and such other sanctions may be imposed and remedies invoked as provided in Executiv e Order 11246 of September 24, 1965, or by rule, regulation, or o rder of the Secretary of Labor, or as otherwise provided by law. (8)The contractor will include the portion of the sentence immediately preceding paragraph (1) and the provisions of paragraphs (1) through (8) in every dealer subcontract o r purchase order unless exempted by rules, regulations, or orders of the Secretary of Labor issued pursuant to section 204 of Executive Order 11246 of September 24, 1965, so that such provisions will be binding upon each dealer subcontractor or vendor. The contractor will take such action with respect to any dealer subcontract or purchase order as the administering agency may direct as a means of enforcing such provisions, including sanctions for noncompliance: Provid ed, however, that in the event a contractor b eco mes involved in, or is threatened with, litigation with a dealer subcontractor o r vendor as a result of such directi on by the administering ag ency, the contractor may request the United States to enter into such litigation to pro tect the interests of the United States. The app licant f urther ag rees that it will b e bo und by the abo ve equal oppo rtunity clause with res pect t o its o wn em p loyment p ractices when it partici pates in fe derally assist ed construction work: Provided, That if the a pplicant s o partici p ating is a State or l oc al government, the a bove e qual oppo rtunity clause is not applica b le t o any agency, instrumentality o r su bd ivisio n of such go vernment which do es no t partici p ate in work o n or under the c ontract. The app licant a grees that it will assist and coop erate actively with the ad ministering agency an d the Secretary o f La bor in ob taining the c o mp liance of c o ntract ors and su b c o ntract ors with the equal o pp ortunity clause and the rules, regulati o ns, and relevant Version March 19, 2024 orders of the Secretary of Labor, that it will furnish the administering agency and the Secretary of Labor such information as they may require for the supervision of such compliance, and that it will otherwise assist the administering agency in the discharge of the agency's primary responsibility for securing compliance. The applicant further agrees that it will refrain from entering into any contract o r contract modification subject to Executive Order 11246 of September 24, 1965, with a contractor debarred from, or who has not demonstrated eligibility for, Government contracts and federally assisted construction contracts pursuant to the Executive Order and will carry out such sanctions and penalties for violation of the equal opportunity clause as may be imposed upon contractors and subcontractors by the administering agency or the Secretary of Labor pursuant to Part II, Subpart D of the Executive Order. In addition, the applicant agrees that if it fails or refuses to comply with these undertakings, the administering agency may take any or all of the following actions: Cancel, terminate, or suspend in whole or in part this grant (contract, loan, insurance, guarant ee); refrain from extending any further assistance to the applicant under the program with respect to which the failure or refund occurred until satisfactory assurance of future compliance has been received from such applicant; and refer the case to the Department of Justice for appropriate legal proceedings. 4.DAVIS-BACON ACT a.Standard . All prime construction contracts in excess of $2,000 awarded by non- Federal entities must include a provision for compliance with the Davis -Bacon Act (40 U.S.C. §§ 3141 - 3144 and 3146-3148) as supplemented by Department of Labor regulations at 29 C.F.R. Part 5 (Labor Standards Provisions Applicable to Contracts Covering Federally Financed and Assisted Construction). See 2 C.F.R. Part 200, Appendix II(D). In accordance with the statute, contractors must be required to pay wages to laborers and mechanics at a rate not less than the prevailing wages specified in a wage determination made by the Secretary of Labor. In addition, contractors must be required to pay wages not less than once a week. b.Applicability. The Davis -Bacon Act applies to the Emergency Management Preparedness Grant Program, Homeland Security Grant Program, Nonprofit Security Grant Program, Tribal Homeland Security Grant Program, Port Security Grant Program, and Transit Security Grant Program. c.Requirements . If applicable, the non-federal entity must do the following: i.The non-Federal entity must place a copy of the current prevailing wage determination issued by the Department of Labor in each solicitation. The decision to award a contract or subcontract must be conditioned upon the acceptance of the wage determination. The non-Federal entity must report all suspected or reported violations to the Federal awarding agency. ii.Additionally, pursuant 2 C.F.R. Part 200, Appendix II(D), contracts subject to the Davis -Bacon Act, must also include a provision for compliance with the Copeland “Anti-Kickback” Act (40 U.S.C. § 3145), as supplemented by Department of Labor regulations at 29 C.F.R. Part 3 (Contractors and Subcontractors on Public Building or Public Work Financed in Whole or in Part by Loans or Grants from the United States). The Copeland Anti- Kickback Act provides that each contractor or subrecipient must be prohibited from inducing, by any means, any person employed in the construction, completion, or repair of public work, to give up any Version March 19, 2024 part of the compensation to which he or she is otherwise entitled. The non- Federal entity must report all suspected or reported violations to FEMA. iii.Include a provision for compliance with the Davis -Bacon Act (40 U.S.C. 3141- 3144, and 3146-3148) as supplemented by Department of Labor regulations (29 CFR Part 5, “Labor Standards Provisions Applicable to Contracts Covering Federally Financed and Assisted Construction”). Suggested Language. The following provides a sample contract clause: Compliance with the Davis -Bacon Act. a.All transactions regarding this contract shall be done in compliance with the Davis-Bacon Act (40 U.S.C. 3141- 3144, and 3146-3148) and the requirements of 29 C.F.R. pt. 5 as may be applicable. The contractor shall comply with 40 U.S.C. 3141- 3144, and 3146-3148 and the requirements of 29 C.F.R. pt. 5 as applicable. b.Contractors are required to pay wages to laborers and mechanics at a rate not less than the prevailing wages specified in a wage determination made by the Secretary of Labor. c.Additionally, contractors are required to pay wages not less than once a week. 5.COPELAND ANTI-KICKBACK ACT a.Standard . Recipient and subrecipient contracts must include a provision for compliance with the Copeland “Anti-Kickback” Act (40 U.S.C. 3145), as supplemented by Department of Labor regulations (29 CFR Part 3, “Contractors and Subcontractors on Public Building or Public Work Financed in Whole or in Part by Loans or Grants from the United States”). b.Applicability. This requirement applies to all contracts for construction or repair work above $2,000 in situations where the Davis-Bacon Act also applies. It DOES NOT apply to the FEMA Public Assistance Program. c.Requirements . If applicable, the non-federal entity must include a provision for compliance with the Copeland “Anti-Kickback” Act (40 U.S.C. § 3145), as supplemented by Department of Labor regulations at 29 C.F.R. Part 3 (Contractors and Subcontractors on Public Building or Public Work Financed in Whole or in Part by Loans or Grants from the United States). Each contractor or subrecipient must be prohibited from inducing, by any means, any person employed in the construction, completion, or repair of public work, to give up any part of the compensation to which he or she is otherwise entitled. The non-Federal entity must report all suspected or reported violations to FEMA. Additionally, in accordance with the regulation, each contractor and subcontractor must furnish each week a statement with respect to the wages paid each of its employees engaged in work covered by the Copeland Anti-Kickback Act and the Davis Bacon Act during the preceding weekly payroll period. The report shall be delivered by the contractor or subcontractor, within seven days after the regular payment date of the payroll period, to a representative of a Federal or State agency in charge at the site of the building or work. Sample Language. The following provides a sample contract clause: Version March 19, 2024 Compliance with the Copeland “Anti-Kickback” Act. a. Contractor. The contractor shall comply with 18 U.S.C. § 874, 40 U.S.C. § 3145, and the requirements of 29 C.F.R. pt. 3 as may be applicable, which are incorporated by reference into this contract. b. Subcontracts. The contractor or subcontractor shall insert in any subcontracts the clause above and such other clauses as FEMA may by appropriate instructions require, and also a clause requiring the subcontractors to include these clauses in any lower tier subcontracts. The prime contractor shall be responsible for the compliance by any subcontractor or lower tier subcontractor with all of these contract clauses. c. Breach. A breach of the contract clauses above may be grounds for termination of the contract, and for debarment as a contractor and subcontractor as provided in 29 C.F.R. §5.12.” 6. CONTRACT WORK HOURS AND SAFETY STANDARDS ACT a. Standard . Where applicable (see 40 U.S.C. §§ 3701-3708), all contracts awarded by the non-Federal entity in excess of $100,000 that involve the employment of mechanics or laborers must include a provision for compliance with 40 U.S.C. §§ 3702 and 3704, as supplemented by Department of Labor regulations at 29 C.F.R. Part 5. See 2 C.F.R. Part 200, Appendix II(E). Under 40 U.S.C. § 3702, each contractor must be required to compute the wages of every mechanic and laborer on the basis of a standard work week of 40 hours. Work in excess of the standard work week is permissible provided that the worker is compensated at a rate of not less than one and a half times the basic rate of pay for all hours worked in excess of 40 hours in the work week. Further, no laborer or mechanic must be required to work in surroundings or under working conditions which are unsanitary, hazardous, or dangerous. b. Applicability. This requirement applies to all FEMA contracts awarded by the non- federal entity in excess of $100,000 under grant and cooperative agreement programs that involve the employment of mechanics or laborers. It is applicable to construction work. These requirements do not apply to the purchase of supplies or materials or articles ordinarily available on the open market, or contracts for transportation or transmission of intelligence. c. Suggested Language. The regulation at 29 C.F.R. § 5.5(b) provides contract clause language concerning compliance with the Contract Work Hours and Safety Standards Act. FEMA suggests including the following contract clause: Compliance with the Contract Work Hours and Safety Standards Act. (1) Overtime requirements. No contractor or subcontractor contracting for any part of the contract work which may require or involve the employment of laborers or mechanics shall require or permit any such laborer or mechanic in any workweek in which he or she is employed on such wo rk to work in excess of forty hours in such workweek unless such laborer or mechanic receives compensation at a rate not less than one and one-half times the basic rate of pay for all hours worked in excess of forty hours in such workweek. Version March 19, 2024 (2)Violation; liability for unpaid wages; liquidated damages. In the event of any violation of the clause set forth in paragraph (b)(1) of this section the contractor and any subcontractor responsible therefor shall be liable for the unpaid wages. In addition, such contractor and subcontractor shall be liable to the United States (in the case of work done under contract for the District of Columbia or a territory, to such District or to such territory), for liquidated damages. Such liquidated damages shall be computed with respect to each individual laborer or mechanic, including watchmen and guards, employed in violation of the clause set forth in paragraph (b)(1) of this section, in the sum of $27 for each calendar day on which such individual was required or permitted to work in excess of the standard workweek of forty hours without payment of the overtime wages required by the clause set forth in paragraph (b)(1) of this section. (3)Withholding for unpaid wages and liquidated damages. The Federal agency or loan/grant recipient shall upon its own action or upon written request of an authorized representative of the Department of Labor withhold or cause to be withheld, from any moneys payable on account of work performed by the contractor or subcontractor under any such contract or any other Federal contract with the same prime contractor, or any other federally -assisted contract subject to the Contract Work Hours and Safety Standards Act, which is held by the same prime contractor, such sums as may be determined to be necessary to satisfy any liabilities of such contractor or subcontractor for unpaid wages and liquidated damages as provided in the clause set forth in paragraph (b)(2) of this section. (4)Subcontracts. The contractor or subcontractor shall insert in any subcontracts the clauses set forth in paragraph (b)(1) through (4) of this section and also a clause requiring the subcontractors to include these clauses in any lower tier subcontracts. The prime contractor shall be responsible for compliance by any subcontractor or lower tier subcontractor with the clauses set forth in paragrap hs (b)(1) through (4) of this section. 7.RIGHTS TO INVENTIONS MADE UNDER A CONTRACT OR AGREEMENT a.Standard . If the FEMA award meets the definition of “funding agreement” under 37C.F.R. § 401.2(a) and the non-Federal entity wishes to enter into a contract with a small business firm or nonprofit organization regarding the substitution of parties, assignment or p erformance of experimental, developmental, or research work under that “funding agreement,” the non- Federal entity must comply with the requirements of 37 C.F.R. Part 401 (Rights to Inventions Made by Nonprofit Organizations and Small Business Firms Under Government Grants, Contracts and Cooperative Agreements), and any implementing regulations issued by FEMA. See 2 C.F.R. Part 200, Appendix II(F). b.Applicability. This requirement applies to “funding agreements ,” but it DOES NOT apply to the Public Assistance, Hazard Mitigation Grant Program, Fire Management Assistance Grant Program, Crisis Counseling Assistance and Training Grant Program, Disaster Case Management Grant Program, and Federal Assistance to Individuals and Households – Other Needs Assistance Grant Program, as FEMA awards under these programs do not meet the definition of “funding agreement.” c.Funding Agreements Definition. The regulation at 37 C.F.R. § 401.2(a) defines “funding agreement” as any contract, grant, or cooperative agreement entered into between any Federal agency, other than the Tennessee Valley Authority, and any contractor for the performance of experimental, developmental, or research work funded in whole or in part by the Federal government. This term also includes any assignment, substitution of parties, or subcontract of any type entered into for the performance of experimental, Version March 19, 2024 developmental, or research work under a funding agreement as defined in the first sentence of this paragraph. 8.CLEAN AIR ACT AND THE FEDERAL WATER POLLUTION CONTROL ACT a.Standard . If applicable, contracts must contain a provision that requires the contractor to agree to comply with all applicable standards, orders, or regulations issued pursuant to the Clean Air Act (42 U.S.C. §§ 7401-7671q.) and the Federal Water Pollution Control Act as amended (33 U.S.C. §§ 1251-1387). Violations must be reported to FEMA and the Regional Office of the Environmental Protection Agency. See 2 C.F.R. Part 200, Appendix II(G). b.Applicability. This requirement applies to contracts awarded by a non-federal entity of amounts in excess of $150,000 under a federal grant. c.Suggested Language. The following provides a sample contract clause. Clean Air Act 1.The contractor agrees to comply with all applicable standards, orders or regulations issued pursuant to the Clean Air Act, as amended, 42 U.S.C. § 7401 et seq. 2.The contractor agrees to report each violation to the Participating Public Agency and understands and agrees that the Participating Public Agency will, in turn, report each violation as required to assure notification to the Federal Emergency Management Agency, and the appropriate Environmental Protection Agency Regional Office. 3.The contractor agrees to include these requirements in each subcontract exceeding $150,000 financed in whole or in part with Federal assistance provided by FEMA. Federal Water Pollution Control Act 1.The contractor agrees to comply with all applicable standards, orders, or regulations issued pursuant to the Federal Water Pollution Control Act, as amended, 33 U.S.C. 1251 et seq. 2.The contractor agrees to report each violation to the Participating Public Agency and understands and agrees that the Participating Public Agency will, in turn, report each violation as required to assure notification to the Federal Emergency Management Ag ency, and the appropriate Environmental Protection Agency Regional Office. 3.The contractor agrees to include these requirements in each subcontract exceeding $150,000 financed in whole or in part with Federal assistance provided by FEMA. Version March 19, 2024 9.DEBARMENT AND SUSPENSION a.Standard . Non-Federal entities and contractors are subject to the debarment and suspension regulations implementing Executive Order 12549, Debarment and Suspension (1986) and Executive Order 12689, Debarment and Suspension (1989) at 2 C.F.R. Part 180 and the Department of Homeland Security’s regulations at 2 C.F.R. Part 3000 (Non-procurement Debarment and Suspension). b.Applicability. This requirement applies to all FEMA grant and cooperative agreement programs. c.Requirements. i.These regulations restrict awards, subawards, and contracts with certain parties that are debarred, suspended, or otherwise excluded from or ineligible for participation in Federal assistance programs and activities. See 2 C.F.R. Part 200, Appendix II(H); and 2 C.F.R. § 200.213. A contract award must not be made to parties listed in the SAM Exclusions. SAM Exclusions is the list maintained by the General Services Administration that contains the names of parties debarred, suspended, or otherwise excluded by agencies, as well as parties declared ineligible under statutory or regulatory authority other than Executive Order 12549. SAM exclusions can be accessed at www.sam.gov. See 2 C.F.R. § 180.530. ii.In general, an “excluded” party cannot receive a Federal grant award or a contract within the meaning of a “covered transaction,” to include subawards and subcontracts. This includes parties that receive Federal funding indirectly, such as contractors to recipients and subrecipients. The key to the exclusion is whether there is a “covered transaction,” which is any non-procurement transaction (unless excepted) at either a “primary” or “secondary” tier. Although “covered transactions” do not include contracts awarded by the Federal Government for purposes of the non-procurement common rule and DHS’s implementing regulations, it does include some contracts awarded by recipients and subrecipients. iii.Specifically, a covered transaction includes the following contracts for goods or services: 1.The contract is awarded by a recipient or subrecipient in the amount of at least $25,000. 2.The contract requires the approval of FEMA, regardless of amount. 3.The contract is for federally -required audit services. 4.A subcontract is also a covered transaction if it is awarded by the contractor of a recipient or subrecipient and requires either the approval of FEMA or is in excess of $25,000. d.Suggested Language. The following provides a debarment and suspension clause. It incorporates an optional method of verifying that contractors are not excluded or disqualified. Version March 19, 2024 Suspension and Debarment (1)This contract is a covered transaction for purposes of 2 C.F.R. pt. 180 and 2 C.F.R. pt. 3000. As such, the contractor is required to verify that none of the contractor’s principals (defined at 2 C.F.R. § 180.995) or its affiliates (defined at 2 C.F.R. § 180.905) are excluded (defined at 2 C.F.R. § 180.940) or disqualified (defined at 2 C.F.R. § 180.935). (2)The contractor must comply with 2 C.F.R. pt. 180, subpart C and2 C.F.R. pt. 3000, subpart C, and must include a requirement to comply with these regulations in any lower tier covered transaction it enters into. (3)This certification is a material representation of fact relied upon by the Participating Public Agency. If it is later determined that the contractor did not comply with 2 C.F.R. pt. 180, subpart C and 2 C.F.R. pt. 3000, subpart C, in addition to remedies available to the Participating Public Agency, the Federal Government may pursue available remedies, including but not limited to suspension and/or debarment. (4)The bidder or proposer agrees to comply with the requirements of 2 C.F.R. pt. 180, subpart C and 2 C.F.R. pt. 3000, subpart C while this offer is valid and throughout the period of any contract that may arise from this offer. The bidder or proposer further agrees to include a provision requiring such compliance in its lower tier covered transactions. 10.BYRD ANTI-LOBBYING AMENDMENT a.Standard . Each tier certifies to the tier above that it will not and has not used Federal appropriated funds to pay any person or organization for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, officer or employee of Congress, or an employee of a Member of Congress in connection with obtaining any Federal contract, grant or any other award covered by 31 U.S.C. § 1352. FEMA’s regulation at 44 C.F.R. Part 18 implements the requirements of 31 U.S.C. § 1352 and provides, in Appendix A to Part 18, a copy of the certification that is required to be completed by each entity as described in 31 U.S.C. § 1352. Each tier must also disclose any lobbying with non-Federal funds that takes place in connection with obtaining any Federal award. Such disclosures are forwarded from tier to tier up to the Federal awarding agency. b.Applicability. This requirement applies to all FEMA grant and cooperative agreement programs. Contractors that apply or bid for a contract of $100,000 or more under a federal grant must file the required certification. See 2 C.F.R. Part 200, Appendix II(I); 31 U.S.C. § 1352; and 44 C.F.R. Part 18. c.Suggested Language. Byrd Anti-Lobbying Amendment, 31 U.S.C. § 1352 (as amended) Contractors who apply or bid for an award of $100,000 or more shall file the required certification. Each tier certifies to the tier above that it will not and has not used Federal appropriated funds to pay any person or organization for influencing or att empting to influence an officer or employee of any agency, a Member of Congress, officer or Version March 19, 2024 employee of Congress, or an employee of a Member of Congress in connection with obtaining any Federal contract, grant, or any other award covered by 31 U.S.C. § 1352. Each tier shall also disclose any lobbying with non-Federal funds that takes place in connection with obtaining any Federal award. Such disclosures are forwarded from tier to tier up to the recipient who in turn will forward the certification(s) to the awarding agency. d.Required Certification. If applicable, contractors must sign and submit to the non-federal entity the following certification. APPENDIX A, 44 C.F.R. PART 18 – CERTIFICATION REGARDING LOBBYING Certification for Contracts, Grants, Loans, and Cooperative Agreements The undersigned certifies, to the best of his or her knowledge and belief, that: 1.No Federal appropriated funds have been paid or will be paid, by or on behalf of the undersigned, to any person for influencing or attempting to influence an officer or employee of an agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with the awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or cooperative agreement. 2.If any funds other than Federal appropriated funds have been paid or will be paid to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with this Federal contract, grant, loan, or cooperative agreement, the undersigned shall complete and submit Standard Form- LLL, “Disclosure Form to Report Lobbying,” in accordance with its instructions. 3.The undersigned shall require that the language of this certification be included in the award documents for all subawards at all tiers (including subcontracts, subgrants, and contracts under grants, loans, and cooperative agreements) and that all subrecipients shall certify and disclose accordingly. This certification is a material representation of fact upon which reliance was placed when this transaction was made or entered into. Submission of this certification is a prerequisite for making or entering into this transaction imposed by section 1352, title 31, U.S. Code. Any person who fails to file the required certification shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure. Version March 19, 2024 The Contractor, , certifies or affirms the truthfulness and accuracy of each statement of its certification and disclosure, if any. In addition, the Contractor understands and agrees that the provisions of 31 U.S.C. Chap. 38, Administrative Remedies for False Claims and Statements, apply to this certification and disclosure, if any. Signature of Contractor’s Authorized Official Name and Title of Contractor’s Authorized Official Date The HON Company LLC Eric Schroeder - Vice President Finance, HNI Workplace Furnishings 6/6/2024 11.PROCUREMENT OF RECOVERED MATERIALS a.Standard . A non-Federal entity that is a state agency or agency of a political subdivision of a state and its contractors must comply with Section 6002 of the Solid Waste Disposal Act, as amended by the Resource Conservation and Recovery Act. See 2 C.F.R. Part 200, Appendix II(J); and 2 C.F.R. § 200.322. b.Applicability . This requirement applies to all contracts awarded by a non- federal entity under FEMA grant and cooperative agreement programs. c.Requirements . The requirements of Section 6002 include procuring only items designated in guidelines of the EPA at 40 C.F.R. Part 247 that contain the highest percentage of recovered materials practicable, consistent with maintaining a satisfactory level of competition, where the purchase price of the item exceeds $10,000 or the value of the quantity acquired by the preceding fiscal year exceeded $10,000; p rocuring solid waste management services in a manner that maximizes energy and resource recovery; and establishing an affirmative procurement program for procurement of recovered materials identified in the EPA guidelines. d.Suggested Language. i.In the performance of this contract, the Contractor shall make maximum use of products containing recovered materials that are EPA-designated items unless the product cannot be acquired — 1.Competitively within a timeframe providing for compliance with the contract performance schedule; 2.Meeting contract performance requirements; or 3.At a reasonable price. ii. Information about this requirement, along with the list of EPA - designated items, is available at EPA’s Comprehensive Procurement Guidelines web site, https://www.epa.gov/smm/comprehensive-procurement-guideline-cpg -program. iii. The Contractor also agrees to comply with all other applicable requirements of Section 6002 of the Solid Waste Disposal Act.” 12.DOMESTIC PREFERENCES FOR PROCUREMENTS As appropriate, and to the extent consistent with law, CONTRACTOR should, to the greatest extent practicable under a federal award, provide a preference for the purchase, acquisition, or use of goods, products or materials produced in the United States. This includes, but is not limited to, iron, aluminum, steel, cement, and other manufactured products. Applicability For purchases in support of FEMA declarations and awards issued on or after November 12, 2020, all FEMA recipients and subrecipients are required to include in all contracts and purchase orders for work or products a contract provision encouraging domestic preference for procurements. Domestic Preference for Procurements As appropriate, and to the extent consistent with law, the contractor should, to the greatest extent practicable, provide a preference for the purchase, acquisition, or use of goods, products, or materials produced in the United States. This includes, but is not limited to iron, aluminum, steel, cement, and other manufactured products. For purposes of this clause: Produced in the United States means, for iron and steel products, that all manufacturing processes, from the initial melting stage through the application of coatings, occurred in the United States. Manufactured products mean items and construction materials composed in whole or in part of non-ferrous metals such as aluminum; plastics and polymer-based products such as polyvinyl chloride pipe; aggregates such as concrete; glass, including optical fiber; and lumber.” Version March 19, 2024 13.ACCESS TO RECORDS a. Standard . All recipients, subrecipients, successors, transferees, and assignees must acknowledge and agree to comply with applicable provisions governing DHS access to records, accounts, documents, information, facilities, and staff. Recipients must give DHS/FEMA access to, and the right to examine and copy, records, accounts, and other documents and sources of information related to the federal financial assistance award and permit access to facilities, personnel, and other individuals and information as may be necessary, as required by DHS regulations and other applicable laws or program guidance. See DHS Standard Terms and Conditions: Version 8.1 (2018). Additionally, Section 1225 of the Disaster Recovery Reform Act of 2018 prohibits FEMA from providing reimbursement to any state, local, tribal, or territorial government, or private non-profit for activities made pursuant to a contract that purports to prohibit audits or internal reviews by the FEMA administrator or Comptroller General. Access to Records. The following access to records requirements apply to this contract: i.The Contractor agrees to provide Participating Public Agency, the FEMA Administrator, the Comptroller General of the United States, or any of their authorized representatives access to any books, documents, papers, and records of the Contractor which are directly pertinent to this contract for the purposes of making audits, examinations, excerpts, and transcriptions. ii.The Contractor agrees to permit any of the foregoing parties to reproduce by any means whatsoever or to copy excerpts and transcriptions as reasonably needed. iii.The Contractor agrees to provide the FEMA Administrator or his authorized representatives access to construction or other work sites pertaining to the work being completed under the contract. iv.In compliance with the Disaster Recovery Act of 2018, the Participating Public Agency and the Contractor acknowledge and agree that no language in this contract is intended to prohibit audits or internal reviews by the FEMA Administrator or the Comptroller General of the United States. 14.CHANGES a. Standard . To be eligible for FEMA assistance under the non-Federal entity’s FEMA grant or cooperative agreement, the cost of the change, modification, change order, or constructive change must be allowable, allocable, within the scope of its grant or cooperative agreement, and reasonable for the completion of project scope. b.Applicability. FEMA recommends, therefore, that a non-Federal entity include a changes clause in its contract that describes how, if at all, changes can be made by either party to alter the method, price, or schedule of the work without breaching the contract. The lang uage of the clause may differ depending on the nature of the contract and the end -item procured. 15.DHS SEAL, LOGO, AND FLAGS a. Standard . Recipients must obtain permission prior to using the DHS seal(s), logos, crests, or reproductions of flags or likenesses of DHS agency officials. See DHS Standard Terms and Conditions: Version 8.1 (2018). b.Applicability. FEMA recommends that all non-Federal entities place in their contracts a provision that a contractor shall not use the DHS seal(s), logos, crests, or reproductions of flags or likenesses of DHS agency officials without specific FEMA pre-approval. c.“The contractor shall not use the DHS seal(s), logos, crests, or reproductions of flags or likenesses of DHS agency officials without specific FEMA pre-approval. Version March 19, 2024 16.COMPLIANCE WITH FEDERAL LAW, REGULATIONS, AND EXECUTIVE ORDERS a. Standard . The recipient and its contractors are required to comply with all Federal laws, regulations, and executive orders. b.Applicability. FEMA recommends that all non-Federal entities place into their contracts an acknowledgement that FEMA financial assistance will be used to fund the contract along with the requirement that the contractor will comply with all applicable Federal law, regulations, executive orders, and FEMA policies, procedures, and directives. c.“This is an acknowledgement that FEMA financial assistance will be used to fund all or a portion of the contract. The contractor will comply with all applicable Federal law, regulations, executive orders, FEMA policies, procedures, and directives.” 17.NO OBLIGATION BY FEDERAL GOVERNMENT a. Standard . FEMA is not a party to any transaction between the recipient and its contractor. FEMA is not subject to any obligations or liable to any party for any matter relating to the contract. b.Applicability. FEMA recommends that the non-Federal entity include a provision in its contract that states that the Federal Government is not a party to the contract and is not subject to any obligations or liabilities to the non-Federal entity, contractor, or any other party pertaining to any matter resulting from the contract. c.“The Federal Government is not a party to this contract and is not subject to any obligations or liabilities to the non-Federal entity, contractor, or any other party pertaining to any matter resulting from the contract.” 18.PROGRAM FRAUD AND FALSE OR FRAUDULENT STATEMENTS OR RELATED ACTS a. Standard . Recipients must comply with the requirements of The False Claims Act (31 U.S.C. §§ 3729 - 3733) which prohibits the submission of false or fraudulent claims for payment to the federal government. See D HS Standard Terms and Conditions: Version 8.1 (2018); and 31 U.S.C. §§ 3801-3812, which details the administrative remedies for false claims and statements made. The non-Federal entity must include a provision in its contract that the contractor acknowledges that 31 U.S.C. Chap. 38 (Administrative Remedies for False Claims and Statements) applies to its actions pertaining to the contract. b.Applicability. FEMA recommends that the non-Federal entity include a provision in its contract that the contractor acknowledges that 31 U.S.C. Chap. 38 (Administrative Remedies for False Claims and Statements) applies to its actions pertaining to the contract. c.“The Contractor acknowledges that 31 U.S.C. Chap. 38 (Administrative Remedies for False Claims and Statements) applies to the Contractor’s actions pertaining to this contract.” d.In the event FTA or DOT funding is used by a Participating Public Agency, Contractor further acknowledges U.S. DOT regulations, “Program Fraud Civil Remedies,” 49 CFR Part 31, and apply to its actions pertaining to this Contract. Upon execution of the underlying Contract, Contractor certifies or affirms the truthfulness and accuracy of any statement it has made, it makes, it may make, or causes to me made, pertaining to the underlying Contract or the FTA assisted project for which this Contract Work is being performed. Version March 19, 2024 In addition to other penalties that may be applicable, Contractor further acknowledges that if it makes, or causes to be made, a false, fictitious, or fraudulent claim, statement, submission, or certification, the Federal Government reserves the right to impose the penalties of the Program Fraud Civil Remedies Act of 1986 on Contractor to the extent the Federal Government deems appropriate. Contractor also acknowledges that if it makes, or causes to me made, a false, fictitious, or fraudulent claim, statement, submission, or certification to the Federal Government under a contract connected with a project that is financed in whole or in part with Federal assistance originally awarded by FTA under the authority of 49 U.S.C. § 5307, the Government reserves the right to impose the penalties of 18 U.S.C. § 1001 and 49 U.S.C. § 5307 (n)(1) on the Contractor, to the extent the Federal Government deems appropriate. Contrac tor agrees to include the above clauses in each subcontract financed in whole or in part with Federal assistance provided by FTA. It is further agreed that the clauses shall not be modified, except to identify the subcontractor who will be subject to the provisions. Offeror agrees to comply with all terms and conditions outlined in the FEMA Special Conditions section of this solicitation, as applicable. Offero r’s Name: ______________________________________________ Address, City, State, and Zip Code: _____________________________________________________________________________ Phone Numb er: ________________________ Fax Numb er: ______________________________ Printed Name and Title of Authorized Representative: ____________________________________________________________ Email Address: _____________________________________________ Signature of Authorized Repres ent ative: ____________________________________ Date: ________________________________ The HON Company LLC 600 E Second St., Muscatine, IA 52761 563-272-7100 N/A Eric Schroeder - Vice President Finance, HNI Workplace Furnishings contractmanager@honcompany.com 6/6/2024 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2526 Name: Status:Type:Consent Item Passed File created:In control:6/9/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute, on behalf of the County, a Participating Addendum with Vactor Manufacturing, LLC, in an amount not to exceed $4,000,000, for the purchase of Sewer Vacuum, Hydro-Excavation, and Municipal Pumping equipment, and related Accessories and Supplies, for use by Public Works Road Maintenance during the period of June 24, 2025 through November 29, 2025, under the terms of the Master Contract awarded by Sourcewell, a State of Minnesota Public Agency, Countywide. (100% Local Road and Flood Control Funds) Attachments:1. Vactor Contract 101221, 2. Participating Addendum - Vactor (Sourcewell) - FINAL 6 9 25 Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Participating Addendum with Vactor Manufacturing, LLC ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: Participating Addendum with Vactor Manufacturing, LLC RECOMMENDATION(S): APPROVE and AUTHORIZE the Purchasing Agent,or designee,to execute,on behalf of the Public Works Director,a Participating Addendum with Vactor Manufacturing,LLC,in an amount not to exceed $4,000,000, for the purchase of sewer vacuum,hydro-excavation,and municipal pumping equipment,and related accessories and supplies,for use by Public Works Department during the period of June 24,2025 through November 29,2025,under the terms of the Master Contract awarded by Sourcewell,a State of Minnesota Public Agency, and distributed through Owen Equipment Sales, Countywide. FISCAL IMPACT: Product and service costs paid by Road and Flood Control Funds. (100% Road and Flood Control Funds) BACKGROUND: Contra Costa County Purchasing Services is requesting approval of a Participating Addendum for the purchase of sewer vacuum,hydro-excavation,and municipal pumping equipment,and related accessories and supplies offered through Vactor Manufacturing,LLC.Products are guaranteed through the master contract awarded by Sourcewell,a State of Minnesota Public Agency.Approval of the addendum between Contra Costa County and Vactor Manufacturing,LLC,allows the County to obtain guaranteed pricing available through the Sourcewell contract and distributed through Owen Equipment Sales.The purchase will support the Public Works Department’s Road Maintenance Division with purchases required by the Department and provide products for CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2526,Version:1 Department’s Road Maintenance Division with purchases required by the Department and provide products for discounted prices.This will allow the Department to purchase equipment,and related accessories and supplies for less than they would without this benefit. CONSEQUENCE OF NEGATIVE ACTION: Without approval of this agreement,the Public Work Department would be paying full price on equipment,and related accessories and supplies purchases made today. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 101221-VTR Rev. 3/2021 1 Solicitation Number: RFP #101221 CONTRACT This Contract is between Sourcewell, 202 12th Street Northeast, P.O. Box 219, Staples, MN 56479 (Sourcewell) and Vactor Manufacturing, a division of Federal Signal, 1621 South Illinois St., Streator, IL 61364 (Supplier). Sourcewell is a State of Minnesota local government unit and service cooperative created under the laws of the State of Minnesota (Minnesota Statutes Section 123A.21) that offers cooperative procurement solutions to government entities. Participation is open to eligible federal, state/province, and municipal governmental entities, higher education, K-12 education, nonprofit, tribal government, and other public entities located in the United States and Canada. Sourcewell issued a public solicitation for Sewer Vacuum, Hydro-Excavation, and Municipal Pumping Equipment with Related Accessories and Supplies from which Supplier was awarded a contract. Supplier desires to contract with Sourcewell to provide equipment, products, or services to Sourcewell and the entities that access Sourcewell’s cooperative purchasing contracts (Participating Entities). 1. TERM OF CONTRACT A. EFFECTIVE DATE. This Contract is effective upon the date of the final signature below. B. EXPIRATION DATE AND EXTENSION. This Contract expires November 29, 2025, unless it is cancelled sooner pursuant to Article 22. This Contract may be extended one additional year upon the request of Sourcewell and written agreement by Supplier. C. SURVIVAL OF TERMS. Notwithstanding any expiration or termination of this Contract, all payment obligations incurred prior to expiration or termination will survive, as will the following: Articles 11 through 14 survive the expiration or cancellation of this Contract. All rights will cease upon expiration or termination of this Contract. 2. EQUIPMENT, PRODUCTS, OR SERVICES A. EQUIPMENT, PRODUCTS, OR SERVICES. Supplier will provide the Equipment, Products, or Services as stated in its Proposal submitted under the Solicitation Number listed above. 101221-VTR Rev. 3/2021 2 Supplier’s Equipment, Products, or Services Proposal (Proposal) is attached and incorporated into this Contract. All Equipment and Products provided under this Contract must be new and the current model. Supplier may offer close-out or refurbished Equipment or Products if they are clearly indicated in Supplier’s product and pricing list. Unless agreed to by the Participating Entities in advance, Equipment or Products must be delivered as operational to the Participating Entity’s site. This Contract offers an indefinite quantity of sales, and while substantial volume is anticipated, sales and sales volume are not guaranteed. B. WARRANTY. Supplier warrants that all Equipment, Products, and Services furnished are free from liens and encumbrances, and are free from defects in design, materials, and workmanship. In addition, Supplier warrants the Equipment, Products, and Services are suitable for and will perform in accordance with the ordinary use for which they are intended. Supplier’s dealers and distributors must agree to assist the Participating Entity in reaching a resolution in any dispute over warranty terms with the manufacturer. Any manufacturer’s warranty that extends beyond the expiration of the Supplier’s warranty will be passed on to the Participating Entity. C. DEALERS, DISTRIBUTORS, AND/OR RESELLERS. Upon Contract execution and throughout the Contract term, Supplier must provide to Sourcewell a current means to validate or authenticate Supplier’s authorized dealers, distributors, or resellers relative to the Equipment, Products, and Services offered under this Contract, which will be incorporated into this Contract by reference. It is the Supplier’s responsibility to ensure Sourcewell receives the most current information. 3. PRICING All Equipment, Products, or Services under this Contract will be priced at or below the price stated in Supplier’s Proposal. When providing pricing quotes to Participating Entities, all pricing quoted must reflect a Participating Entity’s total cost of acquisition. This means that the quoted cost is for delivered Equipment, Products, and Services that are operational for their intended purpose, and includes all costs to the Participating Entity’s requested delivery location. Regardless of the payment method chosen by the Participating Entity, the total cost associated with any purchase option of the Equipment, Products, or Services must always be disclosed in the pricing quote to the applicable Participating Entity at the time of purchase. A. SHIPPING AND SHIPPING COSTS. All delivered Equipment and Products must be properly packaged. Damaged Equipment and Products may be rejected. If the damage is not readily apparent at the time of delivery, Supplier must permit the Equipment and Products to be 101221-VTR Rev. 3/2021 3 returned within a reasonable time at no cost to Sourcewell or its Participating Entities. Participating Entities reserve the right to inspect the Equipment and Products at a reasonable time after delivery where circumstances or conditions prevent effective inspection of the Equipment and Products at the time of delivery. In the event of the delivery of nonconforming Equipment and Products, the Participating Entity will notify the Supplier as soon as possible and the Supplier will replace nonconforming Equipment and Products with conforming Equipment and Products that are acceptable to the Participating Entity. Supplier must arrange for and pay for the return shipment on Equipment and Products that arrive in a defective or inoperable condition. Sourcewell may declare the Supplier in breach of this Contract if the Supplier intentionally delivers substandard or inferior Equipment or Products. B. SALES TAX. Each Participating Entity is responsible for supplying the Supplier with valid tax- exemption certification(s). When ordering, a Participating Entity must indicate if it is a tax- exempt entity. C. HOT LIST PRICING. At any time during this Contract, Supplier may offer a specific selection of Equipment, Products, or Services at discounts greater than those listed in the Contract. When Supplier determines it will offer Hot List Pricing, it must be submitted electronically to Sourcewell in a line-item format. Equipment, Products, or Services may be added or removed from the Hot List at any time through a Sourcewell Price and Product Change Form as defined in Article 4 below. Hot List program and pricing may also be used to discount and liquidate close-out and discontinued Equipment and Products as long as those close-out and discontinued items are clearly identified as such. Current ordering process and administrative fees apply. Hot List Pricing must be published and made available to all Participating Entities. 4. PRODUCT AND PRICING CHANGE REQUESTS Supplier may request Equipment, Product, or Service changes, additions, or deletions at any time. All requests must be made in writing by submitting a signed Sourcewell Price and Product Change Request Form to the assigned Sourcewell Supplier Development Administrator. This approved form is available from the assigned Sourcewell Supplier Development Administrator. At a minimum, the request must: x Identify the applicable Sourcewell contract number; x Clearly specify the requested change; x Provide sufficient detail to justify the requested change; 101221-VTR Rev. 3/2021 4 x Individually list all Equipment, Products, or Services affected by the requested change, along with the requested change (e.g., addition, deletion, price change); and x Include a complete restatement of pricing documentation in Microsoft Excel with the effective date of the modified pricing, or product addition or deletion. The new pricing restatement must include all Equipment, Products, and Services offered, even for those items where pricing remains unchanged. A fully executed Sourcewell Price and Product Change Request Form will become an amendment to this Contract and will be incorporated by reference. 5. PARTICIPATION, CONTRACT ACCESS, AND PARTICIPATING ENTITY REQUIREMENTS A. PARTICIPATION. Sourcewell’s cooperative contracts are available and open to public and nonprofit entities across the United States and Canada; such as federal, state/province, municipal, K-12 and higher education, tribal government, and other public entities. The benefits of this Contract should be available to all Participating Entities that can legally access the Equipment, Products, or Services under this Contract. A Participating Entity’s authority to access this Contract is determined through its cooperative purchasing, interlocal, or joint powers laws. Any entity accessing benefits of this Contract will be considered a Service Member of Sourcewell during such time of access. Supplier understands that a Participating Entity’s use of this Contract is at the Participating Entity’s sole convenience and Participating Entities reserve the right to obtain like Equipment, Products, or Services from any other source. Supplier is responsible for familiarizing its sales and service forces with Sourcewell contract use eligibility requirements and documentation and will encourage potential participating entities to join Sourcewell. Sourcewell reserves the right to add and remove Participating Entities to its roster during the term of this Contract. B. PUBLIC FACILITIES. Supplier’s employees may be required to perform work at government- owned facilities, including schools. Supplier’s employees and agents must conduct themselves in a professional manner while on the premises, and in accordance with Participating Entity policies and procedures, and all applicable laws. 6. PARTICIPATING ENTITY USE AND PURCHASING A. ORDERS AND PAYMENT. To access the contracted Equipment, Products, or Services under this Contract, a Participating Entity must clearly indicate to Supplier that it intends to access this Contract; however, order flow and procedure will be developed jointly between Sourcewell and Supplier. Typically, a Participating Entity will issue an order directly to Supplier or its authorized subsidiary, distributor, dealer, or reseller. If a Participating Entity issues a purchase order, it may use its own forms, but the purchase order should clearly note the applicable Sourcewell 101221-VTR Rev. 3/2021 5 contract number. All Participating Entity orders under this Contract must be issued prior to expiration or cancellation of this Contract; however, Supplier performance, Participating Entity payment obligations, and any applicable warranty periods or other Supplier or Participating Entity obligations may extend beyond the term of this Contract. Supplier’s acceptable forms of payment are included in its attached Proposal. Participating Entities will be solely responsible for payment and Sourcewell will have no liability for any unpaid invoice of any Participating Entity. B. ADDITIONAL TERMS AND CONDITIONS/PARTICIPATING ADDENDUM. Additional terms and conditions to a purchase order, or other required transaction documentation, may be negotiated between a Participating Entity and Supplier, such as job or industry-specific requirements, legal requirements (e.g., affirmative action or immigration status requirements), or specific local policy requirements. Some Participating Entities may require the use of a Participating Addendum; the terms of which will be negotiated directly between the Participating Entity and the Supplier. Any negotiated additional terms and conditions must never be less favorable to the Participating Entity than what is contained in this Contract. C. SPECIALIZED SERVICE REQUIREMENTS. In the event that the Participating Entity requires service or specialized performance requirements not addressed in this Contract (such as e- commerce specifications, specialized delivery requirements, or other specifications and requirements), the Participating Entity and the Supplier may enter into a separate, standalone agreement, apart from this Contract. Sourcewell, including its agents and employees, will not be made a party to a claim for breach of such agreement. D. TERMINATION OF ORDERS. Participating Entities may terminate an order, in whole or in part, immediately upon notice to Supplier in the event of any of the following events: 1. The Participating Entity fails to receive funding or appropriation from its governing body at levels sufficient to pay for the equipment, products, or services to be purchased; or 2. Federal, state, or provincial laws or regulations prohibit the purchase or change the Participating Entity’s requirements. E. GOVERNING LAW AND VENUE. The governing law and venue for any action related to a Participating Entity’s order will be determined by the Participating Entity making the purchase. 7. CUSTOMER SERVICE A. PRIMARY ACCOUNT REPRESENTATIVE. Supplier will assign an Account Representative to Sourcewell for this Contract and must provide prompt notice to Sourcewell if that person is changed. The Account Representative will be responsible for: 101221-VTR Rev. 3/2021 6 x Maintenance and management of this Contract; x Timely response to all Sourcewell and Participating Entity inquiries; and x Business reviews to Sourcewell and Participating Entities, if applicable. B. BUSINESS REVIEWS. Supplier must perform a minimum of one business review with Sourcewell per contract year. The business review will cover sales to Participating Entities, pricing and contract terms, administrative fees, sales data reports, supply issues, customer issues, and any other necessary information. 8. REPORT ON CONTRACT SALES ACTIVITY AND ADMINISTRATIVE FEE PAYMENT A. CONTRACT SALES ACTIVITY REPORT. Each calendar quarter, Supplier must provide a contract sales activity report (Report) to the Sourcewell Supplier Development Administrator assigned to this Contract. Reports are due no later than 45 days after the end of each calendar quarter. A Report must be provided regardless of the number or amount of sales during that quarter (i.e., if there are no sales, Supplier must submit a report indicating no sales were made). The Report must contain the following fields: x Participating Entity Name (e.g., City of Staples Highway Department); x Participating Entity Physical Street Address; x Participating Entity City; x Participating Entity State/Province; x Participating Entity Zip/Postal Code; x Participating Entity Contact Name; x Participating Entity Contact Email Address; x Participating Entity Contact Telephone Number; x Sourcewell Assigned Entity/Participating Entity Number; x Item Purchased Description; x Item Purchased Price; x Sourcewell Administrative Fee Applied; and x Date Purchase was invoiced/sale was recognized as revenue by Supplier. B. ADMINISTRATIVE FEE. In consideration for the support and services provided by Sourcewell, the Supplier will pay an administrative fee to Sourcewell on all Equipment, Products, and Services provided to Participating Entities. The Administrative Fee must be included in, and not added to, the pricing. Supplier may not charge Participating Entities more than the contracted price to offset the Administrative Fee. The Supplier will submit payment to Sourcewell for the percentage of administrative fee stated in the Proposal multiplied by the total sales of all Equipment, Products, and Services purchased 101221-VTR Rev. 3/2021 7 by Participating Entities under this Contract during each calendar quarter. Payments should note the Supplier’s name and Sourcewell-assigned contract number in the memo; and must be mailed to the address above “Attn: Accounts Receivable” or remitted electronically to Sourcewell’s banking institution per Sourcewell’s Finance department instructions. Payments must be received no later than 45 calendar days after the end of each calendar quarter. Supplier agrees to cooperate with Sourcewell in auditing transactions under this Contract to ensure that the administrative fee is paid on all items purchased under this Contract. In the event the Supplier is delinquent in any undisputed administrative fees, Sourcewell reserves the right to cancel this Contract and reject any proposal submitted by the Supplier in any subsequent solicitation. In the event this Contract is cancelled by either party prior to the Contract’s expiration date, the administrative fee payment will be due no more than 30 days from the cancellation date. 9. AUTHORIZED REPRESENTATIVE Sourcewell's Authorized Representative is its Chief Procurement Officer. Supplier’s Authorized Representative is the person named in the Supplier’s Proposal. If Supplier’s Authorized Representative changes at any time during this Contract, Supplier must promptly notify Sourcewell in writing. 10. AUDIT, ASSIGNMENT, AMENDMENTS, WAIVER, AND CONTRACT COMPLETE A. AUDIT. Pursuant to Minnesota Statutes Section 16C.05, subdivision 5, the books, records, documents, and accounting procedures and practices relevant to this Agreement are subject to examination by Sourcewell or the Minnesota State Auditor for a minimum of six years from the end of this Contract. This clause extends to Participating Entities as it relates to business conducted by that Participating Entity under this Contract. B. ASSIGNMENT. Neither party may assign or otherwise transfer its rights or obligations under this Contract without the prior written consent of the other party and a fully executed assignment agreement. Such consent will not be unreasonably withheld. Any prohibited assignment will be invalid. C. AMENDMENTS. Any amendment to this Contract must be in writing and will not be effective until it has been duly executed by the parties. D. WAIVER. Failure by either party to take action or assert any right under this Contract will not be deemed a waiver of such right in the event of the continuation or repetition of the circumstances giving rise to such right. Any such waiver must be in writing and signed by the parties. 101221-VTR Rev. 3/2021 8 E. CONTRACT COMPLETE. This Contract represents the complete agreement between the parties. No other understanding regarding this Contract, whether written or oral, may be used to bind either party.For any conflict between the attached Proposal and the terms set out in Articles 1-22 of this Contract, the terms of Articles 1-22 will govern. F. RELATIONSHIP OF THE PARTIES. The relationship of the parties is one of independent contractors, each free to exercise judgment and discretion with regard to the conduct of their respective businesses. This Contract does not create a partnership, joint venture, or any other relationship such as master-servant, or principal-agent. 11. INDEMNITY AND HOLD HARMLESS Supplier must indemnify, defend, save, and hold Sourcewell and its Participating Entities, including their agents and employees, harmless from any claims or causes of action, including attorneys’ fees incurred by Sourcewell or its Participating Entities, arising out of any act or omission in the performance of this Contract by the Supplier or its agents or employees; this indemnification includes injury or death to person(s) or property alleged to have been caused by some defect in the Equipment, Products, or Services under this Contract to the extent the Equipment, Product, or Service has been used according to its specifications. Sourcewell’s responsibility will be governed by the State of Minnesota’s Tort Liability Act (Minnesota Statutes Chapter 466) and other applicable law. 12. GOVERNMENT DATA PRACTICES Supplier and Sourcewell must comply with the Minnesota Government Data Practices Act, Minnesota Statutes Chapter 13, as it applies to all data provided by or provided to Sourcewell under this Contract and as it applies to all data created, collected, received, stored, used, maintained, or disseminated by the Supplier under this Contract. 13. INTELLECTUAL PROPERTY, PUBLICITY, MARKETING, AND ENDORSEMENT A. INTELLECTUAL PROPERTY 1. Grant of License. During the term of this Contract: a. Sourcewell grants to Supplier a royalty-free, worldwide, non-exclusive right and license to use thetrademark(s) provided to Supplier by Sourcewell in advertising and promotional materials for the purpose of marketing Sourcewell’s relationship with Supplier. b. Supplier grants to Sourcewell a royalty-free, worldwide, non-exclusive right and license to use Supplier’s trademarks in advertising and promotional materials for the purpose of marketing Supplier’s relationship with Sourcewell. 2. Limited Right of Sublicense. The right and license granted herein includes a limited right of each party to grant sublicenses to their respective subsidiaries, distributors, dealers, 101221-VTR Rev. 3/2021 9 resellers, marketing representatives, and agents (collectively “Permitted Sublicensees”) in advertising and promotional materials for the purpose of marketing the Parties’ relationship to Participating Entities. Any sublicense granted will be subject to the terms and conditions of this Article. Each party will be responsible for any breach of this Article by any of their respective sublicensees. 3. Use; Quality Control. a. Neither party may alter the other party’s trademarks from the form provided and must comply with removal requests as to specific uses of its trademarks or logos. b. Each party agrees to use, and to cause its Permitted Sublicensees to use, the other party’s trademarks only in good faith and in a dignified manner consistent with such party’s use of the trademarks. Upon written notice to the breaching party, the breaching party has 30 days of the date of the written notice to cure the breach or the license will be terminated. 4. As applicable, Supplier agrees to indemnify and hold harmless Sourcewell and its Participating Entities against any and all suits, claims, judgments, and costs instituted or recovered against Sourcewell or Participating Entities by any person on account of the use of any Equipment or Products by Sourcewell or its Participating Entities supplied by Supplier in violation of applicable patent or copyright laws. 5. Termination. Upon the termination of this Contract for any reason, each party, including Permitted Sublicensees, will have 30 days to remove all Trademarks from signage, websites, and the like bearing the other party’s name or logo (excepting Sourcewell’s pre-printed catalog of suppliers which may be used until the next printing). Supplier must return all marketing and promotional materials, including signage, provided by Sourcewell, or dispose of it according to Sourcewell’s written directions. B. PUBLICITY. Any publicity regarding the subject matter of this Contract must not be released without prior written approval from the Authorized Representatives. Publicity includes notices, informational pamphlets, press releases, research, reports, signs, and similar public notices prepared by or for the Supplier individually or jointly with others, or any subcontractors, with respect to the program, publications, or services provided resulting from this Contract. C. MARKETING. Any direct advertising, marketing, or offers with Participating Entities must be approved by Sourcewell. Send all approval requests to the Sourcewell Supplier Development Administrator assigned to this Contract. D. ENDORSEMENT. The Supplier must not claim that Sourcewell endorses its Equipment, Products, or Services. 101221-VTR Rev. 3/2021 10 14. GOVERNING LAW, JURISDICTION, AND VENUE The substantive and procedural laws of the State of Minnesota will govern this Contract. Venue for all legal proceedings arising out of this Contract, or its breach, must be in the appropriate state court in Todd County, Minnesota or federal court in Fergus Falls, Minnesota. 15. FORCE MAJEURE Neither party to this Contract will be held responsible for delay or default caused by acts of God or other conditions that are beyond that party’s reasonable control. A party defaulting under this provision must provide the other party prompt written notice of the default. 16. SEVERABILITY If any provision of this Contract is found by a court of competent jurisdiction to be illegal, unenforceable, or void then both parties will be relieved from all obligations arising from that provision. If the remainder of this Contract is capable of being performed, it will not be affected by such determination or finding and must be fully performed. 17. PERFORMANCE, DEFAULT, AND REMEDIES A. PERFORMANCE. During the term of this Contract, the parties will monitor performance and address unresolved contract issues as follows: 1. Notification. The parties must promptly notify each other of any known dispute and work in good faith to resolve such dispute within a reasonable period of time. If necessary, Sourcewell and the Supplier will jointly develop a short briefing document that describes the issue(s), relevant impact, and positions of both parties. 2. Escalation. If parties are unable to resolve the issue in a timely manner, as specified above, either Sourcewell or Supplier may escalate the resolution of the issue to a higher level of management. The Supplier will have 30 calendar days to cure an outstanding issue. 3. Performance while Dispute is Pending. Notwithstanding the existence of a dispute, the Supplier must continue without delay to carry out all of its responsibilities under the Contract that are not affected by the dispute. If the Supplier fails to continue without delay to perform its responsibilities under the Contract, in the accomplishment of all undisputed work, the Supplier will bear any additional costs incurred by Sourcewell and/or its Participating Entities as a result of such failure to proceed. B. DEFAULT AND REMEDIES. Either of the following constitutes cause to declare this Contract, or any Participating Entity order under this Contract, in default: 1. Nonperformance of contractual requirements, or 2. A material breach of any term or condition of this Contract. 101221-VTR Rev. 3/2021 11 The party claiming default must provide written notice of the default, with 30 calendar days to cure the default. Time allowed for cure will not diminish or eliminate any liability for liquidated or other damages. If the default remains after the opportunity for cure, the non-defaulting party may: x Exercise any remedy provided by law or equity, or x Terminate the Contract or any portion thereof, including any orders issued against the Contract. 18. INSURANCE A. REQUIREMENTS. At its own expense, Supplier must maintain insurance policy(ies) in effect at all times during the performance of this Contract with insurance company(ies) licensed or authorized to do business in the State of Minnesota having an “AM BEST” rating of A- or better, with coverage and limits of insurance not less than the following: 1. Workers’ Compensation and Employer’s Liability. Workers’ Compensation: As required by any applicable law or regulation. Employer's Liability Insurance: must be provided in amounts not less than listed below: Minimum limits: $500,000 each accident for bodily injury by accident $500,000 policy limit for bodily injury by disease $500,000 each employee for bodily injury by disease 2. Commercial General Liability Insurance. Supplier will maintain insurance covering its operations, with coverage on an occurrence basis, and must be subject to terms no less broad than the Insurance Services Office (“ISO”) Commercial General Liability Form CG0001 (2001 or newer edition), or equivalent. At a minimum, coverage must include liability arising from premises, operations, bodily injury and property damage, independent contractors, products-completed operations including construction defect, contractual liability, blanket contractual liability, and personal injury and advertising injury. All required limits, terms and conditions of coverage must be maintained during the term of this Contract. Minimum Limits: $1,000,000 each occurrence Bodily Injury and Property Damage $1,000,000 Personal and Advertising Injury $2,000,000 aggregate for Products-Completed operations $2,000,000 general aggregate 3. Commercial Automobile Liability Insurance. During the term of this Contract, Supplier will maintain insurance covering all owned, hired, and non-owned automobiles in limits of liability not less than indicated below. The coverage must be subject to terms 101221-VTR Rev. 3/2021 12 no less broad than ISO Business Auto Coverage Form CA 0001 (2010 edition or newer), or equivalent. Minimum Limits: $1,000,000 each accident, combined single limit 4. Umbrella Insurance. During the term of this Contract, Supplier will maintain umbrella coverage over Employer’s Liability, Commercial General Liability, and Commercial Automobile. Minimum Limits: $2,000,000 5. Network Security and Privacy Liability Insurance. During the term of this Contract, Supplier will maintain coverage for network security and privacy liability. The coverage may be endorsed on another form of liability coverage or written on a standalone policy. The insurance must cover claims which may arise from failure of Supplier’s security resulting in, but not limited to, computer attacks, unauthorized access, disclosure of not public data – including but not limited to, confidential or private information, transmission of a computer virus, or denial of service. Minimum limits: $2,000,000 per occurrence $2,000,000 annual aggregate Failure of Supplier to maintain the required insurance will constitute a material breach entitling Sourcewell to immediately terminate this Contract for default. B. CERTIFICATES OF INSURANCE. Prior to commencing under this Contract, Supplier must furnish to Sourcewell a certificate of insurance, as evidence of the insurance required under this Contract. Prior to expiration of the policy(ies), renewal certificates must be mailed to Sourcewell, 202 12th Street Northeast, P.O. Box 219, Staples, MN 56479 or sent to the Sourcewell Supplier Development Administrator assigned to this Contract. The certificates must be signed by a person authorized by the insurer(s) to bind coverage on their behalf. Failure to request certificates of insurance by Sourcewell, or failure of Supplier to provide certificates of insurance, in no way limits or relieves Supplier of its duties and responsibilities in this Contract. C. ADDITIONAL INSURED ENDORSEMENT AND PRIMARY AND NON-CONTRIBUTORY INSURANCE CLAUSE. Supplier agrees to list Sourcewell and its Participating Entities, including their officers, agents, and employees, as an additional insured under the Supplier’s commercial general liability insurance policy with respect to liability arising out of activities, “operations,” or “work” performed by or on behalf of Supplier, and products and completed operations of Supplier. The policy provision(s) or endorsement(s) must further provide that coverage is 101221-VTR Rev. 3/2021 13 primary and not excess over or contributory with any other valid, applicable, and collectible insurance or self-insurance in force for the additional insureds. D. WAIVER OF SUBROGATION. Supplier waives and must require (by endorsement or otherwise) all its insurers to waive subrogation rights against Sourcewell and other additional insureds for losses paid under the insurance policies required by this Contract or other insurance applicable to the Supplier or its subcontractors. The waiver must apply to all deductibles and/or self-insured retentions applicable to the required or any other insurance maintained by the Supplier or its subcontractors. Where permitted by law, Supplier must require similar written express waivers of subrogation and insurance clauses from each of its subcontractors. E. UMBRELLA/EXCESS LIABILITY/SELF-INSURED RETENTION. The limits required by this Contract can be met by either providing a primary policy or in combination with umbrella/excess liability policy(ies), or self-insured retention. 19. COMPLIANCE A. LAWS AND REGULATIONS. All Equipment, Products, or Services provided under this Contract must comply fully with applicable federal laws and regulations, and with the laws in the states and provinces in which the Equipment, Products, or Services are sold. B. LICENSES. Supplier must maintain a valid and current status on all required federal, state/provincial, and local licenses, bonds, and permits required for the operation of the business that the Supplier conducts with Sourcewell and Participating Entities. 20. BANKRUPTCY, DEBARMENT, OR SUSPENSION CERTIFICATION Supplier certifies and warrants that it is not in bankruptcy or that it has previously disclosed in writing certain information to Sourcewell related to bankruptcy actions. If at any time during this Contract Supplier declares bankruptcy, Supplier must immediately notify Sourcewell in writing. Supplier certifies and warrants that neither it nor its principals are presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from programs operated by the State of Minnesota; the United States federal government or the Canadian government, as applicable; or any Participating Entity. Supplier certifies and warrants that neither it nor its principals have been convicted of a criminal offense related to the subject matter of this Contract. Supplier further warrants that it will provide immediate written notice to Sourcewell if this certification changes at any time. 101221-VTR Rev. 3/2021 14 21. PROVISIONS FOR NON-UNITED STATES FEDERAL ENTITY PROCUREMENTS UNDER UNITED STATES FEDERAL AWARDS OR OTHER AWARDS Participating Entities that use United States federal grant or FEMA funds to purchase goods or services from this Contract may be subject to additional requirements including the procurement standards of the Uniform Administrative Requirements, Cost Principles and Audit Requirements for Federal Awards, 2 C.F.R. § 200. Participating Entities may have additional requirements based on specific funding source terms or conditions. Within this Article, all references to “federal” should be interpreted to mean the United States federal government. The following list only applies when a Participating Entity accesses Supplier’s Equipment, Products, or Services with United States federal funds. A. EQUAL EMPLOYMENT OPPORTUNITY. Except as otherwise provided under 41 C.F.R. § 60, all contracts that meet the definition of “federally assisted construction contract” in 41 C.F.R. § 60- 1.3 must include the equal opportunity clause provided under 41 C.F.R. §60-1.4(b), in accordance with Executive Order 11246, “Equal Employment Opportunity” (30 FR 12319, 12935, 3 C.F.R. §, 1964-1965 Comp., p. 339), as amended by Executive Order 11375, “Amending Executive Order 11246 Relating to Equal Employment Opportunity,” and implementing regulations at 41 C.F.R. § 60, “Office of Federal Contract Compliance Programs, Equal Employment Opportunity, Department of Labor.” The equal opportunity clause is incorporated herein by reference. B. DAVIS-BACON ACT, AS AMENDED (40 U.S.C. § 3141-3148). When required by federal program legislation, all prime construction contracts in excess of $2,000 awarded by non- federal entities must include a provision for compliance with the Davis-Bacon Act (40 U.S.C. § 3141-3144, and 3146-3148) as supplemented by Department of Labor regulations (29 C.F.R. § 5, “Labor Standards Provisions Applicable to Contracts Covering Federally Financed and Assisted Construction”). In accordance with the statute, contractors must be required to pay wages to laborers and mechanics at a rate not less than the prevailing wages specified in a wage determination made by the Secretary of Labor. In addition, contractors must be required to pay wages not less than once a week. The non-federal entity must place a copy of the current prevailing wage determination issued by the Department of Labor in each solicitation. The decision to award a contract or subcontract must be conditioned upon the acceptance of the wage determination. The non-federal entity must report all suspected or reported violations to the federal awarding agency. The contracts must also include a provision for compliance with the Copeland “Anti-Kickback” Act (40 U.S.C. § 3145), as supplemented by Department of Labor regulations (29 C.F.R. § 3, “Contractors and Subcontractors on Public Building or Public Work Financed in Whole or in Part by Loans or Grants from the United States”). The Act provides that each contractor or subrecipient must be prohibited from inducing, by any means, any person employed in the construction, completion, or repair of public work, to give up any part of the compensation to which he or she is otherwise entitled. The non-federal entity must report all suspected or reported violations to the federal awarding agency. Supplier must be in compliance with all applicable Davis-Bacon Act provisions. 101221-VTR Rev. 3/2021 15 C. CONTRACT WORK HOURS AND SAFETY STANDARDS ACT (40 U.S.C. § 3701-3708). Where applicable, all contracts awarded by the non-federal entity in excess of $100,000 that involve the employment of mechanics or laborers must include a provision for compliance with 40 U.S.C. §§ 3702 and 3704, as supplemented by Department of Labor regulations (29 C.F.R. § 5). Under 40 U.S.C. § 3702 of the Act, each contractor must be required to compute the wages of every mechanic and laborer on the basis of a standard work week of 40 hours. Work in excess of the standard work week is permissible provided that the worker is compensated at a rate of not less than one and a half times the basic rate of pay for all hours worked in excess of 40 hours in the work week. The requirements of 40 U.S.C. § 3704 are applicable to construction work and provide that no laborer or mechanic must be required to work in surroundings or under working conditions which are unsanitary, hazardous or dangerous. These requirements do not apply to the purchases of supplies or materials or articles ordinarily available on the open market, or contracts for transportation or transmission of intelligence. This provision is hereby incorporated by reference into this Contract. Supplier certifies that during the term of an award for all contracts by Sourcewell resulting from this procurement process, Supplier must comply with applicable requirements as referenced above. D. RIGHTS TO INVENTIONS MADE UNDER A CONTRACT OR AGREEMENT. If the federal award meets the definition of “funding agreement” under 37 C.F.R. § 401.2(a) and the recipient or subrecipient wishes to enter into a contract with a small business firm or nonprofit organization regarding the substitution of parties, assignment or performance of experimental, developmental, or research work under that “funding agreement,” the recipient or subrecipient must comply with the requirements of 37 C.F.R. § 401, “Rights to Inventions Made by Nonprofit Organizations and Small Business Firms Under Government Grants, Contracts and Cooperative Agreements,” and any implementing regulations issued by the awarding agency. Supplier certifies that during the term of an award for all contracts by Sourcewell resulting from this procurement process, Supplier must comply with applicable requirements as referenced above. E. CLEAN AIR ACT (42 U.S.C. § 7401-7671Q.) AND THE FEDERAL WATER POLLUTION CONTROL ACT (33 U.S.C. § 1251-1387). Contracts and subgrants of amounts in excess of $150,000 require the non-federal award to agree to comply with all applicable standards, orders or regulations issued pursuant to the Clean Air Act (42 U.S.C. § 7401- 7671q) and the Federal Water Pollution Control Act as amended (33 U.S.C. § 1251- 1387). Violations must be reported to the Federal awarding agency and the Regional Office of the Environmental Protection Agency (EPA). Supplier certifies that during the term of this Contract will comply with applicable requirements as referenced above. F. DEBARMENT AND SUSPENSION (EXECUTIVE ORDERS 12549 AND 12689). A contract award (see 2 C.F.R. § 180.220) must not be made to parties listed on the government wide exclusions in the System for Award Management (SAM), in accordance with the OMB guidelines at 2 C.F.R. §180 that implement Executive Orders 12549 (3 C.F.R. § 1986 Comp., p. 189) and 12689 (3 C.F.R. § 1989 Comp., p. 235), “Debarment and Suspension.” SAM Exclusions contains the names 101221-VTR Rev. 3/2021 16 of parties debarred, suspended, or otherwise excluded by agencies, as well as parties declared ineligible under statutory or regulatory authority other than Executive Order 12549. Supplier certifies that neither it nor its principals are presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from participation by any federal department or agency. G. BYRD ANTI-LOBBYING AMENDMENT, AS AMENDED (31 U.S.C. § 1352). Suppliers must file any required certifications. Suppliers must not have used federal appropriated funds to pay any person or organization for influencing or attempting to influence an officer or employee of any agency, a member of Congress, officer or employee of Congress, or an employee of a member of Congress in connection with obtaining any federal contract, grant, or any other award covered by 31 U.S.C. § 1352. Suppliers must disclose any lobbying with non-federal funds that takes place in connection with obtaining any federal award. Such disclosures are forwarded from tier to tier up to the non-federal award. Suppliers must file all certifications and disclosures required by, and otherwise comply with, the Byrd Anti-Lobbying Amendment (31 U.S.C. § 1352). H. RECORD RETENTION REQUIREMENTS. To the extent applicable, Supplier must comply with the record retention requirements detailed in 2 C.F.R. § 200.333. The Supplier further certifies that it will retain all records as required by 2 C.F.R. § 200.333 for a period of 3 years after grantees or subgrantees submit final expenditure reports or quarterly or annual financial reports, as applicable, and all other pending matters are closed. I. ENERGY POLICY AND CONSERVATION ACT COMPLIANCE. To the extent applicable, Supplier must comply with the mandatory standards and policies relating to energy efficiency which are contained in the state energy conservation plan issued in compliance with the Energy Policy and Conservation Act. J. BUY AMERICAN PROVISIONS COMPLIANCE. To the extent applicable, Supplier must comply with all applicable provisions of the Buy American Act. Purchases made in accordance with the Buy American Act must follow the applicable procurement rules calling for free and open competition. K. ACCESS TO RECORDS (2 C.F.R. § 200.336). Supplier agrees that duly authorized representatives of a federal agency must have access to any books, documents, papers and records of Supplier that are directly pertinent to Supplier’s discharge of its obligations under this Contract for the purpose of making audits, examinations, excerpts, and transcriptions. The right also includes timely and reasonable access to Supplier’s personnel for the purpose of interview and discussion relating to such documents. L. PROCUREMENT OF RECOVERED MATERIALS (2 C.F.R. § 200.322). A non-federal entity that is a state agency or agency of a political subdivision of a state and its contractors must comply with Section 6002 of the Solid Waste Disposal Act, as amended by the Resource Conservation 101221-VTR Rev. 3/2021 17 and Recovery Act. The requirements of Section 6002 include procuring only items designated in guidelines of the Environmental Protection Agency (EPA) at 40 C.F.R. § 247 that contain the highest percentage of recovered materials practicable, consistent with maintaining a satisfactory level of competition, where the purchase price of the item exceeds $10,000 or the value of the quantity acquired during the preceding fiscal year exceeded $10,000; procuring solid waste management services in a manner that maximizes energy and resource recovery; and establishing an affirmative procurement program for procurement of recovered materials identified in the EPA guidelines. M. FEDERAL SEAL(S), LOGOS, AND FLAGS. The Supplier not use the seal(s), logos, crests, or reproductions of flags or likenesses of Federal agency officials without specific pre-approval. N. NO OBLIGATION BY FEDERAL GOVERNMENT. The U.S. federal government is not a party to this Contract or any purchase by an Participating Entity and is not subject to any obligations or liabilities to the Participating Entity, Supplier, or any other party pertaining to any matter resulting from the Contract or any purchase by an authorized user. O. PROGRAM FRAUD AND FALSE OR FRAUDULENT STATEMENTS OR RELATED ACTS. The Contractor acknowledges that 31 U.S.C. 38 (Administrative Remedies for False Claims and Statements) applies to the Supplier’s actions pertaining to this Contract or any purchase by a Participating Entity. P. FEDERAL DEBT. The Supplier certifies that it is non-delinquent in its repayment of any federal debt. Examples of relevant debt include delinquent payroll and other taxes, audit disallowance, and benefit overpayments. Q. CONFLICTS OF INTEREST. The Supplier must notify the U.S. Office of General Services, Sourcewell, and Participating Entity as soon as possible if this Contract or any aspect related to the anticipated work under this Contract raises an actual or potential conflict of interest (as described in 2 C.F.R. Part 200). The Supplier must explain the actual or potential conflict in writing in sufficient detail so that the U.S. Office of General Services, Sourcewell, and Participating Entity are able to assess the actual or potential conflict; and provide any additional information as necessary or requested. R. U.S. EXECUTIVE ORDER 13224. The Supplier, and its subcontractors, must comply with U.S. Executive Order 13224 and U.S. Laws that prohibit transactions with and provision of resources and support to individuals and organizations associated with terrorism. S. PROHIBITION ON CERTAIN TELECOMMUNICATIONS AND VIDEO SURVEILLANCE SERVICES OR EQUIPMENT. To the extent applicable, Supplier certifies that during the term of this Contract it will comply with applicable requirements of 2 C.F.R. § 200.216. 101221-VTR Rev. 3/2021 18 T. DOMESTIC PREFERENCES FOR PROCUREMENTS. To the extent applicable, Supplier certifies that during the term of this Contract will comply with applicable requirements of 2 C.F.R. § 200.322. 22. CANCELLATION Sourcewell or Supplier may cancel this Contract at any time, with or without cause, upon 60 days’ written notice to the other party. However, Sourcewell may cancel this Contract immediately upon discovery of a material defect in any certification made in Supplier’s Proposal. Cancellation of this Contract does not relieve either party of financial, product, or service obligations incurred or accrued prior to cancellation. 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PARTICIPATING ADDENDUM for Sewer Vacuum, Hydro-Excavation, and Municipal Pumping Equipment and Related Accessories and Supplies Page 1 of 5 Participating Entity: CONTRA COSTA COUNTY Contractor: Vactor Manufacturing, LLC This Participating Addendum (“Agreement”) is made and entered into as of June 24, 2025 (“Effective Date”), by and between Contra Costa County, a political subdivision of the State of California (“County”), and Vactor Manufacturing, LLC, an Illinois limited liability company (“Contractor”), whose principal place of business is 1621 South Illinois St., Streator, IL 61364. The County and Contractor are sometimes referred to herein together as the “Parties,” and each as a “Party.” Recitals Whereas, the Contractor sells sewer vacuum, hydro-excavation, and municipal pumping equipment and related accessories and supplies under a cooperative purchasing agreement, identified as Contract No. 101221-VTR (“Master Contract”), awarded by Sourcewell, a State of Minnesota public agency, following a competitive solicitation. Vactor Manufacturing, LLC, uses the independent dealer Owen Equipment Sales to satisfy Vactor Manufacturing, LLC’s obligations under the Master Contract. Whereas, the Master Contract is made available to public agencies nationally for participation. The County has determined that entering into a Participating Addendum that incorporates the Master Contract provides a benefit to the County, but that certain terms and conditions of the Master Contract must be modified to meet legal requirements that apply to the County, a political subdivision of the State of California. Agreement Now, therefore, for good and valuable consideration, the receipt and adequacy of which are hereby acknowledged, the County and the Contractor agree, as follows: 1. Term. The term of this Agreement begins on the Effective Date, and it expires on November 29, 2025, unless sooner terminated as provided herein. The Parties may amend this Agreement to extend the term by one additional year, provided that the term of the Master Contract is extended by at least the same amount of time. If the Master Contract is terminated prior to the expiration of the term of this Agreement, or any extension thereof, the Contractor shall continue to perform under this Agreement until the term of this Agreement expires, or until this Agreement is terminated, whichever occurs first. 2. Payment Limit. The County’s total payments to Contractor under this Agreement shall not exceed $4,000,000 (“Payment Limit”). Nothing in this Agreement obligates the County to make any purchases, or any particular volume of purchases, under this Agreement. This Agreement is not exclusive, and the County expressly reserves its right to enter into other contracts for the purchase of the same or similar equipment, supplies, and materials from other vendors. 3. Changes to the Master Contract. For purposes of this Agreement only, certain terms of the Master Contract are hereby amended, as follows, to satisfy requirements that apply to the County as a California public agency, and to reflect the County as the contracting party under this Agreement: PARTICIPATING ADDENDUM for Sewer Vacuum, Hydro-Excavation, and Municipal Pumping Equipment and Related Accessories and Supplies Page 2 of 5 a. Each reference in the Master Contract to “Participating Entity” and “Participating Entities” shall mean and include Contra Costa County. b. Section 10.A. (Audit) is amended, to read: “A. AUDIT. The County reserves the right to review books, records, documents, and accounting procedures and practices of the Contractor relevant to the County’s purchases and payments during the term of this Agreement and for three (3) years following its expiration or termination. Following a request for such materials by the County or its auditor, the Contractor shall provide the County and its auditor copies of all requested materials within 30 days at the address designated by the County or its auditor. The requirements of this Section shall survive and remain enforceable for a period of three (3) years following the expiration or termination of this Agreement.” c. Section 12 (Government Data Practices) is deleted and replaced with new Section 12 (Public Records), to read: “12. PUBLIC RECORDS. The County is a California public agency that is required to comply with the California Public Records Act (Cal. Gov. Code, § 7920.000, et seq.) and the County’s Better Government Ordinance (Contra Costa County Ordinance Code, Division 25), discovery requests, subpoenas, and court orders. Notwithstanding anything to the Contrary in the Master Contract, this Agreement and all materials produced for or provided to the County under this Agreement will be disclosed upon request if the County determines the materials constitute disclosable public records under the California Public Records Act or under the Better Government Ordinance, or if the County determines the materials are responsive to a discovery request, subpoena, or court order.” d. Section 14 (Governing Law, Jurisdiction, and Venue) is deleted and replaced with new Section 14 (Governing Law), to read: “14. GOVERNING LAW. This Agreement shall be governed by and construed in accordance with the laws of the State of California, without regard to its conflict of laws principles. Any litigation to enforce or interpret this Agreement shall be filed and prosecuted in a state or federal court in California where venue is proper and that has jurisdiction over the parties and the subject matter of the litigation.” e. The following sentence is added to Section 19.B. (Compliance; Licenses) of the Master Contract: “The Contractor shall remain registered in good standing with the California Secretary of State and maintain an agent for service of process in California.” PARTICIPATING ADDENDUM for Sewer Vacuum, Hydro-Excavation, and Municipal Pumping Equipment and Related Accessories and Supplies Page 3 of 5 4. Order of Precedence. If there is any conflict between any terms of this Agreement, the Master Contract, or any purchase order issued under this Agreement, the order of precedence for interpreting the Parties’ obligations shall be: first, this Agreement; second, the Master Contract; and, third, any purchase order issued under this Agreement. 5. Termination. Notwithstanding anything to the contrary in the Master Contract, either Party may terminate this Agreement upon 60 days’ advance written notice to the other Party. 6. Governing Law. Notwithstanding anything to the contrary in the Master Contract, this Agreement shall be governed by and construed in accordance with the laws of the State of California, without regard to conflict of law principles. Any litigation to enforce or interpret this Agreement shall be filed and prosecuted in a state or federal court in California where venue is proper and that has jurisdiction over the parties to and the subject matter of the litigation. 7. No Joint Venture; No Third-Party Beneficiaries. At all times during the term of this Agreement, neither Party will function as or represent it to be the other Party or its agent, and no officer, employee, or agent of one Party shall hold themselves out to be an officer, employee, or agent of the other Party. This Agreement does not create any rights or obligations between the Parties other than those expressly set forth herein; and nothing in this Agreement shall be construed as conferring any rights upon any third parties or any other person or entity other than the County and Contractor. 8. Amendment. This Agreement may be amended or modified at any time by mutual agreement of the Parties in writing. 9. Compliance with Laws; No Public Works Permitted. In the performance of its obligations under this Agreement, the Contractor shall comply with all local, State of California, and federal laws and regulations, including all State of California wage and hour laws. Nothing in this Agreement authorizes Contractor to perform, and Contractor shall not perform, any services or work that would require formal or informal bidding under the California Public Contract Code. If any services provided by the Contractor require the payment of prevailing wages under the California Labor Code, the Contractor shall be solely responsible for ensuring prevailing wages are paid in accordance with California law, and for satisfying all requirements of the California Department of Industrial Relations. 10. Notices. Notices to the Parties shall be provided to: PARTICIPATING ADDENDUM for Sewer Vacuum, Hydro-Excavation, and Municipal Pumping Equipment and Related Accessories and Supplies Page 4 of 5 Contractor: David Panizzi, Business Development Manager Vactor Manufacturing, LLC 1621 South Illinois St. Streator, IL 61364 (847) 622-7153 Email: dpanizzi@vactor.com County: Contra Costa County-Purchasing Services 40 Muir Road, 2nd Floor Martinez, CA 94553 Telephone: (925) 957-2495 Contact: Cynthia Shehorn, Procurement Services Manager Email: cindy.shehorn@pw.cccounty.us All notices shall be in writing and personally delivered, delivered by overnight carrier with delivery charges for next day delivery prepaid by the sending Party, or sent by First Class, certified mail return receipt required, U.S. Mail, with postage prepaid by the sending Party. A courtesy copy of a notice may be given by email, but giving a courtesy copy of a notice by email does not relieve the sending Party of its obligation to give notice to the receiving Party in the manner required by this Section. A notice given in accordance with this Section shall be deemed received by the receiving Party on (a) the same day, if personally delivered, (b) the next business day, if timely deposited with an overnight carrier and with delivery charges prepaid to ensure next day delivery, and (c) on the fifth day after mailing, if mailed by First Class, certified mail, return receipt required, U.S. Mail with postage prepaid. A Party may change its contact listed above by giving written notice to the other Party in any manner authorized by this Section at least five (5) days before the change becomes effective. 11. Successors and Assigns; Assignment. This Agreement shall be binding upon and inure to the benefit of the Parties and their successors and assigns. This Agreement may not be assigned by either Party without the express written permission of the other Party, which shall be within that Party’s sole discretion to provide. PARTICIPATING ADDENDUM for Sewer Vacuum, Hydro-Excavation, and Municipal Pumping Equipment and Related Accessories and Supplies Page 5 of 5 IN WITNESS, WHEREOF, the parties have executed this Participating Addendum as of the Effective Date. Participating Entity: Contra Costa County Contractor: Vactor Manufacturing, LLC Signature: Signature: Name: Cynthia Shehorn Name: Title: Procurement Services Manager Title: Signature: Name: Title: Approved as to form: Thomas L. Geiger, County Counsel By: __________________________ Assistant County Counsel Attachment: Master Contract 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2527 Name: Status:Type:Consent Item Passed File created:In control:6/9/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE the design and bid documents, and AUTHORIZE the Public Works Director, or designee, to advertise the Law Enforcement Training Structure project, 11990 Marsh Creek Road, Clayton. (100% General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Advertisement for the Law Enforcement Training Structure, 11990 Marsh Creek Road, Clayton ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: (1)APPROVE the design and bid documents, including the plans and specifications, for the Law Enforcement Training Structure, 11990 Marsh Creek Road, Clayton. (2)AUTHORIZE the Public Works Director, or designee, to solicit bids to be received on or about July 23, 2025, and issue bid addenda, as needed, for clarification of the bid documents, provided the changes do not significantly increase the construction cost estimate. (3)DIRECT the Clerk of the Board to publish, at least 14 calendar days before the bid opening date, the Notice to Contractors in accordance with Public Contract Code Section 22037, inviting bids for this project. (4)DIRECT the Public Works Director, or designee, to send notices by email or fax and by U.S. Mail to the construction trade journals specified in Public Contract Code Section 22036 at least 15 calendar days before the bid opening. (5) DETERMINE that this activity is exempt from the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15303(c). (6) DIRECT the Director of Department of Conservation and Development (DCD), or designee, to cause a CEQA Notice of Exemption (NOE) to be filed with the County Clerk and State Clearinghouse, and (7) AUTHORIZE the Public Works Director, or designee, to arrange for payment of a $25 fee to DCD for processing, and a $50 fee to the County Clerk for filing the NOE. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2527,Version:1 FISCAL IMPACT: Estimated construction cost $277,000 allocated by the Sheriff’s Office to be paid out of its department funds. (100% General Fund) BACKGROUND: The Law Enforcement Training Structure for the Contra Costa Office of the Sheriff will be for use as a critical incident training structure for the Sheriff and other local, state, and federal law enforcement and first responder agencies at the County’s Police Officer Standards & Training (POST) certified Law Enforcement Training Center at 11990 Marsh Creek Road, Clayton CA. Benefits of the project include the ability to provide County law enforcement personnel and first responders with training to acquire relevant specialized skills on a collaborative, standardized, affordable basis and to host other local, state, and federal law enforcement agencies and first responders in developing skills utilizing such a facility. The project consists of constructing a concrete foundation, erecting a modular training tower already purchased by Contra Costa County from Fire Facilities, Inc. and bringing power to the training tower for a smoke fan, lights and outlets. The training tower material purchase agreement to Fire Facilities, Inc. was previously approved by the Board of Supervisors on November 5, 2024. CONSEQUENCE OF NEGATIVE ACTION: If the Board does not approve the construction of the Law Enforcement Training Structure, the County will not be able to provide the unique training opportunities afforded by having such a structure, and local law enforcement would be impacted in their training availability. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2528 Name: Status:Type:Consent Item Passed File created:In control:5/22/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:DECLARE as surplus and AUTHORIZE the Purchasing Agent, or designee, to dispose of fully depreciated vehicles and equipment no longer needed for public use, as recommended by the Public Works Director, Countywide. (No fiscal impact) Attachments:1. Surplus Vehicles and Equipment Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Disposal of Surplus Property ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: DECLARE as surplus and AUTHORIZE the Purchasing Agent, or designee, to dispose of fully depreciated vehicles and equipment no longer needed for public use, as recommended by the Public Works Director, Countywide. FISCAL IMPACT: No fiscal impact. BACKGROUND: Section 1108-2.212 of the County Ordinance Code authorizes the Purchasing Agent to dispose of any personal property belonging to Contra Costa County and found by the Board of Supervisors not to be required for public use. The property for disposal is either obsolete, worn out, beyond economical repair, or damaged beyond repair. CONSEQUENCE OF NEGATIVE ACTION: Public Works would not be able to dispose of surplus vehicles and equipment. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2528,Version:1 CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ FLEET DEPARTMENT DEADLINE VEHICLES JUNE 24, 2025 BOS MEETING Item Department Description/Unit/Make/Model Serial No Condition 1. Attorney 2015 FORD FUSION Sold As Is 2001 TOYOTA CAMRY Sold As Is 2015 FORD TAURUS Sold As Is Sheriff 2015 FORD INTERCEP SUV Sold As Is Sheriff 2018 FORD INTERCEP SUV Sold As Is Works 2009 FORD EXPLORER Sold As Is Sheriff 2020 CHEVROLET TAHOE Sold As Is Services 2008 CHEVROLET 1500 Sold As Is Works 2011 FORD E-250 Sold As Is Works 1991 JOHN DEERE 670B Sold As Is 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2529 Name: Status:Type:Consent Item Passed File created:In control:6/12/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:AWARD and AUTHORIZE the Public Works Director, or designee, to execute a construction contract in the amount of $2,090,191 with Gordon N. Ball Inc. for the Wildcat Canyon Road Slope Failure Repair Project, Orinda area. (24% Local Road Funds, 76% Federal Emergency Relief Funds) (Continued from June 10, 2025) Attachments:1. Attachment A - Letter to EE Gilbert Construction_Final.pdf, 2. Attachment B-WCR, 3. Attachment C, 4. Attachment D Minerva Bid Protest Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Construction Contract for the Wildcat Canyon Road Slope Failure Repair, Orinda area . ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: (1)APPROVE plans,specifications,and design for the Wildcat Canyon Road Slope Failure Repair,Orinda area. County Project No. 0672-6U6266, Federal Project No. ACSTP 15J9(161) (District II) (2)DETERMNE that E.E.Gilbert Construction Inc.(“EE Gilbert”),the lowest monetary bidder,submitted a non-responsive bid by failing to comply with the requirements of the County’s Disadvantaged Business Enterprise (“DBE”) Program, as provided in the project specifications; and REJECT the bid on that basis. (3)DETERMINE that Gordon N.Ball Inc.(“Gordon N Ball”),the second lowest monetary bidder,has complied with the requirements of the County’s DBE Program for this project as provided in the project specifications;and FURTHER DETERMINE that Gordon N Ball has submitted the lowest responsive and responsible bid for this project (4)CONFIRM the denial of the protest filed by the third bidder (Minerva Construction,Inc.),which protest has been denied by the Public Works Department. (5)AWARD the construction contract for the above project to Gordon N Ball in the listed amount ($2,090,191.00)and the unit prices submitted in the bid,and DIRECT that Gordon N Ball shall present two good and sufficient surety bonds,as indicated below,and that the Public Works Director,or designee,shall prepare the contract. (6)ORDER that,after the contractor has signed the contract and returned it,together with the bonds as noted CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 4 powered by Legistar™ File #:25-2529,Version:1 (6)ORDER that,after the contractor has signed the contract and returned it,together with the bonds as noted below and any required certificates of insurance or other required documents,and the Public Works Director has reviewed and found them to be sufficient,the Public Works Director,or designee,is authorized to sign the contract for this Board. (7)ORDER that,in accordance with the project specifications and/or upon signature of the contract by the Public Works Director,or designee,and bid bonds posted by the bidders are to be exonerated and any checks or cash submitted for security shall be returned. (8)ORDER that,the Public Works Director,or designee,is authorized to sign any escrow agreements prepared for this project to permit the direct payment of retentions into escrow or the substitution of securities for moneys withheld by the County to ensure performance under the contract,pursuant to Public Contract Code Section 22300. (9)AUTHORIZE the Public Works Director,or designee,to order changes or additions to the work pursuant to Public Contract Code section 20142 (10)DELEGATE,pursuant to Public Contract Code Section 4114,to the Public Works Director,or designee, the Board’s functions under Public Contract Code Sections 4107 and 4110. (11)DELEGATE,pursuant to Labor Code Section 6705,to the Public Works Director or to any registered civil or structural engineer employed by the County the authority to accept detailed plans showing the design of shoring,bracing,sloping,or other provisions to be made for worker protection during trench excavation covered by that section. (12)DECLARE that,should the award of the contract to Gordon N Ball be invalidated for any reason,the Board would not in any event have awarded the contract to any other bidder,but instead would have exercised its discretion to reject all of the bids received.Nothing in this Board Order shall prevent the Board from re- awarding the contract to another bidder in cases where the successful bidder establishes a mistake,refuses to sign the contract,or fails to furnish required bonds or insurance (see Public Contract Code Sections 5100- 5107). FISCAL IMPACT: The construction contract and associated fees of this project will be funded by 24% Local Road Funds, 76% Federal Emergency Relief Funds. BACKGROUND: The above project was previously approved by the Board of Supervisors, plans and specifications were filed with the Board, and bids were invited by the Public Works Director. On May 20, 2025, the Public Works Department received bids from the following contractors: BIDDER, TOTAL AMOUNT, BOND AMOUNTS CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 4 powered by Legistar™ File #:25-2529,Version:1 E. E. Gilbert Construction Inc., $2,007,253.00 Gordon N. Ball Inc., $2,090,191.00; Payment: $2,090,191.00; Performance: $2,090,191.00 Minerva Construction, Inc., $2,171,975.00 Ghilotti Construction Company, Inc., $2,184,303.28 Brannon Corporation, $2,224,927.00 Suulutaaq, Inc., $2,264,064.00 B and D Excavation and Construction, $2,287,365.00 W R Forde Associates, Inc., $2,426,756.00 Viking Construction Company, $2,426,756.00 Ground Control Inc., $2,434,907.80 Myers & Sons Construction LLC, $2,927,133.00 This is a federally funded project subject to the County’s Disadvantaged Business Enterprise (DBE) Program’s goals and requirements. The Public Works Director has determined and reports that the lowest monetary bidder, E. E. Gilbert Construction Inc., failed to meet the 18% DBE goal for this project and failed to submit an adequate good faith effort to comply with the requirements for this project. The Public Works Director recommends rejection of the bid submitted by EE Gilbert. On June 2, 2025, EE Gilbert was notified in writing of the Public Work Director’s determination (see Attachment A). Caltrans, which administers DBE requirements for federally-funded road projects, is in agreement with the recommended rejection of EE Gilbert’s bid for failure to comply with DBE requirements (See Attachment B). Pursuant to federal regulations and Caltrans procedures, the Public Works Department held an Administrative Reconsideration hearing on June 5, 2025 on the rejection of EE Gilbert’s bid and on June 12, 2025 issued a decision (see Attachment C) which did not result in any change to the recommended rejection. On May 28, 2025, the third bidder (Minerva Construction, Inc.) filed a protest challenging the failure to provide copies of the bids submitted by other firms. Minerva’s protest, which has been denied by the Public Works Department (see Attachment D), did not challenge the bids submitted by other bidders, including the one submitted by Gordon N Ball. Per the County’s Better Government Ordinance, copies of the bids will be forwarded to Minerva as soon as the contract is awarded by the Board. The Public Works Director recommends that the bid submitted by Gordon N Ball is the lowest responsive and responsible bid, which is $81,784.00 less than the next lowest bid, and this Board concurs and so finds. The Public Works Director has determined that Gordon N Ball exceeded the DBE goal for this project and recommends that the construction contract be awarded to Gordon N Ball. The Public Works Director also recommends that the Board confirm the denial of the protest filed by Minerva. CONTRA COSTA COUNTY Printed on 8/26/2025Page 3 of 4 powered by Legistar™ File #:25-2529,Version:1 The Board of Supervisors previously determined that the project is exempt from the California Environmental Quality Act (CEQA) as a Class 15301(c) Categorical Exemption and 15302 Class 2(c) Categorical Exemption, and a Notice of Exemption was filed with the County Clerk on March 4, 2024. The general prevailing rates of wages, which shall be the minimum rates paid on this project, have been filed with the Clerk of the Board, and copies will be made available to any party upon request. CONSEQUENCE OF NEGATIVE ACTION: Construction of this project would be delayed, and the project might not be built. CONTRA COSTA COUNTY Printed on 8/26/2025Page 4 of 4 powered by Legistar™ From: Panmai, Jimmy@DOT <jimmy.panmai@dot.ca.gov> Sent: Monday, June 2, 2025 10:58 AM To: Kimberly Rodriguez Cc: Meharena, Ephrem@DOT; Izon, Ruben@DOT; Wong, Alan@DOT; Coan, Tracy@DOT; DecoContracts; Adelina Huerta Subject: RE: [ACTION required] Wildcat Canyon Road Slope Failure Repair- ACSTP 15J9 (161) CAUTION: This email originated from outside of the organization. Do not click links or open attachments unless you recognize the sender and know the content is safe. Good morning Kimberly, The submi=ed documents appear complete and consistent with the required procedures. Caltrans District 4 accepts the county’s determinaAon that the bidder E.E. Gilbert ConstrucAon, Inc. did not demonstrate adequate good faith eﬀorts to meet the DBE parAcipaAon for this contract. You are reminded that your agency must invite this bidder for administraAve reconsideraAon prior to award of contract (to actual successful bidder). See LAPM Chapter 9, 9.8.3 for addiAonal detail. Please contact me if you have addiAonal quesAons. Thank you, Jimmy Panmai Branch Chief CC|SF|SM DBE Coordinator Office of Local Assistance Phone: (510) 507-9943 From: Kimberly Rodriguez <Kimberly.Rodriguez@pw.cccounty.us> Sent: Thursday, May 29, 2025 10:14 AM To: Panmai, Jimmy@DOT <jimmy.panmai@dot.ca.gov> Cc: Meharena, Ephrem@DOT <ephrem.meharena@dot.ca.gov>; Izon, Ruben@DOT <Ruben.Izon@dot.ca.gov>; Wong, Alan@DOT <alan.wong@dot.ca.gov>; Coan, Tracy@DOT <Tracy.Coan@dot.ca.gov>; DecoContracts <DecoContracts@pw.cccounty.us>; Adelina Huerta <adelina.huerta@pw.cccounty.us> Subject: RE: [ACTION required] Wildcat Canyon Road Slope Failure Repair- ACSTP 15J9 (161) EXTERNAL EMAIL. Links/attachments may not be safe. Hi Jimmy, ConstrucAon bids for the above referenced project were opened on May 20, 2025. The low bidder did not meet the DBE goal for the construcAon contract of 18%, proposing 1.11% DBE usage. The second and third bidder did meet the DBE goal proposing 18.75% and 19.42% DBE usage, respecAvely. The County has reviewed the Good Faith Eﬀort documentaAon the low bidder provided and has determined they did not perform an adequate Good Faith Eﬀort. The three low bidders, in order, are: E.E. Gilbert ConstrucAon, Inc.; Gordon N. Ball, Inc.; and Minerva ConstrucAon, Inc. This project is scheduled to be awarded at the June 10, 2025, County Board of Supervisors meeting. In the hyper link below we are including: 1. Bid package of the lowest 3 bidders. 2. A bid Abstract/Bid TabulaAon Summary Sheet. 3. Exhibit 15-G: ConstrucAon Contract DBE Commitment for the lowest 3 bidders. 4. Exhibit 15-H: Bidder Good Faith Eﬀorts and supporAng documentaAon for the low bidder, E.E. Gilbert ConstrucAon. 5. EvaluaAon of Good Faith Eﬀort for E.E. Gilbert ConstrucAon. FHWA DBE-GFE Inquiry_ACSTP 15J9(161) Best Regards, Kimberly Rodriguez Administra ve Analyst Design/Construc on Division 255 Glacier Drive Martinez, CA 94553 Phone: (925) 313-2233(direct) Main (925) 313-2000 Fax (925) 313-2333 www.cccpublicworks.org 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2505 Name: Status:Type:Consent Item Passed File created:In control:5/6/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Director of Risk Management to execute a contract with BSI America Professional Services, Inc. in an amount not to exceed $2,333,762 to provide on-site environmental health & safety and sustainability consulting support for the period of July 1, 2025, through June 30, 2026. (40% Workers’ Compensation Internal Service Fund, 60% User Departments) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Karen Caoile, Director of Risk Management Report Title:Contract with BSI America Professional Services, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Director of Risk Management, or designee, to execute a contract with BSI America Professional Services, Inc. in an amount not to exceed $2,333,762 to provide on-site environmental health & safety and sustainability consulting support for the period of July 1, 2025, through June 30, 2026. FISCAL IMPACT: Costs will be paid from the Workers’ Compensation Internal Service Fund (40%) and charges to user departments (60%). BACKGROUND: BSI America Professional Services, Inc. (BSI) consists of consultants possessing specialized technical skills in occupational and environmental health and safety (OEHS) compliance. BSI OEHS consultants provide support in response to Occupational Safety Health Administration (OSHA) compliance inspections on behalf of County Departments. BSI consultants conduct various facility hazard assessments such as safety, indoor air quality and ergonomic assessments; perform safety program and training development and implementation for county departmental safety coordinators; respond to requests for research and interpretation of federal and state regulatory standards; and provide on-side First Aid/CPR-AED and other safety compliance training. BSI has supported the Risk Management Department’s Safety and Loss Control unit in helping to prevent Workers’ Compensation claims, reduce Cal OSHA inspections, and maintain County-wide compliance with CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2505,Version:1 safety regulations. The prior contract was approved by the Board with a payment limit of $4,505,578 and a term of July 1, 2023, to June 30, 2025. Significant changes to the nature of the request for qualifications (RFQ) include moving to a qualified pool for the first time in the Department’s history. The vendor selection process is estimated to be complete by July 1, 2026. CONSEQUENCE OF NEGATIVE ACTION: The County will be hindered in its ability to meet Cal/OSHA regulatory requirements. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2508 Name: Status:Type:Consent Item Passed File created:In control:5/8/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Director of Risk Management, or designee, to execute a contract amendment with TCS Risk Management Services, LLC to extend the term through September 30, 2025, for continued ergonomic program support, with no increase in the payment limit. (No fiscal impact.) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Karen Caoile, Director of Risk Management Report Title:Contract Agreement with TCS Risk Management Services, LLC ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Director of Risk Management, or designee, to execute a contract amendment with TCS Risk Management Services, LLC to extend the term through September 30, 2025, for continued ergonomic program support, with no increase in the payment limit. FISCAL IMPACT: No fiscal impact. BACKGROUND: TCS Risk Management Services (TCS) has been operating the County’s Ergonomic Program for many years providing the following services: review and administration of ergonomic programs; performance of employee ergonomic evaluations; installation of ergonomic equipment; negotiation of discount pricing for equipment; ergonomic training and coordination with departments; and ensuring timely delivery of ergonomic evaluations and equipment to prevent or reduce the level of injuries sustained by employees. The current TCS contract has a payment limit of $2,102,800 for the period of July 1, 2024, through June 30, 2025. Labor Relations was consulted on the initial contract to ensure the services are beyond the scope and capacity of the County and therefore an outside vendor is required. Risk Management initiated a request for proposals (RFP) for ergonomic program services in mid-2024 and is in the final selection stage. TCS agrees to continue providing ergonomic services to the County through September 30, 2025, until a new vendor under CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2508,Version:1 contract. The Ergonomic Program results in savings to the County by proactively preventing workers’ compensation claims. CONSEQUENCE OF NEGATIVE ACTION: The program, including the ergonomics laboratory and equipment, will not be available to meet the County’s needs and satisfy current regulations. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2506 Name: Status:Type:Consent Item Passed File created:In control:6/10/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Director of Risk Management, or designee, to execute a contract amendment with BSI America Professional Services, Inc. to increase the payment limit by $393,841 to a new total contract payment limit of $5,309,455 for additional occupational safety and health administration support services, with no change to the contract term through June 30, 2025. (40% Workers' Compensation Workers' Compensation Internal Service Fund, 60% User Departments). Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Karen Caoile, Director of Risk Management Report Title:Contract Amendment with BSI America Professional Services, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Director of Risk Management, or designee, to execute a contract amendment with BSI America Professional Services, Inc. to increase the payment limit by $393,841 to a new total contract payment limit of $5,309,455 for additional occupational safety and health administration (OSHA) support services, with no change to the contract term through June 30, 2025. FISCAL IMPACT: The additional cost of $393,841 will be paid through the Workers' Compensation Internal Service Fund (40%) and charges to user departments (60%). BACKGROUND: BSI America Services, Inc. assists in dealing with Occupational Safety and Health Administration (OSHA) compliance inspections and responses on behalf of all County departments. Since the inception of this contract, additional services have been needed for Additional support services include countywide environmental and occupational safety and health services including but not limited to program and training development, and OSHA compliance and inspection response support. The current contract with BSI has a term of July 1, 2023, to June 20, 2025, with a payment limit of up to $4,915,614. For FY25-26, pending Board approval, the next service agreement with BSI for OSHA support CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2506,Version:1 services will be effective July 1, 2025, through June 30, 2026, with a payment limit of $2,333,762, while the Department is conducting a Request for Proposals for vendor engagements thereafter. CONSEQUENCE OF NEGATIVE ACTION: The County will be hindered in its ability to meet Cal/OSHA regulatory requirements. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2507 Name: Status:Type:Consent Item Passed File created:In control:6/11/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:DENY claims filed by Kane Brazeal Nelson; Kameshwari Devi Ralh; Danny Lamont Hamilton; Katie Harrison; Kanai Jackson; Progressive Direct Insurance Co., a subrogee of Donny Kountz; and Jaqueline Rodriquez Zepeda. Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:Monica Nino, County Administrator Report Title:Claims ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: DENY claims filed by Kane Brazeal Nelson; Kameshwari Devi Ralh; Danny Lamont Hamilton; Katie Harrison; Kanai Jackson; Progressive Direct Insurance Co., a subrogee of Donny Kountz; and Jaqueline Rodriquez Zepeda. FISCAL IMPACT: No fiscal impact. BACKGROUND: Kane Brazeal-Nelson: Civil rights claim for excessive force in jail in the amount of $1,000,000. Kameshwari Devi-Ralh: Wrongful death claim related to dangerous condition in the amount of $10,000,000. Danny Lamont Hamilton: Americans with Disability Act claim related to denial of mobility aids in jail in the amount of $2,110,000. Katie Harrison: Personal injury claim related to dangerous condition in an amount to exceed $35,000. Kanai Jackson: Property claim for damage to vehicle in an undisclosed amount. Progressive Direct Ins. Co. a/s/o Donny Kountz: Property claim for damage to vehicle in the amount of $11,557.89. Jaqueline Rodriguez Zepeda: Property claim for damage to vehicle in the amount of $1,246. CONSEQUENCE OF NEGATIVE ACTION: Not acting on the claims could extend the claimants’ time limits to file actions against the County. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2507,Version:1 CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2567 Name: Status:Type:Consent Item Passed File created:In control:6/11/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract with Sarah E. Avedschmidt M.D. in an amount not to exceed $3,000,000 for forensic pathology services, for the period July 1, 2025, through June 30, 2027. (100% General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:David O. Livingston, Sheriff-Coroner Report Title:Sarah E. Avedschmidt M.D - Forensic Pathology Services ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract with Sarah E. Avedschmidt M.D. in an amount not to exceed $3,000,000 for forensic pathology services, for the period July 1, 2025 through June 30, 2027. FISCAL IMPACT: Approval of this request will result in up to $3,000,000 in contractual service expenditures over a 2-year period and will be funded 100% by the General Fund. BACKGROUND: Dr. Sarah E. Avedschmidt M.D., who specializes in pathology and forensic pathology, will assume responsibility and perform autopsy services for deaths that fall within the jurisdiction of the Coroner. She will prepare documents and reports as required, provide training to personnel, provide court testimony as required and ensure that quality standards are met for the services performed. This will allow the Office of the Sheriff to continue to meet obligations to provide forensic pathology services. CONSEQUENCE OF NEGATIVE ACTION: If the Board does not approve, the Office of the Sheriff will not have access to a specialized contractor to perform autopsy services and related reporting in the Coroner's Division. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 1 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2568 Name: Status:Type:Consent Item Passed File created:In control:6/11/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract with Forensic Pathology Services, LLC in an amount not to exceed $3,000,000 for forensic pathology services in the Coroner's Division for the period July 1, 2025 through June 30, 2027. (100% General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:David O. Livingston, Sheriff-Coroner Report Title:Forensic Pathology Services ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract with Forensic Pathology Services, LLC in an amount not to exceed $3,000,000 for forensic pathology services in the Coroner’s Division, for the period July 1, 2025 through June 30, 2027. FISCAL IMPACT: Approval of this request will result in up to $3,000,000 in contractual service expenditures over a 2-year period and will be funded 100% by the General Fund. BACKGROUND: Forensic Pathology Services, who specialize in pathology and forensic pathology, will assume responsibility and perform autopsy services for deaths that fall within the jurisdiction of the Coroner. Forensic Pathologists will provide pathologists who will prepare documents and reports as required, provide training to personnel, provide court testimony as required and ensure that quality standards are met for the services performed. This will allow the Office of the Sheriff to continue to meet obligations to provide forensic pathology services. CONSEQUENCE OF NEGATIVE ACTION: If the Board does not approve, the Office of the Sheriff will not have access to a specialized contractor to perform autopsy services and related reporting in the Coroner's Division. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2568,Version:1 CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2569 Name: Status:Type:Consent Item Passed File created:In control:6/11/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract with Joseph Cohen M.D. in an amount not to exceed $3,000,000 for forensic pathology services, for the period July 1, 2025 through June 30, 2027. (100% General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:David O. Livingston, Sheriff-Coroner Report Title:Joseph Cohen, M.D. - Forensic Pathology Services ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract with Joseph Cohen M.D. in an amount not to exceed $3,000,000 for forensic pathology services, for the period July 1, 2025 through June 30, 2027. FISCAL IMPACT: Approval of this request will result in up to $3,000,000 in contractual service expenditures over a 2-year period and will be funded 100% by the General Fund. BACKGROUND: Dr. Cohen M.D., who specializes in pathology and forensic pathology, will assume responsibility and perform autopsy services for deaths that fall within the jurisdiction of the Coroner. He will prepare documents and reports as required, provide training to personnel, provide court testimony as required and ensure that quality standards are met for the services performed. This will allow the Office of the Sheriff to continue to meet obligations to provide forensic pathology services. CONSEQUENCE OF NEGATIVE ACTION: If the Board does not approve, the Office of the Sheriff will not have access to a specialized contractor to perform autopsy services and related reporting in the Coroner's Division. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 1 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2570 Name: Status:Type:Consent Item Passed File created:In control:6/11/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Sheriff- Coroner, a purchase order with Pitney Bowes, Inc. in an amount not to exceed $10,000, and ACCEPT Terms and Conditions for postal services for the Office of the Sheriff, for the period June 1, 2025 through May 31, 2026. (100% General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:David O. Livingston, Sheriff-Coroner Report Title:Pitney Bowes, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Sheriff-Coroner, a purchase order with Pitney Bowes, Inc. in an amount not to exceed $10,000, and ACCEPT Terms and Conditions for postal services for the Office of the Sheriff, for the period June 1, 2025 through May 31, 2026. FISCAL IMPACT: Approval of this request will result in up to $10,000 in contractual service expenditures over a 1-year period and will be funded 100% by the General Fund. BACKGROUND: Pitney Bowes is a global technology company that invented the postage meter and continues to innovate and adapt to the changing needs of its customers, remaining a prominent player in the global industry. The postage meter service offered by Pitney Bowes is invaluable to the Office of the Sheriff as they significantly save time and money with the reduced trips to the post office and provide accurate postage with their built-in scales preventing overpayment and wasted funds. The automated mail processing streamlines the mailing process by automating tasks like weighing, calculating postage, and printing, freeing up staff for other important tasks. CONSEQUENCE OF NEGATIVE ACTION: CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2570,Version:1 If the Board does not approve, it may result in mailing inefficiencies, errors, increased costs, and potential security vulnerabilities for the Office of the Sheriff, along with challenges in complying with USPS regulations for official mail. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2571 Name: Status:Type:Consent Item Passed File created:In control:6/11/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Sheriff- Coroner, a purchase order with Grammarly, Inc., in an amount not to exceed $6,000, and ACCEPT a Customer Business Agreement for grammatical accuracy services for the Investigations Division of the Office of the Sheriff, for the period June 7, 2025 through June 06, 2026. (100% General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:David O. Livingston, Sheriff-Coroner Report Title:Grammarly, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Sheriff-Coroner, a purchase order with Grammarly, Inc., in an amount not to exceed $6,000, and ACCEPT a Customer Business Agreement for grammatical accuracy services for the Investigations Division of the Office of the Sheriff, for the period June 7, 2025 through June 06, 2026. FISCAL IMPACT: Approval of this request will result in up to $6,000 in contractual service expenditure over a 1-year period and will be funded 100% by the General Fund. BACKGROUND: The Grammarly, Inc. software assists staff and team members in producing clearer, more professional written materials, including emails, reports, presentations and other official documents. The Office of the Sheriff has utilized Grammarly to uphold a high standard of written communication and ensure grammatical accuracy. Grammarly is utilized for official work only and current staff are encouraged to utilize it as part of their standard writing and editing process. The Customer Business Agreement includes limitations of liability and indemnification by the County to Grammarly, Inc. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2571,Version:1 CONSEQUENCE OF NEGATIVE ACTION: If the Board does not approve, professional written materials from the staff and team members of the Office of the Sheriff may have inconsistencies in grammar, tone, and clarity, which could impact the professionalism and credibility of the Division’s communications. This may also place an increased burden on staff and team members who are manually proofreading and editing, which would reduce overall efficiency. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2572 Name: Status:Type:Consent Item Passed File created:In control:6/11/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract with Brinks, Inc. in an amount not to exceed $50,000 to provide cash-in-transit services for the Office of the Sheriff detention facilities, for the period February 1, 2025 through January 31, 2026. (100% General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:David O. Livingston, Sheriff-Coroner Report Title:Brinks, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract with Brinks, Inc. to provide cash-in-transit services for the Office of the Sheriff detention facilities, in an amount not to exceed $50,000, for the period February 1, 2025 through January 31, 2026. FISCAL IMPACT: Approval of this request will result in up to $50,000 in contractual service expenditures over a 1-year period and will be funded 100% by the General Fund. BACKGROUND: The Office of the Sheriff detention facilities, including West County Detention Facility, Martinez Detention Facility and Marsh Creek Detention Facility, have been utilizing Brinks, Inc. for armored transit services to secure the transportation of cash and checks collected by the detention facilities. Brinks, Inc. has a long history of demonstrating compliance with all safety, security, and service requirements of the Office of the Sheriff. The Brinks Connect Transportation Contract includes a limitation of liability provision. CONSEQUENCE OF NEGATIVE ACTION: If the Board does not approve, the Office of the Sheriff will have internal staff hand-deliver the cash and checks. This service is critical for maintaining financial accountability, operational efficiency, and personnel safety. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2572,Version:1 CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2573 Name: Status:Type:Consent Item Passed File created:In control:6/11/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Sheriff- Coroner, a purchase order with NicheVision Forensics LLC, in an amount not to exceed $60,000, and ACCEPT a Software License Agreement with STRmix Limited, to provide maintenance and updates for the STRmix DNA profile analysis application, for the period January 1, 2024 through July 31, 2026. (100% General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:David O. Livingston, Sheriff-Coroner Report Title:NicheVision Forensics LLC - STRmix Limited ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Sheriff-Coroner, a purchase order with NicheVision Forensics LLC, in an amount not to exceed $60,000, and ACCEPT a Software License Agreement with STRmix Limited, to provide maintenance and updates for the STRmix application, for the period January 1, 2024 through July 31, 2026. FISCAL IMPACT: Approval of this request will result in up to $60,000 in service expenditures and will be funded 100% by the General Fund. BACKGROUND: NicheVision Forensics LLC provides expert systems, including mixture interpretation forensic tools such as STRmix, that can resolve previously unresolvable mixed DNA profiles. These tools provide a fully continuous approach for DNA profile analysis and improve the mixture interpretation capabilities within the Biology/DNA Unit. NicheVision's STRmix allows existing data processing operations and current workflow. The Office of the Sheriff’s Forensic Services laboratory is accredited by the American National Standards Institute (ANSI) National Accreditation Board (ANAB). As an accredited laboratory, the Office of the Sheriff is required to meet the accreditation criteria, as it applies to the technical work performed. NicheVision products have been extensively validated, both nationally and internationally, and research associated with its biological models, CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2573,Version:1 mathematics and performance have been widely vetted and published. STRMix limited does not sell directly to customers; therefore, it will be purchased through NicheVision, a third -party reseller. The department is seeking approval of this retroactive contract due to unintentional oversight caused by the substantial number of new contracts the Office of the Sheriff is currently handling. The Software License Agreement include limitations of liability and indemnification from the County to STRmix Limited. CONSEQUENCE OF NEGATIVE ACTION: If the Board does not approve, the Office of the Sheriff Forensic Services laboratory will be unable to perform DNA interpretation and would result in suspension of DNA casework. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2574 Name: Status:Type:Consent Item Passed File created:In control:6/11/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Sheriff-Coroner to execute a contract amendment with John Meyers, to increase the payment limit by $50,000 to a new payment limit of $650,000, for helicopter pilot services, with no change in the term ending June 30, 2025. (76% CSA P-6 Zone Funds, 22% State, 2% Agency User Fees) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:David O. Livingston, Sheriff-Coroner Report Title:Helicopter Services - John Meyers ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Sheriff-Coroner to execute a contract amendment with John Meyers, to increase the payment limit by $50,000 to a new payment limit of $650,000, for helicopter pilot services, with no change in the term ending June 30, 2025. FISCAL IMPACT: Approval of this request will result in up to an additional $50,000 in contractual service expenditures and will be funded by a combination of agency user fees, annual SLESF (Supplemental Law Enforcement Services Fund) allocation, P-6 Central Administrative Base (Zone) revenue, and indirectly offset by State of California Department of Boating and Waterways grant funding. BACKGROUND: Under this contract, John Meyers will provide pilot services for the Office of the Sheriff helicopters. The helicopter program is an integral element of effective law enforcement operations, providing enhanced patrol, surveillance, and search and rescue capabilities. Continuation of the helicopter program hinges on the services provided under this contract. CONSEQUENCE OF NEGATIVE ACTION: If the Board does not approve, Office of the Sheriff will not be able to adequately respond to law enforcement emergencies in any terrain, throughout the County. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 1 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2575 Name: Status:Type:Consent Item Passed File created:In control:6/11/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract amendment with Peace Officers Research Association of California (PORAC) and 911Media, to extend the term of the contract through June 30, 2026, with no change to the payment limit of $27,933 to provide recruiting advertisement opportunities for the Office of the Sheriff. (100% General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:David O. Livingston, Sheriff-Coroner Report Title:Peace Officers Research Association of California (PORAC) and 911Media ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract amendment with Peace Officers Research Association of California (PORAC) and 911Media, to extend the term through June 30, 2026, with no change to the payment limit of $27,933 to provide recruiting advertisement opportunities for the Office of the Sheriff. FISCAL IMPACT: Approval of this request will result in up to $27,933 in contractual service expenditures over a one-year period and will be funded 100% by the General Fund. BACKGROUND: Law Enforcement News is the official monthly magazine of Peace Officers Research Association of California (PORAC) and 911Media. PORAC and 911Media provide printed publication and advertising to over 75,000 subscribers on a monthly basis, covering the latest association events and providing critical information about benefits, legal and labor issues, legislation, finances, public safety trends, training and employment. This distribution provides the Recruiting Unit of the Office of the Sheriff the opportunity to convey their hiring benefits and advantages to a large number of qualified and potential applicants. The Terms and Conditions include indemnification from the County to PORAC and 911Media. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2575,Version:1 CONSEQUENCE OF NEGATIVE ACTION: If the Board does not approve, the Office of the Sheriff would not be able to include recruiting advertisements in the Law Enforcement News. Hiring qualified candidates for law enforcement is an extremely competitive market. With virtually every agency hiring, keeping the Contra Costa County Office of the Sheriff in the forefront of the most recognized law enforcement magazine in the State of California should be a priority. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2576 Name: Status:Type:Consent Item Passed File created:In control:6/11/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to increase the payment limit under the Master Support Agreement with TriTech Software Systems, a Central Square Company (formerly Tiburon, Inc.) by $354,097, to a new payment limit of $2,792,612, to provide dispatch and records systems support, for the period September 10, 2025 through September 9, 2026. (81% General Fund, 19% Federal) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:David O. Livingston, Sheriff-Coroner Report Title:Tritech Software Systems ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to increase the payment limit under the Master Support Agreement with TriTech Software Systems, a Central Square Company (formerly Tiburon, Inc.) by $354,097, to a new payment limit of $2,792,612, to provide dispatch and records systems support, for the period September 10, 2025 through September 9, 2026. FISCAL IMPACT: Approval of this request will result in up to $354,097 in contractual service expenditures over a 1-year period and will be funded 19% by Federal funding and 81% by the Sheriff’s Office budgeted County General Fund. BACKGROUND: Tritech Software Systems, a Central Square Company (formerly Tiburon, Inc.) provides the Office of the Sheriff with computer aided dispatch (CAD) and record management systems (RMS). Authorizing additional payments under the Master Support Agreement will renew support for these systems and the CopLogic reporting system that is integrated with CAD/RMS for the period of September 10, 2025 through September 9, 2026. The CAD/RMS system is used by the Sheriff’s Dispatch Center to document calls for service and dispatch police and Sheriff's units to those calls. The system is also used by the records division to collect data required by the state. The support will allow the CAD and RMS systems to be up and running 24/7 and provide emergency assistance if the system fails. CAD/RMS and mobile systems are mission critical applications to CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2576,Version:1 public safety. Without Tritech Software Systems supporting their products, the Office of the Sheriff runs the risk of crashing these systems without the ability to fix it. In September 2016, the Board of Supervisors approved an agreement with Tiburon, Inc., to license software for the Sheriff's Office 9-1-1 Dispatch and Records Management systems. The 9-1-1 CAD system is used by the Office of the Sheriff’s Dispatch Center, and the RMS is used by the entire Office of the Sheriff and the agencies that contract with the Sheriff's Office for law enforcement services. Tritech Software Systems, a Central Square Company, provides the County with software for the CAD system and RMS. This request will provide for systems maintenance and support for an additional year. CONSEQUENCE OF NEGATIVE ACTION: If the Board does not approve, the Office of the Sheriff would not be able to utilize Tritech Software Systems as support for the dispatch system, which could prevent the Office of the Sheriff from providing emergency assistance in the result of a system failure. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2577 Name: Status:Type:Consent Item Passed File created:In control:6/11/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Sheriff-Coroner, a purchase order with AT&T, Inc., in an amount not to exceed $189,350, for the Palo Alto Networks Firewall software annual renewal, for the period June 1, 2025 through May 31, 2026. (100% General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:David O. Livingston, Sheriff-Coroner Report Title:Palo Alto Networks, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Sheriff-Coroner, a purchase order with AT&T, Inc., in an amount not to exceed $189,350, for the Palo Alto Networks Firewall software annual renewal, for the period June 1, 2025 through May 31, 2026. FISCAL IMPACT: Approval of this request will result in up to $189,350 in service expenditures over a 1-year period and will be funded 100% by the General Fund. BACKGROUND: Palo Alto Networks (PAN) is an industry leader in providing hardware and software firewall solutions. The Office of the Sheriff has PAN hardware and software installed at multiple locations within the department. The software annual renewal is for the Advanced Threat Prevention, DNS security, Advanced Wildfire, and Advanced URL Filtering subscriptions, and premium support for the pair of Panorama 5220 firewalls in the Communications Center data center. The Office of the Sheriff PAN firewalls, subscriptions, and support are the frontline of defense against outside cyber attackers by shielding our network from malicious or unnecessary network traffic. The PAN software subscriptions are critical to ensuring that the Office of the Sheriff’s network has the most up-to-date protection from cybersecurity intrusion and hack attempts. The premium support ensures minimal downtime should an issue with the hardware or software occur or if configuration assistance is needed. CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2577,Version:1 Palo Alto Networks, Inc. does not sell directly to customers; therefore, it will be purchased through AT&T, a third-party reseller. The End User License Agreement includes a limitation of liability provision. CONSEQUENCE OF NEGATIVE ACTION: If the Board does not approve, the existing hardware and software at the Office of the Sheriff will not be supported, and the firewall protection will cease to update, exposing the Office of the Sheriff network to potential cybersecurity threats. This could result in possible agency downtime that would affect multiple entities within the county, including other police departments and first responders. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:125-2578 Name: Status:Type:Consent Item Passed File created:In control:6/11/2025 BOARD OF SUPERVISORS On agenda:Final action:6/24/2025 6/24/2025 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Sheriff- Coroner, a purchase order amendment with StarChase to increase the payment limit by $150,000 to a new payment limit of $197,404 and extend the term through December 31, 2028, for the purchase of new Guardian VX GPS Launcher Systems, warranty and annual subscription renewals for the Guardian VX Total GPS Solution Package. (100% General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS6/24/2025 1 Pass 5:0 To:Board of Supervisors From:David O. Livingston, Sheriff-Coroner Report Title:Starchase ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Sheriff-Coroner, a purchase order amendment with StarChase to increase the payment limit by $150,000 to a new payment limit of $197,404, and extend the term through December 31, 2028, for the purchase of new Guardian VX GPS Launcher Systems, warranty and annual subscription renewals for the Guardian VX Total GPS Solution Package. FISCAL IMPACT: Approval of this request will result in up to $197,404 in service expenditures and will be funded 100% by the General Fund. BACKGROUND: StarChase provides multiple GPS technology solutions to public safety and government agencies. Their technology leverages GPS technology to manage high-risk events, surveillance, and real-time situational awareness. By launching a GPS device onto a suspect’s vehicle, StarChase allows for tracking suspects instead of the need for Code-3 pursuits. In addition, the GPS devices can be tracked via mapping software in Dispatch and Patrol. The Office of the Sheriff has been utilizing Starchase since 2018. The Department currently has eight vehicles outfitted with the Starchase launcher systems in its fleet. This contract will include the annual subscription renewal for the Guardian VX Total Solution Package for the current systems. This contract will also include the CONTRA COSTA COUNTY Printed on 8/26/2025Page 1 of 2 powered by Legistar™ File #:25-2578,Version:1 purchase of more new Guardian VX Launcher Systems, which includes installation, a three-year warranty and a Total Solutions software subscription. The Terms and Conditions include limitations of liability and indemnification from the County to the contractor. CONSEQUENCE OF NEGATIVE ACTION: If the Board does not approve, the existing mapping software will not be supported or operational and will cease to update. The GPS tracking projectiles will no longer be supplied. The Office of the Sheriff will also not be able to outfit additional vehicles with the Starchase GPS technology. This could result in StarChase no longer being a viable solution for decreasing Code-3 pursuits, real-time mapping and multi-agency shared locations in the event of a major incident. It could result in greater risk to public and officer safety during pursuits. CONTRA COSTA COUNTY Printed on 8/26/2025Page 2 of 2 powered by Legistar™